Orange City Council
June 24, 2025

Housing Cost Burden
Housing Cost Burden <=30% 30-50% >50% No / negative
income (not
computed)
Jurisdiction as a whole 26,950 8,420 7,600 365
White 15,145 4,180 3,460 240
Black / African
American 165 225 195 0
Asian 3,595 1,035 1,195 20
American Indian,
Alaska Native 100 0 0 0
Pacific Islander 85 0 45 0
Hispanic 6,940 2,635 2,535 105
Table 21 – Greater Need: Housing Cost Burdens AMI
Data
Source:
2016-2020 CHAS
Discussion:

Please refer to the narrative above.
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NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2) Are there any Income categories in which a racial or ethnic group has disproportionately greater need than the needs of that income category as a whole? The data reflects that Black/African American and Pacific Islander households across different income levels have a disproportionately greater need than the needs of that income category as a whole. Hispanic (including White Hispanic) households exhibited a disproportionate need as well. Households at lower income levels (below 80%) have an increased need for decent and affordable housing.

If they have needs not identified above, what are those needs? No other housing needs identified.

Are any of those racial or ethnic groups located in specific areas or neighborhoods in your community?
The City of Orange has few predominately Hispanic neighborhoods. These geographic areas include Central Orange (near Glassell Street and Katella Avenue), El Modena, and Olive (near Lincoln Avenue and Batavia Street).
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NA-35 Public Housing – 91.205(b)
Introduction
The City of Orange does not own any public housing projects but works collaboratively with and is assisted by the Orange County Housing Authority (OCHA) which operates a Section 8 Rental Assistance and Housing Choice Voucher Program. Therefore, the City does not have access to the data collected for the Section 8 or Housing Choice Voucher Program. The information shown in the following tables is collected from The Public and Indian Housing Information Center (PIC) dataset, an annual extract from HUD's administrative system that manages financial controls over Indian Housing, Housing Choice Voucher, and Public Housing programs.

Totals in Use
Program Type
Certificate ModRehabPublic
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units vouchers in use 0 0 0 10,825 0 10,418 187 207 10 Table 22 - Public Housing by Program Type
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Data Source: PIC (PIH Information Center)
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Characteristics of Residents
Program Type
Certificate ModRehabPublic
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Average Annual Income 0 0 0 16,476 0 16,470 17,239 15,594 Average length of stay 0 0 0 8 0 8 0 4
Average Household size 0 0 0 2 0 2 1 3
# Homeless at admission 0 0 0 87 0 5 72 10
# of Elderly Program Participants
(>62) 0 0 0 4,926 0 4,884 38 3
# of Disabled Families 0 0 0 2,163 0 2,075 64 14
# of Families requesting
accessibility features 0 0 0 10,825 0 10,418 187 207
# of HIV/AIDS program
participants 0 0 0 0 0 0 0 0
# of DV victims 0 0 0 0 0 0 0 0
Table 23 – Characteristics of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)
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Race of Residents
Program Type
Race Certificate ModRehabPublic
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
White 0 0 0 5,857 0 5,528 139 182 6
Black/African American 0 0 0 745 0 693 39 10 2
Asian 0 0 0 4,128 0 4,107 4 15 2
American Indian/Alaska
Native 0 0 0 64 0 60 4 0 0
Pacific Islander 0 0 0 31 0 30 1 0 0
Other 0 0 0 0 0 0 0 0 0
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 24 – Race of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)
Ethnicity of Residents
Program Type
Ethnicity Certificate ModRehabPublic
Housing
Vouchers
Total Project -
based
Tenant -
based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
Hispanic 0 0 0 1,941 0 1,814 34 87 4
Not Hispanic 0 0 0 8,884 0 8,604 153 120 6
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 25 – Ethnicity of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)
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Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on the waiting list for accessible units:

The City does not allocate funding to the Section 8 or Housing Choice Voucher program operated by the Orange County Housing Authority.

Most immediate needs of residents of Public Housing and Housing Choice voucher holders The City does not allocate funding to the Section 8 or Housing Choice Voucher program operated by the Orange County Housing Authority.

How do these needs compare to the housing needs of the population at large The City does not allocate funding to the Section 8 or Housing Choice Voucher program operated by the Orange County Housing Authority.

Discussion
Please refer to the sections above.
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NA-40 Homeless Needs Assessment – 91.205(c)
Introduction:

The County of Orange released the 2024 biennial “Point-in-Time Count” that provides information on homeless individuals and households throughout the County. This report shows that on a given night in the last ten days of January 2024, the City of Orange had a total of 369 homeless, including individuals and families, 42% of which were sheltered and 58% of which were unsheltered.

Information on special populations such as seniors and veterans was not published in this report, however local nonprofits such as The Hub Resource Center (HRC), Mercy House, Illumination Foundation, and HomeAid offer housing navigation and case management services to this population. While Orange does not receive homeless related grants from HUD, the City supports the efforts of these organizations and the County of Orange’s Continuum of Care strategies to address homelessness.

If data is not available for the categories "number of persons becoming and exiting homelessness each year," and "number of days that persons experience homelessness," describe these categories for each homeless population type (including chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth):

The City is not a recipient of homeless related grants. 1173
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Nature and Extent of Homelessness: (Optional)
Race: Sheltered: Unsheltered (optional)
Ethnicity: Sheltered: Unsheltered (optional)
Estimate the number and type of families in need of housing assistance for families with children and the families of veterans.

This information is not included in the last PIT County Report.

Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.

This information is not included in the last PIT County Report.

Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.

The 2024 PIT count revealed that out of the 369 homeless in the City of Orange, 214 were unsheltered and 155 were sheltered. Although there was a slight decrease in the number of unsheltered (31% decrease) and sheltered (22% decrease) homeless between 2019 and 2022, the numbers in the latest 2024 report are higher than those of both 2019 and 2022, reflecting an increased need for homeless assistance in the City. The after-effects of the Covid-19 pandemic may also have impacted these numbers.

Discussion:

Please refer to the sections above.
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NA-45 Non-Homeless Special Needs Assessment - 91.205
Introduction:

Although special needs populations do not make up significant portions of the population, the City of Orange supports and encourages affordable housing development projects targeted to these groups, specifically low-income special needs persons, since they are more susceptible to fair housing barriers.

There are a number of senior housing developments throughout the City, many of which are affordable such as Triangle Terrace, a 75 unit affordable senior community comprised of studios and one-bedroom apartments, Palmyra, Richlyn & Fern Gardens Senior Apartment Homes offering one and two-bedroom units for low-income seniors, and Villa St. Joseph, a community of 18 one-bedroom units for seniors experiencing homelessness.

Describe the characteristics of special needs populations in your community:

The American Community Survey’s 2020 5 – year estimate reveals that approximately 8.5% of the City’s population is disabled, 49% of which report an ambulatory difficulty.

What are the housing and supportive service needs of these populations and how are these needs determined?
As previously mentioned, the most common disability amongst residents in the City of Orange is ambulatory difficulties. This points to a need for more accessible housing and reasonable accommodations for those with ambulatory disabilities such as more ramps in public buildings.

The City allocated $90,000 of CDBG funds for the fiscal year of 2024 – 2025 to support the Public Works initiative of adding more ADA Wheelchair Access Ramps throughout Orange.

According to ACS 2016 – 2020 data, approximately 14% of the City’s population is elderly (over the age of 65). The Orange County Housing Authority (OCHA) operates a Section 8 Rental Assistance/Housing Choice program for the City and provides housing to seniors seeking Section 8 housing units. The Orange County Health Care Agency administers the Senior Health Outreach & Prevention Program (SHOPP) which provides crisis intervention and community outreach services to low-income seniors over the age of 60. The City itself has a Senior Center where a variety of free and minimal cost workshops, services, and classes are offered. The Orange Senior Center also offers food assistance and transportation services. Sunrise of Orange is a 62-bed assisted living facility for seniors.

Overall, there is a need for more affordable housing for all special needs populations (disabled, elderly, and persons with HIV/AIDS).
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Discuss the size and characteristics of the population with HIV/AIDS and their families within the Eligible Metropolitan Statistical Area:

According to information from the 2022 Orange County HIV Continuum of Care, at the end of 2022, there were 6,916 individuals residing in Orange County diagnosed with HIV. The Centers for Disease Control and Prevention (CDC) estimates that approximately 16% of persons living with HIV/AIDS are unaware of their status, therefore, the total estimated number of persons living with HIV in Orange County for the year of 2022 was 8,204.

If the PJ will establish a preference for a HOME TBRA activity for persons with a specific category of disabilities (e.g., persons with HIV/AIDS or chronic mental illness), describe their unmet need for housing and services needed to narrow the gap in benefits and services received by such persons. (See 24 CFR 92.209(c)(2) (ii)) The County of Orange administers a Housing Opportunities for Persons with AIDS program which can be used for either project-based or tenant-based rental assistance, short-term rent, mortgage, or utility payments.
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NA-50 Non-Housing Community Development Needs – 91.215 (f) Describe the jurisdiction’s need for Public Facilities:

The City of Orange proudly maintains 22 public parks, each featuring a unique range of amenities such as volleyball courts, tennis courts, BBQ stations, and community buildings. Despite these offerings, the City continues to face ongoing funding needs to support enhancements to its parks system, recreational facilities, and public streets.

As part of the preparation for the 2025–2029 Consolidated Plan, a community outreach survey revealed that approximately 27% of respondents identified parks and recreational facilities as the top priority among community facility needs. Additionally, the City's Public Works Department utilizes a significant portion of CDBG funding to support street and ADA improvements in neighborhoods primarily composed of low- and moderate-income residents.

How were these needs determined?
These needs were determined based on a needs assessment survey that was conducted in preparation for the 2025 – 2029 Consolidated Plan cycle.

Describe the jurisdiction’s need for Public Improvements:

The City continues to face significant infrastructure challenges, particularly within low-income neighborhoods where public streets, sewer systems, and storm drains are in need of repair or replacement. According to the recent needs assessment survey, residents identified street improvements and enhanced code enforcement as top infrastructure priorities. The City’s FY 2024 Five-Year Capital Improvement Plan also identifies eight roadway bridges requiring maintenance. These structures have been inspected by Caltrans, which has provided specific recommendations for repairs. While a comprehensive maintenance and retrofit plan has been developed, implementation is currently pending funding availability.

How were these needs determined?
These needs were determined based on a needs assessment survey that was conducted in preparation for the 2025 – 2029 Consolidated Plan cycle as well as the Public Works section of the City’s FY 2024 Five-Year Capital Improvement Plan.

Describe the jurisdiction’s need for Public Services:

The City has a need for youth services and homeless services focused on providing supportive and transitional housing for residents experiencing homelessness. The City currently allocates CDBG funds to the HUB OC Youth Centers of Orange’s after school program; Families Forward, a housing services and homeless prevention organization; the Friendly Center, which provides food 1177
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to those in need; and the Assistance League of Orange, an organization that provides uniforms and supplies to low-income children.

How were these needs determined?
These needs were determined based on a needs assessment survey that was conducted in preparation for the 2025 – 2029 Consolidated Plan cycle as well as the City’s General Plan. 1178
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Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:

Overall, there is a very high demand for affordable housing within the City of Orange. Data from the 2016 – 2020 American Community Survey reflects that the median home value in the City is $680,300, the median contract rent is $1,751 and the median income is $96,605. The high cost of living and housing, coupled with low wages, a dwindling of local, state, and federal funding, and increased cost of land and construction materials has only exacerbated the existing affordable housing crisis. Homeownership has become increasingly difficult for households in lower income brackets.

The City of Orange currently boasts 1,426 affordable housing units and continues to seek opportunities to partner with affordable housing developers to build affordable developments and units for low-income households. Most recently, the City added the following affordable housing developments to its list: Villa St. Joseph, a community of 50 affordable housing units, of which 18 one-bedroom units are for seniors experiencing homelessness; Valencia Gardens, a 62 unit affordable housing community; Katella Terrace, a 75 unit affordable housing development for seniors; and Orion, a 166 unit affordable senior housing development. 1179
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MA-10 Number of Housing Units – 91.210(a)&(b)(2)
Introduction
According to data from the 2016 – 2020 ACS 5 – year estimates, the total number of housing units in the City of Orange is 45,160. As shown below in table 31, the majority of housing units (56%) are single family houses. 66% of housing units in Orange are one-unit structures. Out of the occupied housing units in the City, 59.2% are owner-occupied and 40.8% are renter-occupied.

The average household size is three. Due to the high cost of housing throughout the State, there is a high demand for affordable rental housing units.

All residential properties by number of units
Property Type Number %
1-unit detached structure 25,240 56%
1-unit, attached structure 4,445 10%
2-4 units 5,325 12%
5-19 units 3,580 8%
20 or more units 5,295 12%
Mobile Home, boat, RV, van, etc 1,275 3%
Total 45,160 100%
Table 26 – Residential Properties by Unit Number
Data Source: 2016-2020 ACS
Unit Size by Tenure
Owners Renters
Number % Number %
No bedroom 130 1% 1,030 6%
1 bedroom 550 2% 4,135 23%
2 bedrooms 3,365 13% 7,510 42%
3 or more bedrooms 21,610 84% 5,005 28%
Total 25,655 100% 17,680 99%
Table 27 – Unit Size by Tenure
Data Source: 2016-2020 ACS
Describe the number and targeting (income level/type of family served) of units assisted with federal, state, and local programs.

The City leverages CDBG and HOME funds to assist low- to moderate-income families and individuals throughout the City who are in need of housing assistance. Furthermore, the Housing Choice Voucher program administered by the Orange County Housing Authority serves households with federally funded rental assistance. The Housing Authority gives priority on the 1180
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waiting list to veterans, the elderly, and persons with disabilities. There are currently 9,925 units throughout the entire County of Orange that receive assistance in the form of a Housing Choice Voucher, approximately 9% are veteran households and approximately 17% are part of the Authority’s Family Unification Program which seeks to support families and youth who are at risk of losing their children to foster care, or who are aging out of foster care and at risk of homelessness.

The following is a list of affordable housing projects in the City of Orange that rely on funding from federal programs:

Project 30% 50% 60% 70% Manager Total
Valencia Gardens 20 9 25 7 1 62
Katella Terrace 8 44 21 0 1 74
Villa St. Joseph 24 25 0 0 1 50
Orion Project 17 32 32 83 2 166
Total 69 110 78 90 5 352
Provide an assessment of units expected to be lost from the affordable housing inventory for any reason, such as expiration of Section 8 contracts.

Typically, the City enforces a long-term affordability period of 55 years for most of its affordable housing projects. Some of these projects have an indefinite affordability term linked to the conditional land use permit. In the near future, only two project, Adams Triplex I and Casas Del Rio, will conclude their affordability periods in 2027 and 2028 respectively. Adams Triplex I includes three assisted affordable housing units while Cases Del Rio has 40 for elderly residents and although their current affordability is tied to their loan which terminates in 2028, their mission is to preserve the affordability of the units in perpetuity.

Does the availability of housing units meet the needs of the population? Overall, the City of Orange, and the state of California as a whole, is experiencing a housing shortage across all income levels. The City’s Housing Plan, included in the 2021 – 2029 Housing Element, describes the specific policy action and goals the City intends to take to achieve longterm housing objectives. The City’s 2021 – 2029 Regional Housing Needs Assessment identified the need for 3,936 new housing units, 27% of which are to be for very low-income (0 – 50% County Median Family Income [MFI]) residents, 15% low-income (51 – 80% County MFI), 17% 1181
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moderate income (81 – 120% County MFI), and 40%, the majority, for above moderate-income households (120% or more of County MFI).

Describe the need for specific types of housing:

It is clear that this is a need for affordable multifamily housing units in the City, especially for extremely low, very low, and low income households. The rising number of homeless individuals and families also points to a need for more transitional and supportive housing, as well as singleroom occupancy (SRO) units which would also benefit senior residents struggling to access affordable housing that meets their needs.

Discussion
Overall, in the City of Orange, like many areas across California, the demand for affordable housing units often exceeds the available supply. Some key factors contributing to this include high land and construction costs, limited funding for affordable housing projects, zoning restrictions, and more. The City has taken steps to address this issue by identifying opportunities for housing sites near employment and transit hubs, offering incentives for developers such as the density bonus program, and utilizing funding from HOME and CDBG to support affordable housing projects and low- to moderate-income individuals and families. 1182
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MA-15 Housing Market Analysis: Cost of Housing - 91.210(a) Introduction
The City of Orange’s housing market has grown substantially in the past decade, with the median home value increasing by 27% based on the ACS data shown below in table 33. Population growth as well as a statewide housing shortage have contributed to the very strong demand for housing.

As previously mentioned, the national median home value of $229,800 is a 196% decrease from the median home value in Orange. This makes homeownership unattainable for many households in City, where the median rent is also 47% more than that of the U.S. as a whole. Due to the high cost of housing, many households in lower income brackets are at risk of homelessness and experience housing problems such as overcrowding or cost burden (paying more than 30% of their income towards housing costs).

Cost of Housing
Base Year: 2009 Most Recent Year: 2020 % Change
Median Home Value 534,300 680,300 27%
Median Contract Rent 1,469 1,751 19%
Table 28 – Cost of Housing
Data Source: 2000 Census (Base Year), 2016-2020 ACS (Most Recent Year) Rent Paid Number %
Less than $500 1,220 6.9%
$500-999 1,185 6.7%
$1,000-1,499 3,855 21.8%
$1,500-1,999 5,625 31.8%
$2,000 or more 5,780 32.7%
Total 17,665 99.9%
Table 29 - Rent Paid
Data Source: 2016-2020 ACS
Housing Affordability
Number of Units affordable to
Households earning
Renter Owner
30% HAMFI 965 No Data
50% HAMFI 2,410 595
80% HAMFI 9,365 1,465
100% HAMFI No Data 2,490
Total 12,740 4,550
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Table 30 – Housing Affordability
Data Source: 2016-2020 CHAS
Monthly Rent
Monthly Rent ($) Efficiency (no
bedroom)
1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom
Fair Market Rent $2,200 $2,344 $2,783 $3,769 $4,467
High HOME Rent $1,826 $1,958 $2,352 $2,708 $3,001
Low HOME Rent $1,381 $1,479 $1,776 $2,051 $2,288
Table 31 – Monthly Rent
Data Source: 2024 HOME Program Rents for Santa Ana-Anaheim-Irvine, CA HUD Metro Is there sufficient housing for households at all income levels? As previously noted, the City’s Housing Element outlines plans to accommodate over 3,900 new housing units across different income levels. According to an affordable housing list published by the Orange County Housing & Community Development Commission and revised as recently as December of 2024, there are a little over 1,400 affordable housing units in the City of Orange, approximately 68% of which are affordable to low and very low-income households.

How is affordability of housing likely to change considering changes to home values and/or rents?
As previously discussed, the City of Orange and California as a whole boasts a competitive housing market with high costs. High home values, however, means less affordability, which is why the City maintains a number of affordable housing units that are greatly subsidized and have a longterm affordability period (i.e. - 55 years or in perpetuity).

How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact your strategy to produce or preserve affordable housing? According to the 2016 – 2020 ACS estimate, the median contract rent in Orange is $1,751. Fair market rent based on the 2024 HOME Program Rent Limits published by HUD are more than this, even for one-bedroom units. Low HOME Rent Limits are less. HOME-assisted units throughout the City of Orange are subject to HOME rent limits which is good for the community in that it creates and preserves affordable housing.

Discussion
Please refer to the sections above.
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MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) Introduction
This section provides an overview of housing conditions in the City of Orange including housing stock, risk of containing lead-based paint, and the need of rental and owner-occupied rehabilitation.

There are four main housing conditions:

1. Lack of complete kitchen facility

2. Lack of complete plumbing facility

3. More than one person per room

4. Housing cost of more than 30%
More renter households experienced at least one of the aforementioned housing conditions than did owner-occupied housing units.

Describe the jurisdiction's definition of "standard condition" and "substandard condition but suitable for rehabilitation":

Condition of Units
Condition of Units Owner-Occupied Renter-Occupied
Number % Number %
With one selected Condition 7,855 31% 8,410 48%
With two selected Conditions 135 1% 1,250 7%
With three selected Conditions 10 0% 120 1%
With four selected Conditions 0 0% 0 0%
No selected Conditions 17,650 69% 7,895 45%
Total 25,650 101% 17,675 101%
Table 32 - Condition of Units
Data Source: 2016-2020 ACS
Year Unit Built
Year Unit Built Owner-Occupied Renter-Occupied
Number % Number %
2000 or later 2,205 9% 1,920 11%
1980-1999 6,170 24% 3,670 21%
1950-1979 16,110 63% 10,185 58%
Before 1950 1,170 5% 1,905 11%
Total 25,655 101% 17,680 101%
Table 33 – Year Unit Built
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Data Source: 2016-2020 CHAS
Risk of Lead-Based Paint Hazard
Risk of Lead-Based Paint Hazard Owner-Occupied Renter-Occupied Number % Number %
Total Number of Units Built Before 1980 17,280 67% 12,090 68% Housing Units build before 1980 with children present 2,235 9% 1,150 7% Table 34 – Risk of Lead-Based Paint
Data Source: 2016-2020 ACS (Total Units) 2016-2020 CHAS (Units with Children present) Vacant Units
Suitable for
Rehabilitation
Not Suitable for
Rehabilitation
Total
Vacant Units 0 0 1,830
Abandoned Vacant Units 0 0 0
REO Properties 0 0 0
Abandoned REO Properties 0 0 0
Table 35 - Vacant Units
Data Source: 2016 – 2020 ACS 5-year Estimates
Need for Owner and Rental Rehabilitation
The majority of housing units in the City of Orange—63% of owner-occupied and 58% of renteroccupied—were constructed between 1950 and 1979. This trend aligns with national patterns, as the largest share of the U.S. housing stock was built between 1975 and 1979, coinciding with the peak home-buying years of the baby boomer generation. The City also contains a significant concentration of historic homes within the Old Towne district, many of which require ongoing maintenance and rehabilitation to preserve their integrity and habitability.

To support preservation, the City offers a Mills Act Program, providing property tax incentives to owners who commit to restoring and maintaining historic properties. Additionally, the City acknowledges the broader need for housing rehabilitation assistance, particularly for low-income households. In accordance with the Housing Element, the City would consider implementing rehabilitation funding programs, subject to the availability of resources.

Estimated Number of Housing Units Occupied by Low or Moderate Income Families with LBP Hazards
According to 2016 – 2020 CHAS data shown above in Table 39, only 9% of owner-occupied and 7% of renter-occupied housing units built before 1980 are occupied by families with children present. While exact data is not available, it is safe to assume that these units are likely occupied 1186
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by low to moderate income families as they are inexpensive to own and rent. The Orange County Health Care Agency operates the “Childhood Lead Poisoning Prevention” program for the entire county. This agency receives reports of lead-based paint poisoning from the State and provides case management services as well as educational programs to families affected by lead poisoning. In addition, Orange County has a new program to help families affected by lead poisoning. The California Department of Public Health, Lead Poisoning Prevention at no cost to the homeowner. Households that are eligible must live in a housing unit within Orange County constructed before 1978, be low-income, and have a child under the age of six.

Discussion
According to 2016 – 2020 ACS 5 – year estimate data, the City of Orange has a total of 45,157 housing units, 4.1%, or 1,830 of which are vacant.
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MA-25 Public and Assisted Housing – 91.210(b)
Introduction
The City of Orange does not own, operate, or develop public housing units. Instead, the Orange County Housing Authority (OCHA) administers the Section 8 Housing Choice Voucher program for the city. Since the City of Orange does not allocate funding to this program, it does not have access to the data collected through Section 8 administration.

The data presented in the following table is sourced from the federal Public and Indian Housing (PIH) Information Center and reflects information on the Orange County Housing Authority as a whole. Because the City of Orange does not have direct access to this dataset, it cannot verify or provide detailed insights beyond what is reported at the federal level.

Totals Number of Units
Program Type
Certificate Mod-Rehab Public
Housing
Vouchers
Total Project -based Tenant -based Special Purpose Voucher Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units vouchers
available 9,925 879 1,669 0
# of accessible units
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition Table 36 – Total Number of Units by Program Type
Data Source: PIC (PIH Information Center)
Describe the supply of public housing developments:

The City of Orange does not develop or manage public housing. Public housing developments are typically owned and operated by local public housing authorities (PHAs), but the City of Orange does not have its own PHA. Instead, the Orange County Housing 1188
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Authority (OCHA) oversees federally funded housing assistance programs, such as the Section 8 Housing Choice Voucher program, for eligible low-income households within the city.

Since OCHA primarily administers rental assistance rather than constructing or managing public housing developments, there is no dedicated public housing stock within the City of Orange. Affordable housing in the city is instead provided through private developments that receive federal, state, or local funding support, such as Low-Income Housing Tax Credit (LIHTC) projects, HUDassisted housing, and other subsidized rental opportunities.

Given that the city does not directly operate public housing, it does not maintain detailed records on public housing units within its jurisdiction. Data on public and assisted housing in the area must be obtained through regional or federal sources such as OCHA or HUD databases.

Describe the number and physical condition of public housing units in the jurisdiction, including those that are participating in an approved Public Housing Agency Plan:

There is no public housing in the City of Orange. Given that the city does not directly operate public housing, it does not maintain detailed records on public housing units within its jurisdiction. Data on public and assisted housing in the area must be obtained through regional or federal sources such as OCHA or HUD databases. 1189
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Public Housing Condition
Public Housing Development Average Inspection Score

N/A N/A
Table 37 - Public Housing Condition
Describe the restoration and revitalization needs of public housing units in the jurisdiction:

There is no public housing in the City of Orange. Given that the city does not directly operate public housing, it does not maintain detailed records on public housing units within its jurisdiction. Data on public and assisted housing in the area must be obtained through regional or federal sources such as OCHA or HUD databases.

Describe the public housing agency's strategy for improving the living environment of lowand moderate-income families residing in public housing:

There is no public housing in the City of Orange. Given that the city does not directly operate public housing, it does not maintain detailed records on public housing units within its jurisdiction. Data on public and assisted housing in the area must be obtained through regional or federal sources such as OCHA or HUD databases.

Discussion:

The city does not operate or own public housing units.
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MA-30 Homeless Facilities and Services – 91.210(c)
Introduction
Facilities and Housing Targeted to Homeless Households
Emergency Shelter Beds Transitional
Housing Beds
Permanent Supportive Housing
Beds
Year Round Beds
(Current & New)
Voucher /
Seasonal /
Overflow Beds
Current & New Current & New Under
Development
Households with Adult(s) and
Child(ren)
730 1,553 1,364 0 1,673
Households with Only Adults 0 0 0 0 0
Chronically Homeless Households 0 0 0 0 0
Veterans 0 0 217 0 0
Unaccompanied Youth 0 0 0 0 0
Table 38 - Facilities and Housing Targeted to Homeless Households 1191
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Describe mainstream services, such as health, mental health, and employment services to the extent those services are used to complement services targeted to homeless persons In addition to targeted services for individuals experiencing homelessness, the City of Orange collaborates with various mainstream service providers to address health, mental health, and employment needs. These services are integral to a comprehensive approach, helping individuals achieve stability and self-sufficiency.

Health and Mental Health Services
Orange County Health Care Agency (HCA): HCA offers a range of health services, including mental health programs for adults with serious mental illnesses. The Supported Employment (SE) program serves residents aged 18 and older, assisting them in obtaining competitive or volunteer employment.

Be Well Orange County: A collaborative initiative aimed at establishing a coordinated system of mental health care, Be Well OC provides crisis stabilization units, outpatient services, and community-based support to individuals, including those experiencing homelessness.

Federally Qualified Health Centers (FQHCs): Facilities such as Serve the People and SOS Health Care offer accessible medical, dental, and mental health services to low-income and homeless individuals in Orange County.

Employment Services
Orange County Workforce Development Board (OCWDB): Through the America’s Job Centers of California (AJCCs), OCWDB provides job training, placement assistance, and career counseling to help individuals, including those experiencing homelessness, re-enter the workforce.

Goodwill of Orange County: Offers vocational training and employment services tailored to individuals facing barriers to employment, such as homelessness or disabilities.

Working Wardrobes: Provides job readiness programs, including resume building, interview preparation, and professional attire, to empower individuals transitioning into the workforce.

By integrating these mainstream services with targeted homeless assistance programs, the City of Orange and its partners strive to address the multifaceted challenges faced by individuals experiencing homelessness, promoting long-term stability and well-being.

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Institutional Delivery Structure or screen MA-35 Special Needs Facilities and Services, describe how these facilities and services specifically address the needs of these populations.

Emergency Shelter and Crisis Response
Emergency Shelter Beds: There are 730 emergency shelter beds available for both households with adults and children and households with only adults in Orange County. These facilities provide temporary shelter, case management, and access to supportive services aimed at transitioning individuals into permanent housing.

Permanent Supportive Housing (PSH)
Permanent Supportive Housing for Adults and Families: There are currently 1,364 PSH beds designated for households with adults and children, with 1,673 additional beds under development. These units provide long-term housing with on-site case management and supportive services, targeting individuals who have experienced chronic homelessness.

Veteran Permanent Supportive Housing: There are 217 PSH beds specifically for veterans, providing stable housing and wraparound services for those who have served in the military and are experiencing homelessness.

Targeted Services by Population

1. Chronically Homeless Individuals and Families
 Be Well OC: Provides mental health and substance use treatment services, including crisis stabilization.
 Illumination Foundation: Offers temporary housing, medical respite care, and case management for those with serious health conditions.
 Mercy House: Provides permanent supportive housing and emergency shelter to individuals experiencing long-term homelessness.

2. Families with Children
 Family Assistance Ministries (FAM): Provides shelter, rental assistance, and case management for families.
 Pathways of Hope: Offers family shelter programs and rapid rehousing assistance.  Orange County United Ways United to End Homelessness Program: Focuses on housing placement and financial assistance for families in crisis.  Family Care Center: Provides emergency shelter, food, and services to families in need. 1193
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3. Veterans and Their Families
 Veterans Affairs (VA) Supportive Housing (VASH) Program: Offers housing vouchers and case management for homeless veterans.
 Tierney Center for Veteran Services: Provides employment support, housing assistance, and mental health services to veterans and their families.  U.S. Vets Inland Empire: Offers transitional and permanent supportive housing for homeless veterans.

4. Unaccompanied Youth
 Casa Youth Shelter: Provides temporary housing and crisis intervention for youth aged 12-17.
 Covenant House California Orange County: Offers housing and job training programs for homeless youth.
 Orangewood Foundation: Supports young adults aging out of foster care with transitional housing, education, and job support.

These services and facilities work in coordination to address the diverse needs of the homeless population, providing shelter, housing assistance, mental health support, employment services, and long-term stability. The City of Orange remains committed to leveraging these resources as part of the regional effort to reduce homelessness and provide sustainable solutions for vulnerable individuals and families.
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MA-35 Special Needs Facilities and Services – 91.210(d) Introduction
As of 2024, the City of Orange, California, has an estimated population of approximately 137,965 residents. According to data from the U.S. Census Bureau, 5% of the population under the age of 65, and 30.4% of those aged 65 and over, are living with disabilities. This equates to approximately 13,800 individuals with disabilities in the city.

To support these residents, the City of Orange offers a range of services and facilities aimed at enhancing the quality of life for individuals with special needs.

Services in the City of Orange
Regional Center of Orange County (RCOC): A private, nonprofit organization contracted by the State of California to coordinate lifelong services and support for individuals with developmental disabilities and their families. RCOC serves over 26,000 Orange County residents with conditions such as autism, epilepsy, cerebral palsy, and intellectual disabilities.

Comfort Connection Family Resource Center: Operated by RCOC, this center connects families who have children with special needs to community resources and support, free of charge. Most of the staff are parents of children with developmental disabilities, providing peer support and guidance.

Family Support Network: Offers a wide range of programs to provide resources for families of children with special needs or those at risk. Services include assistance with navigating special education, disability services, and access to assistive.

Countywide Services technology
In-Home Supportive Services (IHSS): Helps eligible aged, blind, and disabled individuals, allowing them to remain safely in their own homes. Services include personal care, household chores, and accompaniment to medical appointments.

Dayle McIntosh Center: Offers services and advocacy for persons with disabilities, promoting independent living and community integration.

Council on Aging Southern California: Provides programs such as the Long-Term Care Ombudsman, Health Insurance Counseling and Advocacy Program (HICAP), and the Financial Abuse Specialist Team (FAST) to support older adults and individuals with disabilities. 1195
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These services, among others, are designed to enhance the quality of life for individuals living with disabilities in the City of Orange and throughout Orange County, ensuring access to necessary support and resources.

Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental), persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, public housing residents and any other categories the jurisdiction may specify, and describe their supportive housing needs
The City of Orange recognizes the critical need for affordable housing and quality care for its vulnerable populations, including:
 Frail elderly individuals
 Persons with disabilities
 Individuals living with addiction issues
 Persons with HIV/AIDS and their families
 Public housing residents
 Chronically homeless individuals and families
 Families with children
 Veterans and their families
 Unaccompanied youth
 Victims fleeing from domestic violence
Through strategic partnerships, affordable housing projects, and supportive services, the City of Orange continues to work toward sustainable housing solutions for these populations.

Supportive Housing and Services by Population
Frail Elderly Persons
In-Home Supportive Services (IHSS): Provides personal care, housekeeping, and medical accompaniment to help seniors remain in their homes.

Council on Aging Southern California: Offers programs such as the Long-Term Care Ombudsman and Health Insurance Counseling to support seniors.

Meals on Wheels: Ensures homebound seniors receive nutritious meals and wellness checks. 1196
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Persons living with Disabilities
Dayle McIntosh Center: Assists individuals with disabilities in navigating housing options and maintaining sustainable living arrangements.

Regional Center of Orange County (RCOC): Coordinates lifelong services for individuals with developmental disabilities, including housing assistance.

Individuals living with Addiction
Orange County Health Care Agency (HCA): Provides behavioral health services, including substance use treatment and housing options for those in need.

Mercy House: Offers housing and comprehensive supportive services to various populations, including those overcoming substance addictions.

Persons living with HIV/AIDS and Their Families
Housing Opportunities for Persons with AIDS (HOPWA): Provides housing assistance and supportive services to individuals living with HIV/AIDS.

Radiant Health Centers: Offers housing resources and support services tailored for people affected by HIV/AIDS.

Public Housing Residents
Orange County Housing Authority (OCHA): Administers housing assistance programs, including the Section 8 Housing Choice Voucher Program.

Orange County Community Housing Corporation (OCCHC): Assists extremely low-income families in achieving self-sufficiency through housing and education.

Housing and Services for Homeless Individuals and Families The City of Orange participates in Orange County’s regional Continuum of Care (CoC) strategy to address homelessness. The 2024 Point-in-Time (PIT) Count identified 7,322 individuals experiencing homelessness countywide, with 369 sheltered and unsheltered individuals residing in the City of Orange.

Emergency Shelter and Crisis Response
730 emergency shelter beds are available for both households with adults and children and households with only adults in Orange County.
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Permanent Supportive Housing (PSH)
1,364 permanent supportive housing (PSH) beds for adults and children, with 1,673 additional beds under development.
217 permanent supportive housing beds for veterans, offering stable housing and wraparound services.

Targeted Services for Homeless Populations
Chronically Homeless Individuals and Families: Be Well OC, Illumination Foundation, and Mercy House provide mental health care, temporary housing, and case management.

Families with Children: Family Assistance Ministries (FAM), Pathways of Hope, and Orange County United Way provide shelter, rental assistance, and family support programs.

Veterans and Their Families: Veterans Affairs (VA) Supportive Housing (VASH), Tierney Center for Veteran Services, and U.S. Vets offer housing, job training, and healthcare services.

Unaccompanied Youth: Casa Youth Shelter, Covenant House California, and Orangewood Foundation provide housing, job training, and life skills programs.

Affordable Housing for Seniors and Vulnerable Populations The City of Orange continues to support affordable housing developments aimed at serving vulnerable populations.

Recent and Upcoming Affordable Housing Projects
The Orion (Under Construction)
 166-unit affordable housing development for seniors (55+).  Includes eight permanent supportive housing units for seniors experiencing homelessness.
 Features a clubroom, fitness center, community garden, and secure parking.

Villa St. Joseph Apartments (Completed)
 50-unit permanent supportive housing complex for seniors, including 18-units for those experiencing homelessness.
 Residents receive housing vouchers and supportive services from the Orange County Housing Authority (OCHA).
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Valencia Gardens
 62-unit affordable housing development
 Features a community room, computer room, and BBQ Pavilion and outdoor seating area
Katella Terrace
 74-unit affordable housing development for seniors (55+)  Features community garden, outdoor patio, and dog park Through these initiatives and ongoing collaborations with nonprofit organizations and service providers, the City of Orange remains dedicated to enhancing housing stability, expanding affordable housing options, and providing supportive services to its most vulnerable residents.

Describe programs for ensuring that persons returning from mental and physical health institutions receive appropriate supportive housing
The City of Orange, in collaboration with Orange County agencies and nonprofit organizations, offers several programs to ensure that individuals transitioning from mental and physical health institutions receive appropriate supportive housing. These initiatives aim to provide stable housing environments coupled with essential services to facilitate successful community reintegration.

1. Non-Elderly Disabled (NED) Program
The Orange County Housing Authority (OCHA) administers the NED program, which provides Section 8 Housing Choice Vouchers to non-elderly individuals with disabilities transitioning from nursing facilities to independent living. Eligible individuals are referred by partner agencies, such as the Dayle McIntosh Center.

2. Mainstream Voucher Program
This program offers rental assistance to non-elderly homeless individuals with disabilities who are exited, or have exited, from recuperative care or are frequent users of hospital emergency services. Referrals are made through the Orange County Health Care Agency (HCA) and the Coordinated Entry System (CES).

3. Illumination Foundations Recuperative Care Program
The Illumination Foundation provides recuperative care, offering safe bridge housing where individuals experiencing homelessness can recover after hospital discharge. The program includes medical oversight, intensive case management, behavioral health therapy, and 1199
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substance use counseling, facilitating stabilization and connection to long-term housing solutions.

4. Housing and Residential Care Facilities
Orange County offers various housing options for individuals requiring behavioral health care who are homeless or at risk of homelessness. These include emergency housing, permanent supportive housing, and residential rehabilitation facilities. The Orange County Health Care Agency provides resources and shelter referrals for individuals experiencing homelessness with mental health needs.

5. Project-Based Voucher (PBV) Program
Under the PBV program, OCHA partners with property owners to provide rental assistance for specific units designated for individuals transitioning from institutions. Eligible individuals are referred through the Coordinated Entry System (CES). To access this program, individuals can contact 2-1-1 to be connected to a CES access point.

These programs collectively aim to support individuals returning from health institutions by providing stable housing and comprehensive services, thereby promoting successful reintegration into the community.

Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals.

91.315(e)
The City of Orange is committed to addressing the housing and supportive service needs of residents who are not homeless but have other special needs, including elderly persons, persons with disabilities, veterans, and families with young children. Over the next year, the city will implement various programs and policies to support these vulnerable populations, with a particular focus on Tenant-Based Rental Assistance (TBRA) and supportive housing initiatives.

Tenant-Based Rental Assistance (TBRA) Program Launch (2025) In 2025, the City of Orange launched a HOME-funded Tenant-Based Rental Assistance (TBRA) program to provide rental and security deposit assistance for eligible low-income households.

This program will help families secure safe, stable, and affordable housing while promoting housing choice. This program will help families secure safe, stable, and affordable housing while promoting housing choice.
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TBRA Eligibility and Preferences
To ensure that assistance reaches those with the greatest need, the city has identified the following preferences for HOME TBRA assistance:
 Current residents of the City of Orange intend to continue residing in the city.  Families with children under the age of 12.
 Veterans with a valid DD-214 (honorable discharge).
 Elderly people, as defined by the Social Security Administration as qualified for full retirement benefits.

Through the launch of the TBRA program in 2025, and enhancement of supportive services, the City of Orange continues to address the housing and service needs of special needs populations.

By prioritizing families, veterans, elderly individuals, and persons with disabilities, the city is working toward increasing housing stability, reducing cost burdens, and improving access to essential support services for its most vulnerable residents.

For entitlement/consortia grantees: Specify the activities that the jurisdiction plans to undertake during the next year to address the housing and supportive services needs identified in accordance with 91.215(e) with respect to persons who are not homeless but have other special needs. Link to one-year goals. (91.220(2)) The City of Orange actively participates in Orange County’s Continuum of Care (CoC), collaborating with regional agencies, service providers, and housing organizations to address housing and supportive service needs for both homeless individuals and those at risk of homelessness. While the CoC primarily focuses on homelessness response, the City of Orange also prioritizes housing and supportive services for non-homeless special needs populations, including frail elderly individuals, persons with disabilities, veterans, and families with children.

Over the next year, the city plans to expand its efforts by launching the HOME Tenant-Based Rental Assistance (TBRA) program in 2025, which will provide rental and security deposit assistance to eligible households, ensuring greater access to stable, affordable housing.

Additionally, the city continues to support the development of affordable and supportive housing projects, such as The Orion senior housing community and Villa St. Joseph Apartments for elderly individuals experiencing homelessness. By maintaining its commitment to fair housing practices, rental assistance, and social service coordination, the City of Orange aims to provide long-term housing solutions and wraparound services that promote stability and self-sufficiency for its vulnerable residents.
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MA-40 Barriers to Affordable Housing – 91.210(e)
Negative Effects of Public Policies on Affordable Housing and Residential Investment The City of Orange, like many jurisdictions in California, faces significant challenges in developing and maintaining affordable housing options due to land constraints, zoning regulations, and high development costs. While the City recognizes the importance of providing affordable housing opportunities for low- and moderate-income residents, various public policies, both local and state impact the feasibility of affordable housing development. This chapter outlines the negative effects of public policies on affordable housing and residential investment, particularly regarding land availability, zoning restrictions, community opposition, and regulatory challenges.

Limited Land Availability for Residential Development
One of the most significant barriers to affordable housing development in the City of Orange is the scarcity of vacant land. With limited available land zoned for residential use, identifying suitable sites for affordable housing projects is increasingly difficult. The high cost of land further exacerbates this issue, making it challenging for developers to produce affordable housing units that are financially viable. The limited land supply also restricts the City’s ability to meet statemandated housing goals, creating further pressure on policymakers and developers.

Zoning Regulations and Historic District Constraints
In addition to land scarcity, the City of Oranges historic district neighborhoods have unique zoning regulations and development requirements that further constrain affordable housing development. These regulations preserve the architectural and cultural character of historic neighborhoods but limit the ability to construct new housing units or modify existing structures to accommodate increased residential density. While these measures serve an important preservation purpose, they reduce opportunities for expanding the City’s housing stock, particularly for low- and very low-income households.

Public Opposition to Affordable Housing Development
Another barrier to fair housing in the City of Orange is community resistance to affordable housing projects. Even when the city approves high-density or income-restricted housing developments, they frequently face strong public opposition during the review process. Many residents express concerns related to neighborhood character, property values, traffic congestion, and infrastructure strain, which can delay or even derail projects that would otherwise help meet affordable housing needs. The presence of Not in My Backyard (NIMBY) attitudes remains a significant challenge, limiting the City’s ability to expand housing options for low- and moderate-income residents.
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State-Mandated Housing Goals and Policy Adjustments
In response to California’s ongoing housing crisis, the state has introduced new legislation and funding mechanisms to facilitate residential development and encourage local governments to streamline housing projects. The City of Orange is currently in the process of updating its Housing Element, which includes a Regional Housing Needs Allocation (RHNA) requirement of 3,900 new housing units over the next eight years. Despite efforts to revisit zoning policies and development programs, the high cost of land and construction remains a significant obstacle to fulfilling these mandates.

Furthermore, the City has incorporated new state laws on accessory dwelling units (ADUs), reducing regulatory burdens on homeowners and property managers to develop ADUs as a means of increasing the housing supply. While these changes represent progress, ADUs alone are not enough to meet the demand for affordable housing, particularly for very low-income households.

City Efforts to Promote Affordable Housing Development
Despite these barriers, the City of Orange has implemented several initiatives to encourage affordable housing development:
 Allocation of HOME and Local Funds: The City continues to allocate HOME Investment Partnerships (HOME) funds and other local funding sources to support the development of affordable housing projects.
 Density Bonus Program: Developers are offered density bonuses and waivers for certain development standards (provided they do not violate the building code) to encourage higher-density residential projects.
 Streamlined Approval Processes: The City has revised its land use policies to align with state-mandated housing development reforms, making it easier to expedite the approval process for certain residential projects.

The development of affordable housing in the City of Orange is a complex challenge impacted by land scarcity, zoning regulations, high development costs, community opposition, and statemandated housing requirements. While the City is actively working to address these barriers through policy adjustments, financial incentives, and regulatory reforms, overcoming these challenges will require continued collaboration with state agencies, developers, and community stakeholders. The expansion of affordable housing options remains a critical priority to ensure fair housing opportunities for all residents, particularly low- and moderate-income households, seniors, and persons with disabilities.
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MA-45 Non-Housing Community Development Assets – 91.215 (f) Introduction
A strong local economy and workforce are essential components of a thriving community. To assess the economic landscape, workforce composition, and educational attainment of residents in the City of Orange, this section analyzes business activity, employment trends, labor force participation, and educational attainment using data from multiple sources, including:
• 2016-2020 American Community Survey (ACS) 5-Year Estimates, which provide insights into business activity, workforce demographics, occupations by sector, travel time to work, and educational attainment by age and employment status. • 2020 Longitudinal Employer-Household Dynamics (LEHD) business activity jobs data, which highlights employment distribution across industries and key employment centers in the city. • Median earnings data from the past 12 months, which offers a snapshot of income levels across different educational backgrounds and occupational sectors.

By analyzing these datasets, the City of Orange can better understand employment trends, workforce mobility, and economic challenges, which can help guide non-housing community development initiatives, workforce training programs, and local business support efforts.

Economic Development Market Analysis
Over the past five years, Orange County’s economy has demonstrated remarkable resilience, navigating challenges such as the global pandemic and supply chain disruptions. The region has maintained a strong economic foundation, characterized by low inflation and unemployment rates, which have consistently remained below national averages. In 2023, job growth in Orange County slightly surpassed the national average, underscoring the area’s robust economic health.

Despite this positive trajectory, a notable challenge has emerged: the number of jobs created in most business sectors exceeds the available workforce. This imbalance has led to a tight labor market, compelling employers to seek talent beyond county borders. As the economy continues to recover and expand, particularly in sectors such as construction, logistics, retail trade, and financial services, 1204
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the demand for skilled workers remains high. Projections suggest that while economic activity is expected to accelerate, it may take up to five years to fully regain all jobs lost during the early stages of the pandemic.

Business Activity
Business by Sector Number of
Workers
Number of Jobs Share of Workers
%
Share of Jobs
%
Jobs less workers
%
Agriculture, Mining, Oil & Gas Extraction 407 110 1 0 -1 Arts, Entertainment, Accommodations 7,991 9,297 14 8 -5 Construction 4,021 11,774 7 11 4
Education and Health Care Services 8,836 19,833 15 18 3 Finance, Insurance, and Real Estate 4,583 8,447 8 8 0
Information 1,385 560 2 1 -2
Manufacturing 5,510 7,232 10 7 -3
Other Services 1,963 3,347 3 3 0
Professional, Scientific, Management Services 6,671 11,799 12 11 -1 Public Administration 0 0 0 0 0
Retail Trade 5,835 8,904 10 8 -2
Transportation and Warehousing 1,588 1,363 3 1 -2
Wholesale Trade 3,394 4,710 6 4 -2
Total 52,184 87,376 -- -- --
Table 39 - Business Activity
Data Source: 2016-2020 ACS (Workers), 2020 Longitudinal Employer-Household Dynamics (Jobs) 1205
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Labor Force
Total Population in the Civilian Labor Force 75,025
Civilian Employed Population 16 years and
over 71,690
Unemployment Rate 4.47
Unemployment Rate for Ages 16-24 12.12
Unemployment Rate for Ages 25-65 2.88
Table 40 - Labor Force
Data Source: 2016-2020 ACS
Occupations by Sector Number of People
Management, business and financial 21,895
Farming, fisheries and forestry occupations 3,255
Service 6,080
Sales and office 16,475
Construction, extraction, maintenance, and
repair 4,945
Production, transportation and material
moving 3,170
Table 41 – Occupations by Sector
Data Source: 2016-2020 ACS
Travel Time
Travel Time Number Percentage
< 30 Minutes 37,602 59%
30-59 Minutes 21,729 34%
60 or More Minutes 4,823 8%
Total 64,154 100%
Table 42 - Travel Time
Data Source: 2016-2020 ACS
Education:

Educational Attainment by Employment Status (Population 16 and Older) Educational Attainment In Labor Force
Civilian Employed Unemployed Not in Labor
Force
Less than high school graduate 5,865 305 3,435
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Educational Attainment In Labor Force
Civilian Employed Unemployed Not in Labor
Force
High school graduate (includes
equivalency) 10,070 305 3,560
Some college or Associate degree 17,020 655 4,485
Bachelor degree or higher 25,600 915 3,430
Table 43 - Educational Attainment by Employment Status
Data Source: 2016-2020 ACS
Educational Attainment by Age
Age
18–24 yrs 25–34 yrs 35–44 yrs 45–65 yrs 65+ yrs
Less than 9th grade 165 500 1,240 2,610 1,165
9th to 12th grade, no diploma 1,220 1,585 1,160 2,505 1,345 High school graduate, GED, or
alternative 4,835 4,260 3,210 6,460 3,555
Some college, no degree 7,270 4,700 3,795 8,200 4,595
Associate degree 755 1,650 1,115 2,700 1,580
Bachelor degree 1,430 7,695 5,185 8,420 3,540
Graduate or professional degree 70 2,240 2,245 4,170 3,415 Table 44 - Educational Attainment by Age
Data Source: 2016-2020 ACS
Educational Attainment – Median Earnings in the Past 12 Months Educational Attainment Median Earnings in the Past 12 Months Less than high school graduate 25,976
High school graduate (includes equivalency) 35,560
Some college or Associate degree 46,919
Bachelor's degree 62,963
Graduate or professional degree 87,518
Table 45 – Median Earnings in the Past 12 Months
Data Source: 2016-2020 ACS
Based on the Business Activity table above, what are the major employment sectors within your jurisdiction?
The City of Orange has a diverse economy, with several key employment sectors driving local job growth. The education and healthcare services sector are the largest employer, with 8,836 1207
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workers, reflecting the presence of major institutions such as Chapman University and UCI Health. Following closely, the arts, entertainment, and accommodations sector employs 7,991 workers, supported by the city’s hotels, restaurants, and entertainment venues, which benefit from Orange’s proximity to major tourist attractions like Disneyland and Anaheim’s resort district. The retail trade sector accounts for 5,835 workers, highlighting the city’s vibrant commercial centers, including The Outlets at Orange and Old Towne Orange’s shopping district.

Meanwhile, manufacturing remains a key industry, employing 5,510 workers, driven by aerospace, food production, and specialized manufacturing firms. Overall, the City of Orange has a total workforce of 52,184 employees, contributing to a balanced economy with opportunities across multiple industries.

Describe the workforce and infrastructure needs of the business community:

The business community in the City of Orange relies on a skilled workforce and modern infrastructure to sustain growth and remain competitive. As the local economy continues to expand, businesses face challenges in workforce availability and infrastructure capacity that must be addressed to maintain economic momentum.

Workforce Needs
The City of Orange has a strong labor market, but job creation is outpacing the number of available workers in many sectors, particularly in healthcare, education, retail, and hospitality.

Key workforce challenges include:

Skilled Labor Shortages: Industries such as healthcare, manufacturing, and technology require workers with specialized skills. Expanding vocational training programs and partnerships with local colleges and universities can help bridge skill gaps.

Cost of Living and Workforce Retention: High housing costs in Orange County make it difficult for many workers to live near their jobs, leading to longer commutes and labor shortages in certain industries.

Entry-Level and Service Sector Employees: The hospitality, retail, and service industries require a steady pipeline of entry-level workers, but competition with neighboring cities and wage pressures make recruitment challenging.

Infrastructure Needs
Businesses in the City of Orange rely on efficient transportation, digital connectivity, and commercial space availability to operate effectively. Key infrastructure needs include:
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Transportation and Mobility: With rising traffic congestion and long commute times, businesses need improvements in public transit options, road maintenance, and parking availability.

Expanding Metrolink services, bus routes, and last-mile transportation solutions can help workers access job centers more efficiently.

Technology and Broadband Expansion: Reliable high-speed internet and digital infrastructure are critical for businesses, particularly in professional services, education, and healthcare. Expanding fiber-optic networks and 5G connectivity will support business growth and remote work opportunities.

Commercial and Industrial Space: As demand for manufacturing, logistics, and office space increases, businesses require affordable and well-located commercial properties. Encouraging adaptive reuse of underutilized spaces and promoting mixed-use developments can provide more options for businesses to expand.

Addressing these workforce and infrastructure needs is essential for business retention, economic growth, and long-term sustainability in the City of Orange. Through strategic planning, workforce development programs, and infrastructure investments, the city can continue to support a dynamic and competitive business environment.

Describe any major changes that may have an economic impact, such as planned local or regional public or private sector investments or initiatives that have affected or may affect job and business growth opportunities during the planning period. Describe any needs for workforce development, business support or infrastructure these changes may create.

The City of Orange is poised for significant economic growth due to several planned public and private sector investments and initiatives. These developments are expected to enhance job creation and business expansion opportunities in the coming years.

Public Sector Investments:

OC Streetcar Project: The OC Streetcar, currently under construction, is a significant public transportation project that will connect the City of Orange with Santa Ana and Garden Grove.

Scheduled to begin operations in August 2025, this streetcar line is anticipated to improve regional connectivity, reduce traffic congestion, and stimulate economic activity along its route.

Enhancing accessibility is expected to attract new businesses and support existing ones, thereby contributing to job growth in the area.

Private Sector Investments:

Healthcare Corridor Development: The City of Orange is home to a robust healthcare sector, with several prominent hospitals and medical centers. Ongoing investments in healthcare facilities are 1209
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expected to create additional employment opportunities and attract related businesses to the area.

These initiatives are likely to create a demand for a skilled workforce and necessitate infrastructure enhancements. To address these needs, the City of Orange may consider implementing workforce development programs focused on sectors experiencing growth, such as healthcare and transportation. Collaborations with local educational institutions could facilitate training programs aligned with industry requirements. Additionally, infrastructure improvements, particularly in transportation and digital connectivity, will be essential to support the anticipated economic expansion and ensure sustainable development.

How do the skills and education of the current workforce correspond to employment opportunities in the jurisdiction?
The City of Orange has a diverse and educated workforce that largely aligns with the city’s major employment sectors, including education, healthcare, arts, entertainment, accommodations, retail trade, and manufacturing. However, differences in educational attainment and income levels reveal potential workforce development needs.

Educational Attainment and Workforce Participation
According to the most recent data, the labor force in the City of Orange consists of individuals with varying levels of education and employment status:

High School Diploma or Equivalency
• 10,070 civilian employed individuals
• 305 unemployed individuals
• 3,560 not in the labor force
Some College or associate's degree
• 17,020 civilian employed individuals
• 655 unemployed individuals
• 4,485 not in the labor force
Bachelor’s Degree or Higher
• 25,600 civilian employed individuals
• 915 unemployed individuals
• 3,430 not in the labor force
The high percentage of individuals with some college or higher education supports the demand for skilled labor in education, healthcare, and professional services. However, there is a significant number of high school graduates and individuals with some college education who are unemployed or not in the labor force, suggesting the need for job training programs and vocational education.
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Median Earnings by Educational Attainment
Educational attainment significantly impacts income levels, reflecting the demand for higherskilled jobs in the region:
• Less than High School Diploma – $25,976
• High School Graduate – $35,560
• Some College or associate’s degree – $46,919
• Bachelor’s Degree – $62,963
• Graduate or Professional Degree – $87,518
These earnings indicate that higher education and specialized training lead to better job opportunities and higher wages in the city.

Workforce Development and Economic Implications
While the City of Orange has a well-educated workforce, there is a clear need for vocational training, workforce development programs, and industry-aligned skill-building initiatives to support individuals with a high school diploma or some college education. The Orange County Workforce Development Board (OCWDB) plays a vital role in bridging these gaps by collaborating with local businesses and educational institutions to ensure that workers are equipped with relevant skills for the evolving job market.

Additionally, as job creation continues to outpace workforce availability, initiatives focused on upskilling workers, expanding trade programs, and increasing job placement services will be crucial for maintaining a strong labor market and supporting business growth in the City of Orange.

Describe any current workforce training initiatives, including those supported by Workforce Investment Boards, community colleges and other organizations. Describe how these efforts will support the jurisdiction's Consolidated Plan.

The City of Orange, in collaboration with various organizations, offers several workforce training initiatives to enhance the skills of its residents and align them with local employment opportunities.
 Orange County Workforce Development Board (OCWDB): The OCWDB designs and implements programs for businesses, adult job seekers, dislocated workers, and young adults. By partnering with educational institutions, businesses, labor organizations, and economic development entities, the OCWDB prepares workers to meet the demands of Orange County’s growing economy.
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 OC Workforce Solutions: As an American Job Center of California, OC Workforce Solutions provides comprehensive, no-cost employment and training services for job seekers.

Services include career counseling, job search assistance, and access to training programs aimed at enhancing employability in various sectors.
 UpSkill OC by Orange County United Way: This initiative supports candidates by enrolling them in training programs that equip them with skills sought by employers in Orange County. By focusing on in-demand middle-skills jobs, UpSkill OC connects participants with sustainable employment opportunities.
 READY S.E.T. OC: Managed by the OCWDB, this program offers high-quality services for young adults, including career exploration, educational support, and skills training in indemand industries and occupations. The goal is to guide participants toward good jobs along career pathways or enrollment in post-secondary education.

These initiatives align with the City’s Consolidated Plan by addressing the need for workforce development and business support. By enhancing the skills of the local workforce, these programs contribute to economic development, reduce unemployment, and support the growth of local businesses, thereby fostering a more prosperous and resilient community.

Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)?
The City does not participate in a Comprehensive Economic Development Strategy. Orange primarily allocates CDBG funds to public services and improvements to public facilities.

If so, what economic development initiatives are you undertaking that may be coordinated with the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact economic growth.

Economic development is a top priority for the City of Orange, and one of the main goals outlined in this Consolidated Plan. The City intends to address this through a variety of community-based solutions and activities. The City will be exploring and developing options for strategy and programs in 2025 and 2026.

In addition, Orange County Business Council is an active organization that partners with businesses, government, and academia to promote economic development in Orange County.

They research economic indicators and publish several reports including workforce indicators report and community indicators report. The City’s Economic Development Manager is tasked with interfacing with the local businesses in Orange to address any issues related to land use, waste collection systems, and signage.
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Discussion
The City of Orange has a diverse and well-educated workforce that largely aligns with its key employment sectors, including education, healthcare, arts, entertainment, accommodations, retail trade, and manufacturing. With a total workforce of 52,184 employees, the city benefits from a strong labor market. However, job creation is outpacing workforce availability, particularly in specialized fields such as healthcare and advanced manufacturing. Educational attainment plays a significant role in employment opportunities and earnings, with median salaries increasing as education levels rise—ranging from $25,976 for individuals with less than a high school diploma to $87,518 for those with graduate or professional degrees. Workforce training initiatives, such as those supported by the Orange County Workforce Development Board (OCWDB), local community colleges, and UpSkill OC, are actively working to bridge skill gaps and connect workers to high-demand industries. Additionally, the city faces workforce challenges related to housing affordability, long commutes, and skills mismatches, which impact recruitment and retention across industries. Moving forward, investments in vocational training, workforce development programs, and infrastructure improvements will be essential to sustaining economic growth and supporting the City’s Consolidated Plan goals. 1213
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MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated? (include a definition of "concentration")
The City does not have specific geographic areas with a concentration of households that have multiple housing problems, nor does it have a definition for “concentration”.

Are there any areas in the jurisdiction where racial or ethnic minorities or low-income families are concentrated? (include a definition of "concentration") The City of Orange has few predominately Hispanic neighborhoods. These geographic areas include Central Orange (near Glassell Street and Katella Avenue), El Modena, and Olive (near Lincoln Avenue and Batavia Street). These neighborhoods have older housing units that make these areas less expensive for low-income residents.

What are the characteristics of the market in these areas/neighborhoods? While these areas may have more affordable housing and a different mix of retail businesses, they do not differ significantly from the rest of the city.

Are there any community assets in these areas/neighborhoods? These areas are near parks, libraries, and schools. These community assets promote social equity for these neighborhoods.

Are there other strategic opportunities in any of these areas? Any strategic opportunities would include the redevelopment of existing properties and the repair and upgrade of existing infrastructure.
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MA-60 Broadband Needs of Housing occupied by Low- and Moderate-Income Households - 91.210(a)(4), 91.310(a)(2)
Describe the need for broadband wiring and connections for households, including low- and moderate-income households and neighborhoods.

Access to reliable high-speed internet is essential for all residents of the City of Orange, particularly for low- and moderate-income households. Broadband connectivity enables participation in educational programs, access to healthcare services, and economic opportunities, all of which are critical components of a sustainable and equitable community.

In the City of Orange, several broadband providers offer a range of services to meet the diverse needs of the community:
 AT&T Fiber: Offers fiber-optic internet with speeds up to 5 Gbps, providing extensive coverage in Orange.
 Spectrum: Provides cable internet services with download speeds up to 1 Gbps, covering approximately 94% of Orange residents.
 Google Fiber: Offers high-speed fiber-optic internet services with speeds up to 2 Gbps in select areas of Orange County.
 Frontier Communications: Provides fiber-optic internet services with plans offering symmetrical upload and download speeds up to 7 Gbps, available in various parts of California, including Orange.
 Cox Communications: Offers cable internet services with download speeds up to 1 Gbps in select areas of Orange.
 Verizon: Provides 5G mobile and home internet services, offering high-speed connectivity and reliable coverage.

Despite the availability of these services, challenges persist in ensuring that all households, especially those with low and moderate incomes, have access to affordable and reliable broadband. Addressing these challenges is crucial for promoting digital equity and supporting the city’s sustainability goals.

The City consulted with a broadband stakeholder, Verizon, in order to gain insight on the broadband needs of the City. Orange is well-known for its downtown historic district, also dubbed ‘Old Towne’ or ‘The Circle’, boasting original structures built after the City’s incorporation with distinct Victorian and Spanish Colonial Revival architectural styles. This one-square mile district is a cherished community hub that preserves Orange’s rich history. However, preserving the architectural integrity of this area has proven to be a challenge in delivering high-speed internet 1215
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and mobile coverage. The largest Nationally Registered Historic District in California contains the remnants of railroad tracks and old cobblestone roads. This mitigates the installation of fiber broadband wiring in the ground, a necessary part of delivering internet and mobile service. In fact, any projects in that area must adhere to strict historic preservation standards. These standards ensure that any infrastructure changes, including broadband installation, do not compromise the architectural integrity or historical significance of the area. Projects often require evaluations by historic preservation professionals and compliance with design standards specific to the district. Verizon’s Community and Government Affairs department has met with City staff and representatives to discuss this issue and while there are no current projects underway, the City will continue to partner with providers and stakeholders to ensure that the needs of the community are being met.

By integrating broadband infrastructure development into its sustainability initiatives, the City of Orange can enhance digital inclusion, providing all residents with the tools necessary to thrive in a connected society.

Describe the need for increased competition by having more than one broadband Internet service provider serve the jurisdiction.

Access to reliable and affordable high-speed internet is essential for economic development, education, healthcare, and overall quality of life. While the City of Orange has several broadband providers, the market remains dominated by a few major companies, leading to limited competition in certain areas. This lack of competition can result in higher prices, slower speeds, and fewer service options, disproportionately impacting low- and moderate-income households who rely on affordable broadband for remote work, virtual learning, and telehealth services.

Challenges of Limited Broadband Competition

1. High Costs and Limited Pricing Options – In areas where only one or two broadband providers operate, residents and businesses face higher prices due to a lack of competitive pricing. Increased competition would encourage providers to offer better pricing and more flexible service plans to attract customers.

2. Inconsistent Service Quality – Some neighborhoods, particularly those with lower population densities, experience slower speeds and network congestion. More competition would incentivize providers to improve infrastructure and service quality to remain competitive.

3. Barriers to Digital Inclusion – Limited broadband options widen the digital divide, especially for low- and moderate-income households. Expanding competition could lead to more affordable service plans and digital equity programs, ensuring that all residents have access to reliable high-speed internet.
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4. Limited Investment in Fiber-Optic Expansion – Some areas of the City of Orange lack fiber-optic broadband, which provides faster speeds and greater reliability compared to traditional cable or DSL. Increased competition would encourage providers to invest in fiber-optic expansion and improve service availability across all neighborhoods.

Encouraging Broadband Expansion and Competition
To address these challenges, the City of Orange can explore public-private partnerships, policy incentives, and infrastructure grants to attract new broadband providers. The city can also advocate for state and federal funding to support broadband expansion projects in underserved areas. By fostering an environment where multiple providers compete for customers, residents and businesses will benefit from more affordable pricing, faster speeds, and enhanced digital access, strengthening the city’s economic development and sustainability goals.

Furthermore, in an increasingly digital world there is an ever-growing need for wireless internet and mobile connectivity, this need is especially exacerbated for individuals who are low- or moderate-income as they may struggle to secure access to reliable coverage due to a lack of affordability or access to necessary devices. Verizon addresses this need in the City of Orange, and elsewhere, through programs such as Total Wireless and SafeLink, offering discounted internet and phone services to eligible families and individuals. These initiatives ensure affordable connectivity, helping households stay connected to essential resources and opportunities.
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MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)
Describe the jurisdiction’s increased natural hazard risks associated with climate change.

The City of Orange is increasingly vulnerable to natural hazards exacerbated by climate change, necessitating proactive measures to enhance community resilience. Rising heatwaves, prolonged droughts, increased wildfire risks, and flooding hazards threaten public health, infrastructure, and economic stability. Projections indicate a significant rise in extreme heat days, with temperatures exceeding 93.9°F increasing from an average of 7 days annually in 1990 to an anticipated 25 days per year by 2050. Drought conditions continue to strain the Santa Ana watershed, which has experienced drought in 73% of weeks since 2000, impacting both water supply and quality. Approximately 35% of buildings in Orange face significant wildfire risks, with the frequency of extreme fire weather days projected to increase through 2050, while 39% of buildings are at risk of flooding, with a 29% chance of experiencing severe flood damage over 30 years due to intensified rainfall patterns and potential sea-level rise.

Recognizing these challenges, the City of Orange has developed a comprehensive Sustainability Plan in collaboration with Chapman University, aimed at identifying sources of greenhouse gas emissions and implementing strategies to mitigate climate-related hazards. Additionally, the city’s Safety Element, within its General Plan, outlines specific wildfire mitigation and prevention strategies, particularly in areas designated as Very High Fire Hazard Severity Zones (VHFSZ), ensuring a structured approach to wildfire resilience.

Mitigation and Prevention Strategies for Wildfire Risks To minimize wildfire risks and enhance safety, the City has implemented key mitigation measures:
 Vegetation Management: The city enforces defensible space regulations, requiring the clearance of flammable vegetation around properties to reduce fuel loads near structures.
 Building Codes and Standards: Fire-resistant building materials and construction methods are mandated for new developments and significant remodels within VHFSZs to strengthen structural resilience.
 Infrastructure Improvements: Collaboration with utility providers ensures power line maintenance and upgrades to minimize ignition sources and enhance system resilience.

In addition to mitigation, the City employs prevention strategies to enhance community preparedness and reduce fire risks:
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 Public Education and Outreach: The city conducts educational programs to inform residents about wildfire risks, preparedness measures, and evacuation procedures, fostering community awareness and readiness.
 Emergency Evacuation Planning: The development of detailed evacuation routes and procedures ensures efficient and safe evacuations during wildfire emergencies, with regular drills and updates to response plans.
 Interagency Collaboration: The City actively participates in mutual aid agreements and collaborates with local, state, and federal agencies, including the Orange County Fire Authority (OCFA), to coordinate wildfire prevention and emergency response efforts.

By integrating climate resilience strategies, wildfire mitigation efforts, and sustainability initiatives, the City of Orange seeks to protect its residents, infrastructure, and natural resources from the escalating risks associated with climate change. These ongoing efforts reflect the City’s commitment to adapting to environmental challenges and building a safer, more resilient community for future generations.

Describe the vulnerability to these risks of housing occupied by low- and moderate-income households based on an analysis of data, findings, and methods.

The areas of the City that are vulnerable to wildfires are located on the eastern part of the city and do not include low- and moderate-income neighborhoods. 1219
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Strategic Plan
SP-05 Overview
Strategic Plan Overview
The City developed its strategic plan based on high priority community needs identified during the community outreach process. The City conducted:
 Needs assessment survey at City sponsored events including National Night Out, Treats In the Streets, Tree Lighting, El Modena Neighborhood outreach day, and via the City’s website and public counters
 Housing Summit with stakeholders that included non-profits, affordable housing developers, housing advocacy groups, and continuum of care providers  Scheduled three public hearings before the CDBG Program Advisory Body and the City Council to gain public input on community needs.

The City also participated in a regional Analysis of Impediments to Fair Housing covering Orange County as a whole in which a total of six community meetings were held in March 2025 to gather public input on the fair housing issues impacting residents of Orange County. Moreover, four one-on-one interviews and two focus groups were conducted in January and February 2025.

Approximately 78 organizations that provide fair housing services throughout Orange County were invited to participate and offer insight on the needs of the community.

A total of 180 respondents participated in the City survey, 27% chose affordable rental housing as the top housing program the City should be considered. Demographic information was also collected to determine whether participant involvement such as city residents, work for or own a business in the city or represent a housing agency, social service agency or a non-profit.

For this reason, the strategic plan for CDBG and HOME funds is not only based on the survey data but also on grant applications for projects received in the past. Both the survey data and historic funding allocations guide the City to follow a strategic funding allocation plan that will result in a greater benefit to the community while meeting the regulatory and statutory requirements. 1220
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SP-10 Geographic Priorities – 91.215 (a)(1)
Geographic Area
1 Area Name: City of
Orange
Area Type: City of
Orange
Other Target Area Description: City of
Orange
HUD Approval Date:
% of Low/ Mod:

Revital Type:

Other Revital Description:

Identify the neighborhood boundaries for this target area.

Include specific housing and commercial characteristics of this target area.

How did your consultation and citizen participation process help you to identify this neighborhood as a target area?
Identify the needs in this target area.

What are the opportunities for improvement in this target area? Are there barriers to improvement in this target area?
Table 46 - Geographic Priority Areas
General Allocation Priorities
Describe the basis for allocating investments geographically within the jurisdiction (or within the EMSA for HOPWA)
The City allocates CDBG and HOME funds to projects or programs located in CDBG-eligible areas.

These areas are determined based on the census tracts and block groups published by HUD that have more than 51% of low- and moderate-income households. Moreover, the City allocated CDBG funding to programs that provide direct benefit to low and moderate income households regardless of where they reside in the City. The City also provides subrecipients with an eligibility map that denotes all the areas within the city with a median income for eligibility. 1221
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The map below outlines the low- and moderate-income areas in the City of Orange that are eligible for CDBG funding. To reflect an accurate representation of current eligible areas, the map was created with 2022 Census Data and reflects both eligible Census Tracts as well as eligible Block Groups.

Figure 1 Low- and Moderate-Income Areas
Source: 2022 Census Data
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SP-25 Priority Needs - 91.215(a)(2)
Priority Needs
1 Priority Need Name Economic Development
Priority Level High
Population Extremely Low
Low
Moderate
Geographic Areas
Affected
City-wide
Associated Goals Economic Development
Description City Council identified as a high priority
Basis for relative
priority
City Council identified priority
2 Priority Need
Name
Affordable Housing
Priority Level High
Population Extremely Low
Low
Moderate
Families with Children
Individuals
Families with Children
Geographic Areas
Affected
City-wide
Associated Goals Affordable Housing
Description Data collected from the needs assessment survey indicated affordable housing as a high priority need.

Basis for
Relative Priority
Needs assessment survey.
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3 Priority Need
Name
Homelessness
Priority Level High
Population Extremely Low
Families with
Children Elderly
Chronic
Homelessness
Individuals
Families with Children
Geographic
Areas Affected
City-wide
Associated Goals Homelessness
Description Homelessness is a high priority need based on the needs assessment survey.

Basis for
Relative Priority
Needs assessment survey
4 Priority Need
Name
Community Development
Priority Level High
Population Extremely Low
Low
Moderate
Families with Children Elderly
Geographic
Areas Affected
City-wide
Associated
Goals
Community Development
Description Public services and public facilities improvement is a high priority need based on the comments received during the community outreach process.

Basis for
Relative Priority
Needs Assessment
5 Priority Need
Name
Tenant Based Rental Assistance
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Priority Level High
Population Extremely Low
Low
Moderate
Families with Children Elderly
Geographic
Areas Affected
City-wide
Associated
Goals
Affordable housing
Description Assist households experiencing or at risk of experiencing homelessness with a security deposit in accordance with State Law and a deposit for establishing utilities.

Basis for
Relative Priority
Needs Assessment
Table 47 – Priority Needs Summary
Narrative (Optional)
Priority needs are based on input collected from the community outreach process and the types of project proposals submitted for CDBG and HOME funds. The 2025-2029 Consolidated Plan and FY 2025- 2026 Action Plan identifying housing, homelessness and community development projects as high priority needs to be pursued in order to provide affordable housing as well as community services and public facility improvements for low and moderate income residents.
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SP-30 Influence of Market Conditions – 91.215 (b)
Influence of Market Conditions
Affordable
Housing Type
Market Characteristics that will influence
the use of funds available for housing type
Tenant Based
Rental Assistance
(TBRA)
The City has launched its TBRA program using HOME funds to provide assistance to eligible households with one-time security deposit and utility deposit assistance when moving into a new housing unit. Many low- to moderate-income households live paycheck to paycheck and therefore find it difficult to come up with the funds for a deposit advance in order to move into a new unit. Therefore, this program aims to mitigate this barrier by providing assistance in the form of a grant that will be paid directly to the landlord.

TBRA for NonHomeless Special
Needs
The City’s security and utility deposit TBRA program is administered using HOME funds. For this program, the City has established the following preferences:

1. Current City of Orange resident with intention of
remaining in the City of Orange;

2. Families with children;

3. Veterans with honorable discharge; and

4. Elderly as defined by retirement or social security
requirements.

The City recognizes that special needs populations such as veterans and the elderly are more susceptible to fair housing discrimination and barriers, and therefore always seeks to provide comprehensive services and assistance that properly address community needs.

New Unit
Production
According to the City’s 2021 – 2029 Housing Element, the City’s Regional Housing Needs Allocation for the current planning period is 2,265. This includes 677 moderate income units and 1,588 above moderate-income units. The City expects to fulfill the housing unit requirements through a combination of existing residentially zoned areas and certain mixed-use zones within the community. Additionally, an estimated 103 accessory dwelling units (ADUs) are projected to be developed.

Rehabilitation The rehabilitations of housing units depend on contractor costs and material costs.

Acquisition,
including
preservation
The acquisition and preservation depend on land costs and demand for housing.

Table 48 – Influence of Market Conditions
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SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2) Introduction
The City annually receives CDBG and HOME funds that are earmarked for community-based projects. The City is working with a local affordable housing developer (Orange Housing Development Corporation) to allocate HOME funds for several affordable housing projects including the newly completed Villa St. Joseph, Katella Terrace, and the Orion project which is still under construction. With the new State housing legislatives and funds, the City is making every effort to promote the creation and preservation of affordable housing units. In the past, the City used its HOME funds as well as its former redevelopment funds to subsidize affordable housing projects. With new State funds, the City continues to encourage and support affordable housing projects and over the next five years, will receive State funding that will be used for transitional and permanent supportive housing projects.

Anticipated Resources
Program Source of Uses of Funds Expected Amount Available Year 1 Expected Narrative Description Funds Annual Program Prior Year Total: Amount
Allocation: Income: $ Resources: $ Available
$ $ Remainder
of ConPlan
$
CDBG public -
federal
Acquisition
Admin and Planning
Housing
Public Improvements
Public Services
$1,010,888 0 0 $1,010,888 $4,043,552 The City allocates CDBG funds to public services, Fair Housing
services, economic
development, and public
facilities projects.

HOME public -
federal
Acquisition
Homebuyer
assistance
Homeowner rehab
Multifamily rental
new construction
$338,366 0 $549,467 $887,833 $1,353,464 The City allocates HOME funds to affordable housing projects
and TBRA program.
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Multifamily rental
rehab
New construction for
ownership
TBRA
Table 49 - Anticipated Resources
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
The City uses former redevelopment funds with HOME funds to comply with the match requirement under the HOME program. The While there is no match requirement under the CDBG program, the City gives priority to projects or programs that leverage CDBG funds with other local and state funds.

If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan
The City does not own land or property that could be used to address the needs in this plan.

Discussion
Please refer to the sections above.
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SP-40 Institutional Delivery Structure – 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its consolidated plan including private industry, non-profit organizations, and public institutions.

Responsible Entity Responsible Entity
Type
Role Geographic Area Served
City of Orange Government Non-homeless special
needs
neighborhood
improvements
public facilities
public services

ORANGE COUNTY

HOUSING AUTHORITY
Government Rental

ORANGE HOUSING

DEVELOPMENT

CORPORATION
CHDO Rental
Fair Housing Foundation Non-profit
organizations
public services
Table 50 - Institutional Delivery Structure
Assess of Strengths and Gaps in the Institutional Delivery System The City partners with Orange County Housing Authority for the Section 8 Housing Choice Voucher program to provide rental assistance. The City allocates CDBG funds to nonprofit groups to provide public services to the low-income communities. And finally, the City collaborates with the Orange Housing Development Corporation who is a Community Housing Development Organization (CHDO) to develop rental housing units for low and very low income households. The City is receptive to collaboration with nonprofit groups, other local agencies, and affordable housing developers to help achieve community and housing goals and objectives consistent with the 2025-2029 Consolidated Plan.

Availability of services targeted to homeless persons and persons with HIV and mainstream services
Homelessness Prevention
Services
Available in the
Community
Targeted to
Homeless
Targeted to People
with HIV
Homelessness Prevention Services
Counseling/Advocacy X X
Legal Assistance X
Mortgage Assistance
Rental Assistance X
Utilities Assistance X
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Street Outreach Services
Law Enforcement X X
Mobile Clinics X X
Other Street Outreach Services X X
Supportive Services
Alcohol & Drug Abuse X X
Child Care X X
Education X X
Employment and Employment
Training
X X
Healthcare X X

HIV/AIDS X
Life Skills X X
Mental Health Counseling X X
Transportation X X
Other
Other
Table 51 - Homeless Prevention Services Summary
Describe how the service delivery system including, but not limited to, the services listed above meet the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) The City does not receive homeless-related grants or HOPWA grants.

Describe the strengths and gaps of the service delivery system for special needs population and persons experiencing homelessness, including, but not limited to, the services listed above While the City does not receive homeless-related grants, they collaborate with the County of Orange and other local agencies to address issues on homelessness and special needs residents at a regional level.

Provide a summary of the strategy for overcoming gaps in the institutional structure and service delivery system for carrying out a strategy to address priority needs The City proactively participates in an effort and coordination to carry out priority needs (i.e. - housing, homelessness, and community development) and works closely with other local agencies to further the goals and objectives of the 2025-2029 Consolidated Plan. 1230
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SP-45 Goals Summary – 91.215(a)(4)
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs Addressed Funding Goal Outcome Indicator
1 Economic
Development
2025 2029 Economic Development CDBG eligible
areas
Economic
Development
CDBG:
$200,000
Revitalized commercial area
2 Affordable
Housing
2025 2029 Affordable Housing Citywide Affordable
Housing
HOME:
$1,200,000
Rental units constructed:
11 Household Housing Unit
3 Homelessness 2025 2029 Homeless Citywide Homelessness CDBG:
$3,034,841
Housing for Homeless added:
0 Household Housing Unit
4 Community
Development
2025 2029 Non-Housing
Community
Development
CDBG eligible
areas
Community
Development
CDBG:
$200,000
Public Facility or Infrastructure
Activities other than Low/Moderate
Income Housing Benefit:
15000 Persons Assisted
Public service activities other than
Low/Moderate Income Housing
Benefit:
50000 Persons Assisted
5 Tenant Based
Rental Assistance
2025 2029 Citywide Affordable
Housing
HOME:
$133,000
Households assisted: 25
Table 52 – Goals Summary
Goal Descriptions
1231
Consolidated Plan ORANGE 98
OMB Control No: 2506-0117 (exp. 09/30/2021)
1 Goal Name Create Economic Development Opportunities
Goal Description Provide assistance to qualifying businesses serving or employing extremely low, low and moderate income employees
2 Goal Name Affordable Housing
Goal Description Provide affordable housing to extremely low, low, and moderate income households. 3 Goal Name Homelessness
Goal Description Addressing homelessness by providing housing units to homeless families. 4 Goal Name Community Development
Goal Description Provide public services to low-income population and improve public facilities within low income neighborhoods. 5 Goal Name Tenant Based Rental Assistance
Goal Description Provide assistance to households experiencing or at risk of experiencing homelessness with a security deposit in accordance with State Law and a deposit assistance for establishing utilities.

Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.315(b)(2)
The City intends to allocate HOME funds to affordable housing projects during the next five years. Below are the estimated number of households benefiting from these affordable housing projects.

1. Extremely low-income households - 0

2. Low-income households – 11

3. Moderate-income households - 0I
1232
Consolidated Plan ORANGE 99
OMB Control No: 2506-0117 (exp. 09/30/2021)
SP-50 Public Housing Accessibility and Involvement – 91.215(c) Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary Compliance Agreement)
Not applicable because the City does not operate a public housing facility.

Activities to Increase Resident Involvements
Not applicable because the City does not operate a public housing facility.

Is the public housing agency designated as troubled under 24 CFR part 902? Not applicable because the City does not operate a public housing facility.

Plan to remove the ‘troubled’ designation
Not applicable because the City does not operate a public housing facility. 1233
Consolidated Plan ORANGE 100
OMB Control No: 2506-0117 (exp. 09/30/2021)
SP-55 Barriers to affordable housing – 91.215(h)
Barriers to Affordable Housing
As common in many communities, a variety of constraints affect the provisions and opportunities for adequate housing in the City of Orange. Housing constraints consist of both governmental constraints, including but not limited to development standards and building codes, land use controls, and permitting processes; as well as, nongovernmental or market constraints, including but not limited to land costs, construction costs, and availability of finances. Combined, these factors create barriers to the availability and affordability of new housing, especially for lower and moderate-income households.

Due to a housing crisis in California, the State has passed new housing legislatives and provided funding to help cities prepare and plan for housing and land use policies to streamline housing development projects. The City has incorporated new legislations on accessory dwelling units that makes it less stringent for homeowners or property managers to build accessory dwelling units. In the meantime, the City is in the process of updating its Housing Element.

Section 65583 of the California Government Code sets forth the specific content requirements of a jurisdiction’s housing element. These requirements include obligations on the part of local jurisdictions to provide their “fair share” of regional housing needs. Local governments and Councils of Governments (COGs) are required to determine existing and future housing need and the allocation of this need must be approved by the California Department of Housing and Community Development (HCD). Orange is located in the SCAG regional planning area (but is not a member of SCAG). SCAG is the COG responsible for preparing the Regional Housing Needs Assessment (RHNA) for all jurisdictions within the SCAG region in coordination with HCD.

The RHNA allocation provides requirements for housing at all income levels within the community. The allocation is divided up between very low, low, moderate, and above moderateincome categories. Specific housing types and densities are generally associated with providing housing for each income category; the Housing Element must allow for the required number of units to be built throughout the City by facilitating and promoting certain housing types.

HCD established the planning period for the current RHNA from October 15, 2021 to October 15, 2029. For the 2021-2029 planning period the City is allocated a total of 3,936 units, including 1,067 units affordable to very low-income households, 604 units affordable to low-income, 677 units affordable to moderate income, and 1,588 units affordable to above-moderate income households.
1234
Consolidated Plan ORANGE 101
OMB Control No: 2506-0117 (exp. 09/30/2021)
Strategy to Remove or Ameliorate the Barriers to Affordable Housing The City continues to seek funding from the State or federal sources in order to provide financial assistance for affordable housing projects. Moreover, the City offers density bonus, waivers and concessions for development standards, and deferred impact fees to incentivize residential developers. Finally, the City is preparing a land use ordinance and specific plans to streamline the entitlement process and promote housing production.
1235
Consolidated Plan ORANGE 102
OMB Control No: 2506-0117 (exp. 09/30/2021)
SP-60 Homelessness Strategy – 91.215(d)
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The City is not a recipient of homeless-related grants, but do collaborate with the County of Orange to address homelessness.

Addressing the emergency and transitional housing needs of homeless persons In collaboration with several neighboring Orange County cities, the City of Orange participates in the North Services Planning Area (SPA) partnership. The North SPA Partnership is a joint collaboration that includes two full-service Navigation Centers to provide help to the region’s homeless – the Buena Park Center and the Placentia Center will provide homeless individuals a total of 250 beds, health resources, job skill training, and the ability to reconnect with lost family.

These facilities join the two shelters already built by the City of Anaheim, which house another 326 beds.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again.

In addition to participating in the North SPA, Orange has undertaken several other initiatives over the past few years to address local homelessness issue; including partnering with HomeAid of Orange County to develop the Orange Family Care Center. The Orange Family Care Center specializes in serving the needs of families who are experiencing homelessness and has over 55 beds.

The Orange Police Department’s Homeless Engagement, Assistance & Resource Team (HEART) program has been operating since 2013. HEART Officers engage daily with local homeless individuals, working with them one-on-one to help facilitate their re-entry back into mainstream society. The Police Department also assists in providing resources and assistance through collaborations with local community organizations.

Help low-income individuals and families avoid becoming homeless, especially extremely lowincome individuals and families who are likely to become homeless after being discharged from a publicly funded institution or system of care, or who are receiving assistance from public and 1236
Consolidated Plan ORANGE 103
OMB Control No: 2506-0117 (exp. 09/30/2021)
private agencies that address housing, health, social services, employment, education or youth needs
Beginning in 2022, “The HUB OC” established the Hub Resource Center (HRC) to oversee continuum of care services on behalf of the City of Orange and manages rental facilities including laundry machines, portable showers, hand washing stations, and portable restrooms to help with personal hygiene – in an effort to reduce the transmission of COVID-19. The HUB OC manages the recruiting, training, and mobilizing the team of volunteers from local churches and the community to help meet the needs of homeless residents in partnership with the City of Orange, the HEART team, and LOVE Orange. A summary of services provided by the HUB OC is listed below:
• Provide initial contact with homeless individuals for intake information; • Coordinate with the HEART team for entry into Coordinated Entry System (CES) and Homeless
 Management Information System (HMIS);
 Coordinate efforts with local non-profits to recruit volunteers;  Provide training to volunteers as listed below:
 Manage and provide homeless individuals with referrals to shelters  Distribute hygiene supplies to homeless individuals
 Manage the on-site hygiene resources that include laundry, showers, wash stations, and restrooms
 Manage and provide homeless individuals with access to phone charging stations  Provide homeless individuals with referrals to mental, medical, vision, dental, and healthcare services;
 Provide homeless individuals with referrals to veterinary care services  Provide homeless individuals with referrals to COVID-19 vaccines  Provide homeless individuals with referrals to clothes providers including resources from Full Circle
 Provide homeless individuals with voucher assistance and referrals to bus or other modes of transportation
 Provide the children of homeless individuals with referrals to free after school care through the Youth Centers of Orange
The goal of the HRC in the long run is to continue to offer the same services it does now, but adjust meals to a more nutritional, medical, and supplemental based service. Current services such as showers and laundry will continue to be offered and will encourage the clients to attend a class, workshop, or other empowering services offered at the site through one of its partners or volunteers. Currently, the HUB OC has over 40 partners and is continuously seeking out 1237
Consolidated Plan ORANGE 104
OMB Control No: 2506-0117 (exp. 09/30/2021)
additional partners to expand services and resources for the homeless community at no additional cost. The HUB OC develops it partnerships by reaching out to schools, non-profits, and local businesses and donors directly and sharing the mission and vision of the HRC with the goal of receiving continuous or one-time financial or in-kind donations. Partnerships are also developed through word of mouth from volunteers and current partner organizations already providing services at the site. If the outreach results in a long-term partnership, the HUB OC will create agreements for the service or donation to be provided at no-cost at the HRC, including those services already being offered.

The HRC has already started to secure partnerships for the classes, workshops, and other empowering services it will offer at the site in the long-term. Examples include:
• Work Program focused on creating healthy work ethics and facilitating project participation throughout the City to develop workforce skills; • Classes on health care for individuals living on the streets by nurses from local state university.
• Support classes for mothers including lactation and birthing that will also offer essential items that can be purchased using EBT and WIC onsite; • Resume building and application assistance by professionals and volunteers in our community;
• Drug and addiction programs through Celebrate Recovery/AA that offers vide and workbook curriculum, sponsors, and success chips;
• Men’s and Women's support groups for holistic well-being; • Associate Degree Program through a local college that clients will be able to complete at the HRC through the use of donated computers; • Nutritional courses by a food scientist;
• Outreach courses for volunteers and local businesses wanting to understand the difficulties of the homeless population and discover ways in which they can help. 1238
Consolidated Plan ORANGE 105
OMB Control No: 2506-0117 (exp. 09/30/2021)
SP-65 Lead based paint Hazards – 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards The County of Orange Health Care Agency ensures that residents receive information about the risks of Lead Based Paint (LBP) hazards and the services available to those who have been exposed.

How are the actions listed above related to the extent of lead poisoning and hazards? An estimated 7% to 9% of homes in Orange were built before 1980 where families with children live. The Orange County Health Care Agency operates the “Childhood Lead Poisoning Prevention” program for the entire county. This agency receives reports from the State and provides case management services as well as educational programs to families affected by lead poisoning.

How are the actions listed above integrated into housing policies and procedures? The City of Orange, in collaboration with Orange County, addresses lead-based paint hazards through targeted programs and public education. The County’s Childhood Lead Poisoning Prevention Program (CLPPP) provides case management, environmental investigations, and education to eliminate lead exposure, especially in children. The Lead Hazard Removal Program offers free remediation services for homes built before 1978, focusing on households with young children or pregnant individuals. Additionally, public awareness campaigns emphasize the risks of lead exposure and promote lead-safe practices within the community. These efforts aim to protect families from the harmful effects of lead-based paint.

Currently, due to limited federal funding, the City does not operate housing related programs such as a minor home repair program or a down payment assistance program. 1239
Consolidated Plan ORANGE 106
OMB Control No: 2506-0117 (exp. 09/30/2021)
SP-70 Anti-Poverty Strategy – 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families During the community outreach process, homeless was identified as a priority need in the city.

While the City is not a recipient of homeless related grants, they do collaborate with other local agencies at a regional level to address this issue. Moreover, the City continues to support programs and projects that benefit families at poverty level by allocating its CDBG and HOME funds.

As previously discussed above, the City of Orange the City of Orange participates in the North Services Planning Area (SPA) partnership. The North SPA Partnership is a joint collaboration that includes two full-service Navigation Centers to provide help to the region’s homeless – the Buena Park Center and the Placentia Center will provide homeless individuals a total of 250 beds, health resources, job skill training, and the ability to reconnect with lost family. These facilities join the two shelters already built by the City of Anaheim, which house another 326 beds.

How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this affordable housing plan
The City encourages affordable housing projects by offering incentives such as density bonus and waivers in development standards. Additionally, the City collaborates with local affordable housing developers to provide housing to very low and low income households. 1240
Consolidated Plan ORANGE 107
OMB Control No: 2506-0117 (exp. 09/30/2021)
SP-80 Monitoring – 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities carried out in furtherance of the plan and will use to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements
The City monitors CDBG and HOME funded projects by first evaluating whether a subrecipient of CDBG fund is at risk of noncompliance using a risk assessment process and then performing onsite monitoring of the subrecipients to correct any noncompliance issues. The City’s monitoring procedures include the following steps.

1. Assessing the risk threshold of CDBG funded programs using risk factors such as high organizational turnover or slow expenditure rate.

2. Evaluating quarterly performance reports of CDBG funded projects to ensure projects are meeting beneficiary goals as well as timely expenditure of funds.

3. Collecting and evaluating certified annual report of HOME funded projects.

4. Reviewing tenant income certification of HOME funded projects. 1241
Consolidated Plan ORANGE 108
OMB Control No: 2506-0117 (exp. 09/30/2021)
Expected Resources
AP-15 Expected Resources – 91.220(1,2)
Introduction
The City annually receives CDBG and HOME funds that are earmarked for community-based projects. While affordable housing is a high priority need, the City has not received viable applications for affordable housing projects to allocate CDBG and HOME funds.

With new State housing legislatives and funds, the City is making every effort to promote the creation and preservation of affordable housing units. In the past, the City used its HOME funds as well as its former redevelopment funds to subsidize affordable housing projects. Over the next five years, the City will receive State funding that will be used for transitional and permanent supportive housing projects.

Anticipated Resources
Program Source of Uses of Funds Expected Amount Available Year 1 Expected Narrative Description Funds Annual Program Prior Year Total: Amount
Allocation: Income: $ Resources: $ Available
$ $ Remainder
of ConPlan
$
CDBG publicfederalAcquisition
Admin and Planning
Housing
Public Improvements
Public Services
$1,010,888 0 0 $1,010,888 $4,043,552 The City allocates CDBG funds to public services, Fair
Housing, economic
development, and public
facilities projects.

HOME public -
federal
Acquisition
Homebuyer
assistance
Homeowner rehab
Multifamily rental
$338,366 0
$549,467
$887,833 $1,353,464 The City allocates HOME funds
to affordable housing projects
and tenant based rental
assistance.
1242
Consolidated Plan ORANGE 109
OMB Control No: 2506-0117 (exp. 09/30/2021)
new construction
Multifamily rental
rehab
New construction for
ownership
TBRA
Table 53 - Expected Resources – Priority Table
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
The City uses former redevelopment funds with HOME funds to comply with the match requirement under the HOME program. The City plans to use Housing Trust Funds from the County of Orange and SB 2 funds from the State along with HOME funds for affordable housing projects. While there is no match requirement under the CDBG program, the City gives priority to projects and programs that leverage CDBG funds with other local and state funds.
1243
Consolidated Plan ORANGE 110
OMB Control No: 2506-0117 (exp. 09/30/2021)
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan The City does not own land or property that could be used to address the needs in this plan.

Discussion
Please refer to the above sections.
1244
Consolidated Plan ORANGE 111
OMB Control No: 2506-0117 (exp. 09/30/2021)
Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic Area Needs
Addressed
Funding Goal Outcome Indicator
1 Economic
Development
2025 2026 Economic
Development
City of Orange Economic
Development
CDBG:
$70,740.19
Program to be developed15.
2 Affordable
Housing
2025 2026 Affordable
Housing
City of Orange Housing
Rehab and
Housing new
construction
HOME: $0 Rental units constructed: 0 Household
Housing Unit
3 Community
Development -
Public Service
Programs
2025 2026 Non-Housing
Community
Development
City of Orange Public
services/hom
eless/non
homeless
special need
CDBG:
$151,663.20
Public service activities other than
Low/Moderate Income Housing Benefit:
11,780Persons Assisted
4 Community
Development -
Public Facilities
and Infrastructure
Improvements
2025 2026 Non-Housing
Community
Development
City of Orange Public
facilities and
infrastructure
improvements
CDBG:
$586,337.01
Public Facility or Infrastructure Activities
other than Low/Moderate Income Housing
Benefit: 6,099 Persons Assisted
1245
Consolidated Plan ORANGE 112
OMB Control No: 2506-0117 (exp. 09/30/2021)
5 Administration/
Planning
2025 2025 Administration City of Orange Administration
of CDBG and
HOME
program
CDBG
$177,177.60
HOME:
$33,836.65
Successful administration of the CDBG and
HOME programs.

Table 54 – Goals Summary
Goal Descriptions
1 Goal Name Economic Development
Goal Desciption Provide assistance to businesses serving or employing qualifying populations 2 Goal Name Affordable Housing
Goal Description Multi-family new housing development or acquisition/rehab of existing housing for low-tomoderate income residents. 3 Goal Name Homelessness
Goal Description Assistance and resources to individuals experiencing homelessness. 4 Goal Name Community Development - Public Service Programs Goal Description Services for low to moderate income individuals and families, fair housing, resources for homeless individuals.
5 Goal Name Community Development – Public facilities and capital improvement for low-income neighborhoods
Goal Description Providing public services and public facilities improvement for low-income neighborhoods. 6 Goal Name Rental Assistance
1246
Consolidated Plan ORANGE 113
OMB Control No: 2506-0117 (exp. 09/30/2021)
Goal Description Rental Assistance to low-and-moderate income individuals. 7 Goal Name Administration/Planning
Goal Description Administration and planning for grant management. 1247
Consolidated Plan ORANGE 114
OMB Control No: 2506-0117 (exp. 09/30/2021)
Projects
AP-35 Projects – 91.220(d)
Introduction
The FY 2025-2026 Action Plan identifies housing and community development projects as high priority needs. The City will allocate the CDBG funds to public facilities projects including street improvement and Americans with Disability Act improvements, as well as to public services programs serving qualifying populations. These projects funded under the CDBG program will address the needs of low- and moderate-income residents.

Projects
# Project Name
1 PS-Orange Fair Housing Program
2 PF-ADA Wheelchair Access Ramps
3 PF-25-26 Street Rehabilitation
4 PS-Affordable Housing Supportive Services
5 PS-After School Community Program
6 PS-Bike Patrol Program-Community Oriented Policing
7 PS-Operation School Bell
8 PS-Community Food Orange
9 PS-Case Management Support for expectant mothers experiencing homelessness 10 ED-Community Development Assistance Program
11 AD-Administration
Table 55 – Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
The City allocates CDBG funds to activities that address the priorities of the 2025-2029 Consolidated Plan and comply with CDG regulations. The City and the CDBG Program Committee consider funding requests from nonprofit organizations based on the proposed benefits to low- and moderate-income residents, the agency’s demonstrated capacity to carry out the proposed activities, and financially feasibility of the proposed activity, and the funding available. 1248
Consolidated Plan ORANGE 115
OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-38 Project Summary
Project Summary Information
1 Project Name Orange Fair Housing Program
Target Area CDBG eligible areas within the City of Orange Goals Supported Community Development – Public Services Needs Addressed Fair housing counseling
Funding CDBG: $25,000
Description Providing Fair Housing Services to low and moderate income Orange residents.

Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
150 low- and moderate-income persons
Location Description Low- and moderate-income areas.

Planned Activities The Fair Housing Foundation (FHF) will provide fair housing education, counseling, and enforcement; and
related housing activities to affirmatively further
housing laws on behalf of the City to comply with
federal regulations.
1249
Consolidated Plan ORANGE 116
OMB Control No: 2506-0117 (exp. 09/30/2021)
2 Project Name CDBG Fiscal Year 25-26 ADA Wheelchair Ramp Replacement
Target Area CDBG Eligible Areas within the City of Orange Goals Supported Community Development – Public facilities and capital improvement for low-income neighborhoods
Needs Addressed Public Infrastructure improvements
Funding CDBG: $97,722.83
Description This project includes the construction of sidewalk access ramps at various locations throughout the
City. These access ramps will improve accessibility for the disabled to comply with the Americans with
Disabilities Act.

Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
1,000 low- and moderate-income disabled persons
Location Description Various city locations.

Planned Activities This project includes the construction of sidewalk access ramps at various locations throughout the
City. These access ramps will improve accessibility for the disabled to comply with the Americans with
Disabilities Act.
3 Project Name 25-26 Street Rehabilitation
Target Area CDBG Eligible Areas within the City of Orange 1250
Consolidated Plan ORANGE 117
OMB Control No: 2506-0117 (exp. 09/30/2021)
Goals Supported Community Development – Public facilities and capital improvement for low-income neighborhoods
Needs Addressed Infrastructure Improvements in low to moderate income areas
Funding CDBG: $488,614.17
Description Roadway pavement rehabilitation and pedestrian facilities
Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
5,099 low and moderate income persons
Location Description Various eligible streets in the City Planned Activities Street improvement will include addressing issues with pavement distress and raveling of roadways;
replacement of segments of sidewalks, driveways,
curb ramps, curb and gutters.
4 Project Name Affordable Housing Supportive Services
Target Area 67 W. Struck Avenue
Goals Supported Community Development – Public Services Needs Addressed Supportive services to extreme low, low and moderate households
Funding CDBG: $19,544.57
Description Supportive services providing access to housing and resources aimed at preventing homelessness.
1251
Consolidated Plan ORANGE 118
OMB Control No: 2506-0117 (exp. 09/30/2021)
Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
130 low- and moderate-income persons
Location Description 62-unit affordable housing complex Planned Activities Dedicated Care Team, comprised of multi-disciplinary specialists and subject matter experts, who work
together to identify suitable housing options and
create a plan for short and long-term goals.
5 Project Name The Hub OC Community Center
Target Area CDBG Eligible Areas within the City of Orange Goals Supported Community Development – Public Services Needs Addressed Public services for low- and moderate-income children
Funding $39,089.13
Description The programs will provide supervised after-school recreation with a homework assistance component
for children of ages five to 13.

Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
175 low-income and at-risk youth.
1252
Consolidated Plan ORANGE 119
OMB Control No: 2506-0117 (exp. 09/30/2021)
Location Description Three community centers in the City of Orange Planned Activities The programs will provide supervised after-school recreation with a homework assistance component
for children of ages five to 13.
6 Project Name Bike Patrol Program – Community Oriented Policing Target Area Low- and Moderate-Income Areas within the City of Orange
Goals Supported Community Development – Public Services Needs Addressed Homeless outreach and resources
Funding CDBG: $53,747.56
Description This program will provide a community-oriented policing strategy designed to improve the quality of
life in high density housing located in Low Income
areas of the City.

Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
10,000 low income persons
Location Description City Parks in CDBG areas
Planned Activities This program will provide a community-oriented policing strategy designed to improve the quality of
life in high density housing located in Low Income
areas of the City.

Project Name Operation School Bell
1253
Consolidated Plan ORANGE 120
OMB Control No: 2506-0117 (exp. 09/30/2021)
7 Target Area CDBG Eligible Areas within the City of Orange Goals Supported Community Development – Public Services Needs Addressed Public services for low to moderate income persons Funding CDBG: $14,658.43
Description This program will provide school clothing/uniforms, undergarments, shoe vouchers, and hygiene kits to
Low Income elementary school (Kindergarten to Sixth
Grade) students in the Orange Unified School District
(OUSD).

Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
260 low-income students
Location Description 124 South Orange Street
Planned Activities The program will provide school clothing and hygiene kits to Low Income OUSD elementary school
(Kindergarten to Sixth Grade) students.
8 Project Name Community Food Orange
Target Area CDBG Eligible Areas within the City of Orange Goals Supported Community Development Public Services
Needs Addressed Public services for low to moderate income persons Funding CDBG: $14,658.43
Description This program will provide free food to low-income residents.
1254
Consolidated Plan ORANGE 121
OMB Control No: 2506-0117 (exp. 09/30/2021)
Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
1000 low- and moderate-income persons
Location Description 147 W. Rose Avenue, 1820 N. Meats Avenue Planned Activities Food will be distributed on a weekly basis at two Friendly Center sites.
9 Project Name Steps to Independence
Target Area CDBG Eligible Areas within the City of Orange Goals Supported Community Development – Public Services Needs Addressed Public services for expectant mothers experiencing homelessness
Funding CDBG: $9,935.09
Description Case management for expectant mothers
experiencing homelessness
Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
65 low- and moderate-income persons
Location Description 123 W Maple
Planned Activities Case management for expectant mothers experiencing homelessness aimed at self-sufficiency
10 Project Name Community Development Assistance Program Target Area City-wide eligible areas
1255
Consolidated Plan ORANGE 122
OMB Control No: 2506-0117 (exp. 09/30/2021)
Goals Supported Economic Development
Needs Addressed Assistance to qualifying businesses serving or employing low- and moderate-income persons
Funding $70,740.19
Description Assistance to qualifying businesses serving or employing low- and moderate-income persons
Target Date 6/30/2026
Estimate the number and type of
families that will benefit from the
proposed activities
Program to be developed
Location Description 300 E Chapman Avenue
Planned Activities Business assistance that serves low- and moderateincome persons 11 Project Name Planning and Administration
Target Area City of Orange
Goals Supported Planning and Administration of grant
Needs Addressed Public facilities infrastructure and improvements; public services/homeless/non-homeless special need;
housing rehabilitation and development – new
construction.

Funding CDBG: 177,177.60
HOME: $33,836.65
Description Planning and administration of grant funding.

Target Date 6/30/2026
1256
Consolidated Plan ORANGE 123
OMB Control No: 2506-0117 (exp. 09/30/2021)
Estimate the number and type of
families that will benefit from the
proposed activities
Low to moderate income individuals throughout the
City of Orange.

Location Description 300 E Chapman Avenue
Planned Activities Administration and planning of grant funding. 1257
Consolidated Plan ORANGE 124
OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed Geographic Distribution
Target Area Percentage of Funds
City of Orange 100%
Table 56 - Geographic Distribution
Rationale for the priorities for allocating investments geographically Discussion
1258
Consolidated Plan ORANGE 125
OMB Control No: 2506-0117 (exp. 09/30/2021)
Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
One Year Goals for the Number of Households to be Supported Homeless: 0
Non-Homeless: 0
Special-Needs: 0
Total: 0
Table 57 - One Year Goals for Affordable Housing by Support Requirement One Year Goals for the Number of Households Supported Through Rental Assistance: 0
The Production of New Units: 0
Rehab of Existing Units: 0
Acquisition of Existing Units: 0
Total: 0
Table 58 - One Year Goals for Affordable Housing by Support Type Discussion
See the previous portions of this section for discussion. 1259
Consolidated Plan ORANGE 126
OMB Control No: 2506-0117 (exp. 09/30/2021)
AP-60 Public Housing – 91.220(h)
Introduction
There is no public housing in the City of Orange.

Actions planned during the next year to address the needs to public housing Not applicable
Actions to encourage public housing residents to become more involved in management and participate in homeownership
Not applicable
If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance
Not applicable
Discussion
Not applicable
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AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
The City identified unmet needs for homeless and special needs population during the needs assessment process. The City also received applications for homeless-related programs to allocate FY 2025-26 CDBG funds. Given the limited public service funds available, not all the funding requests can be addressed. However, the City plans to use other funding sources to provide financial assistance for the operation of the two homeless navigation centers in Buena Park and Placentia.

Additionally, the City used HOME-America Rescue Plan (HOME-ARP) funds for the HRC which services those experiencing homelessness and the most vulnerable populations. Services that meet special needs are provided including food, laundry, and shower services are provided, as well as one-stop location for the coordination with continuum of care agencies.

Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
While the City does not receive Emergency Solutions Grant (ESG) funds, the City supports the County of Orange Continuum of Care strategies to address homelessness. Additionally, the City is part of the North Orange County Service Planning Area and actively collaborates with the County of Orange and other local cities to address homeless related needs. Finally, the City gives priority and allocates CDBG funds to projects benefiting the homeless population whenever it receives applications for CDBG funds.

The City also supported the services at the HRC with HOME-ARP. Services at the HRC specifically focused on helping homeless individuals with accessing services and resources they need to improve their situation, including food, water and services for mental and physical well-being, job training resources, and housing needs. Due to the centralized and unique structure of the HRC, the staff is very familiar with the individual needs of clients, helping to maximize the effectiveness of the services offered and leverage other resources.

Addressing the emergency shelter and transitional housing needs of homeless persons The City continues to support projects related to homelessness by allocating CDBG funds to these projects.

Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to 1261
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permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
The City collaborates with the Orange County Housing Authority to provide Section 8 rental assistance to homeless families. The City is also working on implementing its Regional Housing Needs Assessment (RHNA) allocations mandated through the California Department of Housing and Community Development by supporting projects that create permanent housing for the homeless population or those at risk of becoming homeless (extremely low and very low income).

The City supports OCHA’s applications for Continuum of Care Program Permanent Supportive Housing Program projects. Currently, # households are residing in Orange with certificates for this program.

The City also supports OCHA's applications for the Housing and Urban Development-Veterans Affairs Supportive Housing (HUD-VASH) Program vouchers, which combines rental assistance with case management and clinical services for homeless veterans. The VA Medical Center in Long Beach screens and selects veterans for participation in the Program, and refers qualified veterans to OCHA, which administers the housing component of the Program. Currently, 28 Orange households are participating in the HUD-VASH Program as of September 16, 2024.

Additionally, the City used HOME-ARP funding for services at the Hub Resource Center (HRC) that provides basic needs services including food, clothing, showers, and laundry, and in addition, offers access to continuum of care partners on-site in a centralized setting to ensure that individuals are able to receive the support they need. On-site partner agencies offer support for connection to housing, mental and physical wellness, and childcare needs to allow parents more opportunities to improve their situation.

Finally, the City established a TBRA program to assist eligible households with security and utility deposit assistance when moving into a new housing unit.

Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs
The City supports OCHA’s applications for the Rental Assistance for Non-Elderly Persons with 1262
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Disabilities (NED) Program, which provides incremental Section 8 vouchers. The goal of the Program is to enable Non-Elderly, Disabled households to transition from health care institutions or skilled nursing care to independent living with appropriate services.

The City also supports OCHA’s applications for the Family Unification Program (FUP), which provides Section 8 Rental Assistance to eligible families whose lack of adequate housing is a primary factor in the separation or threat of imminent separation of children from their families. The Program also provides vouchers for up to 18 months to emancipated youth (18- to 21-year-old children that left foster care at age 16 or older and lack adequate housing). The Orange County Social Services Agency refers potential FUP participants to OCHA, which administers the housing component of the Program.

Discussion
The City supports nonprofit applications for Continuum of Care funds to provide services and housing to the homeless. The City also seeks to provide CDBG funds to nonprofit agencies that serve the homeless. The Orange Police Department has a Homeless Engagement Assistance and Resource Team (HEART) to reach out to the homeless and connect them with the services. Officers work with the Orange County Mental Health Department and the Centralized Assessment Team to address homeless issues and find long-term solutions.

In addition, the City used HOME-ARP funds for services to the most vulnerable populations at the HRC which offers access with continuum of care partners on-site, including social services, mental and physical wellness services, and resources to help individual improve their situation. 1263
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AP-75 Barriers to affordable housing – 91.220(j)
Introduction:

The City faces limited available land for residential development and given the high cost of land, it is difficult to create financially viable affordable housing projects. Additionally, the City's historic district neighborhoods have specific zoning regulations and requirements further complicating the development of affordable housing. While the City acknowledges the importance of providing affordable housing for low- and moderate-income residents, it allocates home and local funds to such projects whenever possible.

Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
The City grants regulatory incentives and concessions to housing developers through its discretionary process. Concessions such as increased density (Density Bonus Ordinance) may be granted for a project when it includes a certain number of long-term affordable housing units.

Discussion:

See the previous sections for discussion.
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AP-85 Other Actions – 91.220(k)
Introduction:

The City will undertake a variety of activities aimed at addressing the needs of households at low and moderate income levels. It allocated CDBG funds to the Fair Housing Foundation to carry out Fair Housing activities, resolve any issues regarding Fair Housing, and hold workshops for tenants and landlords. Additionally, the City is preparing land use planning documents and ordinances using State SB 2 funds to streamline the entitlement process and encourage affordable housing development projects. Finally, the City is updating the Housing Element and will identify parcels suitable for housing development opportunities as well as developing policies and programs to support the development of affordable housing units for extremely low- and low-income households.

Actions planned to address obstacles to meeting underserved needs The City supports services and projects aimed at addressing homelessness, social services, and housing affordability. It collaborates with Orange County Housing Authority to provide Section 8 rental assistance to low-income families. Furthermore, the City allocates CDBG funds to public services projects benefitting low- and moderate-income households. The allocation of CDBG and HOME funds is based on high priority unmet needs that were discovered during the needs assessment process of the 2025-2029 Consolidated Plan.

Actions planned to foster and maintain affordable housing.

The City addresses the need for affordable housing through a variety of programs and incentives such as the density bonus incentive for developers and the TBRA program to provide security and utility deposit assistance. The City also leverages federals funds through HOME and CDBG to assist low- to moderate-income families and individuals in securing affordable housing. There are several affordable housing developments throughout Orange such as Villa St. Joseph, Katella Terrace, and the Orion.

Actions planned to reduce lead-based paint hazards
Given limited CDBG funds, the City does not directly fund lead-based paint evaluation and reduction. It does support the County of Orange efforts to reduce lead-based paint hazards. If funding is available in the future, the City and the County plan to intensify their efforts to reduce the risk of lead poisoning for young, low income children.

Actions planned to reduce the number of poverty-level families The City uses CDBG dollars to fund a variety of community programs such as Families Forward which helps families experiencing homelessness or are on the verge of homelessness in regaining 1265
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stability and self-sufficiency through counseling, career-coaching, and skills training.

Actions planned to develop institutional structure
The City’s Community Development Department includes the following Divisions: Building and Safety, Code Enforcement, Planning, and Housing. This enables the City to effectively coordinate its housing activities. The Planning Division performs functions that directly affect the development and rehabilitation of housing including preparation of the State-mandated Housing Element. The Planning Division also oversees the permit process, regulates development and conducts compliance with zoning and building codes, and administers the Density Bonus Program.

The Housing Division administers the CDBG and HOME programs and is responsible for updating the Consolidated Plan every five years, preparing Annual Action Plans, and the Consolidated Annual Performance and Evaluation Report (CAPER). This Division works with various City departments that carry out CDBG-funded projects.

The City also works with Orange Housing Development Corporation (OHDC) and other developers to develop or rehab affordable housing projects. OHDC has provided attractive, affordable housing for low- and moderate-income households. The City encourages nonprofit agencies to apply for CDBG funds for programs that primarily benefit low- and moderate-income residents.

Actions planned to enhance coordination between public and private housing and social service agencies
The City will continue to work with public and private agencies to coordinate the delivery of housing and related services. City staff sits on the Orange County Housing Authority Advisory Committee to provide input on housing issues that affect the community. The City also maintains close relationship with nonprofit organizations that provide social services to the community.

Discussion:

Please refer to the previous sections.
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Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction:

Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.

1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed

2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan

3. The amount of surplus funds from urban renewal settlements

4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan.

5. The amount of income from float-funded activities
Total Program Income
Other CDBG Requirements

1. The amount of urgent need activities
HOME Investment Partnership Program (HOME)
Reference 24 CFR 91.220(l)(2)

1. A description of other forms of investment being used beyond those identified in Section 92.205 is as follows: N/A

2. A description of the guidelines that will be used for resale or recapture of HOME funds when used for homebuyer activities as required in 92.254, is as follows: N/A 1267
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3. A description of the guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds? See 24 CFR 92.254(a)(4) are as follows: N/A

4. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds along with a description of the refinancing guidelines required that will be used under 24 CFR 92.206(b), are as follows: N/A

5. If applicable to a planned HOME TBRA activity, a description of the preference for persons with special needs or disabilities. (See 24 CFR 92.209(c)(2)(i) and CFR 91.220(l)(2)(vii)). N/A

6. If applicable to a planned HOME TBRA activity, a description of how the preference for a specific category of individuals with disabilities (e.g. persons with HIV/AIDS or chronic mental illness) will narrow the gap in benefits and the preference is needed to narrow the gap in benefits and services received by such persons. (See 24 CFR 92.209(c)(2)(ii) and 91.220(l)(2)(vii)). N/A

7. If applicable, a description of any preference or limitation for rental housing projects. (See 24 CFR

92.253(d)(3) and CFR 91.220(l)(2)(vii)). Note: Preferences cannot be administered in a manner that limits the opportunities of persons on any basis prohibited by the laws listed under 24 CFR 5.105(a).

N/A
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Appendix - Alternate/Local Data Sources
1 Data Source Name
Community Needs Survey
List the name of the organization or individual who originated the data set.

The City of Orange
Provide a brief summary of the data set.

A Community and Stakeholder Survey was conducted to gather data for the preparation of the Analysis of Impediments to Fair Housing and the 2025-2029 Consolidated Plan process from August 10, 2023 through December 30, 2023. The survey was hosted on the City’s website housing page, social media, city kiosk, and made available in paper form on the City Clerks and Community Development counter. To maximize outreach opportunities, the City also conducted the survey at the 2023 National Night Out event and the 2023 El Modena Neighborhood Outreach. The City also held a Housing Summit in October 2023. A workbook was distributed to stakeholders at a Housing Summit to solicit input and assess housing needs, infrastructure/facilities needs including broadband, service needs, fair housing needs, economic development needs and transportation needs.

What was the purpose for developing this data set?
The purpose of the surveys was to gather community input to help the City inform its AI and 5- Year Consolidated Plan for 2025-2029 which will result in setting its future goals and establish programs to better serve the community.

Provide the year (and optionally month, or month and day) for when the data was collected.

August 10, 2023 through December 30, 2023
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Briefly describe the methodology for the data collection.

A Housing Summit was held in October 2023 to collect data to inform the Analysis of Impediments to Fair Housing Rights and the 5-Year Consolidated Plan. Approximately 42 individuals participated in the Housing Summit. A workbook was developed for Housing Summit participants to complete. The workbook responses were summarized to inform the AI and Con Plan.

An electronic survey was also prepared in English and Spanish and conducted via the City’s website. The survey was hosted on the City’s website housing page, social media, and city kiosk. For in-person engagements, surveys were made available in paper form at the City Clerk’s office, Community Development office public counter, Library and public counter. To maximize outreach opportunities, the City also conducted the survey at the 2023 National Night Out event and the 2023 El Modena Neighborhood Outreach. Over 180 respondents participated in the surveys and responded to 26 questions.

The surveys collected demographic data in addition to identifying and prioritizing community needs.

Describe the total population from which the sample was taken.

Over 180 respondents participated in the survey and included City residents, Business Owners, Housing agencies, social service agencies, or nonprofit organizations.

Describe the demographics of the respondents or characteristics of the unit of measure, and the number of respondents or units surveyed.

A total of 185 respondents participated in the survey, 27% chose affordable rental housing as the top housing program the City should be considered. Demographic information was also collected to determine whether participant involvement such as city residents, work for or own a business in the city or represent a housing agency, social service agency or a non-profit. 2 Data Source Name
Administrative Data Sets
List the name of the organization or individual who originated the data set.

City of Orange Community Development Department
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Provide a brief summary of the data set.

The data set comprises a comprehensive collection of demographics, housing, economic, and social data from various reputable sources. It includes census data, housing affordability metrics, homelessness counts, regional housing needs, fair market rents, and other relevant information.

This data is essential for recognizing housing and community development needs. The data set is used to inform policy decisions, allocate resources, and develop strategic plans to improve the quality of life for residents.
a. U.S. Census Bureau:
 2010 DEC U.S. Census
 2020 DEC U.S. Census
 2016-2020 American Community Survey (ACS) 5-Year Estimates  2018-2022 American Community Survey (ACS) 5-Year Estimates b. County of Orange
 2023 Orange County Homeless Point In Time (PIT) Count c. SCAG:
 Regional Housing Needs Allocation (RHNA)
d. U.S. Department of Housing and Urban Development (HUD):
 Fair Market Rents (FMRs) 2022
 Comprehensive Housing Affordability Strategy (CHAS)
2016-2020
 Orange County Treasurer and Tax Collector (TTC)
 Federal Financial Institutions Examination Council (FFIEC)  Home Mortgage Disclosure Act (HMDA) 2022
e. City of Orange:
 2021-2029 Housing Element
 Land Use Element
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 Stakeholder One-On-One Interviews
 Community and Stakeholder Surveys
 Community Meetings
 2023 Housing Summit
 Orange County Housing Authority (NHA)

1. Other Sources:
 Brown University: 2020 Diversity and Disparities Index  DataUSA: Median Earnings by Industry Source 2018-2022 5-Year Estimates  National Fair Housing Alliance: Guidelines for Responsible Advertising What was the purpose for developing this data set?
This data set was developed to comply with the Housing and Community Development Act of 1974, which mandates that communities receiving HUD funds actively promote fair housing. The report examines laws, regulations, and practices that impact housing location, availability, and accessibility and recommends strategies to overcome impediments. The purpose was to also gather data for the development of the 2025-2029 AI and Con Plan.

How comprehensive is the coverage of this administrative data? Is data collection concentrated in one geographic area or among a certain population?
The data collection is comprehensive, covering various aspects of the community, including demographics, housing profiles, lending practices, and public participation. The data is concentrated on the City of Orange but includes comparisons with Orange County and the State of California. It also addresses specific populations such as low-income households, homeless individuals, and special needs groups.

Data was collected throughout Orange, including those who lived and worked in the City. To ensure comprehensive data collection, the City promoted the survey on the City website; emailed survey links to public service agencies (who were also encouraged to share with their Orange clients); physical copies were handed out at City events; and shared at Orange public facilities, such as public libraries, police department and City Hall.

What time period (provide the year, and optionally month, or month and day) is covered by this data set? The data set will be used for the Consolidated Plan period from 2025 to 2030. Data includes historical data from previous years as previously described. Community and Stakeholder surveys were conducted from August 10, 2023 through December 30, 2023 What is the status of the data set (complete, in progress, or planned)? The data set is complete.
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1273
Agenda Item
City Council
Item #: 9.1. 6/24/2025 File #: 25-0313
TO: Honorable Mayor and Members of the City Council
THRU: Tom Kisela, City Manager
FROM: Monica Espinoza, Human Resources Director

1. SUBJECT
Agreement for Employment with City Manager Jarad L. Hildenbrand.

2. SUMMARY
The proposed Agreement for Employment with City Manager Jarad L. Hildenbrand provides for a three-year contract renewing each year. Pursuant to Orange Municipal Code Section 2.16.080, the City Council determines the City Manager’s compensation and benefits.

3. RECOMMENDED ACTION
Approve Agreement for Employment with City Manager Jarad L. Hildenbrand; and authorize the Mayor and City Clerk to execute on behalf of the City.

4. FISCAL IMPACT
The Agreement provides for an annual base salary of $320,000.00 ($26,666.67 per month), an annual deferred compensation contribution of the maximum Internal Revenue Service (IRS) allowable amount currently at $23,500.00, and fringe benefits as outlined in the Executive/Senior Management Resolution No. 11599, or as such Resolution may be superseded.

The General Fund (100) account will pay for expenses related to this Agreement.

5. STRATEGIC PLAN GOALS
Goal 4: Employee Retention and Recruitment

6. DISCUSSION AND BACKGROUND
The City Council has completed a comprehensive recruitment process for a new City Manager. After a nationwide executive search and extensive interview and selection process, the City Council has identified Jarad L. Hildenbrand as its preferred candidate. With all stages of the pre-employment process successfully completed, including a thorough background investigation, reference checks, and pre-employment physical requirements, the time is appropriate for City Council consideration of the attached Agreement for Employment.

Mr. Hildenbrand offers 19 years of experience working in public service, serving most recently as the City Manager for the City of Laguna Hills. Prior to this role, he served at the cities of Stanton, La Habra Heights, and Villa Park.

Pursuant to Council direction, the following employment terms include: A monthly base salary of City of Orange Page 1 of 2 Printed on 6/19/2025
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Item #: 9.1. 6/24/2025 File #: 25-0313
Pursuant to Council direction, the following employment terms include: A monthly base salary of $26,666.67, an annual deferred compensation contribution of the maximum Internal Revenue Service (IRS) allowable amount currently at $23,500.00, and use of a City vehicle for professional and personal use.

In recognition of Mr. Hildenbrand’s public sector experience, paid vacation accrual would be commensurate with an employee with 19 years of service, at a rate of approximately 220 vacation hours per year. The Agreement also includes an advancement of 40 hours of vacation leave, 40 hours of sick leave, and administrative leave pro-rated to his beginning employment date.

Applicable rules and regulations for Executive Directors within Resolution No. 11599, and the Orange Municipal Code, as amended, govern all other benefits and terms of employment.

7. ATTACHMENTS
· Agreement for Employment
City of Orange Page 2 of 2 Printed on 6/19/2025
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Agenda Item
City Council
Item #: 9.1. 6/24/2025 File #: 25-0313
TO: Honorable Mayor and Members of the City Council
THRU: Tom Kisela, City Manager
FROM: Monica Espinoza, Human Resources Director

1. SUBJECT
Agreement for Employment with City Manager Jarad L. Hildenbrand.

2. SUMMARY
The proposed Agreement for Employment with City Manager Jarad L. Hildenbrand provides for a three-year contract renewing each year. Pursuant to Orange Municipal Code Section 2.16.080, the City Council determines the City Manager’s compensation and benefits.

3. RECOMMENDED ACTION
Approve Agreement for Employment with City Manager Jarad L. Hildenbrand; and authorize the Mayor and City Clerk to execute on behalf of the City.

4. FISCAL IMPACT
The Agreement provides for an annual base salary of $320,000.00 ($26,666.67 per month), an annual deferred compensation contribution of the maximum Internal Revenue Service (IRS) allowable amount currently at $23,500.00, and fringe benefits as outlined in the Executive/Senior Management Resolution No. 11599, or as such Resolution may be superseded.

The General Fund (100) account will pay for expenses related to this Agreement.

5. STRATEGIC PLAN GOALS
Goal 4: Employee Retention and Recruitment

6. DISCUSSION AND BACKGROUND
The City Council has completed a comprehensive recruitment process for a new City Manager. After a nationwide executive search and extensive interview and selection process, the City Council has identified Jarad L. Hildenbrand as its preferred candidate. With all stages of the pre-employment process successfully completed, including a thorough background investigation, reference checks, and pre-employment physical requirements, the time is appropriate for City Council consideration of the attached Agreement for Employment.

Mr. Hildenbrand offers 19 years of experience working in public service, serving most recently as the City Manager for the City of Laguna Hills. Prior to this role, he served at the cities of Stanton, La Habra Heights, and Villa Park.

Pursuant to Council direction, the following employment terms include: A monthly base salary of City of Orange Page 1 of 2 Printed on 6/19/2025
powered by Legistar™1276
Item #: 9.1. 6/24/2025 File #: 25-0313
Pursuant to Council direction, the following employment terms include: A monthly base salary of $26,666.67, an annual deferred compensation contribution of the maximum Internal Revenue Service (IRS) allowable amount currently at $23,500.00, and use of a City vehicle for professional and personal use.

In recognition of Mr. Hildenbrand’s public sector experience, paid vacation accrual would be commensurate with an employee with 19 years of service, at a rate of approximately 220 vacation hours per year. The Agreement also includes an advancement of 40 hours of vacation leave, 40 hours of sick leave, and administrative leave pro-rated to his beginning employment date.

Applicable rules and regulations for Executive Directors within Resolution No. 11599, and the Orange Municipal Code, as amended, govern all other benefits and terms of employment.

7. ATTACHMENTS
· Agreement for Employment
City of Orange Page 2 of 2 Printed on 6/19/2025
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CITY OF ORANGE

AGREEMENT FOR EMPLOYMENT

OF CITY MANAGER
THIS AGREEMENT FOR EMPLOYMENT (“Agreement”) is made and entered into effective June 24, 2025 (“Effective Date”), by and between the City of Orange, a municipal corporation (“City”) and Jarad L. Hildenbrand, an individual. In consideration of the respective and mutual covenants hereinafter contained and made, and subject to all the terms and conditions hereof, the parties agree as follows:

1. Term.
a. The City Council of the City hereby appoints Jarad L. Hildenbrand as the City Manager of the City (hereafter “City Manager”) for a period commencing on August 11, 2025, and expiring on August 11, 2028, unless extended or terminated as provided herein. On August 11, 2026, and annually on each succeeding August 11th while this agreement is effective, the Term of this Agreement shall be automatically extended for one additional year. For example, on August 11, 2026, the Term of this agreement shall be automatically extended until August 11, 2029; on August 11, 2027, the Term of this agreement shall be automatically extended until August 11, 2030; and so on unless prior to such date by a majority vote of the total membership of the City Council in attendance at a lawfully called meeting, the City Council takes formal action to declare its intention to not extend this agreement for one additional year. Any such decision by the City Council to not extend the Term by one additional year shall only modify this Term section and shall not constitute a termination for purposes of this Agreement. The parties make no representation with respect to whether such action by the City Council would amount to an adverse employment action.
b. Jarad L. Hildenbrand desires to perform the duties of City Manager for the City and hereby accepts such appointment under the terms and conditions set forth in this Agreement.

2. Compensation.
a. Effective upon appointment as City Manager, the salary of City Manager is established at Three Hundred Twenty Thousand Dollars ($320,000.00) annually and shall be paid in the same manner and at the same times as other salaries in the City are paid. 1278
2 3. Performance Review.
a. The City Manager’s performance shall be reviewed by the City Council no later than at the first meeting in July of each year of this Agreement. At such time the City Council may determine any salary adjustments or propose to the City Manager other revisions to this Agreement. It is the responsibility of the City Attorney to agendize the annual performance evaluation, although any member of the City Council may agendize the City Manager’s performance review at any time. Annual written evaluations by the City Council, if any, shall be shared and discussed with the City Manager in closed session or individually per the City Council’s discretion. b. Except as otherwise provided for in this Agreement, within the first six months of employment, City Manager shall receive an informal performance review.

4. Benefits.
a. In addition to any benefits provided in this Agreement, City Manager shall receive those benefits and be governed by all applicable rules and regulations related to those benefits provided for Executive Management listed in Exhibit “A” to Resolution No. 11599 or as such Resolution may be superseded; provided that it is understood that City Manager shall pay the Miscellaneous Member Contribution to CalPERS at the same level and in the same manner as Executive Management, as provided in Resolution No. 11599 or as such Resolution may be superseded. b. City Manager shall receive use of a City vehicle of City’s choice, for professional and personal purposes, without mileage restriction. City shall provide, at its own cost, insurance and maintenance expenses for the vehicle. City Manager shall be responsible for his own fuel costs. City Manager shall maintain a current and valid Driver License. c. In recognition of City Manager’s significant public sector experience, the parties agree that paid vacation accrual, in accordance with Resolution No. 11599, Exhibit “A”, Section 19 A., shall be commensurate with an employee with 19 years of service, and accrue at a rate of 220 vacation hours per year, beginning upon appointment with the City. d. Upon appointment with City, City Manager shall be provided with:
(1) 40 hours of vacation leave;
(2) 40 hours of sick leave; and
1279
3 (3) Administrative Leave prorated to his beginning employment date. e. City Manager shall receive an annual deferred compensation contribution of the maximum IRS allowable amount (currently $23,500). The amounts contributed by the City shall be subject to the terms and conditions of the City of Orange Deferred Compensation Plan. f. City acknowledges its interest in the continuing professional development of City Manager and agrees to pay all reasonable and appropriate expenses associated with professional dues and subscriptions and/or attendance at conferences, training opportunities, and meeting of organizations concerned with the City Manager and/or the public administration profession. Such expenses must be approved in advance by the City Council during its budget process.

5. Termination.
a. Termination. City reserves the right to terminate this Agreement for any reason prior to the termination date, by providing City Manager fourteen (14) days written notice of its election to terminate, including any statement of cause, and an opportunity for a hearing as set forth in Orange Municipal Code (“OMC”) Section 2.16.070, as it may be amended. Notwithstanding any provision in OMC Section 2.16.070 to the contrary, a majority of the then-serving City Council is required to approve such termination. Such termination shall be effective as set forth in the notice of election to terminate, but in no event sooner than the time required for notice and any requested hearing. b. Severance. Except as otherwise provided herein, in the event City Manager is terminated prior the expiration of this Agreement, City is obligated to pay City Manager full salary as set forth in Section 3.a of this Agreement or as it may be later amended, and value of elected health benefits, for nine (9) months after the date of termination. The total salary severance amount shall be payable no later than thirty (30) days following the date of termination, or as otherwise agreed by both parties. This severance amount shall only be payable provided that City Manager has executed a release, waiving any rights, claims, or any other actions arising out of termination of this Agreement in a form acceptable to the City Council.
c. Cause. Notwithstanding anything contained herein to the contrary, in the event City Manager is terminated for cause, City Manager shall forfeit any and all severance payments 1280
4 described in Section 6.b of this Agreement. Only the following shall be considered grounds for termination for cause:
(1) Performance of outside business interests that conflict directly with the activities and duties as City Manager, but not including educational or professional training programs conducted by City Manager whether for personal financial gain or not; (2) Refusal to take or subscribe any oath or affirmation required by law; (3) Conviction of a felony or conviction of a misdemeanor involving moral turpitude (a conviction following a plea of nolo contendre is deemed a conviction), which is likely to have a material adverse impact on the City or on the City Manager’s reputation. (4) Proven failure of the City Manager to observe or perform any of his duties and obligations, if that failure continues for a period of thirty (30) business days from the date of his receipt of notice from the City Council specifying the acts or omissions deemed to amount to that failure. d. In the event the City terminates the City Manager for any reason or no reason, the City and the City Manager agree that no member of the City Council, the City Management staff, nor the City Manager, shall make any written, oral, or electronic statement to any member of the public, the press, or any city employee concerning the City Manager’s termination except in the form of a joint press release or statement, the content of which is mutually agreeable to the City and the City Manager.

The joint press release or statement shall not contain any text or information that is disparaging to either party. Either party may verbally repeat the substance of the joint press release or statement in response to any inquiry.

7. Absence from Area.

City Manager shall notify the Mayor and City Council in writing of any unexpected absence from Los Angeles or Orange County in excess of nine (9) regular business hours. City Manager shall provide a telephone number(s) where he can be reached during such absences. Said notice shall designate an Acting City Manager who shall be authorized to perform the duties and responsibilities of City Manager in his absence.
1281
5 8. Voluntary Resignation.

In the event City Manager voluntarily resigns his position with City before expiration of the Term of this Agreement or any extension thereof, he shall give the City Council thirty (30) days’ written notice, unless the parties otherwise agree. In the event of voluntary resignation or expiration of this Agreement, City Manager is not entitled to the severance payment described in Section 6.b of this Agreement.

9. Required Provision. The provisions of California Government Code Sections 53243 to 53243.4, as those sections now or hereafter exist are hereby incorporated by reference into this Agreement. Thus, if City Manager is convicted of a crime involving an abuse of his office or position, whether before or after release from employment, City Manager shall fully reimburse the City for any severance pay, paid leave, or salary disbursed pending an investigation related to the crime, or legal criminal defense funds relevant to the crime.

10. Amendments.

This Agreement may only be amended in writing, signed by both parties.

11. Entire Agreement.
a. This Agreement contains the entire agreement of the parties and no promises or representations not included in this Agreement shall have any force or effect. Each party agrees that they have engaged in arms-length bargaining and have been provided the opportunity to have the Agreement reviewed by an attorney of their choice.
b. Neither party may assign the performance of this Agreement.

12. Enforceability.

If any provision or portion hereof is held unconstitutional, invalid, or unenforceable, the remainder of this Agreement shall be deemed severable, shall not be affected and shall remain in full force and effect, and the City Council and City Manager shall be deemed to have intended to enter into this Agreement even absent such provision or portion hereof. 1282
6 IN WITNESS WHEREOF, the parties hereto have executed this Agreement to be effective on the date and year first above written.

DATE OF EXECUTION: CITY OF ORANGE, a municipal corporation,

Daniel R. Slater, Mayor
ATTEST:

Pamela Coleman, City Clerk
DATE OF EXECUTION: JARAD L. HILDENBRAND, an individual

APPROVED AS TO FORM:

Wayne W. Winthers, Interim City Attorney
√
1283
Agenda Item
City Council
Item #: 9.2. 6/24/2025 File #: 25-0374
TO: Honorable Mayor and Members of the City Council
FROM: Wayne W. Winthers, Interim City Attorney

1. SUBJECT
Employment Agreement of a retired annuitant for the vacant position of City Manager pursuant to Government Code Sections 21221(h) and 7522.56. Resolution 11619.

2. SUMMARY
Resolution No. 11619 authorizes the City Council’s appointment of Thomas C. Kisela to serve on an interim basis to the vacant position of Interim City Manager effective July 12, 2025.

3. RECOMMENDED ACTION
Adopt Resolution No. 11619. A Resolution of the City Council of the City of Orange approving the Employment Agreement of a retired annuitant for the position of Interim City Manager, pursuant to Government Code Sections 21221(h) and 7522.56.

4. FISCAL IMPACT
The City Manager position is already included in the Fiscal Year 2025-26 budget and is funded as follows: General Fund Regular Salaries - Misc. (100). In accordance with CalPERS requirements, Thomas C. Kisela would not receive any compensation or benefits, other than his hourly rate, while employed as a retired annuitant.

5. STRATEGIC PLAN GOALS
Goal 4: Improve Employee Retention and Recruitment
Objective 4.5: Implement Succession Planning Strategies

6. DISCUSSION AND BACKGROUND
The City Council appointed Thomas C. Kisela (Kisela) as City Manager, effective March 14, 2023, for a two-year term with Kisela expecting to retire at the end of said term. Kisela and Council extended that term while recruiting for a suitable replacement. Kisela has now decided that he will retire from public service effective July 11, 2025. The new City Manager has just been appointed and will begin employment in August 2025.

The City Council desires to retain Kisela as Interim City Manager until the new City Manager is ready to take over. Kisela has agreed to remain as City Manager as a retired annuitant.

CalPERS recognizes that retirees play an important role in maintaining city operations and keeping cities safe, particularly in short-term or emergency situations. Government Code Section 21221(h) provides specific guidance on employing a CalPERS retiree that will serve in a vacant executive, management or other unique position, such as City Manager, City Attorney, and other Department City of Orange Page 1 of 2 Printed on 6/19/2025
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Item #: 9.2. 6/24/2025 File #: 25-0374
management or other unique position, such as City Manager, City Attorney, and other Department Heads without interruption to retirement benefits or reinstatement from retirement. Government Code 21221(h) requires that the City Council expressly authorize the appointment of a retired annuitant to an interim vacant position.

Conditions within Government Code Section 21221(h) include:
· City Council appointment to a vacant position in the form of a resolution or contract; · The vacant position requires a specialized skillset and is being recruited for permanent appointment;
· Appointment must be for a limited duration of no more than 960 hours in a fiscal year; · The retired annuitant must be compensated within the approved salary schedule for the position and cannot receive any additional rights or benefits; and · The retired annuitant can only be appointed once to a vacant position.

The City has a critical and time-sensitive need for Thomas C. Kisela to work for the City on a temporary basis after his retirement from full-time employment status. The City is in the process of recruiting for a new permanent City Manager and has made an appointment however, staff anticipates there will be a gap of at least four to eight weeks, possibly longer before the new permanent City Manager takes his position. During this interim period, the City needs a qualified individual with a specialized skillset to continue to perform all essential functions of the position without interruption. Kisela will be compensated at the retired hourly rate of $150.90 per hour, with no other rights or benefits, incentives, or other compensation in lieu of benefits, or any other forms of compensation to be provided during the appointment. Thomas C. Kisela’s employment will end when a permanent replacement is ready to assume all duties of the position and he will not exceed 960 hours worked in a fiscal year. All parties understand that the appointment to the Interim City Manager position may only happen once.

7. ATTACHMENTS
· Resolution No. 11619
· Retired Annuitant Employment Agreement
City of Orange Page 2 of 2 Printed on 6/19/2025
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Agenda Item
City Council
Item #: 9.2. 6/24/2025 File #: 25-0374
TO: Honorable Mayor and Members of the City Council
FROM: Wayne W. Winthers, Interim City Attorney

1. SUBJECT
Employment Agreement of a retired annuitant for the vacant position of City Manager pursuant to Government Code Sections 21221(h) and 7522.56. Resolution 11619.

2. SUMMARY
Resolution No. 11619 authorizes the City Council’s appointment of Thomas C. Kisela to serve on an interim basis to the vacant position of Interim City Manager effective July 12, 2025.

3. RECOMMENDED ACTION
Adopt Resolution No. 11619. A Resolution of the City Council of the City of Orange approving the Employment Agreement of a retired annuitant for the position of Interim City Manager, pursuant to Government Code Sections 21221(h) and 7522.56.

4. FISCAL IMPACT
The City Manager position is already included in the Fiscal Year 2025-26 budget and is funded as follows: General Fund Regular Salaries - Misc. (100). In accordance with CalPERS requirements, Thomas C. Kisela would not receive any compensation or benefits, other than his hourly rate, while employed as a retired annuitant.

5. STRATEGIC PLAN GOALS
Goal 4: Improve Employee Retention and Recruitment
Objective 4.5: Implement Succession Planning Strategies

6. DISCUSSION AND BACKGROUND
The City Council appointed Thomas C. Kisela (Kisela) as City Manager, effective March 14, 2023, for a two-year term with Kisela expecting to retire at the end of said term. Kisela and Council extended that term while recruiting for a suitable replacement. Kisela has now decided that he will retire from public service effective July 11, 2025. The new City Manager has just been appointed and will begin employment in August 2025.

The City Council desires to retain Kisela as Interim City Manager until the new City Manager is ready to take over. Kisela has agreed to remain as City Manager as a retired annuitant.

CalPERS recognizes that retirees play an important role in maintaining city operations and keeping cities safe, particularly in short-term or emergency situations. Government Code Section 21221(h) provides specific guidance on employing a CalPERS retiree that will serve in a vacant executive, management or other unique position, such as City Manager, City Attorney, and other Department City of Orange Page 1 of 2 Printed on 6/19/2025
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Item #: 9.2. 6/24/2025 File #: 25-0374
management or other unique position, such as City Manager, City Attorney, and other Department Heads without interruption to retirement benefits or reinstatement from retirement. Government Code 21221(h) requires that the City Council expressly authorize the appointment of a retired annuitant to an interim vacant position.

Conditions within Government Code Section 21221(h) include:
· City Council appointment to a vacant position in the form of a resolution or contract; · The vacant position requires a specialized skillset and is being recruited for permanent appointment;
· Appointment must be for a limited duration of no more than 960 hours in a fiscal year; · The retired annuitant must be compensated within the approved salary schedule for the position and cannot receive any additional rights or benefits; and · The retired annuitant can only be appointed once to a vacant position.

The City has a critical and time-sensitive need for Thomas C. Kisela to work for the City on a temporary basis after his retirement from full-time employment status. The City is in the process of recruiting for a new permanent City Manager and has made an appointment however, staff anticipates there will be a gap of at least four to eight weeks, possibly longer before the new permanent City Manager takes his position. During this interim period, the City needs a qualified individual with a specialized skillset to continue to perform all essential functions of the position without interruption. Kisela will be compensated at the retired hourly rate of $150.90 per hour, with no other rights or benefits, incentives, or other compensation in lieu of benefits, or any other forms of compensation to be provided during the appointment. Thomas C. Kisela’s employment will end when a permanent replacement is ready to assume all duties of the position and he will not exceed 960 hours worked in a fiscal year. All parties understand that the appointment to the Interim City Manager position may only happen once.

7. ATTACHMENTS
· Resolution No. 11619
· Retired Annuitant Employment Agreement
City of Orange Page 2 of 2 Printed on 6/19/2025
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RESOLUTION NO. 11619

A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF ORANGE APPROVING THE

EMPLOYMENT AGREEMENT OF A RETIRED

ANNUITANT FOR THE POSITION OF INTERIM

CITY MANAGER, PURSUANT TO GOVERNMENT
CODE SECTIONS 21221(h) AND 7522.56
WHEREAS, Government Code Section 21221(h) of the Public Employees’ Retirement Law permits the governing body to appoint a California Public Employees’ Retirement System (CalPERS) retiree to a vacant position requiring specialized skills during recruitment for a permanent appointment and provides that such appointment will not subject the retired person to reinstatement from retirement or loss of benefits so long as it is a single appointment that does not exceed 960 hours in a fiscal year; and
WHEREAS, Government Code Section 7522.56(f) provides exceptions to the 180-day wait period as long as the retired annuitant meets the specified conditions and the appointment has been approved by the governing body; and
WHEREAS, the City of Orange City Council desires to appoint Thomas C. Kisela as an interim appointment retired annuitant to the vacant position of City Manager for the City of Orange under Government Code Section 21221(h) effective July 12, 2025; and WHEREAS, the City Council, the City of Orange, and Thomas C. Kisela certify that Thomas C. Kisela has not and will not receive a Golden Handshake or any other retirement-related incentive; and
WHEREAS, an appointment under Government Code Section 21221(h) requires the retiree is appointed into the interim appointment during recruitment for a permanent appointment; and
WHEREAS, the 180-day wait period exception applies to Thomas C. Kisela based on the provisions set forth in Government Code Sections 7522.56(f)(1); and WHEREAS, the governing body has authorized the search for a permanent appointment and has offered employment to a permanent replacement; and WHEREAS, this Government Code Section 21221(h) appointment shall only be made once and, therefore, will end when the permanent City Manager takes his position; and WHEREAS, the entire Employment Agreement between Thomas C. Kisela and the City of Orange has been reviewed by this body and is attached herein; and 1288
2 WHEREAS, the compensation paid to retirees cannot be less than the minimum nor exceed the maximum monthly base salary paid to other employees performing comparable duties, divided by 173.333 to equal the hourly rate; and
WHEREAS, the minimum salary for this position is $150.89 and the maximum salary is $153.85 per hour; and
WHEREAS, the hourly rate paid to Thomas C. Kisela will be $150.90; and WHEREAS, Thomas C. Kisela has not and will not receive any other benefit, incentive, compensation in lieu of benefit, or other form of compensation in addition to this hourly pay rate.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Orange hereby certifies the nature of the employment of Thomas C. Kisela as described herein and detailed in the attached Employment Agreement and that this appointment is necessary to fill the critically needed position of City Manager for the City of Orange by July 12, 2025 because the City of Orange needs a City Manager to perform the functions and duties as the head of a municipality, which includes planning, directing, and coordinating activities of the City of Orange and implementing policies and establishing procedures as directed by the City of Orange City Council.

ADOPTED this 24
th day of June 2025.

Daniel R. Slater, Mayor, City of Orange
ATTEST:

Pamela Coleman, City Clerk, City of Orange
APPROVED AS TO FORM:

Wayne W. Winthers, Interim City Attorney, City of Orange Attachment: Employment Agreement with Retired Annuitant 1289
3 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 24
th day of June 2025, by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

Pamela Coleman, City Clerk, City of Orange
1290

RETIRED ANNUITANT EMPLOYMENT AGREEMENT

THIS INTERIM CITY MANAGER EMPLOYMENT AGREEMENT-
/,0,7(' 7(50 UHWLUHG DQQXLWDQW
³$JUHHPHQW¥
 GDWHG IRU SXUSRVHV RI
identification only this ______ of June 2025 is made and entered into by and between THE CITY OF ORANGE, a municipal corporation, hereinafter UHIHUUHG WR DV ³ORANGE¥ $1' THOMAS C. KISELA, an individual KHUHLQDIWHUUHIHUUHGWRDV³KISELA¥.

WITNESSETH:

WHEREAS, Government Code Section 21221(h) of the Public (PSOR\HHV¶ Retirement Law permits the governing body to appoint a California 3XEOLF (PSOR\HHV¶5HWLUHPHQW 6\VWHP
&DO3(56
 retiree to vacant position
without reinstatement from retirement if such appointment is necessary to fill a vacant executive position requiring specialized skills during a recruitment for a permanent appointment; and
WHEREAS, KISELA will be serving as Interim City Manager, a specialized vacant position that must be performed by an experienced trained individual; and
WHEREAS, the City Council of the City of Orange certifies that KISELA qualifies under the exceptions to the 180-day waiting period as he has met the conditions of Government Code Section 7522.56(f), subsections (1); and WHEREAS, KISELA retired and through the City Council, ORANGE desires to employ the services of KISELA as Interim City Manager, temporarily, to carry out the duties and responsibilities of the position, while ORANGE concludes its recruitment; and
WHEREAS, ORANGE has initiated an active recruitment for a permanent City Manager and has appointed a permanent City Manager who will QRWFRPPHQFHHPSOR\PHQWXQWLODIWHU.,6(/$¶VUHWLUHPHQWGDWH; and WHEREAS, KISELA has served as a City Manager for almost 3 years, as a Police Chief for at least 5 years and enjoyed a 35-year law enforcement career, and ORANGE has determined the experience and specialized skills are critically needed to maintain the continued operation of the City ManaJHU¶V office and the operation of ORANGE, without interruption; and WHEREAS, KISELA represents that he has not received unemployment compensation from any CalPERS agencies during the 12-month period preceding the effective date of this Agreement; and
1291
2 NOW, THEREFORE, FOR AND IN CONSIDERATION OF THE

PROMISES, COVENANTS, AND CONDITIONS HEREIN CONTAINED,

IT IS AGREED BY AND BETWEEN THE PARTIES HERETO AS
FOLLOWS:

1. DUTIES.

ORANGE hereby employs KISELA as Interim City Manager to oversee ORANGE and perform all functions, duties, and services set forth in the current classification, Orange Municipal Code, rules and regulations, and to perform such other legally permissible duties and functions as the ORANGE City Council may from time-to-time assign. KISELA shall provide service at the direction and under the supervision of the City Council.

2. ACCEPTANCE OF APPOINTMENT.

KISELA hereby accepts the appointment to Interim City Manager, subject to all terms and conditions set forth in this Agreement. KISELA, as the Interim City Manager, shall keep the City Council fully apprised of all significant ongoing operations of the City Manager¶V Office. KISELA shall devote his full attention and effort to the position and perform the duties and functions of the position in a professional manner.

3. STATUS AND TERM.

A. Status: KISELA shall be an at-will employee of ORANGE and shall serve at the pleasure of the City Council. Nothing contained in this Agreement shall prevent, limit or otherwise interfere with the right of the City Council to terminate the employment of KISELA at any time. KISELA will not acquire a property interest in the position of Interim City Manager. Employee is a temporary employee employed to perform a specialized service in accordance with Government Code Section 21221(h).

B. Term: The term of this Agreement shall be temporary and commence July 12, 2025. This agreement shall expire as of the first following to occur: i) upon the employment of a permanent City Manager, ii) upon KISELA working 960 hours combined for any CalPERS agencies in a fiscal year, or iii) upon termination of the Agreement by either party as provided herein.

C. Termination by ORANGE or KISELA: ORANGE may
terminate this Agreement at any time with or without cause and with or without notice. At the time of termination, KISELA shall not be entitled to any pay or benefits, except that which is owed for those hours already worked.

Additionally, KISELA may terminate this Agreement at any time, with or without cause, provided, however he shall reasonably provide ORANGE with 1292
3 at least two (2) ZHHNV¶ advance written notice prior to the effective date of termination, if practicable, unless a shorter period is acceptable by the ORANGE.

D. No Severance Pay: Upon termination, KISELA shall not be entitled to severance pay, payment of any benefits, or any other form of compensation, and KISELA expressly waives any and all rights with respect to severance pay.

4. COMPENSATION AND BENEFITS.

A. Rate of Pay: ORANGE agrees to pay KISELA and KISELA
agrees to accept from ORANGE, as compensation for services rendered by KISELA pursuant to this Agreement, an hourly rate of $150.90 per hour, according to the payroll schedule in place for ORANGE¶6SXEOLFO\DSSURYHG pay schedule.

B. Recordation and Reporting of Hours Worked: ORANGE and KISELA will comply with all applicable CalPERS regulations governing employment after retirement, including the recordation and reporting of all hours worked for ORANGE to CalPERS as required. Additionally, KISELA shall keep ORANGE continually apprised of any hours worked by KISELA for other CalPERS Agencies during the term of this Agreement.

C. Expenses/Reimbursements: ORANGE agrees to pay and/or reimburse for job related expenses incurred in the performance of KISELA¶S duties under this Agreement and as approved by the City Council, in accordance with City policies for all employees.

D. Health and Welfare Benefits: Pursuant to Government Code Section 21221(h) and related CalPERS regulations and policy statements, KISELA shall not receive from ORANGE any benefits, incentives, compensation in lieu of benefits, or any other forms of compensation.

E. Vacation and Leave: KISELA shall not be provided or accrue any personal time off, vacation, sick leave, administrative leave, paid holidays or similar leave benefits.

5. INDEMNIFICATION.

A. ORANGE shall defend, hold harmless and indemnify KISELA against any tort, professional liability claim or demand or other legal action, whether groundless or otherwise, arising out of any alleged act or omission occurring in the performance of KISELA duties or resulting from the exercise of judgment or discretion in connection with the performance of duties or responsibilities, unless 1) the act or omission of KISELA involved willful 1293
4 misconduct and/or illegal activity, or 2) the legal action is brought by KISELA against ORANGE or by ORANGE against KISELA. KISELA may request and ORANGE shall not unreasonably refuse to provide KISELA independent legal representation at ORANGE¶V expense. Legal representation provided by ORANGE for KISELA shall continue until there is a final resolution of the legal action, including any appeals. ORANGE shall indemnify KISELA against any and all losses, damages, judgments, interest, settlements, fines, court costs, attorneys' fees, and other reasonable costs and expenses of legal proceedings, and any other liabilities incurred by, imposed upon, or suffered by KISELA in connection with or resulting from any claim, action, suit, or proceeding, actual or threatened, arising out of or in connection with the performance of KISELA¶GXWLHV unless 1) such claims or actions arose out of the willful misconduct and/or illegal acts of KISELA, or 2) such claims or losses resulted from legal action brought by KISELA against ORANGE or by ORANGE against KISELA. Settlement of any claim must be made with prior approval of ORANGE in order for indemnification, as provided for in this Section, to be available.

B. ORANGE agrees to pay all reasonable litigation expenses of KISELA throughout the pendency of any litigation to which KISELA is a party, witness or advisor to ORANGE. Such expense payments shall continue beyond KISELA¶ employment with ORANGE as long as litigation is pending.

6. NOTICES.

A. Any notice required or permitted by this Agreement shall be in writing and may be emailed to an address provided KISELA. It shall further be personally served, or shall be sufficiently given and deemed served upon the other party if sent by United States Postal Service, postage prepaid, and addressed to the appropriate party as follows:

If to ORANGE: City Attorney
c/o City Clerk
City of Orange
300 E. Chapman Ave.

Orange, CA 92866
If to KISELA: Address on file with:

City of Orange
Human Resources Department
300 E. Chapman Ave.

Orange, CA 92866
Notices shall be deemed given as of the date of personal service or upon the date of deposit in the course of transmission with the United States Postal Service. Either party may change the location at which she or it receives notices 1294
5 by providing written notice of the new address at which notices are to be received.

7. GENERAL PROVISIONS.

A. This writing constitutes the entire agreement between the parties with respect to the subject matter hereof, and supersedes all prior oral or written representations or written agreements which may have been entered into between the parties. No modification or revision of this Agreement shall be of any force or effect, unless the same is in writing and executed by the parties hereto. The City Council is authorized to enter into and execute any amendments or modifications to this Agreement approved as to form by the City Attorney and agreeable to KISELA.

B. Vehicle Operation: KISELA VKDOO FRPSO\ ZLWK 25$1*(¶V policies regarding operation of a vehicle on official business.

C. This Agreement shall become effective July 12, 2025.

D. If any provision, or any portion thereof, in this Agreement is held unconstitutional, invalid or unenforceable, the remainder of this Agreement, or portion thereof, shall be deemed severable and shall remain in full force and effect.

IN WITNESS WHEREOF, ORANGE and KISELA have each caused this Agreement to be duly executed by the persons whose signatures are subscribed below, each of whom is duly authorized to execute this Agreement. (Remainder of page intentionally left blank; signatures on next page)

1295
6 CITY OF ORANGE, a municipal corporation ATTEST:

By:

Daniel R. Slater, Mayor Pamela Coleman, City Clerk
By:

Thomas C. Kisela, Interim City Manager
By:

Wayne W. Winthers, Interim City Attorney
By:

Monica Espinoza, Human Resources Director
•
1296
Agenda Item
City Council
Item #: 9.3. 6/24/2025 File #: 25-0376
TO: Honorable Mayor and Members of the City Council
THRU: Tom Kisela, City Manager
FROM: Monica Espinoza, Human Resources Director

1. SUBJECT
Amend the Citywide Pay Schedule in accordance with the requirements of California Code of Regulations, Title 2, Section 570.5. Resolution No. 11623.

2. SUMMARY
Per the California Code of Regulations, Title 2, Section 570.5 the City must abide by the California Government Code when establishing and reporting compensation for its employees. The pay schedule must meet the following requirements: must be duly approved and adopted by the employer’s governing body in accordance with requirements of applicable public meeting laws, identifies the position title of every employee position, shows the pay rate for each position, indicates the time base for each pay rate, is posted at the office of the employer or immediately accessible for public review during normal business hours or posted on the employer’s internet website, indicates an effective date and date of any revisions, is retained by the employer and available for public inspection for a period not less than five years, and does not reference another document in lieu of disclosing the pay rate.

3. RECOMMENDED ACTION
Adopt Resolution No. 11623. A Resolution of the City Council of the City of Orange amending the Citywide Pay Schedule in accordance with the requirements of California Code of Regulations, Title 2, Section 570.5.

4. FISCAL IMPACT
None.

5. STRATEGIC PLAN GOALS
Goal 4: Employee Retention and Recruitment

6. DISCUSSION AND BACKGROUND
The City Council previously approved four safety contracts with salary adjustments effective June 29, 2025. These reflect the third and final salary adjustments of the collective bargaining agreement for these groups.

The City Council approved the Agreement for Employment for the City Manager with an effective City of Orange Page 1 of 2 Printed on 6/19/2025
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Item #: 9.3. 6/24/2025 File #: 25-0376
date of August 11, 2025, with a base monthly salary of $26,666.67.

Pursuant to the California Code of Regulations, Title 2, Section 570.5, the City is required to have an adopted Citywide salary schedule.

7. ATTACHMENTS
· Resolution No. 11623
City of Orange Page 2 of 2 Printed on 6/19/2025
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Agenda Item
City Council
Item #: 9.3. 6/24/2025 File #: 25-0376
TO: Honorable Mayor and Members of the City Council
THRU: Tom Kisela, City Manager
FROM: Monica Espinoza, Human Resources Director

1. SUBJECT
Amend the Citywide Pay Schedule in accordance with the requirements of California Code of Regulations, Title 2, Section 570.5. Resolution No. 11623.

2. SUMMARY
Per the California Code of Regulations, Title 2, Section 570.5 the City must abide by the California Government Code when establishing and reporting compensation for its employees. The pay schedule must meet the following requirements: must be duly approved and adopted by the employer’s governing body in accordance with requirements of applicable public meeting laws, identifies the position title of every employee position, shows the pay rate for each position, indicates the time base for each pay rate, is posted at the office of the employer or immediately accessible for public review during normal business hours or posted on the employer’s internet website, indicates an effective date and date of any revisions, is retained by the employer and available for public inspection for a period not less than five years, and does not reference another document in lieu of disclosing the pay rate.

3. RECOMMENDED ACTION
Adopt Resolution No. 11623. A Resolution of the City Council of the City of Orange amending the Citywide Pay Schedule in accordance with the requirements of California Code of Regulations, Title 2, Section 570.5.

4. FISCAL IMPACT
None.

5. STRATEGIC PLAN GOALS
Goal 4: Employee Retention and Recruitment

6. DISCUSSION AND BACKGROUND
The City Council previously approved four safety contracts with salary adjustments effective June 29, 2025. These reflect the third and final salary adjustments of the collective bargaining agreement for these groups.

The City Council approved the Agreement for Employment for the City Manager with an effective City of Orange Page 1 of 2 Printed on 6/19/2025
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Item #: 9.3. 6/24/2025 File #: 25-0376
date of August 11, 2025, with a base monthly salary of $26,666.67.

Pursuant to the California Code of Regulations, Title 2, Section 570.5, the City is required to have an adopted Citywide salary schedule.

7. ATTACHMENTS
· Resolution No. 11623
City of Orange Page 2 of 2 Printed on 6/19/2025
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RESOLUTION NO. 11623

A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF ORANGE RESCINDING RESOLUTION
NO. 11600 AND AMENDING THE CITYWIDE PAY

SCHEDULE IN ACCORDANCE WITH THE

REQUIREMENTS OF CALIFORNIA CODE OF
REGULATIONS, TITLE 2, SECTION 570.5
WHEREAS, the City of Orange, (“City”), contracts with the California Public Employees’ Retirement System to provide retirement benefits for its employees; and WHEREAS, per California Code of Regulations, Title 2, Section 570.5 (“Regulation 570.5”), the amount of “compensation earnable” pursuant to the Government Code is limited to the payrate listed on a pay schedule that meets certain requirements; and WHEREAS, the attached Citywide Pay Schedule meets the following requirements of Regulation 570.5: (1) is duly approved and adopted by the employer’s governing body in accordance with requirements of applicable public meeting laws; (2) identifies the position title of every employee; (3) shows the pay rate for each position; (4) indicates the time base for each pay rate; (5) is posted at the office of the employer or immediately accessible for public review during normal business hours or posted on the employer’s internet website; (6) indicates an effective date and date of any revisions; (7) is retained by the employer and available for public inspection for a period not less than five years; and (8) does not reference another document in lieu of disclosing the pay rate; and
WHEREAS, the City Council previously approved Resolution No. 11493 between the City of Orange and the City of Orange Police Management Association with a salary adjustment effective June 29, 2025; and
WHEREAS, the City Council previously approved Resolution No. 11516 between the City of Orange and the City of Orange Police Association with a salary adjustment effective June 29, 2025; and
WHEREAS, the City Council previously approved Resolution No. 11521 between the City of Orange and the Orange City Firefighters, Inc. Local 2384 of the International Association of Fire Fighters, AFL-CIO with a salary adjustment effective June 29, 2025; and WHEREAS, the City Council previously approved Resolution No. 11598 between the City of Orange and the Orange City Fire Management Association with a salary adjustment effective June 29, 2025; and
WHEREAS, the City Council approved the Agreement for Employment for the City Manager. Effective upon the execution of the agreement, the salary of the City Manager classification is $26,666.67 per month. This salary adjustment has been incorporated into the attached Salary Schedule effective August 11, 2025.
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NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Orange that Resolution No. 11600 is here by rescinded and the attached revised Citywide Pay Schedules are approved and incorporated.

ADOPTED this 24th day of June 2025.

Daniel R. Slater, Mayor, City of Orange
ATTEST:

Pamela Coleman, City Clerk, City of Orange
APPROVED AS TO FORM:

Wayne W. Winthers, Interim 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 24th day of June 2025, by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

Pamela Coleman, City Clerk, City of Orange
Attachments:

Attachment A - Citywide Pay Schedule – June 29, 2025
Attachment B – Citywide Pay Schedule – August 11, 2025
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Attachment A
City of Orange
Citywide Pay Schedule - Revision Effective June 29, 2025 Approved by City Council on June 24, 2025
Classification Title Group Effective Salary Type Range Step A Step B Step C Step D Step E Step F Step G Step H Accountant OMEA 12/31/2023 Monthly 573 6,214 6,530 6,864 7,214 7,582 7,969 Accounting Manager SM 8/25/2024 Monthly 648 9,032 9,495 9,977 10,486 11,022 11,583 Administrative Analyst I SM 8/25/2024 Monthly 568 6,061 6,370 6,695 7,036 7,395 7,772 Administrative Analyst II SM 8/25/2024 Monthly 588 6,696 7,039 7,397 7,774 8,171 8,588 Administrative Assistant OMEA 12/31/2023 Monthly 521 4,794 5,039 5,296 5,566 5,850 6,148 Administrative Manager SM 8/25/2024 Monthly 638 8,593 9,033 9,491 9,976 10,485 11,020 Administrative Services Director EM 8/25/2024 Monthly 754 15,325 16,109 16,928 17,793 18,700 19,653 Administrative Specialist OMEA 12/31/2023 Monthly 519 4,747 4,989 5,243 5,510 5,792 6,087 Ambulance Operator PT&LD 12/29/2024 Monthly 418 2,868 3,015 3,168 Assistant City Attorney I SM 8/25/2024 Monthly 694 11,362 11,942 12,550 13,191 13,863 14,570 Assistant City Attorney II SM 8/25/2024 Monthly 704 11,943 12,553 13,191 13,865 14,572 15,315 Assistant City Manager EM 8/25/2024 Monthly 763 16,030 16,849 17,706 18,610 19,560 20,557 Assistant Community Devel. Director SM 8/25/2024 Monthly 702 11,824 12,429 13,060 13,728 14,428 15,163 Assistant Community Services Director SM 8/25/2024 Monthly 689 11,082 11,648 12,240 12,866 13,522 14,211 Assistant Engineer OMEA 12/31/2023 Monthly 602 7,181 7,548 7,931 8,336 8,762 9,208 Assistant Field Services Manager SM 8/25/2024 Monthly 669 10,030 10,542 11,078 11,644 12,239 12,862 Assistant Finance Director SM 8/25/2024 Monthly 689 11,082 11,648 12,240 12,866 13,522 14,211 Assistant Human Resources Director SM 8/25/2024 Monthly 689 11,082 11,648 12,240 12,866 13,522 14,211 Assistant Library Services Director SM 8/25/2024 Monthly 648 9,032 9,495 9,977 10,486 11,022 11,583 Assistant Planner OMEA 12/31/2023 Monthly 560 5,824 6,121 6,433 6,761 7,106 7,468 Assistant Pool Manager PT&LD 12/4/2022 Hourly 482 22.77 23.93 25.15 Assistant Public Works Director SM 8/25/2024 Monthly 714 12,553 13,195 13,866 14,574 15,318 16,098 Assistant Recreation Services Coordinator PT&LD 7/1/2022 Hourly 509 26.05 27.38 28.78 Assistant to the City Manager SM 8/25/2024 Monthly 638 8,593 9,033 9,491 9,976 10,485 11,020 Assistant Water Manager SM 8/25/2024 Monthly 669 10,030 10,542 11,078 11,644 12,239 12,862 Associate Civil Engineer OMEA 12/31/2023 Monthly 625 8,054 8,465 8,895 9,350 9,828 10,328 Associate Engineer OMEA 12/31/2023 Monthly 625 8,054 8,465 8,895 9,350 9,828 10,328 Associate Planner OMEA 12/31/2023 Monthly 595 6,935 7,289 7,659 8,050 8,461 8,892 Budget Manager SM 8/25/2024 Monthly 638 8,593 9,033 9,491 9,976 10,485 11,020 Budget Officer SM 8/25/2024 Monthly 628 8,175 8,593 9,029 9,491 9,975 10,483 Building and Safety Manager SM 8/25/2024 Monthly 669 10,030 10,542 11,078 11,644 12,239 12,862 Building Inspection Supervisor OMA 12/31/2023 Monthly 601 7,145 7,510 7,892 8,295 8,718 9,162 Building Inspector OMEA 12/31/2023 Monthly 561 5,853 6,152 6,465 6,795 7,142 7,505 Business License Inspector OMEA 12/31/2023 Monthly 549 5,513 5,795 6,089 6,401 6,727 7,070 Buyer OMEA 12/31/2023 Monthly 557 5,737 6,030 6,338 6,661 7,000 7,357 Chemical Sprayer IBEW-M&C 12/31/2023 Monthly 503 4,383 4,606 4,841 5,088 5,348 5,620 Chief Building Official SM 8/25/2024 Monthly 689 11,082 11,648 12,240 12,866 13,522 14,211 City Attorney EM 8/25/2024 Monthly N/A 20,977.67 26,000 City Clerk Services Director EM 8/25/2024 Monthly 658 9,494 9,980 10,487 11,022 11,585 12,175 City Council/ Mayor - Elected N/A 12/15/2022 Monthly N/A 600 City Manager EM 8/25/2024 Monthly N/A 26,155.14
Civilian Investigative Officer COPA 6/29/2025 Monthly 545P 5,404 5,680 5,969 6,274 6,594 6,930 7,207 Code Compliance Manager OMA 12/31/2023 Monthly 645 8,898 9,354 9,829 10,330 10,858 11,411 Code Compliance Officer OMEA 12/31/2023 Monthly 555 5,680 5,970 6,274 6,595 6,930 7,284 Code Compliance Supervisor OMA 12/31/2023 Monthly 601 7,145 7,510 7,892 8,295 8,718 9,162 Combination Building Inspector OMEA 12/31/2023 Monthly 571 6,152 6,466 6,795 7,143 7,507 7,889 Community Development Director EM 8/25/2024 Monthly 744 14,579 15,325 16,104 16,927 17,790 18,697 Community Services Director EM 8/25/2024 Monthly 739 14,220 14,947 15,707 16,510 17,352 18,236 Construction Inspection Supervisor OMA 12/31/2023 Monthly 590 6,764 7,109 7,470 7,852 8,253 8,673 Construction Inspector I OMEA 12/31/2023 Monthly 542 5,324 5,595 5,881 6,181 6,496 6,827 Construction Inspector II OMEA 12/31/2023 Monthly 562 5,882 6,182 6,498 6,829 7,177 7,543 Contract Administrator OMEA 12/31/2023 Monthly 602 7,181 7,548 7,931 8,336 8,762 9,208 Court Liaison Officer COPA 6/29/2025 Monthly 535P 5,141 5,403 5,679 5,969 6,273 6,593 6,856 Crime Analyst SM 8/25/2024 Monthly 586 6,630 6,969 7,324 7,697 8,090 8,503 Crime Prevention Specialist COPA 6/29/2025 Monthly 553P 5,624 5,911 6,212 6,529 6,862 7,212 7,501 Custodian IBEW-M&C 12/31/2023 Monthly 461 3,554 3,736 3,926 4,127 4,337 4,558 Deputy City Clerk SM 8/25/2024 Monthly 590 6,764 7,109 7,470 7,852 8,253 8,673 Deputy City Manager SM 8/25/2024 Monthly 702 11,824 12,429 13,060 13,728 14,428 15,163 Deputy Public Works Director SM 8/25/2024 Monthly 704 11,943 12,553 13,191 13,865 14,572 15,315 Development Project Manager OMA 12/31/2023 Monthly 602 7,181 7,548 7,931 8,336 8,762 9,208 Digital Marketing Coordinator OMA 12/31/2023 Monthly 576 6,308 6,629 6,968 7,323 7,696 8,089 Economic Development Manager SM 8/25/2024 Monthly 689 11,082 11,648 12,240 12,866 13,522 14,211 Economic Development Project Manager SM 8/25/2024 Monthly 638 8,593 9,033 9,491 9,976 10,485 11,020 Emergency Manager SM 8/25/2024 Monthly 653 9,261 9,734 10,229 10,751 11,300 11,875 Emergency Medical Services Manager OFMA 6/29/2025 Monthly 657 9,448 9,930 10,435 10,968 11,528 12,114 Employee Benefits Analyst SM 8/25/2024 Monthly 581 6,467 6,796 7,144 7,508 7,890 8,293 Engineering Intern PT&LD 12/3/2023 Hourly 456 20.00 21.02 22.09 Engineering Technician I OMEA 12/31/2023 Monthly 531 5,040 5,297 5,567 5,851 6,149 6,463 Engineering Technician II OMEA 12/31/2023 Monthly 551 5,569 5,852 6,151 6,464 6,794 7,141 Environmental Compliance Specialist OMEA 12/31/2023 Monthly 555 5,680 5,970 6,274 6,595 6,930 7,284 Environmental Program Manager OMA 12/31/2023 Monthly 654 9,307 9,783 10,280 10,805 11,357 11,934 Environmental Scientist OMEA 12/31/2023 Monthly 625 8,054 8,465 8,895 9,350 9,828 10,328 Equipment Maint Leadworker IBEW-M&C 12/31/2023 Monthly 548 5,485 5,766 6,059 6,369 6,693 7,035 Equipment Maintenance Supervisor OMA 12/31/2023 Monthly 600 7,110 7,473 7,853 8,254 8,675 9,116 1303
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Attachment A (continued)
City of Orange
Citywide Pay Schedule - Revision Effective June 29, 2025 Approved by City Council on June 24, 2025
Classification Title Group Effective Salary Type Range Step A Step B Step C Step D Step E Step F Step G Step H Equipment Mechanic I IBEW-M&C 12/31/2023 Monthly 518 4,723 4,964 5,217 5,483 5,763 6,057 Equipment Mechanic II IBEW-M&C 12/31/2023 Monthly 538 5,219 5,485 5,765 6,059 6,368 6,692 Equipment Operator IBEW-M&C 12/31/2023 Monthly 530 5,015 5,270 5,540 5,822 6,118 6,431 Equipment Parts Technician IBEW-M&C 12/31/2023 Monthly 518 4,723 4,964 5,217 5,483 5,763 6,057 Executive Assistant SM 8/25/2024 Monthly 535 5,141 5,403 5,679 5,969 6,273 6,593 Executive Assistant to the Chief SM 8/25/2024 Monthly 555 5,680 5,970 6,274 6,595 6,930 7,284 Facilities Maintenance Supervisor OMA 12/31/2023 Monthly 590 6,764 7,109 7,470 7,852 8,253 8,673 Field Services Manager SM 8/25/2024 Monthly 689 11,082 11,648 12,240 12,866 13,522 14,211 Finance Assistant OMEA 12/31/2023 Monthly 534 5,116 5,376 5,651 5,939 6,242 6,560 Finance Clerk OMEA 12/31/2023 Monthly 499 4,296 4,515 4,746 4,988 5,242 5,509 Finance Coordinator OMA 12/31/2023 Monthly 577 6,339 6,663 7,002 7,359 7,735 8,129 Finance Director EM 8/25/2024 Monthly 744 14,579 15,325 16,104 16,927 17,790 18,697 Finance Manager SM 8/25/2024 Monthly 620 7,856 8,257 8,676 9,119 9,585 10,074 Finance Supervisor OMA 12/31/2023 Monthly 597 7,004 7,362 7,736 8,131 8,546 8,981 Financial Analyst SM 8/25/2024 Monthly 592 6,831 7,181 7,545 7,931 8,336 8,760 Fire Battalion Chief OFMA 6/29/2025 Monthly 718.5 12,838 13,495 14,181 14,905 15,665 16,464 Fire Captain Local 2384 6/29/2025 Monthly F669.5 11,975 11,975 11,975 11,975 11,975 Fire Chief EM 8/25/2024 Monthly 769 16,517 17,362 18,245 19,177 20,155 21,182 Fire Engineer Local 2384 6/30/2024 Monthly F638.5 8,439 8,861 9,304 9,769 10,257 Fire Inspector/Investigator Local 2384 6/30/2024 Monthly F657.5 11,278 11,278 11,278 11,278 11,278 Fire Safety Specialist Local 2384 6/30/2024 Monthly F619.5 7,675 8,059 8,462 8,885 9,329 Firefighter Local 2384 6/30/2024 Monthly F613.5 7,448 7,821 8,212 8,622 9,054 Forensic Services Specialist COPA 6/29/2025 Monthly 545P 5,404 5,680 5,969 6,274 6,594 6,930 7,207 GIS Analyst OMEA 12/31/2023 Monthly 625 8,054 8,465 8,895 9,350 9,828 10,328 Hazardous Materials Spec Local 2384 6/30/2024 Monthly F639.5 8,481 8,905 9,350 9,818 10,309 Historic Preservation Planner OMA 12/31/2023 Monthly 625 8,054 8,465 8,895 9,350 9,828 10,328 Homeless Outreach Specialist COPA 6/29/2025 Monthly 541P 5,297 5,568 5,851 6,150 6,463 6,793 7,065 Housing Manager SM 8/25/2024 Monthly 638 8,593 9,033 9,491 9,976 10,485 11,020 Housing Specialist OMEA 12/31/2023 Monthly 555 5,680 5,970 6,274 6,595 6,930 7,284 Human Resources Analyst I SM 8/25/2024 Monthly 573 6,214 6,530 6,864 7,214 7,582 7,969 Human Resources Analyst II SM 8/25/2024 Monthly 600 7,110 7,473 7,853 8,254 8,675 9,116 Human Resources Director EM 8/25/2024 Monthly 739 14,220 14,947 15,707 16,510 17,352 18,236 Human Resources Manager SM 8/25/2024 Monthly 669 10,030 10,542 11,078 11,644 12,239 12,862 Human Resources Technician OMEA 12/31/2023 Monthly 529 4,990 5,244 5,512 5,793 6,088 6,399 Information Technology Manager SM 8/25/2024 Monthly 689 11,082 11,648 12,240 12,866 13,522 14,211 Information Technology Project Manager SM 8/25/2024 Monthly 669 10,030 10,542 11,078 11,644 12,239 12,862 Information Technology Specialist OMA 12/31/2023 Monthly 576 6,308 6,629 6,968 7,323 7,696 8,089 Information Technology Supervisor OMA 12/31/2023 Monthly 601 7,145 7,510 7,892 8,295 8,718 9,162 Intergovernmental & Comm Affairs Mgr SM 8/25/2024 Monthly 680 10,595 11,137 11,703 12,301 12,928 13,587 Internal Audit Manager SM 8/25/2024 Monthly 638 8,593 9,033 9,491 9,976 10,485 11,020 Investment/Revenue Officer SM 8/25/2024 Monthly 608 7,399 7,778 8,172 8,590 9,028 9,488 Landscape Coordinator OMA 12/31/2023 Monthly 602 7,181 7,548 7,931 8,336 8,762 9,208 Lead Business License Inspector OMEA 12/31/2023 Monthly 559 5,795 6,090 6,401 6,727 7,070 7,431 Lead Custodian IBEW-M&C 12/31/2023 Monthly 491 4,129 4,339 4,560 4,793 5,037 5,293 Lead Finance Clerk OMEA 12/31/2023 Monthly 559 5,795 6,090 6,401 6,727 7,070 7,431 Legal Assistant OMA 12/31/2023 Monthly 549 5,513 5,795 6,089 6,401 6,727 7,070 Librarian I OMEA 12/31/2023 Monthly 537 5,193 5,458 5,736 6,028 6,336 6,659 Librarian II OMEA 12/31/2023 Monthly 557 5,737 6,030 6,338 6,661 7,000 7,357 Librarian III OMEA 12/31/2023 Monthly 577 6,339 6,663 7,002 7,359 7,735 8,129 Library Assistant OMEA 12/31/2023 Monthly 497 4,254 4,470 4,698 4,938 5,190 5,455 Library Clerk OMEA 12/31/2023 Monthly 451 3,382 3,554 3,735 3,926 4,126 4,336 Library Literacy Coordinator OMEA 12/31/2023 Monthly 537 5,193 5,458 5,736 6,028 6,336 6,659 Library Manager I OMA 12/31/2023 Monthly 605 7,289 7,662 8,051 8,462 8,894 9,347 Library Manager II OMA 12/31/2023 Monthly 615 7,662 8,054 8,463 8,895 9,349 9,825 Library Page OMEA 12/31/2023 Monthly 422 2,926 3,076 3,232 3,397 3,571 3,752 Library Services Director EM 8/25/2024 Monthly 709 12,244 12,870 13,524 14,215 14,940 15,702 Library Support Services Assistant OMEA 12/31/2023 Monthly 497 4,254 4,470 4,698 4,938 5,190 5,455 Library Tech & Support Services Mgr OMA 12/31/2023 Monthly 615 7,662 8,054 8,463 8,895 9,349 9,825 Library Technology Assistant OMEA 12/31/2023 Monthly 497 4,254 4,470 4,698 4,938 5,190 5,455 Library Technology Coordinator OMEA 12/31/2023 Monthly 557 5,737 6,030 6,338 6,661 7,000 7,357 Library Technology Specialist OMEA 12/31/2023 Monthly 537 5,193 5,458 5,736 6,028 6,336 6,659 Library Volunteer Coordinator OMEA 12/31/2023 Monthly 521 4,794 5,039 5,296 5,566 5,850 6,148 Lifeguard/Swim Instructor PT&LD 12/4/2022 Hourly 462 20.61 21.66 22.76 Maintenance Worker IBEW-M&C 12/31/2023 Monthly 480 3,907 4,107 4,316 4,537 4,768 5,011 Management Intern PT&LD 12/3/2023 Hourly 456 20.00 21.02 22.09 Manager of Trans Svcs/City Traffic Eng SM 8/25/2024 Monthly 689 11,082 11,648 12,240 12,866 13,522 14,211 Network/Security Analyst SM 8/25/2024 Monthly 619 7,817 8,216 8,633 9,074 9,538 10,023 Office Assistant OMEA 12/31/2023 Monthly 471 3,736 3,927 4,127 4,338 4,559 4,791 Parking Control Officer I PT&LD 12/4/2022 Hourly 442 18.65 19.60 20.61 Parking Control Officer II COPA 6/29/2025 Monthly 512P 4,583 4,818 5,063 5,322 5,594 5,878 6,113 Parks and Facilities Attendant PT&LD 12/4/2022 Hourly 460 20.40 21.45 22.54 Parks and Facilities Manager SM 8/25/2024 Monthly 669 10,030 10,542 11,078 11,644 12,239 12,862 Parks Maint Leadworker IBEW-M&C 12/31/2023 Monthly 538 5,219 5,485 5,765 6,059 6,368 6,692 Parks Maintenance Supervisor OMA 12/31/2023 Monthly 590 6,764 7,109 7,470 7,852 8,253 8,673 Parks Maintenance Worker I IBEW-M&C 12/31/2023 Monthly 480 3,907 4,107 4,316 4,537 4,768 5,011 Parks Maintenance Worker II IBEW-M&C 12/31/2023 Monthly 500 4,317 4,538 4,770 5,013 5,268 5,537 1304
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Attachment A (continued)
City of Orange
Citywide Pay Schedule - Revision Effective June 29, 2025 Approved by City Council on June 24, 2025
Classification Title Group Effective Salary Type Range Step A Step B Step C Step D Step E Step F Step G Step H Payroll Manager SM 8/25/2024 Monthly 638 8,593 9,033 9,491 9,976 10,485 11,020 Payroll Specialist OMA 12/31/2023 Monthly 569 6,091 6,402 6,728 7,072 7,432 7,811 Payroll Technician OMEA 12/31/2023 Monthly 559 5,795 6,090 6,401 6,727 7,070 7,431 Permit Supervisor OMA 12/31/2023 Monthly 590 6,764 7,109 7,470 7,852 8,253 8,673 Permit Technician OMEA 12/31/2023 Monthly 521 4,794 5,039 5,296 5,566 5,850 6,148 Plan Check Engineer OMEA 12/31/2023 Monthly 602 7,181 7,548 7,931 8,336 8,762 9,208 Plan Examiner Local 2384 6/30/2024 Monthly F639.5 8,481 8,905 9,350 9,818 10,309 Planning Aide OMEA 12/31/2023 Monthly 530 5,015 5,270 5,540 5,822 6,118 6,431 Planning Manager SM 8/25/2024 Monthly 689 11,082 11,648 12,240 12,866 13,522 14,211 Police Administrative Assistant COPA 6/29/2025 Monthly 525P 4,891 5,141 5,403 5,678 5,968 6,272 6,523 Police Armorer COPA 6/29/2025 Monthly 525P 4,891 5,141 5,403 5,678 5,968 6,272 6,523 Police Cadet I PT&LD 12/4/2022 Hourly 430 17.57 18.47 19.40 Police Cadet II PT&LD 12/4/2022 Hourly 450 19.41 20.40 21.44 Police Captain PMA 6/29/2025 Monthly 763C 16,029 16,848 17,705 18,609 19,558 20,555 21,377 Police Chief EM 8/25/2024 Monthly 790 18,344 19,282 20,262 21,297 22,383 23,524 Police Clerk COPA 6/29/2025 Monthly 504P 4,405 4,629 4,865 5,114 5,374 5,648 5,874 Police Code Enforcement Officer COPA 6/29/2025 Monthly 578P 6,371 6,696 7,037 7,396 7,773 8,170 8,497 Police Communications Manager PMA 6/29/2025 Monthly 633PM 8,381 8,810 9,258 9,731 10,227 10,748 11,124 Police Dispatch Shift Supervisor COPA 6/29/2025 Monthly 582P 6,499 6,831 7,179 7,545 7,930 8,335 8,668 Police Dispatcher COPA 6/29/2025 Monthly 564P 5,941 6,244 6,563 6,897 7,249 7,619 7,924 Police Jailer COPA 6/29/2025 Monthly 525P 4,891 5,141 5,403 5,678 5,968 6,272 6,523 Police Lieutenant PMA 6/29/2025 Monthly 723SL 13,130 13,801 14,503 15,243 16,021 16,837 17,847 18,561 Police Officer COPA 6/29/2025 Monthly 627PM 8,134 8,550 8,985 9,443 9,926 10,431 10,849 Police Records Clerk COPA 6/29/2025 Monthly 504P 4,405 4,629 4,865 5,114 5,374 5,648 5,874 Police Records Manager PMA 6/29/2025 Monthly 632PM 8,340 8,766 9,212 9,682 10,176 10,694 11,069 Police Records Shift Supervisor COPA 6/29/2025 Monthly 564P 5,941 6,244 6,563 6,897 7,249 7,619 7,924 Police Recruit PT&LD 12/4/2022 Monthly 574 6,245
Police Reserve Officer I PT&LD 12/29/2024 Hourly 472 21.66 22.77 23.93 Police Reserve Officer II PT&LD 12/29/2024 Hourly 432 17.74 18.65 19.60 Police Reserve Officer III PT&LD 12/29/2024 Hourly 418 16.55 17.39 18.28 Police Sergeant PMA 6/29/2025 Monthly 681SL 10,648 11,193 11,762 12,362 12,994 13,655 14,474 15,053 Police Services Officer COPA 6/29/2025 Monthly 525P 4,891 5,141 5,403 5,678 5,968 6,272 6,523 Police Subpoenas & Warrants Specialist COPA 6/29/2025 Monthly 525P 4,891 5,141 5,403 5,678 5,968 6,272 6,523 Police Training Coordinator COPA 6/29/2025 Monthly 535P 5,141 5,403 5,679 5,969 6,273 6,593 6,856 Police Volunteer Coordinator COPA 6/29/2025 Monthly 553P 5,624 5,911 6,212 6,529 6,862 7,212 7,501 Pool Manager PT&LD 12/4/2022 Hourly 502 25.16 26.45 27.79 Principal Civil Engineer SM 8/25/2024 Monthly 669 10,030 10,542 11,078 11,644 12,239 12,862 Principal Planner SM 8/25/2024 Monthly 658 9,494 9,980 10,487 11,022 11,585 12,175 Project Development Coordinator OMA 12/31/2023 Monthly 602 7,181 7,548 7,931 8,336 8,762 9,208 Project Engineer OMEA 12/31/2023 Monthly 612 7,548 7,934 8,337 8,763 9,210 9,679 Property Officer COPA 6/29/2025 Monthly 539P 5,245 5,512 5,794 6,089 6,400 6,725 6,995 Public Affairs & Information Manager SM 8/25/2024 Monthly 638 8,593 9,033 9,491 9,976 10,485 11,020 Public Works Administrator SM 8/25/2024 Monthly 638 8,593 9,033 9,491 9,976 10,485 11,020 Public Works Director EM 8/25/2024 Monthly 744 14,579 15,325 16,104 16,927 17,790 18,697 Public Works Maintenance Leadworker IBEW-M&C 12/31/2023 Monthly 538 5,219 5,485 5,765 6,059 6,368 6,692 Public Works Maintenance Supervisor OMA 12/31/2023 Monthly 590 6,764 7,109 7,470 7,852 8,253 8,673 Public Works Maintenance Worker I IBEW-M&C 12/31/2023 Monthly 480 3,907 4,107 4,316 4,537 4,768 5,011 Public Works Maintenance Worker II IBEW-M&C 12/31/2023 Monthly 500 4,317 4,538 4,770 5,013 5,268 5,537 Purchasing Officer SM 8/25/2024 Monthly 620 7,856 8,257 8,676 9,119 9,585 10,074 Records Coordinator OMA 3/10/2024 Monthly 562 5,882 6,182 6,498 6,829 7,177 7,543 Recreation Services Activity Specialist PT&LD 7/1/2022 Hourly 489 23.58 24.78 26.05 Recreation Services Coordinator OMEA 12/31/2023 Monthly 538 5,219 5,485 5,765 6,059 6,368 6,692 Recreation Services Leader I PT&LD 12/29/2024 Hourly 418 16.55 17.39 18.28 Recreation Services Leader II PT&LD 12/29/2024 Hourly 438 18.28 19.22 20.20 Recreation Services Leader III PT&LD 12/29/2024 Hourly 458 20.20 21.23 22.32 Recreation Services Manager SM 8/25/2024 Monthly 659 9,541 10,030 10,539 11,077 11,643 12,236 Recreation Services Supervisor OMA 12/31/2023 Monthly 595 6,935 7,289 7,659 8,050 8,461 8,892 Risk Management Analyst SM 8/25/2024 Monthly 571 6,152 6,466 6,795 7,143 7,507 7,889 Risk Manager SM 8/25/2024 Monthly 673 10,232 10,755 11,302 11,879 12,485 13,121 School Crossing Guard PT&LD 12/4/2022 Hourly 430 17.57 18.47 19.40 School Crossing Guard Supervisor PT&LD 12/4/2022 Hourly 470 21.45 22.54 23.69 Senior Accountant OMA 12/31/2023 Monthly 593 6,865 7,217 7,583 7,971 8,378 8,804 Senior Administrative Analyst SM 8/25/2024 Monthly 618 7,778 8,175 8,590 9,029 9,490 9,974 Senior Assistant City Attorney SM 8/25/2024 Monthly 724 13,195 13,870 14,575 15,320 16,101 16,922 Senior Assistant to the City Manager SM 8/25/2024 Monthly 669 10,030 10,542 11,078 11,644 12,239 12,862 Senior Buyer OMA 12/31/2023 Monthly 577 6,339 6,663 7,002 7,359 7,735 8,129 Senior Civil Engineer OMA 12/31/2023 Monthly 654 9,307 9,783 10,280 10,805 11,357 11,934 Senior Code Compliance Officer OMEA 12/31/2023 Monthly 575 6,276 6,596 6,933 7,286 7,658 8,049 Senior Combo. Building Inspector OMEA 12/31/2023 Monthly 591 6,797 7,145 7,508 7,891 8,294 8,717 Senior Contract Administrator OMA 12/31/2023 Monthly 622 7,934 8,340 8,763 9,211 9,681 10,174 Senior Econ Development Project Mgr SM 8/25/2024 Monthly 664 9,782 10,283 10,806 11,357 11,937 12,545 Senior Emergency Medical Svcs Mgr OFMA 6/29/2025 Monthly 693 11,305 11,883 12,487 13,125 13,794 14,498 Senior Executive Assistant to the City Council and
the City Manager
SM 8/25/2024 Monthly 585 6,597 6,934 7,287 7,659 8,050 8,461 Senior Finance Clerk OMEA 12/31/2023 Monthly 519 4,747 4,989 5,243 5,510 5,792 6,087 1305
vi
Attachment A (continued)
City of Orange
Citywide Pay Schedule - Revision Effective June 29, 2025 Approved by City Council on June 24, 2025
Group Key:

COPA: City of Orange Police Association
EM: Executive Management
IBEW-WTR: International Brotherhood of Electrical Workers Local 47 - Water Local 2384: Orange City Firefighters, Inc. Local 2384
OFMA: Orange City Fire Management Association
OMA: Orange Management Association
IBEW-M&C: International Brotherhood of Electrical Workers Local 47 - Maintenance and Crafts OMEA: Orange Municipal Employees' Association
PMA: Police Management Association
PT&LD: Part-Time & Limited Duration Employees
SM: Senior Management
Classification Title Group Effective Salary Type Range Step A Step B Step C Step D Step E Step F Step G Step H Senior Fire Inspection Specialist OMA 12/31/2023 Monthly 611 7,510 7,895 8,296 8,719 9,164 9,631 Senior GIS Analyst OMA 12/31/2023 Monthly 645 8,898 9,354 9,829 10,330 10,858 11,411 Senior Housing Manager SM 8/25/2024 Monthly 664 9,782 10,283 10,806 11,357 11,937 12,545 Senior Human Resources Analyst SM 8/25/2024 Monthly 630 8,257 8,679 9,120 9,586 10,075 10,588 Senior Landscape Coordinator OMA 12/31/2023 Monthly 622 7,934 8,340 8,763 9,211 9,681 10,174 Senior Legal Assistant OMA 12/31/2023 Monthly 569 6,091 6,402 6,728 7,072 7,432 7,811 Senior Library Clerk OMEA 12/31/2023 Monthly 481 3,927 4,128 4,338 4,559 4,792 5,036 Senior Library Manager SM 8/25/2024 Monthly 628 8,175 8,593 9,029 9,491 9,975 10,483 Senior Office Assistant OMEA 12/31/2023 Monthly 491 4,129 4,339 4,560 4,793 5,037 5,293 Senior Payroll Specialist OMA 12/31/2023 Monthly 579 6,403 6,729 7,073 7,433 7,812 8,211 Senior Permit Technician OMEA 12/31/2023 Monthly 541 5,297 5,568 5,851 6,150 6,463 6,793 Senior Plan Check Engineer OMA 12/31/2023 Monthly 654 9,307 9,783 10,280 10,805 11,357 11,934 Senior Planner OMA 12/31/2023 Monthly 625 8,054 8,465 8,895 9,350 9,828 10,328 Senior Police Clerk COPA 6/29/2025 Monthly 524P 4,867 5,115 5,376 5,650 5,938 6,241 6,490 Senior Traffic Signal Technician OMEA 12/31/2023 Monthly 591 6,797 7,145 7,508 7,891 8,294 8,717 Senior Water Meter Service Wkr IBEW-WTR 12/31/2023 Monthly 536 5,167 5,430 5,707 5,998 6,304 6,626 Senior Water Quality Inspector OMA 12/31/2023 Monthly 590 6,764 7,109 7,470 7,852 8,253 8,673 Skilled Maint Leadworker IBEW-M&C 12/31/2023 Monthly 543 5,351 5,623 5,910 6,212 6,528 6,861 Skilled Maintenance Wkr -Water IBEW-WTR 12/31/2023 Monthly 533 5,090 5,350 5,623 5,909 6,211 6,527 Skilled Maintenance Worker – Facilities IBEW-M&C 12/31/2023 Monthly 523 4,842 5,089 5,349 5,622 5,908 6,210 Skilled Maintenance Worker – Parks IBEW-M&C 12/31/2023 Monthly 523 4,842 5,089 5,349 5,622 5,908 6,210 Skilled Maintenance Worker – Public Works IBEW-M&C 12/31/2023 Monthly 523 4,842 5,089 5,349 5,622 5,908 6,210 Stock Clerk OMEA 12/31/2023 Monthly 480 3,907 4,107 4,316 4,537 4,768 5,011 Swimming Attendant PT&LD 12/29/2024 Hourly 418 16.55 17.39 18.28 Systems Analyst SM 8/25/2024 Monthly 619 7,817 8,216 8,633 9,074 9,538 10,023 Traffic Management Center Tech OMEA 12/31/2023 Monthly 591 6,797 7,145 7,508 7,891 8,294 8,717 Traffic Operations Superintendent OMA 12/31/2023 Monthly 610 7,473 7,855 8,254 8,676 9,119 9,583 Traffic Signal Technician I OMEA 12/31/2023 Monthly 531 5,040 5,297 5,567 5,851 6,149 6,463 Traffic Signal Technician II OMEA 12/31/2023 Monthly 551 5,569 5,852 6,151 6,464 6,794 7,141 Transportation Analyst OMEA 12/31/2023 Monthly 625 8,054 8,465 8,895 9,350 9,828 10,328 Tree Services Coordinator OMA 12/31/2023 Monthly 602 7,181 7,548 7,931 8,336 8,762 9,208 Warehouse/Inventory Specialist OMEA 12/31/2023 Monthly 538 5,219 5,485 5,765 6,059 6,368 6,692 Water Maintenance Leadworker IBEW-WTR 12/31/2023 Monthly 553 5,624 5,911 6,212 6,529 6,862 7,212 Water Maintenance Supervisor OMA 12/31/2023 Monthly 590 6,764 7,109 7,470 7,852 8,253 8,673 Water Maintenance Worker I IBEW-WTR 12/31/2023 Monthly 494 4,191 4,404 4,629 4,865 5,112 5,374 Water Maintenance Worker II IBEW-WTR 12/31/2023 Monthly 514 4,629 4,866 5,114 5,375 5,650 5,937 Water Manager SM 8/25/2024 Monthly 689 11,082 11,648 12,240 12,866 13,522 14,211 Water Meter Service Worker I IBEW-WTR 12/31/2023 Monthly 502 4,361 4,584 4,817 5,063 5,321 5,593 Water Meter Service Worker II IBEW-WTR 12/31/2023 Monthly 522 4,818 5,064 5,322 5,594 5,879 6,179 Water Plant Operator I IBEW-WTR 12/31/2023 Monthly 532 5,065 5,323 5,595 5,880 6,180 6,495 Water Plant Operator II IBEW-WTR 12/31/2023 Monthly 552 5,596 5,882 6,181 6,497 6,828 7,176 Water Quality Inspector OMA 12/31/2023 Monthly 570 6,121 6,434 6,762 7,107 7,469 7,850 Water Yard Storekeeper IBEW-WTR 12/31/2023 Monthly 524 4,867 5,115 5,376 5,650 5,938 6,241 1306
vii
Attachment B
City of Orange
Citywide Pay Schedule - Revision Effective August 11, 2025 Approved by City Council on June 24, 2025
Classification Title Group Effective Salary Type Range Step A Step B Step C Step D Step E Step F Step G Step H Accountant OMEA 12/31/2023 Monthly 573 6,214 6,530 6,864 7,214 7,582 7,969 Accounting Manager SM 8/25/2024 Monthly 648 9,032 9,495 9,977 10,486 11,022 11,583 Administrative Analyst I SM 8/25/2024 Monthly 568 6,061 6,370 6,695 7,036 7,395 7,772 Administrative Analyst II SM 8/25/2024 Monthly 588 6,696 7,039 7,397 7,774 8,171 8,588 Administrative Assistant OMEA 12/31/2023 Monthly 521 4,794 5,039 5,296 5,566 5,850 6,148 Administrative Manager SM 8/25/2024 Monthly 638 8,593 9,033 9,491 9,976 10,485 11,020 Administrative Services Director EM 8/25/2024 Monthly 754 15,325 16,109 16,928 17,793 18,700 19,653 Administrative Specialist OMEA 12/31/2023 Monthly 519 4,747 4,989 5,243 5,510 5,792 6,087 Ambulance Operator PT&LD 12/29/2024 Monthly 418 2,868 3,015 3,168 Assistant City Attorney I SM 8/25/2024 Monthly 694 11,362 11,942 12,550 13,191 13,863 14,570 Assistant City Attorney II SM 8/25/2024 Monthly 704 11,943 12,553 13,191 13,865 14,572 15,315 Assistant City Manager EM 8/25/2024 Monthly 763 16,030 16,849 17,706 18,610 19,560 20,557 Assistant Community Devel. Director SM 8/25/2024 Monthly 702 11,824 12,429 13,060 13,728 14,428 15,163 Assistant Community Services Director SM 8/25/2024 Monthly 689 11,082 11,648 12,240 12,866 13,522 14,211 Assistant Engineer OMEA 12/31/2023 Monthly 602 7,181 7,548 7,931 8,336 8,762 9,208 Assistant Field Services Manager SM 8/25/2024 Monthly 669 10,030 10,542 11,078 11,644 12,239 12,862 Assistant Finance Director SM 8/25/2024 Monthly 689 11,082 11,648 12,240 12,866 13,522 14,211 Assistant Human Resources Director SM 8/25/2024 Monthly 689 11,082 11,648 12,240 12,866 13,522 14,211 Assistant Library Services Director SM 8/25/2024 Monthly 648 9,032 9,495 9,977 10,486 11,022 11,583 Assistant Planner OMEA 12/31/2023 Monthly 560 5,824 6,121 6,433 6,761 7,106 7,468 Assistant Pool Manager PT&LD 12/4/2022 Hourly 482 22.77 23.93 25.15 Assistant Public Works Director SM 8/25/2024 Monthly 714 12,553 13,195 13,866 14,574 15,318 16,098 Assistant Recreation Services Coordinator PT&LD 7/1/2022 Hourly 509 26.05 27.38 28.78 Assistant to the City Manager SM 8/25/2024 Monthly 638 8,593 9,033 9,491 9,976 10,485 11,020 Assistant Water Manager SM 8/25/2024 Monthly 669 10,030 10,542 11,078 11,644 12,239 12,862 Associate Civil Engineer OMEA 12/31/2023 Monthly 625 8,054 8,465 8,895 9,350 9,828 10,328 Associate Engineer OMEA 12/31/2023 Monthly 625 8,054 8,465 8,895 9,350 9,828 10,328 Associate Planner OMEA 12/31/2023 Monthly 595 6,935 7,289 7,659 8,050 8,461 8,892 Budget Manager SM 8/25/2024 Monthly 638 8,593 9,033 9,491 9,976 10,485 11,020 Budget Officer SM 8/25/2024 Monthly 628 8,175 8,593 9,029 9,491 9,975 10,483 Building and Safety Manager SM 8/25/2024 Monthly 669 10,030 10,542 11,078 11,644 12,239 12,862 Building Inspection Supervisor OMA 12/31/2023 Monthly 601 7,145 7,510 7,892 8,295 8,718 9,162 Building Inspector OMEA 12/31/2023 Monthly 561 5,853 6,152 6,465 6,795 7,142 7,505 Business License Inspector OMEA 12/31/2023 Monthly 549 5,513 5,795 6,089 6,401 6,727 7,070 Buyer OMEA 12/31/2023 Monthly 557 5,737 6,030 6,338 6,661 7,000 7,357 Chemical Sprayer IBEW-M&C 12/31/2023 Monthly 503 4,383 4,606 4,841 5,088 5,348 5,620 Chief Building Official SM 8/25/2024 Monthly 689 11,082 11,648 12,240 12,866 13,522 14,211 City Attorney EM 8/25/2024 Monthly N/A 20,977.67 26,000 811
City Clerk Services Director EM 8/25/2024 Monthly 658 9,494 9,980 10,487 11,022 11,585 12,175 City Council/ Mayor - Elected N/A 12/15/2022 Monthly N/A 600 City Manager EM 8/11/2025 Monthly N/A 26,155.14 26,666.67 Civilian Investigative Officer COPA 6/29/2025 Monthly 545P 5,404 5,680 5,969 6,274 6,594 6,930 7,207 Code Compliance Manager OMA 12/31/2023 Monthly 645 8,898 9,354 9,829 10,330 10,858 11,411 Code Compliance Officer OMEA 12/31/2023 Monthly 555 5,680 5,970 6,274 6,595 6,930 7,284 Code Compliance Supervisor OMA 12/31/2023 Monthly 601 7,145 7,510 7,892 8,295 8,718 9,162 Combination Building Inspector OMEA 12/31/2023 Monthly 571 6,152 6,466 6,795 7,143 7,507 7,889 Community Development Director EM 8/25/2024 Monthly 744 14,579 15,325 16,104 16,927 17,790 18,697 Community Services Director EM 8/25/2024 Monthly 739 14,220 14,947 15,707 16,510 17,352 18,236 Construction Inspection Supervisor OMA 12/31/2023 Monthly 590 6,764 7,109 7,470 7,852 8,253 8,673 Construction Inspector I OMEA 12/31/2023 Monthly 542 5,324 5,595 5,881 6,181 6,496 6,827 Construction Inspector II OMEA 12/31/2023 Monthly 562 5,882 6,182 6,498 6,829 7,177 7,543 Contract Administrator OMEA 12/31/2023 Monthly 602 7,181 7,548 7,931 8,336 8,762 9,208 Court Liaison Officer COPA 6/29/2025 Monthly 535P 5,141 5,403 5,679 5,969 6,273 6,593 6,856 Crime Analyst SM 8/25/2024 Monthly 586 6,630 6,969 7,324 7,697 8,090 8,503 Crime Prevention Specialist COPA 6/29/2025 Monthly 553P 5,624 5,911 6,212 6,529 6,862 7,212 7,501 Custodian IBEW-M&C 12/31/2023 Monthly 461 3,554 3,736 3,926 4,127 4,337 4,558 Deputy City Clerk SM 8/25/2024 Monthly 590 6,764 7,109 7,470 7,852 8,253 8,673 Deputy City Manager SM 8/25/2024 Monthly 702 11,824 12,429 13,060 13,728 14,428 15,163 Deputy Public Works Director SM 8/25/2024 Monthly 704 11,943 12,553 13,191 13,865 14,572 15,315 Development Project Manager OMA 12/31/2023 Monthly 602 7,181 7,548 7,931 8,336 8,762 9,208 Digital Marketing Coordinator OMA 12/31/2023 Monthly 576 6,308 6,629 6,968 7,323 7,696 8,089 Economic Development Manager SM 8/25/2024 Monthly 689 11,082 11,648 12,240 12,866 13,522 14,211 Economic Development Project Manager SM 8/25/2024 Monthly 638 8,593 9,033 9,491 9,976 10,485 11,020 Emergency Manager SM 8/25/2024 Monthly 653 9,261 9,734 10,229 10,751 11,300 11,875 Emergency Medical Services Manager OFMA 6/29/2025 Monthly 657 9,448 9,930 10,435 10,968 11,528 12,114 Employee Benefits Analyst SM 8/25/2024 Monthly 581 6,467 6,796 7,144 7,508 7,890 8,293 Engineering Intern PT&LD 12/3/2023 Hourly 456 20.00 21.02 22.09 Engineering Technician I OMEA 12/31/2023 Monthly 531 5,040 5,297 5,567 5,851 6,149 6,463 Engineering Technician II OMEA 12/31/2023 Monthly 551 5,569 5,852 6,151 6,464 6,794 7,141 Environmental Compliance Specialist OMEA 12/31/2023 Monthly 555 5,680 5,970 6,274 6,595 6,930 7,284 Environmental Program Manager OMA 12/31/2023 Monthly 654 9,307 9,783 10,280 10,805 11,357 11,934 Environmental Scientist OMEA 12/31/2023 Monthly 625 8,054 8,465 8,895 9,350 9,828 10,328 Equipment Maint Leadworker IBEW-M&C 12/31/2023 Monthly 548 5,485 5,766 6,059 6,369 6,693 7,035 Equipment Maintenance Supervisor OMA 12/31/2023 Monthly 600 7,110 7,473 7,853 8,254 8,675 9,116 1307
viii
Attachment B (continued)
City of Orange
Citywide Pay Schedule - Revision Effective August 11, 2025 Approved by City Council on June 24, 2025
Classification Title Group Effective Salary Type Range Step A Step B Step C Step D Step E Step F Step G Step H Equipment Mechanic I IBEW-M&C 12/31/2023 Monthly 518 4,723 4,964 5,217 5,483 5,763 6,057 Equipment Mechanic II IBEW-M&C 12/31/2023 Monthly 538 5,219 5,485 5,765 6,059 6,368 6,692 Equipment Operator IBEW-M&C 12/31/2023 Monthly 530 5,015 5,270 5,540 5,822 6,118 6,431 Equipment Parts Technician IBEW-M&C 12/31/2023 Monthly 518 4,723 4,964 5,217 5,483 5,763 6,057 Executive Assistant SM 8/25/2024 Monthly 535 5,141 5,403 5,679 5,969 6,273 6,593 Executive Assistant to the Chief SM 8/25/2024 Monthly 555 5,680 5,970 6,274 6,595 6,930 7,284 Facilities Maintenance Supervisor OMA 12/31/2023 Monthly 590 6,764 7,109 7,470 7,852 8,253 8,673 Field Services Manager SM 8/25/2024 Monthly 689 11,082 11,648 12,240 12,866 13,522 14,211 Finance Assistant OMEA 12/31/2023 Monthly 534 5,116 5,376 5,651 5,939 6,242 6,560 Finance Clerk OMEA 12/31/2023 Monthly 499 4,296 4,515 4,746 4,988 5,242 5,509 Finance Coordinator OMA 12/31/2023 Monthly 577 6,339 6,663 7,002 7,359 7,735 8,129 Finance Director EM 8/25/2024 Monthly 744 14,579 15,325 16,104 16,927 17,790 18,697 Finance Manager SM 8/25/2024 Monthly 620 7,856 8,257 8,676 9,119 9,585 10,074 Finance Supervisor OMA 12/31/2023 Monthly 597 7,004 7,362 7,736 8,131 8,546 8,981 Financial Analyst SM 8/25/2024 Monthly 592 6,831 7,181 7,545 7,931 8,336 8,760 Fire Battalion Chief OFMA 6/29/2025 Monthly 718.5 12,838 13,495 14,181 14,905 15,665 16,464 Fire Captain Local 2384 6/29/2025 Monthly F669.5 11,975 11,975 11,975 11,975 11,975 Fire Chief EM 8/25/2024 Monthly 769 16,517 17,362 18,245 19,177 20,155 21,182 Fire Engineer Local 2384 6/30/2024 Monthly F638.5 8,439 8,861 9,304 9,769 10,257 Fire Inspector/Investigator Local 2384 6/30/2024 Monthly F657.5 11,278 11,278 11,278 11,278 11,278 Fire Safety Specialist Local 2384 6/30/2024 Monthly F619.5 7,675 8,059 8,462 8,885 9,329 Firefighter Local 2384 6/30/2024 Monthly F613.5 7,448 7,821 8,212 8,622 9,054 Forensic Services Specialist COPA 6/29/2025 Monthly 545P 5,404 5,680 5,969 6,274 6,594 6,930
7,207
GIS Analyst OMEA 12/31/2023 Monthly 625 8,054 8,465 8,895 9,350 9,828 10,328 Hazardous Materials Spec Local 2384 6/30/2024 Monthly F639.5 8,481 8,905 9,350 9,818 10,309 Historic Preservation Planner OMA 12/31/2023 Monthly 625 8,054 8,465 8,895 9,350 9,828 10,328 Homeless Outreach Specialist COPA 6/29/2025 Monthly 541P 5,297 5,568 5,851 6,150 6,463 6,793 7,065 Housing Manager SM 8/25/2024 Monthly 638 8,593 9,033 9,491 9,976 10,485 11,020 Housing Specialist OMEA 12/31/2023 Monthly 555 5,680 5,970 6,274 6,595 6,930 7,284 Human Resources Analyst I SM 8/25/2024 Monthly 573 6,214 6,530 6,864 7,214 7,582 7,969 Human Resources Analyst II SM 8/25/2024 Monthly 600 7,110 7,473 7,853 8,254 8,675 9,116 Human Resources Director EM 8/25/2024 Monthly 739 14,220 14,947 15,707 16,510 17,352 18,236 Human Resources Manager SM 8/25/2024 Monthly 669 10,030 10,542 11,078 11,644 12,239 12,862 Human Resources Technician OMEA 12/31/2023 Monthly 529 4,990 5,244 5,512 5,793 6,088 6,399 Information Technology Manager SM 8/25/2024 Monthly 689 11,082 11,648 12,240 12,866 13,522 14,211 Information Technology Project Manager SM 8/25/2024 Monthly 669 10,030 10,542 11,078 11,644 12,239 12,862 Information Technology Specialist OMA 12/31/2023 Monthly 576 6,308 6,629 6,968 7,323 7,696 8,089 Information Technology Supervisor OMA 12/31/2023 Monthly 601 7,145 7,510 7,892 8,295 8,718 9,162 Intergovernmental & Comm Affairs Mgr SM 8/25/2024 Monthly 680 10,595 11,137 11,703 12,301 12,928 13,587 Internal Audit Manager SM 8/25/2024 Monthly 638 8,593 9,033 9,491 9,976 10,485 11,020 Investment/Revenue Officer SM 8/25/2024 Monthly 608 7,399 7,778 8,172 8,590 9,028 9,488 Landscape Coordinator OMA 12/31/2023 Monthly 602 7,181 7,548 7,931 8,336 8,762 9,208 Lead Business License Inspector OMEA 12/31/2023 Monthly 559 5,795 6,090 6,401 6,727 7,070 7,431 Lead Custodian IBEW-M&C 12/31/2023 Monthly 491 4,129 4,339 4,560 4,793 5,037 5,293 Lead Finance Clerk OMEA 12/31/2023 Monthly 559 5,795 6,090 6,401 6,727 7,070 7,431 Legal Assistant OMA 12/31/2023 Monthly 549 5,513 5,795 6,089 6,401 6,727 7,070 Librarian I OMEA 12/31/2023 Monthly 537 5,193 5,458 5,736 6,028 6,336 6,659 Librarian II OMEA 12/31/2023 Monthly 557 5,737 6,030 6,338 6,661 7,000 7,357 Librarian III OMEA 12/31/2023 Monthly 577 6,339 6,663 7,002 7,359 7,735 8,129 Library Assistant OMEA 12/31/2023 Monthly 497 4,254 4,470 4,698 4,938 5,190 5,455 Library Clerk OMEA 12/31/2023 Monthly 451 3,382 3,554 3,735 3,926 4,126 4,336 Library Literacy Coordinator OMEA 12/31/2023 Monthly 537 5,193 5,458 5,736 6,028 6,336 6,659 Library Manager I OMA 12/31/2023 Monthly 605 7,289 7,662 8,051 8,462 8,894 9,347 Library Manager II OMA 12/31/2023 Monthly 615 7,662 8,054 8,463 8,895 9,349 9,825 Library Page OMEA 12/31/2023 Monthly 422 2,926 3,076 3,232 3,397 3,571 3,752 Library Services Director EM 8/25/2024 Monthly 709 12,244 12,870 13,524 14,215 14,940 15,702 Library Support Services Assistant OMEA 12/31/2023 Monthly 497 4,254 4,470 4,698 4,938 5,190 5,455 Library Tech & Support Services Mgr OMA 12/31/2023 Monthly 615 7,662 8,054 8,463 8,895 9,349 9,825 Library Technology Assistant OMEA 12/31/2023 Monthly 497 4,254 4,470 4,698 4,938 5,190 5,455 Library Technology Coordinator OMEA 12/31/2023 Monthly 557 5,737 6,030 6,338 6,661 7,000 7,357 Library Technology Specialist OMEA 12/31/2023 Monthly 537 5,193 5,458 5,736 6,028 6,336 6,659 Library Volunteer Coordinator OMEA 12/31/2023 Monthly 521 4,794 5,039 5,296 5,566 5,850 6,148 Lifeguard/Swim Instructor PT&LD 12/4/2022 Hourly 462 20.61 21.66 22.76 Maintenance Worker IBEW-M&C 12/31/2023 Monthly 480 3,907 4,107 4,316 4,537 4,768 5,011 Management Intern PT&LD 12/3/2023 Hourly 456 20.00 21.02 22.09 Manager of Trans Svcs/City Traffic Eng SM 8/25/2024 Monthly 689 11,082 11,648 12,240 12,866 13,522 14,211 Network/Security Analyst SM 8/25/2024 Monthly 619 7,817 8,216 8,633 9,074 9,538 10,023 Office Assistant OMEA 12/31/2023 Monthly 471 3,736 3,927 4,127 4,338 4,559 4,791 Parking Control Officer I PT&LD 12/4/2022 Hourly 442 18.65 19.60 20.61 Parking Control Officer II COPA 6/29/2025 Monthly 512P 4,583 4,818 5,063 5,322 5,594 5,878 6,113 Parks and Facilities Attendant PT&LD 12/4/2022 Hourly 460 20.40 21.45 22.54 Parks and Facilities Manager SM 8/25/2024 Monthly 669 10,030 10,542 11,078 11,644 12,239 12,862 Parks Maint Leadworker IBEW-M&C 12/31/2023 Monthly 538 5,219 5,485 5,765 6,059 6,368 6,692 Parks Maintenance Supervisor OMA 12/31/2023 Monthly 590 6,764 7,109 7,470 7,852 8,253 8,673 Parks Maintenance Worker I IBEW-M&C 12/31/2023 Monthly 480 3,907 4,107 4,316 4,537 4,768 5,011 Parks Maintenance Worker II IBEW-M&C 12/31/2023 Monthly 500 4,317 4,538 4,770 5,013 5,268 5,537 1308
ix
Attachment B (continued)
City of Orange
Citywide Pay Schedule - Revision Effective August 11, 2025 Approved by City Council on June 24, 2025
Classification Title Group Effective Salary Type Range Step A Step B Step C Step D Step E Step F Step G Step H Payroll Manager SM 8/25/2024 Monthly 638 8,593 9,033 9,491 9,976 10,485 11,020 Payroll Specialist OMA 12/31/2023 Monthly 569 6,091 6,402 6,728 7,072 7,432 7,811 Payroll Technician OMEA 12/31/2023 Monthly 559 5,795 6,090 6,401 6,727 7,070 7,431 Permit Supervisor OMA 12/31/2023 Monthly 590 6,764 7,109 7,470 7,852 8,253 8,673 Permit Technician OMEA 12/31/2023 Monthly 521 4,794 5,039 5,296 5,566 5,850 6,148 Plan Check Engineer OMEA 12/31/2023 Monthly 602 7,181 7,548 7,931 8,336 8,762 9,208 Plan Examiner Local 2384 6/30/2024 Monthly F639.5 8,481 8,905 9,350 9,818 10,309 Planning Aide OMEA 12/31/2023 Monthly 530 5,015 5,270 5,540 5,822 6,118 6,431 Planning Manager SM 8/25/2024 Monthly 689 11,082 11,648 12,240 12,866 13,522 14,211 Police Administrative Assistant COPA 6/29/2025 Monthly 525P 4,891 5,141 5,403 5,678 5,968 6,272 6,523 Police Armorer COPA 6/29/2025 Monthly 525P 4,891 5,141 5,403 5,678 5,968 6,272 6,523 Police Cadet I PT&LD 12/4/2022 Hourly 430 17.57 18.47 19.40 Police Cadet II PT&LD 12/4/2022 Hourly 450 19.41 20.40 21.44 Police Captain PMA 6/29/2025 Monthly 763C 16,029 16,848 17,705 18,609 19,558 20,555 21,377 Police Chief EM 8/25/2024 Monthly 790 18,344 19,282 20,262 21,297 22,383 23,524 Police Clerk COPA 6/29/2025 Monthly 504P 4,405 4,629 4,865 5,114 5,374 5,648 5,874 Police Code Enforcement Officer COPA 6/29/2025 Monthly 578P 6,371 6,696 7,037 7,396 7,773 8,170 8,497 Police Communications Manager PMA 6/29/2025 Monthly 633PM 8,381 8,810 9,258 9,731 10,227 10,748 11,124 Police Dispatch Shift Supervisor COPA 6/29/2025 Monthly 582P 6,499 6,831 7,179 7,545 7,930 8,335 8,668 Police Dispatcher COPA 6/29/2025 Monthly 564P 5,941 6,244 6,563 6,897 7,249 7,619 7,924 Police Jailer COPA 6/29/2025 Monthly 525P 4,891 5,141 5,403 5,678 5,968 6,272 6,523 Police Lieutenant PMA 6/29/2025 Monthly 723SL 13,130 13,801 14,503 15,243 16,021 16,837 17,847 18,561 Police Officer COPA 6/29/2025 Monthly 627PM 8,134 8,550 8,985 9,443 9,926 10,431 10,849 Police Records Clerk COPA 6/29/2025 Monthly 504P 4,405 4,629 4,865 5,114 5,374 5,648 5,874 Police Records Manager PMA 6/29/2025 Monthly 632PM 8,340 8,766 9,212 9,682 10,176 10,694 11,069 Police Records Shift Supervisor COPA 6/29/2025 Monthly 564P 5,941 6,244 6,563 6,897 7,249 7,619 7,924 Police Recruit PT&LD 12/4/2022 Monthly 574 6,245
Police Reserve Officer I PT&LD 12/29/2024 Hourly 472 21.66 22.77 23.93 Police Reserve Officer II PT&LD 12/29/2024 Hourly 432 17.74 18.65 19.60 Police Reserve Officer III PT&LD 12/29/2024 Hourly 418 16.55 17.39 18.28 Police Sergeant PMA 6/29/2025 Monthly 681SL 10,648 11,193 11,762 12,362 12,994 13,655 14,474 15,053 Police Services Officer COPA 6/29/2025 Monthly 525P 4,891 5,141 5,403 5,678 5,968 6,272 6,523 Police Subpoenas & Warrants Specialist COPA 6/29/2025 Monthly 525P 4,891 5,141 5,403 5,678 5,968 6,272 6,523 Police Training Coordinator COPA 6/29/2025 Monthly 535P 5,141 5,403 5,679 5,969 6,273 6,593 6,856 Police Volunteer Coordinator COPA 6/29/2025 Monthly 553P 5,624 5,911 6,212 6,529 6,862 7,212 7,501 Pool Manager PT&LD 12/4/2022 Hourly 502 25.16 26.45 27.79 Principal Civil Engineer SM 8/25/2024 Monthly 669 10,030 10,542 11,078 11,644 12,239 12,862 Principal Planner SM 8/25/2024 Monthly 658 9,494 9,980 10,487 11,022 11,585 12,175 Project Development Coordinator OMA 12/31/2023 Monthly 602 7,181 7,548 7,931 8,336 8,762 9,208 Project Engineer OMEA 12/31/2023 Monthly 612 7,548 7,934 8,337 8,763 9,210 9,679 Property Officer COPA 6/29/2025 Monthly 539P 5,245 5,512 5,794 6,089 6,400 6,725 6,995 Public Affairs & Information Manager SM 8/25/2024 Monthly 638 8,593 9,033 9,491 9,976 10,485 11,020 Public Works Administrator SM 8/25/2024 Monthly 638 8,593 9,033 9,491 9,976 10,485 11,020 Public Works Director EM 8/25/2024 Monthly 744 14,579 15,325 16,104 16,927 17,790 18,697 Public Works Maintenance Leadworker IBEW-M&C 12/31/2023 Monthly 538 5,219 5,485 5,765 6,059 6,368 6,692 Public Works Maintenance Supervisor OMA 12/31/2023 Monthly 590 6,764 7,109 7,470 7,852 8,253 8,673 Public Works Maintenance Worker I IBEW-M&C 12/31/2023 Monthly 480 3,907 4,107 4,316 4,537 4,768 5,011 Public Works Maintenance Worker II IBEW-M&C 12/31/2023 Monthly 500 4,317 4,538 4,770 5,013 5,268 5,537 Purchasing Officer SM 8/25/2024 Monthly 620 7,856 8,257 8,676 9,119 9,585 10,074 Records Coordinator OMA 3/10/2024 Monthly 562 5,882 6,182 6,498 6,829 7,177 7,543 Recreation Services Activity Specialist PT&LD 7/1/2022 Hourly 489 23.58 24.78 26.05 Recreation Services Coordinator OMEA 12/31/2023 Monthly 538 5,219 5,485 5,765 6,059 6,368 6,692 Recreation Services Leader I PT&LD 12/29/2024 Hourly 418 16.55 17.39 18.28 Recreation Services Leader II PT&LD 12/29/2024 Hourly 438 18.28 19.22 20.20 Recreation Services Leader III PT&LD 12/29/2024 Hourly 458 20.20 21.23 22.32 Recreation Services Manager SM 8/25/2024 Monthly 659 9,541 10,030 10,539 11,077 11,643 12,236 Recreation Services Supervisor OMA 12/31/2023 Monthly 595 6,935 7,289 7,659 8,050 8,461 8,892 Risk Management Analyst SM 8/25/2024 Monthly 571 6,152 6,466 6,795 7,143 7,507 7,889 Risk Manager SM 8/25/2024 Monthly 673 10,232 10,755 11,302 11,879 12,485 13,121 School Crossing Guard PT&LD 12/4/2022 Hourly 430 17.57 18.47 19.40 School Crossing Guard Supervisor PT&LD 12/4/2022 Hourly 470 21.45 22.54 23.69 Senior Accountant OMA 12/31/2023 Monthly 593 6,865 7,217 7,583 7,971 8,378 8,804 Senior Administrative Analyst SM 8/25/2024 Monthly 618 7,778 8,175 8,590 9,029 9,490 9,974 Senior Assistant City Attorney SM 8/25/2024 Monthly 724 13,195 13,870 14,575 15,320 16,101 16,922 Senior Assistant to the City Manager SM 8/25/2024 Monthly 669 10,030 10,542 11,078 11,644 12,239 12,862 Senior Buyer OMA 12/31/2023 Monthly 577 6,339 6,663 7,002 7,359 7,735 8,129 Senior Civil Engineer OMA 12/31/2023 Monthly 654 9,307 9,783 10,280 10,805 11,357 11,934 Senior Code Compliance Officer OMEA 12/31/2023 Monthly 575 6,276 6,596 6,933 7,286 7,658 8,049 Senior Combo. Building Inspector OMEA 12/31/2023 Monthly 591 6,797 7,145 7,508 7,891 8,294 8,717 Senior Contract Administrator OMA 12/31/2023 Monthly 622 7,934 8,340 8,763 9,211 9,681 10,174 Senior Econ Development Project Mgr SM 8/25/2024 Monthly 664 9,782 10,283 10,806 11,357 11,937 12,545 Senior Emergency Medical Svcs Mgr OFMA 6/29/2025 Monthly 693 11,305 11,883 12,487 13,125 13,794 14,498 Senior Executive Assistant to the City Council and
the City Manager
SM 8/25/2024 Monthly 585 6,597 6,934 7,287 7,659 8,050 8,461 Senior Finance Clerk OMEA 12/31/2023 Monthly 519 4,747 4,989 5,243 5,510 5,792 6,087 1309
x
Attachment B (continued)
City of Orange
Citywide Pay Schedule - Revision Effective August 11, 2025 Approved by City Council on June 24, 2025
Group Key:

COPA: City of Orange Police Association
EM: Executive Management
IBEW-WTR: International Brotherhood of Electrical Workers Local 47 - Water Local 2384: Orange City Firefighters, Inc. Local 2384
OFMA: Orange City Fire Management Association
OMA: Orange Management Association
IBEW-M&C: International Brotherhood of Electrical Workers Local 47 - Maintenance and Crafts OMEA: Orange Municipal Employees' Association
PMA: Police Management Association
PT&LD: Part-Time & Limited Duration Employees
SM: Senior Management
Classification Title Group Effective Salary Type Range Step A Step B Step C Step D Step E Step F Step G Step H Senior Fire Inspection Specialist OMA 12/31/2023 Monthly 611 7,510 7,895 8,296 8,719 9,164 9,631 Senior GIS Analyst OMA 12/31/2023 Monthly 645 8,898 9,354 9,829 10,330 10,858 11,411 Senior Housing Manager SM 8/25/2024 Monthly 664 9,782 10,283 10,806 11,357 11,937 12,545 Senior Human Resources Analyst SM 8/25/2024 Monthly 630 8,257 8,679 9,120 9,586 10,075 10,588 Senior Landscape Coordinator OMA 12/31/2023 Monthly 622 7,934 8,340 8,763 9,211 9,681 10,174 Senior Legal Assistant OMA 12/31/2023 Monthly 569 6,091 6,402 6,728 7,072 7,432 7,811 Senior Library Clerk OMEA 12/31/2023 Monthly 481 3,927 4,128 4,338 4,559 4,792 5,036 Senior Library Manager SM 8/25/2024 Monthly 628 8,175 8,593 9,029 9,491 9,975 10,483 Senior Office Assistant OMEA 12/31/2023 Monthly 491 4,129 4,339 4,560 4,793 5,037 5,293 Senior Payroll Specialist OMA 12/31/2023 Monthly 579 6,403 6,729 7,073 7,433 7,812 8,211 Senior Permit Technician OMEA 12/31/2023 Monthly 541 5,297 5,568 5,851 6,150 6,463 6,793 Senior Plan Check Engineer OMA 12/31/2023 Monthly 654 9,307 9,783 10,280 10,805 11,357 11,934 Senior Planner OMA 12/31/2023 Monthly 625 8,054 8,465 8,895 9,350 9,828 10,328 Senior Police Clerk COPA 6/29/2025 Monthly 524P 4,867 5,115 5,376 5,650 5,938 6,241 6,490 Senior Traffic Signal Technician OMEA 12/31/2023 Monthly 591 6,797 7,145 7,508 7,891 8,294 8,717 Senior Water Meter Service Wkr IBEW-WTR 12/31/2023 Monthly 536 5,167 5,430 5,707 5,998 6,304 6,626 Senior Water Quality Inspector OMA 12/31/2023 Monthly 590 6,764 7,109 7,470 7,852 8,253 8,673 Skilled Maint Leadworker IBEW-M&C 12/31/2023 Monthly 543 5,351 5,623 5,910 6,212 6,528 6,861 Skilled Maintenance Wkr -Water IBEW-WTR 12/31/2023 Monthly 533 5,090 5,350 5,623 5,909 6,211 6,527 Skilled Maintenance Worker – Facilities IBEW-M&C 12/31/2023 Monthly 523 4,842 5,089 5,349 5,622 5,908 6,210 Skilled Maintenance Worker – Parks IBEW-M&C 12/31/2023 Monthly 523 4,842 5,089 5,349 5,622 5,908 6,210 Skilled Maintenance Worker – Public Works IBEW-M&C 12/31/2023 Monthly 523 4,842 5,089 5,349 5,622 5,908 6,210 Stock Clerk OMEA 12/31/2023 Monthly 480 3,907 4,107 4,316 4,537 4,768 5,011 Swimming Attendant PT&LD 12/29/2024 Hourly 418 16.55 17.39 18.28 Systems Analyst SM 8/25/2024 Monthly 619 7,817 8,216 8,633 9,074 9,538 10,023 Traffic Management Center Tech OMEA 12/31/2023 Monthly 591 6,797 7,145 7,508 7,891 8,294 8,717 Traffic Operations Superintendent OMA 12/31/2023 Monthly 610 7,473 7,855 8,254 8,676 9,119 9,583 Traffic Signal Technician I OMEA 12/31/2023 Monthly 531 5,040 5,297 5,567 5,851 6,149 6,463 Traffic Signal Technician II OMEA 12/31/2023 Monthly 551 5,569 5,852 6,151 6,464 6,794 7,141 Transportation Analyst OMEA 12/31/2023 Monthly 625 8,054 8,465 8,895 9,350 9,828 10,328 Tree Services Coordinator OMA 12/31/2023 Monthly 602 7,181 7,548 7,931 8,336 8,762 9,208 Warehouse/Inventory Specialist OMEA 12/31/2023 Monthly 538 5,219 5,485 5,765 6,059 6,368 6,692 Water Maintenance Leadworker IBEW-WTR 12/31/2023 Monthly 553 5,624 5,911 6,212 6,529 6,862 7,212 Water Maintenance Supervisor OMA 12/31/2023 Monthly 590 6,764 7,109 7,470 7,852 8,253 8,673 Water Maintenance Worker I IBEW-WTR 12/31/2023 Monthly 494 4,191 4,404 4,629 4,865 5,112 5,374 Water Maintenance Worker II IBEW-WTR 12/31/2023 Monthly 514 4,629 4,866 5,114 5,375 5,650 5,937 Water Manager SM 8/25/2024 Monthly 689 11,082 11,648 12,240 12,866 13,522 14,211 Water Meter Service Worker I IBEW-WTR 12/31/2023 Monthly 502 4,361 4,584 4,817 5,063 5,321 5,593 Water Meter Service Worker II IBEW-WTR 12/31/2023 Monthly 522 4,818 5,064 5,322 5,594 5,879 6,179 Water Plant Operator I IBEW-WTR 12/31/2023 Monthly 532 5,065 5,323 5,595 5,880 6,180 6,495 Water Plant Operator II IBEW-WTR 12/31/2023 Monthly 552 5,596 5,882 6,181 6,497 6,828 7,176 Water Quality Inspector OMA 12/31/2023 Monthly 570 6,121 6,434 6,762 7,107 7,469 7,850 Water Yard Storekeeper IBEW-WTR 12/31/2023 Monthly 524 4,867 5,115 5,376 5,650 5,938 6,241 1310
Agenda Item
City Council
Item #: 9.4. 6/24/2025 File #: 25-0323
TO: Honorable Mayor and Members of the City Council
THRU: Tom Kisela, City Manager
FROM: Trang Nguyen, Finance Director

1. SUBJECT
Fiscal Year 2025-26 City of Orange Budget and Five-Year Capital Improvement Program.

2. SUMMARY
Each spring, the City staff presents the City Council with an annual budget that serves as the City’s financial and operational plan for the upcoming fiscal year. This budget document is prepared following two City Council study sessions, two regular meetings, and one special meeting during which various aspects of the proposed budget are considered and Council direction is given.

3. RECOMMENDED ACTION
The following action items are recommended to adopt the Fiscal Year 2025-26 Budget, effective July 1, 2025:

1. Adopt Resolution No. 11620. A Resolution of the City Council of the City of Orange adopting said City’s Budget for the Fiscal Year 2025-26 and authorizing transfer of funds within and between appropriations, transfer of funds between funds, and additional appropriations.

2. Adopt Resolution No. 11622. A Resolution of the City Council of the City of Orange adopting the appropriations limit for the Fiscal Year 2025-2026.

3. Adopt Resolution No. 11621. A Resolution of the City Council of The City of Orange approving and authorizing staff to submit to the Orange County Transportation Authority the Measure M2 Seven-Year Capital Improvement Program for Fiscal Year 2025-2026 through 2031-2032 to comply with Measure M2 eligibility criteria.

4. FISCAL IMPACT
Adoption of the annual budget establishes the City financial plan for the Fiscal Year 2025-26.

5. STRATEGIC PLAN GOALS
Goal 2: Enhance Economic Development and Achieve Fiscal Sustainability

6. DISCUSSION AND BACKGROUND
Background:

The City’s budget is a financial plan based on anticipated revenues and expenditures in a fiscal year starting July 1 through June 30. Each year, the City’s budget is prepared prioritizing resident identified service priorities including public safety and infrastructure projects, City Council Goals, and City of Orange Page 1 of 10 Printed on 6/19/2025
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Item #: 9.4. 6/24/2025 File #: 25-0323
identified service priorities including public safety and infrastructure projects, City Council Goals, and providing the highest possible service levels to the community overall. The Fiscal Year 2025-26 (FY 26) budget development has been presented and reviewed at three City Council meetings. The FY 26 Budget incorporates direction received from the City Council at the May 27th regular City Council meeting.

The adoption of the FY 26 budget and related documents will ensure the City has established a set of legally adopted appropriations, met all the requirements of the Gann Initiative, and complied with the Measure M and Transportation Congestion Relief Fund (TCRF) funding requirements (Maintenance of Effort) of a Seven-Year Transportation Capital Improvement Plan. The FY 26 budget represents the City’s spending plan for the coming fiscal year, which will begin July 1, 2025 and end June 30, 2026.

In summary, the FY 26 budget, for all funds, includes total revenues of approximately $253.5 million and total expenditures of $280.1 million, including transfers and the Redevelopment Agency. The General Fund total revenues are approximately $147.0 million and expenditures of $149.6 million, including transfers.

The attached budget package contains the essential elements that are included and required for adoption of the FY 26 budget including:
· Budget Message (Attachment A)
· Budget Resolutions (Attachments B-D)
· Schedule of Changes in Fund Balances (Attachment E)
· Statement of Revenues and Expenditures (Attachments F-H) · City-wide Schedule of Positions and Staffing Changes (Attachments I-J) · Five-Year Capital Improvement Plan (Attachment K)
· Budget Reductions (Attachment L)
Discussion:

Fiscal Year 2024-25 (FY 25) General Fund Year-End Estimates On May 27, 2025, staff presented an update to the year-end estimates for FY 25 with a focus on the General Fund. The revised FY 25 year-end estimates were based on the third quarter revenues and expenditures. The year-end estimate for revenues totaled $148.7 million, including transfers, and totaled $147.9 million for estimated expenditures. This resulted in an estimated operating surplus of $577,000 due to one-time funding for road mitigation purposes. It is important to note that although the City had a one-time operating surplus due to a temporary funding source, the City is still operating on a deficit of general fund budget for services due to rising costs and the unfortunate repercussions of the Great Recession, Redevelopment Agency dissolution, and COVID-19, which is not unique to the City of Orange with many California cities facing similar fiscal situations. It should be noted that while the one-time funding created a small operating surplus, the City is projecting an ongoing operating deficit beginning in FY 26.

Table 1: FY 25 Year-end Estimated Fund Balance
FY 25 Year-End Estimate
Estimated Beginning Fund Balance - 7/1/2024 $26,910,980 Operating Revenues 145,297,582
Transfers In 3,176,328
Total Revenues 148,473,910
Operating Expenditures (147,896,778)
City of Orange Page 2 of 10 Printed on 6/19/2025
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Item #: 9.4. 6/24/2025 File #: 25-0323 FY 25 Year-End Estimate Estimated Beginning Fund Balance - 7/1/2024 $26,910,980 Operating Revenues 145,297,582
Transfers In 3,176,328
Total Revenues 148,473,910
Operating Expenditures (147,896,778)
Transfers Out -
Total Expenditures (147,896,778)
Operating Surplus/(Deficit) 577,132
Estimated Ending Fund Balance - 6/30/2025 27,488,112
Reserved - Catastrophic 24,550,865
Estimated Undesignated Fund Balance - 6/30/2025 $2,937,247 Fiscal Year 2025-26 (FY 26) General Fund Revenues
The FY 26 total General Fund operating revenues, including transfers in, are projected to be approximately $147.0 million, a decrease of almost $1.5 million or 1% from the FY 25 year-end estimates.

Provided in Table 2 is a summary of the major General Fund revenues by source type, comparing the changes from FY 25 year-end estimates, and FY 26 projected revenues:

Table 2: FY 26 General Fund Revenues
Revenue Source FY 24
Actuals
FY 25 YearEnd
Estimate
FY 26
Budget
Variance
from YE
Estimate
%
Variance
to YE
Estimate
Property Tax 54,570,052 57,662,282 59,276,892 1,614,610 2.8% Sales Tax 50,610,366 49,231,534 50,113,960 882,426 1.8% Transient
Occupancy Tax
6,092,658 6,211,195 6,335,000 123,805 2.0%
Franchises 2,947,165 3,056,727 3,207,364 150,637 4.9%
Licenses &
Permits
7,206,692 6,805,024 6,982,106 177,082 2.6%
Fines &
Forfeitures
1,747,538 2,433,477 2,697,576 264,099 10.9%
Fees for Services 6,851,807 6,870,980 6,045,059 (825,921) -12.0% Use of Money &
Property
4,742,556 2,084,606 2,881,727 797,121 38.2%
Rev from Other
Agencies
3,580,197 2,653,399 1,350,800 (1,302,599) -49.1%
Miscellaneous
Revenue
1,958,561 1,238,158 282,847 (955,311) -77.2%
Interfund
Revenue
3,635,631 7,050,200 4,243,697 (2,806,503) -39.8%
Total Operating
Revenue
143,943,223 145,297,582 143,417,028 (1,880,554) -1.3%
Transfers In 2629050 176328 555252 378924 2149%
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Property
Rev from Other
Agencies
3,580,197 2,653,399 1,350,800 (1,302,599) -49.1%
Miscellaneous
Revenue
1,958,561 1,238,158 282,847 (955,311) -77.2%
Interfund
Revenue
3,635,631 7,050,200 4,243,697 (2,806,503) -39.8%
Total Operating
Revenue
143,943,223 145,297,582 143,417,028 (1,880,554) -1.3%
Transfers In 2,629,050 176,328 555,252 378,924 214.9%
CR&R - 3,000,000 3,000,000 - 0.0%
Total Revenue 146,572,273 148,473,910 146,972,280 (1,501,630) -1.0% Provided below is a summary of the assumptions used for the FY 26 General Fund revenues:
·Property Tax is the largest source of General Fund revenue and is projected to be $59.3 million, reflecting a $1.6 million or 2.8% increase to FY 25 year-end estimates. Revenue growth ties to assessed property values, which typically increase annually at a rate of no greater than 2%. Based on information from our property tax consultant, we are projecting modest growth for FY 26.
· Sales Tax is the second largest source of General Fund revenue. In FY 26, the City anticipates receiving approximately $50.1 million, an increase of approximately $900,000 or

1.8% from the FY 25 year-end estimate. In the current economic environment, this modest increase reflects a slight increase to most business categories, except for the Fuels and Service Stations sector, the City’s largest source of sales tax revenue. · Transient Occupancy Tax (TOT) is projected to be approximately $6.3 million, a slight increase of 2% over the FY 25 year-end estimate. Since the pandemic, consumers have been shifting their spending to experiences, travel, and leisure. Consumers continue to spend on travel despite higher prices, but at decreased levels. According to the U.S. Travel Association, hotel room demand continued a trend of slight contraction falling 1% versus the prior year, while short-term rental demand grew 1% in 2025. Approximately $600,000 of this revenue is attributable to the Short-term Rental (STR) program which currently has 125 licensed properties.
·Licenses and Permits are currently projected to be slightly under $7.0 million, or 2.6% increase over the FY 25 year-end estimate. There are no material changes anticipated for building-related permits and annual fire permits in FY 26. However, upon completion of the fee and cost allocation study, staff will return to the City Council for consideration on updating the Master Fee Schedule.
·Fines and Forfeitures revenue is projected to be $2.7 million in FY 26, reflecting a $264,000 or 10.9% increase over FY 25 year-end estimates. This growth is primarily driven by anticipated revenue from the expanded parking enforcement program. ·Fees for Service revenue is projected to be approximately $6.0 million, a decrease of $826.000 or -12% from the FY 25 year-end estimate. The decrease is primarily due to a reduction in the Intergovernmental Transfer (IGT), reimbursement for transport fees. The City received two payments in FY 25, which accounted for two fiscal years. · Interfund Revenues are projected to be about $4.2 million, a $2.8 million or 39% decrease from the FY 25 year-end estimate. The decrease is primarily due to a reduction in the cost allocation for general administrative services (G&A) such as information technology, finance, City of Orange Page 4 of 10 Printed on 6/19/2025
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allocation for general administrative services (G&A) such as information technology, finance, human resources, and other citywide non-departmental costs. These charges are applied as revenue to the General Fund and used to offset operating costs. The City recently completed the cost allocation study which provided a basis for the level of support, and the costs associated to provide support across city departments. The study indicated that the G&A charges need to be reduced based on current costs, practices, and efficiencies. ·Other Revenue Sources, which include Use of Money & Property, Revenue from Other Agencies, and Miscellaneous Revenues are projected to be $4.5 million, a reduction of $1.4 million from the FY 25 year-end estimates. Revenues in these categories include one-time revenues from donations and grants, reimbursements for expenditures, as well as income from investment interest and rental income. Many of these one-time revenues are difficult to project and fluctuate year-over-year.
·Transfers In, at the March 25th City Council meeting, the City Council authorized a one-time transfer for FY 26 of $3 million to the General Fund. The City received these funds from CR&R for road mitigation. Additionally, a one-time transfer of $555,525 is included in the FY 26 preliminary budget, resulting from the consolidation of the City’s Dental Self-Insurance internal service fund to the General Fund.

In summary, the General Fund operating revenues, not including transfers, are projected to decrease by $1.9 million or 1.3% compared to the FY 25 year-end estimates, bringing the total operating revenue to over $143.4 million. The total FY 26 General Fund revenue, including transfers, is just under $147.0 million.

FY 26 General Fund Expenditures
The General Fund operating expenditures amount to $149.6 million, $1.7 million or a 1% increase from the FY 25 year-end estimate. Based on City Council direction, the FY 26 budget was created through a zero-based budget process. All departments provided documentation and descriptions of all non-personnel expenditure requests. Budget meetings were held between the departments and City Manager and Director of Finance to discuss the requests and necessity of the expenditure.

Table 3: FY 26 General Fund Expenditures
Expenditure
Category
FY 24
Actuals
FY 25 YearEnd
Estimate
FY 26
Budget
Variance
from YE
Estimate
%
Variance
to YE
Estimate
Salaries and
Benefits
100,385,131 100,101,382 104,742,252 4,640,870 4.6%
Contractual
Services
15,475,758 14,494,412 15,907,535 1,413,123 9.8%
Materials and
Supplies
2,227,988 1,903,855 2,485,078 581,223 30.5%
Miscellaneous
Expenditures
282,313 617,347 732,000 114,653 18.6%
Capital Outlay 135,064 113,863 134,000 20,137 17.7%
Internal Service
Costs
23,636,031 13,407,139 8,348,382 (5,058,757) -37.8%
Debt Service 1,781,555 17,258,780 17,255,637 (3,143) -0.02% City of Orange Page 5 of 10 Printed on 6/19/2025
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Services
Materials and
Supplies
2,227,988 1,903,855 2,485,078 581,223 30.5%
Miscellaneous
Expenditures
282,313 617,347 732,000 114,653 18.6%
Capital Outlay 135,064 113,863 134,000 20,137 17.7%
Internal Service
Costs
23,636,031 13,407,139 8,348,382 (5,058,757) -37.8%
Debt Service 1,781,555 17,258,780 17,255,637 (3,143) -0.02% Total Operating
Expenditure
143,923,841 147,896,778 149,604,884 1,708,106 1.2%
Transfers Out - - - - -
Total
Expenditure
143,923,841 147,896,778 149,604,884 1,708,106 1.2%
Provided below are the budget assumptions impacting the FY 26 General Fund expenditures:
·Salaries and Benefits: Salaries and benefits are projected to be $104.7 million a 4.6% increase over FY 25 year-end estimates. In summary, the increase included a contracted Cost of Living Adjustment (COLA) for public safety and increases in benefits. The FY 26 budget for this category also includes recommended staffing changes and the following budget balancing measures:
· Elimination of 7 positions totaling $1 million
· Freezing of 16 positions totaling $2.3 million
· Partially funding of 14 positions totaling $770,000
· Part-time staff reduction totaling $970,000
· Funding Overtime at 60% totaling $2.6 million
· Funding Unfunded Accrued Liability (UAL) at 60% totaling $2 million · Contractual Services: Expenditures in this category are projected to be $15.9 million, about 10% or $1.4 million more than the FY 25 year-end estimate. This category of expenditures includes the City’s large maintenance contracts as well as consultant services, many of which include an annual increase for COLA and projected material increases and are contractually obligated.
· Materials and Supplies: Expenditures within this category are projected to be approximately $2.5 million, an increase of $581,000 over the FY 25 year-end estimate.

This increase is primarily due to the addition of ongoing operating expenses of approximately $200,000 related to the City’s Flock Safety Camera program, $100,000 for library books, $80,000 for uniforms, and $20,000 for janitorial supplies. The remaining $181,000 is primarily due to anticipated increases in material and supplies City-wide. · Miscellaneous Expenditure: This category is projected to be $732,000, $115,00 or 18% more than the FY 25 year-end estimate. This increase reflects the fund consolidation of the City’s self-insured dental program for insurance premiums into the General Fund.

However, the increase in expenditure is offset by the increase in revenue resulting in a zero impact on the General Fund.
· Capital Outlay: Expenditures in this category total $134,000, an increase of slightly over $20,000 from the FY 25 year-end estimate. This increase reflects the City Clerk Rolling File Cabinet Replacement, as it is more appropriately included in the City’s City of Orange Page 6 of 10 Printed on 6/19/2025
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Rolling File Cabinet Replacement, as it is more appropriately included in the City’s operating budget in lieu of the Capital Improvement Plan. · Allocations (Internal Service Funds): Allocations to the City’s Internal Service Funds from the General Fund supports operating costs related to vehicle and computer equipment maintenance, accrued liability, insurance costs, and vehicle replacements.

Historically, these internal service funds were underfunded to decrease impacts to the General Fund at the time of budget adoption, with the intent to fund these accounts with any undesignated surplus at the end of the fiscal year. As the City has continued to face budgetary challenges, there has been less surplus realized, leaving these funds underfunded and deferring necessary replacements. For FY 26, staff projects about $8.3 million to fund these internal service funds. This includes a $2 million reduction in allocations to the Information Technology Operating Fund and $3 million reduction in the Information Technology Capital Fund.
· Debt Service: The City’s debt service payments can be split into two categories- the Pension Obligation Bonds and the Lease Revenue Bond. The Pension Obligation Bonds were purchased in 2020 to pay down the City’s Unfunded Accrued Liability (UAL) balance, thus reducing the City’s debt to CalPERS while taking advantage of favorable interest rates. The City’s Lease Revenue Bond was purchased in 2020 to invest in public safety infrastructure. Combined, the FY 26 interest and principal payments for these bonds are relatively flat compared to the FY 25.

In summary, the FY 26 General Fund operation expenditures, not including transfers, total almost $150 million. This is an increase of $1.7 million or 1.15% over the FY 25 year-end estimate. The FY 26 also included over $17 million in budget reductions in the General Fund and over $30 million in all funds, (Attachment L).

FY 26 Fund Balance for the General Fund
Based on the updated FY 25 year-end estimates, the FY 25 beginning fund balance is approximately $26.9 million with over $2.9 million in undesignated fund balance. The FY 26 budget is projected to have an operating deficit of over $2.6 million, including transfers and one-time revenues. Staff recommend using the undesignated fund balance of $2.9 million as a one-time budget balancing measure. This results in the undesignated fund balance on June 30, 2026, dropping to just over $21,000.

Table 4: General Fund Balance
FY 25 YearEnd EstimateFY 26 Budget Variance
from YE
Estimate
%
Variance
from YE
Estimate
Estimated Beginning Fund
Balance - 7/1/2024
$26,910,980 $26,972,467 577,132 2.1%
Operating Revenues 145,297,582 143,417,028 (1,880,554) -1.3% Transfers In 3,176,328 3,555,252 378,924 11.9%
Total Revenues 148,473,910 146,972,280 (1,501,630) -1.0% Operating Expenditures (147,896,778) (149,604,884) (1,708,106) 1.2% Transfers Out - - - 0.0%
Total Expenditures (147,896,778) (149,604,884) (1,708,106) 1.2% Operating Surplus/(Deficit) 577,132 (2,632,604) (3,209,736) -556.2% Etitd EdiFd27488112 24855508 (2632604) 96%
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Estimated Beginning Fund
Balance - 7/1/2024
$26,910,980 $26,972,467 577,132 2.1%
Operating Revenues 145,297,582 143,417,028 (1,880,554) -1.3% Transfers In 3,176,328 3,555,252 378,924 11.9%
Total Revenues 148,473,910 146,972,280 (1,501,630) -1.0% Operating Expenditures (147,896,778) (149,604,884) (1,708,106) 1.2% Transfers Out - - - 0.0%
Total Expenditures (147,896,778) (149,604,884) (1,708,106) 1.2% Operating Surplus/(Deficit) 577,132 (2,632,604) (3,209,736) -556.2% Estimated Ending Fund
Balance - 6/30/2025
27,488,112 24,855,508 (2,632,604) -9.6%
Reserved - Catastrophic 24,550,865 24,834,411 283,546 1.2% Estimated Undesignated
Fund Balance - 6/30/2025
$2,937,247 $21,098 (2,916,150) -99.3%
Staff will monitor actuals to budget on an ongoing basis during the fiscal year and will present any recommendations or changes to the City Council during the quarterly financial reviews.

FY 26 Budget for Other Funds
While the General Fund accounts for close to 50% of overall expenditures, there are several other funds managed by the City. The FY 26 budget reflects a total of $280.1 million in expenditures for all funds. The other key areas are summarized below:

The Water Enterprise Fund, which includes both operating and capital expenditures, is projected to begin FY 26 with an available fund balance of $10.7 million. Revenue and expenditures are estimated at $44.3 million and $47.9 million, respectively, which includes $5.2 million in water capital projects. As a result, the expected ending FY 26 available fund balance is just over $7 million. It should be noted that this fund balance estimate assumes all funding for multi-year projects will be spent in FY 26.

The Sanitation Fund, which includes sewer maintenance, tree trimming, environmental compliance services, and sewer line replacement and maintenance is projected to begin FY 26 with an available fund balance of $2.2 million. FY 26 revenue projections are $9.8 million, and expenditures are $8.7 million, resulting in an estimated ending fund balance of about $3.2 million.

The Internal Service Funds are used to account for the financing of goods and services provided by one department or agency to other departments or agencies on a cost reimbursement basis.

Allocations to the City’s Internal Service Funds (ISFs), from the General Fund and other operating funds such as Enterprise Funds and eligible Special Revenue Funds, support operating costs related to vehicles, computer equipment maintenance, accrued liability, workers compensation, and general liability insurance. Historically, these ISFs were underfunded in an effort to minimize impacts to the General Fund, with the intent to supplement any necessary overages by utilizing surplus at the end of the year through transfers. As the City has continued to face budgetary challenges, there has been less surplus realized, leaving these funds underfunded and deferring necessary replacements.

Allocations of $8.3 million have been budgeted for these funds however at the end FY 26, the Equipment Replacement Fund (720) is projected to have a negative fund balance of $2.1 million and the Worker’s Compensation Fund (730) is projected to have a negative fund balance of over $9 million, which will need to be addressed incrementally due to the budget constraints. All other ISFs have enough fund balance to address the City’s current operating needs.

Table 5: Fund Balance - Other Funds
Special
Revenue
Funds
Capital
Projects
Funds
Internal
Service
Funds
Enterprise
Funds
Estimated Beginning$29,889,667 $32,649,669 $8,220,549 $12,876,709 City of Orange Page 8 of 10 Printed on 6/19/2025
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Special
Revenue
Funds
Capital
Projects
Funds
Internal
Service
Funds
Enterprise
Funds
Estimated Beginning
Fund Balance 7/1
$29,889,667 $32,649,669 $8,220,549 $12,876,709
Operating Revenues 21,828,599 6,537,379 19,666,036 54,059,892 Transfers In - - 1,830,000 -
Total Revenues 21,828,599 6,537,379 21,496,036 54,059,892 Operating Expenditures (23,381,765) (9,849,138) (30,519,251) (56,717,459) Transfers Out - (3,000,000) (2,385,252) -
Total Expenditures (23,381,765) (12,849,138) (32,904,503) (56,717,459) Operating Surplus/
(Deficit)
(1,553,166) (6,311,759) (11,408,467) (2,657,567)
Projected Ending Fund
Balance - 6/30
$28,336,501 $26,337,910 ($3,187,918) $10,219,142
Conclusion
In summary, the FY 26 budget, for all funds, includes total revenues of approximately $253.5 million and total expenditures of $280.1 million, including transfers and the Redevelopment Agency. The General Fund total revenues are approximately $147.0 million, and expenditures are $149.6 million, including transfers. The City continues to experience fiscal challenges while balancing public safety and a standard level of service and operations for the citizens and businesses of Orange. Following the adoption, staff will complete the preparation of the Budget and Capital Improvement Plan documents and present them to the City Council upon publication.

7. ATTACHMENTS
· Attachment A - Budget Message
· Attachment B - Resolution No. 11620
· Attachment C - Resolution No. 11622
· Attachment D - Resolution No. 11621
· Attachment E - Schedule of Changes in Fund Balance
· Attachment F - Historical Summary of Revenues and Expenditures by Fund · Attachment G - Schedule of Revenues by Fund and Category · Attachment H - Schedule of Expenditures by Fund and Category · Attachment I - Recommeded Staffing Changes
· Attachment J - Schedule of Positions by Department
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· Attachment K - Five-Year Capital Improvement Plan
· Attachment L - Budget Reductions
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Agenda Item
City Council
Item #: 9.4. 6/24/2025 File #: 25-0323
TO: Honorable Mayor and Members of the City Council
THRU: Tom Kisela, City Manager
FROM: Trang Nguyen, Finance Director

1. SUBJECT
Fiscal Year 2025-26 City of Orange Budget and Five-Year Capital Improvement Program.

2. SUMMARY
Each spring, the City staff presents the City Council with an annual budget that serves as the City’s financial and operational plan for the upcoming fiscal year. This budget document is prepared following two City Council study sessions, two regular meetings, and one special meeting during which various aspects of the proposed budget are considered and Council direction is given.

3. RECOMMENDED ACTION
The following action items are recommended to adopt the Fiscal Year 2025-26 Budget, effective July 1, 2025:

1. Adopt Resolution No. 11620. A Resolution of the City Council of the City of Orange adopting said City’s Budget for the Fiscal Year 2025-26 and authorizing transfer of funds within and between appropriations, transfer of funds between funds, and additional appropriations.

2. Adopt Resolution No. 11622. A Resolution of the City Council of the City of Orange adopting the appropriations limit for the Fiscal Year 2025-2026.

3. Adopt Resolution No. 11621. A Resolution of the City Council of The City of Orange approving and authorizing staff to submit to the Orange County Transportation Authority the Measure M2 Seven-Year Capital Improvement Program for Fiscal Year 2025-2026 through 2031-2032 to comply with Measure M2 eligibility criteria.

4. FISCAL IMPACT
Adoption of the annual budget establishes the City financial plan for the Fiscal Year 2025-26.

5. STRATEGIC PLAN GOALS
Goal 2: Enhance Economic Development and Achieve Fiscal Sustainability

6. DISCUSSION AND BACKGROUND
Background:

The City’s budget is a financial plan based on anticipated revenues and expenditures in a fiscal year starting July 1 through June 30. Each year, the City’s budget is prepared prioritizing resident identified service priorities including public safety and infrastructure projects, City Council Goals, and City of Orange Page 1 of 10 Printed on 6/19/2025
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identified service priorities including public safety and infrastructure projects, City Council Goals, and providing the highest possible service levels to the community overall. The Fiscal Year 2025-26 (FY 26) budget development has been presented and reviewed at three City Council meetings. The FY 26 Budget incorporates direction received from the City Council at the May 27th regular City Council meeting.

The adoption of the FY 26 budget and related documents will ensure the City has established a set of legally adopted appropriations, met all the requirements of the Gann Initiative, and complied with the Measure M and Transportation Congestion Relief Fund (TCRF) funding requirements (Maintenance of Effort) of a Seven-Year Transportation Capital Improvement Plan. The FY 26 budget represents the City’s spending plan for the coming fiscal year, which will begin July 1, 2025 and end June 30, 2026.

In summary, the FY 26 budget, for all funds, includes total revenues of approximately $253.5 million and total expenditures of $280.1 million, including transfers and the Redevelopment Agency. The General Fund total revenues are approximately $147.0 million and expenditures of $149.6 million, including transfers.

The attached budget package contains the essential elements that are included and required for adoption of the FY 26 budget including:
· Budget Message (Attachment A)
· Budget Resolutions (Attachments B-D)
· Schedule of Changes in Fund Balances (Attachment E)
· Statement of Revenues and Expenditures (Attachments F-H) · City-wide Schedule of Positions and Staffing Changes (Attachments I-J) · Five-Year Capital Improvement Plan (Attachment K)
· Budget Reductions (Attachment L)
Discussion:

Fiscal Year 2024-25 (FY 25) General Fund Year-End Estimates On May 27, 2025, staff presented an update to the year-end estimates for FY 25 with a focus on the General Fund. The revised FY 25 year-end estimates were based on the third quarter revenues and expenditures. The year-end estimate for revenues totaled $148.7 million, including transfers, and totaled $147.9 million for estimated expenditures. This resulted in an estimated operating surplus of $577,000 due to one-time funding for road mitigation purposes. It is important to note that although the City had a one-time operating surplus due to a temporary funding source, the City is still operating on a deficit of general fund budget for services due to rising costs and the unfortunate repercussions of the Great Recession, Redevelopment Agency dissolution, and COVID-19, which is not unique to the City of Orange with many California cities facing similar fiscal situations. It should be noted that while the one-time funding created a small operating surplus, the City is projecting an ongoing operating deficit beginning in FY 26.

Table 1: FY 25 Year-end Estimated Fund Balance
FY 25 Year-End Estimate
Estimated Beginning Fund Balance - 7/1/2024 $26,910,980 Operating Revenues 145,297,582
Transfers In 3,176,328
Total Revenues 148,473,910
Operating Expenditures (147,896,778)
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Item #: 9.4. 6/24/2025 File #: 25-0323 FY 25 Year-End Estimate Estimated Beginning Fund Balance - 7/1/2024 $26,910,980 Operating Revenues 145,297,582
Transfers In 3,176,328
Total Revenues 148,473,910
Operating Expenditures (147,896,778)
Transfers Out -
Total Expenditures (147,896,778)
Operating Surplus/(Deficit) 577,132
Estimated Ending Fund Balance - 6/30/2025 27,488,112
Reserved - Catastrophic 24,550,865
Estimated Undesignated Fund Balance - 6/30/2025 $2,937,247 Fiscal Year 2025-26 (FY 26) General Fund Revenues
The FY 26 total General Fund operating revenues, including transfers in, are projected to be approximately $147.0 million, a decrease of almost $1.5 million or 1% from the FY 25 year-end estimates.

Provided in Table 2 is a summary of the major General Fund revenues by source type, comparing the changes from FY 25 year-end estimates, and FY 26 projected revenues:

Table 2: FY 26 General Fund Revenues
Revenue Source FY 24
Actuals
FY 25 YearEnd
Estimate
FY 26
Budget
Variance
from YE
Estimate
%
Variance
to YE
Estimate
Property Tax 54,570,052 57,662,282 59,276,892 1,614,610 2.8% Sales Tax 50,610,366 49,231,534 50,113,960 882,426 1.8% Transient
Occupancy Tax
6,092,658 6,211,195 6,335,000 123,805 2.0%
Franchises 2,947,165 3,056,727 3,207,364 150,637 4.9%
Licenses &
Permits
7,206,692 6,805,024 6,982,106 177,082 2.6%
Fines &
Forfeitures
1,747,538 2,433,477 2,697,576 264,099 10.9%
Fees for Services 6,851,807 6,870,980 6,045,059 (825,921) -12.0% Use of Money &
Property
4,742,556 2,084,606 2,881,727 797,121 38.2%
Rev from Other
Agencies
3,580,197 2,653,399 1,350,800 (1,302,599) -49.1%
Miscellaneous
Revenue
1,958,561 1,238,158 282,847 (955,311) -77.2%
Interfund
Revenue
3,635,631 7,050,200 4,243,697 (2,806,503) -39.8%
Total Operating
Revenue
143,943,223 145,297,582 143,417,028 (1,880,554) -1.3%
Transfers In 2629050 176328 555252 378924 2149%
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Property
Rev from Other
Agencies
3,580,197 2,653,399 1,350,800 (1,302,599) -49.1%
Miscellaneous
Revenue
1,958,561 1,238,158 282,847 (955,311) -77.2%
Interfund
Revenue
3,635,631 7,050,200 4,243,697 (2,806,503) -39.8%
Total Operating
Revenue
143,943,223 145,297,582 143,417,028 (1,880,554) -1.3%
Transfers In 2,629,050 176,328 555,252 378,924 214.9%
CR&R - 3,000,000 3,000,000 - 0.0%
Total Revenue 146,572,273 148,473,910 146,972,280 (1,501,630) -1.0% Provided below is a summary of the assumptions used for the FY 26 General Fund revenues:
·Property Tax is the largest source of General Fund revenue and is projected to be $59.3 million, reflecting a $1.6 million or 2.8% increase to FY 25 year-end estimates. Revenue growth ties to assessed property values, which typically increase annually at a rate of no greater than 2%. Based on information from our property tax consultant, we are projecting modest growth for FY 26.
· Sales Tax is the second largest source of General Fund revenue. In FY 26, the City anticipates receiving approximately $50.1 million, an increase of approximately $900,000 or

1.8% from the FY 25 year-end estimate. In the current economic environment, this modest increase reflects a slight increase to most business categories, except for the Fuels and Service Stations sector, the City’s largest source of sales tax revenue. · Transient Occupancy Tax (TOT) is projected to be approximately $6.3 million, a slight increase of 2% over the FY 25 year-end estimate. Since the pandemic, consumers have been shifting their spending to experiences, travel, and leisure. Consumers continue to spend on travel despite higher prices, but at decreased levels. According to the U.S. Travel Association, hotel room demand continued a trend of slight contraction falling 1% versus the prior year, while short-term rental demand grew 1% in 2025. Approximately $600,000 of this revenue is attributable to the Short-term Rental (STR) program which currently has 125 licensed properties.
·Licenses and Permits are currently projected to be slightly under $7.0 million, or 2.6% increase over the FY 25 year-end estimate. There are no material changes anticipated for building-related permits and annual fire permits in FY 26. However, upon completion of the fee and cost allocation study, staff will return to the City Council for consideration on updating the Master Fee Schedule.
·Fines and Forfeitures revenue is projected to be $2.7 million in FY 26, reflecting a $264,000 or 10.9% increase over FY 25 year-end estimates. This growth is primarily driven by anticipated revenue from the expanded parking enforcement program. ·Fees for Service revenue is projected to be approximately $6.0 million, a decrease of $826.000 or -12% from the FY 25 year-end estimate. The decrease is primarily due to a reduction in the Intergovernmental Transfer (IGT), reimbursement for transport fees. The City received two payments in FY 25, which accounted for two fiscal years. · Interfund Revenues are projected to be about $4.2 million, a $2.8 million or 39% decrease from the FY 25 year-end estimate. The decrease is primarily due to a reduction in the cost allocation for general administrative services (G&A) such as information technology, finance, City of Orange Page 4 of 10 Printed on 6/19/2025
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allocation for general administrative services (G&A) such as information technology, finance, human resources, and other citywide non-departmental costs. These charges are applied as revenue to the General Fund and used to offset operating costs. The City recently completed the cost allocation study which provided a basis for the level of support, and the costs associated to provide support across city departments. The study indicated that the G&A charges need to be reduced based on current costs, practices, and efficiencies. ·Other Revenue Sources, which include Use of Money & Property, Revenue from Other Agencies, and Miscellaneous Revenues are projected to be $4.5 million, a reduction of $1.4 million from the FY 25 year-end estimates. Revenues in these categories include one-time revenues from donations and grants, reimbursements for expenditures, as well as income from investment interest and rental income. Many of these one-time revenues are difficult to project and fluctuate year-over-year.
·Transfers In, at the March 25th City Council meeting, the City Council authorized a one-time transfer for FY 26 of $3 million to the General Fund. The City received these funds from CR&R for road mitigation. Additionally, a one-time transfer of $555,525 is included in the FY 26 preliminary budget, resulting from the consolidation of the City’s Dental Self-Insurance internal service fund to the General Fund.

In summary, the General Fund operating revenues, not including transfers, are projected to decrease by $1.9 million or 1.3% compared to the FY 25 year-end estimates, bringing the total operating revenue to over $143.4 million. The total FY 26 General Fund revenue, including transfers, is just under $147.0 million.

FY 26 General Fund Expenditures
The General Fund operating expenditures amount to $149.6 million, $1.7 million or a 1% increase from the FY 25 year-end estimate. Based on City Council direction, the FY 26 budget was created through a zero-based budget process. All departments provided documentation and descriptions of all non-personnel expenditure requests. Budget meetings were held between the departments and City Manager and Director of Finance to discuss the requests and necessity of the expenditure.

Table 3: FY 26 General Fund Expenditures
Expenditure
Category
FY 24
Actuals
FY 25 YearEnd
Estimate
FY 26
Budget
Variance
from YE
Estimate
%
Variance
to YE
Estimate
Salaries and
Benefits
100,385,131 100,101,382 104,742,252 4,640,870 4.6%
Contractual
Services
15,475,758 14,494,412 15,907,535 1,413,123 9.8%
Materials and
Supplies
2,227,988 1,903,855 2,485,078 581,223 30.5%
Miscellaneous
Expenditures
282,313 617,347 732,000 114,653 18.6%
Capital Outlay 135,064 113,863 134,000 20,137 17.7%
Internal Service
Costs
23,636,031 13,407,139 8,348,382 (5,058,757) -37.8%
Debt Service 1,781,555 17,258,780 17,255,637 (3,143) -0.02% City of Orange Page 5 of 10 Printed on 6/19/2025
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Services
Materials and
Supplies
2,227,988 1,903,855 2,485,078 581,223 30.5%
Miscellaneous
Expenditures
282,313 617,347 732,000 114,653 18.6%
Capital Outlay 135,064 113,863 134,000 20,137 17.7%
Internal Service
Costs
23,636,031 13,407,139 8,348,382 (5,058,757) -37.8%
Debt Service 1,781,555 17,258,780 17,255,637 (3,143) -0.02% Total Operating
Expenditure
143,923,841 147,896,778 149,604,884 1,708,106 1.2%
Transfers Out - - - - -
Total
Expenditure
143,923,841 147,896,778 149,604,884 1,708,106 1.2%
Provided below are the budget assumptions impacting the FY 26 General Fund expenditures:
·Salaries and Benefits: Salaries and benefits are projected to be $104.7 million a 4.6% increase over FY 25 year-end estimates. In summary, the increase included a contracted Cost of Living Adjustment (COLA) for public safety and increases in benefits. The FY 26 budget for this category also includes recommended staffing changes and the following budget balancing measures:
· Elimination of 7 positions totaling $1 million
· Freezing of 16 positions totaling $2.3 million
· Partially funding of 14 positions totaling $770,000
· Part-time staff reduction totaling $970,000
· Funding Overtime at 60% totaling $2.6 million
· Funding Unfunded Accrued Liability (UAL) at 60% totaling $2 million · Contractual Services: Expenditures in this category are projected to be $15.9 million, about 10% or $1.4 million more than the FY 25 year-end estimate. This category of expenditures includes the City’s large maintenance contracts as well as consultant services, many of which include an annual increase for COLA and projected material increases and are contractually obligated.
· Materials and Supplies: Expenditures within this category are projected to be approximately $2.5 million, an increase of $581,000 over the FY 25 year-end estimate.

This increase is primarily due to the addition of ongoing operating expenses of approximately $200,000 related to the City’s Flock Safety Camera program, $100,000 for library books, $80,000 for uniforms, and $20,000 for janitorial supplies. The remaining $181,000 is primarily due to anticipated increases in material and supplies City-wide. · Miscellaneous Expenditure: This category is projected to be $732,000, $115,00 or 18% more than the FY 25 year-end estimate. This increase reflects the fund consolidation of the City’s self-insured dental program for insurance premiums into the General Fund.

However, the increase in expenditure is offset by the increase in revenue resulting in a zero impact on the General Fund.
· Capital Outlay: Expenditures in this category total $134,000, an increase of slightly over $20,000 from the FY 25 year-end estimate. This increase reflects the City Clerk Rolling File Cabinet Replacement, as it is more appropriately included in the City’s City of Orange Page 6 of 10 Printed on 6/19/2025
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Rolling File Cabinet Replacement, as it is more appropriately included in the City’s operating budget in lieu of the Capital Improvement Plan. · Allocations (Internal Service Funds): Allocations to the City’s Internal Service Funds from the General Fund supports operating costs related to vehicle and computer equipment maintenance, accrued liability, insurance costs, and vehicle replacements.

Historically, these internal service funds were underfunded to decrease impacts to the General Fund at the time of budget adoption, with the intent to fund these accounts with any undesignated surplus at the end of the fiscal year. As the City has continued to face budgetary challenges, there has been less surplus realized, leaving these funds underfunded and deferring necessary replacements. For FY 26, staff projects about $8.3 million to fund these internal service funds. This includes a $2 million reduction in allocations to the Information Technology Operating Fund and $3 million reduction in the Information Technology Capital Fund.
· Debt Service: The City’s debt service payments can be split into two categories- the Pension Obligation Bonds and the Lease Revenue Bond. The Pension Obligation Bonds were purchased in 2020 to pay down the City’s Unfunded Accrued Liability (UAL) balance, thus reducing the City’s debt to CalPERS while taking advantage of favorable interest rates. The City’s Lease Revenue Bond was purchased in 2020 to invest in public safety infrastructure. Combined, the FY 26 interest and principal payments for these bonds are relatively flat compared to the FY 25.

In summary, the FY 26 General Fund operation expenditures, not including transfers, total almost $150 million. This is an increase of $1.7 million or 1.15% over the FY 25 year-end estimate. The FY 26 also included over $17 million in budget reductions in the General Fund and over $30 million in all funds, (Attachment L).

FY 26 Fund Balance for the General Fund
Based on the updated FY 25 year-end estimates, the FY 25 beginning fund balance is approximately $26.9 million with over $2.9 million in undesignated fund balance. The FY 26 budget is projected to have an operating deficit of over $2.6 million, including transfers and one-time revenues. Staff recommend using the undesignated fund balance of $2.9 million as a one-time budget balancing measure. This results in the undesignated fund balance on June 30, 2026, dropping to just over $21,000.

Table 4: General Fund Balance
FY 25 YearEnd EstimateFY 26 Budget Variance
from YE
Estimate
%
Variance
from YE
Estimate
Estimated Beginning Fund
Balance - 7/1/2024
$26,910,980 $26,972,467 577,132 2.1%
Operating Revenues 145,297,582 143,417,028 (1,880,554) -1.3% Transfers In 3,176,328 3,555,252 378,924 11.9%
Total Revenues 148,473,910 146,972,280 (1,501,630) -1.0% Operating Expenditures (147,896,778) (149,604,884) (1,708,106) 1.2% Transfers Out - - - 0.0%
Total Expenditures (147,896,778) (149,604,884) (1,708,106) 1.2% Operating Surplus/(Deficit) 577,132 (2,632,604) (3,209,736) -556.2% Etitd EdiFd27488112 24855508 (2632604) 96%
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Estimated Beginning Fund
Balance - 7/1/2024
$26,910,980 $26,972,467 577,132 2.1%
Operating Revenues 145,297,582 143,417,028 (1,880,554) -1.3% Transfers In 3,176,328 3,555,252 378,924 11.9%
Total Revenues 148,473,910 146,972,280 (1,501,630) -1.0% Operating Expenditures (147,896,778) (149,604,884) (1,708,106) 1.2% Transfers Out - - - 0.0%
Total Expenditures (147,896,778) (149,604,884) (1,708,106) 1.2% Operating Surplus/(Deficit) 577,132 (2,632,604) (3,209,736) -556.2% Estimated Ending Fund
Balance - 6/30/2025
27,488,112 24,855,508 (2,632,604) -9.6%
Reserved - Catastrophic 24,550,865 24,834,411 283,546 1.2% Estimated Undesignated
Fund Balance - 6/30/2025
$2,937,247 $21,098 (2,916,150) -99.3%
Staff will monitor actuals to budget on an ongoing basis during the fiscal year and will present any recommendations or changes to the City Council during the quarterly financial reviews.

FY 26 Budget for Other Funds
While the General Fund accounts for close to 50% of overall expenditures, there are several other funds managed by the City. The FY 26 budget reflects a total of $280.1 million in expenditures for all funds. The other key areas are summarized below:

The Water Enterprise Fund, which includes both operating and capital expenditures, is projected to begin FY 26 with an available fund balance of $10.7 million. Revenue and expenditures are estimated at $44.3 million and $47.9 million, respectively, which includes $5.2 million in water capital projects. As a result, the expected ending FY 26 available fund balance is just over $7 million. It should be noted that this fund balance estimate assumes all funding for multi-year projects will be spent in FY 26.

The Sanitation Fund, which includes sewer maintenance, tree trimming, environmental compliance services, and sewer line replacement and maintenance is projected to begin FY 26 with an available fund balance of $2.2 million. FY 26 revenue projections are $9.8 million, and expenditures are $8.7 million, resulting in an estimated ending fund balance of about $3.2 million.

The Internal Service Funds are used to account for the financing of goods and services provided by one department or agency to other departments or agencies on a cost reimbursement basis.

Allocations to the City’s Internal Service Funds (ISFs), from the General Fund and other operating funds such as Enterprise Funds and eligible Special Revenue Funds, support operating costs related to vehicles, computer equipment maintenance, accrued liability, workers compensation, and general liability insurance. Historically, these ISFs were underfunded in an effort to minimize impacts to the General Fund, with the intent to supplement any necessary overages by utilizing surplus at the end of the year through transfers. As the City has continued to face budgetary challenges, there has been less surplus realized, leaving these funds underfunded and deferring necessary replacements.

Allocations of $8.3 million have been budgeted for these funds however at the end FY 26, the Equipment Replacement Fund (720) is projected to have a negative fund balance of $2.1 million and the Worker’s Compensation Fund (730) is projected to have a negative fund balance of over $9 million, which will need to be addressed incrementally due to the budget constraints. All other ISFs have enough fund balance to address the City’s current operating needs.

Table 5: Fund Balance - Other Funds
Special
Revenue
Funds
Capital
Projects
Funds
Internal
Service
Funds
Enterprise
Funds
Estimated Beginning$29,889,667 $32,649,669 $8,220,549 $12,876,709 City of Orange Page 8 of 10 Printed on 6/19/2025
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Special
Revenue
Funds
Capital
Projects
Funds
Internal
Service
Funds
Enterprise
Funds
Estimated Beginning
Fund Balance 7/1
$29,889,667 $32,649,669 $8,220,549 $12,876,709
Operating Revenues 21,828,599 6,537,379 19,666,036 54,059,892 Transfers In - - 1,830,000 -
Total Revenues 21,828,599 6,537,379 21,496,036 54,059,892 Operating Expenditures (23,381,765) (9,849,138) (30,519,251) (56,717,459) Transfers Out - (3,000,000) (2,385,252) -
Total Expenditures (23,381,765) (12,849,138) (32,904,503) (56,717,459) Operating Surplus/
(Deficit)
(1,553,166) (6,311,759) (11,408,467) (2,657,567)
Projected Ending Fund
Balance - 6/30
$28,336,501 $26,337,910 ($3,187,918) $10,219,142
Conclusion
In summary, the FY 26 budget, for all funds, includes total revenues of approximately $253.5 million and total expenditures of $280.1 million, including transfers and the Redevelopment Agency. The General Fund total revenues are approximately $147.0 million, and expenditures are $149.6 million, including transfers. The City continues to experience fiscal challenges while balancing public safety and a standard level of service and operations for the citizens and businesses of Orange. Following the adoption, staff will complete the preparation of the Budget and Capital Improvement Plan documents and present them to the City Council upon publication.

7. ATTACHMENTS
· Attachment A - Budget Message
· Attachment B - Resolution No. 11620
· Attachment C - Resolution No. 11622
· Attachment D - Resolution No. 11621
· Attachment E - Schedule of Changes in Fund Balance
· Attachment F - Historical Summary of Revenues and Expenditures by Fund · Attachment G - Schedule of Revenues by Fund and Category · Attachment H - Schedule of Expenditures by Fund and Category · Attachment I - Recommeded Staffing Changes
· Attachment J - Schedule of Positions by Department
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· Attachment K - Five-Year Capital Improvement Plan
· Attachment L - Budget Reductions
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RESOLUTION NO. 11620

A RESOLUTION OF THE CITY COUNCIL OF

THE CITY OF ORANGE ADOPTING SAID
CITY’S BUDGET FOR THE FISCAL YEAR
2025- 2026 AND AUTHORIZING TRANSFER

OF FUNDS WITHIN AND BETWEEN

APPROPRIATIONS, TRANSFER OF FUNDS

BETWEEN FUNDS, AND ADDITIONAL
APPROPRIATIONS.

BE IT RESOLVED by the City Council of the City of Orange, California, as follows:

SECTION I. Adoption of Budget
The City of Orange budget for the Fiscal Year 2025-2026, as amended by the City Council and on file in the office of the City Clerk, is hereby adopted as the budget for the City of Orange for the Fiscal Year 2025-2026 Appropriations for the Annual Budget are set forth in the Schedule of Operating Expenditures by Fund. Appropriations existing as ofJune 30, 2025, for CIP projects will be carried over to the 2025-2026 fiscal year except for those projects which are completed, as determined by the City Manager, before the end of the 2024-2025 fiscal year.

SECTION II. Transfer of Funds Within and Between Appropriations A. Transfer of Funds within an operating appropriation – Department Heads may transfer funds between non-salary object group classifications or programs within their operating departmental appropriationwith the approval oftheFinanceDirector. The City Manager’s approval is required to transfer funds to or from salary accounts within a departmental appropriation.

B. All other transfers between appropriations, including departmental budgets, capital projects, debt service or pass-throughs, must be approved by the affirmative vote of four members of the City Council.

SECTION III. Transfers of Funds Between Funds
Transfer of funds between funds, as outlined in the Schedule of Transfers in the Budget document, shall be made as expenditures or revenues warrant such transfers. Other transfers may be approved by the affirmative vote of four members of the City Council.

SECTION IV. Additional Appropriations
Excepting donations of $5,000 ormore per donor within a fiscal year, only theCity Council, by the affirmative vote of four members, may amend the budget to add, change, or delete appropriations. Donations less than $5,000 per donor within a fiscal year shall be appropriated by the City Manager in accordance with the wishes of the donor. 1344
2 ADOPTED this 24th day of June 2025.

Daniel R. Slater, Mayor, City of Orange
ATTEST:

Pamela Coleman, City Clerk, City of Orange
APPROVED AS TO FORM:

Wayne W. Winthers
Interim 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 24th day of June, 2025 by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

Pamela Coleman, City Clerk, City of Orange
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RESOLUTION NO. 11622

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF ORANGE ADOPTING

THE APPROPRIATIONS LIMIT FOR THE
FISCAL YEAR 2025-2026
WHEREAS, the voters of California on November 6, 1979, added Article XIIIB to the State Constitution placing various limitations on the appropriations of the state and local governments; and
WHEREAS, Article XIIIB was amended by Proposition 111 and SB88 to provide for the calculation of the appropriations limit for Fiscal Years beginning with 1990-91 using, at the City's election, the City's own population growth or the population growth of the County, and the growth in California per capita income or the growth in non-residential assessed valuation due to new construction; and
WHEREAS, data necessary to calculate the growth in the non-residential assessed value was not available from the County Assessor and the City may need to adjust the limit on appropriations once the data is available; and
WHEREAS, the information and the elections made as set forth above are necessary for making these adjustments and are attached as Exhibit "A"; and WHEREAS, the City of Orange, to the best of its knowledge, has complied with all the provisions of Article XIIIB in determining the appropriation limit for Fiscal Year 2025-2026.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Orange that the Appropriations Limit in Fiscal Year 2025-2026 shall be $254,022,817 and the City’s appropriations subject to limitation are $127,542,785.

ADOPTED this 24th day of June, 2025.

Daniel R. Slater, Mayor, City of Orange
ATTEST:

Pamela Coleman, City Clerk, City of Orange
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2 APPROVED AS TO FORM:

Wayne W. Winthers
Interim 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 24th day of June, 2025 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"
2025-26 APPROPRIATIONS LIMIT UNDER ARTICLE XIIIB
2025-26 APPROPRIATION LIMIT IS CALCULATED AS FOLLOWS:

The following information was provided by the State Department of Finance in order to calculate the Appropriation Limit for 2025-26:
20-21 21-22 22-23 23-24 24-25 25-26
POPULATION GROWTH 0.9975 0.9847 1.0010 1.0066 1.0031 1.0095 CHANGE IN PER CAPITA INCOME 1.0373 1.0573 1.0755 1.0444 1.0362 1.0644 TOTAL ADJUSTMENT 1.0347 1.0411 1.0766 1.0513 1.0394 1.0746 LAST YEAR'S LIMIT 186,534,130 193,008,124 200,945,256 216,332,740 227,430,610 236,397,215 CURRENT YEAR'S LIMIT 193,008,124 200,945,256 216,332,740 227,430,610 236,397,215 254,022,817 OTHER ADJUSTMENTS:

ASSUMED RESPONSIBILITY:

BOOKING FEES

PROP TAX ADMIN CHG
ADJ. CURRENT YR. LIMIT 193,008,124 200,945,256 216,332,740 227,430,610 236,397,215 254,022,817 Greater of
City County City County Population
Fiscal Year Date Population Population Growth Growth Changes 20-21 01-01-19 140,410 3,192,279
01-01-20 140,065 3,193,693 -0.25% 0.04% 0.04%
21-22 01-01-20 139,504 3,180,440
01-01-21 137,366 3,153,718 -1.53% -0.84% -0.84%
22-23 01-01-21 137,534 3,168,941
01-01-22 137,676 3,161,604 0.10% -0.23% 0.10%
23-24 01-01-22 138,155 3,151,305
01-01-23 139,063 3,136,922 0.66% -0.46% 0.66%
24-25 01-01-23 138,842 3,140,716
01-01-24 138,621 3,150,493 -0.16% 0.31% 0.31%
25-26 01-01-24 138,403 3,169,873
01-01-25 139,724 3,175,233 0.95% 0.17% 0.95%
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EXHIBIT "A"
2024-25 APPROPRIATIONS LIMIT UNDER ARTICLE XIIIB (Continued) Percentage Changes in Per Capita Personal Income:

Per Capita Income Converted to a Ratio:
2020-21 2021-22 2022-23 2023-24 2024-25 2025-26

3.73% 5.73% 7.55% 4.44% 3.62% 6.44%
2020-21 2021-22 2022-23 2023-24 2023-24 2025-26

1.0373 1.0573 1.0755 1.0444 1.0362 1.0644 1349
RESOLUTION NO. 11621

A RESOLUTION OF THE CITY COUNCIL OF

THE CITY OF ORANGE TO APPROVE AND

AUTHRORIZE STAFFF TO SUBMIT TO THE

ORANGE COUNTY TRANSPORTATION
AUTHORITY THE MEASURE M2 SEVENYEAR CAPITAL IMPROVEMENT PROGRAM FOR FISCAL YEAR 2025-2026 THROUGH
2031-2032 TO COMPLY WITH MEASURE M2

ELIGIBILITY CRITERIA
WHEREAS, an annual submittal of Measure M2 eligibility documentation to the Orange County Transportation Authority (OCTA) is required to remain eligible to receive Measure M2 sales tax revenue funds; and
WHEREAS, the submittal documentation requires the City Council approval of an updated Measure M2 Seven-Year Capital Improvement Program; and WHEREAS, the City’s Measure M2 Seven-Year Capital Improvement Program for fiscal year 2025-2026 through 2031-2032 is a transportation planning and fiscal forecasting document used to guide future programming for transportation capital improvement projects; and WHEREAS, the Measure M2 Seven-Year Capital Improvement Program emphasizes projects that improve circulation, mitigate traffic congestion, and maintain the City’s investment in existing transportation infrastructure; and
WHEREAS, the Measure M2 Seven-Year Capital Improvement Program is consistent with the proposed citywide Capital Improvement Program budget and the City’s General Plan; and WHEREAS, the Measure M2 Seven-Year Capital Improvement Program includes 40 projects with a total preliminary projected budget requirement of $71,928,109 million over the seven-year period; and
WHEREAS, the Measure M2 Seven-Year Capital Improvement Program projects are attached as Exhibit “A”; and
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Orange does hereby approves and authorizes staff to submit to OCTA the Measure M2 Seven-Year Capital Improvement Program for Fiscal years 2025-2026 through 2031-2032 to comply with Measure M2 eligibility criteria.
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2 ADOPTED this 24th day of June, 2025
Daniel R. Slater, Mayor, City of Orange
ATTEST:

Pamela Coleman, City Clerk, City of Orange
APPROVED AS TO FORM:

Wayne W. Winthers
Interim 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 24th day of June, 2025 by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

Pamela Coleman, City Clerk, City of Orange
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FY 26 Budget
Projected Projected
Fund Balance Fund Balance
Fund No Funds 7/1/2025 Revenues Transfers In Expenditures Transfers Out 6/30/2026 General Funds
100 General Fund 2,937,247 * 3,555,252 143,417,028 149,604,884 21,097 Total General Funds 2,937,247 143,417,028 3,555,252 149,604,884 - 304,643 Special Revenue Funds
110 Building Records and Planning Doc. 1,626,464 471,400 - 74,388 - 2,023,476 120 Proposition 172 1,399,811 1,336,688 - 1,568,381 - 1,168,118 125 EMT Program 2,689,378 4,526,300 - 4,002,238 - 3,213,440 126 Opioid Settlement Fund 32,313 46,200 - - - 78,513
130 PEG Program 367,583 217,515 - 381,979 - 203,119
140 CASP 436,439 57,200 - 22,675 - 470,964
150 O.C.P.T. 217,279 23,900 - 15,059 - 226,120
245 Air Pollution Reduction (AQMD) 368,284 17,400 - 67,420 - 318,264 263 Measure M2 5,372,340 4,487,716 - 4,400,436 - 5,459,620 270 Special Gas Tax Maint 852,359 4,010,173 - 4,243,665 - 618,867 274 RMRA 4,676,415 3,808,332 - 3,400,000 - 5,084,747
287 Citywide TSIP 4,136,676 191,200 - 1,892,067 - 2,435,809 291 Santiago LMD 1,299,952 62,200 - 979,928 - 382,224
293 Sycamore Cross LMD 142,845 5,800 - 55,918 - 92,728
294 Del Rio LMD 362,377 14,900 - 108,010 - 269,267
310 CDBG (270,994) 1,034,444 - 750,804 - 12,646
312 SB2 261,287 100,800 - 23,203 - 338,884
315 CDBG Deferred Loan/Housing 503,592 22,800 - - - 526,392 316 Federal Rental Rehab 161,670 7,000 - - - 168,670
317 HOME Grant (1,597,105) 432,231 - 19,189 - (1,184,063) 320 CA Parklands 137,017 5,900 - - - 142,917
350 Traffic Safety Grant 855,066 210,700 - 88,631 - 977,135 353 Federal Police Grants (6,467) - - 5,250 - (11,717)
354 AB3229-COPS/State 1,156,965 444,800 - 229,467 - 1,372,298 355-360 Asset Seizure Funds 3,653,808 240,000 - 594,672 - 3,299,136 916 Affordable Housing 307,715 13,600 - 2,146 - 319,169 921 Low/Moderate Income Hsng Asset 746,596 39,400 - 456,239 - 329,757 Total Special Revenue Funds 29,889,667 21,828,599 - 23,381,765 - 28,336,501 87,200
Capital Project Funds
500 Capital Projects 10,053,997 569,100 - 3,773,724 3,000,000 3,849,373 510 Park Acquisition 9,187,992 506,400 - 2,594,125 - 7,100,267 511 Park Acq (Quimby) 39,106 900 - - - 40,006
512 El Modena Park Facilities 722,793 126,432 - 300,000 - 549,225 530 Drainage District 4,393 200 - 824 - 3,769
540 Old Town Parking 28,563 5,500 - 16,282 - 17,781
550 Reimbursable Capital 2,094,359 4,912,747 - 2,412,746 - 4,594,360 551 County Park Grants 555 200 - - - 755
553 Capital Bond Proceeds 2,178,682 - - 60,311 - 2,118,371 555 Parking In Lieu 46,591 3,400 - - - 49,991
560 Fire Facilities Fees 619,437 48,300 - 250,000 - 417,737 570 Police Facilities Fees 932,169 39,500 - 70,000 - 901,669 573 Library Facilities Fees 594,559 35,100 - 201,126 - 428,533 951 City Trf: Tustin Project Taxable 1,356,064 57,300 - - - 1,413,364 952 City Trf: NW & SW 2003 Taxable 1,100,668 65,500 - - - 1,166,168 953 City Trf: NW& SW 2003 Exempt 778,786 32,900 - - - 811,686 954 City Trf: Merged 2008 Exempt 2,910,954 133,900 - 170,000 - 2,874,854 Total Capital Project Funds 32,649,669 6,537,379 - 9,849,138 3,000,000 26,337,910 Internal Service Funds
710 Equipment Maint 1,713,710 3,333,506 - 3,925,486 900,000 221,730 720 Equipment Replacement (358,601) - 900,000 2,670,082 - (2,128,683) 730 Worker's Compensation (8,265,962) 4,843,835 - 5,604,827 - (9,026,954) 740 Liability (163,709) 5,409,336 - 5,396,796 - (151,170) 752 Dental 555,252 - - - 555,252 -
760 Emp Accrued Liability 4,265,331 3,149,967 - 7,074,522 - 340,776 780 Info Tech Maintenance 1,293,828 2,510,292 930,000 4,727,104 - 7,016 790 Computer Replacement 9,180,701 419,100 - 1,120,434 930,000 7,549,366 Total Internal Service Funds 8,220,549 19,666,036 1,830,000 30,519,251 2,385,252 (3,187,918) -
TOTAL GOVERNMENTAL FUNDS 73,697,132 191,449,042 5,385,252 213,355,038 5,385,252 51,791,136 Enterprise Funds
220/520 Sanitation (Sewer) Fund 2,176,285 9,782,834 - 8,754,150 - 3,204,969 600 Water Fund 10,700,424 44,277,058 - 47,963,309 - 7,014,172 Total Enterprise Funds 12,876,709 54,059,892 - 56,717,459 - 10,219,141 -
TOTAL OF ALL CITY'S FUNDS 86,573,840 245,508,934 5,385,252 270,072,497 5,385,252 62,010,277 RDA/SAORA Funds
920 RDA - Obligation Retirement 4,214,916 100,930 - - 51,430 4,264,416 940 RDA - Merged Cap Projects 4,220,169 201,898 - 65,574 2,236,590 2,119,903 987 Merged Debt Svc (21,344,365) 22,500 2,288,020 2,288,020 (21,321,865) Total RDA/SAORA Funds (12,909,280) 2,288,020 325,328 2,353,594 2,288,020 (14,937,546) GRAND TOTAL OF ALL FUNDS 73,664,561 245,834,262 7,673,272 272,426,091 7,673,272 47,072,732 Adopted Budget Adopted Budget

SCHEDULE OF CHANGES IN FUND BALANCE
1365
FY 26 Budget

HISTORICAL SUMMARY OF REVENUES AND EXPENDITURES

BY FUND TYPE
Actual Actual Estimate Budget
2022-23 2023-24 2024-25 2025-26

REVENUES
General Fund 138,945,246 146,645,852 148,473,910 146,972,280 Special Revenue 21,453,623 28,471,382 24,058,010 21,828,599 Capital Projects 10,028,702 16,199,916 13,196,462 6,537,379 Enterprise 47,564,229 55,840,443 52,541,239 54,059,892
Internal Service 33,879,356 21,022,970 25,336,040 21,496,036 Redevelopment (Successor) 11,416,193 7,278,514 4,970,255 2,613,348 Total Revenues 263,287,350 275,459,077 268,575,917 253,507,534

EXPENDITURES
General Fund 161,467,106 143,923,841 147,896,778 149,604,885 Special Revenue 27,797,633 10,763,286 23,074,641 23,381,765 Capital Projects 12,041,115 19,756,390 11,899,493 12,849,138 Enterprise 45,108,249 47,300,113 54,296,495 56,717,459
Internal Service 22,410,629 21,790,665 29,353,837 32,904,503 Redevelopment (Successor) 6,425,071 4,359,797 4,677,008 4,641,614 Total Expenditures 275,249,803 247,894,092 271,198,251 280,099,363 1366
FY 26 Budget

HISTORICAL SCHEDULE OF REVENUE SOURCES BY FUND

TYPE AND FUND
Actual Actual Estimate Budget
2022-23 2023-24 2024-25 2025-26

GENERAL FUND
General Fund - 100 138,945,246 146,645,852 148,473,910 146,972,280 Total General Fund 138,945,246 146,645,852 148,473,910 146,972,280

SPECIAL REVENUE FUNDS
Building Records and Planning Documents Fund - 110 743,396 341,576 445,946 471,400 Proposition 172 Fund - 120 1,265,472 1,311,707 1,349,764 1,336,688 Emergency Transport Program Fund - 125 4,265,049 4,616,185 4,125,857 4,526,300 Opioid Settlement - Fund 126 - (613) 32,313 46,200
1% PEG Fund - 130 524,729 236,891 263,628 217,515
CAPs Certification & Training Fund - 140 72,828 79,084 74,756 57,200 OCPT Building Maintenance Fund - 150 12,894 26,653 20,733 23,900 Air Pollution Reduction Fund - 245 137,787 194,865 189,981 17,400 Traffic Improvement - Measure M2 Fund - 263 4,145,144 3,834,279 4,553,777 4,487,716 Gas Tax Maintenance Fund - 270 3,573,277 3,869,702 4,027,625 4,010,173 Gas Tax - Proposition 111 Fund - 272 (32,778) - - -
Road Maintenance Rehabilitation Account Fund - 274 3,158,283 3,782,330 3,625,787 3,808,332 TSIP Citywide Fund - 287 233,742 2,075,725 244,509 191,200 Santiago Hills Lndscpe Maint District Fund - 291 1,097,485 1,006,270 913,356 62,200 Sycamore Crossing Lndscpe Maint District Fund - 293 49,214 53,530 51,573 5,800 Del Rio Landscape Maintenance District Fund - 294 91,251 103,275 98,712 14,900 Community Development Block Grant - 310 1,034,781 1,438,064 1,034,444 1,034,444 SB2-Building Homes & Jobs Act - 312 944,217 3,100,246 1,624,693 100,800 CDBG - Housing Rehab/Loans - 315 5,789 38,517 14,688 22,800 Federal Rental Rehabilitation - 316 2,034 7,305 4,488 7,000 Home - 317 193,546 976,957 436,031 432,231
California Parklands - 320 1,724 6,191 3,804 5,900
Traffic Safety Grant - 350 168,880 189,634 188,354 210,700 Federal Police Grants - 353 12,160 11,963 12,884 -
AB 3229 COPS/State Grant Fund - 354 365,937 434,016 412,431 444,800 Asset Seizure Funds - 355-360 1,576,186 396,655 203,226 240,000 Affordable Housing - New Construction - 916 160,193 97,622 19,570 13,600 Low and Moderate Income Housing Fund - 921 (2,349,595) 242,754 85,078 39,400 Total Special Revenue Funds 21,453,623 28,471,382 24,058,010 21,828,599

CAPITAL PROJECTS FUNDS
Capital Projects - 500 9,057,618 3,502,804 4,367,366 569,100 Park Acquisition (Infill) - 510 (427,410) 4,463,357 462,429 506,400 Park Acquisition & Development (Quimby) - 511 6,458 14,930 24,176 900 El Modena Park Facilities Fund - 512 96,495 125,238 112,462 126,432 Storm Drain Fund - 530 55 199 122 200
1367
FY 26 Budget

HISTORICAL SCHEDULE OF REVENUE SOURCES BY FUND

TYPE AND FUND
Actual Actual Estimate Budget
2022-23 2023-24 2024-25 2025-26
CAPITAL PROJECTS FUNDS (Cont.)
Old Towne Parking Facility Fund - 540 5,578 5,360 4,551 5,500 Reimbursable Capital Projects Fund - 550 684,352 4,356,548 7,512,090 4,912,747 County Park Grants Fund - 551 (49) 1,409 149 200
City Infrastructure Bond - 553 359,819 2,104,127 224,972 - Parking in Lieu Fund - 555 1,768 6,260 2,107 3,400
Fire Facility Fees Fund - 560 88,356 653,179 150,659 48,300 Police Facility Fees Fund - 570 33,474 268,719 59,226 39,500 Library Facility Fees - 573 32,198 382,901 91,218 35,100 ORA Housing Set-Aside Fund - 951 16,635 59,729 36,701 57,300 NW & SW Merged 2003 Taxable Bonds - 952 23,055 77,641 41,597 65,500 NW & SW Merged 2003 Tax Exempt Bonds - 953 9,609 34,302 21,077 32,900 NW & SW Merged 2008 Tax Exempt Bonds - 954 40,691 143,213 85,559 133,900 Total Capital Projects Funds 10,028,702 16,199,916 13,196,462 6,537,379

ENTERPRISE FUNDS
Sanitation and Sewer Fund - 220 8,866,470 11,027,389 8,403,425 9,782,834 Water Utility Operations Fund - 600 38,697,759 44,813,054 44,137,814 44,277,058 Total Enterprise Funds 47,564,229 55,840,443 52,541,239 54,059,892

INTERNAL SERVICE FUNDS
Equipment Expense Fund - 710 3,766,471 3,658,431 4,124,616 3,333,506 Equipment Replacement Fund - 720 6,651,070 305,211 1,276,113 900,000 Self Insurance - Worker's Compensation - 730 5,163,410 5,615,880 5,162,666 4,843,835 Self Insurance - Liability - 740 4,595,895 4,714,473 4,597,340 5,409,336 Self Insurance - Dental - 752 534,213 546,132 448,728 - Employee Accrued Liability - 760 1,820,037 1,951,853 1,759,986 3,149,967 Information Systems Operations Fund - 780 3,206,639 3,833,951 4,510,292 3,440,292 Computer Replacement Fund - 790 8,141,622 397,038 3,456,300 419,100 Total Internal Service Funds 33,879,356 21,022,970 25,336,040 21,496,036

REDEVELOPMENT (SUCCESSOR) FUNDS
Redevelopment Obligation Retirement Fund - 920 5,660,295 3,073,556 2,461,298 100,930 ORA Merged Projects - 940 118,423 145,194 133,541 201,898 ORA Merged Debt Service - 987 5,637,475 4,059,764 2,375,416 2,310,520 Total Redevelopment (Successor)
Funds 11,416,193 7,278,514 4,970,255 2,613,348
GRAND TOTAL 263,287,350 275,459,077 268,575,917 253,507,534 1368
FY 26 Budget

HISTORICAL SCHEDULE OF REVENUE SOURCES

BY FUND TYPE AND CATEGORY
Actual Actual Estimate Budget
2022-23 2023-24 2024-25 2025-26

GENERAL FUND
Taxes 92,107,766 94,001,968 113,105,011 115,725,852
Franchises 2,622,044 2,981,298 3,056,727 3,207,364
Licenses & Permits 6,983,399 7,206,692 6,805,024 6,982,106 Fines & Forfeitures 2,008,770 1,747,538 2,433,477 2,697,576 Use of Money & Property 2,344,767 4,742,556 2,084,606 2,881,727 Revenue from Other Agencies 18,081,165 20,890,754 2,653,399 1,350,800 Fees for Services 6,491,550 6,851,807 6,870,980 6,045,059 Miscellaneous Revenues 2,779,559 1,958,560 1,238,158 282,847 Interfund Revenue 5,526,228 6,264,680 10,226,529 7,798,949 Total General Fund 138,945,246 146,645,852 148,473,910 146,972,280 SPECIAL REVENUE FUNDS 21,496,036
Taxes 6,176,117 5,710,608 6,564,814 5,395,191
Franchises 526,528 219,936 251,900 199,315
Licenses & Permits 66,719 64,628 63,641 40,000
Use of Money & Property 1,282,912 1,665,450 966,038 1,434,000 Revenue from Other Agencies 9,865,536 13,563,368 11,327,957 9,720,093 Fees for Services 4,229,386 6,848,126 4,538,190 4,776,000 Miscellaneous Revenues 1,906,425 399,265 345,470 264,000 Interfund Revenue (2,600,000) - - -
Total Special Revenue Funds 21,453,623 28,471,382 24,058,010 21,828,599

CAPITAL PROJECTS FUNDS
Licenses & Permits (567,670) 4,002,651 132,877 4,000
Use of Money & Property 776,932 1,447,680 1,219,459 1,515,632 Revenue from Other Agencies 844,700 4,421,200 7,512,090 4,912,747 Fees for Services 1,829,473 4,616,925 4,322,072 105,000 Miscellaneous Revenues 145,266 - 9,965 -
Interfund Revenue 7,000,000 1,711,460 - -
Total Capital Projects Funds 10,028,702 16,199,916 13,196,462 6,537,379 1369
FY 26 Budget

HISTORICAL SCHEDULE OF REVENUE SOURCES

BY FUND TYPE AND CATEGORY
Actual Actual Estimate Budget
2022-23 2023-24 2024-25 2025-26

ENTERPRISE FUNDS
Licenses & Permits 1,661 2,416 604 1,000
Fines & Penalties 63,734 66,444 57,840 60,000
Use Of Money & Property 278,290 1,782,865 1,153,040 1,807,000 Revenue From Other Agencies 86,674 807,978 773,709 -
Charges For Services 8,315,211 9,140,842 8,000,488 9,190,324 Other Revenue 471,448 312,772 334,924 196,458
Inter Fund Revenue 2,310,270 - -
Water Charges For Services 38,347,210 41,416,856 42,220,635 42,805,110 Total Enterprise Funds 47,564,229 55,840,443 52,541,239 54,059,892

INTERNAL SERVICE FUNDS
Fees for Services - - 2,213 -
Miscellaneous Revenues 739,370 1,678,938 725,629 10,000 Interfund Revenue 33,139,986 19,344,033 24,608,198 23,616,036 Total Internal Service Funds 33,879,356 21,022,970 25,336,040 23,626,036

REDEVELOPMENT (SUCCESSOR) FUNDS
Use of Money & Property 90,570 258,412 180,000 273,898
Revenue from Other Agencies 5,664,058 2,999,096 2,426,100 51,430 Interfund Revenue 5,661,565 4,021,006 2,364,155 2,288,020 Total Redevelopment Funds 11,416,193 7,278,514 4,970,255 2,613,348 GRAND TOTAL 263,287,350 275,459,077 268,575,917 255,637,534 1370
FY 26 Budget

HISTORICAL SCHEDULE OF EXPENDITURES BY FUND

TYPE AND FUND
Actual Actual Estimate Budget
2022-23 2023-24 2024-25 2025-26

GENERAL FUND
General Fund - 100 161,467,106 143,923,841 147,896,778 149,604,884 Total General Fund 161,467,106 143,923,841 147,896,778 149,604,884

SPECIAL REVENUE FUNDS
Building Records and Planning Documents Fund - 110 188,114 334,233 366,061 74,388 Business Investment Fund - 115 - - - -
Proposition 172 Fund - 120 732,839 720,688 791,746 1,568,381 Emergency Transport Program Fund - 125 3,318,418 3,278,523 3,814,878 4,002,238 PEG Program - 130 245,028 285,554 307,433 381,979
CASp Fund - 140 65,411 124 8,190 22,675
OCPT Building Maintenance Fund - 150 2,275 1,763 3,099 15,059 Air Pollution Reduction Fund - 245 186,131 154,425 75,629 67,420 Traffic Improvement - Measure M2 Fund - 263 2,996,748 4,814,301 4,398,769 4,400,436 Gas Tax Maintenance Fund - 270 3,949,125 3,924,179 3,718,457 4,243,665 Road Maintenance Rehabilitation Account - 274 2,612,137 5,257,973 1,606,744 3,400,000 Citywide TSIP - 287 863,636 904,381 316,608 1,892,067
Santiago Hills Lndscpe Maint District Fund - 291 949,980 776,168 1,294,723 979,928 Sycamore Crossing Lndscpe Maint District Fund - 293 39,056 38,298 42,904 55,918 Del Rio Landscape Maintenance District Fund - 294 69,014 69,251 82,721 108,010 Community Development Block Grant 2,011,585 784,834 981,923 750,804 SB2-Building Homes & Jobs Act 1,088,609 64,900 2,927,836 23,203 Home 1,120,146 (1,759,144) 997,556 19,189
Traffic Safety Fund - 350 20,669 18,709 199,064 88,631
Federal Police Grants - 353 12,160 11,963 15,461 5,250
AB 3229 COPS/State Grant Fund - 354 478,313 193,593 181,227 229,467 Asset Seizure Funds - 355-360 369,399 318,958 639,408 594,672 Affordable Housing - 916 (221,302) (1,127,324) 21,029 2,146 Low & Moderate Income Housing Asset Fund - 921 3,117,511 (12,323,326) 283,176 456,239 Total Special Revenue Funds 27,797,633 10,763,286 23,074,641 23,381,765

CAPITAL PROJECTS FUNDS
Capital Projects Fund - 500 3,568,704 7,914,382 4,636,879 6,773,724 Park Acquisition (Infill) 1,055,358 1,718,966 364,801 2,594,125 Park Acquisition & Development (Quimby) 79,485 289,815 - - El Modena Park Facilities Fund - 512 230,817 37,123 92,077 300,000 1371
FY 26 Budget

HISTORICAL SCHEDULE OF EXPENDITURES BY FUND

TYPE AND FUND
Actual Actual Estimate Budget
2022-23 2023-24 2024-25 2025-26
CAPITAL PROJECTS FUNDS (Cont.)
Old Towne Parking Facility Fund - 540 4,520 8,235 12,250 16,282 Reimbursable Capital Projects Fund - 550 1,870,789 4,306,768 3,983,020 2,412,746 County Park Grants Fund - 551 - 22,565 5,814 -
Capital Bond Proceeds - 553 4,046,528 4,918,465 1,905,922 60,311 Parking in Lieu - 555 - 57,025 34,960 -
Fire Facility Area Fees Fund - 560 502,818 222,200 303,022 250,000 Police Facility Fees Fund - 570 72,843 35,433 - 70,000
Library Facility Fees Fund - 573 573,163 8,176 173,616 201,126 City Trf: NW & SW Merged 2003 Taxable Bonds - 952 34,099 160,950 234,904 - City Trf: Merged 2008 Tax Exempt Bonds - 954 1,991 56,286 152,228 170,000 Total Capital Projects Funds 12,041,115 19,756,390 11,899,493 12,849,138

ENTERPRISE FUNDS
Sanitation and Sewer Fund - 220 10,093,944 9,210,129 11,050,422 8,754,150 Water Utility Operations Fund - 600 35,014,305 38,089,984 43,246,074 47,963,309 Total Enterprise Funds 45,108,249 47,300,113 54,296,495 56,717,459

INTERNAL SERVICE FUNDS
Equipment Expense Fund - 710 3,791,728 3,778,015 2,553,850 4,825,486 Equipment Replacement Fund - 720 2,001,960 1,630,894 3,188,333 2,670,082 Major Building Improvements Fund - 725 530,655 25,801 - - Self Insurance - Workers Compensation Fund - 730 3,347,331 3,894,450 6,253,005 5,604,827 Self Insurance - Liability Fund - 740 4,264,521 4,573,059 4,552,339 5,396,796 Self Insurance - Dental Fund - 752 463,188 506,771 469,490 555,252 Employee Accrued Liability Fund - 760 3,293,327 1,329,942 4,568,605 7,074,522 Information Systems Operations Fund - 780 3,213,543 3,560,889 4,727,094 4,727,104 Computer Replacement Fund - 790 1,504,377 2,490,846 3,041,122 2,050,434 Total Internal Service Funds 22,410,629 21,790,665 29,353,837 32,904,503

REDEVELOPMENT (SUCCESSOR) FUNDS
RDA - Obligation Retirement - 920 5,526,033 4,019,802 2,355,864 51,430 ORA Merged Projects Fund - 940 147,409 (409,734) 34,509 2,302,164 ORA Merged Debt Service Fund - 987 751,629 749,729 2,286,635 2,288,020 Total Redevelopment Funds 6,425,071 4,359,797 4,677,008 4,641,614 GRAND TOTAL 275,249,803 247,894,092 271,198,251 280,099,362 1372
FY 26 Budget

HISTORICAL SCHEDULE OF EXPENDITURES

BY FUND TYPE AND CATEGORY
Actual Actual Estimate Budget
2022-23 2023-24 2024-25 2025-26

GENERAL FUND
Salaries and Benefits 93,878,356 100,385,131 100,101,382 104,742,252 Contractual Services 14,623,181 15,475,758 14,494,412 15,907,535 Miscellaneous Expenses 3,122,854 282,313 617,347 732,000 Materials and Supplies 2,590,240 2,227,988 1,903,855 2,485,078 Debt Service 1,908,256 1,781,555 17,258,730 17,255,637
Capital Outlay 501,255 135,064 113,863 134,000
Internal Service Costs 21,566,017 23,636,031 13,407,189 8,348,382 Transfers 23,276,946 - - -
Total General Fund 161,467,106 143,923,841 147,896,778 149,604,884

SPECIAL REVENUE FUNDS
Salaries and Benefits 4,924,372 5,801,668 5,754,376 5,695,753 Contractual Services 3,609,943 3,182,856 5,707,440 3,019,655 Miscellaneous Expenses 3,065,521 (16,570,169) 10,870 100,000 Materials and Supplies 856,249 933,497 1,029,513 1,774,242 Debt Service 3,556,103 3,995,540 - -
Capital Outlay 756,721 290,690 157,904 223,400
Capital Improvements 7,745,271 9,896,787 6,802,333 9,619,805 Internal Service Costs 3,283,454 3,103,369 3,612,206 2,948,910 Transfers - 129,049 - -
Total Special Revenue Funds 27,797,633 10,763,286 23,074,641 23,381,765

CAPITAL PROJECTS FUNDS
Salaries and Benefits 196,179 84,061 42,133 -
Contractual Services 142,537 283,090 272,154 35,062
Miscellaneous Expenditures 279,063 276,981 247,626 290,000 Internal Service Costs - - - 140,549
Debt Service - 1,713,000 - -
Capital Outlay 222,463 191,878 125,676 -
Capital Improvements 10,200,872 11,397,111 8,211,904 9,383,527 Transfers Out 1,000,000 5,810,270 3,000,000 3,000,000
Total Capital Projects Funds 12,041,115 19,756,390 11,899,493 12,849,138 1373
FY 26 Budget

HISTORICAL SCHEDULE OF EXPENDITURES

BY FUND TYPE AND CATEGORY
Actual Actual Estimate Budget
2022-23 2023-24 2024-25 2025-26

ENTERPRISE FUNDS
Salaries and Benefits 7,790,994 8,834,722 8,786,254 9,471,686 Contractual Services 5,320,134 6,314,715 6,902,445 7,509,506 Miscellaneous Expenses (624) 117,226 155,056 139,300
Materials and Supplies 17,094,813 18,460,305 18,045,663 24,354,722 Debt Service 9,102,003 7,840,222 1,301,891 1,301,574
Capital Outlay (608,504) (2,109,048) 1,240,838 1,615,000 Capital Improvements 2,528,954 4,160,297 11,967,729 8,658,783 Internal Service Costs 3,727,425 3,681,674 5,896,620 3,666,888 Transfers 153,054 - - -
Total Enterprise Funds 45,108,249 47,300,113 54,296,495 56,717,459

INTERNAL SERVICE FUNDS
Salaries and Benefits 6,162,219 4,598,111 7,814,097 10,449,750 Contractual Services 1,461,525 1,622,550 1,829,360 3,619,797 Miscellaneous Expenses 6,655,307 7,615,209 9,435,536 9,338,127 Materials and Supplies 3,168,744 2,388,845 2,546,446 2,317,392 Debt Service 1,552,646 2,899,001 260,381 260,317
Capital Outlay (18,407) (22,355) 3,213,649 2,564,500
Capital Improvements 1,457,783 1,788,666 2,940,145 972,000 Internal Service Costs 720,812 900,639 1,314,222 1,000,869 Transfers 1,250,000 - - 2,381,752
Total Internal Service Funds 22,410,629 21,790,665 29,353,837 32,904,504

REDEVELOPMENT (SUCCESSOR) FUNDS
Salaries and Benefits - - - 38,100
Contractual Services 16,380 13,989 13,180 19,000
Miscellaneous Expenditures (20,912) (432,637) 6,660 8,000 Debt Service and Pass Through Agreements 751,629 749,729 2,286,635 2,288,020 Internal Service Costs 16,409 7,710 6,377 474
Transfers 5,661,565 4,021,006 2,364,156 2,288,020
Total Redevelopment Funds 6,425,071 4,359,797 4,677,008 4,641,614 GRAND TOTAL 275,249,803 247,894,092 271,198,252 280,099,363 1374
FY 26 Budget

STAFFING CHANGES

POSITIONS DEPARTMENT FUND COMMENTS

STAFFING CHANGES
Administrative Analyst I Community Services 100 To Administrative Analyst II Administrative Analyst I Fire 100 To Administrative Analyst II Administrative Specialist (2) Fire 100 To Administrative Assistant Office Assistant Fire 100 To Administrative Assistant
Traffic Operations
Superintendent
Public Works 100, 270 To Senior Civil Engineer
ADD
Police Jailer (2) Police 100 Based on evolving department need

RESTORE
Historic Preservation Planner Community
Development
100 Based on community need
1375

APPROVED APPROVED BUDGET
2023-24 2024-25 2025-26
Departments:
* City Council 7.000 7.000 7.000
City Manager 10.000 8.000 7.000
City Attorney 8.000 8.000 8.000
* City Clerk 7.500 7.500 7.500
* Treasurer 1.000 1.000 1.000
Finance 32.750 31.250 31.250
Human Resources 10.000 10.000 10.000
Information Technology 8.000 8.000 8.000
Library 40.950 40.525 40.525
Fire 141.789 143.039 142.000
Police 267.789 258.667 255.667
Public Works 134.950 133.950 132.950
Community Development 38.000 39.500 40.500
Community Services 62.950 62.950 62.950
Total - Authorized 770.678 759.381 754.342 *
Total - Elected (9.000) (9.000) (9.000)
Total - Frozen - - * (34.400) *
TOTAL - BUDGETED 761.678 750.381 710.942
* Includes 9 elected officials: 1 Mayor, 6 Councilmembers, 1 City Clerk and 1 City Treasurer * Frozen positions were not specifically identified in prior year Schedule of Positions * Frozen positions include part-time positions that are not funded

CITY-WIDE SUMMARY SCHEDULE OF POSITIONS

BY DEPARTMENT
FY 26 Budget
1376
FY 26 Budget

CITY ATTORNEY

SCHEDULE OF POSITIONS

APPROVED APPROVED BUDGET
2023-24 2024-25 2025-26
Regular Full-Time:

City Attorney 1.000 1.000 1.000
Human Resources Analyst II 1.000 1.000 1.000
Legal Assistant 1.000 0.000 0.000
Risk Management 1.000 1.000 1.000
Senior Assistant City Attorney 3.000 3.000 3.000
Senior Legal Assistant 1.000 2.000 2.000
Total Authorized - City Attorney 8.000 8.000 8.000
Frozen Position/s - - -
Total Budgeted - City Attorney 8.000 8.000 8.000
1377
FY 26 Budget

APPROVED APPROVED BUDGET
2023-24 2024-25 2025-26
Elected Official:

City Clerk 1.000 1.000 1.000
Regular Full-Time:

Administrative Assistant 2.000 2.000 2.000
City Clerk Services Director 1.000 1.000 1.000
Deputy City Clerk 1.000 1.000 1.000
Executive Assistant 1.000 1.000 1.000
Records Coordinator 0.000 1.000 1.000
Records Manager 1.000 0.000 0.000
Regular Full-Time Sub-Total 6.000 6.000 6.000
Regular Part-Time (FTE):

Adminstrative Assistant 0.500 0.500 0.500
Regular Part-Time Sub-Total 0.500 0.500 0.500
Total Authorized - City Clerk 7.500 7.500 7.500
Frozen Position/s - - (1.000)
Total Budgeted - City Clerk 7.500 7.500 6.500

CITY CLERK

SCHEDULE OF POSITIONS
1378
FY 26 Budget

CITY COUNCIL

SCHEDULE OF POSITIONS

APPROVED APPROVED BUDGET
2023-24 2024-25 2025-26
Elected Officials:

Council Member 6.000 6.000 6.000
Mayor 1.000 1.000 1.000
Total Authorized - City Council 7.000 7.000 7.000
1379
FY 26 Budget

CITY MANAGER

SCHEDULE OF POSITIONS

APPROVED APPROVED BUDGET
2023-24 2024-25 2025-26
Regular Full-Time:

Assistant City Manager 1.000 1.000 1.000
City Manager 1.000 1.000 1.000
Deputy City Manager 1.000 0.000 0.000
º Digital Marketing Coordinator 1.000 1.000 0.000
Economic Development Manager 0.000 1.000 1.000
Emergency Manager 1.000 0.000 0.000
Executive Assistant 1.000 1.000 1.000
Public Affairs & Information Manager 1.000 1.000 1.000
Senior Assistant to the City Manager 1.000 1.000 1.000
Sr Executive Assistant to the City Manager 1.000 1.000 1.000 º Internal Audit Manager 1.000 0.000 0.000
Total Authorized - City Manager 10.000 8.000 7.000
Frozen Position/s - - -
Total Budgeted - City Manager 10.000 8.000 7.000
º (1) Digital Marketing Coordinator tranferred to Community Services Department º (1) Internal Audit Manager removed in FY 2023-24 and included in error in FY 2024-25 1380
FY 26 Budget

CITY TREASURER

SCHEDULE OF POSITIONS

APPROVED APPROVED BUDGET
2023-24 2024-25 2025-26
Elected Official:

City Treasurer 1.000 1.000 1.000
Total Authorized - City Treasurer 1.000 1.000 1.000
1381
FY 26 Budget

APPROVED APPROVED BUDGET
2023-24 2024-25 2025-26
Regular Full-Time:

Administrative Assistant 2.000 2.000 2.000
Assistant Community Development Director 1.000 1.000 1.000 Assistant Planner 2.000 2.000 2.000
Associate Planner 3.000 2.000 2.000
Building Inspector Supervisor 1.000 1.000 1.000
Chief Building Official 1.000 1.000 1.000
Code Compliance Manager 1.000 1.000 1.000
Code Compliance Officer 5.000 5.000 5.000
Combination Building Inspector 3.000 3.000 3.000
Community Development Director 1.000 1.000 1.000
Executive Assistant 1.000 1.000 1.000
º Historic Preservation Planner 1.000 0.000 1.000
Housing Manager 0.000 1.000 1.000
Information Technology Project Manager 1.000 1.000 1.000 Permit Supervisor 1.000 1.000 1.000
Permit Technician 3.000 3.000 3.000
Plan Check Engineer 2.000 2.000 2.000
Planning Aide 1.000 1.000 1.000
Planning Manager 0.000 1.000 1.000
Principal Planner 1.000 1.000 1.000
Senior Administrative Analyst 1.000 0.000 0.000
Senior Code Compliance Officer 1.000 1.000 1.000
Senior Combination Building Inspector 1.000 1.000 1.000 Senior Permit Technician 2.000 2.000 2.000
Senior Plan Check Engineer 0.000 1.000 1.000
Senior Planner 2.000 2.000 2.000
Regular Full-Time Sub-Total 38.000 38.000 39.000
Regular Part-Time (FTE):

Code Compliance Officer 0.000 1.500 1.500
Regular Part-Time Sub-Total 0.000 1.500 1.500
Total Authorized - Community Development 38.000 39.500 40.500 Frozen Position/s - - (1.000)
Total Budgeted - Community Development 38.000 39.500 39.500

COMMUNITY DEVELOPMENT

SCHEDULE OF POSITIONS
º (1) Historic Preservation Planner position restored
1382
FY 26 Budget

APPROVED APPROVED BUDGET
2023-24 2024-25 2025-26
Regular Full-Time:
º Administrative Analyst I 0.000 1.000 0.000
º Administrative Analyst II 0.000 0.000 1.000
Administrative Manager 1.000 1.000 1.000
Administrative Specialist 2.000 2.000 2.000
Assistant Community Services Director 1.000 1.000 1.000 Community Services Director 1.000 1.000 1.000
º Digital Marketing Coordinator 0.000 0.000 1.000
Executive Assistant 1.000 1.000 1.000
Finance Assistant 1.000 0.000 0.000
Parks & Facilities Manager 1.000 1.000 1.000
º Parks Maintenance Leadworker 4.000 4.000 3.000
Parks Maintenance Supervisor 2.000 2.000 2.000
Parks Maintenance Worker II 4.000 4.000 4.000
Recreation Services Coordinator 5.000 5.000 5.000
Recreation Services Manager 1.000 1.000 1.000
Recreation Services Supervisor 3.000 3.000 3.000
Senior Landscape Coordinator 1.000 1.000 1.000
Skilled Maintenance Leadworker 1.000 1.000 1.000
Skilled Maintenance Worker - Parks 2.000 2.000 2.000
Regular Full-Time Sub-Total 31.000 31.000 31.000
Regular Part-Time (FTE):

Assistant Recreation Services Coordinator 3.500 3.500 3.500 Parks Maintenance Worker I 4.500 4.500 4.500
Regular Part-Time Sub-Total 8.000 8.000 8.000
º Part-Time/Non-Benefitted(FTE): 23.950 23.950 23.950
Total Authorized - Community Services 62.950 62.950 62.950 Frozen Position/s - - (14.875)
Total Budgeted - Community Services 62.950 62.950 48.075

COMMUNITY SERVICES

SCHEDULE OF POSITIONS
º Reclassed (1) Administrative Analyst I to (1) Administrative Analyst II º Eliminated (1) Parks Maintenance Leadworker
º Transferred (1) Digital Marketing Coordinator from City Manager 1383
FY 26 Budget

FINANCE DEPARTMENT

SCHEDULE OF POSITIONS

APPROVED APPROVED BUDGET
2023-24 2024-25 2025-26
Regular Full-Time:

Accountant 1.000 2.000 2.000
Accounting Manager 1.000 1.000 1.000
Assistant Finance Director 1.000 1.000 1.000
Budget Manager 1.000 1.000 1.000
Executive Assistant 1.000 1.000 1.000
Finance Clerk 3.000 2.000 2.000
Finance Coordinator 2.000 0.000 0.000
Finance Director 1.000 1.000 1.000
Finance Manager 1.000 1.000 1.000
Finance Supervisor 0.000 1.000 1.000
Financial Analyst 2.000 1.000 1.000
Lead Finance Clerk 2.000 2.000 2.000
Payroll Manager 1.000 1.000 1.000
Payroll Specialist 1.000 1.000 1.000
Purchasing Officer 1.000 1.000 1.000
Senior Accountant 1.000 1.000 1.000
Senior Administrative Analyst 0.000 1.000 1.000
Senior Buyer 1.000 1.000 1.000
Senior Finance Clerk 8.000 7.000 7.000
Senior Payroll Specialist 1.000 1.000 1.000
Stock Clerk 1.000 1.000 1.000
Warehouse/Inventory Specialist 1.000 1.000 1.000
Regular Full-Time Sub-Total 32.000 30.000 30.000
Regular Part-Time (FTE):

Senior Finance Clerk 0.000 0.500 0.500
Stock Clerk 0.750 0.750 0.750
Regular Part-Time Sub-Total 0.750 1.250 1.250
Total Authorized - Finance 32.750 31.250 31.250
Frozen Position/s - - (1.000)
Total Budgeted - Finance 32.750 31.250 30.250
1384
FY 26 Budget

APPROVED APPROVED BUDGET
2023-24 2024-25 2025-26
Sworn Regular Full-Time:

Fire Battalion Chief 5.000 5.000 5.000
Fire Captain 30.000 30.000 30.000
Fire Chief 1.000 1.000 1.000
Fire Engineer 27.000 27.000 27.000
Fire Inspector/Investigator 1.000 1.000 1.000
Firefighter 51.000 51.000 51.000
Sworn Regular Full-Time Sub-Total 115.000 115.000 115.000 Non-Sworn Regular Full-Time:
º Administrative Analyst I 1.000 1.000 0.000
º Administrative Analyst II 0.000 0.000 1.000
º Administrative Assistant 0.000 0.000 3.000
º Administrative Specialist 2.000 2.000 0.000
Ambulance Operator 12.000 12.000 12.000
Emergency Manager 0.000 1.000 1.000
Executive Assistant to the Chief 1.000 1.000 1.000
Finance Assistant 1.000 1.000 1.000
Fire Safety Specialist - Misc. 3.000 3.000 3.000
Hazardous Materials Specialist 2.000 2.000 2.000
º Office Assistant 0.000 1.000 0.000
Plan Examiner 2.000 2.000 2.000
Sr Emergency Medical Services Manager 1.000 1.000 1.000 Non-Sworn Regular Full-Time Sub-Total 25.000 27.000 27.000 Non-Sworn Regular Part-Time (FTE):

Office Assistant 0.750 0.000 0.000
º Part-Time/Non-Benefitted (FTE): 1.039 1.039 0.000
Total Authorized - Fire 141.789 143.039 142.000
Frozen Position/s - - (1.000)
Total Budgeted - Fire 141.789 143.039 141.000
º Reclassified (1) Office Assistant to (1) Administrative Assistant º Part-Time/Non-Benefitted no longer includes unbudgeted on-call part-time Ambulance Operator positions

FIRE DEPARTMENT

SCHEDULE OF POSITIONS
º Reclassified (1) Administrative Analyst I to (1) Administrative Analyst II º Reclassified (2) Administrative Specialists (2) Administrative Assistant 1385
FY 26 Budget

APPROVED APPROVED BUDGET
2023-24 2024-25 2025-26
Regular Full-Time:

Administrative Specialist 1.000 1.000 1.000
Assistant Human Resources Director 1.000 1.000 1.000
Executive Assistant 1.000 1.000 1.000
Human Resources Analyst II 2.000 2.000 2.000
Human Resources Director 1.000 1.000 1.000
Human Resources Technician 2.000 2.000 2.000
Senior Human Resources Analyst 2.000 2.000 2.000
Total Authorized - Human Resources 10.000 10.000 10.000 Frozen Position/s - - -
Total Budgeted - Human Resources 10.000 10.000 10.000

HUMAN RESOURCES

SCHEDULE OF POSITIONS
1386
FY 26 Budget

APPROVED APPROVED BUDGET
2023-24 2024-25 2025-26
Regular Full-Time:

Information Technology Manager 1.000 1.000 1.000
Information Technology Project Manager 1.000 1.000 1.000 Information Technology Specialist 3.000 3.000 3.000
Information Technology Supervisor 1.000 1.000 1.000
Network/Security Analyst 1.000 1.000 1.000
Systems Analyst 1.000 1.000 1.000
Total Authorized - Information Technology 8.000 8.000 8.000 Frozen Position/s - - -
Total Budgeted - Information Technology 8.000 8.000 8.000

INFORMATION TECHNOLOGY

SCHEDULE OF POSITIONS
1387
FY 26 Budget

APPROVED APPROVED BUDGET
2023-24 2024-25 2025-26
Regular Full-Time:

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

Library Clerk 1.500 2.500 2.500
Library Literacy Coordinator 0.500 0.500 0.500
Library Page 1.500 1.500 1.500
Regular Part-Time Sub-Total 3.500 4.500 4.500
º Part-Time/Non-Benefitted (FTE): 10.450 9.025 9.025
Total Authorized - Library Services 40.950 40.525 40.525 Frozen Position/s - - (6.525)
Total Budgeted - Library Services 40.950 40.525 34.000

LIBRARY SERVICES

SCHEDULE OF POSITIONS
º FY 2024-25 Schedule of Positiions corrected to reflect all part-time non-benefitted authorized positions, including unfunded positions
1388
FY 26 Budget

POLICE DEPARTMENT

SCHEDULE OF POSITIONS

APPROVED APPROVED BUDGET
2023-24 2024-25 2025-26
Sworn Regular Full-Time:

Police Captain 3.000 3.000 3.000
Police Chief 1.000 1.000 1.000
Police Lieutenant 8.000 8.000 8.000
º Police Officer 136.000 136.000 131.000
Police Sergeant 22.000 22.000 22.000
Sworn Regular Full-Time Sub-Total 170.000 170.000 165.000 Sworn Part-Time/Non-Bennefitted (FTE): 0.692 0.692 0.692 Non-Sworn Regular Full-Time:

Civilian Investigative Officer 4.000 4.000 4.000
Court Liason Officer 1.000 1.000 1.000
Crime Prevention Specialist 3.000 3.000 3.000
Executive Assistant to the Chief 1.000 1.000 1.000
Forensic Services Supervisor 1.000 0.000 0.000
Forensic Services Specialist 0.000 1.000 1.000
Homeless Outreach Specialist 2.000 2.000 2.000
Maintenance Worker 1.000 1.000 1.000
Parking Control Officer II 6.000 6.000 6.000
Police Administrative Assistant 3.000 3.000 3.000
Police Armorer 1.000 1.000 1.000
Police Clerk 1.000 1.000 1.000
Police Communications Manager 1.000 1.000 1.000
Police Dispatch Shift Supervisor 3.000 3.000 3.000
Police Dispatcher 16.000 16.000 16.000
º Police Jailer 2.000 2.000 4.000
Police Records Clerk 11.000 11.000 11.000
Police Records Manager 1.000 1.000 1.000
Police Records Shift Supervisor 3.000 3.000 3.000
Police Services Officer 7.000 7.000 7.000
Police Subpoena/Warrants Specialist 1.000 1.000 1.000
1389
FY 26 Budget
POLICE DEPARTMENT (continued)

SCHEDULE OF POSITIONS

APPROVED APPROVED BUDGET
2023-24 2024-25 2025-26
Non-Sworn Regular Full-Time (continued):

Police Training Coordinator 1.000 1.000 1.000
Property Officer 2.000 2.000 2.000
Senior Administrative Analyst 2.000 2.000 2.000
Senior Police Clerk 4.000 4.000 4.000
Non-Sworn Regular Full-Time Sub-Total 78.000 78.000 80.000 Non-Sworn Regular Part-Time (FTE):

School Crossing Guard Supervisor 0.500 0.000 0.000
Non-Sworn Regular PT Sub-Total 0.500 0.000 0.000
Non-Sworn Part-Time/Non-Benefitted (FTE): 18.597 9.975 9.975 Total Authorize - Police 267.789 258.667 255.667
Frozen Position/s - - (7.000)
Total Budgeted - Police 267.789 258.667 248.667
º Eliminated (5) Police Officer positions
º Added (2) Police Jailer positions
1390
FY 26 Budget

APPROVED APPROVED BUDGET
2023-24 2024-25 2025-26
Regular Full-Time:

Administrative Assistant 4.000 4.000 6.000
Administrative Specialist 2.000 2.000 0.000
Administrative Manager 1.000 1.000 1.000
Assistant Engineer 4.000 4.000 4.000
Assistant Field Services Manager 2.000 2.000 2.000
Assistant Public Works Director 1.000 1.000 1.000
Assistant Water Manager 2.000 2.000 2.000
Associate Civil Engineer 8.000 9.000 9.000
º Chemical Sprayer 1.000 1.000 0.000
Construction Inspection Supervisor 1.000 1.000 1.000
Construction Inspector II 3.000 3.000 3.000
Deputy Public Works Director 1.000 1.000 1.000
Environmental Compliance Specialist 2.000 2.000 3.000
Environmental Program Manager 1.000 1.000 1.000
Equipment Maintenance Leadworker 1.000 1.000 1.000
Equipment Maintenance Supervisor 1.000 1.000 1.000
Equipment Mechanic II 5.000 5.000 5.000
Equipment Operator 5.000 5.000 5.000
Facilities Maintenance Supervisor 1.000 1.000 1.000
Finance Clerk 1.000 1.000 1.000
GIS Analyst 1.000 1.000 1.000
Landscape Coordinator 1.000 1.000 1.000
Lead Custodian 1.000 1.000 1.000
Mgr. Trans. Services/City Traffic Engineer 1.000 1.000 1.000 Principal Civil Engineer 3.000 3.000 3.000
Public Works Administrator 0.000 1.000 1.000
Public Works Director 1.000 1.000 1.000
Public Works Maintenance Leadworker 6.000 6.000 6.000
Public Works Maintenance Supervisor 4.000 4.000 4.000
Public Works Maintenance Worker II 15.000 15.000 15.000 Real Property Agent 1.000 0.000 0.000
Senior Administrative Analyst 1.000 1.000 0.000
º Senior Civil Engineer 3.000 2.000 3.000

PUBLIC WORKS

SCHEDULE OF POSITIONS
1391
FY 26 Budget

APPROVED APPROVED BUDGET
2023-24 2024-25 2025-26
Regular Full-Time (continued):

Senior Finance Clerk 2.000 2.000 2.000
Senior GIS Analyst 1.000 1.000 1.000
Senior Traffic Signal Technician 1.000 1.000 1.000
Senior Water Meter Service Worker 1.000 1.000 1.000
Senior Water Quality Inspector 2.000 2.000 2.000
Skilled Maintenance Worker - Facilities 2.000 2.000 2.000 Skilled Maintenance Worker - Public Works 3.000 3.000 3.000 Skilled Maintenance Worker - Water 4.000 4.000 4.000
º Traffic Operations Superintendent 1.000 1.000 0.000
Traffic Signal Technician II 2.000 2.000 2.000
Transportation Analyst 2.000 1.000 1.000
Tree Services Coordinator 1.000 1.000 1.000
Water Maintenance Leadworker 6.000 6.000 6.000
Water Maintenance Supervisor 6.000 6.000 6.000
Water Maintenance Worker II 5.000 5.000 5.000
Water Manager 1.000 1.000 1.000
Water Meter Service Worker II 3.000 3.000 3.000
Water Plant Operator II 5.000 5.000 5.000
Water Yard Storekeeper 1.000 1.000 1.000
Regular Full-Time Sub-Total 134.000 133.000 132.000
Part-Time/Non-Benefitted (FTE): 0.950 0.950 0.950
Total Authorized - Public Works 134.950 133.950 132.950 Frozen Position/s - - (2.000)
Total Budgeted - Public Works 134.950 133.950 130.950
º Eliminated (1) Chemical Sprayer position
PUBLIC WORKS (continued)

SCHEDULE OF POSITIONS
1392
1393

FUNDING SOURCE SUMMARY
Fund # Funds Name 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 5 Year Total 120 Prop 172 400,000 - - - - 400,000
220 Sewer 3,438,783 3,511,946 3,587,304 3,664,923 3,744,871 17,947,827 263 Traffic Improvemnt -Measure M2 3,148,415 3,245,000 3,130,000 3,345,000 3,180,000 16,048,415 270 Gas Tax Maintenance 275,000 275,000 275,000 275,000 275,000 1,375,000 274 Rmra Road Maint Rehabilitation Account 3,400,000 3,500,000 3,600,000 3,700,000 3,800,000 18,000,000 287 TSIP Citywide 1,724,000 310,000 210,000 290,000 60,000 2,594,000 310 Community Development Block Grant 672,390 - - - - 672,390 500 Capital Projects 3,355,530 4,290,000 9,670,000 2,670,000 2,820,000 22,805,530 510 Park Acquisition (Infill) 2,594,125 175,000 130,000 2,630,000 130,000 5,659,125 512 El Modena Park Facility - Cell Tower Fee 300,000 - - - - 300,000 550 Reimbursable Capital Projects 2,412,746 3,350,000 - 100,000 - 5,862,746 553 CAPITAL BOND PROCEEDS 50,000 - - - - 50,000
560 Fire Facility Fee Districts All Com 6/07 250,000 100,000 90,000 90,000 40,000 570,000 570 Police Facility Fees 50,000 - - - - 50,000
573 Library Facility Fees 201,126 21,000 - - - 222,126
600 Water 5,220,000 5,250,000 5,350,000 5,900,000 5,800,000 27,520,000 790 Computer Replacement 972,000 1,210,000 1,257,000 1,376,000 1,145,000 5,960,000 954 City Trf: Merged 2008 Tax Exempt Bonds 170,000 70,000 70,000 70,000 70,000 450,000 Total 28,634,115 25,307,946 27,369,304 24,110,923 21,064,871 126,487,159 1 1394
Department 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 5 Year Total Community Services 2,894,125 1,025,000 130,000 2,630,000 130,000 6,809,125 Fire 250,000 1,720,000 7,090,000 90,000 40,000 9,190,000 Information Technology 300,000 420,000 450,000 550,000 300,000 2,020,000 Library 201,126 21,000 - - - 222,126
Police 672,000 790,000 807,000 826,000 845,000 3,940,000 Public Works 18,096,864 13,581,946 13,542,304 14,114,923 13,949,871 73,285,908 Public Works - Water 6,220,000 7,750,000 5,350,000 5,900,000 5,800,000 31,020,000 Total 28,634,115 25,307,946 27,369,304 24,110,923 21,064,871 126,487,159

DEPARTMENT SUMMARY
2 1395
Project 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 5 Year Total 20476 El Modena Basin Area Improvements Design 230,000 - - 2,500,000 - 2,730,000 20513 New Park in West Orange - 850,000 - - - 850,000
20521 Yorba Dog Park Improvements 114,000 - - - - 114,000 20552 Park Restroom Interior Renovations 210,000 70,000 70,000 70,000 70,000 490,000 20553 Sports Court Resurfacing 60,000 60,000 60,000 60,000 60,000 300,000 20554 Parks Master Plan 270,000 - - - - 270,000
20555 Hart Park Bandshell Roof Renovation 36,000 - - - - 36,000 20557 Rampart Riverwalk (Park) 1,250,000 - - - - 1,250,000 30048 El Modena Park Area Renovation 724,125 - - - - 724,125 30053 Parking Lot Pavement Rehabilitation - 45,000 - - - 45,000 Total 2,894,125 1,025,000 130,000 2,630,000 130,000 6,809,125 Project Summary

COMMUNITY SERVICES
3 1396
20476 El Modena Basin Area Improvements Design

PROJECT DESCRIPTION
Through a 1973 use agreement with Orange County Flood Control District (OCFCD), the City operates the El Modena Basin located north of the intersection of S. Hewes St. and E. Jordan Ave. as a public park. Currently, the El Modena Basin’s amenities include a decomposed granite walking path around the interior open space.

This project would provide area lighting to portions of the walking path and improve the walking path for an enhanced experience and may also include possible ADA access improvements as necessary. The requested funding for Fiscal Year 2025-26 includes the costs to design the project, which includes working with OCFCD for their approval on the project. Preliminary construction costs for new lighting and irrigation are approximately $2.5 million and is being proposed to be funded in Fiscal Year 2028-29.

PROJECT DETAILS
Project Type: One-Time
Starting Fiscal Year: 2020-2021
Estimated Completion Date: June 2030
Funding Source(s): Park Acquisition (Infill)
*Project funding includes development impact fees.

Funding is dependent on receipt of development
revenue.

FINANCIAL SUMMARY
20476 El Modena Basin Area Improvements
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Park Acquisition (Infill) $230,000 $0 $0 $2,500,000 $0
AMOUNT $230,000 $0 $0 $2,500,000 $0

CAPITAL IMPROVEMENT PROGRAM

COMMUNITY SERVICES
FISCAL YEAR 2025-2026
4 1397
20513 New Park in West Orange

PROJECT DESCRIPTION
The New Park in West Orange project was approved as a part of the Community Services FY 24 CIP plan. A

2.4-acre piece of property managed by Orange County Flood Control District (OCFCD) located on W.

Chapman between interstate 5 and the 57 freeway is the identified new park location. In FY 24, the City entered into a long-term 50-year lease with OCFCD to build the park on the property.

Project design and environmental review process began in FY 24. During the park design process, OCFCD notified the City that they would be concurrently working on a levee height correction project in the Santa Ana Riverbed adjacent to the park site. The County’s levee project boundary lines will impact a portion of the new park site, so design plans from the County must be completed prior to the completion of new park plans. As such, the City will continue to work closely with OCFCD to coordinate the timing of design and construction for both projects.

City funding for construction has been identified. In addition, federal Community Projects Funding in the amount of $850,000 was awarded for construction by Congressman Correa in FY 25. City expenses will be offset by the federal funding following execution of an agreement between the City and the federal granting agency.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: June 2030
Funding Source(s): Reimbursable Capital Projects

FINANCIAL SUMMARY
20513 New Park in West Orange
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Reimbursable Capital Projects $0 $850,000 $0 $0 $0
AMOUNT $0 $850,000 $0 $0 $0

CAPITAL IMPROVEMENT PROGRAM

COMMUNITY SERVICES
FISCAL YEAR 2025-2026
5 1398
20521 Yorba Dog Park Improvements

PROJECT DESCRIPTION
The City owns and maintains the Dog Park at Yorba Park. This project will make improvements to the Yorba Dog Park in phases. Phase 1 will replace the decomposed granite (DG) with new hardscape. The dog park at Yorba Park currently uses a system of DG entry paths. Compaction of the DG is difficult to maintain due to foot traffic in and out of the dog park areas, causing the DG to become loose and uneven, which creates tripping hazards. The loose DG also enters the drainage system, causing blockages and reoccurring maintenance issues. At the request of the Orange Dog Park Association (ODPA), staff evaluated options for improving these areas. Installation of hardscape such as concrete pavers in place of the DG and a retaining wall will reduce overall ongoing maintenance costs. In addition, the project includes related ADA access gate, irrigation, and turf repairs.

Phase 2 includes an evaluation and possible installation of several new amenities at the Dog Park, such as shade structures, and lighting, at the request of the ODPA. The potential evaluation of these amenities will include approval from the Orange County Environmental Health Division, the Lead Enforcement Agency, for the methane monitoring system associated with the landfill upon which the Dog Park was built. Based on the results of the evaluation, a design will be completed. This phase of the overall project is pending full funding from ODPA. The appropriation currently associated with the project will fund Phase I of the project only.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: August 2025
Funding Source(s): Park Acquisition (Infill)
*Project funding includes development impact fees.

Funding is dependent on receipt of development
revenue.

FINANCIAL SUMMARY
20521 Yorba Dog Park Improvements
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Park Acquisition (Infill) $114,000 $0 $0 $0 $0
AMOUNT $114,000 $0 $0 $0 $0

CAPITAL IMPROVEMENT PROGRAM

COMMUNITY SERVICES
FISCAL YEAR 2025-2026
6 1399
20552 Park Restroom Interior Renovations

PROJECT DESCRIPTION
Nineteen of the City’s parks have restroom buildings. Many of these restrooms were last renovated 15 to 20 years ago and are in need of renovation to ensure the restrooms are a safe, durable, and functional space for public use. This project will involve initial evaluation, design, and renovation of facilities that are past their useful life or are in need of an update in subsequent years. A specific scope will be developed for each restroom depending on individual needs. Estimates to rehabilitate each restroom varies, so project budget will vary every fiscal year. Based upon site inspections and evaluations, the first restroom facilities in need of rehabilitation are at Hart Park.

PROJECT DETAILS
Project Type: Ongoing
Estimated Completion Date: Ongoing
Funding Source(s): Park Acquisition (Infill)
*Project funding includes development impact fees.

Funding is dependent on receipt of development
revenue.

FINANCIAL SUMMARY
20552 Park Restroom Interior Renovations
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Park Acquisition (Infill) $210,000 $70,000 $70,000 $70,000 $70,000 AMOUNT $210,000 $70,000 $70,000 $70,000 $70,000

CAPITAL IMPROVEMENT PROGRAM

COMMUNITY SERVICES
FISCAL YEAR 2025-2026
7 1400
20553 Sports Court Resurfacing

PROJECT DESCRIPTION
The City has 22 parks, of which, several have sports courts. Parks with either tennis/pickleball, basketball, volleyball, and/or handball courts include Steve Ambriz, El Camino Real, Grijalva, Hart, Santiago Hills, and Serrano Parks. Court surfacing is specialized and requires maintenance on a regular schedule in order to maintain a safe playing surface. A typical maintenance schedule includes court resurfacing every five years. The oldest courts were last resurfaced in 2010, 2012, and 2014. With a total of 10 sports courts, the proposed court resurfacing program will resurface two courts annually so that all courts are resurfaced every 5 years. All 10 courts have been assessed by staff and priority for resurfacing has been based upon current conditions.

Estimates to resurface each sports court varies, so project budget will vary every fiscal year. Grijalva Park basketball courts were resurfaced in FY 25. The next courts most in need of resurfacing currently are Hart Park tennis courts.

PROJECT DETAILS
Project Type: Ongoing
Estimated Completion Date: Ongoing
Funding Source(s): Park Acquisition (Infill)
*Project funding includes development impact fees.

Funding is dependent on receipt of development
revenue.

FINANCIAL SUMMARY
20553 Sports Court Resurfacing
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Park Acquisition (Infill) $60,000 $60,000 $60,000 $60,000 $60,000 AMOUNT $60,000 $60,000 $60,000 $60,000 $60,000

CAPITAL IMPROVEMENT PROGRAM

COMMUNITY SERVICES
FISCAL YEAR 2025-2026
8 1401
20554 Parks Master Plan

PROJECT DESCRIPTION
The current Master Plan for Park Facilities, Recreation, and Community Services is from 1999. This project would initiate and develop a parks and recreation masterplan to determine long-term strategies that will guide how the City’s community parks and recreation facilities are developed, maintained, and optimized. The comprehensive document would cover a range of topics, including Vision, Needs assessment, Priorities, Policies, and a financial plan. The masterplan will consider the City’s existing park system, facilities, and programs and will examine the community’s recreational, programming, environmental, and maintenance needs. Practices for creating the parks and recreation masterplan will include collecting qualitative and quantitative data, engaging the community, creating an action plan, and outlining a plan for funding.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: July 2027
Funding Source(s): Park Acquisition (Infill)
*Project funding includes development impact fees.

Funding is dependent on receipt of development
revenue.

FINANCIAL SUMMARY
20554 Parks Master Plan
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Park Acquisition (Infill) $270,000 $0 $0 $0 $0
AMOUNT $270,000 $0 $0 $0 $0

CAPITAL IMPROVEMENT PROGRAM

COMMUNITY SERVICES
FISCAL YEAR 2025-2026
9 1402
20555 Hart Park Bandshell Roof Renovation

PROJECT DESCRIPTION
The Hart Park Bandshell is a historic structure within Hart Park. Wear and tear and damage caused by a fallen tree limb have caused the need to repair the historic roof. This project will be a tile lift and relay which involves removing the existing tile layer and underlayment of the roof and then reinstalling the tiles. New tiles will be installed to replace any broken tiles.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: June 2026
Funding Source(s): Park Acquisition (Infill)
*Project funding includes development impact fees.

Funding is dependent on receipt of development
revenue.

FINANCIAL SUMMARY
20555 Hart Park Bandshell Roof Renovation
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Park Acquisition (Infill) $36,000 $0 $0 $0 $0
AMOUNT $36,000 $0 $0 $0 $0

CAPITAL IMPROVEMENT PROGRAM

COMMUNITY SERVICES
FISCAL YEAR 2025-2026
10 1403
20557 Rampart Riverwalk (Park)

PROJECT DESCRIPTION
The City is working to secure an operating agreement with OC Public Works for two parcels managed by Orange County Flood Control along the Santa River. The smaller of the two is a narrow parcel, measuring roughly 1 acre, and located next to N. Rampart St., just north of W. Chapman Ave., adjacent to the bike trail, and parallel to the 57 FWY. The parcel has been identified as a location for a new passive park in District 2 that will feature a proposed walking path, dog amenity/park, and water bottle filling station, along with existing mature shade trees. A preliminary conceptual design and cost estimate for design and construction is currently in development.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: 2027
Funding Source(s): Park Acquisition (Infill)
*Project funding includes development impact fees.

Funding is dependent on receipt of development
revenue.

FINANCIAL SUMMARY
20557 Rampart Riverwalk Park
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Park Acquisition (Infill) $1,250,000 $0 $0 $0 $0
AMOUNT $1,250,000 $0 $0 $0 $0
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CAPITAL IMPROVEMENT PROGRAM

COMMUNITY SERVICES
FISCAL YEAR 2025-2026
11 1404
30048 El Modena Park Area Renovation

PROJECT DESCRIPTION
Several of the amenities at El Modena Park are in need of replacement or repair in order to maintain a safe and functional park environment for patrons. Improvements were planned as a phased project. Phase 1 was completed in FY 23 and included irrigation improvements and installation of a new tot lot shade structure. Phase 2, also completed in FY 23, included installation of rubberized surfacing at the tot lot.

Phase 3 of the project includes design and installation of a new backstop, fencing, poles, and netting around the existing baseball field to address safety concerns related to rogue foul balls. New netting installed along the 3rd baseline will be 70’ high, which will deter foul balls from flying into the street and into neighboring properties. A new 40-foot-tall chain link backstop will include an overhead netting hood. The purpose of the hood is to address foul balls that fly over the current backstop into neighboring houses which cause liability issues due to property damage. This project will also include replacement of failing retaining walls and surface and drainage improvements to the field.

The design process is scheduled for completion in FY 25, with construction anticipated in FY 26. Once the design phase is complete, staff will pursue Major League Baseball (MLB) grant funding to supplement 512 funds. The MLB grant would provide a 50% match, but the City will have to demonstrate full funding of the project to apply. The full funding requirement can be met by utilizing all 512 funds available and supplementing the difference with 510 funds. If the City does not receive the grant funding, the project will be reevaluated.

PROJECT DETAILS
Project Type: One-Time
Estimated Project Completion Date: December 2026
Funding Source(s): El Modena Park Facility - Cell Tower Fee; Park Acquisition (Infill)

FINANCIAL SUMMARY
30048 El Modena Park Area Renovation
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
El Modena Park Facility - Cell Tower Fee $300,000 $0 $0 $0 $0 Park Acquisition (Infill) $424,125 $0 $0 $0 $0
AMOUNT $724,125 $0 $0 $0 $0

CAPITAL IMPROVEMENT PROGRAM

COMMUNITY SERVICES
FISCAL YEAR 2025-2026
12 1405
30053 Parking Lot Pavement Rehabilitation

PROJECT DESCRIPTION
The asphalt parking lot pavement in parks are in various stages of degradation and will require protective measures over the next several years. As part of a multi-year parking lot pavement rehabilitation initiative, successful pavement maintenance and rehabilitation treatments have been completed at all City Parks with parking lots within the last eight years with the exception of Steve Ambriz Park. This project is scheduled to resume in FY 27.

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): Park Acquisition (Infill)

FINANCIAL SUMMARY
30053 Parking Lot Pavement Rehabilitation
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Park Acquisition (Infill) $0 $45,000 $0 $0 $0
AMOUNT $0 $45,000 $0 $0 $0

CAPITAL IMPROVEMENT PROGRAM

COMMUNITY SERVICES
FISCAL YEAR 2025-2026
13 1406
Project Summary

COMMUNITY SERVICES
Carryover Project Balance as of April 1, 2025
20315 Hart Park Pickleball and Fitness Circuit 2,483,873 20321 Grijalva Master Plan Update 100,000
20437 Park Signage Installation 246,923
20477 Area Lighting Replacement at Grijalva 429,315
20506 Ball Field Netting 200,000
20519 Skate Park at Grijalva 1,659,907
20544 Serrano Lodge Pole Fencing 39,000
20547 El Camino Real Exercise Equipment -
30133 Hart Park Field Improvements 128,239
-
Total 5,287,257
14 1407
20315 Hart Park Pickleball and Fitness Circuit

CARRYOVER PROJECT

PROJECT DESCRIPTION
The pickleball facility and fitness circuit has been designed to fulfill the recreational needs of the surging pickleball community, as well as provide a space for other exercise. The new facilities will be located in the southwest portion of the park, adjacent to the existing orange grove to create a unique setting overlooking the park. Facility amenities include ten lighted pickleball courts, shaded outdoor fitness equipment, area and pathway lighting, paved access to courts and amenities, shaded spectator seating, spaces for gathering, fencing, wind screens, benches, drinking fountains, trash receptacles, bike racks, landscaping, and signage. In FY 22, Congressman Lou Correa secured $2 million in federal FY 22 Community Projects Funding for this project. The City committed an additional $750,000 to the project which included design.

In FY 24, the City completed environmental review and design of the project. Construction will begin in mid2025 and is anticipated to be completed by the end of 2025.

PROJECT DESCRIPTION
Project Type: One-Time
Starting Fiscal Year: 2016-2017
Estimated Completion Date: December 2025
Funding Source(s): Park Acquisition (Infill);
Reimbursable Capital Projects
Total Budget: $2,750,000
*Project funding includes development impact fees.

Funding is dependent on receipt of development
revenue.

CAPITAL IMPROVEMENT PROGRAM

COMMUNITY SERVICES
FISCAL YEAR 2025-2026
15 1408
20321 Grijalva Park Master Plan Update

CARRYOVER PROJECT

PROJECT DESCRIPTION
The City owns the 42-acre Grijalva Park site which is being developed in phases. In 2003, Phase I was completed on 15 acres and includes an active park with soccer fields, a tot lot, and a small activity room. In 2005, a Grijalva Park Master Plan was developed for the remaining 27 acres which included a sports center/gymnasium, skate park, amphitheater, additional restrooms, picnic facilities, an aquatics center, and additional parking. In 2011, the Sports Center at Grijalva Park was opened, along with adjacent parking. Nine acres remained undeveloped. In 2019, the City Council gave their support for four community partners to fundraise to develop the vacant property. Since then, three groups began to fundraise for amenities including a skatepark, community arts theater, and community/library/senior center. In 2022, the City Council funded the skate park portion of the plan, which is a separate CIP.

This project has carryover funding of $100,000. As the Master Plan has evolved since 2005, the carryover funding would be used to reconceptualize the remaining undeveloped acres to understand what will feasibly fit within the allowable open space. The reconceptualized plan would also include an updated estimate regarding the parking necessary to accommodate all the proposed amenities and suggest what, if any, amendments or technical memoranda need to accompany the existing Mitigated Negative Declaration.

PROJECT DETAILS
Project Type: One-Time
Starting Fiscal Year: 2016-2017
Estimated Completion Date: December 2025
Funding Source(s): Park Acquisition (Infill)
Total Budget: $100,000
*Project funding includes development impact fees.

Funding is dependent on receipt of development
revenue.

CAPITAL IMPROVEMENT PROGRAM

COMMUNITY SERVICES
FISCAL YEAR 2025-2026
16 1409
20437 Park Signage Installation

CARRYOVER PROJECT

PROJECT DESCRIPTION
Park signage consists of two major types: monument signs and regulatory signs. Phase one of this project consisted of replacing monument signs at Eisenhower (2), El Modena, El Modena Basin, Hart (2), La Veta, and Killefer Parks in FY 23. Phase two of this project included an evaluation of existing regulatory signage and replacement of missing and/or damaged regulatory signs throughout City parks and bike trails. Fabrication and installation of monument signs, new park rules signs, and bike trail rules signage was completed in FY 24.

Landscape improvements around the new Hart Park monument sign on Glassell Street also occurred in FY

24. Phase three, nearing completion in FY 25, includes the replacement of other missing and/or damaged regulatory signs throughout City parks and will update the entry adjacent to the new Hart Park monument sign located at the Glassell Street entrance.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: Fall 2025
Funding Source(s): Park Aquisition (Infill)
*Project funding includes development impact fees.

Funding is dependent on receipt of development
revenue.

CAPITAL IMPROVEMENT PROGRAM

COMMUNITY SERVICES
FISCAL YEAR 2025-2026
17 1410
20477 Area Lighting Replacement at Grijalva Park

CARRYOVER PROJECT

PROJECT DESCRIPTION
Currently, there are a total of 54 light poles providing area/pathway lighting for Grijalva Park (side A). The lighting was designed with metal poles mounted on concrete foundations at ground level. Deterioration near the base of these poles has resulted in the need to replace several light poles in past years. Despite past measures taken to protect the poles, deterioration progresses due to continued corrosion. Several light poles have now been removed, including two which came down during heavy winds. Nine poles in total have been removed due to safety concerns and all others are being evaluated regularly. The objective of this project is to replace all the area lighting to include new poles and fixtures, designed to resist corrosion. Design was completed in FY 23 and construction is expected to be completed by early FY 26. This project is partially funded through the Per Capita Allocation program funded through Prop 68.

PROJECT DETAILS
Project Type: One-Time
Starting Fiscal Year: 2020-2021
Estimated Completion Date: Fall 2025
Funding Source(s): Park Aquisition (Infill);
Reimbursable Grants
Total Budget: $614,400
*Project funding includes development impact fees.

Funding is dependent on receipt of development
revenue.

CAPITAL IMPROVEMENT PROGRAM

COMMUNITY SERVICES
FISCAL YEAR 2025-2026
18 1411
20506 Olive Park Netting Replacement

CARRYOVER PROJECT

PROJECT DESCRIPTION
Olive Park is home to youth baseball programs. Park amenities include several ball fields that are adjacent to homes. The existing netting in some areas is damaged or non-existent, creating safety concerns for fly and foul balls. This project will include the design and construction of new netting. The anticipated cost is $200,000.

PROJECT DETAILS
Project Type: One-Time
Starting Fiscal Year: 2021-2022
Estimated Completion Date: Early 2026
Funding Source(s): Park Acquisition (Infill)
*Project funding includes development impact fees.

Funding is dependent on receipt of development
revenue.

CAPITAL IMPROVEMENT PROGRAM

COMMUNITY SERVICES
FISCAL YEAR 2025-2026
19 1412
20519 SKATE PARK AT GRIJALVA

CARRYOVER PROJECT

PROJECT DESCRIPTION
At the City Council meeting of November 15, 2022, the City Council approved the use of $1.75 million in park development fees collected from a housing development in the east side of Orange, known as Orange Heights, to build a skate park at Grijalva Park. In FY 24, the City began the design process which included collecting input from stakeholders and local skaters. Construction is anticipated to begin in FY 26.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: Fall 2026
Funding Source(s): Capital Projects; Grijalva Park Fund

CAPITAL IMPROVEMENT PROGRAM

COMMUNITY SERVICES
FISCAL YEAR 2025-2026
20 1413
20544 Serrano Park Lodge Pole Fencing
Installation

CARRYOVER PROJECT

PROJECT DESCRIPTION
Serrano Park has several park amenities, including a large open field adjacent to the right-of-way sidewalk.

The park and the passive field are not fenced in or gated. As the open field is accessible from the street, it often experiences vandalism as a result of unauthorized vehicles intentionally driving onto the grass. This project would install approximately 475 linear feet of new, 3’ high, single rail lodge pole fencing along two sections of the park to prevent unauthorized vehicle access into the park. The poles will be installed at one section off Sierra Vista Drive and another section along the base of the slope that separates the park from the adjacent HOA landscaped area.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: Fall 2025
Funding Source(s): Park Acquisition (Infill)
*Project funding includes development impact fees.

Funding is dependent on receipt of development
revenue.

CAPITAL IMPROVEMENT PROGRAM

COMMUNITY SERVICES
FISCAL YEAR 2025-2026
21 1414
20547 El Camino Real Park Exercise Equipment

CARRYOVER PROJECT

PROJECT DESCRIPTION
Currently, the City has two parks with outdoor exercise equipment, Grijalva and Shaffer Parks. The fitness equipment at these locations are popular and highly used by park patrons. This proposed project would include design and installation of a lighted, shaded exercise equipment station at El Camino Real Park. The installation of the exercise equipment will encourage an active and healthy lifestyle for Orange residents and El Camino Real Park patrons. The project is pending grant funding, and a project schedule will be determined based upon grant award.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: June 2027
Funding Source(s): Park Acquisition (Infill)
*Project funding includes development impact fees.

Funding is dependent on receipt of development
revenue.

CAPITAL IMPROVEMENT PROGRAM

COMMUNITY SERVICES
FISCAL YEAR 2025-2026
22 1415
30133 Hart Park Diamond 1 Field Improvements

CARRYOVER PROJECT

PROJECT DESCRIPTION
Located at Hart Park, Diamond 1 is used as a collegiate level baseball field. Currently, the City partners with Chapman University (Chapman) and Orange Lutheran High School (OLU) to maintain this premier field.

Installation of ball field netting along the first and third base foul lines will protect park users and the adjacent neighborhood from foul balls. Design was completed in FY 25. The City is working with Chapman and OLU to determine cost sharing for the project

PROJECT DETAILS
Project Type: One-Time
Starting Fiscal Year: 2019-2020
Estimated Completion Date: June 2028
Funding Source(s): Park Acquisition (Infill);
Reimbursable Capital Projects
Total Budget: $250,000
*Project funding includes development impact fees.

Funding is dependent on receipt of development
revenue.

CAPITAL IMPROVEMENT PROGRAM

COMMUNITY SERVICES
FISCAL YEAR 2025-2026
23 1416
Project 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 5 Year Total 12406 Signal Pre-Emption Installation 50,000 50,000 40,000 40,000 40,000 220,000 20334 Fire Station Repairs 200,000 50,000 50,000 50,000 - 350,000 20505 Fire Station 5 Exercise Room Addition - 720,000 - - - 720,000 20523 Fire Station 2 Remodel - 900,000 7,000,000 - - 7,900,000 Total 250,000 1,720,000 7,090,000 90,000 40,000 9,190,000 Project Summary
FIRE
Funding for some of the below projects includes development impact fees and is dependent on receipt of development revenue. 24 1417
12406 Signal Pre-Emption Installation

PROJECT DESCRIPTION
The Opticom Traffic Pre-emption project involves the purchase and installation of traffic signal pre-emption equipment on the City’s major roadways, intersections, and fire apparatus. This technology enables emergency vehicles to navigate through traffic more efficiently and safely, reducing response times and potentially saving lives during critical situations. Pre-emption equipment installed on fire apparatus triggers the associated equipment within traffic signals to control signal lights for oncoming fire apparatus right-of-way during Code 3 responses. This programming enhances the overall effectiveness of emergency response operations and contributes to public safety.

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): Fire Facility Fees
*Project funding includes development impact fees.

Funding is dependent on receipt of development
revenue.

FINANCIAL SUMMARY
12406 Signal Pre-Emption Installation
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Fire Facility Fee Districts All Com 6/07 $50,000 $50,000 $40,000 $40,000 $40,000 AMOUNT $50,000 $50,000 $40,000 $40,000 $40,000

CAPITAL IMPROVEMENT PROGRAM

FIRE DEPARTMENT
FISCAL YEAR 2025-2026
25 1418
20334 Fire Station Repairs

PROJECT DESCRIPTION
The Fire Station Maintenance project provides funding to address maintenance issues which go beyond current replacement capacities. This project addresses major station maintenance and repairs, such as painting, carpeting, roof repairs, and any necessary station updates. Regular maintenance is essential to maintaining readiness and operational effectiveness during emergencies, enhancing the safety of both the firefighters and the community they serve.

In FY26, the department is scheduled to replace the flooring at Station 8, update the floors at Station 6, and carry out essential repairs to the building at Station 7, which was formerly occupied by the Orange County Intelligence Assessment Center (OCIAC).

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): FIRE FACILITY FEE DISTRICTS ALL
COM 6/07
*Project funding includes development impact fees.

Funding is dependent on receipt of development
revenue.

FINANCIAL SUMMARY
20334 Fire Station Repairs
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Fire Facility Fee Districts All Com 6/07 $200,000 $50,000 $50,000 $50,000 $0 AMOUNT $200,000 $50,000 $50,000 $50,000 $0

CAPITAL IMPROVEMENT PROGRAM

FIRE DEPARTMENT
FISCAL YEAR 2025-2026
26 1419
20505 Fire Station 5 Exercise Room Addition

PROJECT DESCRIPTION
This project establishes funding for the addition of an exercise room at Fire Station 5. Constructed in 1965, Fire Station 5 currently lacks the necessary space to store and utilize exercise equipment, crucial for cultivating a stronger and more physically fit workforce. Presently, the exercise equipment is located on the apparatus bay floor, alongside the frontline apparatus used in daily emergencies, significantly impeding the parking of emergency vehicles within the structure. The addition of an exercise room to the rear of Station 5 will provide flexibility for the future operational needs of the Fire Department by creating more space for personnel and apparatus. The existing fire station will largely remain unchanged, with some minor aesthetic improvements to complement the new room addition.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: June 2026
Funding Source(s): Capital Projects

FINANCIAL SUMMARY
20505 Fire Station 5 Exercise Room Addition
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Capital Projects $0 $720,000 $0 $0 $0
AMOUNT $0 $720,000 $0 $0 $0

CAPITAL IMPROVEMENT PROGRAM

FIRE DEPARTMENT
FISCAL YEAR 2025-2026
27 1420
20523 Fire Station 2 Remodel

PROJECT DESCRIPTION
This project establishes funding for the design and construction of a permanent facility for Fire Station 2, which provides emergency service response to the central portion of the City and neighboring City of Villa Park. The new facility will be designed to accommodate up to three frontline emergency vehicles and eight fire suppression personnel. This project will combine the newly built single-bay apparatus and workout rooms with 9,500 square feet of new construction, which will include the following accommodations: office, living room, kitchen, (8) sleeping dorms, (5) restrooms, training classroom, and two-bay apparatus room.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: June 2028
Funding Source(s): Capital Projects

FINANCIAL SUMMARY
20523 Fire Station 2 Remodel
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Capital Projects $0 $900,000 $7,000,000 $0 $0
AMOUNT $0 $900,000 $7,000,000 $0 $0

CAPITAL IMPROVEMENT PROGRAM

FIRE DEPARTMENT
FISCAL YEAR 2025-2026
28 1421
Project 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 5 Year Total 20282 Personal Computer Replacements 200,000 200,000 200,000 200,000 200,000 1,000,000 20510 Storage Area Network Replacement - 120,000 150,000 250,000 - 520,000 30071 Fiber Optic Cable Replacements 100,000 100,000 100,000 100,000 100,000 500,000 -
Total 300,000 420,000 450,000 550,000 300,000 2,020,000 Project Summary

INFORMATION TECHNOLOGY
29 1422
20282 Personal Computer Replacements

PROJECT DESCRIPTION
A recurring annual replacement of the City's aging PC (desktops, laptops, tablets) inventory is recommended.

This initiative is a recommended guideline to replace a fourth of the City's PC inventory to prevent the inventory from becoming excessively aged and prevent impact to staff productivity due to PC failures.

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): Computer Replacement

FINANCIAL SUMMARY
20282 Personal Computer Replacements
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Computer Replacement $200,000 $200,000 $200,000 $200,000 $200,000 AMOUNT $200,000 $200,000 $200,000 $200,000 $200,000

CAPITAL IMPROVEMENT PROGRAM

INFORMATION TECHNOLOGY
FISCAL YEAR 2025-2026
30 1423
20510 Storage Area Network Replacement

PROJECT DESCRIPTION
IT forecasts costs to replace end of life fabric switches in FY27. For FY28, IT forecasts costs to replace backup storage for Civic Center and the Police Department. For FY29, IT forecast costs to replace Civic Center SAN storage.

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): Computer Replacement

FINANCIAL SUMMARY
20510 Storage Area Network Replacement
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Computer Replacement $0 $120,000 $150,000 $250,000 $0
AMOUNT $0 $120,000 $150,000 $250,000 $0

CAPITAL IMPROVEMENT PROGRAM

INFORMATION TECHNOLOGY
FISCAL YEAR 2025-2026
31 1424
30071 Fiber Optic Cable Replacements

PROJECT DESCRIPTION
Having City locations on our own fiber increases security and bandwidth. IT is proposing a citywide fiber assessment be performed in FY26 to provide recommendations for proactive replacement of aging fiber infrastructure.

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): Computer Replacement

FINANCIAL SUMMARY
30071 Fiber Optic Cable Replacements
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Computer Replacement $100,000 $100,000 $100,000 $100,000 $100,000 AMOUNT $100,000 $100,000 $100,000 $100,000 $100,000

CAPITAL IMPROVEMENT PROGRAM

INFORMATION TECHNOLOGY
FISCAL YEAR 2025-2026
32 1425
Project 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 5 Year Total 20461 Main Library Facility Improvements 126,906 21,000 - - - 147,906 20462 Taft Library Facility Improvements 26,345 - - - - 26,345 20463 El Modena Library Facility Improvements 47,875 - - - - 47,875 Total 201,126 21,000 - - - 222,126
Project Summary

LIBRARY
33 1426
20461 Main Library Facility Improvements

PROJECT DESCRIPTION
This project will encompass all facility improvements for Main Library.

The north and south entrance automatic doors need to be replaced for improved accessibility. The dumbwaiter elevator which transports surplus Friends books to the basement needs to be replaced. These projects are expected to be completed by December 2025, and funding for these projects reflects revenue received from the Building Forward Main Grant.

Repairs to the tower roof and removal of the History Center sink are needed to address leaks that are affecting local archives. Cabinetry will be installed in the sink space. In the Tower Reading Room, in-laid carpet will be replaced with carpet tiles and wood floors will be replaced with with luxury vinyl tile flooring.

These flooring types are easier to maintain in high traffic areas. In the Community room, carpet squares and baseboards will be replaced to match library-wide carpet squares/baseboards. Finally, the ceiling wheels in the Steve Ambriz reading room will be repaired or replace to allow the doors to function properly. These projects are expected to be completed by June 2026. Funding for these projects reflects revenue received from library facility development fees.

PROJECT DETAILS
Project Type: Ongoing
Estimated Completion: June 2026
Funding Source(s): Capital Projects; Reimbursable
Capital Projects; Library Facility Fees; Major Building Improvements

FINANCIAL SUMMARY
20461 Main Library Improvements
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Library Facility Fees $126,906 $21,000 $0 $0 $0
AMOUNT $126,906 $21,000 $0 $0 $0

CAPITAL IMPROVEMENT PROGRAM

LIBRARY
FISCAL YEAR 2025-2026
34 1427
20462 TAFT LIBRARY FACILITY IMPROVEMENTS

PROJECT DESCRIPTION
This project will encompass all facility improvements for Taft Library. The automatic entrance doors need to be replaced for improved accessibility. The windows need replacement and reframing due to aging and vandalism. These projects are expected to be completed by December 2025, and funding for these projects reflects revenue received from the Building Forward Taft Grant. The lighting control panel was upgraded a couple of years ago; however, additional work on the panel is required to complete the project to improve accessibility and efficiency. This project is expected to be completed by June 2026, and the funding reflects revenue received from library facility development fees.

PROJECT DETAILS
Project Type: Ongoing
Estimated Project Completion Date:June 2026
Funding Source(s): Capital Projects; Library Facility
Fees; Major Building Improvements

FINANCIAL SUMMARY
20462 Taft Library Improvements
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Library Facility Fees $26,345 $0 $0 $0 $0
AMOUNT $26,345 $0 $0 $0 $0

CAPITAL IMPROVEMENT PROGRAM

LIBRARY
FISCAL YEAR 2025-2026
35 1428
20463 El Modena Library Facility Improvements

PROJECT DESCRIPTION
This project will encompass all facility improvements for El Modena Library. The automatic entrance doors need to be replaced for improved accessibility. Roofing improvements are needed to mitigate leaks and restore its useful life. These projects are expected to be completed by December 2025, and funding for these projects reflects revenue received from the Building Forward El Modena Grant. The monument sign needs to be replaced because the partner organization OCPT listed is no longer on site. The concrete behind the emergency exit gate needs to be refinished to allow for better emergency access. Installation of a charging station and concrete work behind the building is needed in anticipation of an outreach library vehicle in the future. These projects are expected to be completed by June 2026. The funding reflects revenue received from library facility development fees.

PROJECT DETAILS
Project Type: Ongoing
Estimated Completion Date: June 2026
Funding Source(s): Library Facility Fees

FINANCIAL SUMMARY
20463 El Modena Library Improvements
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Library Facility Fees $47,875 $0 $0 $0 $0
AMOUNT $47,875 $0 $0 $0 $0

CAPITAL IMPROVEMENT PROGRAM

LIBRARY
FISCAL YEAR 2025-2026
36 1429
Project 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 5 Year Total 30196 Police Enterprise System 672,000 790,000 807,000 826,000 845,000 3,940,000 Total 672,000 790,000 807,000 826,000 845,000 3,940,000 Project Summary
POLICE
37 1430
30196 Police Enterprise System

PROJECT DESCRIPTION
The Police Enterprise System project provides a flexible platform to help the Police Department reach its vision of adopting a network solution that allows all systems to connect and integrate with one another to meet the objectives of the department. The system consolidates and manages police hardware and software including existing Tasers, body worn, fleet, and interview cameras, Standards for reporting, Axon Air for drone management along with the evidence.com portal, which is cloud based for data storage and sharing. The Records and Dispatch component is not able to integrate into one single solution and must be maintained as a stand-alone system for basic operations. The project is led by the Police Department and primarily funded through the Computer Replacement fund.

PROJECT DETAILS
Project Type: Ongoing
Estimated Completion Date: June 2032
Funding Source(s): Computer Replacement

FINANCIAL SUMMARY
30196 Police Enterprise System
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Computer Replacement $672,000 $790,000 $807,000 $826,000 $845,000 AMOUNT $672,000 $790,000 $807,000 $826,000 $845,000

CAPITAL IMPROVEMENT PROGRAM

POLICE DEPARTMENT
FISCAL YEAR 2025-2026
38 1431
Project 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 5 Year Total 11328 ADA Improvements 100,000 - - - - 100,000
12982 Corporate Yard Renovations 100,000 - - - - 100,000 13115 Pavement Management Program Survey 60,000 110,000 60,000 110,000 60,000 400,000 13120 Pavement Management Program 8,250,000 8,650,000 8,750,000 8,950,000 9,050,000 43,650,000 15508 Sewer Line Maintenance & Replacement 2,438,783 2,511,946 2,587,304 2,664,923 2,744,871 12,947,827 15509 Sewer Cleaning & Video 500,000 500,000 500,000 500,000 500,000 2,500,000 16065 Quiet Zone Maintenance 50,000 50,000 50,000 50,000 50,000 250,000 16302 Minor Traffic Control Devices 250,000 250,000 250,000 250,000 250,000 1,250,000 16304 Biennial Traffic Signal Coordination - 95,000 - 95,000 - 190,000 16305 Traffic Signal Controller Changeout 125,000 125,000 125,000 125,000 125,000 625,000 19826 Police Headquarter Exterior Wall Sealing 20,000 20,000 20,000 20,000 20,000 100,000 20329 Chapman & Batavia Left Turn Signal Modification 30,654 - - - - 30,654 20353 Chapman & Grand Left Turn Signal Modification 75,000 - - - - 75,000 20354 Chapman & Cambridge Left Turn Signal Modification 75,000 - - - - 75,000 20374 Streetlight Pole Replacement Program 500,000 500,000 500,000 500,000 500,000 2,500,000 20378 Katella & Batavia Signal Network Extension - - 150,000 - - 150,000 20379 Batavia & Taft Signal Network Extension - 170,000 - - - 170,000 20380 Glassell St Signal Network Extension - 100,000 - - - 100,000 20382 Katella Ave Signal Network Extension 1,300,000 - - - - 1,300,000 20397 Parker Street Restriping - - - 100,000 - 100,000
20425 Tustin St Signal Synchronization 906,387 - - - - 906,387 20430 Storm Drain Improvements 500,000 500,000 500,000 500,000 500,000 2,500,000 20443 Orange Community Shuttle Feasibility Study 8,550 - - - - 8,550 20483 Police Facility Improvements 100,000 - - - - 100,000 20502 Fire Station Apparatus Bay Door Replacement 400,000 - - - - 400,000 20518 Pedestrian Beacon Upgrades 277,300 - - - - 277,300 20525 Santiago Canyon Road Signal Network Extension - - - 250,000 - 250,000 20539 Citywide Bicycle Lane Enhancements - - - - 150,000 150,000 20556 Orange Olive Metrolink Fence Construction 657,800 - - - - 657,800 30150 Local Roadway Safety Plan - - 50,000 - - 50,000
30240 Kraemer Blvd/Glassell St/Grand Ave RTSSP 330,000 - - - - 330,000 30241 Ball Rd/Taft Ave RTSSP 120,000 - - - - 120,000
30247 Citywide Active Transportation Plan 350,000 - - - - 350,000 30264 CDBG Street Improvements Fiscal Year 2025-26 572,390 - - - - 572,390 -
Total 18,096,864 13,581,946 13,542,304 14,114,923 13,949,871 73,285,908 Project Summary

PUBLIC WORKS
39 1432
11328 ADA Improvements

PROJECT DESCRIPTION
This project will modify curbs and ramps at various locations throughout the City to comply with the Americans with Disabilities Act (ADA) regulations. This has been an ongoing project, partially funded with Community Development Block Grants (CDBG).

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): Community Development Block
Grant (CDBG)
*Project funding includes development impact fees.

Funding is dependent on receipt of development
revenue.

FINANCIAL SUMMARY
11328 ADA Improvements
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Community Development Block Grant $100,000 $0 $0 $0 $0
AMOUNT $100,000 $0 $0 $0 $0

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
40 1433
12982 Corp Yard Renovations

PROJECT DESCRIPTION
Renovation of the Corporation Yard has completed the final design. This project will focus on improving space allocation, enhancing paths of travel and safety, maximizing equipment and vehicle storage, and redistributing departments’ storage areas of Police, Community Services, and Public Works. Upgrades will also include necessary improvements to comply with NPDES/environmental requirements. The first construction phase includes undergrounding utilities, completing the perimeter wall, lightings, landscaping, pavement reconstruction, and building the material storage for environmental compliance. Construction of the first phase is expected to begin in the Spring of 2024. The second phase of the project includes the replacement of modified wooden sheds / storage containers to prefabricated metal storage buildings along with building a permanent transfer station for environmental compliance. City staff is evaluating options for funding for the second phase.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: June 2028
Funding Source(s): Capital Bond Proceeds (553) and
Capital Projects (500)

FINANCIAL SUMMARY
12982 Corp Yard Renovations
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Police Facility Fees $50,000 $0 $0 $0 $0
CAPITAL BOND PROCEEDS $50,000 $0 $0 $0 $0
AMOUNT $100,000 $0 $0 $0 $0

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS DEPARTMENT
FISCAL YEAR 2025-2026
41 1434
13115 Pavement Management Program Survey

PROJECT DESCRIPTION
Windshield field surveys of the City's pavement are conducted every two years for arterial streets and every six years for local streets to determine the pavement condition indexes for each segment. These surveys are conducted as a requirement for numerous grant programs, OCTA bi-annual reports, and overall pavement management programs. This project also includes traffic data collection including traffic counts, parking surveys, and speed surveys to be done bi-annually.

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): Traffic Improvement - Measure M2,
TSIP

FINANCIAL SUMMARY
13115 Pavement Management Program Survey
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
TSIP Citywide $60,000 $40,000 $60,000 $40,000 $60,000
Traffic Improvemnt -Measure M2 $0 $70,000 $0 $70,000 $0 AMOUNT $60,000 $110,000 $60,000 $110,000 $60,000

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
42 1435
13120 Pavement Management Program

PROJECT DESCRIPTION
The City's Pavement Management Program identifies the condition of 320 miles of streets and identifies the maintenance needs of this roadway system. This program requires $6 million annually for slurry sealing, asphalt overlays, and reconstructions to maintain the City's Pavement Condition Index rating. This fiscal year's CIP lists other road maintenance projects and CDBG projects. This project outlines the remaining funding needs from Gas Tax, Measure M2, and Capital Projects. Approximately $8.2 million of new funding will be allocated to the various roadway management projects for this fiscal year.

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): Traffic Improvement - M2, Gas Tax
Maintenance, RMRA Road Maintenance Rehabilitation,
Capital Projects, Reimbursable Capital Projects

FINANCIAL SUMMARY
13120 Pavement Management Program
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Capital Projects $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 Rmra Road Maint Rehabilitation Account $3,400,000 $3,500,000 $3,600,000 $3,700,000 $3,800,000 Traffic Improvemnt -Measure M2 $2,700,000 $3,000,000 $3,000,000 $3,100,000 $3,100,000 Gas Tax Maintenance $150,000 $150,000 $150,000 $150,000 $150,000 AMOUNT $8,250,000 $8,650,000 $8,750,000 $8,950,000 $9,050,000

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2024-2025
43 1436
15508 Sewer Line Maintenance & Replacement

PROJECT DESCRIPTION
This project annually fixes hot spots due to root intrusion, offset joints, and damaged sewer mains. It also replaces both hydraulically and structurally deficient sewer mains. As part of the 2023 Sanitation Fee study, a new capital improvement component has been established to address the replacement and upgrade needs of the City’s sewer system. This fiscal year, $2.4 million is available to fund necessary sewer facility improvements at various locations citywide.

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): Sewer Construction

FINANCIAL SUMMARY
15508 Sewer Line Maintenance
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Sewer $2,438,783 $2,511,946 $2,587,304 $2,664,923 $2,744,871 AMOUNT $2,438,783 $2,511,946 $2,587,304 $2,664,923 $2,744,871

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2024-2025
44 1437
15509 Sewer Cleaning & Video

PROJECT DESCRIPTION
The State's Waste Discharge Elimination (WDR) requires the City to complete a condition assessment of its entire 300+ mile sewer line system and develop a rehabilitation and replacement plan. Additional contract services are needed to comply with WDR requirements.

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): Sewer

FINANCIAL SUMMARY
15509 Sewer Cleaning & Video
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Sewer $500,000 $500,000 $500,000 $500,000 $500,000
AMOUNT $500,000 $500,000 $500,000 $500,000 $500,000

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
45 1438
16065 Quiet Zone Maintenance

PROJECT DESCRIPTION
This project provides for the annual Quiet Zone and Safe Railroad Crossing maintenance agreement with Southern California Regional Rail Authority and any related maintenance or improvements necessary for compliance.

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): CITY TRF: MERGED 2008 TAX

EXEMPT BONDS

FINANCIAL SUMMARY
16065 Quiet Zone Maintenance
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
City Trf: Merged 2008 Tax Exempt Bonds $50,000 $50,000 $50,000 $50,000 $50,000 AMOUNT $50,000 $50,000 $50,000 $50,000 $50,000

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
46 1439
16302 Minor Traffic Control Devices

PROJECT DESCRIPTION
This project provides for the annual Quiet Zone and Safe Railroad Crossing maintenance agreement with Southern California Regional Rail Authority and any related maintenance or improvements necessary for compliance.

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): Traffic Improvement - Measure M2,
TSIP, Capital Projects

FINANCIAL SUMMARY
16302 Minor Traffic Control Devices
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Capital Projects $200,000 $200,000 $200,000 $200,000 $200,000 Traffic Improvemnt -Measure M2 $50,000 $50,000 $50,000 $50,000 $50,000 AMOUNT $250,000 $250,000 $250,000 $250,000 $250,000

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
47 1440
16304 Biennial Traffic Signal Coordination

PROJECT DESCRIPTION
This project is for the on-going implementation of studies and improvements for traffic signals along the City's major arterials within its boundaries. The studies include traffic counts, analysis of traffic flows, provide signal timing, and synchronization. The project will provide for the traffic signal infrastructure improvements necessary to achieve optimum signal timing and synchronization. The coordinated signal timing will be implemented through the City's Traffic Management Center. Changes in traffic flow require updating at twoyear intervals. The traffic signal coordination will reduce travel times, save on gas, and reduce vehicle emissions.

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): Traffic Improvement - Measure M2

FINANCIAL SUMMARY
16304 Biennial Traffic Signal Coordination
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Traffic Improvemnt -Measure M2 $0 $95,000 $0 $95,000 $0 AMOUNT $0 $95,000 $0 $95,000 $0

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
48 1441
16305 Traffic Signal Controller Changeout

PROJECT DESCRIPTION
The City maintains 158 traffic signals. Nearly two-thirds of the controllers have recently been updated or replaced to allow for better coordination with the City's Transportation Management Center (TMC). The project is an ongoing process of updating or replacing controllers, signal cabinets and communication equipment, CCTV cameras, traffic signal battery backups, future signal controller needs, and upgrading TMC equipment and software.

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): Gas Tax Maintenance

FINANCIAL SUMMARY
16305 Traffic Signal Controller Changeout
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Gas Tax Maintenance $125,000 $125,000 $125,000 $125,000 $125,000 AMOUNT $125,000 $125,000 $125,000 $125,000 $125,000

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
49 1442
19826 Police Headquarter Exterior Wall Sealing

PROJECT DESCRIPTION
The ceramic tile exterior of the Police Headquarters requires cleaning and sealing every five years to prevent internal damage from rainwater. This project accumulates funding which is critical for the maintenance of the Police Headquarters and will also fund other water leak repair costs.

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): City Trf: Merged 2008 Tax
Exempt Bonds

FINANCIAL SUMMARY
19826 Police Headquarters Exterior Wall Sealing
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
City Trf: Merged 2008 Tax Exempt Bonds $20,000 $20,000 $20,000 $20,000 $20,000 AMOUNT $20,000 $20,000 $20,000 $20,000 $20,000
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CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
50 1443
20329 Chapman & Batavia Left Turn Signal
Modification

PROJECT DESCRIPTION
The project will provide for a protected left-turn phase for the northbound and southbound approaches on Batavia Street at Chapman Avenue to improve operational efficiency and enhance safety. The addition of a protected left turn is an effective countermeasure that can reduce the possibility of crashes. The scope of work includes installation of signal poles and gear, controller and cabinet, CCTV camera, new conduits, wiring, battery back-up system, loop detectors, ADA ramps, and restoration of existing improvements.

PROJECT DETAILS
Project Type: One-Time
Starting Fiscal Year: 2016-2017
Estimated Completion Date: June 2026
Funding Source(s): Traffic Improvement - Measure M2;
Reimbursable Capital Projects

FINANCIAL SUMMARY
20329 Chapman & Batavia Left Turn Signal Modification
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Reimbursable Capital Projects $654 $0 $0 $0 $0
Traffic Improvemnt -Measure M2 $30,000 $0 $0 $0 $0
AMOUNT $30,654 $0 $0 $0 $0

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
51 1444
20353 Chapman & Grand Left Turn Signal
Modification

PROJECT DESCRIPTION
The project provides for a protected left-turn phase for the eastbound and westbound approaches on Chapman Avenue at Grand Street. The proposed signal modification will enhance the capacity and improve the traffic signal operation at the intersection. The project features decorative signal poles consistent with the Old Towne District theme. The scope of work includes installation of signal poles and gear, controller and cabinet, wiring, CCTV camera, electrical service; upgrading emergency vehicle preemption; and restoration of existing improvements.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: June 2026
Funding Source(s): City-Wide TSIP

FINANCIAL SUMMARY
20353 Chapman & Grand Left Turn Signal
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
TSIP Citywide $75,000 $0 $0 $0 $0
AMOUNT $75,000 $0 $0 $0 $0

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
52 1445
20354 Chapman & Cambridge Left Turn Signal
Modification

PROJECT DESCRIPTION
The project provides for a protected left-turn phase for the eastbound, westbound, northbound, and southbound approaches at Chapman Avenue and Cambridge Street. The proposed signal modification will enhance the capacity and improve the traffic signal operation at the intersection. The scope of work includes installation of signal poles and gear, controller and cabinet, wiring, CCTV camera, and electrical service and restoration of existing improvements.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: June 2026
Funding Source(s): City-Wide TSIP

FINANCIAL SUMMARY
20354 Chapman & Cambridge Left Turn Signal
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
TSIP Citywide $75,000 $0 $0 $0 $0
AMOUNT $75,000 $0 $0 $0 $0

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
53 1446
20374 Streetlight Pole Replacement Program

PROJECT DESCRIPTION
As a cost-saving measure, the City acquired an additional 4,359 streetlight poles from Southern California Edison (SCE) in Fiscal Year 2018. Over half the poles are steel poles. An annual pole replacement program is necessary to maintain the acquired streetlight infrastructure. This program will biannually replace 40 steel streetlight poles with City standard LED-retrofitted concrete poles and underground overhead wires. Additionally, this project provides for miscellaneous lighting, undergrounding, wiring, and pole knock downs.

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): Traffic Improvement - Measure M2;
Capital Projects

FINANCIAL SUMMARY
20374 Streetlight Pole Replacement
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Capital Projects $470,000 $470,000 $470,000 $470,000 $470,000 Traffic Improvemnt -Measure M2 $30,000 $30,000 $30,000 $30,000 $30,000 AMOUNT $500,000 $500,000 $500,000 $500,000 $500,000

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
54 1447
20378 Katella & Batavia Signal Network Extension

PROJECT DESCRIPTION
The project will extend the existing City's Traffic Signal Network along Katella Avenue from Main Street to Struck Avenue and along Batavia Street from Katella Avenue to Palm Avenue. The installation of fiber optic lines will enable the City's Traffic Management Center to communicate with the traffic signals along critical arterials to improve traffic signal operations, and traffic flow. This will also allow immediate incident monitoring and response to reduce traffic congestion.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: July 2026
Funding Source(s): City-Wide TSIP
*Project funding includes development impact fees.

Funding is dependent on receipt of development
revenue.

FINANCIAL SUMMARY
20378 Katella & Batavia Signal Network Extension
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
TSIP Citywide $0 $0 $150,000 $0 $0
AMOUNT $0 $0 $150,000 $0 $0

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
55 1448
20379 Batavia & Taft Signal Network Extension

PROJECT DESCRIPTION
The project will extend the existing City's Traffic Signal Network along Taft Avenue from Shaffer Street to Main Street and along Batavia Street from Taft Avenue to Fletcher Avenue. The installation of fiber optic lines will enable the City's Traffic Management Center to communicate with the traffic signals along critical arterials to improve traffic signal operations, and traffic flow. This will also allow immediate incident monitoring and response to reduce traffic congestion.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: July 2026
Funding Source(s): City-Wide TSIP
*Project funding includes development impact fees.

Funding is dependent on receipt of development
revenue.

FINANCIAL SUMMARY
20379 Batavia and Taft Signal Network Extension
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
TSIP Citywide $0 $170,000 $0 $0 $0
AMOUNT $0 $170,000 $0 $0 $0

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
56 1449
20380 Glassell St Signal Network Extension

PROJECT DESCRIPTION
The project will extend the existing City's Traffic Signal Network along Taft Avenue from Shaffer Street to Glassell Street and along Glassell Street from Taft Avenue to Lincoln Avenue. This will connect to the existing fiber lines on Glassell Street from Lincoln Avenue to Riverdale Avenue. The installation of fiber optic lines will enable the City's Traffic Management Center to communicate with the traffic signals along critical arterials to improve traffic signal operations and traffic flow. This will also allow immediate incident monitoring and response to reduce traffic congestion. Current funding is for design of the project while construction funding is requested.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: July 2027
Funding Source(s): City-Wide TSIP
*Project funding includes development impact fees.

Funding is dependent on receipt of development
revenue.

FINANCIAL SUMMARY
20380 Glassell St Signal Network Extension
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
TSIP Citywide $0 $100,000 $0 $0 $0
AMOUNT $0 $100,000 $0 $0 $0

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
57 1450
20382 Katella Ave Signal Network Extension

PROJECT DESCRIPTION
The project will extend the existing City's Traffic Signal Network along Katella Avenue from Tustin Street to Santiago Boulevard and on Santiago Boulevard from Katella Avenue to Meats Avenue. The installation of fiber optic lines will enable the City's Traffic Management Center to communicate with the traffic signals along critical arterials to improve traffic signal operations and traffic flow. This will also allow immediate incident monitoring and response to reduce traffic congestion. Construction of improvements include upgrades to the controller cabinet and communication appurtenances.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: June 2028
Funding Source(s): TSIP Citywide

FINANCIAL SUMMARY
20382 Katella Ave Signal Network Extension
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
TSIP Citywide $1,300,000 $0 $0 $0 $0
AMOUNT $1,300,000 $0 $0 $0 $0

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
58 1451
20397 Parker Street Restriping

PROJECT DESCRIPTION
This project will provide for the ultimate roadway configuration as the City builds out and adjacent parcels potentially redevelop. By reorganizing the existing paved roadway, this will provide features necessary to best serve various road users.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: July 2029
Funding Source(s): Reimbursable Capital Projects

FINANCIAL SUMMARY
20397 Parker Street Restriping
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Reimbursable Capital Projects $0 $0 $0 $100,000 $0
AMOUNT $0 $0 $0 $100,000 $0

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
59 1452
20425 Tustin St Signal Synchronization

PROJECT DESCRIPTION
The Tustin Street Traffic Signal Synchronization project a multi-jurisdictional project between First Street in Tustin and Wabash Avenue in Yorba Linda. The corridor is over eleven miles and includes 55 signals across seven jurisdictions. 25 of the signals are within the City of Orange. The benefits of signal synchronization include a reduction in travel time, improvement in travel speed, greenhouse gas reduction, less fuel consumption, and an overall better travel experience. This project will be led by City of Orange and primarily funded through OCTA's M2.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: June 2027
Funding Source(s): City-Wide TSIP; Reimbursable
Capital Projects

FINANCIAL SUMMARY
20425 Tustin St Signal Synchronization
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Reimbursable Capital Projects $854,387 $0 $0 $0 $0
TSIP Citywide $52,000 $0 $0 $0 $0
AMOUNT $906,387 $0 $0 $0 $0

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
60 1453
20430 Storm Drain Improvements

PROJECT DESCRIPTION
This project replaces existing deficient drainage systems and constructs new storm drain lines as needed per the Master Plan of Drainage to alleviate localized flooding.

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): Sewer

FINANCIAL SUMMARY
20430 Storm Drain Improvements
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Sewer $500,000 $500,000 $500,000 $500,000 $500,000
AMOUNT $500,000 $500,000 $500,000 $500,000 $500,000

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
61 1454
20443 Orange Community Shuttle Feasibility Study

PROJECT DESCRIPTION
This project will explore opportunities and benefits for a new community shuttle service. The service could provide an alternative to driving while connecting key destinations such as the Outlets of Orange, medical corridor, Old Towne, and Chapman University.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: June 2026
Funding Source(s): Traffic Improvement - Measure M2;
Reimbursable Capital Projects

FINANCIAL SUMMARY
20443 Orange Community Shuttle Feasibility Study
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Reimbursable Capital Projects $135 $0 $0 $0 $0
Traffic Improvemnt -Measure M2 $8,415 $0 $0 $0 $0
AMOUNT $8,550 $0 $0 $0 $0

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
62 1455
20483 Police Facility Improvements

PROJECT DESCRIPTION
This project will encompass new furniture and miscellaneous facility improvements for police facilities including paint, carpet, lighting, window tint, and network cabling. This project will replace existing furniture with a new office design, refresh interior paint throughout the department and replace existing carpet and baseboards that have far exceeded its life expectancy. Additionally, the scope of work includes replacing existing lighting with energy efficient lighting to properly illuminate current workstations and offices. One division will be revitalized each year over a span of three years.

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): AB3229-COPS/STATE-(SUPPL
LAW ENF SERVS; Police Facility Fees; CITY TRF:

MERGED 2008 TAX EXEMPT BONDS

FINANCIAL SUMMARY
20483 Police Facility Improvements
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
City Trf: Merged 2008 Tax Exempt Bonds $100,000 $0 $0 $0 $0 AMOUNT $100,000 $0 $0 $0 $0
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CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
63 1456
20502 Fire Station Apparatus Bay Door
Replacement

PROJECT DESCRIPTION
The Fire Station Apparatus Bay Door Replacement program assesses, maintains, and replaces the apparatus bay doors that provide critical access for emergency response vehicles at all 8 fire stations throughout the city. The systematic replacement program ensures all apparatus doors remain in optimal condition, minimizing the risk of malfunctions or delays during emergency response operations. It helps to mitigate the potential for unexpected door failures, reduces downtime for maintenance, and ultimately supports the continuous readiness of the fire station to respond to emergencies effectively. This is the final phase of the project, set to be completed in FY26, involving the replacement of apparatus doors at Stations 7 and 8.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: June 2026
Funding Source(s): Prop 172

FINANCIAL SUMMARY
20502 Fire Station Apparatus Bay Door Replacement
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Prop 172 $400,000 $0 $0 $0 $0
AMOUNT $400,000 $0 $0 $0 $0
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CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
64 1457
20518 Pedestrian Beacon Upgrades

PROJECT DESCRIPTION
This project will upgrade and modernize existing flashing beacon systems at several pedestrian crossings throughout the City. Existing beacons that either flash perpetually or must be manually activated/de-activated will be replaced with push buttons that will activate the beacons on demand. In addition, circular beacons will be upgraded to newer rapid rectangular flashing beacons, which are expected to enhance visibility to motorists. The project will also involve minor modifications to/refurbishment of ancillary equipment, roadway features, and traffic control devices, including, but not limited to, poles, pavement markings, signs, and curb ramps.

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): Capital Projects; Reimbursable
Capital Projects

FINANCIAL SUMMARY
20518 Pedestrian Beacon Upgrades
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Capital Projects $27,730 $0 $0 $0 $0
Reimbursable Capital Projects $249,570 $0 $0 $0 $0
AMOUNT $277,300 $0 $0 $0 $0

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
65 1458
20525 Santiago Canyon Road Signal Network
Extension

PROJECT DESCRIPTION
The project will extend the existing City's Traffic Signal Network along Santiago Canyon Road from Cannon Street to Chapman Avenue. The installation of fiber optic lines will enable the City's Traffic Management Center to communicate with the traffic signals along critical arterials to improve traffic signal operations, and traffic flow. This will also allow immediate incident monitoring and response to reduce traffic congestion.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: December 2029
Funding Source(s): City-Wide TSIP
*Project funding includes development impact fees.

Funding is dependent on receipt of development
revenue.

FINANCIAL SUMMARY
20525 Santiago Canyon Road Signal Network Extension
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
TSIP Citywide $0 $0 $0 $250,000 $0
AMOUNT $0 $0 $0 $250,000 $0

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
66 1459
20539 Citywide Bicycle Lane Enhancements

PROJECT DESCRIPTION
This project will implement green-colored pavement to enhance the conspicuity of existing City bike lanes.

Colored pavement within a bicycle lane increases the visibility of the facility, identifies potential areas of conflict, and reinforces priority to bicyclists in conflict areas.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: June 2030
Funding Source(s): Capital Projects

FINANCIAL SUMMARY
20539 Citywide Bicycle Lane Enhancements
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Capital Projects $0 $0 $0 $0 $150,000
AMOUNT $0 $0 $0 $0 $150,000

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
67 1460
20556 ORANGE OLIVE METROLINK FENCE

CONSTRUCTION
This project scope of work includes the continuation of an existing fence on Orange Olive Road. The existing fence is part of property owned and maintained by Metrolink. The fence extension will also be part of Metrolink property but is assumed that the City would be responsible for any on-going maintenance of this fence. The existing fence is set back approximately five feet from the street and the proposed fencing would follow the same path and setback distance.

There are 2 possible phases of this project. Phase one would install 6’ fencing and two access gates on Orange Olive from Fellows Drive to Meats Avenue. The cost for phase one is estimated to be $336,050. Phase two of the project would install 6’ fencing and two access gates on Orange Olive from Meats Avenue to Taft Avenue. The cost for phase two is estimated to be $321,750. The total cost for this project is estimated to be $657,800.

PROJECT DETAILS
Project Type: One-Time
Estimated Project Completion Date: June 2026
Funding Source(s): Capital Projects

FINANCIAL SUMMARY
20556 ORANGE OLIVE METROLINK FENCE CONSTRUCTION
Funds Description 2024 Budget 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Home $64,835 $0 $0 $0 $0 $0
AMOUNT $64,835 $0 $0 $0 $0 $0
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CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
68 1461
30150 Local Roadway Safety Plan

PROJECT DESCRIPTION
This project develops a Local Road Safety Plan (LRSP) that will define goals, objectives, and strategies to reduce accidents on local roads. The LRSP will also provide a framework to identify, analyze, and prioritize roadway safety improvements and offers a proactive approach to addressing safety needs while demonstrating agency responsiveness to safety challenges. The scope of work includes the following key tasks: state of the system review, accident history assessment, countermeasure development, implementation program, and development of the LRSP document. This project also includes an update which is required by CalTrans every five years.

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): Traffic Improvement - Measure M2

FINANCIAL SUMMARY
30150 Local Roadway Safety Plan
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Traffic Improvemnt -Measure M2 $0 $0 $50,000 $0 $0
AMOUNT $0 $0 $50,000 $0 $0

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2024-2025
69 1462
30240 Kraemer Blvd/Glassell St/Grand Ave RTSSP

PROJECT DESCRIPTION
The Kraemer Boulevard/Glassell Street/Grand Avenue Regional Traffic Signal Synchronization Program Project (KGG RTSSP) is a multi-jurisdictional project between Lambert Road and Kraemer Boulevard in the City of Brea to Dyer Road and Grand Avenue in the City of Santa Ana. The KGG RTSSP covers 62 signals along the 15.1 mile long corridor within the cities of Brea, Placentia, Anaheim, Orange and Santa Ana. Of those signals, 18 are within the City of Orange. The project is part of OCTA's Measure M2 Project P - Regional Traffic Signal Synchronization Program. The benefits of signal synchronization include a reduction in travel time, improvement in travel speed, greenhouse gas reduction, less fuel consumption, and an overall better travel experience. This project will be led by City of Santa Ana and primarily funded through OCTA's M2. All agencies are required to provide a minimum of 20% matching cash funds. Primary implementation, including construction, is scheduled to be completed in June 2027. A two-year maintenance and operation phase will be initiated after completion of primary implementation.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: June 2027
Funding Source(s): Traffic Improvement - Measure M2

FINANCIAL SUMMARY
30240 KGG RTSSP 2024
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Traffic Improvemnt -Measure M2 $330,000 $0 $0 $0 $0
AMOUNT $330,000 $0 $0 $0 $0

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
70 1463
30241 Ball Rd/Taft Ave RTSSP

PROJECT DESCRIPTION
The Ball Road/Taft Avenue Regional Traffic Signal Synchronization Program Project (Ball-Taft RTSSP) is a multijurisdictional project between Knott Avenue and Ball Road in the City of Anaheim to Tustin Street and Taft Avenue in the City of Orange. The Ball-Taft RTSSP covers 37 signals along the 10.5 mile long corridor within the cities of Anaheim and Orange. Of those signals, 6 are within the City of Orange. The project is part of OCTA's Measure M2 Project P - Regional Traffic Signal Synchronization Program. The benefits of signal synchronization include a reduction in travel time, improvement in travel speed, greenhouse gas reduction, less fuel consumption, and an overall better travel experience. This project will be led by City of Anaheim and primarily funded through OCTA's M2. All agencies are required to provide a minimum of 20% matching cash funds. Primary implementation, including construction, is scheduled to be completed in June 2027. A two-year maintenance and operation phase will be initiated after completion of primary implementation.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: June 2027
Funding Source(s): City-Wide TSIP

FINANCIAL SUMMARY
30241 Ball-Taft RTSSP 2024
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
TSIP Citywide $120,000 $0 $0 $0 $0
AMOUNT $120,000 $0 $0 $0 $0

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
71 1464
30247 Citywide Active Transportation Plan

PROJECT DESCRIPTION
This project will develop an Active Transportation Plan by analyzing socioeconomic and crash data to provide recommendations to improve walking and biking conditions at high need areas throughout the City. Using technical data and robust public engagement with disadvantaged community members and the community at large, the plan will incorporate both infrastructure and non-infrastructure recommendations addressing equity, engagement, evaluation, encouragement, and education efforts. As part of this effort, the Citywide Active Transportation Plan will also update the City’s Bikeway Master Plan.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: August 2027
Funding Source(s): City-Wide TSIP; Reimbursable
Capital Projects
*Project funding includes development impact fees.

Funding is dependent on receipt of development
revenue.

FINANCIAL SUMMARY
30247 Citywide Active Transportation Plan
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Reimbursable Capital Projects $308,000 $0 $0 $0 $0
TSIP Citywide $42,000 $0 $0 $0 $0
AMOUNT $350,000 $0 $0 $0 $0

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
72 1465
30264 CDBG Street Improvements Fiscal Year
2025-26

PROJECT DESCRIPTION
This project will rehabilitate Wheeler Street, Killingworths Avenue, and Highland Street which includes but is not limited to, cold planning (milling) the existing asphalt, asphalt concrete overlay installation, reconstruction of sidewalks, curb and gutters, cross gutters, spandrels, sidewalk access ramps, and corresponding adjustment of manholes and water valves to grade.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: June 2026
Funding Source(s): Community Development Block
Grant
*Project funding includes development impact fees.

Funding is dependent on receipt of development
revenue.

FINANCIAL SUMMARY
30264 CDBG Street Improvements FY 26
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Community Development Block Grant $572,390 $0 $0 $0 $0
AMOUNT $572,390 $0 $0 $0 $0

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
73 1466
Project Summary

PUBLIC WORKS
Carryover Project Balance as of April 1, 2025
13816 Structural Evaluation of City Bridges 2,698,261
14997 Municipal Parking Lot Maintenance 5,215
19809 City Facility Improvements 1,210,131
20325 Santiago Bike Trail Phase IV 601,824
20383 Cannon & Serrano Intersection Modification 50,860 20500 Sycamore and Palmyra Neighborhoods Street Rehabilitation 3,176 20522 Old Towne Parking Management System 101,760
30059 OC & PT Various Improvements 43,706
30163 Chapman Ave BioClean Installation 64,338
30166 Cambridge St Infrastructure Improvement 678,000
30168 Walnut Ave Infrastructure Improvement 3,978,469
30174 Cannon Street Widening 244,806
30243 Pixley & Walnut St. Rehab 608,547
30244 Riverdale Ave Complete St Improvements 2,999,850
30259 Walnut Avenue & Orange Street New Traffic Signal 800,000 -
Total 14,088,942
74 1467
13816 Structural Evaluation of City Bridges

CARRYOVER PROJECT

PROJECT DESCRIPTION
Currently, there are eight roadway bridges located throughout the City that require maintenance. Caltrans has inspected those bridges and has made recommendations for maintenance and repair. A maintenance and retrofit plan are ready for implementation. The City is waiting for Caltrans to program construction funding due to existing funding being no longer available. The project is expected to receive funding for construction phase in FY 26.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: December 2026
Funding Source(s): Gas Tax Maintenance,
Reimbursable Capital Projects

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
75 1468
14997 Municipal Parking Lot Maintenance

CARRYOVER PROJECT

PROJECT DESCRIPTION
This project rehabilitates municipal parking lots every seven years and any maintenance issues annually. Work consists of slurry sealing, crack filling, removing and replacing defective asphalt concrete paving, striping, asphalt concrete overlays, miscellaneous delineation, and wheel stops. This project also includes the maintenance and renovation of trash enclosures.

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): Capital Projects, Parking In Lieu

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
76 1469
19809 City Facility Improvements

CARRYOVER PROJECT

PROJECT DESCRIPTION
The Citywide Facilities Conditions Assessment (FCA) report identifies high priority facilities projects, and will continually be used as a tool in planning the City’s future facility improvements. Work Items include improvements at the Civic Center and other City facilities. Projects prioritized for Fiscal Year 2024-2025 are as follows:

1. Roof replacement at Fire Station 4, Fire Station 6, and Corp Yard Building 1

2. Plumbing repairs and upgrades at the Civic Center

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): Sanitation and Sewer; Reimbursable Capital Projects; Major Building Improvements; Capital Projects; City Trf: Merged 2008 Tax Exempt Bonds

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
77 1470
20325 Santiago Bike Trail Phase IV

CARRYOVER PROJECT

PROJECT DESCRIPTION
This project is the final phase of the Santiago Creek Bike Trail alignment in the Master Bikeway Plan.

Construction of the multi-purpose trail will connect the existing bike trail west of Cannon Street and parallel the existing equestrian trail on the northern bank and terminate at the Santiago Oaks Regional Park. The project will construct an asphalt concrete bike trail and rehabilitate the existing equestrian trail with decomposed granite along with needed amenities such as rest areas and trash receptacles. The trail will allow for pedestrian and bicycle traffic along an eight-mile stretch of trails. The City received funding sources from OCTA's BCIP Grant for this project's preliminary engineering and environmental costs. Estimated construction costs are $10 million. The City is also pursuing additional grants for the construction phase.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: December 2025
Funding Source(s): Capital Projects

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
78 1471
20383 Cannon & Serrano Intersection Modification

CARRYOVER PROJECT

PROJECT DESCRIPTION
This project will add a second dedicated right-turn lane on northbound Cannon Street to eastbound Serrano Avenue, in order to accommodate the increase in right-turn movements. The project will also widen the northerly curb face on Serrano Avenue in order to mitigate the bottlenecking effect of the existing two left-turn lanes for Southbound Serrano Avenue. Public Works is working on the construction phase of the project and anticipates completion by June 2025

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: June 2026
Funding Source(s): Traffic Improvement - Measure M2;
City-Wide TSIP; Reimbursable Capital Projects

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
79 1472
20500 SYCAMORE & PALMYRA NEIGHBORHOODS

STREET REHABILITATION

CARRYOVER PROJECT

PROJECT DESCRIPTION
This project will rehabilitate Sycamore Avenue, Holly Street, Ash Street, Palmyra Avenue, Flower Street, and Lilac Lane in the Sycamore and Palmyra Neighborhoods, which includes but not is limited to cold planing (miling) the existing asphalt, asphalt concrete overlay installation, slurry seal, reconstruction of sidewalks, curb and gutters, driveways, cross gutters, and corresponding adjustment of manholes and water valves to grade on residential streets.

PROJECT DETAILS
Project Type: One-Time
Starting Fiscal Year: 2022-2023
Estimated Completion Date: December 2025
Funding Source(s): Community Development Block
Grant; Capital Projects
Total Budget: $629,530

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
80 1473
20522 Evaluation of Smart Parking Devices for Old
Towne

CARRYOVER PROJECT

PROJECT DESCRIPTION
Identified as a game-changing tool for parking management, “smart” parking technologies can increase the efficiency of existing parking infrastructure by providing real time, app-based information that’s easily accessible to visitors. In addition, smart parking equipment can be designed for compatibility with future mobility initiatives, and serve as the foundation for other types of parking management programs currently being reviewed. The purpose of this evaluation is to explore and identify feasible options for smart parking systems and products, including those that are cost-effective, reliable, have the potential for phased deployment best fitting the City’s needs, and can be aesthetically customized to blend in with Old Towne Orange.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: June 2027
Funding Source(s): Old Towne Parking Facility; Parking
in Lieu

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
81 1474
30059 OCPT Facility Improvements

CARRYOVER PROJECT

PROJECT DESCRIPTION
The 501(c)(3) non-profit, Orange Children and Parents Together (OCPT) has an agreement with the City to utilize facility space at the El Modena Branch Library. As part of their agreement, the City utilizes OCPT funding to make various improvements at the facility to comply with State inspections and an aging facility.

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): OC HEADSTART (OCPT) BUILDING
MAINT
Total Budget: $95,000

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
82 1475
30163 Chapman Avenue BioClean Installation

CARRYOVER PROJECT

PROJECT DESCRIPTION
This project will install a BioClean Separating Baffle Box or equal on Chapman Avenue approximately 150 feet west of Eckhoff Street. The existing storm drain system is a 66" storm drain line that ultimately discharges into Bitterbush Channel located 2,000 feet downstream of the proposed location. The project will also install 13 connector pipe screens on Main Street, Brian Street, Chapman Avenue, and Katella Avenue to capture litter from commercial and residential sites draining into the Santa Ana River.

PROJECT DETAILS
Project Type: One-Time
Starting Fiscal Year: 2020-2021
Estimated Completion Date: July 2025
Funding Source(s): Sewer; Reimbursable Capital
Projects
Total Budget: $386,004

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
83 1476
30166 Cambridge St Infrastructure Improvement

CARRYOVER PROJECT

PROJECT DESCRIPTION
This project will upsize the existing 18” RCP storm drain line from Palm Avenue to Walnut Avenue per the Master Plan of Drainage to alleviate localized flooding on Cambridge Street during 25-year or higher storm events. Other improvements include replacement of deficient sewer and water mains. In addition, Cambridge Street roadway pavement will be rehabilitated, and the existing concrete curb will be replaced with new concrete curb and gutter. The project also includes replacing damaged sidewalk, reconstructing existing ADA ramps to conform to federal guidelines, adjusting utility covers to grade, and restriping the roadway. Staff is seeking federal funding through Hazard Mitigation grant for construction phase.

PROJECT DETAILS
Project Type: One-Time
Starting Fiscal Year: 2020-2021
Estimated Completion Date: September 2026
Funding Source(s):

Total Budget: $2,103,000

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
84 1477
30168 East Walnut Ave Infrastructure Improvement

CARRYOVER PROJECT

PROJECT DESCRIPTION
This project will construct a new 48” RCP storm drain line on Walnut Avenue from Cambridge Street to California Street per the Master Plan of Drainage to alleviate the localized flooding issue on Walnut Avenue during a 25-year or higher storm events. Other improvements include replacement of deficient sewer and water mains. In addition, Walnut Avenue from Cambridge Street to Tustin Street roadway pavement will be rehabilitated, and the existing concrete curb will be replaced with new concrete curb and gutter. The project also includes replacing damaged sidewalk, reconstructing existing ADA ramps to conform to federal guidelines, adjusting utility covers to grade, and restriping the roadway.

PROJECT DETAILS
Project Type: One-Time
Starting Fiscal Year: 2020-2021
Estimated Completion Date: December 2025
Funding Source(s): Water
Total Budget: $2,749,000

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
85 1478
30174 Cannon Street Bridge Widening

CARRYOVER PROJECT

PROJECT DESCRIPTION
This project widens portions of Cannon Street from Santiago Canyon Road to Serrano Avenue to add a third northbound thru lane. The scope of work includes widening the bridge as well as the roadway north of the bridge in order to maintain the continuity of the thru lane until Serrano Avenue where it would get dropped into a dedicated right-turn lane to eastbound Serrano Avenue. The existing painted median will be replaced with a raised median. All improvements fall within the City of Orange public right-of-way except for a portion between Taft Avenue and Serrano Avenue which falls in City of Villa Park public right-of-way. Current funding is for the preliminary engineering and environmental phase of the project.

PROJECT DETAILS
Project Type: One-Time
Starting Fiscal Year: 2020-2021
Estimated Completion Date: August 2025
Funding Source(s): City-Wide TSIP
Total Budget: $206,250

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2024-2025
86 1479
30243 Pixley Neighborhood and Walnut Street
Rehabilitation

CARRYOVER PROJECT

PROJECT DESCRIPTION
This project will rehabilitate Parker Street, Pixley Street, Foley Place, Clark Street, Marietta Avenue, Washington Avenue, and Walnut Avenue, which includes but is not limited to, asphalt concrete grinding and overlay, and adjustment of manholes and water valves to grade.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: June 2025
Funding Source(s): Community Development Block
Grant

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
87 1480
30244 Riverdale Avenue Complete Street
Improvements

CARRYOVER PROJECT

PROJECT DESCRIPTION
This project’s scope of work includes the reconfiguration of Riverdale Avenue from Glassell Street to Orange City limits that allows for the installation of bike and pedestrian facilities, traffic calming strategies and curb space management. Bike and pedestrian facilities include the installation of buffered Class II bike lanes in both directions, installation of painted medians and turn lanes, installation of traffic signs including bike lane, wayfinding and SART access signage, installation of street trees, safety enhancements including street light installation, ADA improvements that include compliant curb access ramps at all intersections and a full build-out of roadway pavement, curb, gutter and sidewalk gap closure for the westbound segment between Orange Olive and Orange City Limits. Traffic calming improvements include consistent and narrowed traffic lanes from 15 feet to 11 feet and lane reductions from two lanes in each direction to one lane in each direction.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: June 2026
Funding Source(s): Traffic Improvement - Measure M2;
Reimbursable Capital Projects

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
88 1481
30259 Walnut Avenue & Orange Street New Traffic
Signal

CARRYOVER PROJECT

PROJECT DESCRIPTION
This project will provide for a new traffic signal at the intersection of Walnut Avenue and Orange Street. The traffic signal will improve the overal flow and safety of the intersection, including managing the flow of vehicles entering and exiting Chapman University's Anderson Parking Structure. The project will include new traffic signal poles, controller and cabinet, video detection, safety lighting, enhanced traffic signs and pavement markings.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: December 2026
Funding Source(s): Reimbursable Capital Projects

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS
FISCAL YEAR 2025-2026
89 1482
Project 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 5 Year Total 18101 Water Utility Security Improvements 25,000 25,000 25,000 25,000 25,000 125,000 18102 Meter Replacement Program 400,000 550,000 550,000 600,000 600,000 2,700,000 18214 Well Rehabilitation 150,000 150,000 200,000 250,000 250,000 1,000,000 18225 Lower Serrano Pump Station - - 500,000 1,000,000 - 1,500,000 18301 Exterior Cathodic Protection Systems 50,000 50,000 50,000 50,000 50,000 250,000 18302 Reservoir Recoating 300,000 1,400,000 - - - 1,700,000 18315 Reservoir 3A Construction - - 400,000 1,800,000 - 2,200,000 18324 Resevoir 2A Site Remediation 100,000 - 750,000 - - 850,000 18400 Pipeline Renewal Projects 2,000,000 2,000,000 2,100,000 2,100,000 2,100,000 10,300,000 18912 Water Plant Telemetry 75,000 75,000 75,000 75,000 75,000 375,000 18925 Emergency Generator 320,000 - 400,000 - - 720,000 20312 Well 29 Construction 2,800,000 3,500,000 - - - 6,300,000 20429 South Yard Storage Replacement - - 300,000 - - 300,000 20496 Reservoir 4A Construction - - - - 1,500,000 1,500,000 20497 Reservoir 5 Pump Station Replacement - - - - 1,200,000 1,200,000 -
Total 6,220,000 7,750,000 5,350,000 5,900,000 5,800,000 31,020,000 Project Summary

PUBLIC WORKS - WATER
90 1483
18101 Water Utility Security Improvements

PROJECT DESCRIPTION
This project provides funding to replace and construct Water Utility Security improvements at various water facilities as identified in the Water System Vulnerability Assessment. The improvement areas include block walls, fencing, surveillance cameras, and other improvements.

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): Water

FINANCIAL SUMMARY
18101 Water Utility Security Improvements
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Water $25,000 $25,000 $25,000 $25,000 $25,000
AMOUNT $25,000 $25,000 $25,000 $25,000 $25,000

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS - WATER
FISCAL YEAR 2025-2026
91 1484
18102 Meter Replacement Program

PROJECT DESCRIPTION
This project provides for the repair or replacement of water meters in the water system to reduce water loss and accurately bill for water usage. As part of the on-going 15-year small meter replacement program, an average of 1,800 small meters are replaced per year. Additionally, this project allows for the automated method of gathering meter reads, consumption data, and other system information that will benefit water operations and customers.

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): Water

FINANCIAL SUMMARY
18102 Meter Replacement Program
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Water $400,000 $550,000 $550,000 $600,000 $600,000
AMOUNT $400,000 $550,000 $550,000 $600,000 $600,000

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS - WATER
FISCAL YEAR 2025-2026
92 1485
18214 Well Rehabilitation

PROJECT DESCRIPTION
This project provides for on-going inspection, repair, and refurbishment of 12 existing water wells.

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): Water

FINANCIAL SUMMARY
18214 Well Rehabilitation
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Water $150,000 $150,000 $200,000 $250,000 $250,000
AMOUNT $150,000 $150,000 $200,000 $250,000 $250,000

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS - WATER
FISCAL YEAR 2025-2026
93 1486
18225 Lower Serrano Pump Station

PROJECT DESCRIPTION
This project includes the design and construction to complete the 100-horsepower pressure pump station in northeast Orange. This pump station will move water from Zone 3 to Zone 4.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: July 2029
Funding Source(s): Water

FINANCIAL SUMMARY
18225 Lower Serrano Pump Station
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Water $0 $0 $500,000 $1,000,000 $0
AMOUNT $0 $0 $500,000 $1,000,000 $0

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS - WATER
FISCAL YEAR 2025-2026
94 1487
18301 Exterior Cathodic Protection Systems

PROJECT DESCRIPTION
This project provides for ongoing inspection, repair, and replacement of interior and exterior cathodic protection systems for steel water tanks in the water system. Each of the steel tanks rely on a functioning cathodic protection system for corrosion protection.

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): Water

FINANCIAL SUMMARY
18301 Exterior Cathodic Protection Systems
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Water $50,000 $50,000 $50,000 $50,000 $50,000
AMOUNT $50,000 $50,000 $50,000 $50,000 $50,000

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS - WATER
FISCAL YEAR 2025-2026
95 1488
18302 Reservoir Recoating

PROJECT DESCRIPTION
This project is part of a long-term reservoir maintenance program that provides for the repair and replacement of exterior/interior protective coatings for all fifteen steel reservoirs in the water system.

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): Water

FINANCIAL SUMMARY
18302 Reservoir Recoating
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Water $300,000 $1,400,000 $0 $0 $0
AMOUNT $300,000 $1,400,000 $0 $0 $0

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS - WATER
FISCAL YEAR 2025-2026
96 1489
18315 Reservoir 3A Construction

PROJECT DESCRIPTION
This project provides for the design and construction of a one million gallon steel water tank at a site directly adjacent to the existing Reservoir 3. This tank will provide additional storage for existing residential needs and fire protection for Zone 3 in northeast Orange.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: June 2029
Funding Source(s): Water

FINANCIAL SUMMARY
18315 Reservoir 3A Construction
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Water $0 $0 $400,000 $1,800,000 $0
AMOUNT $0 $0 $400,000 $1,800,000 $0

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS - WATER
FISCAL YEAR 2025-2026
97 1490
18324 Resevoir 2A Site Remediation

PROJECT DESCRIPTION
This project provides for design, specifications, cost estimates, and construction of site stabilization for the Reservoir 2A site in the Vista Royale Tract, located in northwest Orange. This existing facility is being monitored for peripheral movement. The proposed remediation includes the installation of soldier piles and grade beams to minimize future differential movement on site.

PROJECT DETAILS
Project Type: One-Time
Completion Date: June 2029
Funding Source(s): Water

FINANCIAL SUMMARY
18324 Reservoir 2A Site Remediation
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Water $100,000 $0 $750,000 $0 $0
AMOUNT $100,000 $0 $750,000 $0 $0

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS - WATER
FISCAL YEAR 2025-2026
98 1491
18400 Pipeline Renewal Projects

PROJECT DESCRIPTION
This project provides for the design and construction of water mainline replacements for the City's water system.

Approximately 1.5 miles of pipeline are targeted to be replaced annually due to increasing age, substandard sizing, corrosion, or high maintenance.

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): Water

FINANCIAL SUMMARY
18400 Pipeline Renewal Projects
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Water $2,000,000 $2,000,000 $2,100,000 $2,100,000 $2,100,000 AMOUNT $2,000,000 $2,000,000 $2,100,000 $2,100,000 $2,100,000

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS - WATER
FISCAL YEAR 2025-2026
99 1492
18912 Water Plant Telemetry

PROJECT DESCRIPTION
This project provides for the maintenance of the Supervisory Control and Data Acquisition (SCADA) system. This computer-driven telemetry system allows for remote monitoring and automatic control of all water sources of supply, pumping, storage, and flow control facilities.

PROJECT DETAILS
Project Type: Ongoing
Funding Source(s): Water

FINANCIAL SUMMARY
18912 Water Plant Telemetry
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Water $75,000 $75,000 $75,000 $75,000 $75,000
AMOUNT $75,000 $75,000 $75,000 $75,000 $75,000

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS - WATER
FISCAL YEAR 2025-2026
100 1493
18925 Emergency Generator

PROJECT DESCRIPTION
This project provides for the acquisition of one fixed 480-volt three-phase emergency generator to be used to supply emergency electricity to water pumping facilities during power outages. Locations of the remaining generators are scheduled for Reservoir 8 in FY 28.

PROJECT DETAILS
Project Type: One-Time
Completion Date: June 2028
Funding Source(s): Water

FINANCIAL SUMMARY
18925 Emergency Generator
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Water $320,000 $0 $400,000 $0 $0
AMOUNT $320,000 $0 $400,000 $0 $0

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS - WATER
FISCAL YEAR 2025-2026
101 1494
20312 Well 29 Construction

PROJECT DESCRIPTION
Well 29 is a proposed new 3,000 gallons-per-minute groundwater production facility to replace Well 8 located at Katella Avenue and Struck Avenue. This project includes design, well drilling, pump installation, electrical, storm drain, piping connection, treatment, and an emergency power generator. The Orange County Water District is funding a treatment program to assist with construction costs.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: November 2027
Funding Source(s): Water

FINANCIAL SUMMARY
20312 Well 29 Construction
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Reimbursable Capital Projects $1,000,000 $2,500,000 $0 $0 $0 Water $1,800,000 $1,000,000 $0 $0 $0
AMOUNT $2,800,000 $3,500,000 $0 $0 $0

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS - WATER
FISCAL YEAR 2025-2026
102 1495
20429 South Water Yard Storage Replacement

PROJECT DESCRIPTION
This project provides for the design and construction of the warehouse replacement. The existing 5,000 square feet warehouse will be renovated and used in conjunction with the proposed Fire Department Headquarter. The replacement warehouse will be constructed at the water division's south yard for parts and equipment storage.

This project also provides for the cover structure over the water division's materials storage area in compliance with the National Pollutants Discharge Elimination System (NPDES) requirements. The structure prevents run-off from washing out construction material such as sands, asphalt, base, and soil into the storm drain system. It also helps reduce noise and assists with dust control. This project will also pursue sustainable energy and efficiency measures such as integrated solar panels.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: June 2028
Funding Source(s): Water

FINANCIAL SUMMARY
20429 South Yard Storage Replacement
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Water $0 $0 $300,000 $0 $0
AMOUNT $0 $0 $300,000 $0 $0

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS - WATER
FISCAL YEAR 2025-2026
103 1496
20496 Reservoir 4A Construction

PROJECT DESCRIPTION
This project provides for the design and construction of a three million gallon steel water tank at a site near the intersection of Cannon Street and Creekside Avenue. This tank will provide additional storage for existing residential needs and fire protection for Zone 1 in southeast Orange.

PROJECT DETAILS
Project Type: Ongoing
Estimated Completion Date: June 2031
Funding Source(s): Water

FINANCIAL SUMMARY
20496 Reservoir 4A Construction
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Water $0 $0 $0 $0 $1,500,000
AMOUNT $0 $0 $0 $0 $1,500,000

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS - WATER
FISCAL YEAR 2025-2026
104 1497
20497 Reservoir 5 Pump Station Replacement

PROJECT DESCRIPTION
This project provides for the design and construction of a replacement pump station at Reservoir 5 in southeast Orange.

PROJECT DETAILS
Project Type: One-Time
Starting Fiscal Year: 2021-2022
Estimated Completion Date: June 2030
Funding Source(s): Water

FINANCIAL SUMMARY
20497 Reservoir 5 Pump Station Replacement
Funds Description 2026 Proposed 2027 Proposed 2028 Proposed 2029 Proposed 2030 Proposed Amount
Water $0 $0 $0 $0 $1,200,000
AMOUNT $0 $0 $0 $0 $1,200,000

CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS - WATER
FISCAL YEAR 2025-2026
105 1498
Project Summary

PUBLIC WORKS - WATER
Carryover Project Balance as of April 1, 2025
20538 Reservoir 7 Hydropneumatics Tank Replacement 1,400,000 -
Total 1,400,000
106 1499
20538 Reservoir 7 Hydropneumatics Tank
Replacement

CARRYOVER PROJECT

PROJECT DESCRIPTION
This project provides for the design and construction of the replacement hydropneumatics tank and pump station at Reservoir 7 in southeast Orange.

PROJECT DETAILS
Project Type: One-Time
Estimated Completion Date: January 2026
Funding Source(s): Water
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CAPITAL IMPROVEMENT PROGRAM

PUBLIC WORKS - WATER
FISCAL YEAR 2025-2026
107 1500
Table 1: FY 26 General Fund Budget Balancing Measures
Measure Amount Deferred/ Reduced
Eliminating Positions $1,013,608
Freezing Positions 2,259,877
Partially Funding Positions 768,417
Reducing Part-Time Positions by 50% 970,715
Deferring Vehicle Replacements 2,602,000
Reducing Overtime Funding by 40% 2,592,201
Reducing Unfunded Accrued Liability
(UAL) by 40% 2,056,402
Reducing Contributions to IT Operating 2,000,000
Reducing Contributions to IT Capital 3,037,200
Total 17,300,420
Table 2: FY26 Deferred and/or Discontinued Projects
Project/Effort Fund
Amount
Deferred/
Reduced
Notes
Facilities Condition Assessment Capital Projects
Fund (500) $100,000 Discontinued
Community Services Building
Restoration
Capital Projects
Fund (500) 200,000 Discontinued
Depot Building Improvements Capital Projects
Fund (500) 400,000 Discontinued
Municipal Parking Lot Maintenance Capital Projects
Fund (500) 20,000 Discontinued
16469 Traffic Signal Equipment
Painting Measure M (263) 45,000 Discontinued
Roof Replacement at City Facilities
(rated poor condition)
Capital Projects
Fund (500) 500,000 Deferred
El Modena Electric Vehicle
Charging Station
Capital Projects
Fund (500) 50,000 Discontinued
20504 Fire Station 3 Building
Addition
Fire Facility Fees
(560) 4,000,000 Deferred
20505 Fire Station 5 Exercise
Room Addition
Capital Projects
Fund (500) 720,000 Deferred
20523 Fire Station 2 Remodel Capital Projects
Fund (500) 900,000 Deferred
1501
20059 Tot Lot Shade Sails Park Acquisition
(510) 430,000 Deferred
20052 Resurfacing of Sports Courts
(i.e. tennis, basketball)
Park Acquisition
(510) 200,000 Some locations deferred
20053 Repairs and Improvements
to Park Restroom Buildings
Park Acquisition
(510) 1,500,000 Some locations deferred
Parking Lot Renovation at El
Modena Park
Park Acquisition
(510) 650,000 Deferred
20401 - Lighting Renovation at El
Camino Park
Park Acquisition
(510) 200,000 Deferred
20478 – Evaluation of Synthetic
Turf at Grijalva Park
Park Acquisition
(510) 160,000 Discontinued
Plaza Fountain Software and
Controls Upgrade
Park Acquisition
(510) 75,000 Deferred
20266 – Security Camera
Installation at El Camino Park
Park Acquisition
(510) 800,000 Deferred
Playground Equipment
Replacement at Various Parks
Park Acquisition
(510) 3,000,000 Some locations deferred
Measure M (263) 45,000
Capital Projects Fund (500) 2,890,000
Park Acquisition Fund (510) 7,020,000
Fire Facilities Fund (560) 4,000,000
Total Deferred Projects $13,955,000
1502
Agenda Item
City Council
Item #: 9.5. 6/24/2025 File #: 25-0371
TO: Honorable Mayor and Members of the City Council
THRU: Tom Kisela, City Manager
FROM: Christopher Cash, Public Works Director

1. SUBJECT
Agreement with ACE Parking III, LLC for Paid Parking Implementation, Enforcement, and Management Services in the Orange Plaza area, specifically the Old Towne Commercial Core.

2. SUMMARY
A three-year agreement with ACE Parking III, LLC to provide implementation, enforcement, and management services for the Paid Parking Program in the Orange Plaza area. The total amount of the agreement is $1,824,457 with an initial annual amount of $813,895, which includes a 25% contingency. This agreement includes the option for a two-year extension which would be brought before the City Council at the expiration of the initial term. Based on projections, the year-one revenue from this program is estimated to exceed the initial annual cost, and the projected revenue is expected to sustain the program moving forward.

3. RECOMMENDED ACTION
Approve the agreement with ACE Parking III, LLC in the amount of $1,824,457 for Paid Parking Implementation, Enforcement, and Management Services in the Orange Plaza area, specifically the Old Towne Commercial Core; and authorize the Mayor and City Clerk to execute on behalf of the City.

4. FISCAL IMPACT
The expense for this agreement is $813,895 and will be funded from unspent salaries and benefits in the General Fund (100):
100.5001.51670.55091 Other Prof & Consulting Servs-Old Towne This agreement is for three years totaling $1,824,457, payable in annual installments. Future installments will be requested in conjunction with the annual operating budget.

5. STRATEGIC PLAN GOALS
Goal 5: Improve Infrastructure, Mobility, and Technology

6. DISCUSSION AND BACKGROUND
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 City of Orange Page 1 of 3 Printed on 6/19/2025
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Item #: 9.5. 6/24/2025 File #: 25-0371
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’s scope of work included, among other things, identifying ways to apply modern parking management concepts and technologies in and around the Plaza. The Dixon report discussed 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.

On February 25, 2025, City Council adopted Ordinance No. 02-25, establishing parking meter zones, operations, fees, and procedure for a paid Parking Program in the Orange Plaza area and directed staff to implement a paid parking program.

On May 16, 2025, the Public Works Department issued a Request for Proposals (RFP 24-25.25) for parking implementation and management services and optional enforcement services for the Paid Parking Program in the Old Town Commercial Core. Proposals were due on June 9, 2025, and six proposals were received:

1.Ace Parking III, LLC

2.iAMGroup, LLC

3.LAZ Parking California, LLC

4.Park Mobile, LLC

5.Parking Concepts, Inc.

6.PCAM, LLC dba Parking Company of America
Each proposal was evaluated based on several key criteria: the firm’s experience and qualifications, capacity for timely performance, availability of personnel, client references, and overall pricing.

Following a comprehensive review, ACE Parking III, LLC (ACE) received the highest overall score of 93 out of 100. The firm’s proposal highlighted the strength of its team, including a clear understanding of the services requested and extensive experience in municipal parking management services. ACE also provided detailed staffing plans and scheduling flexibility to meet City service requirements. Staff verified the firm’s qualifications and customer service reputation through reference checks with other public agencies. The feedback was uniformly positive, confirming the firm’s reliability, quality of work, and responsiveness.

ACE submitted a three-year cost proposal for initial program implementation and management totaling $1,017,799 , the lowest among all proposals received. Additionally, ACE submitted a proposal for dedicated enforcement that was not considered in the scoring of the proposals. The three-year cost proposal for the additional enforcement is $441,767, bringing the total three-year proposal amount to $1,459,566. Notably, the Year-1 program cost estimate (which includes capital outlay, operations, and enforcement) provided to City Council prior to adoption of Ordinance No. 02- 25 was $700,000. This proposal is within that estimate. The proposal is considered competitive and cost-effective when weighed against the scope of work and the evaluation criteria. Staff recommends including a 25% contingency of $364,891 to address potential modifications to this new program, City of Orange Page 2 of 3 Printed on 6/19/2025
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Item #: 9.5. 6/24/2025 File #: 25-0371
including a 25% contingency of $364,891 to address potential modifications to this new program, bringing the total not-to-exceed contract amount to $1,824,457.

A cost breakdown for the full term of the agreement is provided below:

Fiscal Year Base Cost Contingency (25%) Amount
2025-26 $651,116 $162,779 $813,895
2026-27 $398,034 $99,509 $497,543
2027-28 $410,416 $102,604 $513,020
Total $1,459,566 $364,891 $1,824,457
While the 3-year contract is for $1,824,457, including contingency, the requested appropriation of $813,895 is intended to cover only Year 1. Funding for subsequent years is contingent on City Council approval of the annual operating budget, which will be developed with the benefit of actual revenues collected as part of the paid parking program. Should funding not be appropriated in any given year, the agreement can be terminated with proper notice.

The paid parking program is expected to generate sufficient revenue to offset operating expenditures.

Based on conservative estimates contained within the Dixon report, the program is projected to be revenue-positive, with net revenues of approximately $900K in Year 1, and $1.2M annually thereafter.

Based on their qualifications, competitive pricing, and favorable references, staff recommends awarding the three-year agreement to ACE Parking III, LLC.

7. ATTACHMENTS
· Professional Services Agreement with ACE Parking III, LLC City of Orange Page 3 of 3 Printed on 6/19/2025
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Agenda Item
City Council
Item #: 9.5. 6/24/2025 File #: 25-0371
TO: Honorable Mayor and Members of the City Council
THRU: Tom Kisela, City Manager
FROM: Christopher Cash, Public Works Director

1. SUBJECT
Agreement with ACE Parking III, LLC for Paid Parking Implementation, Enforcement, and Management Services in the Orange Plaza area, specifically the Old Towne Commercial Core.

2. SUMMARY
A three-year agreement with ACE Parking III, LLC to provide implementation, enforcement, and management services for the Paid Parking Program in the Orange Plaza area. The total amount of the agreement is $1,824,457 with an initial annual amount of $813,895, which includes a 25% contingency. This agreement includes the option for a two-year extension which would be brought before the City Council at the expiration of the initial term. Based on projections, the year-one revenue from this program is estimated to exceed the initial annual cost, and the projected revenue is expected to sustain the program moving forward.

3. RECOMMENDED ACTION
Approve the agreement with ACE Parking III, LLC in the amount of $1,824,457 for Paid Parking Implementation, Enforcement, and Management Services in the Orange Plaza area, specifically the Old Towne Commercial Core; and authorize the Mayor and City Clerk to execute on behalf of the City.

4. FISCAL IMPACT
The expense for this agreement is $813,895 and will be funded from unspent salaries and benefits in the General Fund (100):
100.5001.51670.55091 Other Prof & Consulting Servs-Old Towne This agreement is for three years totaling $1,824,457, payable in annual installments. Future installments will be requested in conjunction with the annual operating budget.

5. STRATEGIC PLAN GOALS
Goal 5: Improve Infrastructure, Mobility, and Technology

6. DISCUSSION AND BACKGROUND
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 City of Orange Page 1 of 3 Printed on 6/19/2025
powered by Legistar™1506
Item #: 9.5. 6/24/2025 File #: 25-0371
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’s scope of work included, among other things, identifying ways to apply modern parking management concepts and technologies in and around the Plaza. The Dixon report discussed 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.

On February 25, 2025, City Council adopted Ordinance No. 02-25, establishing parking meter zones, operations, fees, and procedure for a paid Parking Program in the Orange Plaza area and directed staff to implement a paid parking program.

On May 16, 2025, the Public Works Department issued a Request for Proposals (RFP 24-25.25) for parking implementation and management services and optional enforcement services for the Paid Parking Program in the Old Town Commercial Core. Proposals were due on June 9, 2025, and six proposals were received:

1.Ace Parking III, LLC

2.iAMGroup, LLC

3.LAZ Parking California, LLC

4.Park Mobile, LLC

5.Parking Concepts, Inc.

6.PCAM, LLC dba Parking Company of America
Each proposal was evaluated based on several key criteria: the firm’s experience and qualifications, capacity for timely performance, availability of personnel, client references, and overall pricing.

Following a comprehensive review, ACE Parking III, LLC (ACE) received the highest overall score of 93 out of 100. The firm’s proposal highlighted the strength of its team, including a clear understanding of the services requested and extensive experience in municipal parking management services. ACE also provided detailed staffing plans and scheduling flexibility to meet City service requirements. Staff verified the firm’s qualifications and customer service reputation through reference checks with other public agencies. The feedback was uniformly positive, confirming the firm’s reliability, quality of work, and responsiveness.

ACE submitted a three-year cost proposal for initial program implementation and management totaling $1,017,799 , the lowest among all proposals received. Additionally, ACE submitted a proposal for dedicated enforcement that was not considered in the scoring of the proposals. The three-year cost proposal for the additional enforcement is $441,767, bringing the total three-year proposal amount to $1,459,566. Notably, the Year-1 program cost estimate (which includes capital outlay, operations, and enforcement) provided to City Council prior to adoption of Ordinance No. 02- 25 was $700,000. This proposal is within that estimate. The proposal is considered competitive and cost-effective when weighed against the scope of work and the evaluation criteria. Staff recommends including a 25% contingency of $364,891 to address potential modifications to this new program, City of Orange Page 2 of 3 Printed on 6/19/2025
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Item #: 9.5. 6/24/2025 File #: 25-0371
including a 25% contingency of $364,891 to address potential modifications to this new program, bringing the total not-to-exceed contract amount to $1,824,457.

A cost breakdown for the full term of the agreement is provided below:

Fiscal Year Base Cost Contingency (25%) Amount
2025-26 $651,116 $162,779 $813,895
2026-27 $398,034 $99,509 $497,543
2027-28 $410,416 $102,604 $513,020
Total $1,459,566 $364,891 $1,824,457
While the 3-year contract is for $1,824,457, including contingency, the requested appropriation of $813,895 is intended to cover only Year 1. Funding for subsequent years is contingent on City Council approval of the annual operating budget, which will be developed with the benefit of actual revenues collected as part of the paid parking program. Should funding not be appropriated in any given year, the agreement can be terminated with proper notice.

The paid parking program is expected to generate sufficient revenue to offset operating expenditures.

Based on conservative estimates contained within the Dixon report, the program is projected to be revenue-positive, with net revenues of approximately $900K in Year 1, and $1.2M annually thereafter.

Based on their qualifications, competitive pricing, and favorable references, staff recommends awarding the three-year agreement to ACE Parking III, LLC.

7. ATTACHMENTS
· Professional Services Agreement with ACE Parking III, LLC City of Orange Page 3 of 3 Printed on 6/19/2025
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PROFESSIONAL SERVICES AGREEMENT
[Paid Parking Implementation, Enforcement, and Management Services] THIS PROFESSIONAL SERVICES AGREEMENT (the “Agreement”) is made at Orange, California, on this ____ day of ________________, 2025 (the “Effective Date”) by and between the CITY OF ORANGE, a municipal corporation (“City”), and ACE PARKING III, LLC, a California limited liability company (“Contractor”), who agree as follows:

1. Services. Subject to the terms and conditions set forth in this Agreement, Contractor shall provide to the reasonable satisfaction of City the services set forth in Exhibit “A,” which is attached hereto and incorporated herein by reference. As a material inducement to City to enter into this Agreement, Contractor represents and warrants that it has thoroughly investigated and considered the scope of services and fully understands the difficulties and restrictions in performing the work. The services which are the subject of this Agreement are not in the usual course of City’s business and City relies on Contractor’s representation that it is independently engaged in the business of providing such services and is experienced in performing the work.

Contractor shall perform all services in a manner reasonably satisfactory to City and in a manner in conformance with the standards of quality normally observed by an entity provided such services to a municipal agency. All services provided shall conform to all federal, state and local laws, rules and regulations and to the best professional standards and practices. The terms and conditions set forth in this Agreement shall control over any terms and conditions in Exhibit "A" to the contrary.

Christopher Cash, Director of Public Works(“City’s Project Manager”), shall be the person to whom Contractor will report for the performance of services hereunder. It is understood that Contractor’s performance hereunder shall be under the supervision of City’s Project Manager (or his/her designee), that Contractor shall coordinate its services hereunder with City’s Project Manager to the extent required by City’s Project Manager, and that all performances required hereunder by Contractor shall be performed to the satisfaction of City’s Project Manager and the City Manager.

2. Compensation and Fees.
a. Contractor's total compensation for all services performed under this Agreement, shall not exceed ONE MILLION FOUR HUNDRED FIFTY-NINE THOUSAND FIVE HUNDRED SIXTY-SIX DOLLARS and 00/100 ($1,459,566.00) without the prior written authorization of City.
b. The above compensation shall include all costs, including, but not limited to, all clerical, administrative, overhead, insurance, reproduction, telephone, travel, auto rental, subsistence and all related expenses.
c. In addition to the scheduled services to be performed by Contractor, the parties recognize that additional, unforeseen work and services may be required by City’s Project Manager. In anticipation of such contingencies, the sum of THREE HUNDRED SIXTY-FOUR 1509
2 THOUSAND EIGHT HUNDRED NINETY-ONE DOLLARS and 00/100 ($364,891.00) has been added to the total compensation of this Agreement. City’s Project Manager may approve the additional work and the actual costs incurred by Contractor in performance of additional work or services in accordance with such amount as City’s Project Manager and Contractor may agree upon in advance. Said additional work or services and the amount of compensation therefor, up to the amount of the authorized contingency, shall be memorialized in the form of an Amendment to Agreement approved by the City Manager on a form acceptable to the City Attorney. Contractor agrees to perform only that work or those services that are specifically requested by the City’s Project Manager. Any and all additional work and services performed under this Agreement shall be completed in such sequence as to assure their completion as expeditiously as is consistent with professional skill and care in accordance with a cost estimate or proposal submitted to and approved by City’s Project Manager prior to the commencement of such services. d. Contractor agrees to procure and cover administrative expenses associated with any necessary equipment such as subscription fees, handheld devices, printers, paper, etc. e. The total amount of compensation under this Agreement, including contingencies, shall not exceed ONE MILLION EIGHT HUNDRED TWENTY-FOUR THOUSAND FOUR HUNDRED FIFTY-SEVEN DOLLARS and 00/100 ($1,824,457.00).

2.1 Term and Extension(s)
a. The Initial Term of this Agreement is three (3) years (the “Initial Term”), commencing July 1, 2025 and expiring on June 30, 2028 (the “Expiration Date”); provided, however, that City has the right to extend the term of this Agreement for the following extensions and upon the following terms:
• First Extension (the “First Extension Term”): This agreement may be extended for a period commencing July 1, 2028, and terminating June 30, 2030. The total conract amount for this extension shall not exceed

ONE MILLION FIFTY-SIX THOUSAND FIVE HUNDRED
EIGHTY-SEVEN DOLLARS and 00/100 ($1,056,587.00), unless expressly authorized in writing by the City.
b. The City Manager is hereby authorized on behalf of City to give written notice to Contractor of City’s intention to exercise each Extension (if at all) no later than thirty (30) days prior to the Expiration Date of the then-current term; provided, however, that City’s notice of its intention to extend the term of this Agreement for each Extension shall be expressly conditioned upon and subject to the approval by the City Council, in its sole and absolute discretion, of an amount sufficient to pay the compensation set forth herein for each Extension as part of its annual budget approval process prior to the beginning of each Extension. While the parties acknowledge that City is required to give its notice of intention to extend the term of this Agreement not later than thirty (30) days prior to the Expiration Date of then-current term, it is possible that the City Council’s approval of its annual budget and appropriation of funds for the Extension in question may occur thereafter. Accordingly, if the City Council fails to approve and appropriate funds sufficient to pay the amount of compensation set forth herein for an Extension, 1510
3 this Agreement shall terminate and be of no further force and effect as of the expiration of the then-current term. Notwithstanding anything in this provision to the contrary, in the event City gives Contractor written notice exercising an Extension and City receives notice that appropriation of funds for the Extension in question are not available after Contractor has performed services under the Extension, City agrees that Contractor will be equitably compensated for all services performed under any portion of an Extension through the date of termination of the Agreement.

Except as specifically set forth herein, the terms and conditions of each Extension will be the same as the Initial Agreement.
c. Any Extension, if properly exercised, shall be memorialized in the form of an amendment to this Agreement. The City Manager is hereby authorized to approve and execute amendments to this Agreement reflecting the exercise of each Extension and the amount of compensation (including the amount of funds to be made available for additional work or services) payable to Contractor for each respective Extension.

3. Payment.
a. As scheduled services are completed, Contractor shall submit to City an invoice for the services completed, authorized expenses and authorized extra work actually performed or incurred.
b. All such invoices shall state the basis for the amount invoiced, including services completed, the number of hours spent and any extra work performed. c. City will pay Contractor the amount invoiced within thirty (30) days of receipt of all deliverables.
d. Payment shall constitute payment in full for all services, authorized costs and authorized extra work covered by that invoice.

4. Change Orders. No payment for extra services caused by a change in the scope or complexity of work, or for any other reason, shall be made unless and until such extra services and a price therefor have been previously authorized in writing and approved by City as an amendment to this Agreement. City’s Project Manager is authorized to approve a reduction in the services to be performed and compensation therefor. All amendments shall set forth the changes of work, extension of time, and/or adjustment of the compensation to be paid by City to Contractor and shall be signed by the City’s Project Manager, City Manager or City Council, as applicable.

5. Licenses. Contractor represents that it and any subcontractors it may engage, possess any and all licenses which are required under state or federal law to perform the work contemplated by this Agreement and that Contractor and its subcontractors shall maintain all appropriate licenses, including a City of Orange business license, at its cost, during the performance of this Agreement.

6. Independent Contractor. At all times during the term of this Agreement, Contractor shall be an independent contractor and not an employee of City. City shall have the 1511
4 right to control Contractor only insofar as the result of Contractor's services rendered pursuant to this Agreement. City shall not have the right to control the means by which Contractor accomplishes services rendered pursuant to this Agreement. Contractor shall, at its sole cost and expense, furnish all facilities, materials and equipment which may be required for furnishing services pursuant to this Agreement. Contractor shall be solely responsible for, and shall indemnify, defend and save City harmless from all matters relating to the payment of its subcontractors, agents and employees, including compliance with social security withholding and all other wages, salaries, benefits, taxes, exactions, and regulations of any nature whatsoever.

Contractor acknowledges that it and any subcontractors, agents or employees employed by Contractor shall not, under any circumstances, be considered employees of City, and that they shall not be entitled to any of the benefits or rights afforded employees of City, including, but not limited to, sick leave, vacation leave, holiday pay, Public Employees Retirement System benefits, or health, life, dental, long-term disability or workers' compensation insurance benefits.

7. Contractor Not Agent. Except as City may specify in writing, Contractor shall have no authority, express or implied, to act on behalf of City in any capacity whatsoever as an agent. Contractor shall have no authority, express or implied, to bind City to any obligation whatsoever.

8. Designated Persons. Only those qualified persons authorized by City’s Project Manager, or as designated in Exhibit “A,” shall perform work provided for under this Agreement.

It is understood by the parties that clerical and other nonprofessional work may be performed by persons other than those designated.

9. Assignment or Subcontracting. No assignment or subcontracting by Contractor of any part of this Agreement or of funds to be received under this Agreement shall be of any force or effect unless the assignment has the prior written approval of City. City may terminate this Agreement rather than accept any proposed assignment or subcontracting. Such assignment or subcontracting may be approved by the City Manager or his/her designee.

10. Time of Completion. Except as otherwise specified in Exhibit “A,” Contractor shall commence the work provided for in this Agreement within five (5) days of the Effective Date of this Agreement and diligently prosecute completion of the work in accordance with the time period set forth in Exhibit “A” hereto or as otherwise agreed to by and between the representatives of the parties.

11. Time Is of the Essence. Time is of the essence in this Agreement. Contractor shall do all things necessary and incidental to the prosecution of Contractor's work.

12. Liquidated Damages. Contractor shall pay City, or have withheld from monies due it, as liquidated damages, the sum of One Hundred Dollars ($100) per day for each and every calendar day delay in finishing the work within the time specified, including any written extensions which may be granted, in writing, in accordance with this Agreement.

13. Delays and Extensions of Time. Contractor's sole remedy for delays outside its control, other than those delays caused by City, shall be an extension of time. No matter what the 1512
5 cause of the delay, Contractor must document any delay and request an extension of time in writing at the time of the delay to the satisfaction of City. Any extensions granted shall be limited to the length of the delay outside Contractor’s control. If Contractor believes that delays caused by City will cause it to incur additional costs, it must specify, in writing, why the delay has caused additional costs to be incurred and the exact amount of such cost at the time the delay occurs. No additional costs can be paid that exceed the not to exceed amount stated in Section 2.a, above, absent a written amendment to this Agreement.

14. Products of Contractor. The documents, studies, evaluations, assessments, reports, plans, citations, materials, manuals, technical data, logs, files, designs and other products produced or provided by Contractor for this Agreement shall become the property of City upon receipt. Contractor shall deliver all such products to City prior to payment for same. City may use, reuse or otherwise utilize such products without restriction.

15. Equal Employment Opportunity. During the performance of this Agreement, Contractor agrees as follows:
a. Contractor shall not discriminate against any employee or applicant for employment because of race, color, religion, sex, national origin, mental or physical disability, or any other basis prohibited by applicable law. Contractor shall ensure that applicants are employed, and that employees are treated during employment, without regard to their race, color, religion, sex, national origin, mental or physical disability, or any other basis prohibited by applicable law.

Such actions shall include, but not be limited to the following: employment, upgrading, demotion or transfer, recruitment or recruitment advertising, layoff or termination, rates of pay or other forms of compensation and selection for training, including apprenticeship. Contractor agrees to post in conspicuous places, available to employees and applicants for employment, a notice setting forth provisions of this non-discrimination clause.
b. Contractor shall, in all solicitations and advertisements for employees placed by, or on behalf of Contractor, state that all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, national origin, mental or physical disability, or any other basis prohibited by applicable law. c. Contractor shall cause the foregoing paragraphs (a) and (b) to be inserted in all subcontracts for any work covered by this Agreement, provided that the foregoing provisions shall not apply to subcontracts for standard commercial supplies or raw materials.

16. Conflicts of Interest. Contractor agrees that it shall not make, participate in the making, or in any way attempt to use its position as a consultant to influence any decision of City in which Contractor knows or has reason to know that Contractor, its officers, partners, or employees have a financial interest as defined in Section 87103 of the Government Code.

17. Indemnity.
a. To the fullest extent permitted by law, Contractor agrees to indemnify, defend and hold City, its City Council and each member thereof, and the officers, officials, agents 1513
6 and employees of City (collectively the “Indemnitees”) entirely harmless from all liability arising out of:
(1) Any and all claims under workers’ compensation acts and other employee benefit acts with respect to Contractor’s employees or Contractor’s subcontractor’s employees arising out of Contractor’s work under this Agreement, including any and all claims under any law pertaining to Contractor or its employees’ status as an independent contractor and any and all claims under Labor Code section 1720 related to the payment of prevailing wages for public works projects; and
(2) Any claim, loss, injury to or death of persons or damage to property caused by any act, neglect, default, or omission of Contractor, or person, firm or corporation employed by Contractor, either directly or by independent contract, including all damages due to loss or theft sustained by any person, firm or corporation including the Indemnitees, or any of them, arising out of, or in any way connected with the work or services which are the subject of this Agreement, including injury or damage either on or off City’s property; but not for any loss, injury, death or damage caused by the active negligence or willful misconduct of City. Contractor, at its own expense, cost and risk, shall indemnify any and all claims, actions, suits or other proceedings that may be brought or instituted against the Indemnitees on any such claim or liability covered by this subparagraph, and shall pay or satisfy any judgment that may be rendered against the Indemnitees, or any of them, in any action, suit or other proceedings as a result of coverage under this subparagraph.
b. To the fullest extent permitted by law, and as limited by California Civil Code 2782.8, Contractor agrees to indemnify and hold Indemnitees harmless from all liability arising out of any claim, loss, injury to or death of persons or damage to property to the extent caused by its negligent professional act or omission in the performance of professional services pursuant to this Agreement.
c. Except for the Indemnitees, the indemnifications provided in this Agreement shall not be construed to extend any third party indemnification rights of any kind to any person or entity which is not a signatory to this Agreement. d. The indemnities set forth in this section shall survive any closing, rescission, or termination of this Agreement, and shall continue to be binding and in full force and effect in perpetuity with respect to Contractor and its successors.

18. Insurance.
a. Workers’ Compensation Insurance: Contractor shall maintain workers’ compensation insurance as required by law to protect its employees throughout the duration of the work. Contractor acknowledges that it is an independent contractor and is not entitled to workers’ compensation benefits under any City program.
1514
7 b. General Liability Insurance: Contractor shall maintain comprehensive general liability insurance or commercial general liability insurance throughout the term of this Agreement. The minimum coverage shall be the greater of:

1. TWO MILLION ($2,000,000) per occurrence, or

2. The total insurance coverage and/or limits carried by or available to Contractor.

This insurance shall cover bodily injury, death, and property damage and must be written on an occurrence basis.
c. Automotive Liability Insurance: Contractor shall maintain automotive liability insurance throughout the term of this Agreement. The minimum coverage shall be the greater of:

1. A combined single limit of TWO MILLION ($2,000,000), or

2. The total insurance coverage and/or limits carried by or available to Contractor.

This insurance shall cover bodily injury, death, and property damage for all owned, non-owned, and hired vehicles and must be written on an occurrence basis. d. Excess Insurance Proceeds: Any insurance proceeds exceeding the minimum required coverage or limits applicable to a given loss shall be available to the City. The City makes no representation that the minimum insurance requirements of this Agreement are sufficient to cover Contractor’s obligations.
e. Additional Insureds: Each general liability and automotive liability policy shall name the City, its officers, officials, agents, and employees as additional insureds, but only concerning work performed under this Agreement. Contractor shall provide a policy endorsement or a copy of the policy evidencing the City’s status as an additional insured.

Any umbrella liability insurance provided as part of the general or automotive liability minimums shall be maintained for the duration of the Agreement. f. Professional Liability Insurance: Contractor shall maintain professional liability insurance covering errors and omissions arising from the performance of this Agreement, with a minimum limit of ONE MILLION ($1,000,000) per claim. Contractor agrees to keep this policy in force for at least five (5) years following the completion of this Agreement. g. Cyber Liability Insurance and Data Protection: Contractor shall maintain network risk and cyber liability insurance with a minimum coverage of TWO MILLION ($2,000,000) per occurrence to protect against unauthorized access, data breaches, and cybersecurity incidents involving customer data. This policy shall cover costs related to:
• Breach notifications
• Regulatory defense
• Data restoration
• Public relations expenses
1515
8 Contractor shall implement industry-standard cybersecurity measures, including encryption, access controls, and regular security audits, to safeguard customer data.

In the event of a data breach, Contractor shall:
• Immediately notify the City
• Cooperate fully in any investigation
• Take all necessary corrective actions to mitigate potential harm Upon termination of this Agreement, Contractor shall securely transfer all customer data to the City or its designated vendor and certify that any remaining copies have been permanently deleted, unless otherwise directed by the City. h. Primary Insurance Coverage: Contractor’s insurance policies shall be primary, and no insurance held or owned by the City shall be required to cover any loss under Contractor’s policy. Contractor shall determine its own insurance needs beyond the requirements stated herein.
i. Proof of Insurance: Before commencing work or delivering materials, Contractor shall provide certificates of insurance and endorsements as required by the City. These documents must confirm that the insurance coverage will not be canceled or allowed to lapse without at least thirty (30) days’ prior written notice to the City. j. Insurance Provider Requirements: Except for professional liability insurance, all insurance maintained by Contractor shall be issued by companies admitted to conduct business in California and rated Grade A or better and Class VII or better by the latest edition of the Best Key Rating Guide.

For professional liability insurance, coverage may be issued by companies licensed or admitted to conduct business in California, provided they meet the Best rating requirements. k. Lapse or Modification of Insurance: Contractor shall immediately notify the City if any required insurance lapses or is modified. Contractor shall cease performance unless otherwise directed by the City. If necessary, the City may procure insurance or self-insure the risk and charge Contractor for associated costs and damages, including set-off from any sums owed to Contractor.
l. Waiver of Subrogation: In the event of a loss covered by Contractor’s insurance, Contractor shall look solely to its insurance for recovery. Contractor grants the City, on behalf of any insurer providing coverage, a waiver of subrogation, preventing the insurer from seeking reimbursement from the City.
m. Subcontractor Insurance Requirements: Contractor shall ensure that all subcontractors are insured under its policies or provide separate certificates and endorsements for 1516
9 each subcontractor for City review and approval. All subcontractor coverage shall comply with the requirements stated herein.

19. Termination. City may terminate this Agreement for any reason by providing Contractor with at least five (5) days’ written notice of its intent to terminate. Upon receipt of such notice, Contractor shall immediately cease work, unless otherwise directed by the City. a. Upon termination, the City shall compensate Contractor for satisfactorily performed services and allowable reimbursements incurred up to the termination date, in accordance with this Agreement. However, if termination is for cause, the City may withhold any disputed compensation. The City shall not be liable for any claims related to lost profits. b. Retention of Hardware and Data: Upon termination of this Agreement, the City shall retain ownership of all hardware, equipment, and related materials used in connection with the program. Additionally, the City shall have exclusive rights to all data generated, collected, or stored under this Agreement.

Contractor shall promptly return all hardware in good working condition, except for reasonable wear and tear, and transfer all program-related data to the City in a format acceptable to the City. The City reserves the right to inspect and verify the condition of the hardware and completeness of the data prior to final acceptance. c. Data Migration Assistance: If the City selects a new vendor to continue the program, Contractor shall provide reasonable assistance with data migration to ensure a seamless transition.

This includes:
• Facilitating the transfer of all program-related data in a format acceptable to the City.
• Coordinating with the incoming vendor as necessary.
• Offering technical support to maintain data integrity.

Contractor shall complete all migration efforts within the timeframe designated by the City and provide documentation confirming the successful transfer of all relevant data. d. Asset Retention and Financing Assistance: In the event of early termination, the City shall retain ownership of all assets financed under Contractor’s cost proposal, regardless of remaining payments. Contractor shall provide reasonable assistance to the City in assuming financing arrangements, including:
• Facilitating necessary documentation.
• Coordinating with financial institutions.
• Ensuring a smooth transition.
1517
10 The City reserves the right to review all financing terms and negotiate adjustments as needed to align with its financial policies and objectives.

20. Maintenance and Inspection of Records. In accordance with generally accepted accounting principles, Contractor and its subcontractors shall maintain reasonably full and complete books, documents, papers, accounting records, and other information (collectively, the “records”) pertaining to the costs of and completion of services performed under this Agreement.

City and its authorized representatives shall have access to and the right to audit and reproduce any of Contractor's records regarding the services provided under this Agreement. Contractor shall maintain all such records for a period of at least three (3) years after termination or completion of this Agreement. Contractor agrees to make available all such records for inspection or audit at its offices during normal business hours and upon three (3) days’ notice from City, and copies thereof shall be furnished if requested.

21. Compliance with all Laws/Immigration Laws.
a. Contractor shall be knowledgeable of and comply with all local, state and federal laws which may apply to the performance of this Agreement. b. If the work provided for in this Agreement constitutes a “public works,” as that term is defined in Section 1720 of the California Labor Code, for which prevailing wages must be paid, to the extent Contractor’s employees will perform any work that falls within any of the classifications for which the Department of Labor Relations of the State of California promulgates prevailing wage determinations, Contractor hereby agrees that it, and any subcontractor under it, shall pay not less than the specified prevailing rates of wages to all such workers. The general prevailing wage determinations for crafts can be located on the website of the Department of Industrial Relations (www.dir.ca.gov/DLSR). Additionally, to perform work under this Contract, Contractor must meet all State registration requirements and criteria, including project compliance monitoring.
c. Contractor represents and warrants that Contractor:
(1) Has complied and shall at all times during the term of this Agreement comply, in all respects, with all immigration laws, regulations, statutes, rules, codes, and orders, including, without limitation, the Immigration Reform and Control Act of 1986 (IRCA); and
(2) Has not and will not knowingly employ any individual to perform services under this Agreement who is ineligible to work in the United States or under the terms of this Agreement; and
(3) Has properly maintained, and shall at all times during the term of this Agreement properly maintain, all related employment documentation records including, without limitation, the completion and maintenance of the Form I-9 for each of Contractor’s employees; and
1518
11 (4) Has responded, and shall at all times during the term of this Agreement respond, in a timely fashion to any government inspection requests relating to immigration law compliance and/or Form I-9 compliance and/or worksite enforcement by the Department of Homeland Security, the Department of Labor, or the Social Security Administration.
d. Contractor shall require all subcontractors or subconsultants to make the same representations and warranties as set forth in Subsection 21.b. e. Contractor shall, upon request of City, provide a list of all employees working under this Agreement and shall provide, to the reasonable satisfaction of City, verification that all such employees are eligible to work in the United States. All costs associated with such verification shall be borne by Contractor. Once such request has been made, Contractor may not change employees working under this Agreement without written notice to City, accompanied by the verification required herein for such employees.
f. Contractor shall require all subcontractors or sub-consultants to make the same verification as set forth in Subsection 21.d.
g. If Contractor or subcontractor knowingly employs an employee providing work under this Agreement who is not authorized to work in the United States, and/or fails to follow federal laws to determine the status of such employee, that shall constitute a material breach of this Agreement and may be cause for immediate termination of this Agreement by City. h. Contractor agrees to indemnify and hold City, its officers, officials, agents and employees harmless for, of and from any loss, including but not limited to fines, penalties and corrective measures City may sustain by reason of Contractor's failure to comply with said laws, rules and regulations in connection with the performance of this Agreement.

22. Governing Law and Venue. This Agreement shall be construed in accordance with and governed by the laws of the State of California and Contractor agrees to submit to the jurisdiction of California courts. Venue for any dispute arising under this Agreement shall be in Orange County, California.

23. Integration. This Agreement constitutes the entire agreement of the parties. No other agreement, oral or written, pertaining to the work to be performed under this Agreement shall be of any force or effect unless it is in writing and signed by both parties. Any work performed which is inconsistent with or in violation of the provisions of this Agreement shall not be compensated.

24. Notice. Except as otherwise provided herein, all notices required under this Agreement shall be in writing and delivered personally, by e-mail, or by first class U.S. mail, postage prepaid, to each party at the address listed below. Either party may change the notice address by notifying the other party in writing. Notices shall be deemed received upon receipt of same or within three (3) days of deposit in the U.S. Mail, whichever is earlier. Notices sent by email shall be deemed received on the date of the e-mail transmission. 1519
12 “CONTRACTOR” “CITY”
ACE Parking III, LLC City of Orange
645 Ash Street 300 E. Chapman Avenue
San Diego, CA 92101 Orange, CA 92866-1591
Attn.: Mark Raymond Attn.: Christopher Cash
Telephone: 914-573-1985 Telephone: 714-744-5546
E-Mail: [email protected] E-Mail: [email protected]

25. Counterparts. This Agreement may be executed in one or more counterparts, each of which shall be deemed an original, but all of which together shall constitute one and the same instrument. Signatures transmitted via facsimile and electronic mail shall have the same effect as original signatures.
[Remainder of page intentionally left blank; signatures on next page] 1520
1521
14 EXHIBIT “A”

SCOPE OF SERVICES
[Beneath this sheet.]
1522
Proposal for RFP No. 24
-25.25 for
City of Orange Parking Management Services
Prepared Exclusively for The City of Orange
June 2025 1523
RFP NO. 24-25.25 2

FOR CITY OF ORANGE PARKING MANAGEMENT SERVICES
A. Cover Letter .............................................................. 3 B. Company Data.......................................................... 5 ACE’s Company Data 5
About ACE 6
C. Certificate of Insurance ........................................... 11 Comprehensive Insurance Coverage 11
D. Validity of Proposal ................................................. 12 120 Days Effectiveness 12
E. Certification of Understanding................................. 13 Acknowledging the Certification of Understanding 13
F. Statement of Compliance with Agreement’s
Articles/Terms and Conditions ................................ 14 Statement of Compliance With Agreement 14
G. Resumes & Qualifications of Proposer’s Personnel 15
The ACE Team 15
H. Work Plan ............................................................... 17

1. Work Plan & Timeline 17

2. Staffing 25

3. Pay Stations 31

4. Mobile Payment Solution (MPS) 36

5. Parking Communications Plan 39

6. Permit Management System 44

7. Enforcement Services 47

8. Performance Standards & Reporting 51
I. Fee.......................................................................... 64 THE COST PROPOSAL 64
J. Related Experience & References .......................... 65 Municipal References 65
K. Resources to be Provided by the City ..................... 69 Resources & City Assistance 69
L. Appendices ............................................................. 70 Appendix A 70
Required Forms........................................................... 71 Attachment A 71
Addendum #1 Acknowledgement 72
Addendum #2 Acknowledgement 70
1524
5750 WILSHIRE BLVD, LOS ANGELES, CA 90036 | ACEPARKING.COM June 9, 2025
Wanda Alvarez
Purchasing Officer
City Clerk Office
City of Orange
300 E. Chapman Avenue
Orange, CA 92866
ACE Parking (“ACE”) is pleased to present a proposal for Parking Management Services for the City of Orange (“City”). Our proposal will outline an ambassador approach to our parking operations that will help ensure strong customer service and an easy parking experience for your citizens and visitors, while allowing a collaborative partnership to develop and thrive between the City and ACE.

ACE’S 75 YEARS OF EXPERIENCE
Since 1950, ACE has grown to be one of the nation’s largest parking management and mobility service providers in the country, serving nearly half a million customers per day. ACE operates in many major markets across the U.S., partnering with municipal and government agencies, commercial property management firms, major hotel brands, property owners, developers, and special event companies and entertainment venues. Nationally, ACE manages over 750 locations, collectively services 450,000 customers per day and controls more than 175,000 off-street parking stalls. Gross revenue from all operations exceeds $500 million annually, while employing more than 5,000 team members with an annual payroll of $100 million.

ACE’S MUNICIPAL EXPERIENCE
ACE operates in many major markets across the
U.S. and has built a reputation for providing
efficient operations and innovative consulting
services for dozens of municipalities across the
country. Our municipal experience started with the
City of San Diego, a relationship which has
continued without interruption for the past 60+
years. Based on our consistent track record of
listening to the specific client priorities for every
unique parking operation, ACE has built a reputation for implementing services and delivering results aligned with the goals of each of our city partners. ACE’s portfolio of municipal clients has grown to include over 40 operations throughout the country and includes extensive experience managing portfolios similar to the City’s parking operations.

A. COVER
LETTER
1525
1526
RFP NO. 24-25.25 FOR CITY OF ORANGE PARKING MANAGEMENT SERVICES 5 B. COMPANY DATA
B. COMPANY DATA
ACE’S COMPANY DATA

1. State the company's official name and address
and the names and titles of its principal officers;
indicate what type of entity, such as corporation,
partnership, joint venture, sole proprietorship,
etc. and indicate if the firm is incorporated.

Ace Parking III, LLC (“ACE Parking”)
645 Ash Street
San Diego, CA 92101
Type of Entity: Limited Liability Company (LLC)
The principal and officer are:

Keith B. Jones, Principal
John Baumgardner, CEO

2. Provide the company’s Federal Employer I. D.

Number.
27-1571284

3. Provide the name and address of the person
to receive notices who is authorized to make
decisions and represents the company.

Specify in what capacity the person shall be
representing the entity and any limitations to
their authority.

John Baumgardner, CEO
645 Ash Street
San Diego, CA 92101
John is the CEO and Vice Chairman of ACE Parking. He
has complete discretion over business decisions for the entity and holds ultimate decision

4. Furnish the company’s address for any mailed
funds.
645 Ash Street
San Diego, CA 92101

5. State any failures or refusals to complete any
contracts and a complete explanation.

None

6. Indicate the number of years in business under
the present business name.

Ace Parking III (which was officially organized on August 28, 2009) is the third generation of ACE Parking that
started with the current owner’s grandfather in 1950.

7. Indicate the number of years of the company’s
experience in providing required, equivalent or
related products and services.

Since 1950 – ACE Parking is a third generation, familyowned company with over 75 years of experience providing parking and related services.

8. Submit a detailed statement indicating whether
the Proposer is totally or partially owned by
another business organization or individual
that will be providing the services to meet the
requirements of the Proposal.

Ace Parking III, LLC (“ACE Parking”) is wholly and
privately owned by its third-generation family owner,
Keith B. Jones.

9. Submit a detailed statement indicating whether
the Proposer totally or partially owns any other
business organization that will be providing the
services to meet the requirements of the
Proposal.

Ace Parking III, LLC (“ACE Parking”) is the owner of Ace Parking Management, Inc. (wholly owned by current
owner, Keith B. Jones), including business units of SAS Access Systems and Venture Parking.
1527
RFP NO. 24-25.25 FOR CITY OF ORANGE PARKING MANAGEMENT SERVICES 6 B. COMPANY DATA

ABOUT ACE
Since 1950, ACE has grown to be one of the nation’s largest parking service and technology solution providers in the country, serving nearly half a million customers daily. Headquartered in San Diego, ACE is privately & family-owned and offers direct access to our top executives and experts while maintaining transparency and a true partnership with our clients. We operate in many major markets across the U.S., partnering with municipalities, government agencies, commercial property management firms, major hotel brands, property owners, developers, special event companies, and entertainment venues. 75-Year Family-Owned History
20+ Years in the Los Angeles Area
1,000 Locations Coast to Coast
500,000 Parking Stalls
5,000 Team Members
$1B Annual Revenue
Services & Expertise
ACE’s unique blend of experience, resources, relationships, and culture make us the parking and mobility services provider for operations of all sizes and designs. Below are some of ACE’s core skill areas and our approach to each.

MUNICIPALITY
From airports to civic institutions, ACE has the
experience to balance the regulatory
requirements with customer satisfaction.

EVENT & MAJOR ATTRACTIONS
ACE has developed proprietary technology solutions
and service-centric procedures based on a 75-year
history managing event venues and major attractions.

ENFORCEMENT
Proper enforcement isn’t just a revenue issue,
it’s also a safety issue. ACE employs the latest
technologies and techniques to ensure and
enhance both.

CONSULTING
In 75 years of business, we’ve seen just about
everything. If sound advice is what you seek, we’re
here to talk anytime.

COMMERCIAL
ACE is more than a parking manager for
some of the largest corporations in America.

We’re a revenue growth advisor and partner.

MOBILITY SOLUTIONS
When parking is just one component of a journey,
you need smart, effective solutions that connect
Point A to Point Anywhere.

HOSPITALITY AND RESIDENTIAL
We take the time and make the effort to
provide your guests and residents with a
flawless experience worthy of your brand.

HEALTHCARE
When lives and health are on the line, a flawless
and efficient operation is critical. Our commitment is
to help patients & families when they need it most.

ACE in the Greater LA & OC Areas
$75 M
Annual Revenue
98%
Account Retention
600
Employees
93%
Audit Scores
50,000
Managed Stalls
138
Operations
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RFP NO. 24-25.25 FOR CITY OF ORANGE PARKING MANAGEMENT SERVICES 7 B. COMPANY DATA
Local Experience
Our presence in the Los Angeles area includes long-term partnerships with dozens of prestigious brands and companies, including municipalities. With two regional Los Angeles offices and our corporate headquarters based in Southern California, the City of Orange (“City”) will benefit from ACE’s investments in our support team which includes dedicated local Audit, Human Resources and Recruiting Managers.

Municipal Experience
ACE has built a reputation over the last 75 years of providing efficient operations and innovative consulting services for dozens of municipalities across the country. ACE takes pride in our collaborative approach to municipal operations, providing various services for many municipalities and government agencies. 138 LA/OC
Total Locations
77 ORANGE COUNTY

LOCATIONS
61 LOS ANGELES

LOCATIONS
25+ LOCATIONS
within 15 miles of
Downtown
City of Orange
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RFP NO. 24-25.25 FOR CITY OF ORANGE PARKING MANAGEMENT SERVICES 8 B. COMPANY DATA
Long-Term Partners = Proven Results
With decades of proven experience managing enforcement and parking operations for municipalities nationwide, ACE has the knowledge and know-how to exceed your expectations for years to come.

Surface Lot & Enforcement Expertise
ACE’s history of administrating and enforcing parking operations originates from our very first location. Starting with one dirt lot across from San Diego’s City Hall, ACE founder Evan V. Jones began the company in 1950 to meet a community need. The public was seeking convenient places to park in the bustling downtown district, and we soon learned that our paid parking operations required enforcement, auditing, and administrative services. Our Enforcement Division is led today by Brian C. Tarbell, Senior Vice President, a retired San Diego police officer who specializes in providing non-gated controls, enforcement, and administration solutions supporting a portfolio that includes over 80,000 spaces with a team of over 50 employees and a fleet of over 25 vehicles.

Surface Lot Payment Technology Expertise
Throughout our history, ACE has partnered with a variety of pay-station providers on our surface lots. ACE understands that the City desires to move forward with Flowbird as the pay-station equipment provider, and we welcome another opportunity to partner with Flowbird for both the paystation and mobile payments for this project.

Flowbird Experience
ACE currently manages the Presidio Trust in Northern California which is a vast parking operation comprised of 145 Pay by Plate Flowbird paystations! Our plan for the City’s paid parking program will incorporate Flowbird pay stations being implement for capturing card, cash and coin payments across the city. We will strategically install the Pay Stations to be most effective for who matter most, your residents, tenants and visitors. 60 YEARS
15 YEARS
20 YEARS
15 YEARS
15 YEARS
15-YEAR

PARTNER
1530
RFP NO. 24-25.25 FOR CITY OF ORANGE PARKING MANAGEMENT SERVICES 9 B. COMPANY DATA
Municipal Enforcement Experience
Built on our legacy of providing solutions, ACE has expanded our Enforcement Division to address the unique and specific needs of our municipal client partners. Today, our Municipal Enforcement Division is comprised of over 12 operations, 3 of which are in Los Angeles County. The City of Orange will benefit from our vast local Municipal Enforcement resources in the market which includes our Vice President, Tom Pesce, who serves as the Contract Executive for our City of Santa Clarita, City of San Gabriel and City of Torrance parking enforcement contracts.

When ACE begins a new relationship with a Municipality, we truly seek to create a partnership with our respective client partners. The City of Orange can rest assured knowing ACE Parking will do everything in our power to address and exceed your expectations when it comes to managing your parking and potential enforcement.

Enforcement Equipment Expertise
Drawing on our 75-year experience utilizing equipment to add value for enforcement operations, your ACE team will keep you informed about cost-effective solutions to refine your enforcement operation with the most efficient technology and equipment while also providing the best user and customer experience.

Mobile LPR Equipment Experience
Our team has a successful track record of installing mobile LPR equipment to more efficiently manage our Enforcement Operations
Vigilant has law enforcement industry expertise and can help match your needs to the right LPR system while helping you comply with rapidly evolving regulations. Vigilant Solutions has revolutionized LPR technology for over 90 years, creating innovative, mission-critical communication solutions. Mobile ALPR cameras are a cost-effective solution that provides maximum data capture. We recommend Vigilant for the City’s operations, but we have experience with a wide variety including Genetec and the following LPR providers.

Handheld Enforcement Experience
ACE has over 10 years of experience utilizing handheld LPR citation equipment solutions throughout our portfolio to support our enforcement operations. Utilizing handheld LPR devices, we efficiently scan all plates in areas. If a time, unpaid or non-permitted violation is identified, violation information will be displayed on the handheld unit. We partner with multiple handheld enforcement partners throughout the country and recommend Park Loyalty for the City’s operations.
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RFP NO. 24-25.25 FOR CITY OF ORANGE PARKING MANAGEMENT SERVICES 10 B. COMPANY DATA
Similar Projects

CITY OF CHULA VISTA PARKING ENFORCEMENT
Scope of Services:

Since 2010, ACE has managed the City’s parking system of 500 singlespace meters and 8 surface lots (240 total spaces on 8 lots) with IPS metered parking equipment and 8 CALE pay stations on the surface lots.

Services provided include:

Parking Enforcement Patrols
Issuing Citations
Performing Meter Collections & Parking Law Enforcement
Providing Customer Service for Parkers who Need to Resolve Parking Issues
Managing the General Parking Area Maintenance

PRESIDIO TRUST PERMIT PARKING & ENFORCEMENT
Scope of Services:

ACE has been a partner of Presidio Trust since 2007. Our operation with The Presidio Park began with metered parking management and monthly parking for the Non-Residential Parking Program.

Today, ACE manages 3,300 stalls, which encompass 8 non-residential zones and 145 pay-and-display machines. ACE oversees the transient, monthly and daily permit parking along with the Special Event parking buyouts and the Presidio Tunnel Tops Reservation System.

ACE began the enforcement of the parking on June 1, 2024, and assists the police by reporting issues with repeat parking offenders identified during parking audits. ACE has implemented Mobile LPR enforcement, as well as work with Flowbird and Passport for mobile payments of parking in the park.

Address:
276 Fourth Ave, Bldg. A
Chula Vista, CA 91910
Contact:

Jimmy Vasquez
Revenue Manager
(619) 585-5688
[email protected]
Address:

Presidio Trust
103 Montgomery Street
San Francisco, CA 94129
Contact:

Amy Marshall
Transportation Program
Manager
(415) 561-5393
[email protected]
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RFP NO. 24-25.25 FOR CITY OF ORANGE PARKING MANAGEMENT SERVICES 11 C. CERTIFICATE OF INSURANCE
C. CERTIFICATE OF INSURANCE

COMPREHENSIVE INSURANCE COVERAGE
ACE has the willingness and ability to provide the required insurance coverage as set forth by City requirements within ten calendar days of notification of selection for award of this Agreement. We have included a sample Certificate of Insurance (COI) below for reference. The City can trust that all coverage will be upheld throughout the life of the contract.

ACE maintains a comprehensive insurance coverage plan that exceeds industry standards and meets all contractual obligations, including general liability, garage keeper’s legal liability, and information security/cybersecurity coverage. Our policies are structured to protect both ownership and patrons, ensuring that all exposures are accounted for — from physical asset protection to data privacy. 1533
RFP NO. 24-25.25 FOR CITY OF ORANGE PARKING MANAGEMENT SERVICES 12 D. VALIDITY OF PROPOSAL
D. VALIDITY OF PROPOSAL
120 DAYS EFFECTIVENESS
Our proposal, encompassing all terms, conditions, and pricing, shall remain valid and open for acceptance for a period of 120 calendar days, commencing from June 9, 2025, the date of submission. 1534
RFP NO. 24-25.25 FOR CITY OF ORANGE PARKING MANAGEMENT SERVICES 13 E. CERTIFICATION OF UNDERSTANDING
E. CERTIFICATION OF UNDERSTANDING

ACKNOWLEDGING THE CERTIFICATION OF UNDERSTANDING
The City assumes no responsibility for any understanding or representation made by any of its officers or agents during or prior to the execution of any Agreement resulting from this RFP unless:

1. such understanding or representations are expressly stated in the Agreement; and

2. the Agreement expressly provides that the responsibility therefore is assumed by the City. Representations made but not so expressly stated and for which liability is not expressly assumed by the City in the Agreement shall be deemed only for the information of the Proposer.

ACE acknowledges and complies with the above stated Certification of Understanding. 1535
RFP NO. 24-25.25 FOR CITY OF ORANGE PARKING MANAGEMENT SERVICES 14 F. STATEMENT OF COMPLIANCE
F. STATEMENT OF COMPLIANCE WITH AGREEMENT’S

ARTICLES/TERMS AND CONDITIONS

STATEMENT OF COMPLIANCE WITH AGREEMENT
ACE certifies that this Proposal is in compliance with said Request for Proposal information. 1536
RFP NO. 24-25.25 FOR CITY OF ORANGE PARKING MANAGEMENT SERVICES 15 G. RESUMES & QUALIFICATIONS
G. RESUMES & QUALIFICATIONS OF PROPOSER’S PERSONNEL

THE ACE TEAM
Your ACE Management Team will energize the parking operation for the City of Orange by emphasizing an ambassador approach to create a welcoming experience for residents and visitors. Your local team has over 25 years of combined management experience to bring to the City’s parking operations.

TOM PESCE – Vice President, Los Angeles & Orange County Operations Tom is responsible for all daily operations for ACE in Los Angeles and Orange County. His duties include ensuring profitability goal attainment, operational quality, consistent customer service delivery, and ongoing client engagement. He brings an insight to parking and customer service that is continuously focused on enhancing the customer experience. By consistently demonstrating an innovative approach to operational management, with the ability to analyze and improve processes, Tom has developed a reputation for impeccable attention to detail and management of high end, service-intensive properties.
15 Years of Parking Industry Experience
Oversee all Daily Operations for 45 locations
Contract Executive for City of Santa Clarita and San Gabriel Citywide Enforcement
Contract Executive for City of Torrance Street Sweeping Enforcement Reputation in High Attention to Detail & Exceeding Client’s Goals HENRY HERNANDEZ – Regional Director of Operations
Henry has over 25 years of management experience in the parking industry. He is responsible for the daily operations of all accounts in Orange County and Long Beach.

His duties include ensuring profitability, operational quality, and retention of all locations. He brings an insight into parking and customer service that is targeted at giving customers the very best experience. He has significant experience managing events facilities, including Irvine Spectrum (with 22,000 valet cars per month), Hollywood & Highland, and the Long Beach Convention Center. Henry currently serves as the Executive Contact for the Long Beach Convention Center where he is ultimately accountable for hundreds of annual events, including the Annual Long Beach Grand Prix. Henry will be responsible for meeting and exceeding the City of Orange’s expectations for all levels of services. He will be available to attend all regularly scheduled meetings and be the main support system for his direct reports. 25 Years of Parking Management Experience
Oversee 45 locations for ACE in Orange County, including the Irvine Spectrum Program Manager for the City of Torrance Street Sweeping Enforcement Contract
Additional Specialties include Valet and Event Operations, such as the Annual Management of the Long Beach Grand Prix Parking Operation 1537
RFP NO. 24-25.25 FOR CITY OF ORANGE PARKING MANAGEMENT SERVICES 16 G. RESUMES & QUALIFICATIONS
GEORGE SAUCEDO – Proposed Parking Manager
George has more than 12 years of operations management experience in the parking industry. George has worked for some of the major hotel brands including Marriott, Hilton, and Fairmont. In 2018, George joined ACE Parking as the Irvine Spectrum Center Site Manager. He continues to bring years of great experience in our industry and has revamped the team culture and client relations to a new level.

He ensures continuity in seeing that the operational and financial goals are achieved for Irvine Spectrum Center operations. George reports directly to Henry Hernandez, Regional Director of Operations. George would be responsible for overseeing the Parking Ambassadors and ensuring the overall success of the City of Orange parking operations.

Enforcement Consultant
In addition to the on-site leadership of Tom Pesce, Henry Hernandez, and George Saucedo, ACE will also have Brian C. Tarbell on-site to assist in the event that there is an Enforcement transition, and to serve as a resource for our operation as it progresses.

BRIAN C. TARBELL – Senior Vice President, Enforcement/Surface Lot Division Enforcement Subject Matter Expert – Based in San Diego (ACE’s Corporate HQ) Brian has been leading ACE’s surface lot and enforcement operations for the past 20 years — meaning there is no one in San Diego more knowledgeable about the Downtown market, especially sites located along the waterfront. As a former City of San Diego Police Officer, Brian combines his local knowledge with firsthand experience handling lot enforcement. His team of enforcement officers utilize stateof-the-art camera systems that incorporate license plate technology integrated into multiple payment platforms for ACE to easily separate paid vehicles from those who are not in compliance.

As a result of Brian’s experience in lot and street enforcement, he has been tasked with setting up ACE’s new enforcement programs in several markets including Chula Vista, Santa Clarita, San Gabriel, Encinitas, and Roseburg, OR. He is ACE’s main liaison with the citation provider we partner with, Park Loyalty, coordinating all system configurations, device set-up, enforcement options, etc. 1538
RFP NO. 24-25.25 FOR CITY OF ORANGE PARKING MANAGEMENT SERVICES 17 H. WORK PLAN

1. WORK PLAN & TIMELINE
H. WORK PLAN

1. WORK PLAN DEDICATION CHECKLIST
We have carefully reviewed Section III: Scope of Work and are fully dedicated to accomplishing the Scope of Services for the City of Orange. The table below will demonstrate and confirm our commitment to providing all the Scope of Services which will be detailed in our Work Plan hereinafter.

SCOPE OF SERVICES
() ACE is committed to meeting the
Scope of Services requirement and
confirms that we will meet and exceed
all items outlined in the Scope of Work.

1. Staffing  2. Pay Station Implementation  3. Abide by Pay Station Requirements  4. Ensure Pay Station Two-Way Communications  5. Capture All Pay Station Payments  6. Provide Pay Station Warranty/Contractor Support  7. Provide Pay Station Training  8. Provide Pay Station Reporting/Maintenance Tracking  9. Provide Data/Integration  10. Mobile/Virtual Payment Implementation  11. Abide by All Mobile/Virtual Payment Key Requirements  12. Ensure MPS Configuration Capabilities  13. Provide MPS Customer Support  14. Ensure Proper MPS Revenue Capture  15. Provide Marketing and Information on MPS  16. Provide Training on MPS  17. Provide City Support  18. Provide a Comprehensive Parking Communications Plan  19. Provide a Permit Management System  20. Provide Enforcement Services (If Required by City)  21. Provide All Enforcement Vehicles and Equipment  22. Provide All Enforcement Uniforms  23. Provide Stringent Hiring Criteria  24. Provide Enforcement Training  25. Adhere to All Performance Standards  26. Miscellaneous Items  1539
RFP NO. 24-25.25 FOR CITY OF ORANGE PARKING MANAGEMENT SERVICES 18 H. WORK PLAN

1. WORK PLAN & TIMELINE
Work Plan Timeline Commitment
While we have shared the above dedication to accomplishing the City’s Scope of Services as it relates to this request for proposal, please note that our commitment does not end there. ACE Parking will partner with the City and provide ongoing operational support and consulting, all of which are captured in our proposed Management Fee.

The City will have the entire presence of our company behind them as we work together hand-in-hand to implement this operation. We look forward to having you read a bit more on the pages to follow about our plan to incorporate our work plan and tie it to your Scope of Services.

ACE will do everything in power to abide by the Work Schedule provided in the RFP. Please see more details on our dedication to our work plan in the Implementation Plan toward the end of our proposal 1540
RFP NO. 24-25.25 FOR CITY OF ORANGE PARKING MANAGEMENT SERVICES 19 H. WORK PLAN

1. WORK PLAN & TIMELINE
The Transition Team
Corporate Transition Team
All corporate team members from regional and corporate executives to our recruiting and training team will be provided at no cost to the City. ACE commits the following corporate resources to the transition.

EXECUTIVE POSITION ROLE ON-SITE HOURS REMOTE HOURS TOTAL HOURS Brian Gansert President Operations 1 3 4
Michelle Dente EVP H/R 0 4 4
Clay Adams EVP Audit & Revenue 0 1 1
Bill Kepp EVP Marketing 0 1 1
Jon Gjerset CIO IT 0 2 2
Brian Tarbell SVP Transition & Setup 0 8 8
Tom Pesce VP Ops Management & Training 8 8 16
TOTAL EXECUTIVE HOURS 30
Will Cai, Business Development Manager

FLOWBIRD TEAM
Brian Tarbell, SVP of Enforcement Division
Tom Pesce, VP of LA/OC
Eric Wrinkle, Enforcement Consultant
Clay Adams, EVP
Josh Izigzon, Analytics
Bill Kepp, EVP
Dave Chan, Director
Chris Lynch, Director of Info
Security
John Baumgardner, CEO
Brian Gansert, President
Jon Gjerset, CIO
Bob Jaffee, SAS GM
Shawn Gallivan,
Director of Training
Michelle Dente, EVP
Stephanie Hernandez, Payroll

ENFORCEMENT/LOCAL OPS TEAM

AUDIT/REV CONTROL

MARKETING
IT/PCI Compliance

EXECUTIVE TEAM

TECHNOLOGY/PARCS

TRAINING

HUMAN RESOURCES
Henry Hernandez
George Saucedo

ON-SITE TEAM
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RFP NO. 24-25.25 FOR CITY OF ORANGE PARKING MANAGEMENT SERVICES 20 H. WORK PLAN

1. WORK PLAN & TIMELINE
Transition Plan
We develop customized plans for every transition based on the implementation scope and the requested timeline from our clients. Although we typically recommend 30-day transition plans, we can accomplish emergency transitions in as little as 24 hours and may recommend longer periods for highly complex or phased openings.

Detailed Transition Plans
Our transition plans cover over 100 individual tasks ranging from holding stakeholder meetings to implementing new technology solutions. We will customize a three-phased plan for the City which will focus on delivering a smooth transition for your citizens and visitors and will include the following actions.

Delivering Successful Transitions
By focusing on the details that are important to our clients, management, property visitors, and stakeholders, our transition teams consistently exceed the expectations of our new client partners. Every quarter, we conduct Client Surveys to ensure that we are meeting the expectations of our long-term and new clients. In 2024, over 90% of our 64 new clients indicated that we delivered on ALL the improvements we proposed.
30-Day Transition Plan
Below is our proposed site-specific, high level, 30-day Implementation Plan to seamlessly transition the City’s Parking Operations and Management Services to ACE Parking.

Key Transition Personnel
George Saucedo, Parking Manager
Tom Pesce, Vice President of LA/OC Operations
Brian Gansert, President of Operations
Henry Hernandez, Regional Director of Operations
Eric Wrinkle, City of San Gabriel Project Manager
The
ACE
Transition
Team
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RFP NO. 24-25.25 FOR CITY OF ORANGE PARKING MANAGEMENT SERVICES 21 H. WORK PLAN

1. WORK PLAN & TIMELINE
Implementation Plan
We have provided below an overview of our timeline for implementing the Paid Parking Operation in the City of Orange. Please be advised that this timeline reflects if all Vendors are able to provide products on this timeline.

Week 1:

Execute the Agreement between ACE Parking and the City of Orange.

Upon execution of the contract, ACE will issue orders on behalf of the City for the Flowbird Pay Stations.

If the City will move forward with ACE as the Enforcement contractor, we will also purchase at that time:

Toyota Corolla Vehicle(s), Vigilant ALPR Equipment and Data Ticket Device and Printers.

We will have all orders prepped prior to finalizing the contract, but signature officially allows us to transfer funds to vendors.

Send signage proofs to the City of Orange team for approval for our Mobile Payment Solution. Upon approval of proposed signage, ACE will issue the order.

Walk the lots and streets with the City of Orange team and review scope of work and areas with them.

ACE will create a new internal location data sheet to bring the City of Orange parking lots online in our accounting system.

ACE, Flowbird and the City of Orange representatives meet on-site to layout the installation plan for each Pay Station.

Purchase Business License for City of Orange.

ACE acquires Certificate of Insurance for the Parking Operation and Vehicle-(if necessary for Enforcement) and shares them with the City of Orange.

Establish Lot Numbers for each designated surface lot and MPS “Zone” and assign our MIDs for the Flowbird Pay Stations.

Order Fuel Cards for the Vehicle(s) (If Applicable for Enforcement.) Initiate Job Requisition for the Parking Ambassador Position.

Meet with the City of Orange, ACE IT, led by Jon Gjerset, George Saucedo and Tom Pesce to coordinate the design of a potential informational webpage.

Week 2:

Draft and send an introduction letter to all tenants and resident permit holders from ACE Parking.

An Information Alert will be posted on the City of Orange website informing the public of the paid parking implementation plan, including key dates. ACE will work with the City on exact language, but we envision indicating that paid parking will not be in full effect until the Fall, but visitors and residents will see equipment in the field and being tested periodically until that time. We want to ensure that a minimal (ideally none!) amount of confusion will be experienced by your visitors and residents.

George Saucedo coordinates with ACE internal team to coordinate SPACE Parking Zones.

George Saucedo coordinates with ACE IT to build City of Orange’s SPACE AR Permit payment/management website.

George Saucedo, Henry Hernandez and Tom Pesce schedule and complete training with Flowbird representatives on the Flowbird software.
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RFP NO. 24-25.25 FOR CITY OF ORANGE PARKING MANAGEMENT SERVICES 22 H. WORK PLAN

1. WORK PLAN & TIMELINE
ACE establishes bi-weekly (twice weekly) calls with Flowbird to coordinate backend software integrations for all necessary components.

Interview Potential Parking Ambassadors.

Program SPACE for the City of Orange. Request License Plate Holder information for all current authorized Permit Holders and offer to help residents and city employees with their signup process.

Review daily parking rate structure with the City Parking Team.

Week 3:

Send job offer to the designated Parking Ambassador.

ACE and City of Orange Finalize the locations where signage will be installed.

Employee completes background check and onboarding paperwork.

Order uniforms to this employee’s specifications.

George Saucedo, Henry Hernandez and Tom Pesce meet with the City of Orange team to review status.

If ACE is handling Enforcement, Toyota Corolla is delivered on-site.

ACE will engage a vendor (if not performed by local dealership prior to vehicle delivery) to wrap vehicle in either ACE or City of Orange branding. (If handling Enforcement) Week 4:

ACE receives finished copies of the signage package.

Data Ticket device and printer delivered to George Saucedo’s office.(If handling Enforcement) George Saucedo and Henry Hernandez test the QR Code and Text to Pay Functionality of each sign.

George Saucedo and Henry Hernandez continue to make rounds in town introducing themselves to local business owners and residents.

ACE Attends City Council Meeting (If desired) to provide an overview of the Paid Parking Implementation plan.

Week 5:

George Saucedo provides ongoing training in the City of Orange to help familiarize our Parking Ambassador with the City and Stakeholders so that they can provide impeccable customer service on go-live date.

ACE to host a “Get to Know Us” Event at a local establishment or at City Hall with City Representatives.

Ongoing Training and Testing of the Scan and Text to Pay Signage by George Saucedo and our Parking Ambassador.

If ACE is providing Enforcement, Vigilant ALPR system is delivered and installed this week.

If ACE provides Enforcement, testing of the Vigilant ALPR system begins. 1544
RFP NO. 24-25.25 FOR CITY OF ORANGE PARKING MANAGEMENT SERVICES 23 H. WORK PLAN

1. WORK PLAN & TIMELINE
Week 6:

Flowbird pay-stations delivered on-site and Flowbird team begins installation this week.

ACE Parking and Flowbird test to ensure functionality and payments are capable of being processed.

When we are not actively testing the Pay Stations, we will have them covered so as to not confuse our parkers in town.

George Saucedo and Henry Hernandez confirm payments on Flowbird pay stations are batching into ACE’s bank account.

Parking Ambassador continues ongoing training with Vigilant and weekly keep-up of the Flowbird pay stations.

George Saucedo coordinates with City personnel to ensure they can receive notifications/complaints through the webpage.

George Saucedo and Henry Hernandez meet on-site with the City of Orange stakeholders to review the Flowbird Installation and present our completion. Upon Stakeholder approval, ACE will now begin installing Scan and Text to Pay Signage.

Week 7:

Our assumptions are ahead of schedule as long as all vendors are able to match our proposed lead times.

George Saucedo works with City Maintenance Personnel for the Installation of ACE Scan and Text to Pay Signage, as well as any Wayfinding signage that will be within our scope.

George Saucedo and our Parking Ambassador to test the Scan and Text to Pay Signage in the field.

If ACE is handling Enforcement, George Saucedo rides along with Parking Ambassador (or designated Enforcement employee) and ensures proper payment functionality of the Flowbird Pay by Plate, SPACE MPS and Data Ticket Handhelds
Week 8: “Go-Live”
Assuming all has gone to plan with installation and technology vendors, if time is of the essence we foresee around Week 8 being the potential estimated “Go-Live” Timeline.

In this phase, we will remove Covers from all Flowbird Pay Stations and we will consider our operation live!
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24 H. WORK PLAN

1. WORK PLAN & TIMELINE
Project GANTT Chart
Please see the Gantt Chart below for our Estimated Timeline for the City of Orange Paid Parking Program.

Project start date: 7/7/2025
July August
ACE Parking Paid Parking Implementation at City of Orange 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 Milestone description Assigned to Start Days M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S Flowbird Pay Stations
Purchase and Delivery of 20 Tom Pesce/Henry Hernandez 7/7/2025 45 Toyota Corolla Hybrid
Purchase, Wrap and Dellivery of 1 Tom Pesce/Henry Hernandez 7/7/2025 21 ALPR System
Purchase and Delivery of Vigilant Tom Pesce/Henry Hernandez 7/7/2025 28 Handheld Device and Printer
Purchase and Delivery of Data Ticket Tom Pesce/Henry Hernandez 7/8/2025 24 Execute Contract John Baumgardner 7/7/2025 1
Hire Parking Ambassador Efrain Andrade 7/7/2025 18
Webpage
Build Out City of Orange Parking Jon Gjerset 7/7/2025 42 Printer
Program Data Ticket and Zebra Data Ticket/Jon Gjerset 7/14/2025 13 Ambassador
Data Ticket Training for Parking George Saucedo 7/22/2025 14 Training
Vigilant Installation and On-site Vigilant- Bryan Alexander 8/11/2025 5 20 Pay Stations
Flowbird Delivery and Installation of Flowbird-Will Cai 8/12/2025 7 Training
Flowbird Back-Office and ON-site Flowbird-Will Cai 8/12/2025 7 Testing Begins George Saucedo/Henry Hernandez 8/15/2025 21 Ordered and Installed
Scan and Text to Pay Signage ACE Parking 7/20/2025 25
ACE Receives "Notice to Proceed" City of Orange 9/2/2025 1 1546
RFP NO. 24-25.25 FOR CITY OF ORANGE PARKING MANAGEMENT SERVICES 25 H. WORK PLAN

2. STAFFING

2. STAFFING

RECRUITING & HIRING
ACE recruits and continually updates our pool of outstanding candidates and matches them with jobs that challenge and motivate them by combining the latest technologies and online tools. This allows us to quickly target passive and active job seekers who possess specific behaviors and skill sets that match our requirements. ACE utilizes the most sophisticated technology to scour social networking sites for potential candidates, some of whom may not even be actively seeking new jobs. Our Talent Acquisition team actively pursues everyone in the labor market with an internet footprint, broadening the talent pool and changing the dynamics of talent acquisition.

Your ACE Management Team will energize the City’s parking program by emphasizing the customer experience, while leading each of our on-site team members to embrace an ambassador role and create a welcoming experience for every visitor and permit holder. This starts with hiring the best team members and reinforcing training programs.

Proven Recruiting Strategies
ACE is committed to fulfilling the goals of our mission statement. To that end, we make every effort to offer employment to those that model our mission objective, “Operating under the ideals of moral integrity, quality and accountability.” ACE strongly believes in promoting from within our existing staff. Existing team members are encouraged to apply for any open position. Team members are made aware of job postings through the ACE employee website and on-site job postings. In recent years, our recruiting strategies have shifted towards the vast digital world in addition to hosting interactive and engaging hiring events and job fairs.

PETCO PARK HIRING EVENT
The event was hosted at Petco Park which allowed for a unique experience for attendees at one of San Diego’s iconic locations as well as giving them an opportunity to learn more about the company’s hiring process. This event was attended by over 175 people who were interested in learning more about the company’s job opportunities and resulted in 38 new hires. ACE used digital marketing to promote the event on social media (Facebook, Instagram, TikTok, Twitter), blogs, local news stations, and other channels.

HIRING EVENT EXAMPLE
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RFP NO. 24-25.25 FOR CITY OF ORANGE PARKING MANAGEMENT SERVICES 26 H. WORK PLAN

2. STAFFING
Comprehensive Local Outreach
Outside applicants are directed to the ACE website to apply; when an online application is not possible paper applications will be substituted. Open positions are announced using a variety of recruiting techniques including:

Job Postings, Job Fairs
Networking & Local Relationships
School Career Counselor Outreach
Faith Based Organizations Outreach
Employee Referrals
Local Veteran Organizations
Online Job Search Engines and Websites
Print Advertising
ACE Sponsored Meet & Greet Events
Hiring Criteria & Application Process
Our approach is simple. We recruit and continually update our pool of outstanding candidates, and we match them with jobs that challenge and motivate them. We do this by combining the latest technologies and online tools with our unique talent acquisition strategy.

The initial approach begins with hiring the most friendly, outgoing and qualified candidates for your parking facilities and then providing them with the resources to become parking ambassadors focused on identifying customer needs and delivering engaging customer experiences. Due to our stringent recruiting and hiring standards focused on identifying friendly service-oriented team members, only one in twelve applicants will make it through the ACE hiring process, which includes numerous interviews, role play situations and background checks. We understand that our team members will be representing the City, and we take that very seriously.

Pre-Screening for Hospitality-Oriented Individuals
Making a parking customer feel as though they are the most important person in the world is something you can’t put a price on, and you can’t compromise.

With our approach to Customer Service, or what we call Customer Experience, we focus on hiring the right people for the right position. Our recruitment team utilizes a detailed pre-screening process to make sure each candidate we hire has that “hospitality bone” in their body. In the prescreening process, we find ones that want to make a difference and not just collect a paycheck. Our training programs are custom created and regularly updated to ensure we meet the needs of our client base.

Hiring People Who Like to Smile
ACE believes that hiring people who like to smile can foster a more positive and welcoming work environment, boost morale, and potentially improve customer interactions and employee performance. We recognize the benefits of hiring people who are happy to work for us. Our goal is to cultivate a positive workplace culture by promoting work-life balance and employee well-being. 1548
RFP NO. 24-25.25 FOR CITY OF ORANGE PARKING MANAGEMENT SERVICES 27 H. WORK PLAN

2. STAFFING
Background Checks & Screening
A fast hire means nothing if it’s not the right hire. Ensuring quality hires is our top priority.

In order to be considered for employment, every applicant must first complete an extensive employment application and successfully pass a series of pre-employment assessments. Pre-employment and post-employment screenings include:

Identity Validation (Citizenship)
Social Security Match
County, State & Federal Criminal Records Search
Credit Report (for applicable positions)
Sex Offender Registry
Job Reference Checks
Educational Reference Checks
MVR
DOT Drug Testing (5 Panel)
I-9 E-Verify
Training
ACE will provide friendly and well-trained Enforcement Ambassadors that are familiar with the City’s goals.

Each staff member will be specifically trained by your ACE team to deliver exceptional levels of service with a firm but calm approach to enforcement and community support.

This Ambassador approach, along with active engagement from your ACE management team, will ensure a seamless transition of implementing the paid parking plan for the City. We have provided an in-depth overview on the pages to follow which demonstrated our onboarding training plan for our new ACE team members.

Customer Experience Training
Award-Winning ACE Training Programs include:

Every Thank You Earned™ service philosophy
We See The People, Not The Cars training program
DEEP BLUE Training Statistics & Monitoring
ACE New Hire Orientation
Introduce new associates to our company culture
Outline job responsibilities and expectations
Address protocol and procedures, including payroll, uniform, and guest service and experience Site-Specific Certification and Orientation
Specific training to integrate area and site-specific knowledge during orientation Prepare each member of staff on proper and safe equipment operation Address specific property hazards that staff will come across Reduce risk of injury or damage to property
Train staff on all role-specific functions and standards Ambassador Cross-Training
ACE has developed specialized training programs for our enforcement team members to ensure we deliver on our commitments to excellent service. These include:

Role-specific customer service
LPR Equipment Maintenance Training
Security Incident Response Training
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RFP NO. 24-25.25 FOR CITY OF ORANGE PARKING MANAGEMENT SERVICES 28 H. WORK PLAN

2. STAFFING
Lot Attendant Duties
Lot attendants are essential for the safe and efficient operation of our parking facilities. They manage traffic flow, handle transactions, provide customer service, and maintain lot cleanliness. Their professionalism as the first point of contact is key to a positive customer experience.

Responsibilities include:

Traffic Management & Efficient Parking
Actively guide and direct traffic to ensure a smooth and orderly flow, thereby maximizing parking capacity and minimizing congestion. Their oversight is essential for creating a safe environment where drivers can navigate the lot with ease.

Directing Drivers to Available Spaces
Expertly navigate incoming drivers to open parking spots. This requires a keen awareness of the lot's layout and availability. They may use hand signals, verbal instructions, or even automated systems to efficiently match drivers with suitable spaces, thereby optimizing the use of the parking area.

Fee Collection & Ticket Issuance
Entrusted with the financial transactions associated with parking services. This involves accurately collecting parking fees from customers, processing payments, and providing receipts. They may also issue parking tickets or permits as necessary, maintaining meticulous records of transactions and ensuring accountability.

Security Monitoring & Violation Enforcement
Actively monitor the parking lot for suspicious activities, unauthorized vehicles, or any potential security threats. They are also responsible for enforcing parking regulations and issuing citations for violations, contributing to a safe and orderly environment for all users. Vigilance is key to maintaining a secure parking environment.

Customer Service & Assistance
Be prepared to handle customer inquiries, provide clear and concise directions, and offer assistance with any parking-related concerns. They may also be required to resolve disputes or address complaints in a professional and courteous manner. Providing excellent customer service is a fundamental aspect of the job.

Minor Vehicle Assistance
Offer assistance with minor vehicle issues, such as jump-starting a car or helping a driver change a flat tire. This helpful support can enhance customer satisfaction and demonstrate a commitment to going the extra mile.

Maintaining Cleanliness and Organization
Maintain the cleanliness and organization of the facility. This includes regularly clearing debris, removing litter, and ensuring that parking spaces and walkways are free from obstructions. A wellmaintained parking lot creates a positive impression and ensures safety. 1550
RFP NO. 24-25.25 FOR CITY OF ORANGE PARKING MANAGEMENT SERVICES 29 H. WORK PLAN