Fiscal Years 2025-2030
Citywide Strategic Plan - December 9, 2025 Update
Table of Contents
03 Executive Summary
04 Mission, Vision, Values
05 Goal Action Plan
07 Goal 1: Maintain Strong Emergency and Safety Services 11 Goal 2: Enhance Economic Development and Achieve Fiscal Sustainability 15 Goal 3: Enhance Public Communication Strategy and Quality of Life 18 Goal 4: Improve Employee Retention and Recruitment
20 Goal 5: Improve Infrastructure, Mobility, and Technology 25 Goal 6: Ensure the Preservation of Historic Resources Strategic plans are often the culmination of different, and at times, competing factors. On the one hand, effective strategic plans should identify clear goals and objectives that an agency intends to accomplish over a defined period. On the other hand, strategic plans should be flexible, avoiding a sole focus on the City’s immediate needs. This suggests that effective strategic plans are holistically constructed, reflecting a considered understanding of short and long-term needs, as well as the changing conditions that often drive the City’s focus and circumstances.
With Kelly Associates Management Group’s assistance, the City developed and adopted the Fiscal Years 2025-2030 Citywide Strategic Plan (Plan) on November 26, 2024. The Plan is intended to be a “living document,” adaptable and open to change as conditions call for its amendment. Annual Plan updates are envisioned to occur each January, and the Plan’s adoption included a commitment to provide quarterly updates to the City Council and public thereby fostering progress and accountability.
The quarterly Plan updates include the Goal Action Plan with an additional column on the right hand side. This new column is entitled with the day that the respective updates are brought forward for City Council review. Although the Goal Action Plan is not an exhaustive objective list, it represents significant projects that will help the City take steps to achieve the six overarching community goals. Going forward, staff will continue to modify and update this column so the City may show which objectives have been completed, where progress has been made, and where the City is experiencing delays.
Strategic Plan Update Executive Summary
3 The City of Orange is committed to excellent service for our residents, businesses and visitors.
Mission
As an organization, the City of Orange is a leader in delivering the highest level of service to meet the current and future needs of our community.
Vision
Teamwork
Working together to achieve common goals.
Excellence
Demanding the best from ourselves and others.
Accountability
We are accountable to the residents and taxpayers of the City of Orange and are committed to holding ourselves, and each other, to the highest moral and ethical standards of conduct and performance excellence.
Values
4 M
issionValues
GoalActionPlan
Vision
5 TheCity'smission,vision,andvaluessetthefoundationoftheGoalActionPlan. 5 The Goal Action Plan (GAP) is intended to guide the City Council and staff so the City of Orange may achieve the six goals identified in the Fiscal Years 2025-2030 Citywide Strategic Plan. As a part of the quarterly updates, the GAP identifies objectives, implementation strategies, timeframes, proposed funding sources, as well as an update column so the City Council and public may know what recent actions have been taken to accomplish each objective.
The objectives detailed in the GAP include the following information to ensure the City achieves each goal in an orderly fashion.
Table Definitions:
Fiscal Years 2025-2030 Citywide Strategic Plan Update: Goal Action Plan 1 Goals - Overarching priorities the City Council identified and were further developed during the Special City Council meetings.
Objective Number - Number to identify a particular objective with the first number aligning with the Goal number (e.g., Goal 2 would start with
2.1). Objective numbers with an asterisk* denote those objectives the department(s) have deemed as a “Need” vs. a “Want”. 2 3 Lead Departments - The primary department(s) responsible for completing the objective. 4 Objective - Brief description of what the respective department(s) would like to achieve.
Completion Timeframe - Short-term (1 Year), Mid-Term (1-3 Years), Long-term (3-5 Years). 5 Description and Status - Additional information on what the objective entails and what the respective department(s) has done, or proposes to do, to complete the objective.
6 Funding Source - Identify which funds or other financing strategies the respective department(s) propose to complete the objective. 7 6
8 December 9 Update - A brief description of any significant updates since August 26, 2025.
Objective
Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status Funding Source December 9 Update *1.1 Police Implementation of
contractual parking
enforcement services to
manage parking violations
and increase revenue
Short-term City Council approved third-party vendor contract on May 28, 2024.
Program and revenue updates will be provided
during the quarterly Strategic Plan Updates.
General Fund Between August 16, 2025 - November 18, 2025, SP+ has issued 8,758 citations.
*1.2 Police Increase technology to
reduce crime
Short-term Utilize new Flock Safety contract to establish License Plate Reader (LPR) and live streaming PTZ
camera technology to assist in reducing crime.
Acquire and utilize new technology to advance
crime fighting abilities and move toward building
and staffing a Real Time Crime Center (RTCC).
Seek additional funding through federal earmark
requests or grants for additional equipment and
systems.
Initial cost City
Infrastructure
Bond / Ongoing
cost through
Asset Seizure
Funds and
Federal Earmark
and/or grant
requests
Ongoing - no significant update since August 26, 2025.
*1.3 Police Replace mobile data
computers in patrol fleet to
maintain
contemporary technology
Short-term
Continue to assess longevity of computers and
update system compatibility.
Updates on the number of mobile data computers
replaced will be provided in Strategic Plan
quarterly updates.
Asset Seizure
Funds
One hundred eight-eight (188) AXON AB4 Body Worn
Cameras were delivered near the end of October to replace our previous AB3 versions. The new models have improved
technology and features.
Nine (9) Virtual Reality headsets and three (3) tablets were delivered in mid-October to replace our existing and outdated models. The new models have improved capabilities and
integrate with some of our other training equipment.
GOAL 1: Maintain Strong Emergency and Safety Services
7 Objective
Number
Lead Departments Objective
Completion
Timeframe
Description and Status
Funding
Source
December 9 Update
*1.4 Police Engage public and
private
organizations to
participate in
Flock Safety
security program
Short-term Promote Flock Safety security program via social media and community outreach to encourage participation of public and private organizations to provide video/photo evidence to solve crimes.
Progress updates will be provided quarterly in Strategic Plan Updates.
Private
funding
Crime Prevention Specialists have continued to engage with the community and HOA's to participate in the Flock Safety Program.
*1.5 Fire/ Emergency
Management
Develop plans,
policies, and
procedures
consistent with
national standards
Short-term Evaluate emergency management planning software to ensure consistency with state and federal guidelines and regulations.
Annually update Emergency Operations Plan (EOP),
Continuity of Operations Plan (COOP), and Continuity of Government (COG) Plan.
Grants Ongoing - no significant update since August 26, 2025.
1.6 Police/
Community Services
Assist those
Experiencing
Homelessness
Short-term Continuous management and resource engagement with the local homeless population.
Address criminal law violations and quality of life issues impacting the community.
Seek to reduce number of individuals experiencing
homelessness as demonstrated by lowering related calls for service and utilizing available shelters or housing for those who seek assistance.
Executed license agreement with HUB Resource Center
(HRC) and will assist HRC to sustain operations beyond
2026.
General Fund
/ Grant
Opportunities
Between August 13, 2025 and November 18, 2025, the
HEART Team and Homeless Outreach Specialist sheltered 51 people experiencing homelessness in the City of Orange.
1.7 Fire/ Emergency
Management
Enhance
Emergency
Preparedness
Education &
Awareness
Short-term Develop and implement ongoing public awareness campaigns to educate residents about emergency
preparedness.
Regularly assess the effectiveness of programs through
surveys and community feedback.
General Fund
Ongoing - no significant update since August 26, 2025.
GOAL 1: Maintain Strong Emergency and Safety Services
8 The City is seeking the services of a qualified proposer (“Proposer”) who is an Energy Services Company (ESCO) to perform energy services, energy-related improvements and water consumption reduction measures (“Projects”) pursuant to California Government Code section 4217.10 et seq. (Section 4217.10”). The ESCO will identify and implement building improvements to reduce energy and related costs in facilities, such that the annual cost savings are applied to annual payments for improvements.
Objective
Number
Lead Departments Objective
Completion
Timeframe
Description and Status
Funding
Source
December 9 Update
1.8 Fire/Emergency
Management
Improve
Emergency
Response
Infrastructure
Short-term
Annually test emergency notifications for residents and businesses (i.e. AlertOC).
Test the Operational Area Radio to the County monthly.
Regularly assess infrastructure improvements and address any gaps.
Provide Strategic Plan quarterly updates to the City
Council.
General Fund/
Grants
Ongoing - no significant update since August 26, 2025.
*1.9 Police
Police facility
improvements to
the Field and
Support
Services Division
to improve
workflow
Mid-term
Contract projects to include furniture replacement,
upgraded lighting, paint, carpeting, and shower facilities.
Bonds, COPS
Fund, and
Police Facility
Fund
The furniture design and pricing is underway for our Traffic Bureau, Briefing Room, Sergeant's Office, and the Bike and HEART Team workspaces.
The new design will provide improved technology,
increased power supply options, and better ergonomics
and appropriation of workspaces.
*1.10
Fire/
Emergency
Management
Strengthen
Interagency
Coordination and
response.
Mid-term
Completed facility shelter assessment at El Modena High School as a large capacity shelter. Updated MOU to be
executed.
Establish Grijalva Sports Center as the designated cityowned facility for care and shelter.
Update MOU/MOAs with Point of Distribution/
Dispensing (POD) sites.
Evaluate interagency coordination bi-annually through
joint exercises and drills.
General Fund Much of these tasks have been completed with no other significant changes since August 26, 2025.
GOAL 1: Maintain Strong Emergency and Safety Services
9 Objective
Number
Lead Departments Objective
Completion
Timeframe
Description and Status
Funding
Source
December 9 Update
*1.11 Police Expand the
employee wellness
program
Long-term Continue to utilize our existing wellness grant to fund testing, critical incident debriefs, overall officer health, and psychological services.
Identify other grant opportunities to enhance employee
wellness opportunities.
General Fund
/ Grants
Ongoing - no significant update since August 26,
2025.
*1.12 Fire/
Emergency
Management
Update the Local
Hazard Mitigation
Plan (LHMP) to
enhance emergency
management
planning capabilities
Long-term
Received Hazard Mitigation Grant Program (HMGP) grant
totaling $159,990.
The Local Hazard Mitigation Plan will be updated by no later than April 2027.
Apply to the HMGP following the completion of the LHMP
update to secure more funding for projects.
Grants The updated Local Hazard Mitigation Plan will soon be completed, placing the City well ahead of the April
2027 grant deadline.
GOAL 1: Maintain Strong Emergency and Safety Services
10 Objective
Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status Funding Source December 9 Update *2.1
Community
Development
Implement
permitting software
and online platform
to improve the
customer
experience
Short-term
Employ beta testing, utilizing software in a live environment to uncover deficiencies before general software release.
Anticipated to go live with software in FY25.
Building Records
and Planning
Documents
The permitting software and online platform went
live on Tuesday, February 18th, but has since been
expanded to include the Fire Department, Public
Works, and Community Services.
*2.2
Community
Development/
City Attorney
Improve Design
Review Process.
Short-term
Draft guidelines of projects requiring DRC approval, staff approval, or are exempt from Design Review.
General Fund
Per City Council direction, staff developed, and the
City Council approved modifications to the Design
Review Committee’s purview on November 12th.
*2.3
Economic
Development
Implement and
develop a Shop Local
Program
Short-term
Worked with the Orange Chamber of Commerce to launch the Shop Local Program, Experience Orange.
Strategic Plan Quarterly updates will be provided to the City Council.
General Fund
Ongoing. Staff is evaluating the program relative to
sales tax revenues.
*2.4
Economic
Development
Diversify tax revenue Short-term
Staff is having initial discussions with hotels and soliciting proposals from consultants to form a Tourism Improvement district, promoting Orange as a visitor destination.
Capitalize on adjacent projects (e.g., OC Vibe) to attract complementary developments that would generate additional sales tax or transient occupancy tax revenues.
Working with consultants to attract high quality retailers and to develop a design concept in the West Katella Area so it may serve as a gateway to Orange.
Redevelopment
Bond Funds
Staff is working with the County of Orange to
finalize a option/lease agreement to utilize the
Orange County Flood Control parcel adjacent to
the Stadium Promenade north of West Katella
Avenue.
GOAL 2: Enhance Economic Development and Achieve Fiscal Sustainability 11 Objective Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status Funding Source December 9 Update *2.5 Economic
Development/
Public Works
Form an Enhanced
Infrastructure
Financing District
(EIFD)
Short-term Staff is working to begin the formation process which will take approximately 12 months.
Revenue will fund infrastructure improvements that support economic development in strategic areas of the City.
Redevelopment
Bond Funds
The EIFD was determined to be infeasible at this
time. Staff has terminated the EIFD agreement
with Kosmont Companies.
*2.6 Finance Reduce subsidy from
general tax revenues
Short-term Conduct an updated fee study and evaluate the current indirect cost allocation.
Identify subsidies that could be recovered.
Complete by FY25 and provide information to City Council in quarterly Strategic Plan updates.
General Fund Staff presented the draft fee study and cost allocation plan in September, and received Council
feedback.
Staff is working on scheduling a fee study session
and will incorporate the feedback for future
Council consideration.
*2.7 Library Services Develop and
strengthen
collaborative
partnerships to
provide and enhance
high quality programs,
resources, and spaces
for the public.
Short-term Presented the 2024 OPL Comic Convention in September 2024.
Plan, coordinate, and present 2025 Summer Reading Club by June 2025.
Plan, coordinate, and present FY25 Adult Literacy Program by June 2025.
General Fund /
Seeking Financial
Support from
Community
Partners and
Grants.
Completed 2024 OPL Comic Convention.
Completed 2025 Summer Reading Club.
Completed FY25 Adult Literacy Program.
2.8 Finance/
City Attorney
Assess Procurement
Policies
Short-term Review existing Citywide procurement policies and related municipal codes.
Gather neighboring agency procurement policies to identify trends and other practices while also considering best practices prescribed by the Government Finance Officers Association.
Adopt new procurement polices and municipal codes in FY25.
General Fund Staff developed an ordinance to increase
purchasing thresholds for the City Council’s
consideration. This will help streamline City
operations and bring the City in alignment with
other larger Orange County cities.
GOAL 2: Enhance Economic Development and Achieve Fiscal Sustainability 12 Objective Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status Funding Source December 9 Update *2.9 Finance Create a fiscal
sustainability plan Mid-term
Develop and implement a fiscal policy that promotes fiscal responsibility, sustainability, and best practices.
Create a framework and guidelines to assist staff during budget development and ongoing fiscal monitoring.
General Fund
Completed - City Council adopted the financial
management policies as well as the Statement
of Investment Policy at the August 12, 2025
City Council meeting.
*2.10 Finance Achieve and maintain
90% funding status for
pension and OPEB
Mid-term
Monitor and update the Pension Guidelines regularly.
Identify a mechanism to begin funding for OPEB.
Identify opportunities to pay down new unfunded liability.
Quarterly Strategic Plan updates will be provided.
Various Funds
CalPERS reported a preliminary return of 11.6%
net investment for the period ending June 30,
2025, exceeding the discount rate of 6.8%.
CalPERS Actuarial Valuation Reports shows the
City funded at 91% for Safety and 95% for
Miscellaneous Plans as of June 30, 2024.
*2.11 Finance Upgrade the current
financial system Mid-term
Begin implementation of a new financial system to improve efficiency, transparency, and accountability.
Rebuild the chart of accounts and business processes.
Enhance internal control and reduce human errors.
Review opportunities to consolidate financial systems.
Various Funds
Phase 1 of the ERP, financial system, went live
on July 7th.
Phase 2, Payroll and Human Resources, is
underway and is anticipated to go live in
October of 2026.
Phase 3, Utility Billing, is scheduled to kickoff in
September and go live in July of 2026.
No other significant updates since August 26,
2025.
2.12 Community
Development/
City Attorney
Update Zoning
Ordinance for process
clarity and improve
efficiency for new
businesses.
Mid-term
Compile list of ordinances that need to be reviewed and updated.
Begin introducing new ordinances after FY25.
General Fund
The City Council adopted Ordinance No. 13-25
streamlining the sale and service of alcohol for
bona fide restaurants in certain zoning districts.
GOAL 2: Enhance Economic Development and Achieve Fiscal Sustainability 13 Objective Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status Funding Source December 9 Update
2.13 Community
Development
Expand upon
permitting software.
Mid-term
Add sign-in portal and monitors on walls after permitting software has been implemented.
Explore the potential and costs for a greeter.
General Fund
/ IT Fund
Ongoing - no significant update since August 26, 2025.
2.14 City Manager/
Finance
Conduct citywide
organizational audit
Mid-Term
Budget in FY26 funds to hire a third-party auditor to
review City operations to ensure the City is applying
industry standard best practices in all departments.
General Fund
Staff received multiple proposals for this services, and due to the overall costs, this project has been placed on hold.
2.15 Community
Services
Park naming/
sponsorship program
Long-Term
Evaluate potential of offering a park naming/sponsorship program as a source of revenue for future park projects. Funding not identified
Completed - Policies for 'Park Naming' and 'Park Asset
Naming and Donations for New City Parks' were
approved by Council in May 2025.
GOAL 2: Enhance Economic Development and Achieve Fiscal Sustainability 14 Objective
Number
Lead Departments Objective
Completion
Timeframe
Description and Status Funding Source December 9 Update *3.1 City Manager Develop additional
methods of
communication and
increase subscribers to
City’s communication
forums
Shortterm
Continuously and actively promote online subscription
opportunities currently available to Orange residents and increase the number of subscribers.
Incorporate other vehicles of messaging, including
newsletters, pamphlets, Reddit, etc.
Increase the City’s presence on social media including the number of videos, interactive posts, etc. on social media.
General Fund and
collaboration with
community
partners.
Worked with Economic Development on a
marketing campaign to roll out new Old Towne
maps.
Continued social media updates as paid parking
implementation rolls forward.
*3.2 City Manager Create unified
messaging across
departments
Short-term Meet regularly with other departments to collaborate on unified messaging.
Create citywide communications schedule to promote
collaborative and uniform messaging in FY25.
General Fund Worked with City departments to develop a
holistic social media campaign for Our Orange
Conversation, encouraging residents and
businesses to tell the City about their budget
priorities.
Working with the City Attorney’s Office to
develop social media policy for consistency
across all departments.
Worked with City departments to develop
consistent maps across all webpages.
*3.3 City Manager/ Police
Department/ Fire
Department/
Emergency
Management
Update Crisis
Communication Plan
and Create Citywide
Communication Plan
Short-term Review best practices and contemporary plans utilized by other agencies.
Update and/or develop the City’s crisis communication
plan and Citywide communication plan by end of FY25.
General Fund Ongoing - no significant updates since August 26, 2025.
GOAL 3: Enhance Public Communication Strategy and Quality of Life 15 Objective
Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status Funding Source December 9 Update
3.4 Library
Services
Procure,
protect, and
celebrate
Orange's history
and archives.
Short-term Create a Disaster Preparedness
Plan for the Library's History
Center to protect and preserve
archives by May 2025.
Add the Library's digital staff
photograph collection into the
Local History online collection for
public access by December 2025.
General Fund / Seeking
financial support from
community partners
and grants.
Second draft completed of concurrent Pocket Response Plan.
Procured spill kit supplies.
In-depth batch loading training for staff completed.
Coordinated server access to facilitate uploading of photographs. *3.5
Community
Services
Complete new
park on the West
Side
Mid-Term Complete conceptual design in
2024.
Construction budgeted in FY25.
Coordinate with Orange County
Flood Control to align park
project with County levee project
in 2025.
Redevelopment Agency
Funds/Park
Acquisition/ Federal
Earmark
Orange County Flood Control will now be constructing a flood wall along the levee instead of raising it to address safety concerns from OC Sheriff and OC Parks. Without a levee raise, there will no longer be a back slope along most of the future new park area.
In response, the County’s consultant had to draft revised design plans. The County is currently conducting internal review of the revised plans and have also sent them to Army Corps for their review. The County anticipates advertising in Spring 2026, with construction occurring from Summer 2026 to Summer 2027. New West Side Park construction can begin after County’s levee project is complete. *3.6 Community
Services
Complete
pickleball courts
and fitness
equipment
project at Hart
Park
Mid-term Finalize requirements with HUD
to receive funding.
Award bid for construction by end
of 2025.
Park Acquisition Fund
and Federal Earmark Anticipate project completion in Winter 2026.
3.7 Community
Services
Continue to offer
high quality and
efficient, city led
recreation
programs
Mid-term Evaluate current costs associated
with summer, sports and drop-in
programs, and facility and park
rentals.
In progress as part of FY25
General Fund Advertised RFP for contracted services for Aquatics and Summer Youth Programs in November 2025. Staff are also working with the Park Planning and Community Events Commission to evaluate a feasible and cost-effective option for a 250th Celebration for summer 2026. Lastly, staff also met with youth sports groups in November 2025 to discuss proposed fees for field rentals.
GOAL 3: Enhance Public Communication Strategy and Quality of Life 16 Objective Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status Funding Source December 9 Update
3.8 Community
Services
Complete new Skate
Park at Grijalva Park.
Mid-Term Finalize design plans.
Construction expected to begin in 2025.
Capital Project
Funds
Advertising bid for construction in November 2025.
Bids due in January 2026.
Award of construction to be submitted for Council
approval in April 2026.
3.9 City Manager City website refresh Mid-term Work with existing vendor or identify new website provider to refresh and improve the City's website.
General Fund Ongoing - no significant update since August 26, 2025.
3.10 City Manager/
Community
Development
Annex County Islands Long-Term Work with Orange County LAFCO and County of Orange to determine City costs (and any County contributions) of annexing the City’s County islands.
Detail costs and submit to City Council for discussion and direction.
General Fund Estimates show the cost to service the County islands will exceed the estimated revenue.
Staff will bring back an item in early 2026 to receive
City Council direction on this matter.
3.11 City Manager/
Community
Services
Former Villa Park
Landfill Improvments
Long-Term Work with the County of Orange to identify feasible improvements to the former Villa Park Landfill with
potential park uses as first priority.
General Fund In lieu of a park, the Orange County Waste and Recycling Department has offered a perimeter fence.
Given the area’s natural and open space setting, staff
does not recommend this project move forward.
3.12 Community
Services/
Community
Development/
City Manager
Evaluate potential of
acquiring part of Santa
Ana golf course
(located in Orange) for
future park site
Long-Term Schedule meetings with neighboring agencies to begin discussions on potential acquisition.
Funding not
identified
Ongoing - no significant update since August 26
2025.
GOAL 3: Enhance Public Communication Strategy and Quality of Life 17 Objective Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status Funding Source December 9 Update *4.1 Human Resources Develop and
implement a
comprehensive plan
to market the
City of Orange as
an employer of
choice
Short-term Draft a comprehensive marketing plan by working with the City’s communications team.
Provide quarterly strategic plan updates to the City Council.
Various Funds Ongoing - no significant update since August 26, 2025.
*4.2 Human Resources Create an inclusive
work environment
and build a diverse
workforce
Short-term
Conduct community/educational outreach within all
districts of City in FY25.
Place advertisements within local newspapers and utilize Channel 3 as additional outreach.
Recognize and celebrate employee performance.
General Fund
Human Resources is working in collaboration with
Team Orange, the employee run organization
focused on the growth and development of
employees, to implement an annual awards
ceremony to honor employee achievements
throughout the year.
4.3 Human Resources Reduce the City's
time-to-hire
employees
Short-term
Condensed two background meetings to one.
Offer onsite Livescan at hiring events.
Review and update the City's hiring process to match best practices and industry standards by end of FY25.
General Fund
Ongoing - no significant update since August 26,
2025
4.4 Human Resources Develop Citywide
Internship Program Short-term
Work with faculty at Chapman University and other local Public Administration Graduate Programs to update the
existing internship program.
Work with participating universities to draw students to the City of Orange to build professional experience, and
potentially future employment.
Various Funds
For Fall 2025, the City hosted 5 interns spread
through various departments with an anticipated
end date of late December.
GOAL 4: Improve Employee Retention and Recruitment
18 Objective Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status
Funding
Source
December 9 Update
4.5 Human
Resources/ City
Manager
Implement
Succession Planning
Strategies
Short-term
Revive the Orange Leadership Academy to develop current management employees so they may step into key City
leadership roles in the future.
Create methodologies to recognize and develop existing
talent so they are prepared to serve in City leadership positions.
Various Funds
Human Resources staff is planning a Fall 2026
Supervisor's Academy. One was previously held in Fall
2024.
*4.6
Human
Resources
Support change
management
processes, embrace
technology
improvements, and
digitalization.
Mid-term
Convert to a completely electronic Personnel Action Form (PAF) system.
Update employee evaluation process.
Transition Open Enrollment to new software program.
Track required employee training through new software.
Anticipated to be incorporated by FY26.
General
Fund
Ongoing - no significant update since Augsut 26,
2025
*4.7
Human
Resources
Conduct a full
classification and
compensation study
Long-term
Request competitive proposals for a consultant to conduct a full classification and compensation study.
The intent of the study is to ensure pay equity and market alignment; reestablish minimum qualifications and job
descriptions; consolidate the number of job titles; improve recruitment and retention; and identify career progression and professional development.
General Fund
Ongoing - no significant update since August 26,
2025
GOAL 4: Improve Employee Retention and Recruitment
19 Objective Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status Funding Source December 9 Update *5.1 Public Works
Update Facility
Condition
Assessment
Short-term
Complete the Assessment to identify facility maintenance needs by end of FY25.
Study would provide analytics on expected useful life,
facility replacement, and costs.
Various Funds Ongoing - no significant update since August 26, 2025.
*5.2
Public Works/
Economic
Development
Complete Old
Towne-West
Orange Shuttle
Feasibility Study
Short-term
Final report completed in Fall 2024.
Identifies routes for local transit service connecting Old Towne to/from activity centers.
Will request implementation funding through OCTA.
M2 Funding
Feasibility Study Completed. City will be submitting
for reimbursement through OCTA.
*5.3
Public Works/
Economic
Development
Deploy a micro
transit service in
and around Old
Towne
Short-term
City Council approved an MOU with ATN to provide
$100,000 in funding to launch service.
Identify options to fund 18-month trial.
Redevelopment
Bond
Funds/Grants
This MOU was terminated due to operational
changes with ATN.
*5.4
Public Works/
Economic
Development
Develop and
implement Old
Towne parking
management
program
Short-term Staff is finalizing an Old Towne parking management program which will include evaluating scenarios for paid parking.
Revenue from future program will support additional
parking and other improvements including way finding
signage to support businesses and economic development.
Parking Fees Payment kiosks and signage to be installed December 2025.
Tentative start scheduled for January 2026.
GOAL 5: Improve Infrastructure, Mobility, and Technology 20 Objective Number
Lead
Departments
Objective
Completion
Timeframe
Description and Status Funding Source December 9 Update *5.5 Public Works
Implement full
master plan for
renovation and
reorganization of
City Corp Yard
Short-term
Multiple construction phases are expected over the
next few years.
The first phase of construction began in Fall 2024.
Bond/General
Fund/Sanitation/
Gas Tax
The first phase of this project is complete.
Phase two will begin in FY26.
No other significant updates since August 26,
2025.
*5.6 Public Works
Develop an Active
Transportation
Plan
Short-term
Plan development to begin in FY25 and will provide a
roadmap for improving bicycle and pedestrian
safety/mobility, including identifying candidate
corridors to be converted into “complete streets.”
Federal Funding/
TSIP / Grants
In October 2025, the City Council approved an
agreement with Mark Thomas and Company, Inc.
to develop a Citywide Active Transportation Plan.
*5.7 Public Works
Update Storm
Drain Master Plan
Mid-term
Identify third party consultant to develop master plan.
Master plan will provide information on needed
improvements to address flooding issues and/or
existing deficiencies.
FEMA/Sanitation
Fund/General
Fund
Ongoing - no significant update since August 26,
2025.
*5.8
Public Works/
Community
Development
Update Sewer
Master Plan to
coordinate with
next General
Plan update
Mid-Term
A third-party consultant will be hired in FY26 or FY27
(dependent on General Plan update) to identify sewer
system deficiencies while also providing analytics on
expected useful life, sewer replacement, and costs.
Sanitation Fund
Ongoing - no significant update since August 26,
2025.
GOAL 5: Improve Infrastructure, Mobility, and Technology 21 Objective Number
Lead
Departments
Objective Completion Timeframe Description and Status Funding Source December 9 Update *5.9 Community
Services
Identify costs and
funding associated
with maintaining
new amenities
Mid-term
Identify costs and funding sources to maintain new
skate park, pickleball courts, new park in West
Orange, Antepassado Park, and restroom building at
El Modena Library/Basin.
Funding not yet
identified
Antepasado Park opened in October 2025.
Public Works assumed responsibility and
identified funding for ongoing maintenance.
El Modena Library/Basin restroom opened in
April 2025 and Community Services identified
funding for on-going maintenance.
*5.10 Community
Services
Update Parks and
Recreation Master
Plan
Mid-term
Funding request to be included in proposed FY26 CIP.
Master Plan completed by 2027. Park Acquisition
Fund
Ongoing - no significant update since August
26, 2025.
*5.11 Community
Services
Update Master
Plan for Grijalva
Park
Mid-Term
Included in the FY25 CIP.
Set fundraising and operation goals/timelines for
outside organizations (Library Foundation, GOCAT,
and Senior Center) for proposed new facilities.
Complete plan by 2025.
Park Acquisition
Fund
Worked with Montrose and Kimley-Horne to
establish a community outreach plan and
revise the timeline for completion in order to
account for GOCAT fundraising timelines.
Revised Masterplan with the community's
input has been incorporated.
Scheduled to be presented to Park Planning
and Community Events Commission in Fall
2026, followed by a final Masterplan
presented to Council in early 2027.
*5.12
Information
Technology
Develop Citywide
Information
Technology
Strategic Plan
Mid-term
Develop comprehensive plan of needed technology
services to effectively serve the community over the
next decade by end of FY26 and assess current IT
structure.
General Fund
This item was intended to be folded into the
Citywide Organizational Assessment which is
now on hold.
Staff will evaluate the need for a
comprehensive plan during the FY27 budget
development process.
GOAL 5: Improve Infrastructure, Mobility, and Technology 22 Objective Number
Lead
Departments
Objective Completion Timeframe Description and Status Funding Source December 9 Update
5.13 Public Works/
Community
Services
Work
Assessment
Management
System
Mid-term
Work with consultant to track costs and labor
associated with parks maintenance and plan for
maintenance needs possibly by FY26.
Various Funds
Ongoing - no significant update since August 26,
2025.
5.14 Public Works/
Economic
Development
Identify
opportunities to
add landscape
medians on
arterial streets
Mid-term
Evaluate and identify opportunities to beautify
and add landscaping throughout the City.
Currently is conceptual and still planning course
of action.
Quarterly updates will be provided to the City
Council in Strategic Plan Updates.
Enhanced
Infrastructure
Financing District /
Gas Tax / M2
Funds
Ongoing - no significant update since August 26,
2025.
5.15 Public Works
Create Master
Plan for EV
charging
infrastructure at
City facilities
Long-term
Budget funds to begin developing plan possibly in
FY28.
The plan would evaluate all City facilities for EV
readiness while conducting a gap analysis which
could be used to guide future projects.
General Fund /
Grants
Ongoing - no significant update since August 26,
2025.
5.16 Public Works
Develop a
Facility Energy
Efficiency
Master Plan
Long-term
The plan would evaluate all City facilities energy
usage and ways to save energy / cost.
Based on the findings, a course of action to
improve efficiency would be developed.
Staff will consider options to develop plan.
General Fund /
Grants
Ongoing - no significant update since August 26,
2025.
GOAL 5: Improve Infrastructure, Mobility, and Technology 23 Objective Number
Lead
Departments
Objective Completion Timeframe Description and Status Funding Source December 9 Update
5.17 Public Works
Connect houses
on septic to city
sewer system
Long-Term
Identify remaining homes currently on septic.
Engage property owners and identify funding
strategies to possibly lessen homeowner costs to
move onto City sewer system.
General Fund
Ongoing - no significant update since August
26, 2025.
5.18 Public Works
Complete
Santiago Creek
Trail Extension
Long-term
Phase 1 of project currently underway with
construction completion anticipated in
September 2027.
Staff continues to search for outside funding
opportunities through OCTA and/or federal
community project requests.
This final phase would complete the multipurpose
trail.
California Active
Transportation Program
Funds / Grants /
Federal earmark
The City was awarded grant funding from
OCTA for the environmental and engineering
phases of this project, which will allow the City
to compete for other grant opportunities to
fund the construction phase of the project.
5.19 Public Works
Retaining wall
resiliency
Long-term
Catalogue homes with retaining walls vulnerable
to natural disasters including earthquakes or
significant rain events.
Engage property owners and identify funding
strategies to possibly share costs in retrofitting
and securing susceptible retaining walls.
General Fund
Ongoing - no significant update since August
26, 2025.
GOAL 5: Improve Infrastructure, Mobility, and Technology 24 Objective Number Lead Departments Objective Completion Timeframe Description and Status Funding
Source
December 9 Update
*6.1
Community
Development/City
Attorney
Develop
Historic
Preservation
Ordinance
Mid-Term
Develop a historic preservation ordinance that
encourages adaptive uses, preserves
architecturally and historically significant
structures, and fosters civic pride.
Complete in FY26.
General
Fund
Per City Council direction, an agreement with
Chattel, Inc. was executed on November 12 to
assist in developing a historic preservation ordinance. th
*6.2
City Manager/
Community
Development/City
Attorney
Become a
Certified Local
Government as
recognized by
the National
Historic
Preservation
Act
Mid-Term
Apply to become a Certified Local Government,
helping secure funding and providing technical
assistance to preserve historical assets.
Complete in FY26.
General Fund
To become a Certified Local Government, the City
must adopt a historic preservation ordinance.
Further progress will be made when the historic
preservation ordinance is finalized.
*6.3
Community
Development/
Fire
Develop
comprehensive
inventory of
historical
assets Citywide
Mid-Term
Develop parameters on what constitutes a
historical structure/asset by FY27.
Engage the community to provide input on
potential historical assets by FY27.
Develop comprehensive list of historical assets for
City Council consideration.
General
Fund
Will be developed as the historic preservation
ordinance is created.
GOAL 6: Ensure the Preservation of Historic Resources
25