Cit
y Council Goal
Setting
City of Orange Goal Setting Workshop
Participant Briefing Book
February 5, 2026 | 4:00 p.m.
Main Library Branch,
407 E. Chapman Avenue
City Council Priority Setting Workshop
Background
The City of Orange (City) selected Baker Tilly to facilitate a one-day workshop with the City Council to review and discuss updates to the adopted Fiscal Year 2025-2030 Citywide Strategic Plan. The purpose of the workshop is to engage in discussions with the City Council centered around priority setting, strategic planning, and increasing the effectiveness of governance. The goal of the workshop is to have the City Council reach consensus about priorities for the coming year.
As part of the preparation for the workshop, Baker Tilly conducted individual interviews with the Mayor, each member of the City Council, and the City Manager, to gather input about accomplishments, challenges, and progress made on the goals and objectives in the FY 2025-2030 citywide strategic plan.
This helped Baker Tilly understand the issues and concerns facing City leadership and provided valuable context to allow our facilitators to lead meaningful and productive conversations during the workshop.
Workshop Goals and Objectives
The goal of the workshop is to review the updates to the Fiscal Year 2025-2030 Citywide Strategic Plan and reach consensus about priorities for the coming year. There are several objectives that have been established, including:
• Gaining an understanding of the value of strategic planning • Discussing good governance and norms of behavior
• Reviewing the City’s mission, vision and values
• Obtaining consensus on priorities; and
• Strengthening teamwork
Workshop Norms
Norms will be used to guide the interactions between workshop participants and serve as ground rules for participants and facilitators. The following norms for the workshop are suggested:
• Listen with respect (no interrupting, no
talking over others)
• Stay focused and on the task
• Disagree amicably, assume good intent
• Consider new and different ideas
• Explain your reasoning and intent
• Use inquiry to probe and explore ideas
• Silence cell phones - check calls during breaks
• Be candid and honest
• No turf, no blaming
• Use specific examples
• Seek agreement on the meaning of
important words, concepts, and phrases
• Value different opinions and differences
of opinion
City of Orange
City Council Goal Setting Workshop
Participant Briefing Book
2 Preparing for the Workshop
Important outcomes of the workshop are understanding the value of strategic planning; reinforcing good governance and norms for behavior; reviewing established goals, mission, vision, and values; obtaining consensus on City priorities for Fiscal Year 2026-27; and strengthening teamwork among the City Council, City Manager and executive team.
The workshop agenda is reflected below along with information to support the workshop discussions. To ensure success, each participant should come prepared to share thoughts and ideas related to establishing priorities for the City.
Workshop Agenda
Workshop Agenda for Thursday, February 5, 2026
Participants please arrive by 3:45 p.m. (Workshop starts promptly at 4 p.m.) Welcome by the Mayor
Public comment
Comments from the City Manager
Welcome from the Baker Tilly team
Discussion of what makes councils effective within strategic planning Introduction and context for priority setting
Overview of the strategic plan framework
Review mission, vision and values
Review of established goals and proposed strategies
Establish fiscal year 2026-27 priorities
Managing priorities
Closing comments from City Councilmembers and City Manager Wrap up and next steps
Effective Councils
Serving as a councilmember, leading organizations, and governing with colleagues can be challenging even for councilmembers who have experience leading teams with competing interests, diverse backgrounds, and budget constraints. The Institute for Local Government (ILG) is an organization that empowers local government leaders and delivers expertise to help leaders navigate complex issues, increase their capacity, and build trust in their communities. Located in Appendix A, “Attributes of Effective Councils” is one of the many resources the ILG provides to promote best practices. This document is especially relevant and valuable for this workshop and for effectively managing strategic priorities.
Strategic Plan Framework
A strategic plan is fundamental to successful work planning; it presents a clear statement of where the organization is going and how it intends to get there. The City of Orange Strategic Plan is a policy document that reflects the policy and project priorities of the organization once adopted. It informs budgeting and annual staff work plans. The graphic on the following page reflects the important parts of a strategic plan; all of which will be reviewed and reaffirmed or modified at the workshop.
City of Orange
City Council Goal Setting Workshop
Participant Briefing Book
3 Mission, Vision and Values
The City has an established mission statement, vision statement, and set of values to help guide the organization as it provides services to the public. A mission statement summarizes why an organization exists and helps the organization respond to change and make decisions. A vision statement is aspirational and expresses an organization’s plan or “vision” for the future, while serving as a guide for an organization’s future goals. The values state the organization’s core beliefs and behaviors. The City’s mission, vision, and values are shared below. Workshop participants are encouraged to read these statements and spend time reflecting on them. Time will be spent during the workshop reviewing each statement. Take some time to reflect on the current and proposed statements to provide your input during the workshop.
Statement Current Proposed
Mission (why we
exist)
The City of Orange is committed to
excellent service for our residents,
businesses and visitors.
Orange embraces safety and fiscal health,
while providing ethical, innovative, and
responsive service to its community.
Vision (where we
are going)
As an organization, the city is the
leader in delivering the highest level of
service to meet current and future
needs of the community.
Orange is a city that celebrates its heritage,
strives for high quality service, and
prepares for a vibrant future.
Value (what we believe in) Statement
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.
Notes: __________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
City of Orange
City Council Goal Setting Workshop
Participant Briefing Book
4 Established Goals
The City’s Fiscal Year 2025-2030 Citywide Strategic Plan is a comprehensive document that outlines six organizational goals as outlined below. Reflect on these goals, are changes needed?
Goal Statement
1. Maintain Strong Emergency and Safety Services
2. Enhance Economic Development and Achieve Fiscal Sustainability
3. Enhance Public Communication Strategy and Quality of Life
4. Improve Employee Retention and Recruitment
5. Improve infrastructure, Mobility, and Technology
6. Ensure the Preservation of Historic Resources
Notes: __________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
Proposed Strategies for Fiscal Year 2026-27
The proposed strategies for prioritization during the workshop have been developed and categorized under a goal as shown below. Department staff will attend the workshop to address any questions about the proposed strategies. Please review and write any notes, comments or questions and be prepared to select your top items under each goal. Additionally, some strategies may fall into multiple goal categories. Bring your thoughts about that as well in the event there is consensus to move something to where it may fit better.
Plan or Project Name Short Description Funding
Status Notes
Goal 1. Maintain Strong Emergency Services and Safety Services A.
Fire Station
Maintenance,
Remodels, and
Improvements
Various fire stations need general maintenance
(paint, flooring) and remodels and improvements
(building addition, apparatus door replacement,
reroofing)
Funded/
Unfunded
B.
Signal pre-
emption
installation
Continue to install traffic signals in front for City
fire stations. Funded
C.
Updates to the
Orange Police
Department
Building
Improvements to Field Services Division –
Motors, Bikes, HEART, Patrol update on furniture
and lighting
Funded
D. Police uniform
project
Outfit Police Department with updated uniform
look to include exterior vests and form fitting
uniforms.
Funded
E. FLOCK Implementation of FLOCK LPR / PTZ
Technology Funded
F. CAD/RMS Central Square upgrade to CAD/RMS Funded
G. Fire station
relocations Relocate Fire Stations 3, 4 and 5. Unfunded H.
Ambulance
operator
program
Transition to ambulance operators on all
department ambulances. Unfunded
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City Council Goal Setting Workshop
Participant Briefing Book
5 Plan or Project Name Short Description Funding
Status Notes
I. Fire annual
physicals
Update the Fire Department’s annual physical to
align with National Fire Protection Association
(NFPA) 1582 standards.
Partially
funded
J. Fire station
security
Add access control and security upgrades to all
eight Fire Stations. Unfunded
K. Flock drone
Obtain a drone to provide rapid aerial recon and
enhance resource deployment during command
level incidents.
Unfunded
L. Fire Standards of
Coverage
Obtain consultant services to perform Standards
of Coverage study Unfunded
M. Crime reduction
technology
Increase FLOCK LPR / PTZ camera presence,
and start DFR program Unfunded
N. Real time crime
center
Create Real Time Crime Center utilizing LPR,
PTZ, and DFR technology Funded
O. Peregrine
technology
Incorporate Peregrine Technology into
CAD/RMS for Investigative tool Unfunded
P. AXON Obtain tasers, BWC, in car cameras and ensure
funding and presence for next Gen. Unfunded
Q. Frontline
Apparatus
Add additional frontline fire engine to enhance
response to emergencies. Unfunded
Plan or Project Name Short Description Funding
Status Notes
Goal 2. Enhance Economic Development and Achieve Fiscal Sustainability A.
North Service
Planning Area
(North SPA)
Payment
Strategy
Identify sustainable means to fund the regional
North SPA contract. Additionally, look at how the
City may use opioid settlement money to assist
organizations to help those experiencing
homelessness (e.g., the HUB OC).
Partially
funded
B. Village at Orange
Specific Plan
Develop a Specific Plan for the former Village at
Orange Mall property to facilitate reinvestment
and redevelopment as a mixed-use destination
with an integrated blend of retail and residential
uses.
Funded
C. General Fund
Reserve
Achieve the targeted General Fund reserve of
18% of the operating expenditure (currently at
16.6%).
Partially
funded
D. Internal Service
Fund Reserves
Achieve the targeted reserve level for all Internal
Service Funds as approved in the Financial
Management Policies.
Partially
funded
E.
Reduce subsidy
from general tax
revenues
Review and update the City master schedule of
fees for cost recovery of provided services. Funded
F. Pension costs Achieve and maintain 90% funded status for CalPERS pension liability.
Partially
funded
G.
Other post-
employment
benefits
Achieve and maintain 90% funded status for
pension liability of post-employment benefits. Unfunded
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City Council Goal Setting Workshop
Participant Briefing Book
6 Plan or Project Name Short Description Funding
Status Notes
H.
Receive
Direction on
Potential
Revenue
Measure
Receive clear and cohesive direction on whether
a revenue measure should be placed on an
upcoming ballot for voter consideration.
Unsure
I.
Evaluate
programs that
have been
eliminated and
receive Council
direction
Receive clear and cohesive direction ahead of
the FY27 budget process on whether certain
programs will be funded (e.g., restoring library
hours).
Unsure
J.
Work with the
City Council on
staffing
expectations
For the upcoming budget process, provide
direction on staffing expectations. Unsure
K.
Economic
Development
marketing
program
Creation of a formal marketing program
dedicated to business attraction. Developing
such a program would provide the opportunity to
establish informed economic development goals
and objectives supported by a clear strategy and
actionable implementation plan.
Unfunded
L. Award for
Excellence
Apply for the Award for Excellence in Financial
and Budget Reporting with the California Society
of Municipal Finance Officers (CSMFO) and
Government Finance Officers Association
(GFOA).
Unfunded
M. Structural
balanced budget
Fully fund all internal service programs such as
general liability, workers’ comp, equipment and
vehicle replacement, and accrued liabilities.
Partially
funded
N.
Conduct an
Organizational
Assessment
Conduct an organizational assessment to
evaluate staffing levels and operational
efficiency. Project is in the Strategic Plan
(Objective No. 2.14) and was placed on hold
due to budget constraints.
Partially
funded
Plan or Project Name Short Description Funding
Status Notes
Goal 3. Enhance Public Communication Strategy and Quality of Life A. November 2026
General Election
Conduct November 3, 2026, General Municipal
Election Funded
B.
Rolling Filing
Cabinet
Replacement
Rolling filing cabinet in Clerk’s Office has
reached its end of life and needs to be replaced
as an effort to preserve and protect Orange
records.
Partially
funded
C.
Implementation
of SB 707
Requirements
Implement significant modifications to the Brown
Act effective July 1, 2026.
Partially
funded
D.
Complete
Recodification of
Orange
Municipal Code
Outside firm performed legal review of the
Orange Municipal Code. Several Titles need to
be updated and taken to Council for adoption.
Funded
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City Council Goal Setting Workshop
Participant Briefing Book
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Status Notes
E.
Conflict of
Interest code
Biennial Update
Update the City’s Conflict of Interest Code as
required by State law. Unsure
F.
Santa Ana River
lease
agreements
Work with the County of Orange to finalize and
execute an option/lease agreement to utilize two
parcels along the Santa Ana River.
Funded
G. Annex county
islands
Receive clear direction from Council on whether
the City should annex all County islands into the
City. Initial analyses showed annexing all
County islands will result in a net loss. Clear
direction is needed on whether the City should
move forward by annexing all (or any) of the
County islands.
Partially
funded
H. Charter City
analysis
Evaluate the benefits of becoming a charter city,
and if Council directs, develop a ballot measure
for an upcoming election.
Unsure
I.
Building & Safety
consultant
services RFP
Prepare and release a request for proposals for
consultant services due to the higher demand in
development needs.
Unfunded
J. Sign Ordinance
update
Recommend modern updates and revisions to
sign regulations within OMC Title 17. Funded
K.
Landscape
standards
ordinance
Prepare a new OMC chapter by consolidating
and updating existing landscape guidelines to
support modern development standards.
Funded
L. Yorba Dog Park
improvements
Replace DG inside the dog park with hardscape
and make repairs to gates, irrigation and turf
(anticipated completion January 2026).
Funded
M.
Pickleball Courts
and Fitness
Circuit project
Construction of 10 lighted pickleball courts,
exercise equipment, and other amenities at Hart
Park (currently in construction).
Funded
N. Skatepark
project
Construction of a new skatepark and new
restroom building at Grijalva Park (currently out
to bid for construction).
Funded
O.
Secure an
outside operator
for aquatics and
day camp
programs
Due to budget reductions, in-house services for
summer day camps and aquatics programs
cannot be provided; conduct an RFP to secure a
provider for each service for Summer 2026
(currently in RFP process).
Unsure
P.
New agreement
with Chapman
University and
Orange Lutheran
High School for
use of Diamond 1
Current agreement for use of Diamond 1
baseball field at Hart Park with the two
institutions expires in Feb 2027; currently
working on drafting a new, exclusive use
agreement; also includes construction of new
netting around the field
Unsure
Q.
Grijalva Park
Masterplan
update
Working with OCCOG and an outside consultant
to update the Grijalva Park Masterplan. Funded
R. Olive Park
netting project
Install new baseball netting to replace worn and
missing netting at Olive Park. Funded
S.
Secure a new
book vendor for
Library services
Current vendor that provides reading materials
for libraries has gone out of business; need to
secure a new one.
Funded
T. USA250 Initiative At the direction of Council, and in collaboration Unfunded City of Orange
City Council Goal Setting Workshop
Participant Briefing Book
8 Plan or Project Name Short Description Funding
Status Notes
with the Park Planning and Community Events
Commission, develop a plan/initiative to support
USA250 OC; currently in progress and involves
both CS and Library and a potential event on
July 3, 2026.
U.
Construction of a
new park in West
Orange
Construct a new park located on the west side of
town on OC Flood Control property; waiting on
plans from the County for their levee project
(located adjacent to the City’s park) in order to
finalize our new park’s design and construction
documents; currently working on grant
requirements to receive partial federal funding
for the grant.
Funded
V.
Complete Library
improvement
projects
In partnership with Public Works, complete a
variety of Library improvement projects at the
three library branches (new doors, windows,
carpeting, etc.); most of the project is grant
funded and funded through 573 funding.
Funded
W.
Finalize
agreement with
Kiwanis for
summer concert
series
Due to budget restrictions, all City led special
events had been cancelled unless an outside
group proposed to take over the event. The
Kiwanis Club has requested to lead the summer
Concerts in the Park series for the next few
years at Hart Park (currently working with the
organization on an agreement).
Funded
X.
Draft a
Councilmember
Policy Handbook
Handbook will be reference guide for existing
members while helping facilitate the onboarding
process.
Unsure
Y.
LA 2028
Olympics Torch
Relays
Apply for and secure Orange as a site for the
2028 Olympics Torch Relay. N/A
Z.
Community
outreach
initiative
Expand outreach and resources to
underrepresented communities by increasing
access to City services and building trust
through neighborhood-based engagement
efforts, bringing City Hall directly into the
community.
Partially
funded
AA.
Update Parks
and Recreation
Masterplan
Project was approved as part of the FY 2026
Capital Improvement Program (CIP). Funded
BB.
El Modena Basin
Area
Improvements
Design
Approved project includes the design of
improvements (i.e., walking path, lighting, ADA
access) to the El Modena Basin.
Partially
funded
CC.
Revise Sports
Field Allocation
policy
Update the Sports Field Allocation policy to
reflect current practices as it was last updated
eight years ago.
Funded
City of Orange
City Council Goal Setting Workshop
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Status Notes
DD. Revisit Fee
Waiver policy
Since 2010, the City has an administrative policy
for waiving fees for the use of City facilities for
meetings, etc. The policy has inconsistently been
followed and needs to be revisited for updates
and implemented in collaboration with other
departments.
Funded
EE.
Plaza holiday
decorations
RFP
Initiate an RFP for holiday decorations at Plaza
Park. Unsure
FF. El Modena
netting project
Start the construction of the El Modena netting
project; scope of work is contingent upon a
potential grant through the MLB.
Unfunded
GG.
Create exhibit
space at El
Modena Library
Once exhibit for USA250 OC is complete, begin
creating an exhibit space at El Modena Library. Unsure
HH.
Improve,
enhance and
beautify major
street corridors
Evaluate and identify opportunities to beautify and
add landscaping throughout the City.
Partially
funded
II.
Improve current
pavement
program
Maintain citywide pavement condition index of 75
+/-.
Partially
funded
JJ. OC Riverwalk
project
Pursue funding and development of OC Riverwalk
along City’s Western boundary at Katella Avenue. Unfunded Plan or Project Name Short Description Funding
Status Notes
Goal 4. Improve Employee Retention and Recruitment
A. Adopt the
eSkills platform
Adopt the eSkills platform for administering exams
and increase efficiency of the City’s recruitment
process.
Funded
B.
Expand
internship
program
Enhance and grow the current internship program
to attract emerging talent, provide meaningful
learning experiences, and build a strong pipeline
for future workforce needs.
Funded
C. Labor
negotiations
Start labor negotiations with all represented
groups in Spring 2026. Funded
D.
Performance
management
and
accountability
Strengthen organizational performance by
providing clear expectations, consistent feedback,
and performance-based recognition.
Partially
funded
E. Reduce time to
hire
Implementing strategies and processes to
streamline recruitment, shorten hiring cycles, and
quickly secure top talent for organizational needs.
Funded
F. Supervisor’s
academy
Host an 8 to 12 week academy focusing on the
development of current management employees
so they may step into key City leadership roles in
the future.
Partially
funded
City of Orange
City Council Goal Setting Workshop
Participant Briefing Book
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Status Notes
G. Succession
planning
Work with all City Departments to identify and
develop internal talent to ensure leadership
continuity, strengthen organizational capacity, and
prepare employees for key future roles.
Unsure
H.
Classification
and
compensation
survey
Conducting comprehensive market survey to
ensure job classifications and compensation
structures are competitive, equitable, and aligned
with organizational needs.
Unfunded
I.
Expand
professional
development
and training
Equip employees with the knowledge, skills, and
leadership capabilities needed to excel in their
roles, support career growth, and advance the
City’s strategic objectives
Partially
funded
J.
Employee
handbook and
policy
modernization
Conduct a comprehensive review and update of all
HR policies and the employee handbook. Ensure
policies reflect current labor laws, collective
bargaining agreements, and best practices.
Improve clarity, accessibility, and employee
understanding through training and
communication.
Partially
funded
K.
Recruit and
retain qualified
employees
The department needs to maintain a reliable
workforce of employees to provide both technical
and trade specific services.
Partially
funded
Plan or Project Name Short Description Funding
Status Notes
Goal 5. Improve Infrastructure, Mobility, and Technology A.
Records
Management
Program
(Laserfiche)
Implement Laserfiche trusted system (WORM).
Return 200 boxes of records from offsite storage
facility. Complete destruction of records per
approved retention schedule. Digital document
records will be automatically archived to the
correct directory, supporting consistent
recordkeeping and efficient, accurate retrieval.
Partially
funded
B.
Energy
Efficiency
Upgrades
Implement an investment grade audit (IGA) via a
performance contract with Willdan. After an IGA is
completed, bidding and construction contracts will
be executed. The intent of this item is to lower
utility costs and utilize a portion of those savings
to service the debt incurred to construct the
project.
Funded
C. Civic portal
The Civic Portal serves as a comprehensive, one-
stop resource for permitting, planning, and code-
related services. Its objective is to provide
customers with a single City account through
which they can efficiently manage projects,
inspections, and code violations online,
minimizing the need for repeated in-person visits.
Funded
D. Maintstar
Implement a centralized, one-stop platform for
staff to manage all permitting, planning, and code-
related projects. Each project will include built-in
workflows, organized file storage tabs, and
assigned tasks to enhance accountability and
Funded
City of Orange
City Council Goal Setting Workshop
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11 Plan or Project Name Short Description Funding
Status Notes
collaboration.
E. GIS
A “More Info” page is available for each property
selected within the GIS map. This page
consolidates all relevant property information,
including related permits, planning projects, code
violations, Laserfiche documents, property owner
information, zoning, and other key details.
Funded
F. Benchmark
Reporting
Develop custom benchmark reports to evaluate
and understand workload demands, support
informed decision-making to enhance
performance and efficiency across operations.
Funded
G. Custom
applications
Create and maintain custom applications to
support departmental operations. Developed
applications include a counter queueing system,
planning project tracking, and task management.
Funded
H.
Transition to
online library
card system
Transition from paper to online library card
system. Unsure
I.
Transition of
Main Library
study rooms to
self-service
In collaboration with IT and Public Works,
transition the study rooms at the Main Library to
self-service (currently in progress).
Funded
J. ERP
implementation
Start phases two and three of the ERP
implementations for Human Resources, payroll
and utility billing.
Funded
K.
Old Towne-
West Orange
Shuttle
Feasibility
study
Identifies routes for local transit service
connecting Old Town to/from activity centers
(report completed).
Funded
L.
Develop and
implement Old
Towne parking
management
program
Create, implement, and manage a paid parking
program in the Old Towne Plaza commercial core. Funded
M. Corp Yard
renovation
Implement full master plan for renovation and
reorganization of the City Corp Yard.
Partially
funded
N.
Develop an
active
transportation
plan
Plan will provide a roadmap for improving bicycle
and pedestrian safety/mobility, including
identifying candidate corridors to be converted
into “Complete Streets.”
Funded
O.
Complete
Santiago Trail
extension
Complete construction of the Santiago
multipurpose trail. Funded
P.
Continue City
well PFAS
retrofit
Continue retrofit of all City well facilities to include PFAS treatment. Funded
Q.
Serrano Park
lodgepole
fencing
Complete installation of lodgepole fencing at
Serrano Park (work to begin January 2026). Funded
R.
Public
computer,
laptop and
copier
Replace 75+ public computers and laptops and
several copiers at the three Library locations. Funded
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City Council Goal Setting Workshop
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Status Notes
replacement
S.
Onboarding /
training for
new Board,
Commission
and Committee
Members and
Chairs
Create an onboarding process for new board,
commission and committee members and chairs Unsure
U. Explore the use
of AI
Explore AI solutions currently being utilized by
other cities to automate and streamline permitting
and planning project screening and review
activities.
Unsure
V.
Laserfiche
search
enhancement
Refine and improve the existing metadata for
scanned documents for ease in research. Unsure
W.
Maintstar
technology
enhancements
Ongoing refinement of daily system use, with
continuous improvements to enhance functionality
for both internal and external users
Funded
X. General Plan
update
The City’s General Plan was last comprehensively
updated in 2010 with a planning horizon of 2030.
An update is necessary to incorporate a refined
community vision and respond to changes in land
use, circulation, infrastructure, public safety, and
open space, while updating goals, policies, and
implementation measures. (Funding provided
from General Plan surcharge on building permits.)
Partially
funded
Y. Housing
Element update
The City’s Housing Element is valid through 2029
under the California Department of Housing and
Community Development schedule. Accordingly,
the Community Development Department must
begin planning for the preparation process.
(Funding provided from General Plan surcharge
on building permits.)
Partially
funded
Z. Phase 3 –
Furniture
Update furniture and lighting for Support Services
Division – Personnel/Training, Dispatch, Crime
Prevention
Funded
AA.
Updated facility
condition
assessment
A complete facility condition assessment of all the
City’s buildings and facilities to identify urgent
maintenance needs and future CIP projects.
Unfunded
BB.
Deploy a micro
transit service
in and around
Old Towne
A micro transit program to transport people
around Old Towne, including from free parking
areas to main Plaza.
Unfunded
CC.
Storm drain
master plan
update
Storm drain master plan will provide information
on needed improvements to address flooding
issues and/or existing deficiencies
Partially
funded
City of Orange
City Council Goal Setting Workshop
Participant Briefing Book
13 Plan or Project Name Short Description Funding
Status Notes
DD.
Sewer master
plan update to
coordinate with
next general
plan update
Sewer master plan will identify sewer system
deficiencies while also providing analytics on
expected useful life, sewer replacement, and
costs.
Partially
funded
EE.
Connect
houses on
septic to City
sewer system
Identify remaining homes on septic systems and
engage property owners and identify funding
strategies to lessen homeowner costs to move on
to City sewer system.
Unfunded
Plan or Project Name Short Description Funding
Status Notes
Goal 6. Ensure the Preservation of Historic Resources
A.
Develop a
Cohesive
Strategy for
City-Owned
Property in Old
Towne Orange
Work through the Surplus Land Act and contract
with an outside firm to develop complementary
uses for City-owned property in Old Towne
Orange. This analysis should also look at the
financial benefits and downsides of selling vs.
leasing property.
Funded
B.
Historic
Preservation
Ordinance
The City has retained Chattel, Inc. to prepare a
Historic Preservation Ordinance. Funded
C. History Center
reorganization
Currently working on relocating historical items
from the Library basement to the History Center
(items need to be kept in a temperature-controlled
environment).
Funded
D.
Update digital
photography
collection
Add the Library’s digital staff photograph
collection into the Local History online collection
for public access (currently in process).
Funded
E.
Create a
disaster
preparedness
plan for the
Library’s
History Center
Create a disaster preparedness plan to protect
and preserve historical archives (currently in
progress).
Funded
F.
Develop
citywide
inventory of
historic
properties
Conduct and complete an updated
comprehensive, citywide inventory of historic
properties.
Unsure
G.
Pursue
Certified Local
Government
Status
Upon completion of the Historic Preservation
Ordinance, pursue Certified Local Government
(CLG) status through the California Office of
Historic Preservation.
Unfunded
H.
Update five
local history
policies
Update local history polices for approval by the
Library Board of Trustees. Funded
City of Orange
City Council Goal Setting Workshop
Participant Briefing Book
14 Plan or Project Name Short Description Funding
Status Notes
I.
Commercial and
industrial design
standards
The City recently adopted an ordinance that
limits design review to historic properties and
removes non-historic major development
projects from review by the Design Review
Committee. With the elimination of formal
design review for these projects, updated
Commercial and Industrial Design Standards
are necessary to clearly articulate the City’s
expectations for site and building design quality
and to provide Planning staff with the tools
needed to conduct effective administrative
design review. (Advance Planning has
consulting services funding available.)
Partially
funded
Other
Use the space below to make any additional notes, observations, or recommendations to bring to the workshop:
City of Orange
City Council Goal Setting Workshop
Participant Briefing Book
15 Appendix A
Institute of Local Government Article
1 Leading public organizations and governing with colleagues on a council is a challenging art of community service. The Institute recognizes that many aspects of leadership and governance are not intuitive. This piece is intended to provide councilmembers and city managers insight into the attributes of exceptional councils as well as provide practical tips to help them become exceptional.
1. Exceptional councils develop a sense
of team – a partnership with the city
manager to govern and manage the city
The mayor, councilmembers and city manager see
themselves and work as a team as they undertake a
series of tasks to further their common purpose. The
individual team members work in a coordinated and
collaborative manner with a high degree of respect, trust and openness. The team values diversity in style and
perspective. The team thinks and acts strategically as it examines issues/situations and decides on a course of
action serving their city’s mission and goals.
KEY CHARACTERISTICS
Successfully transition from candidate
to a member of the council.
Become a champion of the city. Make
decisions based on the needs and
interests of the community at-large / the
greater good.
Develop, communicate and support
policy goals and council decisions.
Demonstrate a willingness to work
collaboratively (as a team) and have a
citywide perspective.
BEST PRACTICE TIPS
Build capacity to create a more effective team. The governance team (mayor, councilmembers and city manager) should get to know each other; how each person approaches issues, decision making style and so on. This can be accomplished at annual meetings or workshops through-out the year.
In the event that councilmembers disagree, clear ground rules (norms of behavior and practice) can help quell acrimony before it becomes a problem. It’s important to remember that trust is built around understanding and respect, not necessarily agreement.
Attributes of Exceptional Councils
Attributes of Exceptional Councils
2 2. Exceptional councils have clear
roles and responsibilities that are
understood and adhered.
Exceptional councils understand their role is to serve as policy maker - to represent the values, beliefs and priorities of their community while serving in the community’s best interest. They carry out a variety of responsibilities including:
developing and adopting a vision for the city; focusing and aligning plans, policies, agreements and budgets in furtherance of this vision; and holding themselves and
the city manager accountable for results.
Exceptional councils understand that the city manager
is responsible for the day-to-day operations of the city.
The city manager is responsible for undertaking and
accomplishing the policy objectives of the council.
Exceptional councils recognize the subject matter expertise of staff and utilize their knowledge and experience to
guide and inform decision making.
KEY CHARACTERISTICS
Understand the role of local
government and their responsibilities.
Know their role- to set vision and policy,
avoid micromanagement.
Councilmembers should strive to be
informed about the issues facing the
city and be prepared to ask questions of
staff and each other.
BEST PRACTICE TIPS
Create a shared understanding of the city manager’s role and the council’s expectations to optimize the working relationships. This shared understanding is informed by local charter and ordinance provisions that provide the overall framework for the relationship. The council should make time to have conversations during retreats and or study sessions to define and/or reveal and refine their role and responsibilities. Since role clarity between the city council and city management is critical to mutual success, having clear protocols helps avoid misunderstandings.
Attributes of Exceptional Councils
3 3. Exceptional councils honor the
relationship with staff and each other
Exceptional councils understand that a good working
relationship with staff is vital for the city to be run successfully. Exceptional councils treat each other and staff with dignity and respect. They act with civility and a high level of professional decorum. Councilmembers
build trust by not playing the “gotcha game” and strive to have a no secrets, no surprises approach as an operating norm. Finally, they respect the diversity of styles and perspectives among their colleagues and staff and are
open to new ideas.
KEY CHARACTERISTICS
Councilmembers have the ability to
respectfully disagree (to disagree
without being disagreeable).
They are able to leave it at the dais;
debates are about policy, not
personality.
Exceptional councilmembers reflect
positive decorum/model of leadership
by providing respectful tone with
colleagues.
Establish a set of behaviors ahead of
time, potentially documented in a code
of conduct, to help promote civility and
respect.
BEST PRACTICE TIPS
Set council priorities and strategic goals at an annual meeting; these goals and priorities are a tool to guide the city manager and staff on where to focus their efforts. This annual meeting provides time for the council to reflect on community priorities as well as offer an opportunity to discuss thei r decorum and their relationship among each other and the relationship between the city manager/staff and the council.
4. Exceptional councils routinely conduct
effective meetings
Open and public meetings are central to democratic
decision-making. Exceptional councils master the art
of effective meetings. They develop and adhere to meeting protocols and processes. They spend time planning and
organizing the agenda with the aim of having a more
focused meeting. They allocate the council’s time and
energy appropriately (focused on the council’s role and responsibilities) and meeting short- and long-term priorities.
They honor the public’s participation and engagement
and they generally start on time and are held during
reasonable hours.
Exceptional councils use public meetings not only for their intended purpose, information sharing and decision-making,
KEY CHARACTERISTICS
Councilmembers are respectful of each
other, the public and everyone’s time.
Councilmembers use engaging body
language as a way to demonstrate
respect.
Issues are not personalized, thoughtful
dialogue is the objective.
Agenda packets are read,
councilmembers come prepared and
have an open mind
Respect is demonstrated for varied
opinions.
Everyone strives to be civil and act with
decorum.
Attributes of Exceptional Councils
4 but they also use the meeting to demonstrate respect and civility for each other, staff and the public. Exceptional councilmembers prepare in advance of the meeting, remain focused on the city goals and objectives and mindful of their role and responsibilities.
BEST PRACTICE TIPS
Develop and adopt (with regular reviews and updates), guidelines for conducting meetings and making decisions. These governance protocols typically address meeting procedures (agenda preparation, how to put issues on the agenda, debate and voting procedures (parliamentary rules) and standards of decorum (civility)). As part of a regular self-assessment, councils should evaluate their meetings and their effectiveness and adjust behavior and practices for better results .
5. Exceptional councils hold themselves
and the city accountable
Exceptional councils operate openly, ethically and work to engage the community in a myriad of decisions impacting the prosperity and well-being of their community. Toward that end, exceptional councils consistently provide short- and long-term strategic direction and goals, as well as provide budget, program and policy oversight.
Exceptional councils hold themselves accountable for the conduct, behavior and effectiveness of the council. They establish clear priorities and goals and hold the city
manager accountable for results. And finally, they embrace accountability as a process and tool to calibrate ongoing efforts to address and meet policy and program objectives.
KEY CHARACTERISTICS
Councilmembers operate ethically and
with integrity.
Councils conduct team building / goal
setting exercise to track progress
towards mutually agreed upon goals
Councils taking responsibility for the
results (good and bad).
Councils celebrate success.
Councilmembers hold themselves
responsible for adhering to operating
protocols and codes of conduct.
BEST PRACTICE TIPS
Annually evaluate council and city manager performance toward achieving the city’s priorities and goals (consider having this be part of an annual goal setting meeting). Council should consider assessing its own behavior and effectiveness as part of its annual self-assessment.
Attributes of Exceptional Councils
5 6. Exceptional councils have members
who practice continuous personal
learning and development
Governance is not intuitive. In addition, the policy and economic environment impacting cities are ever changing.
Exceptional councils continually provide the opportunity to build their knowledge and skills, to enhance their
understanding of key issues, increase their awareness
of best practices and sharpen their leadership and
governance skills.
KEY CHARACTERISTICS
Stay informed on key issues
Gain key insights and knowledge on all
aspects of governing, from budgets to
plans and everything in between.
Learning to listen is sometimes more
important than learning to give a
speech.
BEST PRACTICE TIPS
Seek out national, state and local professional growth and educational opportunities. These opportunities can focus on the nuts and bolts of governing to helping you gain valuable information and/or insights on key policy issues facing your city. In addition, city run orientations for newly elected officials provide a good way to acclimate new members to the council’s norms and protocols as well as the budget and key policy issues.