Agenda packet — Orange City Council, December 9, 2025 (part 3 of 5)

(4) Any employee of an unregistered contractor or subcontractor who is affected by a work stoppage ordered by the commissioner pursuant to this subdivision shall be paid at his or her regular hourly prevailing wage rate by that employer for any hours the employee would have worked but for the work stoppage, not to exceed 10 days.
(k) Failure of a contractor or subcontractor, owner, director, officer, or managing agent of the contractor or subcontractor to observe a stop order issued and served upon him or her pursuant to subdivision (j) is guilty of a misdemeanor punishable by imprisonment in county jail not exceeding 60 days or by a fine not exceeding ten thousand dollars ($10,000), or both.
(l) This section shall apply to any bid proposal submitted on or after March 1, 2015, and any contract for public work entered into on or after April 1, 2015. This section shall also apply to the performance of any public work, as defined in this chapter, on or after January 1, 2018, regardless of when the contract for public work was entered.
(m) Penalties received pursuant to this section shall be deposited in the State Public Works Enforcement Fund established by Section 1771.3 and shall be used only for the purposes specified in that section. (n) This section shall not apply to work performed on a public works project of twenty-five thousand dollars ($25,000) or less when the project is for construction, alteration, demolition, installation, or repair work or to work performed on a public works project of fifteen thousand dollars ($15,000) or less when the project is for maintenance work.

Section 1771.4. Additional requirements when bidding and awarding public works contracts (a) All of the following are applicable to all public works projects that are otherwise subject to the requirements of this chapter:
(1) The call for bids and contract documents shall specify that the project is subject to compliance monitoring and enforcement by the Department of Industrial Relations. (2) The awarding body shall post or require the prime contractor to post job site notices, as prescribed by regulation.
(3) Each contractor and subcontractor shall furnish the records specified in Section 1776 directly to the Labor Commissioner, in the following manner:
(A) At least monthly or more frequently if specified in the contract with the awarding body. (B) In a format prescribed by the Labor Commissioner.
(4) If the contractor or subcontractor is not registered pursuant to Section 1725.5 and is performing work on a project for which registration is not required because of subdivision (f) of Section 1725.5, the unregistered contractor or subcontractor is not required to furnish the records specified in Section 1776 directly to the Labor Commissioner but shall retain the records specified in Section 1776for at least three years after completion of the work.
(5) The department shall undertake those activities it deems necessary to monitor and enforce compliance with prevailing wage requirements.
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(b) The Labor Commissioner may exempt a public works project from compliance with all or part of the requirements of subdivision (a) if either of the following occurs:
(1) The awarding body has enforced an approved labor compliance program, as defined in Section 1771.5, on all public works projects under its authority, except those deemed exempt pursuant to subdivision (a) of Section 1771.5, continuously since December 31, 2011.
(2) The awarding body has entered into a collective bargaining agreement that binds all contractors performing work on the project and that includes a mechanism for resolving disputes about the payment of wages. (c) The requirements of paragraph (1) of subdivision (a) shall only apply to contracts for public works projects awarded on or after January 1, 2015.
(d) The requirements of paragraph (3) of subdivision (a) shall apply to all contracts for public work, whether new or ongoing, on or after January 1, 2016.

Section 1775. Penalties for violations
(a)(1) The contractor and any subcontractor under the contractor shall, as a penalty to the state or political subdivision on whose behalf the contract is made or awarded, forfeit not more than two hundred dollars ($200) for each calendar day, or portion thereof, for each worker paid less than the prevailing wage rates as determined by the director for the work or craft in which the worker is employed for any public work done under the contract by the contractor or, except as provided in subdivision (b), by any subcontractor under the contractor.
(2)(A) The amount of the penalty shall be determined by the Labor Commissioner based on consideration of both of the following:
(i) Whether the failure of the contractor or subcontractor to pay the correct rate of per diem wages was a good faith mistake and, if so, the error was promptly and voluntarily corrected when brought to the attention of the contractor or subcontractor.
(ii) Whether the contractor or subcontractor has a prior record of failing to meet its prevailing wage obligations.
(B)(i) The penalty may not be less than forty dollars ($40) for each calendar day, or portion thereof, for each worker paid less than the prevailing wage rate, unless the failure of the contractor or subcontractor to pay the correct rate of per diem wages was a good faith mistake and, if so, the error was promptly and voluntarily corrected when brought to the attention of the contractor or subcontractor. (ii) The penalty may not be less than eighty dollars ($80) for each calendar day, or portion thereof, for each worker paid less than the prevailing wage rate, if the contractor or subcontractor has been assessed penalties within the previous three years for failing to meet its prevailing wage obligations on a separate contract, unless those penalties were subsequently withdrawn or overturned. (iii) The penalty may not be less than one hundred twenty dollars ($120) for each calendar day, or portion thereof, for each worker paid less than the prevailing wage rate, if the Labor Commissioner determines that the violation was willful, as defined in subdivision (c) of Section 1777.1. (C) If the amount due under this section is collected from the contractor or subcontractor, any outstanding wage claim under Chapter 1 (commencing with Section 1720) of Part 7 of Division 2 against that contractor 260
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or subcontractor shall be satisfied before applying that amount to the penalty imposed on that contractor or subcontractor pursuant to this section.
(D) The determination of the Labor Commissioner as to the amount of the penalty shall be reviewable only for abuse of discretion.
(E) The difference between the prevailing wage rates and the amount paid to each worker for each calendar day or portion thereof for which each worker was paid less than the prevailing wage rate shall be paid to each worker by the contractor or subcontractor, and the body awarding the contract shall cause to be inserted in the contract a stipulation that this section will be complied with. (b) If a worker employed by a subcontractor on a public works project is not paid the general prevailing rate of per diem wages by the subcontractor, the prime contractor of the project is not liable for any penalties under subdivision (a) unless the prime contractor had knowledge of that failure of the subcontractor to pay the specified prevailing rate of wages to those workers or unless the prime contractor fails to comply with all of the following requirements:
(1) The contract executed between the contractor and the subcontractor for the performance of work on the public works project shall include a copy of the provisions of this section and Sections 1771, 1776, 1777.5, 1813, and 1815.
(2) The contractor shall monitor the payment of the specified general prevailing rate of per diem wages by the subcontractor to the employees, by periodic review of the certified payroll records of the subcontractor. (3) Upon becoming aware of the failure of the subcontractor to pay his or her workers the specified prevailing rate of wages, the contractor shall diligently take corrective action to halt or rectify the failure, including, but not limited to, retaining sufficient funds due the subcontractor for work performed on the public works project. (4) Prior to making final payment to the subcontractor for work performed on the public works project, the contractor shall obtain an affidavit signed under penalty of perjury from the subcontractor that the subcontractor has paid the specified general prevailing rate of per diem wages to his or her employees on the public works project and any amounts due pursuant to Section 1813. (c) The Division of Labor Standards Enforcement shall notify the contractor on a public works project within 15 days of the receipt by the Division of Labor Standards Enforcement of a complaint of the failure of a subcontractor on that public works project to pay workers the general prevailing rate of per diem wages.

Section 1776. Payroll records; retention; inspection; redacted information; agencies entitled to receive nonredacted copies of certified records; noncompliance penalties; rules (a) Each contractor and subcontractor shall keep accurate payroll records, showing the name, address, social security number, work classification, straight time and overtime hours worked each day and week, and the actual per diem wages paid to each journeyman, apprentice, worker, or other employee employed by him or her in connection with the public work. Each payroll record shall contain or be verified by a written declaration that it is made under penalty of perjury, stating both of the following:
(1) The information contained in the payroll record is true and correct. (2) The employer has complied with the requirements of Sections 1771, 1811, and 1815 for any work performed by his or her employees on the public works project. 261
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(b) The payroll records enumerated under subdivision (a) shall be certified and shall be available for inspection at all reasonable hours at the principal office of the contractor on the following basis:
(1) A certified copy of an employee's payroll record shall be made available for inspection or furnished to the employee or his or her authorized representative on request. (2) A certified copy of all payroll records enumerated in subdivision (a) shall be made available for inspection or furnished upon request to a representative of the body awarding the contract and the Division of Labor Standards Enforcement of the Department of Industrial Relations. (3) A certified copy of all payroll records enumerated in subdivision (a) shall be made available upon request by the public for inspection or for copies thereof. However, a request by the public shall be made through either the body awarding the contract or the Division of Labor Standards Enforcement. If the requested payroll records have not been provided pursuant to paragraph (2), the requesting party shall, prior to being provided the records, reimburse the costs of preparation by the contractor, subcontractors, and the entity through which the request was made. The public may not be given access to the records at the principal office of the contractor.
(c) Unless required to be furnished directly to the Labor Commissioner in accordance with paragraph (3) of subdivision (a) of Section 1771.4, the certified payroll records shall be on forms provided by the Division of Labor Standards Enforcement or shall contain the same information as the forms provided by the division.

The payroll records may consist of printouts of payroll data that are maintained as computer records, if the printouts contain the same information as the forms provided by the division and the printouts are verified in the manner specified in subdivision (a).
(d) A contractor or subcontractor shall file a certified copy of the records enumerated in subdivision (a) with the entity that requested the records within 10 days after receipt of a written request. (e) Except as provided in subdivision (f), any copy of records made available for inspection as copies and furnished upon request to the public or any public agency by the awarding body or the Division of Labor Standards Enforcement shall be marked or obliterated to prevent disclosure of an individual's name, address, and social security number. The name and address of the contractor awarded the contract or the subcontractor performing the contract shall not be marked or obliterated. Any copy of records made available for inspection by, or furnished to, a multiemployer Taft-Hartley trust fund (29 U.S.C. Sec. 186(c)(5)) that requests the records for the purposes of allocating contributions to participants shall be marked or obliterated only to prevent disclosure of an individual's full social security number, but shall provide the last four digits of the social security number. Any copy of records made available for inspection by, or furnished to, a joint labormanagement committee established pursuant to the federal Labor Management Cooperation Act of 1978 (29 U.S.C. Sec. 175a) shall be marked or obliterated only to prevent disclosure of an individual's social security number.
(f)(1) Notwithstanding any other provision of law, agencies that are included in the Joint Enforcement Strike Force on the Underground Economy established pursuant to Section 329 of the Unemployment Insurance Code and other law enforcement agencies investigating violations of law shall, upon request, be provided nonredacted copies of certified payroll records. Any copies of records or certified payroll made available for inspection and furnished upon request to the public by an agency included in the Joint Enforcement Strike Force on the Underground Economy or to a law enforcement agency investigating a violation of law shall be marked or redacted to prevent disclosure of an individual's name, address, and social security number. 262
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(2) An employer shall not be liable for damages in a civil action for any reasonable act or omission taken in good faith in compliance with this subdivision.
(g) The contractor shall inform the body awarding the contract of the location of the records enumerated under subdivision (a), including the street address, city, and county, and shall, within five working days, provide a notice of a change of location and address.
(h) The contractor or subcontractor has 10 days in which to comply subsequent to receipt of a written notice requesting the records enumerated in subdivision (a). In the event that the contractor or subcontractor fails to comply within the 10-day period, he or she shall, as a penalty to the state or political subdivision on whose behalf the contract is made or awarded, forfeit one hundred dollars ($100) for each calendar day, or portion thereof, for each worker, until strict compliance is effectuated. Upon the request of the Division of Labor Standards Enforcement, these penalties shall be withheld from progress payments then due. A contractor is not subject to a penalty assessment pursuant to this section due to the failure of a subcontractor to comply with this section.
(i) The body awarding the contract shall cause to be inserted in the contract stipulations to effectuate this section.
(j) The director shall adopt rules consistent with the California Public Records Act (Chapter 3.5 (commencing with Section 6250) of Division 7 of Title 1 of the Government Code) and the Information Practices Act of 1977 (Title 1.8 (commencing with Section 1798) of Part 4 of Division 3 of the Civil Code) governing the release of these records, including the establishment of reasonable fees to be charged for reproducing copies of records required by this section.

Section 1777.5. Employment of registered apprentices; wages; standards; number; apprenticeable craft or trade; exemptions; contributions; compliance program (a)(1) This chapter does not prevent the employment upon public works of properly registered apprentices who are active participants in an approved apprenticeship program. (2) For purposes of this chapter, “apprenticeship program” means a program under the jurisdiction of the California Apprenticeship Council established pursuant to Section 3070. (b)(1) Every apprentice employed upon public works shall be paid the prevailing rate of per diem wages for apprentices in the trade to which he or she is registered and shall be employed only at the work of the craft or trade to which he or she is registered.
(2) Unless otherwise provided by a collective bargaining agreement, when a contractor requests the dispatch of an apprentice pursuant to this section to perform work on a public works project and requires the apprentice to fill out an application or undergo testing, training, an examination, or other preemployment process as a condition of employment, the apprentice shall be paid for the time spent on the required preemployment activity, including travel time to and from the required activity, if any, at the prevailing rate of per diem wages for apprentices in the trade to which he or she is registered. Unless otherwise provided by a collective bargaining agreement, a contractor is not required to compensate an apprentice for the time spent on preemployment activities if the apprentice is required to take a preemployment drug or alcohol test and he or she fails to pass that test.
(c) Only apprentices, as defined in Section 3077, who are in training under apprenticeship standards that have been approved by the Chief of the Division of Apprenticeship Standards and who are parties to written 263
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apprentice agreements under Chapter 4 (commencing with Section 3070) of Division 3 are eligible to be employed at the apprentice wage rate on public works. The employment and training of each apprentice shall be in accordance with either of the following:
(1) The apprenticeship standards and apprentice agreements under which he or she is training. (2) The rules and regulations of the California Apprenticeship Council. (d) If the contractor to whom the contract is awarded by the state or any political subdivision, in performing any of the work under the contract, employs workers in any apprenticeable craft or trade, the contractor shall employ apprentices in at least the ratio set forth in this section and may apply to any apprenticeship program in the craft or trade that can provide apprentices to the site of the public work for a certificate approving the contractor under the apprenticeship standards for the employment and training of apprentices in the area or industry affected. However, the decision of the apprenticeship program to approve or deny a certificate shall be subject to review by the Administrator of Apprenticeship. The apprenticeship program or programs, upon approving the contractor, shall arrange for the dispatch of apprentices to the contractor. A contractor covered by an apprenticeship program's standards shall not be required to submit any additional application in order to include additional public works contracts under that program. “Apprenticeable craft or trade,” as used in this section, means a craft or trade determined as an apprenticeable occupation in accordance with rules and regulations prescribed by the California Apprenticeship Council. As used in this section, “contractor” includes any subcontractor under a contractor who performs any public works not excluded by subdivision (o).
(e) Before commencing work on a contract for public works, every contractor shall submit contract award information to an applicable apprenticeship program that can supply apprentices to the site of the public work.

The information submitted shall include an estimate of journeyman hours to be performed under the contract, the number of apprentices proposed to be employed, and the approximate dates the apprentices would be employed. A copy of this information shall also be submitted to the awarding body, if requested by the awarding body. Within 60 days after concluding work on the contract, each contractor and subcontractor shall submit to the awarding body, if requested, and to the apprenticeship program a verified statement of the journeyman and apprentice hours performed on the contract. The information under this subdivision shall be public. The apprenticeship programs shall retain this information for 12 months. (f) The apprenticeship program supplying apprentices to the area of the site of the public work shall ensure equal employment and affirmative action in apprenticeship for women and minorities. (g) The ratio of work performed by apprentices to journeymen employed in a particular craft or trade on the public work may be no higher than the ratio stipulated in the apprenticeship standards under which the apprenticeship program operates if the contractor agrees to be bound by those standards. However, except as otherwise provided in this section, in no case shall the ratio be less than one hour of apprentice work for every five hours of journeyman work.
(h) This ratio of apprentice work to journeyman work shall apply during any day or portion of a day when any journeyman is employed at the jobsite and shall be computed on the basis of the hours worked during the day by journeymen so employed. Any work performed by a journeyman in excess of eight hours per day or 40 hours per week shall not be used to calculate the ratio. The contractor shall employ apprentices for the number of hours computed as above before the end of the contract or, in the case of a subcontractor, before the end of the subcontract. However, the contractor shall endeavor, to the greatest extent possible, to employ apprentices during the same time period that the journeymen in the same craft or trade are employed at the jobsite. When an hourly apprenticeship ratio is not feasible for a particular craft or trade, the Administrator 264
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of Apprenticeship, upon application of an apprenticeship program, may order a minimum ratio of not less than one apprentice for each five journeymen in a craft or trade classification. (i) A contractor covered by this section who has agreed to be covered by an apprenticeship program's standards upon the issuance of the approval certificate, or who has been previously approved for an apprenticeship program in the craft or trade, shall employ the number of apprentices or the ratio of apprentices to journeymen stipulated in the applicable apprenticeship standards, but in no event less than the 1-to-5 ratio required by subdivision (g).
(j) Upon proper showing by a contractor that he or she employs apprentices in a particular craft or trade in the state on all of his or her contracts on an annual average of not less than one hour of apprentice work for every five hours of labor performed by journeymen, the Administrator of Apprenticeship may grant a certificate exempting the contractor from the 1-to-5 hourly ratio, as set forth in this section for that craft or trade. (k) An apprenticeship program has the discretion to grant to a participating contractor or contractor association a certificate, which shall be subject to the approval of the Administrator of Apprenticeship, exempting the contractor from the 1-to-5 ratio set forth in this section when it finds that any one of the following conditions is met:
(1) Unemployment for the previous three-month period in the area exceeds an average of 15 percent. (2) The number of apprentices in training in the area exceeds a ratio of 1 to 5. (3) There is a showing that the apprenticeable craft or trade is replacing at least one-thirtieth of its journeymen annually through apprenticeship training, either on a statewide basis or on a local basis. (4) Assignment of an apprentice to any work performed under a public works contract would create a condition that would jeopardize his or her life or the life, safety, or property of fellow employees or the public at large, or the specific task to which the apprentice is to be assigned is of a nature that training cannot be provided by a journeyman.
(l) If an exemption is granted pursuant to subdivision (k) to an organization that represents contractors in a specific trade from the 1-to-5 ratio on a local or statewide basis, the member contractors shall not be required to submit individual applications for approval to local joint apprenticeship committees, if they are already covered by the local apprenticeship standards.
(m)(1) A contractor to whom a contract is awarded, who, in performing any of the work under the contract, employs journeymen or apprentices in any apprenticeable craft or trade shall contribute to the California Apprenticeship Council the same amount that the director determines is the prevailing amount of apprenticeship training contributions in the area of the public works site. A contractor may take as a credit for payments to the council any amounts paid by the contractor to an approved apprenticeship program that can supply apprentices to the site of the public works project. The contractor may add the amount of the contributions in computing his or her bid for the contract. (2)(A) At the conclusion of the 2002-03 fiscal year and each fiscal year thereafter, the California Apprenticeship Council shall distribute training contributions received by the council under this subdivision, less the expenses of the Department of Industrial Relations for administering this subdivision, by making grants to approved apprenticeship programs for the purpose of training apprentices. The grant funds shall be distributed as follows:
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(i) If there is an approved multiemployer apprenticeship program serving the same craft or trade and geographic area for which the training contributions were made to the council, a grant to that program shall be made.
(ii) If there are two or more approved multiemployer apprenticeship programs serving the same craft or trade and county for which the training contributions were made to the council, the grant shall be divided among those programs based on the number of apprentices from that county registered in each program. (iii) All training contributions not distributed under clauses (i) and (ii) shall be used to defray the future expenses of the Department of Industrial Relations for the administration and enforcement of apprenticeship and preapprenticeship standards and requirements under this code. (B) An apprenticeship program shall only be eligible to receive grant funds pursuant to this subdivision if the apprenticeship program agrees, prior to the receipt of any grant funds, to keep adequate records that document the expenditure of grant funds and to make all records available to the Department of Industrial Relations so that the Department of Industrial Relations is able to verify that grant funds were used solely for training apprentices. For purposes of this subparagraph, adequate records include, but are not limited to, invoices, receipts, and canceled checks that account for the expenditure of grant funds. This subparagraph shall not be deemed to require an apprenticeship program to provide the Department of Industrial Relations with more documentation than is necessary to verify the appropriate expenditure of grant funds made pursuant to this subdivision.
(C) The Department of Industrial Relations shall verify that grants made pursuant to this subdivision are used solely to fund training apprentices. If an apprenticeship program is unable to demonstrate how grant funds are expended or if an apprenticeship program is found to be using grant funds for purposes other than training apprentices, then the apprenticeship program shall not be eligible to receive any future grant pursuant to this subdivision and the Department of Industrial Relations may initiate the process to rescind the registration of the apprenticeship program.
(3) All training contributions received pursuant to this subdivision shall be deposited in the Apprenticeship Training Contribution Fund, which is hereby created in the State Treasury. Upon appropriation by the Legislature, all moneys in the Apprenticeship Training Contribution Fund shall be used for the purpose of carrying out this subdivision and to pay the expenses of the Department of Industrial Relations. (n) The body awarding the contract shall cause to be inserted in the contract stipulations to effectuate this section. The stipulations shall fix the responsibility of compliance with this section for all apprenticeable occupations with the prime contractor.
(o) This section does not apply to contracts of general contractors or to contracts of specialty contractors not bidding for work through a general or prime contractor when the contracts of general contractors or those specialty contractors involve less than thirty thousand dollars ($30,000). (p) An awarding body that implements an approved labor compliance program in accordance with subdivision (b) of Section 1771.5 may, with the approval of the director, assist in the enforcement of this section under the terms and conditions prescribed by the director.

Section 1813. Forfeiture for violations; contract stipulation; report of violations The contractor or subcontractor shall, as a penalty to the state or political subdivision on whose behalf the contract is made or awarded, forfeit twenty- five dollars ($25) for each worker employed in the execution of 266
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the contract by the respective contractor or subcontractor for each calendar day during which the worker is required or permitted to work more than 8 hours in any one calendar day and 40 hours in any one calendar week in violation of the provisions of this article. In awarding any contract for public work, the awarding body shall cause to be inserted in the contract a stipulation to this effect. The awarding body shall take cognizance of all violations of this article committed in the course of the execution of the contract, and shall report them to the Division of Labor Standards Enforcement.

Section 1815. Overtime
Notwithstanding the provisions of Sections 1810 to 1814, inclusive, of this code, and notwithstanding any stipulation inserted in any contract pursuant to the requirements of said sections, work performed by employees of contractors in excess of 8 hours per day, and 40 hours during any one week, shall be permitted upon public work upon compensation for all hours worked in excess of 8 hours per day at not less than 1 ½ times the basic rate of pay.
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ATTACHMENT NO. 2
CALIFORNIA PUBLIC CONTRACT CODE SECTION 9204
Section 9204. Legislative findings and declarations regarding timely and complete payment of contractors for public works projects; claims process (Eff: January 1, 2017) (a) The Legislature finds and declares that it is in the best interests of the state and its citizens to ensure that all construction business performed on a public works project in the state that is complete and not in dispute is paid in full and in a timely manner.
(b) Notwithstanding any other law, including, but not limited to, Article 7.1 (commencing with Section 10240) of Chapter 1 of Part 2, Chapter 10 (commencing with Section 19100) of Part 2, and Article 1.5 (commencing with Section 20104) of Chapter 1 of Part 3, this section shall apply to any claim by a contractor in connection with a public works project.
(c) For purposes of this section:
(1) “Claim” means a separate demand by a contractor sent by registered mail or certified mail with return receipt requested, for one or more of the following:
(A) A time extension, including, without limitation, for relief from damages or penalties for delay assessed by a public entity under a contract for a public works project. (B) Payment by the public entity of money or damages arising from work done by, or on behalf of, the contractor pursuant to the contract for a public works project and payment for which is not otherwise expressly provided or to which the claimant is not otherwise entitled. (C) Payment of an amount that is disputed by the public entity. (2) “Contractor” means any type of contractor within the meaning of Chapter 9 (commencing with Section 7000) of Division 3 of the Business and Professions Code who has entered into a direct contract with a public entity for a public works project.
(3)(A) “Public entity” means, without limitation, except as provided in subparagraph (B), a state agency, department, office, division, bureau, board, or commission, the California State University, the University of California, a city, including a charter city, county, including a charter county, city and county, including a charter city and county, district, special district, public authority, political subdivision, public corporation, or nonprofit transit corporation wholly owned by a public agency and formed to carry out the purposes of the public agency.
(B) “Public entity” shall not include the following:
(i) The Department of Water Resources as to any project under the jurisdiction of that department. (ii) The Department of Transportation as to any project under the jurisdiction of that department. (iii) The Department of Parks and Recreation as to any project under the jurisdiction of that department. (iv) The Department of Corrections and Rehabilitation with respect to any project under its jurisdiction pursuant to Chapter 11 (commencing with Section 7000) of Title 7 of Part 3 of the Penal Code. 268
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(v) The Military Department as to any project under the jurisdiction of that department. (vi) The Department of General Services as to all other projects. (vii) The High-Speed Rail Authority.
(4) “Public works project” means the erection, construction, alteration, repair, or improvement of any public structure, building, road, or other public improvement of any kind. (5) “Subcontractor” means any type of contractor within the meaning of Chapter 9 (commencing with Section 7000) of Division 3 of the Business and Professions Code who either is in direct contract with a contractor or is a lower tier subcontractor.
(d)(1)(A) Upon receipt of a claim pursuant to this section, the public entity to which the claim applies shall conduct a reasonable review of the claim and, within a period not to exceed 45 days, shall provide the claimant a written statement identifying what portion of the claim is disputed and what portion is undisputed. Upon receipt of a claim, a public entity and a contractor may, by mutual agreement, extend the time period provided in this subdivision.
(B) The claimant shall furnish reasonable documentation to support the claim. (C) If the public entity needs approval from its governing body to provide the claimant a written statement identifying the disputed portion and the undisputed portion of the claim, and the governing body does not meet within the 45 days or within the mutually agreed to extension of time following receipt of a claim sent by registered mail or certified mail, return receipt requested, the public entity shall have up to three days following the next duly publicly noticed meeting of the governing body after the 45-day period, or extension, expires to provide the claimant a written statement identifying the disputed portion and the undisputed portion. (D) Any payment due on an undisputed portion of the claim shall be processed and made within 60 days after the public entity issues its written statement. If the public entity fails to issue a written statement, paragraph (3) shall apply.
(2)(A) If the claimant disputes the public entity’s written response, or if the public entity fails to respond to a claim issued pursuant to this section within the time prescribed, the claimant may demand in writing an informal conference to meet and confer for settlement of the issues in dispute. Upon receipt of a demand in writing sent by registered mail or certified mail, return receipt requested, the public entity shall schedule a meet and confer conference within 30 days for settlement of the dispute. (B) Within 10 business days following the conclusion of the meet and confer conference, if the claim or any portion of the claim remains in dispute, the public entity shall provide the claimant a written statement identifying the portion of the claim that remains in dispute and the portion that is undisputed. Any payment due on an undisputed portion of the claim shall be processed and made within 60 days after the public entity issues its written statement. Any disputed portion of the claim, as identified by the contractor in writing, shall be submitted to nonbinding mediation, with the public entity and the claimant sharing the associated costs equally. The public entity and claimant shall mutually agree to a mediator within 10 business days after the disputed portion of the claim has been identified in writing. If the parties cannot agree upon a mediator, each party shall select a mediator and those mediators shall select a qualified neutral third party to mediate with regard to the disputed portion of the claim. Each party shall bear the fees and costs charged by its respective mediator in connection with the selection of the neutral mediator. If mediation is unsuccessful, the parts of the claim remaining in dispute shall be subject to applicable procedures outside this section. 269
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(C) For purposes of this section, mediation includes any nonbinding process, including, but not limited to, neutral evaluation or a dispute review board, in which an independent third party or board assists the parties in dispute resolution through negotiation or by issuance of an evaluation. Any mediation utilized shall conform to the timeframes in this section.
(D) Unless otherwise agreed to by the public entity and the contractor in writing, the mediation conducted pursuant to this section shall excuse any further obligation under Section 20104.4 to mediate after litigation has been commenced.
(E) This section does not preclude a public entity from requiring arbitration of disputes under private arbitration or the Public Works Contract Arbitration Program, if mediation under this section does not resolve the parties’ dispute.
(3) Failure by the public entity to respond to a claim from a contractor within the time periods described in this subdivision or to otherwise meet the time requirements of this section shall result in the claim being deemed rejected in its entirety. A claim that is denied by reason of the public entity’s failure to have responded to a claim, or its failure to otherwise meet the time requirements of this section, shall not constitute an adverse finding with regard to the merits of the claim or the responsibility or qualifications of the claimant. (4) Amounts not paid in a timely manner as required by this section shall bear interest at 7 percent per annum. (5) If a subcontractor or a lower tier subcontractor lacks legal standing to assert a claim against a public entity because privity of contract does not exist, the contractor may present to the public entity a claim on behalf of a subcontractor or lower tier subcontractor. A subcontractor may request in writing, either on their own behalf or on behalf of a lower tier subcontractor, that the contractor present a claim for work which was performed by the subcontractor or by a lower tier subcontractor on behalf of the subcontractor. The subcontractor requesting that the claim be presented to the public entity shall furnish reasonable documentation to support the claim. Within 45 days of receipt of this written request, the contractor shall notify the subcontractor in writing as to whether the contractor presented the claim to the public entity and, if the original contractor did not present the claim, provide the subcontractor with a statement of the reasons for not having done so. (e) The text of this section or a summary of it shall be set forth in the plans or specifications for any public works project that may give rise to a claim under this section. (f) A waiver of the rights granted by this section is void and contrary to public policy, provided, however, that (1) upon receipt of a claim, the parties may mutually agree to waive, in writing, mediation and proceed directly to the commencement of a civil action or binding arbitration, as applicable; and (2) a public entity may prescribe reasonable change order, claim, and dispute resolution procedures and requirements in addition to the provisions of this section, so long as the contractual provisions do not conflict with or otherwise impair the timeframes and procedures set forth in this section. (g) This section applies to contracts entered into on or after January 1, 2017. (h) Nothing in this section shall impose liability upon a public entity that makes loans or grants available through a competitive application process, for the failure of an awardee to meet its contractual obligations. (i) This section shall remain in effect only until January 1, 2027, and as of that date is repealed, unless a later enacted statute, that is enacted before January 1, 2027, deletes or extends that date. 270
Agenda Item
Orange City Council
Item #: 3.13. 12/9/2025 File #: 25-0549
TO: Honorable Mayor and Members of the City Council
THRU: Jarad Hildenbrand, City Manager
FROM: Leslie Hardy, Community and Library Services Director

1. SUBJECT
Notice of Completion and Acceptance for Grijalva Area Lighting Replacement Project; Bid No. 24-

25.06. 2. SUMMARY
The City entered into a contract with Bear Electrical Solutions, LLC (Agreement No. 7770), to complete the removal and appropriate disposal of all existing light poles and luminaries, modify existing in-ground foundations, install new poles and luminaries per approved plans and specifications, and compact and re-establish existing grade at Grijalva Park. The work has been completed to the satisfaction of the Community and Library Services Department.

3. RECOMMENDED ACTION

1. Accept the Grijalva Area Lighting Replacement project (Project 20477) as complete.

2. Authorize City Clerk to file Notice of Completion with the Orange County Clerk-Recorder’s.

4. ATTACHMENTS
· Notice of Completion and Acceptance
City of Orange Page 1 of 1 Printed on 12/3/2025
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Agenda Item
Orange City Council
Item #: 3.13. 12/9/2025 File #: 25-0549
TO: Honorable Mayor and Members of the City Council
THRU: Jarad Hildenbrand, City Manager
FROM: Leslie Hardy, Community and Library Services Director

1. SUBJECT
Notice of Completion and Acceptance for Grijalva Area Lighting Replacement Project; Bid No. 24-

3. RECOMMENDED ACTION

1. Accept the Grijalva Area Lighting Replacement project (Project 20477) as complete.

2. Authorize City Clerk to file Notice of Completion with the Orange County Clerk-Recorder’s.

4. ATTACHMENTS
· Notice of Completion and Acceptance
City of Orange Page 1 of 1 Printed on 12/3/2025
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RECORDING REQUESTED BY AND
WHEN RECORDED MAIL TO:

City of Orange
300 East Chapman Avenue
Orange, California 92866
Attention: City Clerk
[Space above this line for Recorder’s use only.]

THIS DOCUMENT IS RECORDED AT THE

REQUEST AND FOR THE BENEFIT OF THE CITY

OF ORANGE AND IS EXEMPT FROM THE

PAYMENT OF A RECORDING FEE PURSUANT
TO GOVERNMENT CODE SECTIONS 6103 AND
27383.

NOTICE OF COMPLETION AND ACCEPTANCE
NOTICE IS HEREBY GIVEN that work on that certain public work and improvements known as “Grijalva Area Lighting Replacement (AGR-7770)” (herein referred to as the ‘Project’), for the owner, the City of Orange, a municipal corporation (herein referred to as the ‘City’), whose address is 300 E. Chapman Avenue, Orange, CA 92866, was completed and accepted by the City Council of the City of Orange on December 9, 2025 at a regular meeting of its members, at which a quorum was present and acting throughout. The Project was performed at Grijalva Park, 368 N. Prospect St., in the City of Orange. The Contractor who performed (or caused to be performed) said public work and improvements was Bear Electrical Solutions, LLC, with its principal office at 1252 State Street, Alviso, CA 95002.

The name of the surety on the payment bond for the Project is ‘Harco National Insurance Company’ performance bond. Bond No. 0676497 in the amount of $630,000.00.

DATED as of the 9
th day of December 2025. CITY OF ORANGE, a municipal corporation By:

Daniel R. Slater, Mayor, City of Orange

STATE OF CALIFORNIA

COUNTY OF ORANGE
I, Daniel R. Slater, Mayor of the City of Orange, state that I have read the foregoing document, know the contents thereof, and that the facts therein stated are true of my own knowledge. I hereby declare under penalty of perjury that the foregoing is true and correct.

DATED as of the 9
th day of December 2025.

Daniel R. Slater, Mayor, City of Orange
I, Pamela Coleman, City Clerk for the City of Orange, hereby attest that Daniel R. Slater is known to me to be the Mayor of the City of Orange and known to me to be the person who executed the within instrument on behalf of said municipal corporation, and acknowledged to me that the City of Orange executed the same.

Pamela Coleman, City Clerk, City of Orange
273
Agenda Item
Orange City Council
Item #: 3.14. 12/9/2025 File #: 25-0649
TO: Honorable Mayor and Members of the City Council
THRU: Jarad Hildenbrand, City Manager
FROM: Pamela Coleman, City Clerk/City Clerk Services Director

2. SUMMARY
The Introduction and First Reading of the above-entitled Ordinance was approved at a Regular Council Meeting on November 12, 2025.

The Ordinance is now presented for Second Reading by title only, and adoption.

Vote at First Reading: AYES: Barrios, Dumitru, Gutierrez, Slater NOES: Bilodeau, Tavoularis
ABSENT: Gyllenhammer

3. RECOMMENDED ACTION
Adopt Ordinance No. 19-25.

4. ATTACHMENTS
· Ordinance No. 19-25
City of Orange Page 1 of 1 Printed on 12/4/2025
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Agenda Item
Orange City Council
Item #: 3.14. 12/9/2025 File #: 25-0649
TO: Honorable Mayor and Members of the City Council
THRU: Jarad Hildenbrand, City Manager
FROM: Pamela Coleman, City Clerk/City Clerk Services Director

1. SUBJECT
Second Reading and adoption of an Ordinance of the City Council of the City of Orange amending Sections 2.10.090 and 2.10.240 of the Orange Municipal Code to prohibit transfers of contributions from candidate-controlled committees to City Candidate-Committees, to prohibit CandidateControlled or Elected Officer-Controlled Committees from making contributions to any committee supporting or opposing a City Candidate for office, and to clarify procedures for amending campaign contribution limitations. Ordinance No. 19-25.

2. SUMMARY
The Introduction and First Reading of the above-entitled Ordinance was approved at a Regular Council Meeting on November 12, 2025.

The Ordinance is now presented for Second Reading by title only, and adoption.

Vote at First Reading: AYES: Barrios, Dumitru, Gutierrez, Slater NOES: Bilodeau, Tavoularis
ABSENT: Gyllenhammer

3. RECOMMENDED ACTION
Adopt Ordinance No. 19-25.

4. ATTACHMENTS
· Ordinance No. 19-25
City of Orange Page 1 of 1 Printed on 12/3/2025
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ORDINANCE NO. 19-25

AN ORDINANCE OF THE CITY COUNCIL OF THE
CITY OF ORANGE AMENDING SECTIONS 2.10.090
AND 2.10.240 OF THE ORANGE MUNICIPAL CODE

TO PROHIBIT TRANSFERS OF CONTRIBUTIONS

FROM CANDIDATE-CONTROLLED COMMITTEES

TO CITY CANDIDATE COMMITTEES, AND TO

CLARIFY PROCEDURES FOR AMENDING

CAMPAIGN CONTRIBUTION LIMITATIONS

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF ORANGE DOES HEREBY ORDAIN AS FOLLOWS:

SECTION I:

Section 2.10.090 of the Orange Municipal Code, “Administration and Personnel – Campaign Reform -- Contributions from Committees,” is hereby amended to read as follows:

2.10.090 – Contributions from Committees.

A. Inter-Candidate Transfers. No contributions shall be accepted by any City Candidate or Elective City Officer, or their controlled committees, from any other committee controlled by a federal, state, or local candidate or office holder.

B. Intra-Candidate Transfers. If a City Candidate has more than one controlled committee, any transfers into that Candidate's City Candidate Committee shall be governed by the following rules:

1. Transferred contributions shall be deemed contributed during the election cycle in which they are transferred to the receiving City Candidate Committee.

2. Transferred contributions shall be attributed to each contributor on a last in-first out (LIFO) basis and shall be aggregated with any contributions made by such contributor directly to the City Candidate Committee in the same election cycle and shall be subject to the contribution limits of this chapter. Transferred contributions shall be itemized on Schedule A of Form 460 or any successor form, and shall identify the transferor committee for those contributions being transferred.

3. A one-time transfer shall be made at the time the City Candidate forms his/her controlled committee. Subsequent contributions received by the transferor committee on or after the date the City Candidate formed a committee to run for City office may not be transferred to the transferee committee established for that City office. 276
2 C. No person or committee shall accept or make any contribution that is conditioned upon all or part of the contribution being transferred to a City Candidate Committee or otherwise violates Government Code Section 84301. Any contributions received in violation of this subsection shall be paid by the City Candidate to the City's general fund within 60 days of discovery of the violation.

SECTION II:

Section 2.10.240 of the Orange Municipal Code, “Administration and Personnel – Campaign Reform – Amendments and Additional Requirements,” is hereby amended to read as follows:

2.10.240 – Amendments and Additional Requirements.

The City Council may review the contribution limitations contained in this chapter at any time and determine whether such limitations shall be increased, decreased, or remain the same. In the event the City Council determines that such limitations should be amended, it shall do so by holding a public hearing and adopting an ordinance reflecting such amendments. No adjustments may take effect ninety (90) days prior to election or ninety (90) days after an election.

SECTION III:

If any section, subdivision, paragraph, sentence, clause or phrase of this Ordinance is for any reason held to be invalid or unconstitutional, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council hereby declares that it would have passed this Ordinance, and each section, subdivision, paragraph, sentence, clause and phrase thereof, irrespective of the fact that any one (or more) section, subdivision, paragraph, sentence, clause or phrase had been declared invalid or unconstitutional.

SECTION IV:

The City Clerk is hereby directed to certify the adoption of this Ordinance and cause the same to be published as required by law. This Ordinance shall take effect thirty (30) days from and after the date of its final passage.

ADOPTED this day of , 2025.

Daniel R. Slater, Mayor, City of Orange
277
3 ATTEST:

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

Nathalie Adourian, City Attorney

STATE OF CALIFORNIA )

COUNTY OF ORANGE )

CITY OF ORANGE )
I, PAMELA COLEMAN, City Clerk of the City of Orange, California, do hereby certify that the foregoing Ordinance was introduced at the regular meeting of the City Council held on the 12th day of November, 2025, and thereafter at the regular meeting of said City Council duly held on the ___ day of ____________, 2025 was duly passed and adopted by the following vote, to wit:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

Pamela Coleman, City Clerk, City of Orange
278
Agenda Item
Orange City Council
Item #: 3.15. 12/9/2025 File #: 25-0648
TO: Honorable Mayor and Members of the City Council
THRU: Jarad Hildenbrand, City Manager
FROM: Trang Nguyen, Finance Director

1. SUBJECT
Submittal of annual financial reports for development impact fees for Fiscal Year 2024-2025.

2. SUMMARY
In accordance with Section 66006 of California Government Code, the City is required to annually report on the status of development impact fees, including the collection of revenue and expenditures of these funds. This report summarizes the required financial information for Fiscal Year 2024-2025.

All reported funds are in compliance and no refunds are required.

3. RECOMMENDED ACTION
Receive and file the annual financial reports relating to Transportation System Improvement Program Fees, Park Infill Fees, Fire Protection Facility Fees, Police Facility Development Fees, and Library Facilities Development Fees.

4. FISCAL IMPACT
None.

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

6. DISCUSSION AND BACKGROUND
The California Government Code Sections 66000 through 66006 contain certain procedural requirements that apply to the collection of development impact fees and the expenditure of these revenues. Section 66006 of the California Government Code specifies accountability and annual reporting requirements pertaining to development impact fees. SB 1693 modified this government code section as of January 1, 1997. The report must include a description of the fee type in the account, the amount of the fee, beginning and ending balances, fee and interest income, expenditures by improvement, a description of interfund loans or transfers, including purpose, interest rate and term, and any refunds. The report must also determine whether funds are available to construct improvements while also identifying construction dates for projects with adequate funding.

This report presents a review only of the development impact fee activity, by account, for the fiscal year. It does not include any recommendations for any fee changes. However, any fee changes that City of Orange Page 1 of 2 Printed on 12/3/2025
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Item #: 3.15. 12/9/2025 File #: 25-0648
have occurred during the year have been incorporated into this report.

This report analyzes unexpended revenues (i.e., fund balances) to determine if more than the prior five years of collections have been exceeded. If the analysis shows that the balance on hand exceeds five years of collections less costs of projects identified in the 5-year Capital Improvement Program (CIP) Budget, then per the California Government Code Section 66001 (d), the City is required to refund the “excess”.

The report must be made available within 180 days after the end of the current fiscal year and it must be reviewed at the next regularly scheduled public meeting, but not less than 15 days after the information becomes available.

All reported funds, which include fees for Transportation System Improvement Program, Park Infill, Fire Protection Facilities, Police Facilities Development, and Library Facilities Development, are in compliance and no refunds are required.

7. ATTACHMENTS
· Attachment A - Annual Report for Transportation System Improvement Program Fees · Attachment B - Annual Report for Park Infill Fees
· Attachment C - Annual Report for Fire Protection Facility Fees · Attachment D - Annual Report for Police Facility Development Fees · Attachment E - Annual Report for Library Facilities Development Fees City of Orange Page 2 of 2 Printed on 12/3/2025
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Agenda Item
Orange City Council
Item #: 3.15. 12/9/2025 File #: 25-0648
TO: Honorable Mayor and Members of the City Council
THRU: Jarad Hildenbrand, City Manager
FROM: Trang Nguyen, Finance Director

1. SUBJECT
Submittal of annual financial reports for development impact fees for Fiscal Year 2024-2025.

All reported funds are in compliance and no refunds are required.

4. FISCAL IMPACT
None.

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

This report presents a review only of the development impact fee activity, by account, for the fiscal year. It does not include any recommendations for any fee changes. However, any fee changes that City of Orange Page 1 of 2 Printed on 12/3/2025
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Item #: 3.15. 12/9/2025 File #: 25-0648
have occurred during the year have been incorporated into this report.

II. TSIP Fee Schedule:

Fund 287
City-Wide TSIP
Fees:

Residential - Single-Family (per unit) $1,498.78
Residential - Apartments/Multi-Family (per unit) $1,000.45 Hotel/ Motel (per room/ per unit) $1,511.79
General Office (per sq. ft) $1.77
Medical Office (per sq. ft.) $6.30
Industrial (per sq. ft.) $0.91
Retail / Commercial (per sq. ft.) $4.49
Atypical Uses (per trip end-daily) $181.05
City of Orange
Annual Report for Transportation System Improvement Program (TSIP) Fees For The Year Ended June 30, 2025
The fee provides for the construction of the traffic circulation system improvements identified by the City Council and made necessary by increased transportation demands in the City. In September 2020, the City consolidated three existing program areas to establish a single citywide fee. The relationship between the fee and the purpose for which it is charged is described in the 2020 TSIP fee study, with amendments, which is incorporated by reference herein. The City's 5-Year Capital Improvement Plan adopted in June 2023 identifies all sources of funding anticipated to complete financing of incomplete improvements and designates approximate dates on which the funding is expected to be deposited into the fund. Per the California Government Code Section 66001 (d), the City is required to refund the unexpended revenues that are more than the revenues collected in the prior five years less the projected expenditures of future projects. All the TSIP funds are in compliance and no refunds need to be made. All documents and amendments incorporated by reference herein are on file with the City Clerk's Office. The purpose and authorization to impose the fees are described in Orange Municipal Code Section

15.41.010.
283
Attachment A
III. Summary of Revenues, Expenditures and Changes in Fund Balance - Budget and Actual Budget Actual
Revenues and Transfers In
Interest on Investments - 152,120
TSIP Fees - 143,319
Sale of Real & Personal Property - -
Total Revenues - 295,439
Expenditures and Transfers Out
13115 Pavement Management Program Survey (ongoing) 90,880 7,468 13120 Pavement Management Program (ongoing) 201,214 122,507 20353 Chapman & Grand Left Turn Signal Modification 525,000 - 20354 Chapman & Cambridge Left Turn Signal Modification 491,294 - 20379 Batavia/Taft Signal Network Extension 170,000 -
20380 Glassell St Signal Network Extension 230,000 -
20382 Katella Signal Network Extension 1,333,958 -
20425 Tustin St Signal Synchronization 79,061 6,136
30115 Glassell & Palmyra Signal Installation 250,000 -
30174 Cannon Street Widening 317,776 31,105
30247 - Citywide Active Transportation Plan 308,000 -
Total Expenditures 3,997,183 167,215
Net Increase(Decrease) 128,224
Beginning Fund Balance 3,998,194
Ending Fund Balance 4,126,418
FY 2024-25
Fund 287
City-Wide TSIP
284
Attachment A
Projected future projects:

Estimated Expenditures
13115 Pavement Management Program Survey 260,000
30241 Ball Rd/Taft Ave RTSSP 120,000
20353 Chapman & Grand Left Turn Signal Modification 75,000 20354 Chapman & Cambridge Left Turn Signal Modification 75,000 20378 Katella & Batavia Signal Network Extension 150,000 20379 Batavia & Taft Signal Network Extension 170,000
20380 Glassell St Signal Network Extension 100,000
20382 Katella Ave Signal Network Extension 1,300,000
20425 Tustin St Signal Synchronization 52,000
20525 Santiago Canyon Road Signal Network Extension 250,000 30247 Citywide Active Transportation Plan 42,000
Total Estimated Expenditures 2,594,000
285
Attachment B
Annual Report for Park Infill Fees
For The Year Ended June 30, 2025
I. Findings:

II. Park Infill Fee Schedule:

Fund 510
Park Acquisition Infill
Fees:

Residential $16,616
City of Orange
The fee provides for residential development projects to finance the cost of park facilities and improvements required by new residential development. The relationship between the fee and the purpose for which it is charged is described in the April 2000 City of Orange Quimby Ordinance Background Report, with amendments, which is incorporated herein by reference. The City's 5-year Capital Improvement Plan adopted in June 2023 identifies all sources and amounts of funding anticipated to complete financing of incomplete improvements and designates approximate dates on which the funding is expected to be deposited into the fund. Per the California Government Code Section 66001 (d), the City is required to refund the unexpended revenues that are more than the revenues collected in the prior five years less the projected expenditures of future projects. Fund 510 Park Acquisition - Infill is in compliance and no refunds need to be made. All documents and amendments incorporated herein by reference are on file with the City Clerk's Office.

The purpose of this fee is described in Orange Municipal Code Section 3.40.010. 286
Attachment B
III. Summary of Revenues, Expenditures and Changes in Fund Balance - Budget and Actual FY 2024-25 FY 2024-25
Fund 510 Fund 510
Park AquisitionPark Aquisition
Infill Infill
Budget Actual
Revenues and Transfers In
Interest on Investments - 323,054
Park Acquisition Fees - 137,597
Admin Fee - 73,652
Total Revenues - 534,303
Expenditures and Transfers Out
20315 Hart Park Pickleball & Fitness Circuit 673,083 5,918 20321 Girjlava Park master Plan Update 100,000 -
20437 Park Signage Installation 278,277 3,019
20477 Park Area Lighting Replacement 430,314 1,000
20506 Ball Field Netting Renovation 200,000 -
20513 New Park in West Orange 170,905 52,010
20520 Cerro Villa Open Space Improvements 34,143 4,976
20521 Yorba Dog Park Improvements 239,820 5,825
20544 Serrano Lodge Pole Fencing 39,000 -
20551 Grijalva Court Resurfacing 27,600 23,259
30133 Hart Park Ball Field Netting 168,647 10,468
Total Expenditures 2,361,789 106,474
Net Increase(Decrease) 427,829
Beginning Fund Balance 8,860,560
Ending Fund Balance 9,288,389
Projected future projects:

Estimated Expenditures
20476 El Modena Basin Area Improvements Design 2,730,000 20521 Yorba Dog Park Improvements 114,000
20552 Park Restroom Interior Renovations 490,000
20553 Sports Court Resurfacing 300,000
20554 Parks Master Plan 270,000
20555 Hart Park Bandshell Roof Renovation 36,000
20557 Rampart Riverwalk (Park) 1,250,000
30048 El Modena Park Area Renovation 424,125
30053 Parking Lot Pavement Rehabilitation 45,000
Total Estimated Expenditures 5,659,125
287
Attachment C
I. Findings:

II. Fire Protection Facilities Fee Schedule:

FIRE
Fees:

Residential (Single Family/Multi-Family) $1,467
Dormitory $1,171/unit
Commercial/Industrial $1.07/sq. ft.

Hospital $1.65/sq. ft.

Annual Report For Fire Protection Facilities Fees
City of Orange
For The Year Ended June 30, 2025
The fee provides for fire facility construction and improvements to existing fire facilities. The relationship between the fee and the purpose for which it is charged is described in the 1988 Fire Protection Facilities Fee Study, with amendments, which are incorporated herein by reference. The City's 5-Year Capital Improvement Plan adopted in June 2023 identifies all sources and amounts of funding anticipated to complete financing of incomplete improvements and designates approximate dates on which the funding is expected to be deposited into the fund. Per the California Government Code Section 66001 (d), the City is required to refund the unexpended revenues that are more than the revenues collected in the prior five years less the projected expenditures of future projects. Fund 560 Fire Facilities Fees are in compliance, and no refunds need to be made. All documents and amendments incorporated herein by reference are on file with the City Clerk's Office. The purpose of this fee is described in Orange Municipal Code Section 15.38.010.
288
Attachment C
III. Summary of Revenues, Expenditures and Changes in Fund Balance - Budget and Actual FY 2024-25 FY 2024-25
Fund 560 Fund 560
Fire Fire
Budget Actual
Revenues and Transfers In
Interest on Investments 12,200 32,654
Fire Facilities & Equipment Fees - 17,116
Admin Fee 5,200 3,037
Total Revenues 17,400 52,807
Expenditures and Transfers Out
12406 Signal Pre-emption Installation 55,000 47,434
12955 Mobile Data Computers 150,000 61,110
20124 Turnout Equipping and Replacement 105,000 99,277
20334 Fire Station Repairs 50,000 1,541
20384 Vehicle Extrication Equipment 85,000 -
20393 Defibrilator, AED, & Battery Replacement 250,000 - 30032 Welness Exercise Equipment Replacement 45,000 17,650 Total Expenditures 535,000 227,013
Net Increase(Decrease) (174,206)
Beginning Fund Balance 943,442
Ending Fund Balance 769,237
Projected future projects:

Estimated Expenditures
12406 Signal Pre-Emption Installation (ongoing) 350,000 20334 Fire Station Maintenance (ongoing) 220,000
Total Estimated Expenditures 570,000
289
Attachment D
Annual Report for Police Facility Development Fees
For The Year Ended June 30, 2025
I. Findings:

II. Police Facility Protection Fee Schedule:

Fund 570
POLICE
Fees:

Residential (Single Family/Multi-Family) $727.04/unit
Non-Residential $0.29/sq. ft.

City of Orange
The fee provides for the acquisition and development of the new police headquarters and improvements to existing Civic Center Facilities. The relationship between the fee and the purpose for which it is charged is described in the August 1989 Police Facility Fee Study, with amendments, which is incorporated herein by reference. The City's 5-Year Capital Improvement Plan adopted in June 2023 identifies all sources and amounts of funding anticipated to complete financing of incomplete improvements and designates approximate dates on which the funding is expected to be deposited into the fund. Per the California Government Code Section 66001 (d), the City is required to refund the unexpended revenues that are more than the revenues collected in the prior five years less the projected expenditures of future projects. Fund 570 Police Facility Fees is in compliance and no refunds need to be made. All documents and amendments incorporated herein by reference are on file with at the City Clerk's Office. The purpose of this fee is described in Orange Municipal Code Section 3.13.060.
290
Attachment D
III. Summary of Revenues, Expenditures and Changes in Fund Balance - Budget and Actual FY 2024-25 FY 2024-25
Fund 570 Fund 570
Police Police
Budget Actual
Revenues and Transfers In
Interest on Investments 11,100 31,833
Police Facility Fees - 34,185
Admin Fee - 835
Total Revenues 11,100 66,853
Expenditures and Transfers Out
Repairs to Buildlings and Fixed Equipment 20,000 -
19809 City Facility Improvements 25,000 -
20483 Police Facility Improvements 256,020 -
Total Expenditures 301,020 -
Net Increase(Decrease) 66,853
Beginning Fund Balance 847,944
Ending Fund Balance 914,797
Projected future projects:

Estimated Expenditures
12982 Corporate Yard Renovations 50,000
Total Estimated Expenditures 50,000
291
Attachment E
I. Findings:

II. Library Facilities Fee Schedule:

Library Facility Fees
Fees:

Residential $1,370.44/unit
Commercial $0.080/sq. ft.

III. Summary of Revenues, Expenditures and Changes in Fund Balance - Budget and Actual FY 204-25 FY 204-25
Fund 573 Fund 573
Library Library
Budget Actual
Revenues and Transfers In
Interest on Investments 11,400 25,508
Library Impact Fees - 57,020
Admin Fee - 1,332
Grant Matching Funds - 133,651
Total Revenues 11,400 217,511
Expenditures and Transfers Out
20461 Main Library Improvements 725 876
30056 HVAC Replacement - Library 419,331 119,454
Total Expenditures 420,056 120,330
Net Increase(Decrease) 97,181
Beginning Fund Balance 757,514
Ending Fund Balance 854,695
Fund 573
City of Orange
Annual Report for Library Facilities Development Fees
For The Year Ended June 30, 2025
The fee provides for new library facilities and other capital acquisition costs required, incrementally, by new residential development within the City of Orange. The relationship between the fee and the purpose for which it is charged is described in the “City of Orange Library impact Fee Study”, dated April 2, 2003, prepared by Maximus, Inc. the City’s 5-year Capital Improvement Plan adopted in June 2025 identifies sources and amounts of funding anticipated to complete financing of incomplete improvements and designates approximate dates on which the funding is expected to be deposited into the fund. Per the California Government Code Section 66001 (d), the City is required to refund the unexpended revenues that are more than the revenues collected in the prior five years less the projected expenditures of future projects. Fund 573 Library Facilities Fees is in compliance and no refunds need to be made. All documents and amendments incorporated herein by reference are on file with the City Clerk’s Office. The purpose of this fee is described in Orange Municipal Code 3.50.010.
292
Attachment E
Projected future projects:

Estimated Expenditures
20461 Main Library Facility Improvements 147,906
20462 Taft Library Facility Improvements 26,345
20463 El Modena Library Facility Improvements 47,875
Total Estimated Expenditures 222,126
293
Agenda Item
Orange City Council
Item #: 3.16. 12/9/2025 File #: 25-0643
TO: Honorable Mayor and Members of the City Council
THRU: Jarad Hildenbrand, City Manager
FROM: Christopher Cash, Public Works Director

1. SUBJECT
Authorization to submit a transportation improvement project application to the Orange County Transportation Authority for funding under Measure M2 of the Comprehensive Transportation Funding Program. Resolution No. 11645.

2. SUMMARY
Resolution No. 11645 authorizes the City of Orange to apply for $6,105,092 in grant funding under the Orange County Transportation Authority’s Measure M2 Comprehensive Transportation Funding Program. The total project cost is $8,140,123, inclusive of the required 25% match.

3. RECOMMENDED ACTION
Adopt Resolution No. 11645. A Resolution of the City Council of the City of Orange approving the submittal of transportation improvement projects to the Orange County Transportation Authority for funding under the renewed Measure M2 of Comprehensive Transportation Funding Program.

4. FISCAL IMPACT
None.

5. STRATEGIC PLAN GOALS
Goal 5: Improve Infrastructure, Mobility, and Technology

6. DISCUSSION AND BACKGROUND
Renewed Measure M (M2), approved by voters in 2006, is a 30-year multi-billion dollar program extension of the original Measure M (approved in 1990), with a new slate of planned projects and programs. These projects and programs include improvements to the County freeway system, streets and road network, expansion of the Metrolink system, transit services for the senior and disabled community, as well as funding for the cleanup of roadway storm water runoff.

The Orange County Transportation Authority has issued a call for projects for the three Regional Capacity Programs: Arterial Capacity Enhancement (ACE), Intersection Capacity Enhancement (ICE), and Freeway Arterial/Street Transitions (FAST).

The Public Works Department has identified the Cannon Street widening (from Santiago Canyon Road to Serrano Avenue) as a project that meets the minimum criteria for Arterial Capacity Enhancement category of funding. On June 29, 2021, The City of Orange received funding approval for the Preliminary Engineering phase of this project. The Public Works Department has since City of Orange Page 1 of 2 Printed on 12/4/2025
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Item #: 3.16. 12/9/2025 File #: 25-0643
for the Preliminary Engineering phase of this project. The Public Works Department has since completed the Preliminary Engineering phase and is ready to move forward to the construction phase. The City is seeking Fiscal Year 2027-2028 funding for the construction phase of the project, which is estimated at $8,140,123. The total grant amount would be $6,105,092 with a 25% city match requirement of $2,035,031. The City will likely utilize the City’s Transportation System Improvement Program fee for the 25% City match.

Because the Comprehensive Transportation Funding Program is structured to be competitive with all agencies in Orange County, it is not known at this time if the project will be approved.

7. ATTACHMENTS
· Resolution No. 11645
· Location Map
City of Orange Page 2 of 2 Printed on 12/4/2025
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Agenda Item
Orange City Council
Item #: 3.16. 12/9/2025 File #: 25-0643
TO: Honorable Mayor and Members of the City Council
THRU: Jarad Hildenbrand, City Manager
FROM: Christopher Cash, Public Works Director

4. FISCAL IMPACT
None.

5. STRATEGIC PLAN GOALS
Goal 5: Improve Infrastructure, Mobility, and Technology

The Public Works Department has identified the Cannon Street widening (from Santiago Canyon Road to Serrano Avenue) as a project that meets the minimum criteria for Arterial Capacity Enhancement category of funding. On June 29, 2021, The City of Orange received funding approval for the Preliminary Engineering phase of this project. The Public Works Department has since City of Orange Page 1 of 2 Printed on 12/4/2025
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Item #: 3.16. 12/9/2025 File #: 25-0643
for the Preliminary Engineering phase of this project. The Public Works Department has since completed the Preliminary Engineering phase and is ready to move forward to the construction phase. The City is seeking Fiscal Year 2027-2028 funding for the construction phase of the project, which is estimated at $8,140,123. The total grant amount would be $6,105,092 with a 25% city match requirement of $2,035,031. The City will likely utilize the City’s Transportation System Improvement Program fee for the 25% City match.

Because the Comprehensive Transportation Funding Program is structured to be competitive with all agencies in Orange County, it is not known at this time if the project will be approved.

7. ATTACHMENTS
· Resolution No. 11645
· Location Map
City of Orange Page 2 of 2 Printed on 12/4/2025
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RESOLUTION NO. 11645

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF ORANGE APPROVING

THE SUBMITTAL OF TRANSPORTATION

IMPROVEMENT PROJECTS TO THE

ORANGE COUNTY TRANSPORTATION

AUTHORITY FOR FUNDING UNDER THE
RENEWED MEASURE M2 OF THE

COMPREHENSIVE TRANSPORTATION
FUNDING PROGRAM.

WHEREAS, the City of Orange desires to implement the transportation improvements noted on the attached map; and
WHEREAS, the City of Orange has been declared by the Orange County Transportation Authority to meet the eligibility requirements to receive Measure M2 “Fair Share” funds; and
WHEREAS, the City’s Circulation Element is consistent with the County of Orange Master Plan of Arterial Highways; and
WHEREAS, the City of Orange will not use Measure M2 funds to supplant Developer Fees or other commitments; and
WHEREAS, the City must include all projects funded by Net Revenues in the sevenyear Capital Improvement Program to add projects approved for funding upon approval from the Orange County Transportation Authority Board of Directors.; and WHEREAS, the City of Orange will provide a minimum in 25% in matching funds for the project as required by the Orange County Comprehensive Transportation Funding Program Guidelines; and
WHEREAS, the Orange County Transportation Authority intends to allocate funds for transportation improvement projects within the incorporated cities and the County; and WHEREAS, the City authorizes a formal amendment to the seven-year Capital Improvement Program to add projects approved for funding upon approval from the Orange County Transportation Authority Board of Directors.

NOW, THEREFORE, BE IT RESOLVED, the City Council of the City of Orange hereby requests the Orange County Transportation Authority allocate funds in the amounts specified in the City’s application to said City from the Comprehensive Transportation Programs. Said funds shall be matched by funds from said City as required and shall be used 298
2 as supplemental funding to aid the City in the improvement of the streets as noted on the attached map.

ADOPTED this 9th day of December, 2025.

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

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

Nathalie Adourian, 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 9th day of December 2025, by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

Pamela Coleman, City Clerk, City of Orange
299
A
ssessorParcelMap
Printed:10/22/2020
J

PROJECT SITE

CANNON ST WIDENING - SANTIAGO CANYON RD

TO SERRANO AVE PUBLIC WORKS - ENGINEERING
300
Agenda Item
Orange City Council
Item #: 3.17. 12/9/2025 File #: 25-0645
TO: Honorable Mayor and Members of the City Council
THRU: Jarad Hildenbrand, City Manager
FROM: Trang Nguyen, Finance Director

1. SUBJECT
Adoption of Fiscal Year Ended June 30, 2025, Measure M2 Expenditure Report. Resolution No. 11646.

2. SUMMARY
Orange County Transportation Authority - OCTA - requires forms for tracking M2 expenditures and net revenues that all public agencies must use to be in compliance with the Renewed Measure M Eligibility Guidelines.

3. RECOMMENDED ACTION
Adopt Resolution No. 11646. A Resolution of the City Council of the City of Orange concerning the Fiscal Year ended June 30, 2025, Measure M2 Expenditure Report for the City of Orange.

4. FISCAL IMPACT
Adopting Resolution No. 11646 will allow the City to receive Measure M2 funding for transportation projects.

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

6. DISCUSSION AND BACKGROUND
The Measure M2 Eligibility Guidelines require that local jurisdictions who receive Measure M2 money must adopt and provide an annual expenditure report to the Orange County Transportation Authority (OCTA). The report accounts for the receipt, interest earned, and the use of Measure M2 and other funds, and funds expended by the jurisdiction to satisfy maintenance of effort (MOE) requirements.

OCTA requires the annual report to be provided within six (6) months of the jurisdiction’s fiscal year end. Staff prepared the attached Measure M2 Expenditure Report for the Fiscal Year Ended June 30, 2025, in accordance with OCTA guidelines. The report was reviewed in draft form by OCTA staff, and the information provided was determined to be acceptable.

7. ATTACHMENTS
· Resolution No. 11646
· City of Orange M2 Expenditure Report for the FY Ended June 30, 2025 City of Orange Page 1 of 2 Printed on 12/3/2025
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Item #: 3.17. 12/9/2025 File #: 25-0645
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Agenda Item
Orange City Council
Item #: 3.17. 12/9/2025 File #: 25-0645
TO: Honorable Mayor and Members of the City Council
THRU: Jarad Hildenbrand, City Manager
FROM: Trang Nguyen, Finance Director

1. SUBJECT
Adoption of Fiscal Year Ended June 30, 2025, Measure M2 Expenditure Report. Resolution No. 11646.

4. FISCAL IMPACT
Adopting Resolution No. 11646 will allow the City to receive Measure M2 funding for transportation projects.

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

7. ATTACHMENTS
· Resolution No. 11646
· City of Orange M2 Expenditure Report for the FY Ended June 30, 2025 City of Orange Page 1 of 2 Printed on 12/3/2025
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Item #: 3.17. 12/9/2025 File #: 25-0645
City of Orange Page 2 of 2 Printed on 12/3/2025
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RESOLUTION NO. 11646

A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF ORANGE CONCERNING THE FISCAL
YEAR ENDED JUNE 30, 2025, MEASURE M2

EXPENDITURE REPORT FOR THE CITY OF
ORANGE
WHEREAS, local jurisdictions are required to meet eligibility requirements and submit eligibility verification packages to the Orange County Transportation Authority (OCTA) in order to remain eligible to receive M2 funds; and
WHEREAS, local jurisdictions are required to adopt an annual M2 Expenditure Report as part of one of the eligibility requirements; and
WHEREAS, local jurisdictions are required to account for Net Revenues, developer/traffic impact fees, and funds expended by local jurisdiction in the M2 Expenditure Report that satisfy the Maintenance of Effort requirements; and
WHEREAS, the M2 Expenditure Report shall include all Net Revenue fund balances, interest earned and expenditures identified by type and program or project; and WHEREAS, the M2 Expenditure Report must be adopted and submitted to the OCTA each year within six months of the end of the local jurisdiction’s fiscal year to be eligible to receive Net Revenues as part of M2.

NOW, THEREFORE, BE IT RESOLVED that the City Council for the City of Orange does hereby inform OCTA that:
a) The M2 Expenditure Report is in conformance with the template provided in the Measure M2 Eligibility Guidelines and accounts for Net Revenues including interest earned, expenditures during the fiscal year, and balances at the end of fiscal year. b) The M2 Expenditure Report is hereby adopted by the City of Orange. c) The City of Orange Finance Director is hereby authorized to sign and submit the M2 Expenditure Report to OCTA for the fiscal year ending June 30, 2025.

ADOPTED this _____ day of _____________________, 2025
Daniel R. Slater, Mayor, City of Orange
305
2 ATTEST:

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

Nathalie Adourian, City Attorney, City of Orange

STATE OF CALIFORNIA )

COUNTY OF ORANGE )

CITY OF ORANGE )
I, PAMELA COLEMAN, City Clerk of the City of Orange, California, do hereby certify that the foregoing Resolution was duly and regularly adopted by the City Council of the City of Orange at a regular meeting thereof held on the ______ day of __________________, 2025 by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

Pamela Coleman, City Clerk, City of Orange
306
City of Orange
M2 Expenditure Report
Fiscal Year Ended June 30, 2025
Report Checks
Report Check
Schedule 1 Check
Project Description Ending Balance Check Ending Balance Interest Check A-M Freeway Projects $ - $ -
O Regional Capacity Program (RCP) $ - $ -
P Regional Traffic Signal Synchronization Program (RTSSP) $ - $ - Q Local Fair Share $ - $ -
R High Frequency Metrolink Service $ - $ -
S Transit Extensions to Metrolink $ - $ -
T
Convert Metrolink Station(s) to Regional Gateways that
connect Orange County with High-Speed Rail Systems $ - $ - U Senior Mobility Program or Senior Non-Emergency Medical $ - $ - V Community Based Transit/Circulators $ - $ -
W Safe Transit Stops $ - $ -
X Environmental Cleanup Program (Water Quality) $ - $ - Schedule 2 Check
Project Description Revenue/Expenses Check Revenue/Expenses Interest Check
All Total $ - $ -
Schedule 3 Check
Project Description Expenses Check Interest Check
O Regional Capacity Program (RCP) $ - $ -
P Regional Traffic Signal Synchronization Program (RTSSP) $ - $ - Q Local Fair Share $ - $ -
X Environmental Cleanup Program (Water Quality) $ - $ - A-M, R, S, T,U, V, W Other M2 Projects (A-M, R, S, T,U, V, W) $ - $ - Other Expenses Not M2 Related $ -
Schedule 4 Check
Project Description Expenses Check
Q Local Fair Share $ -
307
City of Orange
M2 Expenditure Report
Fiscal Year Ended June 30, 2025
Beginning and Ending Balances
Schedule 1
Line
No.

Amount Interest
A-M Freeway Projects 1 $ - $ -
O Regional Capacity Program (RCP) 2 $ (517,742.33) $ -
P Regional Traffic Signal Synchronization Program (RTSSP) 3 $ 656,277.12 $ - Q Local Fair Share 4 $ 4,389,502.32 $ -
R High Frequency Metrolink Service 5 $ - $ -
S Transit Extensions to Metrolink 6 $ - $ -
T
Convert Metrolink Station(s) to Regional Gateways that
connect Orange County with High-Speed Rail Systems 7 $ - $ - U
Senior Mobility Program or Senior Non-Emergency Medical Program
8 $ 291,816.98 $ -
V Community Based Transit/Circulators 9 $ (58,402.91) $ - W Safe Transit Stops 10 $ - $ -
X Environmental Cleanup Program (Water Quality) 11 $ 92,693.72 $ - Other* 12 $ 162,248.23 $ -
13 $ 5,016,393.13 $ -
Monies Made Available During Fiscal Year 14 $ 5,905,582.69 $ 152,143.74 15 $ 10,921,975.82 $ 152,143.74
Expenditures During Fiscal Year 16 $ 3,552,356.74 $ 152,143.74 A-M Freeway Projects 17 $ - $ -
O Regional Capacity Program (RCP) 18 $ (605,369.01) $ - P Regional Traffic Signal Synchronization Program (RTSSP) 19 $ 568,769.26 $ - Q Local Fair Share 20 $ 6,237,864.14 $ -
R High Frequency Metrolink Service 21 $ - $ -
S Transit Extensions to Metrolink 22 $ - $ -
T
Convert Metrolink Station(s) to Regional Gateways that
connect Orange County with High-Speed Rail Systems 23 $ - $ - U
Senior Mobility Program or Senior Non-Emergency Medical Program
24 $ 199,517.31 $ -
V Community Based Transit/Circulators 25 $ (58,402.91) $ - W Safe Transit Stops 26 $ - $ -
X Environmental Cleanup Program (Water Quality) 27 $ 841,642.06 $ - Other* 28 $ 185,598.23 $ -
* Please provide a specific description
* Other - beginning balance includes Project 14040 Main/Chapman to Orangewood Trafic Improvement Balances at End of Fiscal Year
Balances at Beginning of Fiscal Year
Balances at Beginning of Fiscal Year
Description
Total Monies Available (Sum Lines 13 & 14)
308
City of Orange M2 Expenditure Report
Fiscal Year Ended June 30, 2025
Sources and Uses
Schedule 2
Line
No.

Amount Interest
A-M Freeway Projects 1 $ - $ -
O Regional Capacity Program (RCP) 2 $ - $ -
P Regional Traffic Signal Synchronization Program (RTSSP) 3 $ - $ - Q Local Fair Share 4 $ 4,531,813.52 $ 149,662.12
R High Frequency Metrolink Service 5 $ - $ -
S Transit Extensions to Metrolink 6 $ - $ -
T
Convert Metrolink Station(s) to Regional Gateways that connect Orange County with High-Speed Rail Systems 7 $ - $ -
U Senior Mobility Program or Senior Non-Emergency Medical Program 8 $ 205,616.17 $ 2,481.62 V Community Based Transit/Circulators 9 $ - $ -
W Safe Transit Stops 10 $ - $ -
X Environmental Cleanup Program (Water Quality) 11 $ 1,144,803.00 $ - Other* 12 $ 23,350.00 $ -
13 $ 5,905,582.69 $ 152,143.74
A-M Freeway Projects 14 $ - $ -
O Regional Capacity Program (RCP) 15 $ 87,626.68 $ -
P Regional Traffic Signal Synchronization Program (RTSSP) 16 $ 87,507.86 $ - Q Local Fair Share 17 $ 2,683,451.70 $ 149,662.12
R High Frequency Metrolink Service 18 $ - $ -
S Transit Extensions to Metrolink 19 $ - $ -
T
Convert Metrolink Station(s) to Regional Gateways that connect Orange County with High-Speed Rail Systems 20 $ - $ -
U Senior Mobility Program or Senior Non-Emergency Medical Program 21 $ 297,915.84 $ 2,481.62 V Community Based Transit/Circulators 22 $ - $ -
W Safe Transit Stops 23 $ - $ -
X Environmental Cleanup Program (Water Quality) 24 $ 395,854.66 $ - Other* 25 $ - $ -
26 $ 3,552,356.74 $ 152,143.74
27 $ 2,353,225.95 $ -
* Please provide a specific description
* Other revenues include Project 14040 Main/Chapman to Orangewood Trafic Improvement * Local Fair Share revenue is reduced by $8,000 for audit fees * Environmental Cleanup Program revenue includes the accrued revenue of $436,000 received in October 2025.

TOTAL BALANCE (Subtract line 26 from 13)
TOTAL EXPENDITURES (Sum lines 14 to 25)
Description
Revenues:

TOTAL REVENUES (Sum lines 1 to 12)
Expenditures:
309
City of Orange
M2 Expenditure Report
Fiscal Year Ended June 30, 2025
Streets and Roads Detailed Use of Funds
Schedule 3
Line
No.

MOE
Developer /
Impact Fees+ O
O
Interest
P
P
Interest
Q
Q
Interest
X
X
Interest
Other
M22
Other
M2
Interest
Other* TOTAL
1 $ 76,515.00 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 76,515.00 New Street Construction 2 $ 2,332.85 $ - $ 87,626.68 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 89,959.53 Street Reconstruction 3a $ 19,632.18 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 19,632.18 Street Reconstruction - Pavement 3b $ 471,172.33 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 471,172.33 Signals, Safety Devices, & Street Lights 4 $ 370,916.70 $ - $ - $ - $ 87,507.86 $ - $ 75,264.31 $ - $ - $ - $ - $ - $ - $ 533,688.87 Pedestrian Ways & Bikepaths 5 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Storm Drains 6 $ 86,612.56 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 86,612.56 Storm Damage 7a $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Storm Damage - Pavement 7b $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - 8 $ 950,666.62 $ - $ 87,626.68 $ - $ 87,507.86 $ - $ 75,264.31 $ - $ - $ - $ - $ - $ - $ 1,201,065.47 Right of Way Acquisition 9 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - 10 $ 950,666.62 $ - $ 87,626.68 $ - $ 87,507.86 $ - $ 75,264.31 $ - $ - $ - $ - $ - $ - $ 1,201,065.47 Patching 11 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Overlay & Sealing 12 $ - $ - $ - $ - $ - $ - $ 2,313,018.98 $ - $ - $ - $ - $ - $ - $ 2,313,018.98 Street Lights & Traffic Signals 13 $ 1,813,436.94 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,813,436.94 Storm Damage 14 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Other Street Purpose Maintenance 15a $ 1,228,382.00 $ - $ - $ - $ - $ - $ - $ - $ 395,854.66 $ - $ - $ - $ - $ 1,624,236.66 Other Street Purpose Maintenance - Pavement 15b $ - $ - $ - $ - $ - $ - $ 288,635.19 $ 149,662.12 $ - $ - $ - $ - $ - $ 438,297.31 16 $ 3,041,818.94 $ - $ - $ - $ - $ - $ 2,601,654.17 $ 149,662.12 $ 395,854.66 $ - $ - $ - $ - $ 6,188,989.89 17 $ - $ - $ - $ - $ - $ 6,533.22 $ - $ - $ - $ 297,915.84 $ 2,481.62 $ - $ 306,930.68 18 $ 4,069,000.56 $ - $ 87,626.68 $ - $ 87,507.86 $ - $ 2,683,451.70 $ 149,662.12 $ 395,854.66 $ - $ 297,915.84 $ 2,481.62 $ - $ 7,773,501.04 19 1
Includes direct charges for staff time Legend
2 Other M2 includes A-M, R,S,T,U,V, and W Project
+ Transportation related only A-M
* Please provide a specific description O
P
Q
R
S
T
U
V
W
X Environmental Cleanup Program (Water Quality)
Local Fair Share
High Frequency Metrolink Service
Convert Metrolink Station(s) to Regional Gateways that connect Orange County with High-Speed Rail Systems
Senior Mobility Program or Senior Non-Emergency Medical Program Community Based Transit/Circulators
Safe Transit Stops
Transit Extensions to Metrolink
Description
Freeway Projects
Regional Capacity Program (RCP)
Regional Traffic Signal Synchronization Program (RTSSP) Maintenance
Total Maintenance1 (Sum Lines 11 to 15b)
Other
GRAND TOTALS (Sum Lines 1, 10, 16, 17)
Finance Director Confirmation
Any California State Constitution Article XIX streets and road eligible expenditure may be “counted” in local jurisdictions’ calculation of MOE if the activity is supported (funded) by a local jurisdictions’ discretionary funds (e.g. general fund). The California State Controller also provides useful information on Article XIX and the Streets and Highways Code eligible expenditures in its “Guidelines Relating to Gas Tax Expenditures for Cities and Counties”.

I have reviewed and am aware of these guidelines and their applicability in calculating and reporting on Maintenance of Effort expenditures.

Finance Director initial: _______________
Type of Expenditure
Indirect and/or Overhead
Construction & Right-of-Way
Total Construction1 (Sum Lines 2 to 7b)
Total Construction & Right-of-Way (Sum Lines 8 & 9)
310
City of Orange
M2 Expenditure Report
Fiscal Year Ended June 30, 2025
Local Fair Share Project List
Schedule 4

PROJECT NAME TYPE OF EXPENDITURE AMOUNT INTEREST
20329 (255009) - Chapman Batavia Left Turn Mod CON - Signals, Safety Devices, & Street Lights $ 27,626.48 20374 (255012) - Streetlight Pole Replacement CON - Signals, Safety Devices, & Street Lights $ 11,910.34 16302 (255072) - Minor Traffic Control Devices CON - Signals, Safety Devices, & Street Lights $ 35,727.49 13120 (255702) - Pavement Management Program Maintenance - Overlay & Sealing $ 2,313,018.98 14040 (255780) - 292. N Main, Main/Chapman to Orangewood Other $ 6,533.22 000000 - Other Street Purpose Maintenance Other Street Purpose Maintenance - Pavement $ 288,635.19 $ 149,662.12 TOTAL PROJECT Q EXPENDED $ 2,683,451.70 $ 149,662.12
GRAND TOTAL PROJECT Q EXPENDED $ 2,833,113.82
311
City of Orange
M2 Expenditure Report
Fiscal Year Ended June 30, 2025
Signature Page
Date
11 Jurisdictions are encouraged to submit MOE eligible expenditures higher than their MOE benchmark, so that should certain expenses be ruled ineligible during an MOE audit, the local jurisdiction still has sufficient MOE expenditures to demonstrate continued achievement of the MOE benchmark.

I hereby certify that:
☐ All the information attached herein and included in schedules 1 through 4 is true and accurate to the best of my knowledge;
☐ The interest earned on Net Revenues allocated pursuant to the Ordinance shall be expended only for those purposes for which the Net Revenues were allocated;
☐ The City/County of ___Orange___ is aware of the State Controller’s “Guidelines Relating to Gas Tax Expenditures for Cities and Counties”, which is a guide for determining MOE Expenditures for M2 Eligibility purposes;
☐ The City/County’s Expenditure Report is in compliance with direction provided in the State Controller’s “Guidelines Relating to Gas Tax Expenditures for Cities and Counties;” and ☐ The City/County of ___Orange___ has expended in this fiscal year an amount of local discretionary funds for streets and roads purposes at least equal to or exceeding the FY 2024-25 MOE benchmark dollar amount 11.

Director of Finance (Print Name)
Signature
Trang Nguyen
312
Agenda Item
Orange City Council
Item #: 3.18. 12/9/2025 File #: 25-0617
TO: Honorable Mayor and Members of the City Council
THRU: Jarad Hildenbrand, City Manager
FROM: Cody Kleen, Acting Human Resources Director

1. SUBJECT
Part-Time and Limited Duration employees’ classification, compensation, and terms of employment for the period of January 1, 2026, through December 31, 2026, and Citywide Pay Schedule.

Resolution Nos. 11650 and 11651.

2. SUMMARY
Resolution No. 11650 amends the compensation and terms of employment for the City’s Part-Time and Limited Duration employees for the period of January 1, 2026, through December 31, 2026.

Resolution No. 11651 amends the Citywide Pay Schedule in accordance with the requirements of the California Code Regulations, Title 2, Section 570.5.

3. RECOMMENDED ACTION

1. Adopt Resolution No. 11650. A Resolution of the City Council of the City of Orange rescinding Resolution No. 11587 and all amendments thereto and approving provisions relating to the classification, compensation, and terms of employment of Part-Time and Limited Duration employees effective January 1, 2026, through and including December 31, 2026.

2. Adopt Resolution No. 11651. A Resolution of the City Council of the City of Orange rescinding Resolution No. 11639 and amending the Citywide Pay schedule in accordance with the requirements of California Code of Regulations, Title 2, Section 570.5.

4. FISCAL IMPACT
The total cost is $18,280 and will be funded through the General Fund. These adjustments are covered by vacancies in the Fiscal Year 2025-2026 budget.

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

6. DISCUSSION AND BACKGROUND
There are currently 51 active part-time and limited duration employees on payroll who are covered by this Resolution. The vast majority of these employees serve in positions that are either limited duration, seasonal (summer only), or part-time with a work schedule of 19 hours per week or less.

Employees covered by the City’s Part-time and Limited Duration Resolution are considered unrepresented and therefore do not bargain collectively for salary, benefits, and other terms and conditions of employment.

Effective January 1, 2026, a minimum wage increase will be triggered by the rate of inflation in the City of Orange Page 1 of 2 Printed on 12/3/2025
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Item #: 3.18. 12/9/2025 File #: 25-0617
Effective January 1, 2026, a minimum wage increase will be triggered by the rate of inflation in the State of California, setting a new minimum wage from $16.50 to $16.90 per hour. Four of our classifications are paid less than the new minimum wage. Staff therefore recommends adjusting salary levels for those impacted positions and their associated classifications with an effective date of December 28, 2025, to comply with the new mandate.

The following changes will be implemented should Council approve the attached Resolution:

Minimum Wage Increases
a) Ambulance Operator (from $2,868 to $2,940 per month, $16.55 to $16.96 per hour); b) Police Reserve Series: Police Reserve Officer III (from $16.55 to $16.96 per hour), Police Reserve Officer II (from $17.74 to $18.19 per hour), and Police Reserve Officer I (from $21.66 to $22.21 per hour);
c) Recreation Services Leader Series: Recreation Services Leader I (from $16.55 to $16.96 per hour), Recreation Services Leader II (from $18.28 to $18.74 per hour), and Recreation Services Leader III (from $20.20 to $20.71 per hour); and
d) Swimming Attendant (from $16.55 to $16.96 per hour).

Other Additional Changes
a) Increase Medical Contribution for the Family Plan by $100 per month. b) Add the holidays of Martin Luther King Jr. Day and increase Christmas Eve from a Half Day to a Full Day.
c) Incorporates language clean-up that conforms to current practices; i.e. Update/modification to the Public Employees’ Medical and Hospital Care Act statutory rate (adjusted annually by the California Public Employees’ Retirement System) and medical insurance eligibility.

7. ATTACHMENTS
· Resolution No. 11650
· Resolution No. 11651
City of Orange Page 2 of 2 Printed on 12/3/2025
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Agenda Item
Orange City Council
Item #: 3.18. 12/9/2025 File #: 25-0617
TO: Honorable Mayor and Members of the City Council
THRU: Jarad Hildenbrand, City Manager
FROM: Cody Kleen, Acting Human Resources Director

1. SUBJECT
Part-Time and Limited Duration employees’ classification, compensation, and terms of employment for the period of January 1, 2026, through December 31, 2026, and Citywide Pay Schedule.

Resolution Nos. 11650 and 11651.

2. SUMMARY
Resolution No. 11650 amends the compensation and terms of employment for the City’s Part-Time and Limited Duration employees for the period of January 1, 2026, through December 31, 2026.

Resolution No. 11651 amends the Citywide Pay Schedule in accordance with the requirements of the California Code Regulations, Title 2, Section 570.5.

3. RECOMMENDED ACTION

4. FISCAL IMPACT
The total cost is $18,280 and will be funded through the General Fund. These adjustments are covered by vacancies in the Fiscal Year 2025-2026 budget.

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

Effective January 1, 2026, a minimum wage increase will be triggered by the rate of inflation in the City of Orange Page 1 of 2 Printed on 12/3/2025
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Item #: 3.18. 12/9/2025 File #: 25-0617
Effective January 1, 2026, a minimum wage increase will be triggered by the rate of inflation in the State of California, setting a new minimum wage from $16.50 to $16.90 per hour. Four of our classifications are paid less than the new minimum wage. Staff therefore recommends adjusting salary levels for those impacted positions and their associated classifications with an effective date of December 28, 2025, to comply with the new mandate.

The following changes will be implemented should Council approve the attached Resolution:

7. ATTACHMENTS
· Resolution No. 11650
· Resolution No. 11651
City of Orange Page 2 of 2 Printed on 12/3/2025
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RESOLUTION NO. 11650

A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF ORANGE RESCINDING RESOLUTION
NO. 11587 AND ALL AMENDMENTS THERETO

AND APPROVING PROVISIONS RELATING TO

THE CLASSIFICATION, COMPENSATION, AND

TERMS OF EMPLOYMENT OF PART-TIME AND

LIMITED DURATION EMPLOYEES EFFECTIVE
JANUARY 1, 2026 THROUGH AND INCLUDING
DECEMBER 31, 2026
WHEREAS, the City Council of the City of Orange wishes to set forth the wages, hours and conditions of employment effective January 1, 2026 through December 31, 2026 for the employees described herein; and
WHEREAS, the State of California is increasing minimum wage to $16.90 per hour effective January 1, 2026, affecting four of the City’s classifications; and WHEREAS, the City Council has consulted with the City Manager and Human Resources Director concerning the proposed employment terms contained herein.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Orange hereby adopts the wages, hours and conditions of employment for the period of January 1, 2026 through December 31, 2026 for Part-Time and Limited Duration Employees contained in Appendix A, as fully set forth herein.

ADOPTED this 9th day of December 2025.

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

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

Nathalie Adourian, City Attorney, City of Orange
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2 STATE OF CALIFORNIA )

COUNTY OF ORANGE )

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

Pamela Coleman, City Clerk, City of Orange
Attachment: Exhibit A
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i
Exhibit A

PART-TIME AND LIMITED DURATION

EMPLOYEE RESOLUTION
JANUARY 1, 2026 THROUGH DECEMBER 31, 2026
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TABLE OF CONTENTS
Section No. Section Title Page No.
1 Basic Compensation Plan And Definitions 1
2 Salary And Wage Schedules 2
3 Beginning Rates 2
4 Service 2
5 Performance Evaluations 2
6 Advancement Within Salary Ranges 2
7 Reduction In Salary Steps 3
8 Probation 3
9 Promotion 3
10 Demotion 4
11 Reassignment Of Compensation Ranges 4
12 Working Out Of Class 4
13 Overtime/Compensatory Time 5
14 Call Back Compensation 6
15 Holidays 6
16 Vacation 7
17 Eligibility For Fringe Benefits 8
18 Leaves Of Absence 8
19 Life Insurance 13
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20 Long-Term Disability Insurance 13
21 Health Benefits 13
22 Retirement 14
23 Direct Deposit 15
24 Grievance Procedure 15
25 Travel Expense Allowance 16
26 Effective Dates 16
Appendix A Salary Ranges 17
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1 SECTION 1. BASIC COMPENSATION PLAN AND DEFINITIONS. A basic compensation plan is established for Part-Time and Limited Duration Employees of the City of Orange who are now employed or will in the future be employed in any of the classifications of employment listed in this Resolution and its Appendix. Nothing contained herein shall guarantee to any employee a specified number of hours per day or days per week or weeks per month or months per year of work.

A. Whenever the term “part-time” is used in this Resolution, it shall be understood to include an employee regularly scheduled to work less than the full-time equivalent of forty (40) hours in a week or less than two thousand eighty (2,080) hours in a fiscal year.

B. Whenever the term “seasonal” is used in this Resolution, it shall be understood to include an employee who is appointed to a temporary position which may offer recurring periodic employment, such as every summer, but that does not exceed one thousand (1,000) hours in a fiscal year.

C. Whenever the term “temporary” is used in this Resolution, it shall be understood to include an employee who is appointed to a position for a limited duration not to exceed one thousand (1,000) hours in a fiscal year.

D. Whenever the term “probationary employee” is used in this Resolution, it shall be understood to be an employee regularly scheduled to work at least twenty (20) hours per week, but less than forty (40) hours per week on a year-round basis initially appointed or promoted to a classification serving a probationary period during which time the employee shall have an opportunity to demonstrate suitability for the job.

E. Whenever the term “regular employee” is used in this Resolution, it shall be understood to be an employee regularly scheduled to work at least twenty (20) hours per week, but less than forty (40) hours per week on a year-round basis who has successfully completed a probationary period.

F. Whenever the term “at-will” is used in this Resolution, it shall be understood to include all parttime employees scheduled to work nineteen (19) hours or less per week, probationary, seasonal, and limited duration employees. The City reserves the right to terminate the employment relationship at any time, with or without cause, for all employees covered by this resolution.

G. When the term “benefited” is used in this Resolution, it shall be understood to include only the part-time employees regularly scheduled to work an average of twenty (20) hours per week, but less than forty (40) per work week on a year-round basis. Benefited employees shall be entitled to receive the fringe benefits acknowledged in this Resolution.

H. When the term “non-benefited” is used in this Resolution, it shall be understood to include the part-time, seasonal and/or temporary employees working less than one thousand (1,000) hours in a fiscal year. Non-Benefited employees shall not be entitled to receive any fringe benefits provided for in this Resolution or in any resolution of the City, unless otherwise provided by Federal and/or State law.

I. As an exception to the statements and definitions used in this Section and this Resolution, the classifications of Police Recruit and Ambulance Operator are deemed limited duration, full-time classifications eligible for the fringe benefits provided by this Resolution for benefited employees.

Full-time Ambulance Operators shall be subject to an employment agreement. 322
2 SECTION 2. SALARY AND WAGE SCHEDULES. Salaries effective December 28, 2025 for employees covered by this Resolution are listed in Appendix A.

SECTION 3. BEGINNING RATES. A new employee of the City shall be paid the rate shown in Step A in the range assigned to the classification for which the employee has been hired, except that on request of the Department Head under whom the employee will serve, and with the authorization of the Human Resources Director, such employee may be placed at any step depending on the employee’s qualifications.

SECTION 4. SERVICE. The word “service” as used in this Resolution shall be defined to mean continuous, service in an employee’s present classification, service in a higher classification, or service in a classification allocated to the same salary range and having generally similar duties and requirements.

A lapse of service by any employee for a period of time longer than thirty (30) calendar days by reason of resignation or discharge shall serve to eliminate the accumulated length of service time of such employee for the purpose of this Resolution. An employee re-entering the service of the City shall be considered as a new employee, except that the employee may be re-employed within one (1) year and placed in the same salary step in the appropriate compensation range as the employee was at the time of the termination of employment. For seasonal employees, service shall be consecutive seasonal employment with the City.

SECTION 5. PERFORMANCE EVALUATIONS. The City shall maintain an employee performance rating system designed to give a fair evaluation of the quantity and quality of work performed by an employee.

A. Performance evaluation reports shall be prepared and recorded in the employee’s personnel file for all probationary part-time, regular part-time, and seasonal employees as follows:
1) For probationary part-time employees, at or near the completion of one thousand forty (1,040) hours and upon the completion of the probationary period at two thousand eighty (2,080) hours.
2) For regular part-time employees, at or near the completion of every two thousand eighty (2,080) hours after the successful completion of the probationary period. 3) For seasonal employees, at the end of the season and upon the completion of two thousand eighty (2,080) hours.
4) For Ambulance Operators, at or near completion of twenty-six (26) pay periods.

B. Prior to the performance evaluation report becoming part of the employee’s personnel file, the supervisor and the employee must review the evaluation.

C. When a performance evaluation is recorded in the employee’s personnel file a copy of the evaluation shall be given to the employee.

SECTION 6. ADVANCEMENT WITHIN SALARY RANGES. The following regulations shall govern salary advancements within ranges for employees in Appendix A:
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3 A. Merit Advancement. An employee shall be considered for advancement through the salary range based on continuous, meritorious, and efficient service, continued improvement by the employee in the effective performance of the duties of the position, and the completion of two thousand eighty (2,080) hours of service in the classification. A merit increase shall become effective on the first (1st) day of the next pay period following the completion of the length of service required for such advancement, and shall require the following:
1) The Department Head in the department which the employee is employed shall file with the Human Resources Director a Personnel Action Form and a completed Performance Evaluation Form recommending the granting or denial of the merit increase and supporting such recommendation with specific reasons, therefore. If denied by the Human Resources Director, the reason(s) for denial will be provided to the Department Head.

B. Special Merit Advancement. When an employee demonstrates exceptional ability and proficiency in the performance of duties, the Department Head may recommend to the Human Resources Director that said employee be advanced to a higher pay step without regard to the minimum length of service provisions contained in this Resolution. The Human Resources Director may, on the basis of a Department Head's recommendation, approve and effect such an advancement.

C. Length of Service Required When Advancement is Denied. When an employee is not approved for advancement to the next higher salary step, the employee may be reconsidered for such advancement at any subsequent time. This reconsideration shall follow the same steps and shall be subject to the same action as provided in Subsection 6A.

D. Ineligibility for a Step Increase and/or a Delay in Step Increase. An employee is ineligible to receive a step increase while on a leave of absence without pay. Step increases shall be delayed by the amount of time an employee is out on leave without pay status.

SECTION 7. REDUCTION IN SALARY STEPS. Any employee who is paid on a salary step higher than Step A may be reduced by one (1) or more steps upon the recommendation of the Department Head with the approval of the Human Resources Director. Procedure for such reduction shall follow the same procedure as outlined for merit advancement in Section 6, and such employee may be considered for readvancement under the same provisions as contained in Section 6.

SECTION 8. PROBATION. An employee scheduled in the duly adopted budget to work at least twenty (20) hours per week on a year-round basis initially appointed or promoted to a classification shall serve a probationary period during which time the employee shall have an opportunity to demonstrate suitability for the job. Employees regularly scheduled twenty (20) hours or more per week shall serve a probationary period of twenty-six (26) consecutive pay periods. Under certain conditions, with approval of the Human Resources Director, the Department Head may extend the probationary period. The employee shall attain regular status in the classification upon successful completion of the probationary period.

Employees serving an initial probationary period are not eligible to compete for a closed/promotional recruitment process.

SECTION 9. PROMOTION. When an employee is promoted to a position in a higher classification, the employee may be assigned to the step in the new salary range which provides for at least a five percent (5.0%) increase. With the approval of the Department Head and Human Resources Director, the employee 324
4 may be placed in the step in the new salary range as will grant the employee an increase of at least one (1), but not more than three (3) salary steps, at the discretion of the Department Head and the Human Resources Director.

SECTION 10. DEMOTION. When an employee is demoted to a position in a lower classification, the salary rate shall be fixed in the appropriate salary range for the lower classification in accordance with the following provisions:

A. The salary rate shall be reduced by at least one (1) step; and B. The new salary rate must be within the salary range for the classification to which demoted.

SECTION 11. REASSIGNMENT OF COMPENSATION RANGES. Any employee who is employed in a classification which is allocated to a different pay range shall retain the same salary step in the new range as previously held in the prior range, and shall retain credit for length of service acquired in the previously held step toward advancement to the next higher step in the new salary range; provided, however:

A. That if such retention shall result in the advancement of more than one (1) step, the Human Resources Director may, at the time of reassignment, place the employee in a step which will result in an increase of only one (1) step.

B. That if the reassignment is to a lower compensation range, the B or C Step of which shall be lower than the existing rate of pay at the time of reassignment, the employee shall continue to be paid at the existing rate of pay until such time as the new classification shall be reassigned to a compensation schedule which will allow for further salary advancement, or until such time as the employee is promoted to a position assigned to a higher compensation range.

C. That if the reassignment is to a lower compensation range, the B or C Step of which is higher than the existing rate of pay of the employee, the employee shall be placed on that step of the lower compensation range which is equivalent to the employee's existing rate of pay. If there is no equivalent rate of pay, the employee shall be placed on the next highest step. The employee shall retain credit for length of service previously acquired in such step toward advancement to the next higher step.

SECTION 12. WORKING OUT OF CLASS. The City may work employees out of classification for up to ten (10) consecutive working days without additional compensation. An employee shall receive acting time pay at A Step of the higher class, or five percent (5.0%) above the employee's regular salary, whichever is greater, for work performed in the higher classification on the 11 th consecutive day out of
class, and for each consecutive day thereafter an employee works out of class. The Department Head or a duly authorized designee shall assign the employee to work out of classification but shall notify the Human Resources Director prior to the assignment.

During the ten (10) consecutive working day eligibility period before an employee is entitled to receive acting time pay, absence for compensatory time and/or vacation shall break consecutiveness and cause the ten (10) consecutive working day eligibility period to start over. Absences for regularly scheduled holidays, regular days off, jury duty, and/or verifiable sick leave shall not constitute a break in consecutiveness or acting pay eligibility.
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5 A. Temporary Upgrade Pay. When an employee is working out of classification due to an incumbent’s approved leave of absence, said employee shall receive Temporary Upgrade Pay.

Temporary Upgrade Pay, as defined by California Code of Regulations 571(a)(3), is “compensation to employees who are required by their employer or governing board or body to work in an upgraded position/classification of limited duration.” The above form of compensation shall be reported to CalPERS as special compensation and therefore compensation earnable. However, Temporary Upgrade Pay will not be reported to CalPERS as pensionable compensation for “New Members” hired on or after January 1, 2013, as defined by the Public Employees’ Pension Reform Act of 2013 (PEPRA).

B. Out-of-Class Appointment. Out-of-class appointments shall only be made for positions vacated due to voluntary resignation, promotion, demotion or termination. Government Code Section 20480 of the Public Employees' Retirement Law (PERL) defines an “out-of-class appointment” to mean an appointment to an upgraded position or higher classification by an employer or governing board or body in a vacant position for a limited duration. For purposes of this Section, a “vacant position” refers to a position that is vacant during recruitment for a permanent appointment. A vacant position does not refer to a position that is temporarily available due to another employee's leave of absence.

SECTION 13. OVERTIME/COMPENSATORY TIME.

A. COMPENSATORY TIME. A benefited employee covered by this Resolution shall be entitled to compensatory time for all hours worked in excess of forty (40) hours within the employee's Fair Labor Standards Act (FLSA) work period. Compensatory time shall be accumulated at the rate of one-quarter (¼) hour of compensatory time for each one-quarter (¼) hour of overtime worked. As an exception to this Section, the classification of Ambulance Operator may elect to receive compensatory time for time worked for overtime shifts outside the employee’s regularly scheduled shifts.

B. PREMIUM (TIME AND ONE-HALF) OVERTIME. Only time actually worked (i.e., not holiday, vacation, sick leave, or compensatory time) over forty (40) hours in an FLSA work period shall be paid at the premium rate (time and one-half) either in the form of pay or compensatory time. FLSA exempt seasonal employees are not entitled to receive premium overtime compensation.

C. COMPENSATORY TIME ACCUMULATION. Compensatory time shall be accumulated to the nearest one-quarter (¼) hour increment. Where a benefited employee works less than one-quarter (¼) hour per day of overtime, the employee shall not receive compensatory time, and such time shall not count toward the computation of overtime.

D. ELIGIBILITY. In order to be entitled to compensatory time, such compensatory time must be authorized by the Department Head or a duly authorized designee.

E. MAXIMUM COMPENSATORY TIME ACCRUAL. A benefited employee shall not be entitled to accumulate compensatory time more than eighty (80) hours during any calendar year. Any accumulated compensatory time accrued in excess of eighty (80) hours per calendar year shall be automatically paid on the first (1st) pay period of the new calendar year.

F. USE OF COMPENSATORY TIME.
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6 1) Payment of Compensatory Time. Compensatory time shall be paid at the regular rate of pay or equal time off, when authorized by the Department Head or a duly authorized designee.
2) Payment Upon Termination. Employees shall be entitled to receive payment for all accumulated compensatory time upon their termination or upon promotion into another bargaining unit.

SECTION 14. CALL BACK COMPENSATION. If benefited employees are required to report back to work after completing a normal work shift and have left the City premises and/or work location, they shall be compensated in cash or as compensatory time off at the straight time rate for the actual hours of work with a minimum of two (2) hours call back compensation, regardless of whether the employee works less than two (2) hours. This provision shall be applicable to employees although the employee’s regular work week is not completed, but shall not apply to employees who are continuing on duty.

SECTION 15. HOLIDAYS. Benefited employees covered by this Resolution shall receive paid holidays, based upon proration of their employment status if less that a full-time employee. 1) January 1st (New Year’s Day)
2) Third Monday of January (Martin Luther King Jr. Day) 3) Third Monday in February (Presidents’ Day)
4) Last Monday in May (Memorial Day)
5) July 4th (Independence Day)
6) First Monday in September (Labor Day)
7) November 11th (Veterans’ Day)
8) Fourth Thursday in November (Thanksgiving Day)
9) Fourth Friday in November (Day after Thanksgiving)
10) December 24th (Christmas Eve), if it falls on a Monday through Thursday 11) December 25th (Christmas Day)
A. HOLIDAYS ON CERTAIN DAYS OF THE WEEK. In the event any of the above holidays, except one-half (½) day before Christmas, fall on a Sunday, the following day will be taken in lieu of the actual date on which the holiday falls. When any of the above holidays fall on a Saturday, except one-half (½) day before Christmas, the preceding day will be taken in lieu of the actual date on which the holiday falls. When any of the above holidays fall on an employee’s regularly scheduled day off, except one-half (½) day before Christmas, forty (40) hour benefited employees will be credited with nine (9) hours of holiday compensatory time. Benefited employees will receive holiday pay for the holidays in this Section based upon the employee’s full-time equivalency from the current Personnel Action Form. Accumulated holiday compensatory time must be used by the employee by June 30th of the same fiscal year in which it was accumulated or be forfeited. In addition, employees shall be entitled to receive payment for all accumulated holiday compensatory time upon their termination or upon promotion into another bargaining unit.

B. ELIGIBILITY TO RECEIVE HOLIDAY PAY. In order to be eligible to receive holiday pay, a benefited employee must have worked, or be deemed to have worked because of an approved absence (e.g., sick leave, vacation, or compensatory time), the benefited employee's regularly scheduled day before and regularly scheduled day after the holiday. Probationary benefited 327
7 employees are provided with and are eligible to use floating holiday hours, according to the guidelines established in this Section, and/or with approval of the Human Resources Director.

C. HOLIDAY DURING VACATION. Should any of the holidays listed above fall during an employee's vacation period, or while an employee is on an excused absence with pay, the employee shall receive holiday pay and no charge shall be made against the employee's accumulated vacation.

D. FLOATING HOLIDAY. Notwithstanding the above, floating holiday hours shall be taken at the convenience of the City with approval of the Department Head or a duly authorized designee. For purposes of this benefit, employees will have credited nine (9) hours of floating holiday as of January 1st. Benefited employees will receive floating holiday hours in this Section based upon the employee’s full-time equivalency from the current Personnel Action Form. This floating holiday shall be taken as time off from work no later than December 31st of the same year. The floating holiday is not accumulative and shall be forfeited should it not be taken during the year it was earned. Benefitted employees under this Section who are promoted to another bargaining unit or who terminate their employment with the City prior to using the floating holiday shall receive cash reimbursement for said holiday.

E. COMPENSATION FOR HOURS WORKED ON OBSERVED CITY HOLIDAYS. All benefited employees required to work on a holiday listed above, with the approval of their supervisor, shall receive holiday pay plus straight time pay for hours worked on the holiday, or time off equal to the number of hours the employee actually worked on the holiday. Benefited employees who work in excess of their regular number of scheduled hours on a holiday listed above, shall receive double time pay for all such hours actually worked. Employees shall receive no other compensation whatsoever for working on a holiday.

SECTION 16. VACATION.

A. VACATION ACCRUAL. Benefited employees who have one (1) year's continuous service, shall receive the following vacation hours per year, based upon proration of their employment status if less than a full-time employee.

Years of Service Vacation Hours Per Year
1 thru 4 80
5 thru 10 120
11 128
12 136
13 144
14 152
15 thru 24 160
25 or more 200
B. VACATION USAGE AND ACCUMULATION. Vacation shall be taken at the convenience of the City with the approval of the Department Head or a duly authorized designee. Where possible, such vacation should be taken annually and not accumulated from year to year. Vacation hours not in excess of the equivalent number of hours earned in the immediately preceding twenty-four (24) month period may be accumulated with the permission of the Department Head and the Human Resources Director. Employees shall not accumulate vacation in excess of the equivalent 328
8 number of hours earned in the immediately preceding twenty-four (24) month period. All vacation hours in excess of the equivalent number of hours earned in the immediately preceding twentyfour (24) month period not taken by the employee shall be forfeited. Probationary benefited employees accrue vacation, but may not use vacation until successful completion of an initial probation period, except in the event of a City Hall holiday closure, with approval of the Human Resources Director.

C. VACATION CONVERSION. An employee may convert up to fifty percent (50%) of their current annual vacation accrual into pay in lieu of time off with pay. An employee requesting such a conversion must meet the eligibility requirements as set forth in Subsection 16B and may so convert twice during each fiscal year. Employees serving their initial probationary period shall not be eligible for vacation conversion.

On or before December 15, 2025, and every December 15th thereafter, a qualified employee who elects to cash out accrued vacation for the following year shall submit written request to the Human Resources Department stating their irrevocable election(s).

The City shall administer the cash out twice annually, starting in June 2026 and every June and December thereafter. The City shall make the cash outs in the second pay period in June and December. Such cash outs shall be paid at the employee's net salary hourly rate of pay.

D. VACATION PAY-OUT UPON TERMINATION. Eligible employees who terminate their employment with the City shall be paid for all accrued vacation, if any, and the prorated portion of their final accrual. Prorated vacation shall be on the basis of one-twelfth (1/12) of the employee's annual vacation pay for each full month of service.

SECTION 17. ELIGIBILITY FOR FRINGE BENEFITS.

A. ENTITLEMENT TO FRINGE BENEFITS UPON PRORATION OF HOURS. Benefited employees shall receive fringe benefits based upon the employee’s full-time equivalency from the current Personnel Action Form. This formula of proration shall apply to holiday pay, vacation, sick leave, medical insurance contribution, disability insurance contribution, jury duty and retirement contribution.

B. NON-BENEFITED EMPLOYEES. Non-benefited employees shall not be entitled to receive any fringe benefits provided for in this Resolution or in any resolution of the City, unless otherwise provided by Federal and/or State law.

SECTION 18. LEAVES OF ABSENCE.

A. LEAVE OF ABSENCE WITHOUT PAY. For all regular employees as described herein, the following Leave Without Pay procedure shall apply:
1) After all available leave benefits, including vacation, compensatory time, sick leave, and other leave benefits have been completely used, a regular employee, not under suspension, may make written application to the Department Head for leave without pay. No such leave will be considered absent a written application from the employee requesting leave.
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9 a. The classification of Ambulance Operator is authorized to take up to a six (6) month leave of absence without pay to attend the fire academy and/or fire paramedic school without exhausting all accruals.
2) If the Department Head and the Human Resources Director agree that such leave is merited and in the interest of the City, leave may be granted for a period not to exceed six (6) months following the date of expiration of all other allowable leave benefits. 3) No employment or fringe benefits such as sick leave, vacation, health insurance, retirement, or any other benefits shall accrue to any employee on leave of absence without pay except as denoted under the Family and Medical Leave Act (FMLA) Section below. During such leave in excess of five (5) working days, no seniority shall be accumulated.
4) Subject to and consistent with the conditions of the group health, life or disability plan, coverage may be continued during a leave, provided direct payment of the total premium by the employee is made through and as prescribed by the Payroll Division of the City.

The City will pay up to six (6) months of the Flexible Benefit Plan contribution for employees who are on long-term disability leave.
5) At the end of such leave, if the employee desires additional leave, written application must be made through the Department Head to the Human Resources Director at least ten (10) days before the end of the six (6) month period, stating the reasons why the additional leave is required and why it would be in the best interests of the City to grant such leave of absence. If such additional leave is merited and would still preserve the best interests of the City, the Human Resources Director may approve such extension of the leave of absence for a period up to but not to exceed an additional six (6) months. 6) If the employee does not return to work prior to or at the end of such leave of absence or extension of leave of absence, the City shall consider that the employee has terminated employment with the City.
7) An employee on leave must give the City at least seven (7) days' written notice of intent to return to work prior to returning to work.
8) Any employee who engages in outside employment during said leave of absence without prior notification and approval of the Human Resources Director and Department Head may be subject to termination.
9) Any employee who falsifies the reason for the request for said leave of absence may be terminated for falsifying a request for leave of absence or extension thereof. 10) Such leave shall be granted on the same basis for pregnancy, childbirth, and other medically related conditions, except that such an employee shall retain his seniority rights.
11) Forms setting forth the benefits available and other pertinent information shall be maintained for distribution in the Human Resources Department. 330
10 B. JURY DUTY AND WITNESS SERVICE FOR THE CITY.

A. Jury Duty. When required to serve on a jury, benefited employees shall have time off for a period not to exceed ten (10) calendar days for each jury duty summons which an employee responds to per calendar year. Employees shall receive their regular pay for period of actual service required on the jury, provided all jury fees paid to the individual employee are turned over to the City, with the exception of automobile expenses allowed.

B. If an employee is required to call in for jury service and the court does not need the employee’s service, the employee is expected to report to work. Once an employee has completed jury service, the Certificate of Jury Service must be provided to the immediate supervisor to qualify for jury duty compensation.

C. Witness Service for the City. If an employee is called as a witness, on behalf of the City, the employee shall receive normal pay for time spent by the employee serving as a witness for the City. Employees shall be required to pay any witness fees that accrue to the employee for witness service to the City as a condition of receiving normal pay while serving as a witness for the City.

C. MILITARY LEAVE OF ABSENCE. If a benefited employee is deployed or required to attend military training, the employee shall be entitled to military leave of absence under the provisions of State law found in applicable sections of the California Military and Veterans’ Code.

Employees must provide a copy of their military orders, and Leave and Earnings Statements (LES) if requested, to the Human Resources Department to qualify for military leave of absence. Any exceptions to this provision shall be considered on a case-by-case basis, with final approval of the Human Resources Director.

D. SICK LEAVE. Sick leave with pay shall be allowed, credited, and accumulated in accordance with the following:
1) For employees working a regular forty (40) hour week, eight (8) hours of sick leave will accrue for each month of continuous service. Sick leave for benefited part-time employees will be prorated under this Section based upon the employee’s full-time equivalency from the current Personnel Action Form. Probationary employees may use accrued sick leave during their probation period.
2) All non-benefited employees shall receive sick leave as required by State law. 3) Sick leave will be charged at the rate of one-quarter (¼) hour for each one-quarter (¼) hour an employee is absent.
4) Any employee eligible for sick leave with pay may use such leave for the following reasons:
i. Medical and dental office appointments during work hours when authorized by the Department Head or a duly authorized designee; and/or 331
11 ii. Personal illness or physical incapacity resulting from causes beyond the employee's control; in addition to pregnancy, childbirth and other medically related conditions.
iii. For an employee who is a victim of domestic violence, sexual assault, or stalking, for the purposes described in Labor Code sections 230(c) and 230.1(a).
iv. Family Leave. In accordance with the California Family Leave Act, all benefited employees may use up to one-half (½) of their annual sick leave accrual, per calendar year, for family leave purposes.
5) Sick Leave Application. Sick leave may be applied only to absence caused by illness or injury of an employee and may not extend to absence caused by illness or injury of a member of the employee’s family except as provided in Subsection 18C(6) below. 6) Sick Leave Charged. In any instance involving use of a fraction of a day's sick leave, the minimum charged to the employee’s sick leave account shall be one-quarter (¼) hour, while additional actual absence of over one-quarter (¼) hour shall be charged to the nearest one-half (½) hour. Sick leave shall only be used for the purposes stated, and the Department Head shall be responsible for control of employee abuse of sick leave.

Employees may, upon prior notice, be required to furnish a certificate issued by a licensed physician or nurse or other satisfactory written evidence of any subsequent illness.
7) Maximum Accumulation of Sick Leave. Employees shall be allowed to accumulate sick leave to a maximum of nine hundred sixty (960) hours. Sick leave hours in excess of such maximum shall be forfeited.
8) Retirement from City Service and Entering the California Public Employees’ Retirement System. Upon retiring from City service and entering the California Public Employees’ Retirement System as a Retired Annuitant, an employee shall receive no pay for the first sixty (60) days of accrued sick leave (0 to 480 hours), but shall receive twenty-five percent (25%) pay for the first thirty (30) days of accrued sick leave after the first sixty (60) days of accrued sick leave (481 to 720 hours), and fifty percent (50%) of all accrued sick leave thereafter (721 hours to 960 hours). 9) Death of an Employee. Upon the death of an employee while employed by the City, one hundred percent (100%) of all accrued sick leave benefits shall be paid to the beneficiary of the deceased employee. Payment will be made when proper authorization for payment is received from the estate of the decedent employee.

E. FAMILY LEAVE. In accordance with the California Family Sick Leave and Paid Sick Leave Acts, employees are allowed up to one-half (½) of their annual accrual of sick leave per calendar year for family related illness or injury, which shall be charged against the employee’s accumulated sick leave. Family as used in this Subsection is limited to any relation by blood, marriage, or adoption who is a member of the employee’s household (living at the same address); and any parent, substitute parent, parent-in-law, spouse, registered domestic partner, child, brother, sister, grandchild or grandparent of the employee, or “designated person” pursuant to AB1041, 332
12 regardless of place of residence. Benefited part-time employees are allowed to use up to one-half (½) of their annual accrual of sick leave.

F. BEREAVEMENT LEAVE. Benefited employees shall be entitled to take up to the following amount of paid bereavement leave per incident on the following terms and conditions:
1) Bereavement leave may only be used upon the death, or critical illness where death appears to be imminent, in the employee's immediate family. "Immediate family" as used in this Subsection, shall be limited to any relation by blood, marriage or adoption, who is a member of the employee's household (living at the same address) and any parent, legal guardian, parent-in-law, brother-in-law, sister-in-law, grandparent, grandchild, aunt, uncle, spouse, child, brother, sister, or registered domestic partner of the employee regardless of residence.
2) Days of absence due to bereavement leave shall not exceed three (3) working days per incident and shall not be deducted from the employee's accumulated sick leave. An additional two (2) days of leave may be taken from any existing leave accruals, for a maximum of five (5) days total per incident. An employee on bereavement leave shall inform their immediate supervisor of the fact and the reasons therefore as soon as possible. Failure to inform their immediate supervisor, within a reasonable period of time, may be cause for denial of bereavement leave with pay for the period of absence.

G. WORKERS’ COMPENSATION Employees who incur a work-related injury or illness will be eligible to receive Workers’ Compensation benefits according to the State of California’s Division of Workers’ Compensation (DWC) laws, regulations, and benefits provided pursuant to this MOU.
1) Temporary Disability. An employee shall be granted Temporary Disability in accordance with the current State Workers’ Compensation laws and regulations. 2) Claims Pending Compensation Determination. When a claim is pending a compensability decision while in a delayed or denied status, and the employee is losing time off from work, the employee can use their own accruals (sick, vacation, compensatory time, etc.). If the claim is accepted, the employee’s accruals will be credited based on the dates that meet the Temporary Disability criteria under the State of California’s Division of Workers’ Compensation.
3) Physician Pre-Designation. Before a work-related injury, an employee may elect to predesignate a qualified medical provider if done in accordance with the State of California’s Division of Workers’ Compensation laws and regulations. 4) Fringe Benefits. If eligible, a benefited employee receiving Temporary Disability benefits will continue to receive the City’s contribution to the employee’s medical, dental, vision, and other applicable insurances. All authorized deductions will continue as though the employee is on regular work status. If the employee has exhausted Temporary Disability benefits, the employee shall be responsible for paying the full premium for the employee’s medical, dental, vision, and other applicable insurances. 333
13 An employee receiving temporary disability payments in accordance with the current State of California Division of Workers’ Compensation laws and regulations may use a prorated amount of accumulated leave (including sick leave, vacation, compensatory time, etc.) to supplement temporary disability payments to reach the amount equal to the employee’s full regular pay until the employee’s leave balances reach zero (0). At that time, the employee would commence an unpaid leave of absence.

SECTION 19. LIFE INSURANCE. The City shall contribute the full premium towards a forty thousand dollar ($40,000.00) life insurance policy for each benefited employee.

SECTION 20. LONG-TERM DISABILITY INSURANCE. The City shall contribute the full premium toward a long-term disability plan covering eligible benefited employees that pays sixty percent (60%) of salary after a sixty (60) day elimination period, up to a maximum benefit of three thousand dollars ($3,000.00) per month.

SECTION 21. HEALTH BENEFITS. The City contracts with the California Public Employees’ Retirement System (CalPERS) to make available those health insurance benefits provided under the Public Employees’ Medical and Hospital Care Act (PEMHCA).

A. FLEXIBLE BENEFITS PLAN. The City shall provide a Section 125 Flexible Benefits Plan for active full-time and part-time benefited employees and pay the following monthly amounts to provide funds for optional health plans, dental plans, vision plans, health care reimbursement, dependent care, or cash as established by the Internal Revenue Service. The following amounts include the minimum amount required under PEMHCA, which is one hundred sixty-two dollars ($162.00) per month. This contribution shall be adjusted annually each January 1st to the amount set by the CalPERS Board of Administration.

Effective Date Single 2-Party Family
January 1, 2025 $960.00 $1485.00 $1960.00
B. Any costs in excess of the amounts designated in Subsection 21A necessary to maintain benefits under any benefit plans selected by the employee shall be borne by the employee.

C. An employee cannot be enrolled in the CalPERS Health Benefits Plan if a spouse is enrolled in the same agency or enrolled in an agency with CalPERS Health, unless the employee (or the spouse) is enrolled without being covered as a family member.

D. An employee may choose to not be enrolled in a CalPERS Health Benefits Plan. If an employee chooses not to be enrolled, the employee must provide proof of group medical insurance coverage (e.g., coverage under a spouse’s employer’s plan) that is compliant with the Affordable Care Act (ACA), as approved by the Human Resources Director. Insurance obtained through the State of California marketplace or a County health system will not be deemed comparable medical insurance.

Based on determination that group medical insurance coverage is in full force and effect, employees hired prior to January 1, 2020 shall receive seven hundred eighty-five dollars ($785.00) per month toward the Flexible Benefits Plan. Employees hired after January 1, 2020 who elect to waive the City’s medical insurance shall receive four hundred dollars ($400.00) per month. 334
14 E. In the event the benefited employee loses eligibility (with documentation) the employee may enroll in the CalPERS Health Benefits Plan pursuant to their rules and regulations. Failure to do so within sixty (60) days, shall result in the City seeking reimbursement of said contributions.

F. RETIRED ANNUITANT CONTRIBUTION. The City shall contribute toward the payment of the premiums under the CalPERS Health Benefits Plan to each eligible retired annuitant of CalPERS to the extent required by law, a contribution of one hundred sixty-two dollars ($162.00) per month. This contribution shall be adjusted annually each January 1st to the amount set by the CalPERS Board of Administration.

G. The City Manager, or a duly authorized designee, reserves the right to adjust the flexible benefits plan contributions for employees covered by the Resolution at any time during the life of this Resolution to reflect insurance contributions provided to employees in the Orange Municipal Employees’ Association (OMEA) unit.

SECTION 22. RETIREMENT.

A. NON-BENEFITED EMPLOYEES. All non-benefited employees not covered under the CalPERS shall participate in a defined contribution retirement plan in lieu of Social Security contributions.

The City shall contribute three and three-fourths percent (3.75%) of the employee’s eligible earnings toward the retirement plan. Employees shall contribute three and three-fourths percent (3.75%) of their eligible earnings toward the retirement plan.

B. NEW MEMBERS. Miscellaneous employees who are New Members of CalPERS as defined by California Government Code Section 7522.04(f) are subject to the 2% @ age 62 retirement formula as set forth in California Government Code Section 7522.20. The New Members are subject to the three (3) year final compensation measurement period as set forth in California Government Code Section 7522.32. These New Members shall contribute half of normal cost of retirement as determined by CalPERS from their pensionable compensation, on a pre-tax basis, as set forth in California Government Code Section 7522.30. In all other respects, New Members shall be subject to the terms and requirements of PEPRA.

C. CLASSIC MEMBERS. Miscellaneous employees who are not defined as New Members as outlined in Section B above are defined as Classic Members of CalPERS and are subject to the

2.7% @ age 55 retirement formula set forth on Section 21362.2 of the California Government Code. These Classic Members are subject to the one-year final compensation measurement period set forth in California Government Code Section 20042. These Classic Members shall contribute eight percent (8.0%) of their compensation earnable, on a pre-tax basis.

D. 1959 CALPERS SURVIVOR BENEFIT. The City provides the 1959 CalPERS Survivor Benefit at the Fourth Level Option (California Government Code Section 21574) for all covered employees. Employees shall pay their two dollar ($2.00) monthly contribution through payroll deduction. The City shall pay the employer portion subject to the following limit: six dollars ($6.00) per month. Employees shall pay any portion of the employer portion that exceeds six dollars ($6.00) per month.

E. CALPERS RETIRED ANNUITANTS. Pursuant to the Public Employees’ Pension Reform Act of 2013 (PEPRA), the City is prohibited from providing a CalPERS retired annuitant with any 335
15 benefit, incentive, compensation in lieu of benefits, or other form of compensation in addition to the hourly pay rate. Accordingly, the City will not enroll retired annuitants in the IRS Section 457 OBRA deferred compensation plan. Further, since participation in a deferred compensation plan is considered a benefit, retired annuitants are not permitted to voluntarily enroll in any of the City’s other Section 457 deferred compensation plans.

SECTION 23. DIRECT DEPOSIT. City employees are required to participate in the City’s direct paycheck deposit program.

SECTION 24. GRIEVANCE PROCEDURE.

A. DEFINITION OF GRIEVANCE. A grievance shall be defined as a timely complaint by an employee or group of employees concerning the interpretation or application of specific provisions of this Resolution of the Rules and Regulations governing personnel practices or working conditions of the City. Grievances shall not include disciplinary actions taken against “At-Will” employees.

B. BUSINESS DAYS. Business days means those days in which the City’s administrative offices are open.

C. TIME LIMITS FOR FILING WRITTEN FORMAL GRIEVANCES. The time limits for filing written formal grievances shall be strictly construed, but may be extended by mutual agreement evidenced, in writing, and signed by a duly authorized designee of the City and the grieving party.

Failure of the grieving party to comply with any of the time limits set forth hereunder shall constitute waiver and bar further processing of the grievance. Failure of the City to comply with the time limits set forth in this Section shall automatically move the grievance to the next level in the Grievance Procedure.

D. INFORMAL GRIEVANCE PROCESS. An employee must first attempt to resolve a grievance on an informal basis by discussion with an immediate supervisor without undue delay. Every effort shall be made to find an acceptable solution to the grievance by these informal means at the most immediate level of supervision. At no time may the informal process go beyond the division head concerned. In order that this informal procedure may be responsive, all parties involved shall expedite this process. In no case may more than ten (10) business days elapse from the date of the alleged incident giving rise to the grievance, or when the grievant knew or should have reasonably become aware of the facts giving rise to the grievance and the filing of a written formal grievance with the Human Resources Director of the City, with a copy to the Department Head in which the employee works. Should the grievant fail to file a written grievance within ten (10) business days from the date of the incident giving rise to the grievance, or when grievant knew or should have reasonably become aware of the facts giving rise to the grievance, the grievance shall be barred and waived.

E. FORMAL GRIEVANCE PROCESS, HUMAN RESOURCES DIRECTOR, DEPARTMENT HEAD. If the grievance is not resolved through the informal process, and the written grievance is filed within the time limits set forth above, the grievant shall discuss the grievance with the Human Resources Director and the Department Head within ten (10) business days. The Human Resources Director and the Department Head shall render a decision and comments, in writing, regarding the merits of the grievance and return them to the grievant within five (5) business days after receiving the grievance.
336
16 F. FORMAL GRIEVANCE PROCESS, CITY MANAGER. If the grievance is not resolved in Subsection E above, or if no answer has been received from the Human Resources Director and Department Head within fifteen (15) business days from the presentation of the written grievance to the Human Resources Director and Department Head, the written grievance shall be presented to the City Manager, or a duly authorized designee, within ten (10) business days, for determination. Failure of the grievant to take this action will constitute a waiver and bar to the grievance, and the grievance will be considered settled on the basis of the last Management grievance response. The City Manager, or a duly authorized designee, shall render a final decision on the merits of the grievance and comments, in writing, and return them to the grievant within ten (10) business days after receiving the grievance. After this procedure is exhausted, the grievant and the City shall have rights and remedies to pursue said grievance under the law. The City shall instruct its supervisors on the proper use and implementation of this grievance procedure and every reasonable effort shall be made by the employee and the supervisor to resolve the grievance at the informal step.

SECTION 25. TRAVEL EXPENSE ALLOWANCE. The City has established a Travel and Business Expense Reimbursement policy (Administrative Policy Number 4.13) to reimburse City employees when conducting City business, attending business or professional conferences, training seminars, or other travel on authorized City business.

Any employee who is required to travel in the performance of their duties or to attend an authorized meeting or conference or otherwise incurs expenses relating to the conduct of City business shall be reimbursed for reasonable expenses incurred for transportation, meals, lodging, and incidentals as outlined in the Finance Policy referenced above.

SECTION 26. EFFECTIVE DATES. This Resolution shall become effective on January 1, 2026 through December 31, 2026 unless otherwise amended.

REST OF PAGE LEFT BLANK INTENTIONALLY.
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17 APPENDIX A

PART-TIME AND LIMITED DURATION

SALARY RANGES
EFFECTIVE DECEMBER 29, 2024

CLASSIFICATION TITLE SALARY

TYPE RANGE STEP A STEP B STEP C
Ambulance Operator Monthly 418 2868 3015 3168
Assistant Pool Manager Hourly 482 22.77 23.93 25.15
Assistant Recreation Services Coordinator Hourly 509 26.05 27.38 28.78 Engineering Intern Hourly 456 20.00 21.02 22.09
Lifeguard/Swim Instructor Hourly 462 20.61 21.66 22.76
Management Intern Hourly 456 20.00 21.02 22.09
Parking Control Officer I Hourly 442 18.65 19.60 20.61
Parks and Facilities Attendant Hourly 460 20.40 21.45 22.54 Police Cadet I Hourly 430 17.57 18.47 19.40
Police Cadet II Hourly 450 19.41 20.40 21.44
Police Recruit Monthly 574 6245 N/A N/A
Police Reserve Officer I Hourly 472 21.66 22.77 23.93
Police Reserve Officer II Hourly 432 17.74 18.65 19.60
Police Reserve Officer III Hourly 418 16.55 17.39 18.28 Pool Manager Hourly 502 25.16 26.45 27.79
Recreation Services Activity Specialist Hourly 489 23.58 24.78 26.05 Recreation Services Leader I Hourly 418 16.55 17.39 18.28 Recreation Services Leader II Hourly 438 18.28 19.22 20.20 Recreation Services Leader III Hourly 458 20.20 21.23 22.32 Swimming Attendant Hourly 418 16.55 17.39 18.28
338
18 APPENDIX A (CONTINUED)

PART-TIME AND LIMITED DURATION

SALARY RANGES
EFFECTIVE DECEMBER 28, 2025

CLASSIFICATION TITLE SALARY

TYPE RANGE STEP A STEP B STEP C
Ambulance Operator Monthly 423 2940 3091 3248
Assistant Pool Manager Hourly 482 22.77 23.93 25.15
Assistant Recreation Services Coordinator Hourly 509 26.05 27.38 28.78 Engineering Intern Hourly 456 20.00 21.02 22.09
Lifeguard/Swim Instructor Hourly 462 20.61 21.66 22.76
Management Intern Hourly 456 20.00 21.02 22.09
Parking Control Officer I Hourly 442 18.65 19.60 20.61
Parks and Facilities Attendant Hourly 460 20.40 21.45 22.54 Police Cadet I Hourly 430 17.57 18.47 19.40
Police Cadet II Hourly 450 19.41 20.40 21.44
Police Recruit Monthly 574 6245 N/A N/A
Police Reserve Officer I Hourly 477 22.21 23.34 24.53
Police Reserve Officer II Hourly 437 18.19 19.12 20.09
Police Reserve Officer III Hourly 423 16.96 17.83 18.74 Pool Manager Hourly 502 25.16 26.45 27.79
Recreation Services Activity Specialist Hourly 489 23.58 24.78 26.05 Recreation Services Leader I Hourly 423 16.96 17.83 18.74 Recreation Services Leader II Hourly 443 18.74 19.70 20.71 Recreation Services Leader III Hourly 463 20.71 21.77 22.88 Swimming Attendant Hourly 423 16.96 17.83 18.74
339
RESOLUTION NO. 11651

A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF ORANGE RESCINDING RESOLUTION
NO. 11639 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, on November 12, 2025, the City Council approved Resolution No. 11644, relating to the classification, compensation, and terms of employment of Executive Management and Senior Management Employees, with an effective date of June 29, 2025; and WHEREAS, on December 9, 2025, the City Council approved Resolution No. 11650, relating to the classification, compensation, and terms of employment of Part-Time and Limited Duration Employees, with an effective date of December 28, 2025.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Orange that Resolution No. 11639 is here by rescinded and the attached revised Citywide Pay Schedule is approved and incorporated.

ADOPTED this 9
th day of December 2025.

Daniel R. Slater, Mayor, City of Orange
340
ATTEST:

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

Nathalie Adourian, City Attorney, City of Orange

STATE OF CALIFORNIA )

COUNTY OF ORANGE )

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

Pamela Coleman, City Clerk, City of Orange
Attachment:

Attachment A - Citywide Pay Schedule – June 29, 2025
Attachment B - Citywide Pay Schedule – December 28, 2025 341
Attachment A
City of Orange
Citywide Pay Schedule - Revision Effective June 29, 2025 Approved by City Council on December 9, 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 6/29/2025 Monthly 577 6,339 6,663 7,002 7,359 7,735 8,129 Accounting Manager SM 6/29/2025 Monthly 652 9,214 9,686 10,178 10,697 11,244 11,816 Administrative Analyst I SM 6/29/2025 Monthly 572 6,183 6,498 6,830 7,178 7,544 7,929 Administrative Analyst II SM 6/29/2025 Monthly 592 6,831 7,181 7,545 7,931 8,336 8,760 Administrative Assistant OMEA 6/29/2025 Monthly 525 4,891 5,141 5,403 5,678 5,968 6,272 Administrative Manager SM 6/29/2025 Monthly 642 8,766 9,215 9,682 10,177 10,696 11,242 Administrative Services Director EM 6/29/2025 Monthly 758 15,635 16,434 17,269 18,152 19,077 20,050 Administrative Specialist OMEA 6/29/2025 Monthly 523 4,842 5,089 5,349 5,622 5,908 6,210 Ambulance Operator PT&LD 12/29/2024 Monthly 418 2,868 3,015 3,168 Assistant City Attorney I SM 6/29/2025 Monthly 698 11,590 12,183 12,802 13,456 14,143 14,864 Assistant City Attorney II SM 6/29/2025 Monthly 708 12,183 12,806 13,457 14,145 14,866 15,624 Assistant City Manager EM 6/29/2025 Monthly 767 16,353 17,189 18,063 18,986 19,954 20,971 Assistant Community Devel. Director SM 6/29/2025 Monthly 706 12,062 12,679 13,324 14,004 14,718 15,469 Assistant Community Services Director SM 6/29/2025 Monthly 693 11,305 11,883 12,487 13,125 13,794 14,498 Assistant Engineer OMEA 6/29/2025 Monthly 606 7,325 7,700 8,091 8,504 8,938 9,394 Assistant Field Services Manager SM 6/29/2025 Monthly 673 10,232 10,755 11,302 11,879 12,485 13,121 Assistant Finance Director SM 6/29/2025 Monthly 693 11,305 11,883 12,487 13,125 13,794 14,498 Assistant Human Resources Director SM 6/29/2025 Monthly 693 11,305 11,883 12,487 13,125 13,794 14,498 Assistant Library Services Director SM 6/29/2025 Monthly 652 9,214 9,686 10,178 10,697 11,244 11,816 Assistant Planner OMEA 6/29/2025 Monthly 564 5,941 6,244 6,563 6,897 7,249 7,619 Assistant Pool Manager PT&LD 12/4/2022 Hourly 482 22.77 23.93 25.15 Assistant Public Works Director SM 6/29/2025 Monthly 718 12,806 13,461 14,145 14,868 15,626 16,423 Assistant Recreation Services Coordinator PT&LD 7/1/2022 Hourly 509 26.05 27.38 28.78 Assistant to the City Manager SM 6/29/2025 Monthly 642 8,766 9,215 9,682 10,177 10,696 11,242 Assistant Water Manager SM 6/29/2025 Monthly 673 10,232 10,755 11,302 11,879 12,485 13,121 Associate Civil Engineer OMEA 6/29/2025 Monthly 629 8,216 8,636 9,074 9,538 10,025 10,535 Associate Engineer OMEA 6/29/2025 Monthly 629 8,216 8,636 9,074 9,538 10,025 10,535 Associate Planner OMEA 6/29/2025 Monthly 599 7,074 7,436 7,814 8,213 8,632 9,071 Budget Manager SM 6/29/2025 Monthly 642 8,766 9,215 9,682 10,177 10,696 11,242 Budget Officer SM 6/29/2025 Monthly 632 8,340 8,766 9,211 9,682 10,176 10,694 Building and Safety Manager SM 6/29/2025 Monthly 673 10,232 10,755 11,302 11,879 12,485 13,121 Building Inspection Supervisor OMA 6/29/2025 Monthly 605 7,289 7,662 8,051 8,462 8,894 9,347 Building Inspector OMEA 6/29/2025 Monthly 565 5,971 6,275 6,596 6,931 7,285 7,657 Business License Inspector OMEA 6/29/2025 Monthly 553 5,624 5,911 6,212 6,529 6,862 7,212 Buyer OMEA 6/29/2025 Monthly 561 5,853 6,152 6,465 6,795 7,142 7,505 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 6/29/2025 Monthly 693 11,305 11,883 12,487 13,125 13,794 14,498 City Attorney EM 6/29/2025 Monthly N/A 23,375.00 26,520 City Clerk Services Director EM 6/29/2025 Monthly 662 9,685 10,181 10,698 11,244 11,818 12,420 City Council/ Mayor - Elected N/A 12/15/2022 Monthly N/A 600 City Manager EM 6/29/2025 Monthly N/A 26,678.24 27,200.00 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 6/29/2025 Monthly 649 9,078 9,542 10,027 10,539 11,077 11,641 Code Compliance Officer OMEA 6/29/2025 Monthly 559 5,795 6,090 6,401 6,727 7,070 7,431 Code Compliance Supervisor OMA 6/29/2025 Monthly 605 7,289 7,662 8,051 8,462 8,894 9,347 Combination Building Inspector OMEA 6/29/2025 Monthly 575 6,276 6,596 6,933 7,286 7,658 8,049 Community Development Director EM 6/29/2025 Monthly 748 14,873 15,634 16,428 17,268 18,148 19,073 Community Services Director EM 6/29/2025 Monthly 743 14,507 15,249 16,024 16,842 17,701 18,604 Construction Inspection Supervisor OMA 6/29/2025 Monthly 594 6,900 7,253 7,621 8,010 8,419 8,848 Construction Inspector I OMEA 6/29/2025 Monthly 546 5,431 5,708 5,999 6,305 6,627 6,965 Construction Inspector II OMEA 6/29/2025 Monthly 566 6,001 6,307 6,629 6,966 7,322 7,695 Contract Administrator OMEA 6/29/2025 Monthly 606 7,325 7,700 8,091 8,504 8,938 9,394 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 6/29/2025 Monthly 590 6,764 7,109 7,470 7,852 8,253 8,673 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 6/29/2025 Monthly 594 6,900 7,253 7,621 8,010 8,419 8,848 Deputy City Manager SM 6/29/2025 Monthly 706 12,062 12,679 13,324 14,004 14,718 15,469 Deputy Public Works Director SM 6/29/2025 Monthly 708 12,183 12,806 13,457 14,145 14,866 15,624 Development Project Manager OMA 6/29/2025 Monthly 606 7,325 7,700 8,091 8,504 8,938 9,394 Digital Marketing Coordinator OMA 6/29/2025 Monthly 580 6,435 6,763 7,108 7,470 7,851 8,252 Economic Development Manager SM 6/29/2025 Monthly 693 11,305 11,883 12,487 13,125 13,794 14,498 Economic Development Project Manager SM 6/29/2025 Monthly 642 8,766 9,215 9,682 10,177 10,696 11,242 Emergency Manager SM 6/29/2025 Monthly 657 9,448 9,930 10,435 10,968 11,528 12,114 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 6/29/2025 Monthly 585 6,597 6,934 7,287 7,659 8,050 8,461 Engineering Intern PT&LD 12/3/2023 Hourly 456 20.00 21.02 22.09 Engineering Technician I OMEA 6/29/2025 Monthly 535 5,141 5,403 5,679 5,969 6,273 6,593 Engineering Technician II OMEA 6/29/2025 Monthly 555 5,680 5,970 6,274 6,595 6,930 7,284 Environmental Compliance Specialist OMEA 6/29/2025 Monthly 559 5,795 6,090 6,401 6,727 7,070 7,431 Environmental Program Manager OMA 6/29/2025 Monthly 658 9,494 9,980 10,487 11,022 11,585 12,175 Environmental Scientist OMEA 6/29/2025 Monthly 629 8,216 8,636 9,074 9,538 10,025 10,535 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 6/29/2025 Monthly 604 7,253 7,624 8,011 8,420 8,850 9,300 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 6,692 342
Attachment A (Continued)
City of Orange
Citywide Pay Schedule - Revision Effective June 29, 2025 Approved by City Council on December 9, 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 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 6/29/2025 Monthly 539 5,245 5,512 5,794 6,089 6,400 6,725 Executive Assistant to the Chief SM 6/29/2025 Monthly 559 5,795 6,090 6,401 6,727 7,070 7,431 Facilities Maintenance Supervisor OMA 6/29/2025 Monthly 594 6,900 7,253 7,621 8,010 8,419 8,848 Field Services Manager SM 6/29/2025 Monthly 693 11,305 11,883 12,487 13,125 13,794 14,498 Finance Assistant OMEA 6/29/2025 Monthly 538 5,219 5,485 5,765 6,059 6,368 6,692 Finance Clerk OMEA 6/29/2025 Monthly 503 4,383 4,606 4,841 5,088 5,348 5,620 Finance Coordinator OMA 6/29/2025 Monthly 581 6,467 6,796 7,144 7,508 7,890 8,293 Finance Director EM 6/29/2025 Monthly 748 14,873 15,634 16,428 17,268 18,148 19,073 Finance Manager SM 6/29/2025 Monthly 624 8,014 8,423 8,851 9,303 9,779 10,276 Finance Supervisor OMA 6/29/2025 Monthly 601 7,145 7,510 7,892 8,295 8,718 9,162 Financial Analyst SM 6/29/2025 Monthly 596 6,969 7,325 7,697 8,091 8,504 8,937 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 6/29/2025 Monthly 773 16,851 17,712 18,613 19,563 20,561 21,609 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 6/29/2025 Monthly 629 8,216 8,636 9,074 9,538 10,025 10,535 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 6/29/2025 Monthly 629 8,216 8,636 9,074 9,538 10,025 10,535 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 6/29/2025 Monthly 642 8,766 9,215 9,682 10,177 10,696 11,242 Housing Specialist OMEA 6/29/2025 Monthly 559 5,795 6,090 6,401 6,727 7,070 7,431 Human Resources Analyst I SM 6/29/2025 Monthly 577 6,339 6,663 7,002 7,359 7,735 8,129 Human Resources Analyst II SM 6/29/2025 Monthly 604 7,253 7,624 8,011 8,420 8,850 9,300 Human Resources Director EM 6/29/2025 Monthly 743 14,507 15,249 16,024 16,842 17,701 18,604 Human Resources Manager SM 6/29/2025 Monthly 673 10,232 10,755 11,302 11,879 12,485 13,121 Human Resources Technician OMEA 6/29/2025 Monthly 533 5,090 5,350 5,623 5,909 6,211 6,527 Information Technology Manager SM 6/29/2025 Monthly 693 11,305 11,883 12,487 13,125 13,794 14,498 Information Technology Project Manager SM 6/29/2025 Monthly 673 10,232 10,755 11,302 11,879 12,485 13,121 Information Technology Specialist OMA 6/29/2025 Monthly 580 6,435 6,763 7,108 7,470 7,851 8,252 Information Technology Supervisor OMA 6/29/2025 Monthly 605 7,289 7,662 8,051 8,462 8,894 9,347 Intergovernmental & Comm Affairs Mgr SM 6/29/2025 Monthly 684 10,809 11,361 11,939 12,549 13,189 13,861 Internal Audit Manager SM 6/29/2025 Monthly 642 8,766 9,215 9,682 10,177 10,696 11,242 Investment/Revenue Officer SM 6/29/2025 Monthly 612 7,548 7,934 8,337 8,763 9,210 9,679 Landscape Coordinator OMA 6/29/2025 Monthly 606 7,325 7,700 8,091 8,504 8,938 9,394 Lead Business License Inspector OMEA 6/29/2025 Monthly 563 5,911 6,213 6,530 6,863 7,213 7,581 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 6/29/2025 Monthly 563 5,911 6,213 6,530 6,863 7,213 7,581 Legal Assistant OMA 6/29/2025 Monthly 553 5,624 5,911 6,212 6,529 6,862 7,212 Librarian I OMEA 6/29/2025 Monthly 541 5,297 5,568 5,851 6,150 6,463 6,793 Librarian II OMEA 6/29/2025 Monthly 561 5,853 6,152 6,465 6,795 7,142 7,505 Librarian III OMEA 6/29/2025 Monthly 581 6,467 6,796 7,144 7,508 7,890 8,293 Library Assistant OMEA 6/29/2025 Monthly 501 4,339 4,561 4,793 5,038 5,295 5,565 Library Clerk OMEA 6/29/2025 Monthly 455 3,450 3,626 3,810 4,005 4,209 4,423 Library Literacy Coordinator OMEA 6/29/2025 Monthly 541 5,297 5,568 5,851 6,150 6,463 6,793 Library Manager I OMA 6/29/2025 Monthly 609 7,436 7,816 8,213 8,633 9,073 9,535 Library Manager II OMA 6/29/2025 Monthly 619 7,817 8,216 8,633 9,074 9,538 10,023 Library Page OMEA 6/29/2025 Monthly 426 2,985 3,138 3,297 3,466 3,642 3,828 Library Services Director EM 6/29/2025 Monthly 713 12,491 13,129 13,797 14,502 15,241 16,018 Library Support Services Assistant OMEA 6/29/2025 Monthly 501 4,339 4,561 4,793 5,038 5,295 5,565 Library Tech & Support Services Mgr OMA 6/29/2025 Monthly 619 7,817 8,216 8,633 9,074 9,538 10,023 Library Technology Assistant OMEA 6/29/2025 Monthly 501 4,339 4,561 4,793 5,038 5,295 5,565 Library Technology Coordinator OMEA 6/29/2025 Monthly 561 5,853 6,152 6,465 6,795 7,142 7,505 Library Technology Specialist OMEA 6/29/2025 Monthly 541 5,297 5,568 5,851 6,150 6,463 6,793 Library Volunteer Coordinator OMEA 6/29/2025 Monthly 525 4,891 5,141 5,403 5,678 5,968 6,272 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 6/29/2025 Monthly 693 11,305 11,883 12,487 13,125 13,794 14,498 Network/Security Analyst SM 6/29/2025 Monthly 623 7,974 8,381 8,807 9,257 9,730 10,225 Office Assistant OMEA 6/29/2025 Monthly 475 3,812 4,006 4,210 4,425 4,650 4,887 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 6/29/2025 Monthly 673 10,232 10,755 11,302 11,879 12,485 13,121 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 6/29/2025 Monthly 594 6,900 7,253 7,621 8,010 8,419 8,848 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 Payroll Manager SM 6/29/2025 Monthly 642 8,766 9,215 9,682 10,177 10,696 11,242 Payroll Specialist OMA 6/29/2025 Monthly 573 6,214 6,530 6,864 7,214 7,582 7,969 Payroll Technician OMEA 6/29/2025 Monthly 563 5,911 6,213 6,530 6,863 7,213 7,581 343
Attachment A (Continued)
City of Orange
Citywide Pay Schedule - Revision Effective June 29, 2025 Approved by City Council on December 9, 2025
Classification Title Group Effective Salary Type Range Step A Step B Step C Step D Step E Step F Step G Step H Permit Supervisor OMA 6/29/2025 Monthly 594 6,900 7,253 7,621 8,010 8,419 8,848 Permit Technician OMEA 6/29/2025 Monthly 525 4,891 5,141 5,403 5,678 5,968 6,272 Plan Check Engineer OMEA 6/29/2025 Monthly 606 7,325 7,700 8,091 8,504 8,938 9,394 Plan Examiner Local 2384 6/30/2024 Monthly F639.5 8,481 8,905 9,350 9,818 10,309 Planning Technician OMEA 6/29/2025 Monthly 534 5,116 5,376 5,651 5,939 6,242 6,560 Planning Manager SM 6/29/2025 Monthly 693 11,305 11,883 12,487 13,125 13,794 14,498 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 6/29/2025 Monthly 794 18,714 19,671 20,671 21,726 22,835 23,999 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 627P 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 6/29/2025 Monthly 673 10,232 10,755 11,302 11,879 12,485 13,121 Principal Planner SM 6/29/2025 Monthly 662 9,685 10,181 10,698 11,244 11,818 12,420 Project Development Coordinator OMA 6/29/2025 Monthly 606 7,325 7,700 8,091 8,504 8,938 9,394 Project Engineer OMEA 6/29/2025 Monthly 616 7,700 8,094 8,505 8,940 9,396 9,874 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 6/29/2025 Monthly 642 8,766 9,215 9,682 10,177 10,696 11,242 Public Works Administrator SM 6/29/2025 Monthly 642 8,766 9,215 9,682 10,177 10,696 11,242 Public Works Director EM 6/29/2025 Monthly 748 14,873 15,634 16,428 17,268 18,148 19,073 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 6/29/2025 Monthly 594 6,900 7,253 7,621 8,010 8,419 8,848 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 6/29/2025 Monthly 624 8,014 8,423 8,851 9,303 9,779 10,276 Records Coordinator OMA 6/29/2025 Monthly 566 6,001 6,307 6,629 6,966 7,322 7,695 Recreation Services Activity Specialist PT&LD 7/1/2022 Hourly 489 23.58 24.78 26.05 Recreation Services Coordinator OMEA 6/29/2025 Monthly 542 5,324 5,595 5,881 6,181 6,496 6,827 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 6/29/2025 Monthly 663 9,734 10,232 10,752 11,300 11,878 12,482 Recreation Services Supervisor OMA 6/29/2025 Monthly 599 7,074 7,436 7,814 8,213 8,632 9,071 Risk Management Analyst SM 6/29/2025 Monthly 575 6,276 6,596 6,933 7,286 7,658 8,049 Risk Manager SM 6/29/2025 Monthly 677 10,438 10,972 11,529 12,118 12,736 13,386 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 6/29/2025 Monthly 597 7,004 7,362 7,736 8,131 8,546 8,981 Senior Administrative Analyst SM 6/29/2025 Monthly 622 7,934 8,340 8,763 9,211 9,681 10,174 Senior Assistant City Attorney SM 6/29/2025 Monthly 728 13,461 14,149 14,869 15,628 16,425 17,263 Senior Assistant to the City Manager SM 6/29/2025 Monthly 673 10,232 10,755 11,302 11,879 12,485 13,121 Senior Buyer OMA 6/29/2025 Monthly 581 6,467 6,796 7,144 7,508 7,890 8,293 Senior Civil Engineer OMA 6/29/2025 Monthly 658 9,494 9,980 10,487 11,022 11,585 12,175 Senior Code Compliance Officer OMEA 6/29/2025 Monthly 579 6,403 6,729 7,073 7,433 7,812 8,211 Senior Combo. Building Inspector OMEA 6/29/2025 Monthly 595 6,935 7,289 7,659 8,050 8,461 8,892 Senior Contract Administrator OMA 6/29/2025 Monthly 626 8,094 8,507 8,940 9,397 9,877 10,379 Senior Econ Development Project Mgr SM 6/29/2025 Monthly 668 9,980 10,490 11,023 11,586 12,178 12,798 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 6/29/2025 Monthly 589 6,730 7,074 7,433 7,813 8,212 8,630 Senior Finance Clerk OMEA 6/29/2025 Monthly 523 4,842 5,089 5,349 5,622 5,908 6,210 Senior Fire Inspection Specialist OMA 6/29/2025 Monthly 615 7,662 8,054 8,463 8,895 9,349 9,825 Senior GIS Analyst OMA 6/29/2025 Monthly 649 9,078 9,542 10,027 10,539 11,077 11,641 Senior Housing Manager SM 6/29/2025 Monthly 668 9,980 10,490 11,023 11,586 12,178 12,798 Senior Human Resources Analyst SM 6/29/2025 Monthly 634 8,423 8,854 9,304 9,779 10,278 10,802 344
Attachment A (Continued)
City of Orange
Citywide Pay Schedule - Revision Effective June 29, 2025 Approved by City Council on December 9, 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 Landscape Coordinator OMA 6/29/2025 Monthly 626 8,094 8,507 8,940 9,397 9,877 10,379 Senior Legal Assistant OMA 6/29/2025 Monthly 573 6,214 6,530 6,864 7,214 7,582 7,969 Senior Library Clerk OMEA 6/29/2025 Monthly 485 4,006 4,211 4,426 4,651 4,888 5,138 Senior Library Manager SM 6/29/2025 Monthly 632 8,340 8,766 9,211 9,682 10,176 10,694 Senior Office Assistant OMEA 6/29/2025 Monthly 495 4,212 4,426 4,652 4,890 5,138 5,401 Senior Payroll Specialist OMA 6/29/2025 Monthly 583 6,531 6,865 7,215 7,583 7,970 8,377 Senior Permit Technician OMEA 6/29/2025 Monthly 545 5,404 5,680 5,969 6,274 6,594 6,930 Senior Plan Check Engineer OMA 6/29/2025 Monthly 658 9,494 9,980 10,487 11,022 11,585 12,175 Senior Planner OMA 6/29/2025 Monthly 629 8,216 8,636 9,074 9,538 10,025 10,535 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 6/29/2025 Monthly 595 6,935 7,289 7,659 8,050 8,461 8,892 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 6/29/2025 Monthly 594 6,900 7,253 7,621 8,010 8,419 8,848 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 6/29/2025 Monthly 484 3,987 4,190 4,404 4,628 4,864 5,112 Swimming Attendant PT&LD 12/29/2024 Hourly 418 16.55 17.39 18.28 Systems Analyst SM 6/29/2025 Monthly 623 7,974 8,381 8,807 9,257 9,730 10,225 Traffic Management Center Tech OMEA 6/29/2025 Monthly 595 6,935 7,289 7,659 8,050 8,461 8,892 Traffic Operations Superintendent OMA 6/29/2025 Monthly 614 7,624 8,014 8,421 8,851 9,302 9,776 Traffic Signal Technician I OMEA 6/29/2025 Monthly 535 5,141 5,403 5,679 5,969 6,273 6,593 Traffic Signal Technician II OMEA 6/29/2025 Monthly 555 5,680 5,970 6,274 6,595 6,930 7,284 Transportation Analyst OMEA 6/29/2025 Monthly 629 8,216 8,636 9,074 9,538 10,025 10,535 Tree Services Coordinator OMA 6/29/2025 Monthly 606 7,325 7,700 8,091 8,504 8,938 9,394 Warehouse/Inventory Specialist OMEA 6/29/2025 Monthly 542 5,324 5,595 5,881 6,181 6,496 6,827 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 6/29/2025 Monthly 594 6,900 7,253 7,621 8,010 8,419 8,848 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 6/29/2025 Monthly 693 11,305 11,883 12,487 13,125 13,794 14,498 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 6/29/2025 Monthly 574 6,245 6,563 6,898 7,250 7,620 8,008 Water Yard Storekeeper IBEW-WTR 12/31/2023 Monthly 524 4,867 5,115 5,376 5,650 5,938 6,241 345
Attachment B
City of Orange
Citywide Pay Schedule - Revision Effective December 28, 2025 Approved by City Council on December 9, 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 6/29/2025 Monthly 577 6,339 6,663 7,002 7,359 7,735 8,129 Accounting Manager SM 6/29/2025 Monthly 652 9,214 9,686 10,178 10,697 11,244 11,816 Administrative Analyst I SM 6/29/2025 Monthly 572 6,183 6,498 6,830 7,178 7,544 7,929 Administrative Analyst II SM 6/29/2025 Monthly 592 6,831 7,181 7,545 7,931 8,336 8,760 Administrative Assistant OMEA 6/29/2025 Monthly 525 4,891 5,141 5,403 5,678 5,968 6,272 Administrative Manager SM 6/29/2025 Monthly 642 8,766 9,215 9,682 10,177 10,696 11,242 Administrative Services Director EM 6/29/2025 Monthly 758 15,635 16,434 17,269 18,152 19,077 20,050 Administrative Specialist OMEA 6/29/2025 Monthly 523 4,842 5,089 5,349 5,622 5,908 6,210 Ambulance Operator PT&LD 12/28/2025 Monthly 423 2,940 3,091 3,248 Assistant City Attorney I SM 6/29/2025 Monthly 698 11,590 12,183 12,802 13,456 14,143 14,864 Assistant City Attorney II SM 6/29/2025 Monthly 708 12,183 12,806 13,457 14,145 14,866 15,624 Assistant City Manager EM 6/29/2025 Monthly 767 16,353 17,189 18,063 18,986 19,954 20,971 Assistant Community Devel. Director SM 6/29/2025 Monthly 706 12,062 12,679 13,324 14,004 14,718 15,469 Assistant Community Services Director SM 6/29/2025 Monthly 693 11,305 11,883 12,487 13,125 13,794 14,498 Assistant Engineer OMEA 6/29/2025 Monthly 606 7,325 7,700 8,091 8,504 8,938 9,394 Assistant Field Services Manager SM 6/29/2025 Monthly 673 10,232 10,755 11,302 11,879 12,485 13,121 Assistant Finance Director SM 6/29/2025 Monthly 693 11,305 11,883 12,487 13,125 13,794 14,498 Assistant Human Resources Director SM 6/29/2025 Monthly 693 11,305 11,883 12,487 13,125 13,794 14,498 Assistant Library Services Director SM 6/29/2025 Monthly 652 9,214 9,686 10,178 10,697 11,244 11,816 Assistant Planner OMEA 6/29/2025 Monthly 564 5,941 6,244 6,563 6,897 7,249 7,619 Assistant Pool Manager PT&LD 12/4/2022 Hourly 482 22.77 23.93 25.15 Assistant Public Works Director SM 6/29/2025 Monthly 718 12,806 13,461 14,145 14,868 15,626 16,423 Assistant Recreation Services Coordinator PT&LD 7/1/2022 Hourly 509 26.05 27.38 28.78 Assistant to the City Manager SM 6/29/2025 Monthly 642 8,766 9,215 9,682 10,177 10,696 11,242 Assistant Water Manager SM 6/29/2025 Monthly 673 10,232 10,755 11,302 11,879 12,485 13,121 Associate Civil Engineer OMEA 6/29/2025 Monthly 629 8,216 8,636 9,074 9,538 10,025 10,535 Associate Engineer OMEA 6/29/2025 Monthly 629 8,216 8,636 9,074 9,538 10,025 10,535 Associate Planner OMEA 6/29/2025 Monthly 599 7,074 7,436 7,814 8,213 8,632 9,071 Budget Manager SM 6/29/2025 Monthly 642 8,766 9,215 9,682 10,177 10,696 11,242 Budget Officer SM 6/29/2025 Monthly 632 8,340 8,766 9,211 9,682 10,176 10,694 Building and Safety Manager SM 6/29/2025 Monthly 673 10,232 10,755 11,302 11,879 12,485 13,121 Building Inspection Supervisor OMA 6/29/2025 Monthly 605 7,289 7,662 8,051 8,462 8,894 9,347 Building Inspector OMEA 6/29/2025 Monthly 565 5,971 6,275 6,596 6,931 7,285 7,657 Business License Inspector OMEA 6/29/2025 Monthly 553 5,624 5,911 6,212 6,529 6,862 7,212 Buyer OMEA 6/29/2025 Monthly 561 5,853 6,152 6,465 6,795 7,142 7,505 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 6/29/2025 Monthly 693 11,305 11,883 12,487 13,125 13,794 14,498 City Attorney EM 6/29/2025 Monthly N/A 23,375.00
City Clerk Services Director EM 6/29/2025 Monthly 662 9,685 10,181 10,698 11,244 11,818 12,420 City Council/ Mayor - Elected N/A 12/15/2022 Monthly N/A 600 City Manager EM 6/29/2025 Monthly N/A 27,200.00
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 6/29/2025 Monthly 649 9,078 9,542 10,027 10,539 11,077 11,641 Code Compliance Officer OMEA 6/29/2025 Monthly 559 5,795 6,090 6,401 6,727 7,070 7,431 Code Compliance Supervisor OMA 6/29/2025 Monthly 605 7,289 7,662 8,051 8,462 8,894 9,347 Combination Building Inspector OMEA 6/29/2025 Monthly 575 6,276 6,596 6,933 7,286 7,658 8,049 Community Development Director EM 6/29/2025 Monthly 748 14,873 15,634 16,428 17,268 18,148 19,073 Community Services Director EM 6/29/2025 Monthly 743 14,507 15,249 16,024 16,842 17,701 18,604 Construction Inspection Supervisor OMA 6/29/2025 Monthly 594 6,900 7,253 7,621 8,010 8,419 8,848 Construction Inspector I OMEA 6/29/2025 Monthly 546 5,431 5,708 5,999 6,305 6,627 6,965 Construction Inspector II OMEA 6/29/2025 Monthly 566 6,001 6,307 6,629 6,966 7,322 7,695 Contract Administrator OMEA 6/29/2025 Monthly 606 7,325 7,700 8,091 8,504 8,938 9,394 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 6/29/2025 Monthly 590 6,764 7,109 7,470 7,852 8,253 8,673 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 6/29/2025 Monthly 594 6,900 7,253 7,621 8,010 8,419 8,848 Deputy City Manager SM 6/29/2025 Monthly 706 12,062 12,679 13,324 14,004 14,718 15,469 Deputy Public Works Director SM 6/29/2025 Monthly 708 12,183 12,806 13,457 14,145 14,866 15,624 Development Project Manager OMA 6/29/2025 Monthly 606 7,325 7,700 8,091 8,504 8,938 9,394 Digital Marketing Coordinator OMA 6/29/2025 Monthly 580 6,435 6,763 7,108 7,470 7,851 8,252 Economic Development Manager SM 6/29/2025 Monthly 693 11,305 11,883 12,487 13,125 13,794 14,498 Economic Development Project Manager SM 6/29/2025 Monthly 642 8,766 9,215 9,682 10,177 10,696 11,242 Emergency Manager SM 6/29/2025 Monthly 657 9,448 9,930 10,435 10,968 11,528 12,114 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 6/29/2025 Monthly 585 6,597 6,934 7,287 7,659 8,050 8,461 Engineering Intern PT&LD 12/3/2023 Hourly 456 20.00 21.02 22.09 Engineering Technician I OMEA 6/29/2025 Monthly 535 5,141 5,403 5,679 5,969 6,273 6,593 Engineering Technician II OMEA 6/29/2025 Monthly 555 5,680 5,970 6,274 6,595 6,930 7,284 Environmental Compliance Specialist OMEA 6/29/2025 Monthly 559 5,795 6,090 6,401 6,727 7,070 7,431 Environmental Program Manager OMA 6/29/2025 Monthly 658 9,494 9,980 10,487 11,022 11,585 12,175 Environmental Scientist OMEA 6/29/2025 Monthly 629 8,216 8,636 9,074 9,538 10,025 10,535 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 6/29/2025 Monthly 604 7,253 7,624 8,011 8,420 8,850 9,300 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 6,692 346
Attachment B (Continued)
City of Orange
Citywide Pay Schedule - Revision Effective December 28, 2025 Approved by City Council on December 9, 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 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 6/29/2025 Monthly 539 5,245 5,512 5,794 6,089 6,400 6,725 Executive Assistant to the Chief SM 6/29/2025 Monthly 559 5,795 6,090 6,401 6,727 7,070 7,431 Facilities Maintenance Supervisor OMA 6/29/2025 Monthly 594 6,900 7,253 7,621 8,010 8,419 8,848 Field Services Manager SM 6/29/2025 Monthly 693 11,305 11,883 12,487 13,125 13,794 14,498 Finance Assistant OMEA 6/29/2025 Monthly 538 5,219 5,485 5,765 6,059 6,368 6,692 Finance Clerk OMEA 6/29/2025 Monthly 503 4,383 4,606 4,841 5,088 5,348 5,620 Finance Coordinator OMA 6/29/2025 Monthly 581 6,467 6,796 7,144 7,508 7,890 8,293 Finance Director EM 6/29/2025 Monthly 748 14,873 15,634 16,428 17,268 18,148 19,073 Finance Manager SM 6/29/2025 Monthly 624 8,014 8,423 8,851 9,303 9,779 10,276 Finance Supervisor OMA 6/29/2025 Monthly 601 7,145 7,510 7,892 8,295 8,718 9,162 Financial Analyst SM 6/29/2025 Monthly 596 6,969 7,325 7,697 8,091 8,504 8,937 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 6/29/2025 Monthly 773 16,851 17,712 18,613 19,563 20,561 21,609 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 6/29/2025 Monthly 629 8,216 8,636 9,074 9,538 10,025 10,535 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 6/29/2025 Monthly 629 8,216 8,636 9,074 9,538 10,025 10,535 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 6/29/2025 Monthly 642 8,766 9,215 9,682 10,177 10,696 11,242 Housing Specialist OMEA 6/29/2025 Monthly 559 5,795 6,090 6,401 6,727 7,070 7,431 Human Resources Analyst I SM 6/29/2025 Monthly 577 6,339 6,663 7,002 7,359 7,735 8,129 Human Resources Analyst II SM 6/29/2025 Monthly 604 7,253 7,624 8,011 8,420 8,850 9,300 Human Resources Director EM 6/29/2025 Monthly 743 14,507 15,249 16,024 16,842 17,701 18,604 Human Resources Manager SM 6/29/2025 Monthly 673 10,232 10,755 11,302 11,879 12,485 13,121 Human Resources Technician OMEA 6/29/2025 Monthly 533 5,090 5,350 5,623 5,909 6,211 6,527 Information Technology Manager SM 6/29/2025 Monthly 693 11,305 11,883 12,487 13,125 13,794 14,498 Information Technology Project Manager SM 6/29/2025 Monthly 673 10,232 10,755 11,302 11,879 12,485 13,121 Information Technology Specialist OMA 6/29/2025 Monthly 580 6,435 6,763 7,108 7,470 7,851 8,252 Information Technology Supervisor OMA 6/29/2025 Monthly 605 7,289 7,662 8,051 8,462 8,894 9,347 Intergovernmental & Comm Affairs Mgr SM 6/29/2025 Monthly 684 10,809 11,361 11,939 12,549 13,189 13,861 Internal Audit Manager SM 6/29/2025 Monthly 642 8,766 9,215 9,682 10,177 10,696 11,242 Investment/Revenue Officer SM 6/29/2025 Monthly 612 7,548 7,934 8,337 8,763 9,210 9,679 Landscape Coordinator OMA 6/29/2025 Monthly 606 7,325 7,700 8,091 8,504 8,938 9,394 Lead Business License Inspector OMEA 6/29/2025 Monthly 563 5,911 6,213 6,530 6,863 7,213 7,581 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 6/29/2025 Monthly 563 5,911 6,213 6,530 6,863 7,213 7,581 Legal Assistant OMA 6/29/2025 Monthly 553 5,624 5,911 6,212 6,529 6,862 7,212 Librarian I OMEA 6/29/2025 Monthly 541 5,297 5,568 5,851 6,150 6,463 6,793 Librarian II OMEA 6/29/2025 Monthly 561 5,853 6,152 6,465 6,795 7,142 7,505 Librarian III OMEA 6/29/2025 Monthly 581 6,467 6,796 7,144 7,508 7,890 8,293 Library Assistant OMEA 6/29/2025 Monthly 501 4,339 4,561 4,793 5,038 5,295 5,565 Library Clerk OMEA 6/29/2025 Monthly 455 3,450 3,626 3,810 4,005 4,209 4,423 Library Literacy Coordinator OMEA 6/29/2025 Monthly 541 5,297 5,568 5,851 6,150 6,463 6,793 Library Manager I OMA 6/29/2025 Monthly 609 7,436 7,816 8,213 8,633 9,073 9,535 Library Manager II OMA 6/29/2025 Monthly 619 7,817 8,216 8,633 9,074 9,538 10,023 Library Page OMEA 6/29/2025 Monthly 426 2,985 3,138 3,297 3,466 3,642 3,828 Library Services Director EM 6/29/2025 Monthly 713 12,491 13,129 13,797 14,502 15,241 16,018 Library Support Services Assistant OMEA 6/29/2025 Monthly 501 4,339 4,561 4,793 5,038 5,295 5,565 Library Tech & Support Services Mgr OMA 6/29/2025 Monthly 619 7,817 8,216 8,633 9,074 9,538 10,023 Library Technology Assistant OMEA 6/29/2025 Monthly 501 4,339 4,561 4,793 5,038 5,295 5,565 Library Technology Coordinator OMEA 6/29/2025 Monthly 561 5,853 6,152 6,465 6,795 7,142 7,505 Library Technology Specialist OMEA 6/29/2025 Monthly 541 5,297 5,568 5,851 6,150 6,463 6,793 Library Volunteer Coordinator OMEA 6/29/2025 Monthly 525 4,891 5,141 5,403 5,678 5,968 6,272 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 6/29/2025 Monthly 693 11,305 11,883 12,487 13,125 13,794 14,498 Network/Security Analyst SM 6/29/2025 Monthly 623 7,974 8,381 8,807 9,257 9,730 10,225 Office Assistant OMEA 6/29/2025 Monthly 475 3,812 4,006 4,210 4,425 4,650 4,887 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 6/29/2025 Monthly 673 10,232 10,755 11,302 11,879 12,485 13,121 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 6/29/2025 Monthly 594 6,900 7,253 7,621 8,010 8,419 8,848 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 Payroll Manager SM 6/29/2025 Monthly 642 8,766 9,215 9,682 10,177 10,696 11,242 Payroll Specialist OMA 6/29/2025 Monthly 573 6,214 6,530 6,864 7,214 7,582 7,969 Payroll Technician OMEA 6/29/2025 Monthly 563 5,911 6,213 6,530 6,863 7,213 7,581 347
Attachment B (Continued)
City of Orange
Citywide Pay Schedule - Revision Effective December 28, 2025 Approved by City Council on December 9, 2025
Classification Title Group Effective Salary Type Range Step A Step B Step C Step D Step E Step F Step G Step H Permit Supervisor OMA 6/29/2025 Monthly 594 6,900 7,253 7,621 8,010 8,419 8,848 Permit Technician OMEA 6/29/2025 Monthly 525 4,891 5,141 5,403 5,678 5,968 6,272 Plan Check Engineer OMEA 6/29/2025 Monthly 606 7,325 7,700 8,091 8,504 8,938 9,394 Plan Examiner Local 2384 6/30/2024 Monthly F639.5 8,481 8,905 9,350 9,818 10,309 Planning Technician OMEA 6/29/2025 Monthly 534 5,116 5,376 5,651 5,939 6,242 6,560 Planning Manager SM 6/29/2025 Monthly 693 11,305 11,883 12,487 13,125 13,794 14,498 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 6/29/2025 Monthly 794 18,714 19,671 20,671 21,726 22,835 23,999 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 627P 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 12/28/2025 Hourly 477 22.21 23.34 24.53 Police Reserve Officer II PT&LD 12/28/2025 Hourly 437 18.19 19.12 20.09 Police Reserve Officer III PT&LD 12/28/2025 Hourly 423 16.96 17.83 18.74 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 6/29/2025 Monthly 673 10,232 10,755 11,302 11,879 12,485 13,121 Principal Planner SM 6/29/2025 Monthly 662 9,685 10,181 10,698 11,244 11,818 12,420 Project Development Coordinator OMA 6/29/2025 Monthly 606 7,325 7,700 8,091 8,504 8,938 9,394 Project Engineer OMEA 6/29/2025 Monthly 616 7,700 8,094 8,505 8,940 9,396 9,874 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 6/29/2025 Monthly 642 8,766 9,215 9,682 10,177 10,696 11,242 Public Works Administrator SM 6/29/2025 Monthly 642 8,766 9,215 9,682 10,177 10,696 11,242 Public Works Director EM 6/29/2025 Monthly 748 14,873 15,634 16,428 17,268 18,148 19,073 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 6/29/2025 Monthly 594 6,900 7,253 7,621 8,010 8,419 8,848 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 6/29/2025 Monthly 624 8,014 8,423 8,851 9,303 9,779 10,276 Records Coordinator OMA 6/29/2025 Monthly 566 6,001 6,307 6,629 6,966 7,322 7,695 Recreation Services Activity Specialist PT&LD 7/1/2022 Hourly 489 23.58 24.78 26.05 Recreation Services Coordinator OMEA 6/29/2025 Monthly 542 5,324 5,595 5,881 6,181 6,496 6,827 Recreation Services Leader I PT&LD 12/28/2025 Hourly 423 16.96 17.83 18.74 Recreation Services Leader II PT&LD 12/28/2025 Hourly 443 18.74 19.70 20.71 Recreation Services Leader III PT&LD 12/28/2025 Hourly 463 20.71 21.77 22.88 Recreation Services Manager SM 6/29/2025 Monthly 663 9,734 10,232 10,752 11,300 11,878 12,482 Recreation Services Supervisor OMA 6/29/2025 Monthly 599 7,074 7,436 7,814 8,213 8,632 9,071 Risk Management Analyst SM 6/29/2025 Monthly 575 6,276 6,596 6,933 7,286 7,658 8,049 Risk Manager SM 6/29/2025 Monthly 677 10,438 10,972 11,529 12,118 12,736 13,386 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 6/29/2025 Monthly 597 7,004 7,362 7,736 8,131 8,546 8,981 Senior Administrative Analyst SM 6/29/2025 Monthly 622 7,934 8,340 8,763 9,211 9,681 10,174 Senior Assistant City Attorney SM 6/29/2025 Monthly 728 13,461 14,149 14,869 15,628 16,425 17,263 Senior Assistant to the City Manager SM 6/29/2025 Monthly 673 10,232 10,755 11,302 11,879 12,485 13,121 Senior Buyer OMA 6/29/2025 Monthly 581 6,467 6,796 7,144 7,508 7,890 8,293 Senior Civil Engineer OMA 6/29/2025 Monthly 658 9,494 9,980 10,487 11,022 11,585 12,175 Senior Code Compliance Officer OMEA 6/29/2025 Monthly 579 6,403 6,729 7,073 7,433 7,812 8,211 Senior Combo. Building Inspector OMEA 6/29/2025 Monthly 595 6,935 7,289 7,659 8,050 8,461 8,892 Senior Contract Administrator OMA 6/29/2025 Monthly 626 8,094 8,507 8,940 9,397 9,877 10,379 Senior Econ Development Project Mgr SM 6/29/2025 Monthly 668 9,980 10,490 11,023 11,586 12,178 12,798 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 6/29/2025 Monthly 589 6,730 7,074 7,433 7,813 8,212 8,630 Senior Finance Clerk OMEA 6/29/2025 Monthly 523 4,842 5,089 5,349 5,622 5,908 6,210 Senior Fire Inspection Specialist OMA 6/29/2025 Monthly 615 7,662 8,054 8,463 8,895 9,349 9,825 Senior GIS Analyst OMA 6/29/2025 Monthly 649 9,078 9,542 10,027 10,539 11,077 11,641 Senior Housing Manager SM 6/29/2025 Monthly 668 9,980 10,490 11,023 11,586 12,178 12,798 Senior Human Resources Analyst SM 6/29/2025 Monthly 634 8,423 8,854 9,304 9,779 10,278 10,802 348
Attachment B (Continued)
City of Orange
Citywide Pay Schedule - Revision Effective December 28, 2025 Approved by City Council on December 9, 2025
Group Key:

1. SUBJECT
Appointment to the Community Development Block Grant Program Committee and Investment Advisory Committee.

2. SUMMARY
Due to the expired term of Melissa Mikail, a scheduled vacancy exists on the Community Development Block Grant (CDBG) Program Committee. A Notice of Vacancy was posted in accordance with Government Code Section 54974.

The Investment Advisory Committee was reinstated in April 2024. Pursuant to Resolution No. 11536, the reinstated Committee shall consist of seven voting members with a term of two years. Four members have been appointed as of June 2025 leaving two remaining vacancies.

3. RECOMMENDED ACTION
Confirm Mayor Slater’s recommendation to appoint Perla Lozano to the CDBG Program Committee for a two-year term ending on June 30, 2027; and Al Zelinka to the Investment Advisory Committee for a two-year term ending on June 30, 2027.

City of Orange Page 1 of 1 Printed on 12/3/2025
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Agenda Item
Orange City Council
Item #: 7.1. 12/9/2025 File #: 25-0503

1. SUBJECT
Appointment to the Community Development Block Grant Program Committee and Investment Advisory Committee.

City of Orange Page 1 of 1 Printed on 12/3/2025
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Agenda Item
Orange City Council
Item #: 7.2. 12/9/2025 File #: 25-0639
TO: Honorable Mayor and Members of the City Council
THRU: Jarad Hildenbrand, City Manager
FROM: Pamela Coleman, City Clerk/City Clerk Services Director

1. SUBJECT
Appointment of Orange County Mosquito and Vector Control District Board of Trustees representative.

2. SUMMARY
The term of office for the City’s current representative, Sean Chavarria, expires on January 5, 2026.

The Board is requesting that the City reappoint Sean Chavarria, or a successor to him, for the next term of office.

3. RECOMMENDED ACTION
Appoint a representative to the Orange County Mosquito and Vector Control District Board of Trustees to a two-year term commencing at noon on January 5, 2026, and ending January 3, 2028.

4. ATTACHMENTS
· OCMVCD Letter
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Agenda Item
Orange City Council
Item #: 7.2. 12/9/2025 File #: 25-0639
TO: Honorable Mayor and Members of the City Council
THRU: Jarad Hildenbrand, City Manager
FROM: Pamela Coleman, City Clerk/City Clerk Services Director

1. SUBJECT
Appointment of Orange County Mosquito and Vector Control District Board of Trustees representative.

2. SUMMARY
The term of office for the City’s current representative, Sean Chavarria, expires on January 5, 2026.

The Board is requesting that the City reappoint Sean Chavarria, or a successor to him, for the next term of office.

4. ATTACHMENTS
· OCMVCD Letter
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354
Agenda Item
Orange City Council
Item #: 8.1. 12/9/2025 File #: 25-0660
TO: Honorable Mayor and Members of the City Council
FROM: Jarad Hildenbrand, City Manager

1. SUBJECT
Consider combining the annual Orange May Parade, Taste of Orange, and the Orange Plaza Rotary Club Car Show events.

2. SUMMARY
The Orange May Parade, Taste of Orange, and the Orange Plaza Rotary Club Car Show are family fun events that have been held in the springtime in the Old Towne Orange Plaza area for many years. Recently, the event organizers suggested the idea of hosting a collaborated two-day event over the first weekend of May as opposed to three individual dates. Staff is seeking City Council direction on whether the City should pursue a production agreement to combine all three events.

3. RECOMMENDED ACTION

1. Receive and file a presentation from Orange May Parade, Taste of Orange, and the Orange Plaza Rotary Car Show representatives requesting authorization to combine their respective events into a single two-day event over the first weekend of May.

2. Provide direction to staff.

4. FISCAL IMPACT
None.

5. STRATEGIC PLAN GOALS
Goal 3: Enhance Public Communication Strategy and Quality of Life.

6. DISCUSSION AND BACKGROUND
The Orange May Parade, Taste of Orange, and the Orange Plaza Rotary Club Car Show are family fun events that have been held in the springtime in and around the Old Towne Orange Plaza area for many years. Recently, all three event organizers suggested the idea of hosting a collaborated twoday event over the first weekend of May as opposed to three individual events.

Representatives from the three events would like to present the concept to the City Council, and after hearing the presentation, staff recommends the City Council direct staff on whether a production agreement for a combined event should be pursued.

Should the City Council direct staff to not move forward with a combined production agreement, then all three events will continue individually as has been done in the past.

7. ATTACHMENTS
· None
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Agenda Item
Orange City Council
Item #: 8.1. 12/9/2025 File #: 25-0660
TO: Honorable Mayor and Members of the City Council
FROM: Jarad Hildenbrand, City Manager

1. SUBJECT
Consider combining the annual Orange May Parade, Taste of Orange, and the Orange Plaza Rotary Club Car Show events.

3. RECOMMENDED ACTION

2. Provide direction to staff.

4. FISCAL IMPACT
None.

5. STRATEGIC PLAN GOALS
Goal 3: Enhance Public Communication Strategy and Quality of Life.

Should the City Council direct staff to not move forward with a combined production agreement, then all three events will continue individually as has been done in the past.

7. ATTACHMENTS
· None
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Agenda Item
Orange City Council
Item #: 9.1. 12/9/2025 File #: 25-0611
TO: Honorable Mayor and Members of the City Council
THRU: Jarad Hildenbrand, City Manager
FROM: Russell Bunim, Community Development Director

1. SUBJECT
Public Hearing to consider a Substantial Amendment to the Fiscal Year 2025-2026 Annual Action Plan that is included in the 2025-2029 Consolidated Plan to establish a Business Assistance Façade Program.

2. SUMMARY
A Substantial Amendment to the 2025-2026 Annual Action Plan, included as part of the 2025-2029 Consolidated Plan, proposing to establish a Community Development Business Façade Program aimed at enhancing commercial corridors within Community Development Block Grant eligible areas and allocate $150,000 in available unspent funding from Fiscal Years 2023, 2024 and 2026 to the program.

3. RECOMMENDED ACTION

1. Approve the Substantial Amendment to the 2025-2026 Annual Action Plan that is included in the 2025-2029 Consolidated Plan to create a Community Development Business Façade Program activity.

2. Allocate $100,000 to the Community Development Business Façade Program from the following sources:
a. $45,741 from the Fiscal Year 2025-2026 Community Development Business Assistance Program (Admin)
b. $36,973.89 from Fiscal Year 2022-2023 unspent entitlement funds c. $67,285.11 from Fiscal Year 2023-2024 unspent entitlement funds

3. Approve grant awards up to $50,000 for each eligible business.

4. Approve priority for eligible businesses providing 25% or more in matching funds.

5. Authorize staff to incorporate public comments received into the Substantial Amendment.

6. Authorize the City Manager or his designee to approve non-material changes to the Substantial Amendment if needed and execute any documents or agreements required by the Department of Housing and Urban Development.

7. Authorize staff to submit the Substantial Amendment to the Department of Housing and Urban Development.

4. FISCAL IMPACT
The expense for this activity is $150,000 and will be funded through Community Development Block Grant Fund (310).

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Item #: 9.1. 12/9/2025 File #: 25-0611

5. STRATEGIC PLAN GOALS
Goal 2: Enhance Economic Development and Achieve Fiscal Sustainability Goal 3: Enhance Public Communication Strategy and Quality of Life

6. DISCUSSION AND BACKGROUND
The U.S. Department of Housing and Urban Development (HUD) mandates that jurisdictions receiving annual entitlement funding through the Community Development Block Grant (CDBG) and HOME Investment Partnership (HOME) Programs develop a Consolidated Plan (Con Plan) every five years. The Con Plan is designed to establish the City’s housing and community development priorities, ensuring alignment with the objectives of the CDBG and HOME programs. Serving as a comprehensive strategic framework, the Con Plan enables the City to assess affordable housing and community development needs, evaluate market conditions, and make informed decisions based on data analysis.

On June 24, 2025, the City formally adopted the 2025-2029 Con Plan, which identified economic development as a high-priority objective. As part of the Con Plan, the 2025-2026 Annual Action Plan (AAP) included funding in the amount of $70,741 to support the creation of a Community Development Business Assistance Program aimed at advancing this priority. 2025-2026 Annual Action Plan
The Con Plan is executed through AAPs, which provides a detailed summary of the strategies, activities, and allocation of federal and non-federal resources each year to address the priorities identified in the Con Plan. The 2025-2029 Con Plan includes the 2025-2026 AAP, which is the first year of the five-year cycle.

Community Development Business Façade Program
The Community Development Department is proposing the establishment of a Business Façade Program aimed at revitalizing commercial corridors within eligible CDBG areas. The program would provide financial assistance to improve building exteriors visible from the public right-of-way, thereby enhancing neighborhood aesthetics and supporting local economic development.

Eligible improvements may include, but are not limited to:
· Architectural design services and related professional fees · Labor, materials, and fixtures
· Restoration of historical or architecturally significant façade elements · Gutters and downspouts
· Doors and windows
· Exterior painting, including murals
· Exterior lighting affixed to the building
· Siding and trim enhancements, including awnings and planter boxes · Soffit and fascia repairs
· Decorative fencing to improve curb appeal
· Display windows and lighting for retail, restaurant, or service businesses · Signage integrated into the building’s architectural design · Accessibility improvements for individuals with disabilities · Installation or repair of awnings or shade structures · Roofing repairs or replacement
· Interior blight remediation addressing code violations (e.g., accessibility, fire safety, mold) City of Orange Page 2 of 4 Printed on 12/1/2025
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Item #: 9.1. 12/9/2025 File #: 25-0611
The proposed program would provide grants of up to $50,000 per eligible business located within designated CDBG areas determined by the adopted and most current CDBG eligibility area map.

Staff is recommending that priority consideration be extended to businesses that contribute matching funds of 25% or more.

Proposed Funding
The funding for the Business Assistance Façade Program would not impact current projects and programs funded with CDBG. The funding for the program would come from the following sources:

1. $45,741 from the $70,741 allocated in the 2026-2027 AAP, included in the 2025-2029 Con Plan, for the development of a business assistance program (administration). The transfer will leave $25,000 for the administration and development of the program and keep the administration allowance within the administrative cap.

2. Unspent funds from Fiscal years 2023 and 2024 funded projects that had savings from their approved budgets in the following fiscal years:
a. $36,973.89 from Fiscal Year 2022-2023
b. $67,285.11 from Fiscal Year 2023-2024
Citizen Participation Process
The Citizen Participation Plan (CPP) outlines the procedures for citizen participation in the planning process of the Con Plan and AAP. Pursuant to the City’s CPP, the City shall amend the approved Consolidated Plan and Annual Action Plan when there is a:
· Substantial change (20% or more) in its allocation priorities or a substantial change in the method of distribution of funds takes place; or
· Carries out an activity, using funds from any program covered by the Con Plan (including program income) not previously described in the action plan; or has a · Substantial change in the purpose, scope, location, or beneficiaries of an activity.

The City of Orange applied its substantial change criteria based on the introduction of a new activity not previously included in the City Council approved 2025-2026 AAP. The proposed funding allocation exceeds 20% of the original allocation, constituting a substantial amendment under the City's adopted guidelines.

CDBG Committee Public Hearing
On October 16, 2025, the CDBG Committee held a public hearing to review the proposed establishment of a Business Assistance Façade Program. During the hearing, the Committee also considered and discussed additional business assistance initiatives, including:
· Microenterprise Assistance (five or fewer employees, including owner) including training and technical assistance, startup for LMI entrepreneurs
· Financial assistance for growth or job retention, including loans/grants for equipment, working capital, expansion; job creation or retention.
· Technical assistance for small businesses including business counseling or mentoring, City of Orange Page 3 of 4 Printed on 12/1/2025
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Item #: 9.1. 12/9/2025 File #: 25-0611
marketing, legal/accounting advice; procurement training · Job training and workforce development
In addition, the Committee discussed the advantages of a façade program, including:
· Visible community impact with tangible results that make storefronts more inviting, especially for older businesses with deteriorating buildings
· Revitalization of commercial corridors to increase foot traffic by making businesses more appealing and reduce commercial vacancies
· Do not have complex underwriting and job creation documentation, are lower risk for fraud, and easier to administer
· Create community pride for surrounding neighborhoods
· Buildings stay within the City of Orange
After deliberation, the Committee voted unanimously to recommend the establishment of a Business Assistance Façade Program and allocate $150,000 in available CDBG funds to support its implementation.
30-Day Public Review of Substantial Amendment
Copies of the Substantial Amendment were made available for a 30-day public review and comment period, beginning October 30, 2025, and concluding on December 1, 2025 on the City’s website and at the following locations:
· City Clerk’s Office - 300 East Chapman Avenue, Orange, CA 92866 · Community Development Department - 300 East Chapman Avenue, Orange CA 92866 · Orange Main Library - 407 East Chapman Avenue, Orange, CA 92866 · El Modena Branch Library - 380 S. Hewes Street, Orange, CA 92866 · Taft Branch Library - 740 East Taft Avenue, Orange, CA 92865 · City Website: www.cityoforange.org/our-city/departments/communitydevelopment/housing/cdbg No comments were received.

Staff recommends the approval of the Substantial Amendment to the 2025-2026 AAP, included in the 2025-2029 Con Plan, and the initial funding of $150,000 to implement the program.

7. ATTACHMENTS
· Substantial Amendment to the 2025-2026 Annual Action Plan · 2025-2029 Consolidated Plan
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Agenda Item
Orange City Council
Item #: 9.1. 12/9/2025 File #: 25-0611
TO: Honorable Mayor and Members of the City Council
THRU: Jarad Hildenbrand, City Manager
FROM: Russell Bunim, Community Development Director

3. RECOMMENDED ACTION

1. Approve the Substantial Amendment to the 2025-2026 Annual Action Plan that is included in the 2025-2029 Consolidated Plan to create a Community Development Business Façade Program activity.

3. Approve grant awards up to $50,000 for each eligible business.

4. Approve priority for eligible businesses providing 25% or more in matching funds.

5. Authorize staff to incorporate public comments received into the Substantial Amendment.

7. Authorize staff to submit the Substantial Amendment to the Department of Housing and Urban Development.

4. FISCAL IMPACT
The expense for this activity is $150,000 and will be funded through Community Development Block Grant Fund (310).

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Item #: 9.1. 12/9/2025 File #: 25-0611

5. STRATEGIC PLAN GOALS
Goal 2: Enhance Economic Development and Achieve Fiscal Sustainability Goal 3: Enhance Public Communication Strategy and Quality of Life

Eligible improvements may include, but are not limited to:
· Architectural design services and related professional fees · Labor, materials, and fixtures
· Restoration of historical or architecturally significant façade elements · Gutters and downspouts
· Doors and windows
· Exterior painting, including murals
· Exterior lighting affixed to the building
· Siding and trim enhancements, including awnings and planter boxes · Soffit and fascia repairs
· Decorative fencing to improve curb appeal
· Display windows and lighting for retail, restaurant, or service businesses · Signage integrated into the building’s architectural design · Accessibility improvements for individuals with disabilities · Installation or repair of awnings or shade structures · Roofing repairs or replacement
· Interior blight remediation addressing code violations (e.g., accessibility, fire safety, mold) City of Orange Page 2 of 4 Printed on 12/1/2025
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Item #: 9.1. 12/9/2025 File #: 25-0611
The proposed program would provide grants of up to $50,000 per eligible business located within designated CDBG areas determined by the adopted and most current CDBG eligibility area map.

Staff is recommending that priority consideration be extended to businesses that contribute matching funds of 25% or more.

CDBG Committee Public Hearing
On October 16, 2025, the CDBG Committee held a public hearing to review the proposed establishment of a Business Assistance Façade Program. During the hearing, the Committee also considered and discussed additional business assistance initiatives, including:
· Microenterprise Assistance (five or fewer employees, including owner) including training and technical assistance, startup for LMI entrepreneurs
· Financial assistance for growth or job retention, including loans/grants for equipment, working capital, expansion; job creation or retention.
· Technical assistance for small businesses including business counseling or mentoring, City of Orange Page 3 of 4 Printed on 12/1/2025
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Item #: 9.1. 12/9/2025 File #: 25-0611
marketing, legal/accounting advice; procurement training · Job training and workforce development
In addition, the Committee discussed the advantages of a façade program, including:
· Visible community impact with tangible results that make storefronts more inviting, especially for older businesses with deteriorating buildings
· Revitalization of commercial corridors to increase foot traffic by making businesses more appealing and reduce commercial vacancies
· Do not have complex underwriting and job creation documentation, are lower risk for fraud, and easier to administer
· Create community pride for surrounding neighborhoods
· Buildings stay within the City of Orange
After deliberation, the Committee voted unanimously to recommend the establishment of a Business Assistance Façade Program and allocate $150,000 in available CDBG funds to support its implementation.
30-Day Public Review of Substantial Amendment
Copies of the Substantial Amendment were made available for a 30-day public review and comment period, beginning October 30, 2025, and concluding on December 1, 2025 on the City’s website and at the following locations:
· City Clerk’s Office - 300 East Chapman Avenue, Orange, CA 92866 · Community Development Department - 300 East Chapman Avenue, Orange CA 92866 · Orange Main Library - 407 East Chapman Avenue, Orange, CA 92866 · El Modena Branch Library - 380 S. Hewes Street, Orange, CA 92866 · Taft Branch Library - 740 East Taft Avenue, Orange, CA 92865 · City Website: www.cityoforange.org/our-city/departments/communitydevelopment/housing/cdbg No comments were received.

Staff recommends the approval of the Substantial Amendment to the 2025-2026 AAP, included in the 2025-2029 Con Plan, and the initial funding of $150,000 to implement the program.

7. ATTACHMENTS
· Substantial Amendment to the 2025-2026 Annual Action Plan · 2025-2029 Consolidated Plan
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CITY OF ORANG

SUBSTANTIAL AMENDMENT TO THE
2025-2026 ANNUAL ACTION PLAN

BACKGROUND
Each year the US Department of Housing and Urban Development (HUD) provides funding for housing and community development programs to the City of Orange, specifically Community Development Block Grant (CDBG) and Home Investment Partnerships (HOME) Program funds. To receive these funds, the City must complete a report every five years called the Consolidated Plan.

The purpose of the Consolidated Plan is to identify the City of Orange’s housing and community development needs, priorities, goals, and strategies and to stipulate how funds will be allocated to housing and community development activities over the period of the Consolidated Plan.

The Consolidated Plan is implemented through the Annual Action Plans (AAP) which provide a comprehensive summary of the strategies, activities, and federal and nonfederal resources allocated each year to address the specific needs and objectives outlined in the Consolidated Plan. The 2025-2029 Consolidated Plan includes the first year of the 2025-2026 Annual Action Plan.

The City shall amend the approved Consolidated Plan and Annual Action Plans when:
 A substantial change (e.g., 20% or more) in its allocation priorities or a substantial change in the method of distribution of funds takes place; or  Carries out an activity, using funds from any program covered by the consolidated plan (including program income), not previously described in the action plan; or  Substantially change the purpose, scope, location, or beneficiaries of an activity.

The substantial change criteria utilized by the City of Orange in this case is determined by the addition of a new activity that was not previously considered by the Council for the use of HUD funding and in which the change would exceed:

1. 20% of the original allocations or when beneficiaries are impacted by the change; and/or

2. Carries out an activity, using funds from any program covered by the consolidated plan (including program income), not previously described in the action plan.

As required by Title I of the Cranston-Gonzalez National Affordable Housing Act, the City of Orange has submitted an Annual Action Plan for the 2025-2026 fiscal year. This 365
Substantial Amendment
2025-2026 Annual Action Plan
2025-2029 Consolidated Plan

Page 2 ends

Plan outlines the activities and expected allocation for this year. The City also has a Citizen Participation Plan which outlines procedures for citizen participation in the planning process of the Consolidated Plan and Annual Action Plan particularly those areas to be affected by the proposed funds.

AMENDMENT TO 2025-2026 ANNUAL ACTION PLAN INCLUDED IN THE 2025-2029

CONSOLIDATED PLAN
At the June 24, 2025, City Council meeting, members of the City Council approved the allocation of the HUD funds for the 2025-2026 fiscal year described in the 2025-2026 Annual Action Plan included in the 2025-2029 Consolidated Plan. This proposal is to create a new activity under CDBG and allocate funding to it described below:
 Business Assistance Façade Program
Create and implement a business façade improvement program to support eligible businesses with financial assistance to improve their store fronts visible from the right of way.
 Amount Allocation: $150,000
Fund program with $150,000 consisting of $45,741 from the Fiscal Year 2025- 2026 Annual Action Plan’s Community Development Assistance Program (Admin) and $36,973.89 from Fiscal Year 2023 and $67,285.11 from Fiscal Year 2024 available unspent funds.

These eligible activities are allowed under the CDBG guidelines and will support the City of Orange’s commitment to further economic development goals.

CITIZEN PARTICIPATION
HUD requires that entitlement communities provide the public with a 30-day comment period to provide residents and other interested parties an opportunity to provide input on the proposed Amendment. This public comment period will run from October 30, 2025, to December 2, 2025.

PUBLIC COMMENTS
The City of Orange will incorporate all comments during the 30-day comment period. 366
Executive Summary
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)

1. Introduction
The City of Orange Community Development Department annually receives federal funds through the US Department of Housing and Urban Development (HUD). Every five years, HUD requires all jurisdictions receiving federal funds to submit a Consolidated Plan (Con Plan). The plan helps define the City’s priorities, strategies, and goals for the five-year period.

The Consolidated Plan supports the objectives outlined in Title I of the Housing and Community Development Act of 1974, as amended, and the National Affordable Housing Act of 1990, as amended. It also aligns with HUD’s primary goals of creating sustainable urban communities by offering decent housing, providing a suitable living environment, and enhancing economic opportunities for individuals with low and moderate incomes.

The Consolidated Plan is for the period of July 1, 2025, through June 30, 2030. During this period, the City anticipates receiving Community Development Block Grant (CDBG) and HOME Investment Partnership Program (HOME).

The CDBG program provides funding to support community development activities such as public infrastructure improvement, economic development, and public services. HOME funds can be used for affordable housing development activities such as rehabilitation and new construction and tenant-based rental assistance for low-income individuals and families.

The City of Orange 2025-2030 Con Plan is organized around 5 sections: Needs Assessment (NA), Market Analysis (MA), Strategic Plan (SP), and 2025 Annual Action Plan (AP).

2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview
All HUD-funded projects must meet one of three National Objectives: primarily benefit low- and moderate-income persons, prevent or eliminate slum or blight; or meet other community development needs that address an urgent need to existing conditions posing a serious and immediate threat to the health or welfare of the community. The City’s five-year Con Plan strategic goals address housing and community needs including affordable housing, economic development, public facilities improvement, public services for low mod income persons, and fair housing.

Consolidated Plan ORANGE 2
OMB Control No: 2506-0117 (exp. 09/30/2021)
367

3. Evaluation of past performance
The City of Orange’s evaluation of past performance has been completed through its Annual Consolidated Annual Performance and Evaluation Report (CAPER) prepared at the end of each fiscal year. The documents compare the measurable goals and objectives to the actual performance. The review of the fifth and final year of the 2020-2025 Con Plan period will be conducted in the 2025 CAPER, which will be submitted to HUD in September 2025.

4. Summary of citizen participation process and consultation process Residents and stakeholders were included in the planning process and development of the Consolidated Plan in the following ways:

Community Needs Survey
The City of Orange conducted a community survey from August 2023 to December 2023, to gather input for its 2025-2029 Consolidated Plan. Over 180 residents participated. The survey featured 26 questions focused on identifying priority goals for the upcoming planning period.

Topics included housing needs, infrastructure and facilities needs, service needs, fair housing issues, economic development needs and transportation needs. The survey was conducted at city-wide events including National Night Out, Treats in the Streets, Tree Lighting, El Modena Neighborhood Outreach Day, and offered at the City’s public counters and website. The survey results offer valuable insights into the community’s needs and priorities.

Housing Summit
A Housing Summit was held in November 2023 to collect data to inform the Analysis of Impediments to Fair Housing Rights (AI) and the 5-Year Consolidated Plan. A Workbook was developed for Housing Summit participants to complete. The workbook responses were summarized to inform the AI and Con Plan. Approximately 42 individuals participated in the Housing Summit representing the following Organizations:
o OC Goodwill
o Jamboree Housing
o C&C Development
o The HUB OC
o Rescue Mission
o Love Orange
o Temporary Shelter
o Home Aid
o Building Partners
o Orange Housing Development Organization
Consolidated Plan ORANGE 3
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368
Public Hearing
Public Hearings on the Consolidated Plan (Con Plan) are held before the CDBG Committee and City Council to allow community members to provide input on local housing and development needs. These hearings help ensure that the City Council receives feedback on how federal funds should be allocated to address issues like affordable housing, homelessness, and public services, ensuring the plan aligns with the community's priorities and needs.  Public Meeting #1 and Presentation on the Draft Consolidated was held before the CDBG Committee on February 13, 2025
 Public Hearing #1 for the deliberation on the recommendation of funding for applicants applying for CDBG funding and first review of the Consolidated Plan was held before the CDBG Committee on March 13, 2025
 Public Meeting #2 and Presentation on the Draft Consolidated Plan was held before the City Council on April 8, 2025
 Public Hearing #2 for the adoption of the Consolidated Plan was held before the City Council on June 24, 2025

5. Summary of public comments
A public comment was received at the City Council meeting on April 8, 2025 to correct the draft 2025-2029 Consolidated Plan, clarifying that the City of Orange does not have any cold weather shelters and emphasizing the need for additional low and extremely low income housing units.

The request was incorporated into the Consolidated Plan.

6. N/A

7. Summary of comments or views not accepted and the reasons for not accepting them Summary
The priority needs identified from findings from community needs survey, housing summit and community meetings are as follows:

Affordable Rental Housing
 Increased supportive housing to assist homeless persons in the transition from homelessness, and to promote the provision of supportive housing to homeless persons to enable them to live as independently as possible.
 Increased senior housing units to accommodate the aging population.  Low-barrier housing is housing where a minimum number of expectations are placed on people who wish to live there. The aim is to have as few barriers as possible to allow more people access to services.
 Homeowner housing rehabilitation.

Consolidated Plan ORANGE 4
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369




Housing code enforcement.

Down payment assistance.

Rehabilitation of aging apartment buildings.

Accessibility to housing affordability.

Public Services




Senior services are a top priority in the city for the aging population.

Crime awareness, prevention and safety measures.

Youth services and childcare services.

Afterschool programs for youth engagement and development.

Homeless Populations Needs
 Homeless services including mental health and addiction services, permanent housing and transitional housing.

Public Facilities and Improvements







Increased Code Enforcement to address infrastructure needs.

Street improvements including undergrounding of utilities.

Parking facilities including parking permit programs.

Tree planting and urban greenery to enhance aesthetic and environmental quality.

Create a more bike friendly environment.

Mindfulness of segments of society that are most vulnerable to natural disasters.

Identify broadband internet problems throughout the city and provide equal access throughout the city.

Economic Development




Job creation and job-generating businesses to support local economic growth.

Small business loans.

Employment training.

Rehabilitation of commercial buildings.

Fair Housing Services
 Support for family/children, race, and anti-discrimination efforts.  Education and enforcement of anti-discrimination laws to ensure opportunities for all.
equal housing
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ORANGE 5
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The Process
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)

1. Describe agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.

Table 1 – Responsible Agencies
Narrative
The Community Development Department is the lead agency for the development of the Consolidated Plan and administers CDBG and HOME programs. The City is not a recipient of the Emergency Solutions Grant (ESG) to directly fund homeless related projects. The City of Anaheim is the lead agency for the Housing Opportunities for People with AIDS (HOPWA) Program and administers the Program for all jurisdictions in Orange County.

Consolidated Plan Public Contact Information
Jessica Herrera, Housing Manager
Community Development Department
300 East Chapman Avenue,
Orange, California 92866
Telephone: (714) 744-7270
Consolidated Plan ORANGE 6
OMB Control No: 2506-0117 (exp. 09/30/2021)
Agency Role Name Department/Agency
CDBG Administrator ORANGE Community Development
Department
HOME Administrator ORANGE Community Development
Department
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PR-10 Consultation – 91.100, 91.110, 91.200(b), 91.300(b), 91.215(I) and 91.315(I)

1. Introduction
Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(I)).

The City advertised the availability of CDBG and HOME funds, solicited input from nonprofit organizations, and encouraged residents to participate in the development of the 2025-2029 Consolidated Plan and the 2025-2026 Annual Action Plan. A housing summit was held on October 12, 2023 in which stakeholders from local organizations and agencies were invited by the City to engage in open dialogue regarding the following topics: CDBG funding, affordable housing development, fair housing law, homelessness needs, and vital social services. Furthermore, a needs assessment a survey was administered to learn about community needs and gaps.

Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness.

The City is not a recipient of homeless-related grants and therefore not a participant of Continuum of Care. However, the City takes part in a regional effort lead by the County of Orange to address homelessness in Orange and surrounding jurisdictions. The City is home to a regional healthcare cluster including UC Irvine Medical Center, Children's Hospital of Orange County (CHOC), and St. Joseph Hospital of Orange. Nonprofits such as Illumination Foundation and Family Solution Collaborative provide housing services to homeless families released from CHOC hospital and other Orange County hospitals.

If and when the City receives homeless grants that are eligible for housing services and case management services, they would consider allocating homeless funds to these groups. The City was the recipient of HOME American Rescue Program funds in 2022 and used the funding to support the Hub Resource Center (HRC) that provides resources, coordinates and facilitates continuum of care services, and assists with housing services to the City’s most vulnerable population.

Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards and evaluate outcomes, and develop funding, policies and procedures for the administration of HMIS The County of Orange is the lead agency for Continuum of Care and covers the Orange County jurisdiction, including 34 cities and Unincorporated Areas. Participation from County Consolidated Plan ORANGE 7
OMB Control No: 2506-0117 (exp. 09/30/2021)
372
departments and agencies, local governments, homeless, housing and supportive service providers, community groups (including non-profits, faith-based organizations, interested business leaders, schools, individuals with lived experience, and many other stakeholders) is welcomed and encouraged.

The City of Orange supports the County’s efforts to develop effective programs to address the needs of homeless individuals. To help address the issue and find ways to address the underlying problems that lead to homelessness, Orange has joined with the cities of Anaheim, Brea, Buena Park, Cypress, Fullerton, La Habra, La Palma, Placentia, Villa Park, Stanton, and Yorba Linda in an unprecedented partnership called the North Service Planning Area (SPA). 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.

The County has put together a Consolidated Plan, which identifies the Urban County of Orange’s overall housing and community development needs and outlines a strategy to address those needs. The City supports the Orange County Housing Authority (OCHA's) applications for HUD/VASH funding for homeless veterans. In addition, the City has provided funding to key homeless resources/services which include HomeAid’s Family Care Center operated by Mercy House and The HUB which feeds, clothes and provides services that support and enhance the quality of life for homeless individuals.

The City is not a recipient of ESG funds.

2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdictions consultations with housing, social service agencies and other entities
Consolidated Plan ORANGE 8
OMB Control No: 2506-0117 (exp. 09/30/2021)
373
Consolidated Plan ORANGE 9
OMB Control No: 2506-0117 (exp. 09/30/2021)
Agency/Group/Orga
nization
Agency/Group/Orga
nization Type
What section
of the Plan was
addressed by
Consultation?
How was the
Agency/Group/Organization consulted
and what are the anticipated outcomes
of the consultation or areas for
improved coordination?
Friendly Center, Inc. Services-Children
Services-Elderly
Persons
Anti-poverty
Strategy
Friendly Center participated in the public
workshops and public hearing during the
needs assessment process and
completed needs assessment survey.

Assistance League of
Orange
Services-Children
Services-Education
Anti-poverty
Strategy
Assistance League of Orange
participated in the public workshops and
public hearing during the needs
assessment process and completed
needs assessment survey.

Building Partners Housing Developer Housing Need
Assessment
Homeless
Strategy
Strategic Plan
Building Partners participated in the
Housing Summit and needs assessment
survey.

C&C Development Housing Developer Housing Need
Assessment
Homeless
Strategy
Strategic Plan
C&C Development participated in the
Housing Summit and needs assessment
survey.
374
Consolidated Plan ORANGE 10
OMB Control No: 2506-0117 (exp. 09/30/2021)
County of Orange Housing Services -
Housing ServicesChildren ServicesElderly Persons
Services-Persons with
Disabilities Serviceshomeless ServicesHealth Health Agency Other government -
County
Housing Need
Assessment
Public Housing
Needs
Homelessness
Strategy
Homeless
Needs -
Chronically
homeless
Homeless
Needs -
Families with
children
Homelessness
Needs -
Veterans
Homelessness
Needs -
Unaccompanie
d youth Antipoverty
Strategy
Various County agencies (i.e, Housing
Authorities, Office of Care Coordination,
Social Services Agency, Health Care
Agency, Community Resources, and
Housing and Community Development)
participated in the Needs Assessment
Survey and Housing Summit.

HomeAid Nonprofit housing
developer –
Emergency shelter
provider
Housing Need
Assessment
Homeless
Strategy
Strategic Plan
HomeAid participated in the Housing
Summit and needs assessment survey.

The HUB OC Services-Children
Services-Elderly
Persons-ServicesPersons with
disabilities-Servicesvulnerable
communities
Anti-poverty
strategy
Housing Need
Assessment
Homeless
Strategy
Strategic Plan
The Hub OC participated in the public
meeting, public hearing during the needs
assessment process, Housing Summit
and completed needs assessment
survey.

Jamboree Housing Nonprofit housing
developer
Housing Need
Assessment
Homeless
Strategy
Strategic Plan
Jamboree Housing participated in the
Housing Summit and needs assessment
survey.

Love Orange Services-Children
Services-Elderly
Persons-ServicesPersons with
disabilities-Servicesvulnerable
communities
Anti-poverty
strategy
Housing Need
Assessment
Homeless
Strategy
Love Orange participated in the Housing
Summit and needs assessment survey.
375
Table 2 – Agencies, groups, organizations who participated Identify any Agency Types not consulted and provide rationale for not consulting The City consulted all known local agencies and organizations involved in activities that are relevant to the preparation of this Consolidated Plan.

Other local/regional/state/federal planning efforts considered when preparing the Plan Table 3 – Other local / regional / federal planning efforts Describe cooperation and coordination with other public entities, including the State and any adjacent units of general local government, in the implementation of the Consolidated Plan (91.215(l))
Consolidated Plan ORANGE 11
OMB Control No: 2506-0117 (exp. 09/30/2021)
OC Goodwill Services – workforce
development
Housing Need
Assessment
Non-Homeless
Special Needs
Strategic Plan
OC Goodwill participated in the Housing
Summit and needs assessment survey.

OC Rescue Mission Services-Children
Services-Elderly
Persons-ServicesPersons with
disabilities-Servicesvulnerable
communities
Housing Need
Assessment
Non-Homeless
Special Needs
Strategic Plan
OC Rescue Mission participated in the
Housing Summit and needs assessment
survey.

Orange Housing
Development
Corporation (OHDC)
Non-profit housing
developer
Housing Need
Assessment
Homeless
Strategy
Strategic Plan
OHDC participated in the Housing
Summit and needs assessment survey.

Temporary Shelter Emergency Shelter
Provider
Housing Need
Assessment
Homeless
Strategy
Strategic Plan
Temporary Shelter participated in the
Housing Summit and needs assessment
survey.

Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the
goals of each plan?
Continuum of Care County of Orange Homelessness strategy Housing Element City of Orange Housing Affordability Policies and Programs
376
The City worked with the Orange County Housing Authority (OCHA), the Orange County Office of Care Coordination, and the Orange County Social Services Agency during the preparation of the Consolidated Plan.

Narrative (optional):

Consolidated Plan ORANGE 12
OMB Control No: 2506-0117 (exp. 09/30/2021)
377
PR-15 Citizen Participation – 91.105, 91.115, 91.200(c) and 91.300(c)

1. Summary of citizen participation process/Efforts made to broaden citizen participation. Summarize citizen participation process and how it impacted goal-setting.

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 Clerk and Community Development counters. To maximize outreach opportunities, the City also conducted the survey at the 2023 National Night Out, Treats in the Streets, and Annual Tree Lighting events 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 and facilities needs including broadband, service needs, fair housing needs, economic development needs, and transportation needs.

The City advertised the availability of CDBG and HOME funds, held one public hearing (March 13, 2025) and one public meeting (February 13, 2025) before the CDBG program advisory body and a public meeting (April 8, 2025) and a public hearing before the City Council (June 24, 2025). The City collected input from local nonprofit agencies, and encouraged residents to participate in the development of the 2025- 2029 Consolidated Plan and the 2025-26 Annual Action Plan. The City provided the needs assessment survey in English and Spanish at various public and nonprofit service counters and on the City's website. The City considered the survey responses when setting program goals and priorities.

Consolidated Plan ORANGE 13
OMB Control No: 2506-0117 (exp. 09/30/2021)
378
Consolidated Plan ORANGE 14
OMB Control No: 2506-0117 (exp. 09/30/2021)
Citizen
Participation
Outreach
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
1 Newspaper Ad Nontargeted/broad
community

N/A N/A N/A N/A
2 Letters to Public
Service Agencies
Invitation to 78
different fair
housing service
organizations
across Orange
County to
participate in focus
groups and
interviews.

Four one-on-one
interviews and two
focus groups were
conducted during
the preparation of
the Analysis of
Impediments.

Comments
comprised of the
fair housing issues
frequently
encountered by the
organizations, the
underlying causes
for those issues,
and ongoing efforts
currently to
address them.

All comments received
were considered in the
preparation of this
report.

N/A
3 Community
Meetings
(In person and
virtual)
City residents,
interested
organizations
The City and
County,
respectively,
provided
opportunities to
engage via inperson and online
to accommodate
various residents’
needs.

Citizen input and
comments will be
included in the Con
Plan.

All comments were
accepted.

N/A
379
Table 4 – Citizen Participation Outreach
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ORANGE 15
Citizen
Participation
Outreach
Mode of
Outreach
Target of
Outreach
Summary of
response/attendance
Summary of
comments received
Summary of comments
not accepted
and reasons
URL (If
applicable)
4 Internet
Outreach
Nontargeted/broad
community
185 survey
respondents
participated.

Comments
comprised of
needs for
affordable rental
housing units,
improvements to
public facilities,
and homeless
shelters.

All comments received
were considered in the
preparation of this
report.

N/A
380
Needs Assessment
NA-05 Overview
Needs Assessment Overview
The City of Orange held a housing summit in October of 2023 and promoted a community outreach survey to collect input from the public on housing and community needs. Based on the needs that were identified during the community outreach process, as well as data from the 2020 American Community Survey (5-year estimate) and 2016 – 2020 Comprehensive Housing Affordability Strategy (CHAS), priority needs, goals, and objectives for the Consolidated Plan were identified.

1. 2.

3. 4.

5. 6.

7. Economic Development
Affordable Rental Housing
Public Services
Homeless Population Needs
Public Capital and Infrastructure Improvements
Fair Housing Services
Tenant Based Rental Assistance
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ORANGE 16
381
NA-10 Housing Needs Assessment - 24 CFR 91.205
Summary of Housing Needs
The Housing Needs Assessment section of this Consolidated Plan utilizes data from the 2016- 2020 American Community Survey (ACS) 5-year estimates as well as 2016-2020 Comprehensive Housing Affordability Strategy (CHAS) data from HUD. The City’s total population is currently 139,320, a less than 1% decrease since 2009. Incidentally, the number of households actually increased slightly by 2%. Small family households make up the largest household group at 47%.

Moreover, the two senior household categories (62 years to 74 years and 75 years and older) combined in the extremely low-income category is larger than the non-senior households. From this data, we can infer that affordable senior rental housing is a need in the community. The statistical data from the 2016-2020 ACS 5-year estimates on demographics, income, and housing reveals the following key information:






Median household income is $96,605.

Median house price is $680,300.

Median monthly rent is $1,751.

More than half of the City’s housing units are owner-occupied (59.2%).

Almost 39% of the City’s population makes less than $75,000.

Approximately 10.3% of the City’s population lives below the poverty rate.

Table 5 - Housing Needs Assessment Demographics
Data Source: 2000 Census (Base Year), 2016-2020 ACS (Most Recent Year) Number of Households Table
Consolidated Plan ORANGE 17
OMB Control No: 2506-0117 (exp. 09/30/2021)
Demographics Base Year: 2009 Most Recent Year: 2020 % Change Population 139,760 139,320 -0%
Households 42,680 43,325 2%
Median Income $78,513.00 $96,605.00 23%
0-30%
HAMFI
>30-50%
HAMFI
>50-80%
HAMFI
>80-100%
HAMFI
>100%
HAMFI
Total Households 6,070 5,195 8,800 4,805 18,450
Small Family Households 1,705 2,325 3,550 1,845 10,790
Large Family Households 615 510 1,185 715 1,975
Household contains at least one
person 62-74 years of age 1,250 1,290 2,115 1,570 4,230 Household contains at least one
person age 75 or older 1,245 770 995 475 1,410
382
Table 6 - Total Households Table
Data
Source:
2016-2020 CHAS
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ORANGE 18
0-30%
HAMFI
>30-50%
HAMFI
>50-80%
HAMFI
>80-100%
HAMFI
>100%
HAMFI
Households with one or more
children 6 years old or younger 1,110 854 1,330 700 1,415 383
Housing Needs Summary Tables

1. Housing Problems (Households with one of the listed needs) Consolidated Plan ORANGE 19
OMB Control No: 2506-0117 (exp. 09/30/2021)
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Substandard
Housing -
Lacking
complete
plumbing or
kitchen
facilities 140 100 35 40 315 15 10 0 0 25
Severely
Overcrowded -
With >1.51
people per
room (and
complete
kitchen and
plumbing) 280 100 235 45 660 0 15 35 115 165
Overcrowded -
With 1.01-1.5
people per
room (and
none of the
above
problems) 405 340 430 180 1,355 45 55 110 30 240
Housing cost
burden greater
than 50% of
income (and
none of the
above
problems) 2,090 925 440 0 3,455 1,295 885 1,020 70 3,270 384
Table 7 – Housing Problems Table
Data
Source:
2016-2020 CHAS

2. Housing Problems 2 (Households with one or more Severe Housing Problems: Lacks kitchen or complete plumbing, severe overcrowding, severe cost burden) Table 8 – Housing Problems 2
Data
Source:
2016-2020 CHAS
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ORANGE 20
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
Housing cost
burden greater
than 30% of
income (and
none of the
above
problems) 360 980 1,800 455 3,595 150 650 1,050 725 2,575 Zero/negative
Income (and
none of the
above
problems) 295 0 0 0 295 50 0 0 0 50
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Having 1 or more
of four housing
problems 2,915 1,465 1,140 265 5,785 1,350 965 1,165 215 3,695 Having none of
four housing
problems 1,155 1,260 3,445 2,100 7,960 650 1,505 3,055 2,225 7,435 Household has
negative income,
but none of the
other housing
problems 0 0 0 0 0 0 0 0 0 0
385

3. Cost Burden > 30%
Table 9 – Cost Burden > 30%
Data
Source:
2016-2020 CHAS

4. Cost Burden > 50%
Table 10 – Cost Burden > 50%
Data
Source:
2016-2020 CHAS

5. Crowding (More than one person per room)
Consolidated Plan ORANGE 21
OMB Control No: 2506-0117 (exp. 09/30/2021)
Renter Owner
0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total 0-30%
AMI
>30-50%
AMI
>50-80%
AMI
Total

NUMBER OF HOUSEHOLDS
Small Related 1,130 1,285 985 3,400 400 640 665 1,705
Large Related 505 305 185 995 60 130 265 455
Elderly 665 325 385 1,375 855 625 900 2,380
Other 935 445 795 2,175 160 200 285 645
Total need by
income
3,235 2,360 2,350 7,945 1,475 1,595 2,115 5,185
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total

NUMBER OF HOUSEHOLDS
Small Related 0 0 410 410 345 325 0 670
Large Related 0 0 115 115 60 60 50 170
Elderly 485 135 25 645 775 360 600 1,735
Other 0 855 365 1,220 145 0 0 145
Total need by
income
485 990 915 2,390 1,325 745 650 2,720
Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total

NUMBER OF HOUSEHOLDS
Single family
households 680 390 550 200 1,820 45 60 90 95 290
Multiple,
unrelated family
households 14 65 120 34 233 0 10 55 49 114
386
Table 11 – Crowding Information – 1/2
Data
Source:
2016-2020 CHAS
Table 12 – Crowding Information – 2/2
Describe the number and type of single person households in need of housing assistance.

It is important to note that the “other” classification in Tables 9, 10, and 11 is attributed to “single-person households.” 2016 – 2020 CHAS data for “low-income or below” (i.e. – making less than 80% AMI) and “single - person households” under the categories for “cost burden greater than 30%, “cost burden greater than 50%”, and “crowding” indicates the following observations. Based on this information, there is a need for more affordable studios or 1- bedroom apartments for low income, single-person households.

1. 2.

Single-person households that are considered “low income or below” and “renters” make up roughly one third of the low-income household renters that report facing cost burden.

Cost burden greater than 30% - 2,175 single-person households with incomes less than 80% of AMI pay more than 30% of their income on rental housing expenses.

Cost burden greater than 50% - 1,220 single-person households with incomes less than 80% of AMI pay more than 50% of their income on rental housing expenses.

Estimate the number and type of families in need of housing assistance who are disabled or victims of domestic violence, dating violence, sexual assault, and stalking.

The City does not allocate funding to the Section 8 program operated by the Orange County Housing Authority. Therefore, the City does not have access to the data collected from the Consolidated Plan ORANGE 22
OMB Control No: 2506-0117 (exp. 09/30/2021)
Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
Other, non-family
households 30 44 0 10 84 0 0 0 0 0
Total need by
income
724 499 670 244 2,137 45 70 145 144 404
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
Households
with Children
Present

N/A N/A N/A N/A N/A N/A N/A N/A
387
applicants through the Section 8 program to provide specific information on the number and types of families in need of Section 8 vouchers. Furthermore, the Orange County Housing Authority does not collect this type of information for families participating in the Section 8 program.

What are the most common housing problems?
Among renters, the most prevalent issue is housing cost burden greater than 30% of income, with 3,595 households affected, predominantly in the 50 - 80% AMI range. Additionally, 3,455 renter households face a housing cost burden greater than 50% of their income, 60% of which are in the 0 – 30% AMI income bracket. Similarly, overcrowding and severe overcrowding are more prevalent amongst lower income renting households. The most prevalent housing issue for owners is housing cost burden greater than 50%. Once again, the majority of owner households (40%) that reported a cost burden greater than 50% are in the extremely low-income (0 – 30% AMI) bracket.

Overall, the data reflects a shortage of affordable rental housing for households that make less than 30% of the Area Median Income.

Are any populations/household types more affected than others by these problems? Special needs populations such as the elderly are more susceptible to housing problems. For example, there are 485 renter households in the City of Orange that make less than 30% of the Area Median Income and report a housing cost burden greater than 50%, 100% of which are elderly households.

Describe the characteristics and needs of Low-income individuals and families with children (especially extremely low-income) who are currently housed but are at imminent risk of either residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also discuss the needs of formerly homeless families and individuals who are receiving rapid re-housing assistance and are nearing the termination of that assistance
The City of Orange does not receive funds to specifically address the needs of the homeless but rather works in collaboration with the County and surrounding jurisdictions to do such. Several nonprofits operate within Orange to provide support and resources to individuals or families who are at risk of becoming homeless, such as Mercy House and the Hub Resource Center.

If a jurisdiction provides estimates of the at-risk population(s), it should also include a description of the operational definition of the at-risk group and the methodology used to generate the estimates:

Not applicable.

Consolidated Plan ORANGE 23
OMB Control No: 2506-0117 (exp. 09/30/2021)
388
Specify particular housing characteristics that have been linked with instability and an increased risk of homelessness
The high cost of housing is a significant factor in the instability and increased risk of homelessness in the City of Orange. As previously mentioned, the median home value in Orange is $680,300, which is 196% increase from the national median of $229,800. Similarly, the median monthly rent in the City of Orange is $1,751 compared to the national median of $929.

Discussion
Refer to the sections above.

Consolidated Plan ORANGE 24
OMB Control No: 2506-0117 (exp. 09/30/2021)
389
NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2) Assess the need of any racial or ethnic group that has a disproportionately greater need in comparison to the needs of that category of need as a whole.

Introduction
The City’s primary racial or ethnic group is White including White Hispanics. A disproportionately greater housing need exists when members of a racial or ethnic group at an income level experience housing problems at a greater rate (10% or more) than the income level as a whole.

The following tables identify the presence of one or more housing problems among households of differing race/ethnicities and income levels, with the analysis that follows identifying any racial/ethnic group having evidence of a disproportionate housing need. 0%-30% of Area Median Income
Table 13 - Disproportionally Greater Need 0 - 30% AMI
Data
Source:
2016-2020 CHAS
*The four housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4. Cost Burden greater than 30%.
30%-50% of Area Median Income
Consolidated Plan ORANGE 25
OMB Control No: 2506-0117 (exp. 09/30/2021)
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 4,770 1,300 0
White 1,975 675 0
Black / African American 135 10 0
Asian 710 250 0
American Indian, Alaska Native 0 20 0
Pacific Islander 0 0 0
Hispanic 1,800 335 0
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 4,055 1,140 0
White 1,875 635 0
390
Table 14 - Disproportionally Greater Need 30 - 50% AMI
Data
Source:
2016-2020 CHAS
*The four housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4. Cost Burden greater than 30%.
50%-80% of Area Median Income
Table 15 - Disproportionally Greater Need 50 - 80% AMI
Data
Source:
2016-2020 CHAS
*The four housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4. Cost Burden greater than 30%.

Consolidated Plan ORANGE 26
OMB Control No: 2506-0117 (exp. 09/30/2021)
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Black / African American 30 10 0
Asian 380 175 0
American Indian, Alaska Native 0 0 0
Pacific Islander 45 0 0
Hispanic 1,670 305 0
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 5,150 3,650 0
White 2,245 1,885 0
Black / African American 175 55 0
Asian 795 270 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 1,890 1,235 0
391
80%-100% of Area Median Income
Table 16 - Disproportionally Greater Need 80 - 100% AMI Data
Source:
2016-2020 CHAS
*The four housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person per room, 4. Cost Burden greater than 30%.

Discussion
The tables above identify the presence of one or more housing problems (lacks complete kitchen, lacks complete plumbing, overcrowding at > 1 person per room, or overpayment at > 30%) for different racial/ethnic groups within a given income category. The following summarizes the results of these CHAS tables and identifies groups experiencing disproportionate housing need in the City of Orange.
0 – 30% of Area Median Income


79% of extremely low-income households in the City of Orange have one or more housing problems, 38% of these households identified as Hispanic.

The highest incidence of housing problems amongst extremely low-income households is experienced by Black/African American households at 93% although they only make up roughly 2% of the total 6,070 extremely low-income households. 30 – 50% of Area Median Income
 The highest incidence of housing problems amongst low-income households is experienced by Pacific Islanders (100%), Black/African Americans (75%), and White Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ORANGE 27
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 1,665 3,140 0
White 815 1,805 0
Black / African American 40 10 0
Asian 180 255 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 10 0
Hispanic 535 955 0
392


households (75%). Despite these numbers, Pacific Islanders and Black/African American households each only make up less than 1 percent of this income group.

Similar to the last income group, zero households reported no or negative income without the presence of at least one other housing problem.

Of the 1,975 Hispanic households in this income group, 85% experienced one or more housing problems.
50 – 80% of Area Median Income



76% of Black/African American households in this income group experienced one or more of the four housing problems despite only making up 3% of this income group. 75% of Asian households in this income group experienced one or more housing problems while making up 12% of the total group.
59% of median income households in the City of Orange have housing problems, with high incidences among all racial groups, ranging from 54% (White) to 76% (Black/African American).
60% of Hispanic households in the median income bracket have housing problems.

Hispanic households make up 36% of the total households in this income group. 80 – 100% of Area Median Income



35% of median income households in the City of Orange have housing problems with incidences amongst racial groups ranging from 0% to 80%.

The highest incidence of housing problems (80%) in this income group is experienced by Black/African American households although they only make up 1% of median income households in the City. Asian households make up 9% of this income group yet 41% experience housing problems.

There are only 10 Pacific Islander households in the median income bracket, none of them experience housing problems.

Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ORANGE 28
393
NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2)
Assess the need of any racial or ethnic group that has a disproportionately greater need in comparison to the needs of that category of need as a whole.

Introduction
While the City is predominately White (69%) and race plays a role in determining if a household is more susceptible to housing problems, severe housing problems are tightly linked to income levels as well as race and ethnicity.

A disproportionately greater housing need exists when the members of a racial or ethnic group at an income level experience housing problems at a greater rate (10% or more) than the entire income bracket. The following tables identify the presence of severe housing problems among households of differing race/ethnicities and income levels, with the analysis that follows identifying any racial/ethnic group evidencing a disproportionate housing need. 0%-30% of Area Median Income
Table 17 – Severe Housing Problems 0 - 30% AMI
Data
Source:
2016-2020 CHAS
*The four severe housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4. Cost Burden over 50%.

Consolidated Plan ORANGE 29
OMB Control No: 2506-0117 (exp. 09/30/2021)
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 4,265 1,805 0
White 1,720 935 0
Black / African American 110 40 0
Asian 630 335 0
American Indian, Alaska Native 0 20 0
Pacific Islander 0 0 0
Hispanic 1,690 450 0
394
30%-50% of Area Median Income
Table 18 – Severe Housing Problems 30 - 50% AMI
Data
Source:
2016-2020 CHAS
*The four severe housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4. Cost Burden over 50%.
50%-80% of Area Median Income
Table 19 – Severe Housing Problems 50 - 80% AMI
Data
Source:
2016-2020 CHAS
*The four severe housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4. Cost Burden over 50%.

Consolidated Plan ORANGE 30
OMB Control No: 2506-0117 (exp. 09/30/2021)
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 2,430 2,765 0
White 1,085 1,425 0
Black / African American 30 10 0
Asian 280 270 0
American Indian, Alaska Native 0 0 0
Pacific Islander 45 0 0
Hispanic 960 1,015 0
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 2,305 6,500 0
White 765 3,365 0
Black / African American 80 150 0
Asian 375 690 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 1,070 2,065 0
395
80%-100% of Area Median Income
Table 20 – Severe Housing Problems 80 - 100% AMI
Data
Source:
2016-2020 CHAS
*The four severe housing problems are:

1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons per room, 4. Cost Burden over 50%.

Discussion
The tables above identify the presence of one or more severe housing problems (lacks complete kitchen facilities, lacks complete plumbing facilities, overcrowding at more than 1.5 persons per room, or cost burden over 50%) for different racial/ethnic groups within a given income category.

The following summarizes the results of these CHAS data tables and identifies groups experiencing disproportionate housing need in the City of Orange. 0 – 30% AMI



70% of extremely low-income households in the City of Orange, as a whole, have one or more severe housing problems.
73% of Black/African American households in this income group experience severe housing problems, although they only make up 2% of the total 6,070 extremely lowincome households. Similarly, 65% of Asian households in this income group have severe housing problems, accounting for 16% of the total.

There are 20 American Indian or Alaska Native households in this income bracket, none of which reported severe housing problems.

Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ORANGE 31
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 480 4,325 0
White 150 2,475 0
Black / African American 0 50 0
Asian 50 380 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 10 0
Hispanic 280 1,210 0
396
 Hispanic households face severe housing problems at a rate of 79%, representing 35% of the total households in this group.
30 – 50% AMI



47% of low-income households in the City of Orange have one or more housing problems.

There are only 45 Pacific Islander households and 40 Black/African American households in the low-income group, respectively making up roughly 1% of the total 5,195 lowincome households. However, these groups have the highest incidence of severe housing problems. 100% of Pacific Islander households and 75% of Black/African American lowincome households reported severe housing problems. 51% of Asian households in this income group have severe housing problems, accounting for 11% of the total.
50 – 80% AMI


26% of households in the 50-80% AMI range report having one or more severe housing problems.

The highest incidence of severe housing problems in the moderate-income bracket is found among Black/African American (35%) and Asian households (35%), although Black/African American households only make up 3% of moderate income households and Asian households only make up 12%
80 – 100% AMI




10% of households in the median income level report severe housing problems. 6% of White households in this income group experience severe housing problems, making up the largest portion of the total households at 2,625, which represents 55% of the total.
12% of Asian households in this income group have severe housing problems, accounting for 430 households and 9% of the total.

Black/African American households comprised approximately 1% of this income group, while Pacific Islander households accounted for less than 0.5%. Although neither group experienced severe housing problems within this category, they remain at greater risk in lower income brackets. This trend highlights the intersectionality of income level and race/ethnicity in assessing a household’s vulnerability to severe housing challenges.

Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ORANGE 32
397
NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2) Assess the need of any racial or ethnic group that has a disproportionately greater need in comparison to the needs of that category of need as a whole.

Introduction:

The data indicates that White (including non-Hispanic) households earning less than 30% of Area Median Income (AMI) experience housing cost burden at a disproportionate rate, making up 56% of housing burdened households in this income category. Roughly one out of four of the households earning less than 30% of AMI identify as Hispanic. For income levels between 30% to 50% AMI and more than 50% of AMI, the impact of housing cost burdens affects higher percentages of White households followed by Hispanic and then Asian households.

Housing Cost Burden
Table 21 – Greater Need: Housing Cost Burdens AMI
Data
Source:

Discussion:
2016-2020 CHAS
Please refer to the narrative above.

Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ORANGE 33
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
398
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).

Consolidated Plan ORANGE 34
OMB Control No: 2506-0117 (exp. 09/30/2021)
399
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
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)
Consolidated Plan ORANGE 35
OMB Control No: 2506-0117 (exp. 09/30/2021)
Program Type
Certificate ModRehab
Public
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 10 400
Characteristics of Residents
Table 23 – Characteristics of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)
Consolidated Plan ORANGE 36
OMB Control No: 2506-0117 (exp. 09/30/2021)
Program Type
Certificate ModRehab
Public
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
401
Race of Residents
Table 24 – Race of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)
Ethnicity of Residents
Table 25 – Ethnicity of Public Housing Residents by Program Type Data Source: PIC (PIH Information Center)
Consolidated Plan ORANGE 37
OMB Control No: 2506-0117 (exp. 09/30/2021)
Program Type
Race Certificate ModRehab
Public
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 Program Type
Ethnicity Certificate ModRehab
Public
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 402
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.

Consolidated Plan ORANGE 38
OMB Control No: 2506-0117 (exp. 09/30/2021)
403
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.

Consolidated Plan ORANGE 39
OMB Control No: 2506-0117 (exp. 09/30/2021)
404
Nature and Extent of Homelessness: (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.

Consolidated Plan ORANGE 40
OMB Control No: 2506-0117 (exp. 09/30/2021)
Race: Sheltered: Unsheltered (optional)
Ethnicity: Sheltered: Unsheltered (optional)
405
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).

Consolidated Plan ORANGE 41
OMB Control No: 2506-0117 (exp. 09/30/2021)
406
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.

Consolidated Plan ORANGE 42
OMB Control No: 2506-0117 (exp. 09/30/2021)
407
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 Consolidated Plan ORANGE 43
OMB Control No: 2506-0117 (exp. 09/30/2021)
408
to those in need; and the Assistance League of Orange, an organization that provides uniforms and supplies to low-income children.

Consolidated Plan ORANGE 44
OMB Control No: 2506-0117 (exp. 09/30/2021)
409
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.

Consolidated Plan ORANGE 45
OMB Control No: 2506-0117 (exp. 09/30/2021)
410
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
Table 26 – Residential Properties by Unit Number
Data Source: 2016-2020 ACS
Unit Size by Tenure
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 Consolidated Plan ORANGE 46
OMB Control No: 2506-0117 (exp. 09/30/2021)
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%
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%
411
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:

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% Consolidated Plan ORANGE 47
OMB Control No: 2506-0117 (exp. 09/30/2021)
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
412
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.

Consolidated Plan ORANGE 48
OMB Control No: 2506-0117 (exp. 09/30/2021)
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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
Table 28 – Cost of Housing
Data Source: 2000 Census (Base Year), 2016-2020 ACS (Most Recent Year) Table 29 - Rent Paid
Data Source: 2016-2020 ACS
Housing Affordability
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Base Year: 2009 Most Recent Year: 2020 % Change
Median Home Value 534,300 680,300 27%
Median Contract Rent 1,469 1,751 19%
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%
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
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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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
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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. 2.

3. 4.

Lack of complete kitchen facility
Lack of complete plumbing facility
More than one person per room
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
Table 32 - Condition of Units
Data Source: 2016-2020 ACS
Year Unit Built
Table 33 – Year Unit Built
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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%
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%
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Data Source: 2016-2020 CHAS
Risk of Lead-Based Paint Hazard
Table 34 – Risk of Lead-Based Paint
Data Source: 2016-2020 ACS (Total Units) 2016-2020 CHAS (Units with Children present) Vacant Units
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 Consolidated Plan ORANGE 52
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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% 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
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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
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 Consolidated Plan ORANGE 54
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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
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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.

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

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

Discussion:

The city does not operate or own public housing units.

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Public Housing Development Average Inspection Score

N/A N/A
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MA-30 Homeless Facilities and Services – 91.210(c)
Introduction
Facilities and Housing Targeted to Homeless Households
Table 38 - Facilities and Housing Targeted to Homeless Households Consolidated Plan
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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
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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.

List and describe services and facilities that meet the needs of homeless persons, particularly chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth. If the services and facilities are listed on screen SP-40 Consolidated Plan ORANGE 58
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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.

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3. Veterans and Their Families

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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.

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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.

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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):
supportive services to individuals living with HIV/AIDS.

Provides housing assistance and
Radiant Health Centers:
affected by HIV/AIDS.

Public Housing Residents
Offers housing resources and support services tailored for people 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, Foundation provide housing, job training, and life skills programs.

Affordable Housing for Seniors and Vulnerable Populations and Orangewood
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
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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:
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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:
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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, Consolidated Plan ORANGE 70
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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
Table 39 - Business Activity
Data Source: 2016-2020 ACS (Workers), 2020 Longitudinal Employer-Household Dynamics (Jobs) Consolidated Plan ORANGE 71
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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 -- -- --
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Labor Force
Table 40 - Labor Force
Data Source: 2016-2020 ACS
Table 41 – Occupations by Sector
Data Source: 2016-2020 ACS
Travel Time
Table 42 - Travel Time
Data Source: 2016-2020 ACS
Education:

Educational Attainment by Employment Status (Population 16 and Older) Consolidated Plan ORANGE 72
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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
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
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%
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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Table 43 - Educational Attainment by Employment Status
Data Source: 2016-2020 ACS
Educational Attainment by Age
Table 44 - Educational Attainment by Age
Data Source: 2016-2020 ACS
Educational Attainment – Median Earnings in the Past 12 Months 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 Consolidated Plan ORANGE 73
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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
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 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
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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, commercial space availability to operate effectively. Key infrastructure needs include:
and
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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 Consolidated Plan ORANGE 75
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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 salariesincreasing 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.

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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:
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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 Consolidated Plan ORANGE 81
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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:
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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
preparedness and reduce fire risks:
employs prevention strategies to enhance community
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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.

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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:
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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.

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SP-10 Geographic Priorities – 91.215 (a)(1)
Geographic 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.

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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?
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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
Consolidated Plan ORANGE 88
OMB Control No: 2506-0117 (exp. 09/30/2021)
453
SP-25 Priority Needs - 91.215(a)(2)
Priority Needs
Consolidated Plan ORANGE 89
OMB Control No: 2506-0117 (exp. 09/30/2021)
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.
454
Consolidated Plan ORANGE 90
OMB Control No: 2506-0117 (exp. 09/30/2021)
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 5
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
Priority Need
Name
Tenant Based Rental Assistance
455
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.

Consolidated Plan ORANGE 91
OMB Control No: 2506-0117 (exp. 09/30/2021)
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
456
SP-30 Influence of Market Conditions – 91.215 (b)
Influence of Market Conditions
Table 48 – Influence of Market Conditions
Consolidated Plan ORANGE 92
OMB Control No: 2506-0117 (exp. 09/30/2021)
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.
457
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
Consolidated Plan ORANGE 93
OMB Control No: 2506-0117 (exp. 09/30/2021)
Program Source of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
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.
458
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.

Consolidated Plan ORANGE 94
OMB Control No: 2506-0117 (exp. 09/30/2021)
Multifamily rental
rehab
New construction for
ownership
TBRA
459
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.

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
Consolidated Plan ORANGE 95
OMB Control No: 2506-0117 (exp. 09/30/2021)
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
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
460
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.

Consolidated Plan ORANGE 96
OMB Control No: 2506-0117 (exp. 09/30/2021)
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
461
SP-45 Goals Summary – 91.215(a)(4)
Goals Summary Information
Table 52 – Goals Summary
Goal Descriptions
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ORANGE 97
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
462
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. 2.

3. Extremely low-income households - 0
Low-income households – 11
Moderate-income households - 0I
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. 463
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.

Consolidated Plan ORANGE 99
OMB Control No: 2506-0117 (exp. 09/30/2021)
464
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.

Consolidated Plan ORANGE 100
OMB Control No: 2506-0117 (exp. 09/30/2021)
465
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.

Consolidated Plan ORANGE 101
OMB Control No: 2506-0117 (exp. 09/30/2021)
466
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 Consolidated Plan ORANGE 102
OMB Control No: 2506-0117 (exp. 09/30/2021)
467
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 Consolidated Plan ORANGE 103
OMB Control No: 2506-0117 (exp. 09/30/2021)
468
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.

Consolidated Plan ORANGE 104
OMB Control No: 2506-0117 (exp. 09/30/2021)
469
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.

Consolidated Plan ORANGE 105
OMB Control No: 2506-0117 (exp. 09/30/2021)
470
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.

Consolidated Plan ORANGE 106
OMB Control No: 2506-0117 (exp. 09/30/2021)
471
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. 2.

3. 4.

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

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

Collecting and evaluating certified annual report of HOME funded projects.

Reviewing tenant income certification of HOME funded projects.

Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ORANGE 107
472
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
Consolidated Plan ORANGE 108
OMB Control No: 2506-0117 (exp. 09/30/2021)
Program Source of
Funds
Uses of Funds Expected Amount Available Year 1 Expected Amount
Available
Remainder
of ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income: $
Prior Year
Resources:
$
Total:
$
CDBG publicfederal
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, 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.
473
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.

Consolidated Plan ORANGE 109
OMB Control No: 2506-0117 (exp. 09/30/2021)
new construction
Multifamily rental
rehab
New construction for
ownership
TBRA
474
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.

Consolidated Plan ORANGE 110
OMB Control No: 2506-0117 (exp. 09/30/2021)
475
Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Consolidated Plan ORANGE 111
OMB Control No: 2506-0117 (exp. 09/30/2021)
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:
$70,741
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:
$151,631
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:
$586,339
Public Facility or Infrastructure Activities
other than Low/Moderate Income Housing
Benefit: 6,099 Persons Assisted
476
Table 54 – Goals Summary
Goal Descriptions
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
HOME:
$33,836.65
Successful administration of the CDBG and
HOME programs.
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
477
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. 478
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
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.

Consolidated Plan ORANGE 114
OMB Control No: 2506-0117 (exp. 09/30/2021)
# 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
479
AP-38 Project Summary
Project Summary Information
Consolidated Plan ORANGE 115
OMB Control No: 2506-0117 (exp. 09/30/2021)
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.
480
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: $97,723
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 481
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: $488,616
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
Description Supportive services providing access to housing and resources aimed at preventing homelessness.
482
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
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.
483
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
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
484
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
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
Description This program will provide free food to low-income residents.
485
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
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
486
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 $70,741
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
HOME: $33,836.65
Description Planning and administration of grant funding.

Target Date 6/30/2026
487
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. 488
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
Table 56 - Geographic Distribution
Rationale for the priorities for allocating investments geographically Discussion
Consolidated Plan ORANGE 124
OMB Control No: 2506-0117 (exp. 09/30/2021)
Target Area Percentage of Funds
City of Orange 100%
489
Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
Table 57 - One Year Goals for Affordable Housing by Support Requirement Table 58 - One Year Goals for Affordable Housing by Support Type Discussion
See the previous portions of this section for discussion.

Consolidated Plan ORANGE 125
OMB Control No: 2506-0117 (exp. 09/30/2021)
One Year Goals for the Number of Households to be Supported Homeless: 0
Non-Homeless: 0
Special-Needs: 0
Total: 0
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
490
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
Consolidated Plan ORANGE 126
OMB Control No: 2506-0117 (exp. 09/30/2021)
491
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 Consolidated Plan ORANGE 127
OMB Control No: 2506-0117 (exp. 09/30/2021)
492
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 Consolidated Plan ORANGE 128
OMB Control No: 2506-0117 (exp. 09/30/2021)
493
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.

Consolidated Plan ORANGE 129
OMB Control No: 2506-0117 (exp. 09/30/2021)
494
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.

Consolidated Plan ORANGE 130
OMB Control No: 2506-0117 (exp. 09/30/2021)
495
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 Consolidated Plan ORANGE 131
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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.

Consolidated Plan ORANGE 132
OMB Control No: 2506-0117 (exp. 09/30/2021)
497
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. 2.

A description of other forms of investment being used beyond those identified in Section 92.205 is as follows: N/A
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 Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ORANGE 133
498

3. 4.

5. 6.

7. 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 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 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 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 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
Consolidated Plan
OMB Control No: 2506-0117 (exp. 09/30/2021)
ORANGE 134
499
Appendix - Alternate/Local Data Sources
Consolidated Plan ORANGE 135
OMB Control No: 2506-0117 (exp. 09/30/2021)
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
500
Consolidated Plan ORANGE 136
OMB Control No: 2506-0117 (exp. 09/30/2021)
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
501
Consolidated Plan ORANGE 137
OMB Control No: 2506-0117 (exp. 09/30/2021)
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
502
Consolidated Plan ORANGE 138
OMB Control No: 2506-0117 (exp. 09/30/2021)
 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.
503
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Agenda Item
Orange City Council
Item #: 10.1. 12/9/2025 File #: 25-0670
TO: Honorable Mayor and Members of the City Council
THRU: Jarad Hildenbrand, City Manager
FROM: Steven Scardina, Information Technology Manager

1. SUBJECT
Agreements with C3 Office Solutions, LLC, dba C3 Tech for copier lease and managed print services.

2. SUMMARY
The City utilizes a combination of heavy-duty copiers and light duty desktop printers for print production. The five-year lease agreement provides seven new copiers while the five-year managed print service agreement locks in a lower cost per page to service both printers and copiers. Approving these agreements will result in an estimated savings of $51,000 per year.

3. RECOMMENDED ACTION

1. Approve the agreement with C3 Office Solutions, LLC as supplier and Wells Fargo Bank, National Association as lessor in the amount of $43,162.20 for copier equipment leasing; and authorize the Mayor and City Clerk to execute on behalf of the City.

2. Approve the agreement with C3 Office Solutions, LLC dba C3 Tech for managed print services; and authorize the Mayor and City Clerk to execute on behalf of the City.

4. FISCAL IMPACT
The total expenditure for the five-year copier lease agreement is $43,162.20 and will be funded through General Fund (100).
100-2101-56301 Rents and Leases $21,441.60
100-1601-56301 Rents and Leases $21,720.60
The managed print services agreement will be funded through General Fund (100). 100-1601-56999 Other Repair / Maintenance services $80,000

5. STRATEGIC PLAN GOALS
Goal 5: Improve Infrastructure, Mobility, and Technology

6. DISCUSSION AND BACKGROUND
Since 2018, the City has utilized C3 for copier leasing and managed print services with some exceptions.

City of Orange Page 1 of 2 Printed on 12/3/2025
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Item #: 10.1. 12/9/2025 File #: 25-0670
Copier Lease
The Library currently has four Konica / Minolta copiers on a lease agreement with Konica that has expired. These four copiers will be replaced with Sharp copiers as part of the C3 lease agreement.

This also achieves a desired goal to standardize Sharp equipment. The remaining three copiers will be distributed in areas where desktop printers can be reduced.

Managed Print Services
The total expenditure for the managed print services agreement is subject to actual print usage resulting in a projected $51,000.00 savings annually.

The contract is recommended pursuant to a cooperative purchasing agreement between the County of Orange and C3 Office Solutions (Regional Cooperative Agreement Contract RCA-017-23010022 for Digital Multifunctional Copiers, Printers, Software, Related Accessories and Services).

This procurement approach is commonly referred to as “piggybacking” where the City utilizes the County’s bidding efforts and extends a similar agreement to the successful firm. This is done with assurances that the firm has been recently vetted by another government agency under a competitive solicitation process, and therefore, would be an appropriate vendor for the City. This procurement approach is authorized under Chapter 3.08 of the Orange Municipal Code, and among other benefits, reduces the administrative costs for City staff to facilitate a proposal process in-house.

The City has been satisfied with C3’s service, and in considering both agreements will result in overall reduction in print production costs, staff recommend approval of the copier lease and managed print services agreements.

7. ATTACHMENTS
· Copier lease agreement with C3 Office Solutions, LLC
· Managed print services agreement with C3 Tech
· Regional Cooperative Agreement Contract RCA-017-23010022 City of Orange Page 2 of 2 Printed on 12/3/2025
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Agenda Item
Orange City Council
Item #: 10.1. 12/9/2025 File #: 25-0670
TO: Honorable Mayor and Members of the City Council
THRU: Jarad Hildenbrand, City Manager
FROM: Steven Scardina, Information Technology Manager

1. SUBJECT
Agreements with C3 Office Solutions, LLC, dba C3 Tech for copier lease and managed print services.

3. RECOMMENDED ACTION

2. Approve the agreement with C3 Office Solutions, LLC dba C3 Tech for managed print services; and authorize the Mayor and City Clerk to execute on behalf of the City.

5. STRATEGIC PLAN GOALS
Goal 5: Improve Infrastructure, Mobility, and Technology

6. DISCUSSION AND BACKGROUND
Since 2018, the City has utilized C3 for copier leasing and managed print services with some exceptions.

City of Orange Page 1 of 2 Printed on 12/3/2025
powered by Legistar™507
Item #: 10.1. 12/9/2025 File #: 25-0670
Copier Lease
The Library currently has four Konica / Minolta copiers on a lease agreement with Konica that has expired. These four copiers will be replaced with Sharp copiers as part of the C3 lease agreement.

This also achieves a desired goal to standardize Sharp equipment. The remaining three copiers will be distributed in areas where desktop printers can be reduced.

Managed Print Services
The total expenditure for the managed print services agreement is subject to actual print usage resulting in a projected $51,000.00 savings annually.

Wells Fargo Bank, National Association
401 West Las Colinas Blvd. I Bldg. A, 4th Floor I Irving, TX 75039-5400 Name and Address of Customer ("You" and "Your"):

Lease Number 420-0005334-000 dated as of September 30, 2025 Name and Address of Supplier ("Supplier"):

ORANGE, CITY OF
300 E CHAPMAN AVE
ORANGE, CA 92866-1508
Billing Contact Email: _________ Phone: _______ _
181 See attached Schedule A.

Equipment Location: 300 E CHAPMAN AVE, ORANGE, CA 92866-1508 C3 OFFICE SOLUTIONS LLC
1536 E WARNER AVE
SANTA ANA, CA 92705

TERM AND PAYMENT INFORMATION

4. Interest Rate: 8.4% per annum ("Interest Rate")

5. Administrative Fee: $75.00 (will be billed on your first invoice)

1. Initial Term (Months): 60 ("Term")

2. Payment: $718.12 (plus applicable taxes)

3. Payment Period is "Monthly" unless otherwise noted here: Monthly 6. Purchase Option Price: $1.00 To help the government fight the funding of terrorism and money laundering activities, U.S. Federal law requires financial institutions to obtain, verify and record information that identifies each person (individuals or businesses) who opens an account. What this means for you: When you open an account or add any additional service, we will ask you for your name, address, federal employer identification number and other information that will allow us to identify you. We may also ask to see other identifying documents.

1. CERTAIN DEFINITIONS. "Equipment" means the property described above and all attachments, accessories, replacements, replacement parts, substitutions, additions, upgrades, exchanges and repairs and Software and Software Licenses (as defined herein). "Lessee", "you" and "your" mean the party signing below as Lessee. "Lessor", "we", "us" and "our" mean the party signing below as Lessor. "Supplier" means any manufacturer, supplier, wholesaler, or other vendor of the Equipment, Software, Services and/or MNS (all as defined herein, to the extent applicable). "Stipulated Loss Value" means the sum of: (i) all past due and current Payments; (ii) the present value of (A) all remaining Payments, and (B) the Purchase Option Price, discounted at 2% per annum; and (iii) all other amounts due hereunder.

2. COMMENCEMENT. The Term will commence on the date that you satisfy all pre-conditions, as determined by us, or any later date that we designate (the "Commencement Date"). We may require that you verify your acceptance of the Equipment and such information as we may require by telephone or an executed certificate of acceptance or another method acceptable to us. To the extent the Equipment includes intangible property or associated services such as periodic software licenses and prepaid database subscription rights ("Software"), we do not own and have no right, title or interest in the Software. You are responsible for entering into any license and/or other agreement (each a "Software License") with the Software Supplier no later than the Commencement Date. Such agreements are not a part of this Lease and no breach by a licensor under such agreement shall relieve you of your obligations hereunder. You will maintain each Software License in full force and effect and you will comply throughout the Term with any Software License and any default by you thereunder shall also constitute a default under this Lease. If a Supplier fails to deliver the Equipment, or the Equipment is unsatisfactory, you agree that we are not liable, and you will not make any claim against us.

3. PAYMENTS. The Interest Rate has been rounded to two decimal places for ease of reference, but interest on the Equipment cost may be calculated at the Interest Rate with more than two decimal places. The Payments have been precomputed using a 360-day year of twelve 30-day months. For purposes of the amortization of the Equipment cost, each Payment, including any Advance Payment, will be considered received on the date it is required to be paid under the Lease, and any Administrative Fee set forth herein will be considered received on the effective date of this Lease. You agree to remit all Payments in U.S. dollars to the address or account we designate on each Payment Date whether or not you receive an invoice. Unless indicated otherwise above, your first Payment will be due and payable one month after the Commencement Date, and each other Payment will be due and payable on the same day of each succeeding month ( or the last day of such month if such day does not exist) (the "Payment Date"). If there are changes in the Equipment, its cost or the calculation of taxes, you authorize us to adjust the Payments by not more than 15% of the original Payment. If any Services or MNS (each as defined herein) are included in this Lease, then after the first 12 months of the Term, and at the end of each 12- month period thereafter, the Payments may be increased by up to 15% of the Payment amount in effect at the end of the prior 12-month period. You waive all rights to direct our application of your payments. We may offset any of your obligations to us from any sums we owe to you. The terms of this Lease may take into account fees we have paid to, or rebates, discounts, subsidies or other compensation or financial benefits we have received from, the Supplier or other third parties.

4. TAXES. In states assessing upfront sales and use tax, if you choose to include such tax amount as part of the Lease, your Payment, starting with the first invoice, will be adjusted to reflect such tax as a component of the amount we fund under this Lease. In other states, applicable sales and use tax will be included on your invoice. To the extent any sales or use tax is due on Services or Service Payments (defined below), such sales or use tax is not included in the Payment but shall be set forth on your invoices and paid by you as and when the Payment is paid. If the Payment includes MNS, sales, use, and similar taxes will be charged on the entire bundled Payment amount rather than charged separately on each component of the Payment amount. If you are exempt from sales and use tax, you shall provide us a valid exemption certificate prior to the Commencement Date. You agree to pay and indemnify us from all sales, use, rental, property and other taxes, charges and fees relating to the Equipment or this Lease assessed by any governmental entity or taxing authority. Unless otherwise required by applicable law, you agree to file personal property tax returns, and pay any applicable taxes and, upon request, provide us copies of such tax returns and evidence of such payment. The parties intend that you be considered the owner of the Equipment, however, we will not be liable to you if you fail to secure any tax benefits available to the owner of the Equipment. We may notify you (and you agree to follow such notification) regarding any changes in property tax reporting and payment responsibilities.

5. LATE CHARGES. For any payment more than 5 days late, you shall pay us a late charge of the greater of 5% of the amount due or $35.00.

6. OWNERSHIP, SECURITY INTEREST, USE, MAINTENANCE AND REPAIR. You will have title to and ownership of the Equipment. You grant us a security interest in the Equipment and all proceeds thereof to secure all obligations you owe us under this Lease and any other equipment lease or equipment loan. In the event of a default by you hereunder, title to the Equipment shall revert to us free and clear of any rights or interests of you in the Equipment. In no event shall this Lease be secured by any improved real property, building or mobile home insurable under the National Flood Insurance Program. We may file UCC financing statements, amendments and continuations. With respect to the Equipment, you shall, at your cost: (a) keep it in your exclusive control and possession and not remove it from the Equipment Location without our prior written consent; (b) USE IT ONLY IN THE LAWFUL CONDUCT OF YOUR BUSINESS, AND NOT FOR PERSONAL, HOUSEHOLD OR FAMILY PURPOSES; (c) use it in conformity with all insurance and manufacturer requirements; (d) keep it repaired and maintained in good working order and as required by any applicable warranty and/or maintenance contract; (e) furnish and replace all parts as may become worn out or damaged; (f) give us access to inspect it and its maintenance and other records and pay our costs in connection therewith; (g) mark and identify it as we request; (h) not lease or sell any of it; (i) not permit it to attach to real property; (j) keep it free of all security interests, encumbrances and liens, except those in favor of us; and (k) not make any alterations, additions or improvements which detract from its value, useful life, or function. Any alterations, additions or improvements shall be deemed part of the Equipment.

7. INDEMNITY. YOU AGREE TO DEFEND AND INDEMNIFY US AGAINST ALL LOSSES, DAMAGES, CLAIMS, LIABILITIES, OBLIGATIONS, SUITS, INJURIES, COSTS AND REASONABLE ATTORNEYS' FEES, INCURRED, CAUSED OR ASSERTED BY ANY PERSON OR ENTITY, IN ANY MANNER RELATING TO THE LEASE OR THE EQUIPMENT.

8. LOSS OR DAMAGE. You assume all risks of loss, theft, governmental taking, damage to or destruction of the Equipment. If any item of Equipment is damaged and can be repaired, you shall promptly notify us in writing and, at your cost, within 30 days of such damage, repair the affected item. If any item of Equipment is lost, stolen, taken by any governmental authority or damaged beyond repair, you will promptly notify us in writing and, at our option you will, at your cost, within 30 days after such event, either: (a) replace the affected item with a comparable item acceptable to us, or (b) for each affected item (calculated on the pro rata cost of the affected item(s) as compared to the total cost of all items of Equipment), pay us the Stipulated Loss Value for each such item. Upon our receipt of such Stipulated Loss Value, we will transfer to you our interest in the affected item(s) AS-IS, WHERE-IS, WITHOUT ANY RECOURSE TO OR WARRANTY FROM US, EXPRESS OR IMPLIED. Insurance proceeds will be applied toward repair, replacement or payment owing to us.

9. INSURANCE. You agree, at your cost, to: (a) keep the Equipment insured against all risks of physical loss or damage for its full replacement value, naming us as loss payee; (b) maintain commercial general liability insurance, covering personal injury and property damage and naming us as additional insured, and (c) at our request, BY SIGNING BELOW, CUSTOMER ACKNOWLEDGES RECEIPT OF ALL PAGES OF THIS AGREEMENT AND AGREES TO THE TERMS ON THE ATTACHED PAGE(S).

Lessor: WELLS FARGO BANK, N.A. Lessee: ORANGE, CITY OF
By: Date: By:

Print Name and Title: Print Name and Title:

Federal Tax ID:

HRM00024: 0825: K152351: 09302025: l.S-7636993: T3-4 700097379 PEwMods 4443971 Date:

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Orange City CouncilDecember 9, 2025

Orange City Council
December 9, 2025