Fiscal Years 2025-2030
Revised Citywide Strategic Plan
D a n S l a t e r
M a y o r
J o h n G y l l e n h a m m e r
C o u n c i l m e m b e r
D i s t r i c t 6
A n a G u t i e r r e z
C o u n c i l m e m b e r
D i s t r i c t 5
K a t h y T a v o u l a r i s
C o u n c i l m e m b e r
D i s t r i c t 3
D e n i s B i l o d e a u
M a y o r p r o t e m
D i s t r i c t 4
A r i a n n a B a r r i o s
C o u n c i l m e m b e r
D i s t r i c t 1
J o n D u m i t r u
C o u n c i l m e m b e r
D i s t r i c t 2
Table of Contents
City District Map
0 1
City Manager Message
0 2
Executive Summary
0 3
Mission, Vision, Values
0 4
Goal Action Plan
0 5
Goal 1: Maintain Strong Emergency and Public Safety Services 0 7
Goal 2: Enhance Economic Development and Achieve Fiscal Stability 8 Goal 3: Enhance Quality of Life Through City Services 1 0
Goal 4: Improve Employee Retention and Recruitment
1 1
Goal 5: Improve Infrastructure, Mobility, and Technology 1 2
Goal 6: Ensure the Preservation of Historic Resources
1 3
Addendum: Strategic Planning Session Report
1 4
1 T h e O r a n g e C i t y C o u n c i l r e p r e s e n t s s i x d i s t r i c t s w i t h t h e M a y o r s e r v i n g a t - l a r g e . A s t h e C i t y o f O r a n g e ' s e l e c t e d b o d y , t h e C i t y C o u n c i l r e p r e s e n t s t h e n e e d s o f i n d i v i d u a l d i s t r i c t s w h i l e p u r s u i n g t h e b e t t e r m e n t o f t h e C i t y o f O r a n g e a s a w h o l e .
To the Orange Community:
On behalf of the City of Orange, I am pleased to present the revised Fiscal Years 2025-2030 Citywide Strategic Plan (Plan). Initially adopted on November 26, 2024, the Plan included six Citywide community goals and a series of strategic objectives detailed in the Goal Action Plan, helping our community achieve these goals over the next several years.
The Plan is a “living document,” adaptable to a changing environment and community needs. To that end, the City Council held a strategic planning session on February 5, 2026, at the Orange Main Branch Library and History Center. The strategic planning session gave our community the opportunity to reevaluate the Plan to ensure its goals, objectives, and priorities are relevant to our City’s needs. After a productive dialogue with City staff and our community, the City Council voted to modify the Citywide goals and narrow down the specific objectives detailed in the Goal Action Plan. The revised Citywide goals include the following six, with the revised objectives detailed in the Goal Action Plan:
1. Maintain Strong Emergency and Public Safety Services.
2. Enhance Economic Development and Achieve Fiscal Stability.
3. Enhance Quality of Life Through City Services.
4. Improve Employee Retention and Recruitment.
5. Improve Infrastructure, Mobility, and Technology.
6. Ensure the Historic Preservation of Resources.
I would like to thank the Orange City Council, City staff, and our community for taking part in revising the Fiscal Years 2025-2030 Citywide Strategic Plan. Personally, I am fortunate enough to have grown up in Orange, and to come back as the Orange City Manager and take part in helping our community achieve these critical goals is a distinct honor and privilege. Together, we will accomplish these goals and secure a better and more prosperous future for Orange.
Respectfully,
Jarad Hildenbrand
City Manager
2 A Message from the City Manager
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. To that end, on February 5, 2026, the Orange City Council held a strategic planning session. The purpose of the strategic planning session was to review the Plan and ensure the goals and objectives were still relevant and germane to the Orange community’s needs.
At the conclusion of the strategic planning session (a summary report of the strategic planning session is attached to this Plan as an addendum), the City Council revised the Citywide goals, narrowed the specific objectives detailed in the Goal Action Plan, and modified portions of the Mission/Vision/Value statements.
Collectively, these amendments capture the Orange community’s evolving needs and recognize the external conditions that may change the City’s initial course of action. The revised Plan also lessens the number of objectives listed in the Goal Action Plan. By making this strategic decision, the City Council is removing those items that are more routine in nature. This recognizes that although important, they do not depict the larger-scale and longer-term projects that significantly advance the City’s efforts to achieve the goals identified in the Plan.
In its most basic form, the Plan now focuses on key objectives (i.e., those that received a priority dot) that will help our City achieve its six overarching Community Goals and ultimately ensure the City is a leader in providing the highest level of service in Orange County. Quarterly Plan updates will continue to be provided to the City Council to ensure transparency and accountability. Furthermore, by adopting this revised Plan in June, the forthcoming quarterly updates will run parallel with the City’s fiscal year, acknowledging that the City’s annual budget is interrelated with the goals and objectives set out in this Plan.
Executive Summary
3 The City of Orange is committed to excellent service for our residents, businesses, and visitors.
Mission
Orange is a city that celebrates its heritage, strives for high-quality service, and prepares for a vibrant future.
Vision
T e a m w o r k
W o r k i n g t o g e t h e r t o a c h i e v e c o m m o n g o a l s .
E x c e l l e n c e
D e m a n d i n g t h e b e s t f r o m o u r s e l v e s a n d o t h e r s i n s e r v i c e t o o u r c o m m u n i t y .
A c c o u n t a b i l i t y
W e a r e a c c o u n t a b l e t o t h e r e s i d e n t s a n d t a x p a y e r s o f t h e C i t y o f O r a n g e a n d a r e c o m m i t t e d t o h o l d i n g o u r s e l v e s a n d e a c h o t h e r t o t h e h i g h e s t m o r a l a n d e t h i c a l s t a n d a r d s o f c o n d u c t a n d p e r f o r m a n c e e x c e l l e n c e .
T r a n s p a r e n c y
W e o p e r a t e w i t h o p e n n e s s a n d i n t e g r i t y t o e n s u r e o u r a c t i o n s , p r o c e s s e s , a n d t h e u s e o f p u b l i c r e s o u r c e s a r e v i s i b l e t o t h e c o m m u n i t y w e s e r v e .
V a l u e s
4 M i s s i o n
V a l u e s
G o a l A c t i o n P l a n
V i s i o n
5 T h e C i t y ' s m i s s i o n , v i s i o n , a n d v a l u e s s e t t h e f o u n d a t i o n o f t h e G o a l A c t i o n P l a n .
The Goal Action Plan (GAP) is intended to guide the City Council and staff so the City of Orange may achieve the revised goals identified in the Revised Fiscal Years 2025-2030 Citywide Strategic Plan. The GAP identifies objectives and implementation strategies to advance projects over the next several years. While not an exhaustive list, the GAP represents significant and long-term projects that will benefit the Orange community and help our City accomplish its goals.
The objectives detailed in the GAP include the following information to ensure the City achieves each goal in an orderly fashion.
Table Definitions:
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). 2 Lead Departments - The primary department(s) responsible for completing the objective. 3 Objective - Brief description of what the respective department(s) would like to achieve. 4 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. 5 Funding Status - Identifies if the specific objective has been funded, partially funded, or is unfunded.
If funding is not applicable to the specific objective, then the objective will state, “not applicable.” 6 6
O b j e c t i v e
N u m b e r
L e a d
D e p a r t m e n t s
O b j e c t i v e D e s c r i p t i o n a n d S t a t u s F u n d i n g
S t a t u s
1 . 1 F i r e
E n h a n c e t h e a m b u l a n c e
o p e r a t o r p r o g r a m
H i r e a d d i t i o n a l a m b u l a n c e o p e r a t o r s a n d i m p l e m e n t a s e l f - f u n d e d a m b u l a n c e o p e r a t o r p r o g r a m w i t h r e v e n u e s d r i v e n b y d e m a n d F u n d e d
1 . 2 F i r e
N a t i o n a l F i r e P r o t e c t i o n
A s s o c i a t i o n
U p d a t e a n n u a l p h y s i c a l r e q u i r e m e n t s t o c o m p l y w i t h t h e N a t i o n a l F i r e P r o t e c t i o n A s s o c i a t i o n s t a n d a r d s P a r t i a l l y
F u n d e d
1 . 3 F i r e F i r e S t a t i o n M a i n t e n a n c e E n s u r e f i r e s t a t i o n g e n e r a l m a i n t e n a n c e n e e d s ( p a i n t a n d f l o o r i n g ) a r e a d d r e s s e d w h i l e b u d g e t i n g f o r n e e d e d r e m o d e l s a n d i m p r o v e m e n t s ( b u i l d i n g a d d i t i o n s , a p p a r a t u s d o o r r e p l a c e m e n t , a n d / o r r e r o o f i n g ) P a r t i a l l y
F u n d e d
1 . 4 F i r e S i g n a l P r e e m p t i o n I n s t a l l a t i o n C o n t i n u e t o i n s t a l l t r a f f i c s i g n a l s i n f r o n t o f C i t y f i r e s t a t i o n s F u n d e d 1 . 5 F i r e
F i r e S t a t i o n R e l o c a t i o n s a n d
F r o n t l i n e A p p a r a t u s
R e v i e w t h e p o t e n t i a l o f r e l o c a t i n g f i r e s t a t i o n s 3 , 4 , a n d 5 .
A d d a n a d d i t i o n a l f r o n t l i n e f i r e e n g i n e a n d 1 2 p e r s o n n e l t o e n h a n c e e m e r g e n c y r e s p o n s e .
U n f u n d e d
1 . 6 P o l i c e T e c h n o l o g y E n h a n c e m e n t s S u p p o r t a n d e n h a n c e t h e P o l i c e D e p a r t m e n t ’ s u s e o f t e c h n o l o g y ( e . g . , F l o c k a n d d r o n e s ) a s a n a d d i t i o n a l t o o l t o c o n t i n u e t o r e d u c e a n d a d d r e s s c r i m e D e v e l o p p o l i c i e s f o r a d d i t i o n a l t e c h n o l o g i e s a s - n e e d e d P a r t i a l l y
F u n d e d
1 . 7 P o l i c e
O r a n g e P o l i c e D e p a r t m e n t
B u i l d i n g U p d a t e s
C o n s t r u c t i m p r o v e m e n t s t o t h e F i e l d S e r v i c e s D i v i s i o n a n d t h e O r a n g e P o l i c e D e p a r t m e n t ( M o t o r s , B i k e s , a n d H E A R T ) F u n d e d
1 . 8
P o l i c e /
C o m m u n i t y a n d
L i b r a r y S e r v i c e s
A d d r e s s i n g H o m e l e s s n e s s
W o r k w i t h c o m m u n i t y p a r t n e r s t o p r o v i d e r e s o u r c e s a n d s u p p o r t t o t h o s e e x p e r i e n c i n g h o m e l e s s n e s s , t h e r e b y r e d u c i n g t h e n u m b e r o f p e o p l e e x p e r i e n c i n g h o m e l e s s n e s s i n O r a n g e P a r t i a l l y
F u n d e d
GOAL 1: Maintain Strong Emergency and Public Safety Services 7 O b j e c t i v e
N u m b e r
L e a d D e p a r t m e n t s O b j e c t i v e D e s c r i p t i o n a n d S t a t u s F u n d i n g S t a t u s 2 . 1
C o m m u n i t y
D e v e l o p m e n t
G e n e r a l P l a n U p d a t e
P r o c e s s
B e g i n t h e p r o c e s s t o u p d a t e t h e C i t y ’ s G e n e r a l P l a n f o r 2 0 3 0 , i n c o r p o r a t i n g a r e f i n e d c o m m u n i t y v i s i o n a n d r e s p o n d t o c h a n g e s i n l a n d u s e , c i r c u l a t i o n , i n f r a s t r u c t u r e , p u b l i c s a f e t y , a n d o p e n s p a c e , w h i l e u p d a t i n g g o a l s , p o l i c i e s , a n d i m p l e m e n t a t i o n m e a s u r e s
P a r t i a l l y F u n d e d
2 . 2
C o m m u n i t y
D e v e l o p m e n t
M e a t s t o H e i m
S p e c i f i c P l a n
D e v e l o p a s p e c i f i c p l a n f o r t h e f o r m e r V i l l a g e a t O r a n g e M a l l p r o p e r t y t o f a c i l i t a t e r e i n v e s t m e n t a n d r e d e v e l o p m e n t a s a m i x e d - u s e d e s t i n a t i o n w i t h a n i n t e g r a t e d b l e n d o f r e t a i l a n d r e s i d e n t i a l u s e s
F u n d e d
2 . 3
C o m m u n i t y
D e v e l o p m e n t / P u b l i c
W o r k s
S u l l y M i l l e r S i t e
W o r k w i t h t h e a p p r o p r i a t e s t a k e h o l d e r s a n d i d e n t i f y a b e n e f i c i a l u s e a n d f i n a l r e s o l u t i o n f o r t h e S u l l y M i l l e r s i t e N o t A p p l i c a b l e
2 . 4 F i n a n c e
A d d r e s s I n t e r n a l
S e r v i c e F u n d D e f i c i t
I n c r e a s e r e v e n u e s a n d s e t a s i d e f u n d i n g e a c h y e a r t o e l i m i n a t e t h e o n g o i n g d e f i c i t r e a l i z e d i n t h e t h e C i t y ’ s i n t e r n a l s e r v i c e f u n d s ( e . g . , G e n e r a l L i a b i l i t y , W o r k e r ’ s C o m p e n s a t i o n , A c c r u e d L i a b i l i t y )
P a r t i a l l y F u n d e d
2 . 5
C o m m u n i t y
D e v e l o p m e n t
I n d u s t r i a l A r e a
D i s t r i c t O v e r l a y
I n i t i a t e a d i s t r i c t o v e r l a y i n t h e C i t y ’ s i n d u s t r i a l a r e a s f o r p u r p o s e s o f p r o m p t i n g a n i n n o v a t i o n d i s t r i c t .
U n f u n d e d
2 . 6
C o m m u n i t y
D e v e l o p m e n t / P u b l i c
W o r k s
O C R i v e r w a l k a n d
W e s t K a t e l l a
C o r r i d o r
R e d e v e l o p m e n t
W o r k w i t h t h e C i t y o f A n a h e i m a n d C o u n t y o f O r a n g e t o h e l p p r o g r e s s t h e O C R i v e r w a l k d e v e l o p m e n t i n p a r a l l e l w i t h t h e f o r t h c o m i n g O C V i b e d e v e l o p m e n t a n d r e d e v e l o p m e n t o f t h e W e s t K a t e l l a c o r r i d o r
P a r t i a l l y F u n d e d
GOAL 2: Enhance Economic Development and Achieve Fiscal Stability 8 O b j e c t i v e
N u m b e r
L e a d D e p a r t m e n t s O b j e c t i v e D e s c r i p t i o n a n d S t a t u s F u n d i n g S t a t u s 2 . 7 C i t y M a n a g e r C h a p m a n P I L O T
E n g a g e w i t h C h a p m a n U n i v e r s i t y o n t h e c r e a t i o n o f a p a y m e n t i n l i e u o f t a x e s p r o g r a m N o t A p p l i c a b l e
2 . 8 A l l D e p a r t m e n t s C i t y S e r v i c e E v a l u a t i o n E v a l u a t e t h e C i t y s e r v i c e s t h a t h a v e b e e n r e d u c e d o r e l i m i n a t e d d u e t o t h e C i t y ’ s f i s c a l c o n s t r a i n t s , a n d d e t e r m i n e i f t h e a l t e r n a t i v e s e r v i c e d e l i v e r y m e t h o d s c r e a t e d s i n c e t h e n a r e m o r e e f f i c i e n t / e f f e c t i v e a n d / o r i f t h e s e s e r v i c e s a r e s t i l l n e e d e d N o t A p p l i c a b l e
2 . 9 F i n a n c e P e n s i o n C o s t s
A c h i e v e a n d m a i n t a i n 9 0 % f u n d e d s t a t u s f o r C a l P E R S p e n s i o n l i a b i l i t y
P a r t i a l l y F u n d e d
2 . 1 0
C o m m u n i t y
D e v e l o p m e n t
E c o n o m i c D e v e l o p m e n t
M a r k e t i n g P r o g r a m
C r e a t e a f o r m a l m a r k e t i n g p r o g r a m d e d i c a t e d t o b u s i n e s s a t t r a c t i o n . T h i s p r o g r a m w o u l d p r o v i d e t h e o p p o r t u n i t y t o e s t a b l i s h i n f o r m e d e c o n o m i c d e v e l o p m e n t g o a l s a n d o b j e c t i v e s s u p p o r t e d b y a c l e a r s t r a t e g y a n d a c t i o n a b l e i m p l e m e n t a t i o n p l a n
P a r t i a l l y F u n d e d
2 . 1 1 A l l D e p a r t m e n t s O r g a n i z a t i o n a l A s s e s s m e n t C o n d u c t a n o r g a n i z a t i o n a l a s s e s s m e n t t o e v a l u a t e s t a f f i n g l e v e l s a n d o p e r a t i o n a l e f f i c i e n c y U n f u n d e d
2 . 1 2
C o m m u n i t y
D e v e l o p m e n t
S i g n O r d i n a n c e U p d a t e
D e v e l o p a m e n d m e n t s a n d u p d a t e s t o t h e C i t y ’ s s i g n r e g u l a t i o n s w i t h i n O r a n g e M u n i c i p a l C o d e T i t l e 1 7 F u n d e d
GOAL 2: Enhance Economic Development and Achieve Fiscal Stability 9 O b j e c t i v e
N u m b e r
L e a d D e p a r t m e n t s O b j e c t i v e D e s c r i p t i o n a n d S t a t u s F u n d i n g S t a t u s 3 . 1 C o m m u n i t y D e v e l o p m e n t M i l l s A c t A u d i t C o n d u c t a n a u d i t a n d d e v e l o p a c o m p r e h e n s i v e , b e n e f i c i a l , a n d e f f e c t i v e M i l l s A c t p r o g r a m P a r t i a l l y F u n d e d
3 . 2 C i t y M a n a g e r C o u n t y I s l a n d A n n e x a t i o n W o r k w i t h O r a n g e C o u n t y L A F C O a n d C o u n t y o f O r a n g e t o f i n a l i z e c o s t s , e n g a g e i n c o m m u n i t y o u t r e a c h , a n d b e g i n t h e a n n e x a t i o n p r o c e s s P a r t i a l l y F u n d e d
3 . 3
C o m m u n i t y a n d L i b r a r y
S e r v i c e s
E l M o d e n a H i s t o r i c a l
D i s p l a y a n d E x h i b i t S p a c e
C r e a t e a d i s p l a y a t t h e M a i n B r a n c h L i b r a r y a n d H i s t o r y C e n t e r d e d i c a t e d t o s h o w c a s i n g t h e h i s t o r y o f t h e E l M o d e n a c o m m u n i t y
I n s t a l l e x h i b i t s p a c e a t E l M o d e n a L i b r a r y P a r t i a l l y F u n d e d
3 . 4
C o m m u n i t y a n d L i b r a r y
S e r v i c e s
E l M o d e n a B a s i n
I m p r o v e m e n t s
S e c u r e f u n d i n g t o c o m p l e t e l i g h t i n g , s a f e t y , a n d a c c e s s i b i l i t y i m p r o v e m e n t s a t t h e E l M o d e n a B a s i n P a r k
F u n d e d
3 . 5
C o m m u n i t y a n d L i b r a r y
S e r v i c e s
P a r k s M a s t e r P l a n
D e v e l o p m e n t
I d e n t i f y f u n d i n g f o r s t a f f t o c o m p l e t e a c o m p r e h e n s i v e C i t y p a r k s m a s t e r p l a n , d e t a i l i n g l o n g - t e r m p a r k d e v e l o p m e n t s t r a t e g i e s t h a t w i l l m e e t t h e c o m m u n i t y ’ s f u t u r e n e e d s
U n f u n d e d
3 . 6 C i t y M a n a g e r
L . A . 2 0 2 8 O l y m p i c s T o r c h
R e l a y s
A p p l y f o r a n d s e c u r e t h e C i t y o f O r a n g e a s a s i t e f o r t h e 2 0 2 8 O l y m p i c s T o r c h R e l a y
N o t A p p l i c a b l e
3 . 7 C i t y M a n a g e r C i t y C h a r t e r
C o n d u c t p u b l i c h e a r i n g s t o c o n s i d e r p l a c i n g a C i t y C h a r t e r b a l l o t m e a s u r e o n t h e N o v e m b e r 3 , 2 0 2 6 G e n e r a l M u n i c i p a l E l e c t i o n .
N o t A p p l i c a b l e
Goal 3: Enhance Quality of Life Through City Services
10 O b j e c t i v e
N u m b e r
L e a d D e p a r t m e n t s O b j e c t i v e D e s c r i p t i o n a n d S t a t u s F u n d i n g S t a t u s 4 . 1 H u m a n R e s o u r c e s C l a s s a n d C o m p e n s a t i o n S t u d y C o n d u c t a f u l l c l a s s a n d c o m p e n s a t i o n s t u d y .
T h e s t u d y w i l l e n s u r e p a y e q u i t y a n d m a r k e t a l i g n m e n t ; r e e s t a b l i s h m i n i m u m q u a l i f i c a t i o n s a n d j o b d e s c r i p t i o n s ; i m p r o v e r e c r u i t m e n t a n d r e t e n t i o n ; a n d i d e n t i f y c a r e e r p r o g r e s s i o n d e v e l o p m e n t U n f u n d e d
4 . 2 H u m a n R e s o u r c e s R e d u c e T i m e t o H i r e I m p l e m e n t s t r a t e g i e s a n d p r o c e s s e s t o s t r e a m l i n e r e c r u i t m e n t , s h o r t e n h i r i n g c y c l e s , a n d q u i c k l y s e c u r e t o p t a l e n t f o r o r g a n i z a t i o n a l n e e d s F u n d e d
4 . 3 H u m a n R e s o u r c e s
R e c r u i t a n d R e t a i n Q u a l i f i e d
E m p l o y e e s
T h r o u g h t h e c l a s s a n d c o m p e n s a t i o n s t u d y , b e g i n i m p l e m e n t i n g p a y e q u i t y a d j u s t m e n t s t o e n s u r e t h e C i t y i s a c o m p e t i t i v e e m p l o y e r t h a t o f f e r s d e v e l o p m e n t / t r a i n i n g o p p o r t u n i t i e s a n d s u c c e s s i o n p l a n n i n g , e n s u r i n g a c l e a r p a t h w a y f o r p r o m o t i o n a l , g r o w t h , a n d l e a d e r s h i p o p p o r t u n i t i e s U n f u n d e d
GOAL 4: Improve Employee Retention and Recruitment
11 O b j e c t i v e
N u m b e r
L e a d
D e p a r t m e n t s
O b j e c t i v e D e s c r i p t i o n a n d S t a t u s F u n d i n g
S t a t u s
5 . 1 P u b l i c W o r k s
P a v e m e n t C o n d i t i o n I n d e x
I m p r o v e m e n t
C o n t i n u e m o n i t o r i n g a n d i d e n t i f y f u n d i n g o p p o r t u n i t i e s t o i m p r o v e a n d m a i n t a i n t h e C i t y ’ s p a v e m e n t c o n d i t i o n i n d e x P a r t i a l l y
F u n d e d
5 . 2
C o m m u n i t y a n d
L i b r a r y S e r v i c e s
R a m p a r t S t r e e t P a r k a n d
W e s t O r a n g e P a r k
S e c u r e a l e a s e a g r e e m e n t w i t h t h e C o u n t y o f O r a n g e a n d d e v e l o p t h e R a m p a r t C o u n t y o f O r a n g e s i t e f o r p a r k p u r p o s e s W o r k w i t h t h e C o u n t y o f O r a n g e a n d A r m y C o r p s o f E n g i n e e r s t o s t a r t a n d c o m p l e t e W e s t O r a n g e P a r k
F u n d e d
5 . 3 P u b l i c W o r k s
I m p r o v e , e n h a n c e , a n d
b e a u t i f y m a j o r s t r e e t
c o r r i d o r s
E v a l u a t e a n d i d e n t i f y o p p o r t u n i t i e s t o b e a u t i f y a n d a d d l a n d s c a p i n g t h r o u g h o u t t h e C i t y
P a r t i a l l y
F u n d e d
5 . 4
C o m m u n i t y
D e v e l o p m e n t
M a i n t s t a r I m p l e m e n t a t i o n
I m p l e m e n t a c e n t r a l i z e d , o n e - s t o p p l a t f o r m f o r s t a f f t o m a n a g e a l l p e r m i t t i n g , p l a n n i n g , a n d c o d e - r e l a t e d p r o j e c t s E a c h p r o j e c t w i l l i n c l u d e b u i l t - i n w o r k f l o w s , o r g a n i z e d f i l e s t o r a g e t a b s , a n d a s s i g n e d t a s k s t o e n h a n c e a c c o u n t a b i l i t y a n d c o l l a b o r a t i o n F u n d e d
5 . 5 P u b l i c W o r k s S e w e r M a s t e r P l a n D e v e l o p a s e w e r m a s t e r p l a n t h a t w i l l i d e n t i f y s e w e r s y s t e m d e f i c i e n c i e s w h i l e a l s o p r o v i d i n g a n a l y t i c s o n e x p e c t e d u s e f u l l i f e , s e w e r r e p l a c e m e n t , a n d c o s t s
P a r t i a l l y
F u n d e d
5 . 6 P u b l i c W o r k s
C o n n e c t h o u s e s o n s e p t i c
t o C i t y s e w e r s y s t e m
I d e n t i f y r e m a i n i n g h o m e s c u r r e n t l y o n s e p t i c , e n g a g e p r o p e r t y o w n e r s , a n d i d e n t i f y f u n d i n g s t r a t e g i e s t o l e s s e n h o m e o w n e r c o s t s t o m o v e o n t o t h e C i t y ’ s s e w e r s y s t e m
U n f u n d e d
5 . 7 P u b l i c W o r k s W e l l P F A S R e t r o f i t C o n t i n u e t o r e t r o f i t a l l C i t y - o w n e d w a t e r w e l l f a c i l i t i e s t o i n c l u d e P F A S t r e a t m e n t s y s t e m s
F u n d e d
GOAL 5: Improve Infrastructure, Mobility, and Technology 12 O b j e c t i v e N u m b e r L e a d D e p a r t m e n t s O b j e c t i v e D e s c r i p t i o n a n d S t a t u s F u n d i n g S t a t u s 6 . 1
C o m m u n i t y
D e v e l o p m e n t
H i s t o r i c P r e s e r v a t i o n
O r d i n a n c e
D e v e l o p a h i s t o r i c p r e s e r v a t i o n o r d i n a n c e i n c o l l a b o r a t i o n w i t h t h e O r a n g e L e g a c y A l l i a n c e , O l d T o w n e P r e s e r v a t i o n A s s o c i a t i o n , a n d t h e C i t y ’ s h i r e d c o n s u l t a n t , C h a t t e l , I n c .
F u n d e d
6 . 2
C o m m u n i t y
D e v e l o p m e n t
C e r t i f i e d L o c a l
G o v e r n m e n t D e s i g n a t i o n
A p p l y t o b e c o m e a C e r t i f i e d L o c a l G o v e r n m e n t p u r s u a n t t o t h e N a t i o n a l H i s t o r i c P r e s e r v a t i o n A c t , h e l p i n g s e c u r e f u n d i n g a n d p r o v i d e t e c h n i c a l a s s i s t a n c e t o p r e s e r v e h i s t o r i c a l a s s e t s N o t A p p l i c a b l e
6 . 3
C o m m u n i t y a n d
L i b r a r y S e r v i c e s
D i s a s t e r P r e p a r e d n e s s
P l a n
C r e a t e a d i s a s t e r p r e p a r e d n e s s p l a n t o p r o t e c t a n d p r e s e r v e h i s t o r i c a l a r c h i v e s a t t h e M a i n B r a n c h L i b r a r y a n d H i s t o r y C e n t e r
F u n d e d
GOAL 6: Ensure the Preservation of Historic Resources
13 Addendum:
Strategic Planning Session Report
14 Priority Setting
Workshop Report
City of Orange
Workshop Held February 5, 2026
February 2026
City Council Priority Setting Workshop Report
Workshop Overview
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 workshop was held on Thursday, February 5, 2026, from 4 p.m. to 7:30 p.m. in the Main Library Community Room.
The goal of the workshop was for the City Council to reach consensus about priorities for the coming year while engaging in discussions centered around priority setting, strategic planning, and increasing the effectiveness of governance. This report contains a summary of the workshop results.
Annie Rose Favreau and Mary Locey with Baker Tilly facilitated the workshop. The workshop presentation is attached to this report as Exhibit A.
Objectives
The workshop objectives included:
• Gaining an understanding of the value of strategic planning • Discussing good governance within the context of strategic planning • R eviewing the City’s mission, vision and values; and • Obtaining consensus on Council priorities
Agenda
Workshop Agenda for Thursday, February 5, 2026
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
City of Orange
City Council Priority Setting Workshop Report
2 Participants
All members of the City Council attended and participated in the workshop.
The following City staff members also attended the workshop:
City Staff Workshop Participants
Jarad Hildenbrand, City Manager Russell Bunim, Community Development Director Jack Morgan, Senior Assistant to the City Manager Leslie Hardy, Community & Library Services Director
Nathalie Adourian, City Attorney Trang Nguyen, Finance Director Pamela Coleman, City Clerk Alan Velasco, Fire Chief
Jennifer Connally, Deputy City Clerk Monica Espinoza, Human Resources Director Charlene Cheng, Public Information Officer Adam Jevec, Police Chief Christopher Cash, Public Works Director
Logistical support for the workshop was provided by Corrina Rivas and Lilibet Woolsey.
Preparation
In 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. Baker Tilly also met with department directors and received information about proposed projects, programs, and plans for Council’s consideration during the workshop.
Workshop Facilitation
Opening Comments
Mayor Slater called the meeting to order. Mayor Pro Tem Bilodeau led the flag salute. The Mayor then opened and closed the public comment period.
City Manager Jarad Hildenbrand provided his opening comments and turned the session over to the workshop facilitators, who reviewed the workshop agenda, objectives, and ground rules for a successful session.
City of Orange
City Council Priority Setting Workshop Report
3 Mary explained that items brought up during the workshop that may require additional thought or discussions would be added to the “bike rack” for future attention. The following item was added to the bike rack during the workshop:
• Additional policy discussions regarding the use of Flock Safety or similar crime-fighting related technology
Icebreaker Exercise
Mary led the Councilmembers in an icebreaker exercise. The purpose of this exercise is to kick off the workshop informally and to learn more about what the Council sees as the future of the organization and community. Each Councilmember was asked to reflect on what they would like to see as headline news about the city of Orange in five years. A summary of the responses is shown below.
Icebreaker Responses by Councilmembers
Councilmember Barrios Orange records first surplus in five years Mayor Slater Orange sets the county standard for fiscal accountability Councilmember Gyllenhammer Orange rated best place in the United States to raise your kids Councilmember Tavoularis Orange opens four new fire stations and hires more police Councilmembers Gutierrez Orange is known for its historical El Modena event Orange brings big-box businesses to our commercial corridor Mayor Pro Tem Bilodeau Orange cuts regulations and lands new businesses and restaurants Councilmember Dumitru Following the Olympics, Orange celebrates a three-year drop in crime and budget surpluses
Effective Councils Within the Context of Strategic Plans Following the icebreaker exercise, Annie Rose engaged the group in a discussion about good governance, teamwork, and attributes of effective councils. The purpose of the discussion was to share perspectives and ideas for effectively serving the community as a team, and to set the foundation for a productive and fulfilling year. It served as a short refresher on good governance practices.
Annie Rose provided an overview of why effective governance is important. She explained that effective Council and City Manager teamwork makes for good policy and solid organization. She reviewed the roles for an effective team as shown below.
Context for Priority Setting
Annie Rose continued by setting the context for priority setting with the philosophy of placing the big rocks (priorities) in the bucket before adding the small rocks (things that come up/less important).1 Through a review of the Councilmember interviews, she shared the themes that arose and the recent accomplishments that were mentioned as shown below.
1 The 7 Habits of Highly Effective People by Stephen R. Covey.
City of Orange
City Council Priority Setting Workshop Report
4 Themes Accomplishments
• Stabilize revenues and close the structural deficit
• Make Orange “open for business” via targeted
economic development
• Right-size the organization and retain talent
• Modernize systems – digitize, integrate IT and
use AI
• Balance historic preservation with predictable
growth
• Sustain low crime with adequate resources
• Resolve land use decisions
• Governance, transparency and public
engagement
• Develop structured partnerships
• Reduced crime rates and strengthened public
safety
• Reduction in homelessness
• Improved budget transparency and fiscal
management
• Filled key leadership positions
• Initiated a focus on economic development
• Moving forward with park enhancements and
long-standing projects
• Streamlining the organization
• Collaboration for community engagement and
events
• Making progress on historic preservation
• Developing revenue initiatives
To further set the context for priority setting, Annie Rose reviewed the potential for completing the objectives set tonight with the resources available. Within that, she shared two graphics that reflect how management typically spends their time2 and breakdown of City of Orange positions3 as shown below. This helped illustrate why prioritization is important when resources are limited.
2 Baker Tilly prepared estimates of how management spends their time based on professional experience and knowledge of local government operations.
3 The staff position breakdown was prepared by the City of Orange.
City of Orange
City Council Priority Setting Workshop Report
5 Strategic Plan Framework
The City of Orange strategic plan is a fundamental component of successful work planning; it presents a clear statement of where the organization is going and how it intends to get there. It reflects the City’s policy and project priorities, informs budgeting and annual staff work plans. The elements of a strategic plan include the organizational foundation of vision and mission statements and values, broad multi-year goals, identified strategies to achieve each goal, and an implementation action plan with milestones, assignments, and dates to use for tracking and reporting progress.
Mission, Vision and Values
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.
During the original strategic plan process, a mission statement, vision statement, and values were created and proposed. However, due to time limitations during that process, the Council did not have the opportunity to discuss and weigh in on them. Since that time, a few members of the City’s executive team continued to fine tune the mission statement and vision statement, and the new value “accountability” was added with input from Councilmember Barrios.
At the workshop, the Council was invited to discuss and provide input on the original and proposed mission and vision statements and values. Following a brief discussion, there was Council consensus to retain the original mission statement and use the proposed vision statement as shown below.
Statement Council Consensus
Mission (why we exist) The City of Orange is committed to excellent service for our residents, businesses and visitors.
Vision (where we are going) Orange is a city that celebrates its heritage, strives for high quality service, and prepares for a vibrant future.
The Council requested changes to the value “excellence” as shown in italics below and added the new value “transparency.” In the interest of time, Annie Rose suggested that staff bring proposed value statements for transparency back to Council for consideration. Baker Tilly created a few sample transparency statements to assist staff with this effort.
Value (what we believe in) Statement
Teamwork Working together to achieve common goals.
Excellence Demanding the best from ourselves and others in service to our community.
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.
Transparency Sample value statements (not discussed during the workshop):
• We operate with openness and integrity to ensure our actions, processes, and the use of public resources are visible to the community we serve.
• We recognize that trust is earned through consistent, transparent behavior and our actions are dedicated to building and maintaining that trust.
• We communicate openly and honestly, sharing information to promote clarity, reduce misinformation, and strengthen trust with our community.
City of Orange
City Council Priority Setting Workshop Report
6 Established Goals
The City’s Fiscal Year 2025-2030 Citywide Strategic Plan outlines six organizational goals. Annie Rose reviewed the goal statements and asked the Council if modifications were needed. Based on Council feedback, slight changes were made to goals 1 and 2, while goal 3 was restated as shown below in italics.
Goal Statement
1. Maintain Strong Emergency and Public Safety Services
2. Enhance Economic Development and Achieve Fiscal Stability (formerly sustainability)
3. Enhance Quality of Life through City Services (formerly 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
Priorities for Fiscal Year 2026-27
There were 117 proposed strategies presented at the workshop for consideration by the Council. During the workshop, Council was invited to seek clarity from staff on the proposed strategies. Following discussions about many of the items, the Council was asked to select their individual top 12 strategies via a “dot” voting exercise. Those strategies with three or more dots were considered as the priorities, which are listed below in order of the number of dots received.
Priorities for Fiscal Year 2026-27 Dots Received
Receive clear direction from Council on annexing county islands into the City of Orange. 6
Start planning for the General Plan update process 5
Obtain resolution on the Sully Miller site1 5
Development of a Meats to Heim Specific Plan 5
Conduct an audit and reinstate Mills Act agreements with historic properties1 4 Initiate an ambulance operator program for all transport apparatus 4 Ensure internal service programs are fully funded via a structurally balanced budget 4
Initiate a district overlay of the city’s industrial area to create an innovation area1 4 Receive clear direction from Council for placing a potential revenue measure in an upcoming ballot for voter consideration 3
Receive clear direction from Council on staffing expectations for upcoming budget process 3
Identify funding for the development of the OC Riverwalk at Katella Avenue 3 Pursue the status of a Certified Local Government 3
1The City Council added these items prior to voting during the workshop.
Council then discussed items that did not receive three dots, but they felt they should be moved onto the priority list. Those items with a majority consensus are listed below in the order discussed.
City of Orange
City Council Priority Setting Workshop Report
7 Goal/Strategy Priorities Added by Council
Council Added
During the
Workshop
Continue to review the potential for a Chapman University PILOT (payment in lieu of taxes) program
Goal 3. GG. Establish a permanent El Modena historical display in the library Goal 2. I. Evaluate City services that were reduced and/or eliminated during budget cuts Goal 3. U. Continue to monitor and work with the County and other entities on the ability to construct a park in West Orange
Goal 3. BB. Continue working with the County and other entities for improvements to the El Modena Basin
Goal 5. EE. Continue to work with property owners to convert existing septic systems to City sewer system
Goal 3. II. Continue to monitor pavement conditions and funding opportunities for raising the pavement condition index.
Goal 3. C. Update Council Chamber’s AV and technology for compliance with SB707 (Brown Act requirements)
The Council asked each department head to provide information on what they consider the top priority(ies) for their departments, which are reflected below in the order received.
Department Priority(ies)
Police • Retention of officers
• Enhance crime technology to reduce and fight crime
Fire
• Ambulance operator program
• Update annual physical requirements to comply with National Fire Protection Association (NFPA) standards
Human Resources • Staff retention
Public Works
• Conduct a class and compensation study to attract technical and licensed staff with competitive salaries
• Retain staff
Community
Development
• Conduct a class and compensation study
• Alignment of newly added economic development staff
• Invest in technology to streamline service delivery
• Support for larger developments
Community
Services
• Obtain an outside contractor for the City’s aquatics programs • Prepare a Parks Master Plan
• Identify funding for re-establishing programs, services and events that have been reduced or eliminated
Library Services • Extend hours of operations
• Align staffing with service demands
Finance • Prepare and submit a balanced budget for Council adoption • Fund Council programs and initiatives
City Clerk • Staff retention and streamline hiring
• Update AV and technical systems for compliance with SB707
During a review of the proposed strategies, Councilmember Barrios proposed drafting the City Council Handbook and the Board, Commission and Committee members onboarding handbook. The City Manager offered to bring forward for Council’s consideration the forming of an ad hoc committee for the purpose of drafting the two handbooks.
As staff develop their workplans and budgets for the next fiscal year, these priorities will be included for funding consideration by the City Council.
City of Orange
City Council Priority Setting Workshop Report
8 Full Dot Voting Results
The results of the dot voting exercise for all the proposed strategies are reflected below. While the Council identified the FY 2026-27 strategic priorities for staff, staff will continue to work on the below listed strategies as resources, time and funding permits.
Plan or Project Name Short Description Funding
Status
Dots
Received
Goal 1. Maintain Strong Emergency Services and Safety Services A.
Fire Station
Maintenance,
Remodels, and
Improvements
Various fire stations need general maintenance
(paint, flooring), remodels and improvements
(building addition, apparatus door replacement,
reroofing)
Funded/
Unfunded 1
B.
Signal Pre-
emption
Installation
Continue to install traffic signals in front of City
fire stations. Funded 1
C.
Updates to the
Orange Police
Department
Building
Improvements to Field Services Division –
Motors, Bikes, Homeless Engagement,
Assistance & Resource Team (HEART), update
to Patrol division’s furniture and lighting
Funded 1
D. Police Uniform
Project
Outfit Police Department with updated uniform
look to include exterior vests and form fitting
uniforms.
Funded Completed
E. Flock Safety
Technology
Implementation of the Flock Safety License Plate
Reader / Pan-Tilt-Zoom (LPR / PTZ) Camera
Technology
Funded 0
F. CAD/RMS
Central Square upgrade to Computer-Aided
Design / Records Management System
(CAD/RMS)
Funded 0
G. Fire Station
Relocations
Review the potential for relocating Fire Stations
3, 4, and 5. Unfunded 1
H. Ambulance
Operator Program
Transition all department ambulances to
ambulance operators. Unfunded 4
I. Fire Annual
Physicals
Update the Fire Department’s annual physical to
align with National Fire Protection Association
(NFPA) 1582 standards.
Partially
funded 0
J. Fire Station
Security
Add access control and security upgrades to all
eight fire stations. Unfunded 0
K. Flock Safety
Drone Program
Obtain a drone to provide rapid aerial recon and
enhance resource deployment during command
level incidents
Unfunded 1
L. Fire Standards of
Coverage
Obtain consultant services to perform Standards
of Coverage study Unfunded 0
M. Crime Reduction
Technology
Increase use of the Flock Safety LPR / PTZ
camera presence, and start a Drone as First
Responder (DFR) program
Unfunded 0
N. Real Time Crime
Center
Create a Real-Time Crime Center utilizing LPR,
PTZ, and DFR technology. Funded 0
O. Peregrine
Technology
Incorporate Peregrine Technology into
CAD/RMS for use as an investigative tool. Unfunded 0
P. Axon Enterprise
Products
Obtain tasers, BWC, in-car cameras and ensure
funding and presence for next gen. Unfunded 0
Q. Frontline
Apparatus
Add an additional frontline fire engine and 12 fire
personnel to enhance emergency response
times.
Unfunded 1
City of Orange
City Council Priority Setting Workshop Report
9 Plan or Project Name Short Description Funding
Status
Dots
Received
Goal 2. Enhance Economic Development and Achieve Fiscal Sustainability A.
Payment Strategy
for the North
Service Planning
Area (North SPA)
Identify sustainable means to fund the regional
North SPA contract and look for ways to use
opioid settlement money to assist organizations
that support people experiencing homelessness
(e.g., the HUB OC).
Partially
funded 0
B.
Meats to Heim
Specific Plan
Development
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 5
C. General Fund
Reserve
Achieve the targeted General Fund reserve of
18% of the operating expenditure (currently at
16.6%).
Partially
funded 0
D. Internal Service
Fund Reserves
Achieve the targeted reserve level for all Internal
Service Funds as approved in the City’s
Financial Management Policies.
Partially
funded 0
E.
Reduce Subsidy
from General Tax
Revenues
Review and update the City’s Master Schedule
of Fees for cost recovery of provided services. Funded 0 F. Pension Costs Achieve and maintain 90% funded status for CalPERS pension liability.
Partially
funded 1
G.
Other Post-
employment
Benefits
Achieve and maintain 90% funded status for
pension liability of post-employment benefits. Unfunded 0 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 3
I.
Evaluate
Eliminated
Programs and
Receive Council
Direction
Receive clear and cohesive direction ahead of
the FY 2026-27 budget process on whether
certain programs will be funded (e.g., restoring
library hours).
Unsure 1
J.
Work with the City
Council on
Staffing
Expectations
Provide direction on staffing expectations for the
upcoming FY 2026-27 budget process. Unsure 3
K.
Economic
Development
Marketing
Program
Creation of a formal marketing program
dedicated to business attraction. This program
would provide the opportunity to establish
informed economic development goals and
objectives supported by a clear strategy and
actionable implementation plan.
Unfunded 1
L.
Apply for the
Award of
Financial
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 0
M. Internal Service
Program Budget
Fully fund all internal service programs such as
general liability, workers’ comp, equipment and
vehicle replacement and accrued liabilities as
part of a structurally balanced budget.
Partially
funded 4
N. Conduct an
Organizational
Conduct an organizational assessment to
evaluate staffing levels and operational
Partially
funded 1
City of Orange
City Council Priority Setting Workshop Report
10 Plan or Project Name Short Description Funding
Status
Dots
Received
Assessment efficiency. (Strategic Plan Objective No. 2.14 was placed on hold due to budget constraints.)
O. LA 2028 Olympics
Torch Relays
Apply for and secure the city of Orange as a site
for the 2028 Olympics Torch Relay. N/A 1
P. USA250 Orange
County Initiative
Develop a plan/initiative to support the USA250
Orange County (OC), which is currently in
progress and involves support from the
Community Services and Library Department
with the potential event on July 3, 2026.
Unfunded 0
Q. OC Riverwalk
Project
Pursue funding and development of the OC
Riverwalk along the city’s western boundary at
Katella Avenue.
Unfunded 3
Plan or Project Name Short Description Funding
Status
Dots
Received
Goal 3. Enhance Public Communication Strategy and Quality of Life A.
Conduct the
November 2026
General Election
Conduct the November 3, 2026, General
Municipal Election. Funded 0
B.
Replacement of
Orange Historic
Records Cabinet
Replace the filing cabinet in the Clerk’s Office to
preserve and protect Orange historical records.
The current cabinet has reached its end of life
and needs to be replaced.
Partially
funded 0
C.
Implementation of
SB 707
Requirements
Implement significant modifications to the Brown
Act effective July 1, 2026.
Partially
funded 0
D.
Complete
Recodification of
the Orange
Municipal Code
Several Municipal Code Titles need to be
updated and taken to Council for adoption
following an outside firm legal review of the
Orange Municipal Code (OMC).
Funded 0
E.
Update the
Conflict-of-
Interest Code
Update the City’s Conflict of Interest Code as
required biennially by State law. Unsure 0
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 1
G. Annex County
Islands
Receive clear direction on annexing all or any
County islands into the city. Initial analyses
showed annexing all County islands will result in
a net loss.
Partially
funded 6
H. Charter City
Analysis
Evaluate the benefits of becoming a charter city,
and if Council directs, develop a ballot measure
for voter consideration.
Unsure 2
I.
Building & Safety
Consultant
Services RFP
Prepare and release a request for proposals for
consultant services due to the higher
development services demands.
Unfunded 0
J. Sign Ordinance
Update
Recommend modern updates and revisions to
sign regulations within OMC Title 17 (in final
draft stage).
Funded 1
K.
Landscape
Standards
Ordinance
Prepare a new OMC chapter by consolidating
and updating existing landscape guidelines to
support modern development standards.
Funded Completed
L. Secure an Outside
Operator for
Due to budget reductions, in-house services for
summer day camps and aquatics programs Unsure 0
City of Orange
City Council Priority Setting Workshop Report
11 Plan or Project Name Short Description Funding
Status
Dots
Received
Aquatics and Day
Camp Programs
cannot be provided; conduct an RFP to secure a
provider for each service for Summer 2026
(currently in RFP process).
M.
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 0
N.
Grijalva Park
Masterplan
Update
Work with the Orange County Council of
Governments (OCCOG) and an outside
consultant to update the Grijalva Park
Masterplan.
Funded 0
O. Olive Park Netting
Project
Install new baseball netting to replace worn and
missing netting at Olive Park. Funded 0
P.
Secure a New
Book Vendor for
Library Services
Secure a new book vendor for library reading
materials as the current vendor has gone out of
business.
Funded 0
Q.
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 1
R.
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 0
S.
Finalize the
Summer Concert
Series Agreement
with the Kiwanis
Continue to work with the Kiwanis Club to lead
the summer Concerts in the Park series for the
next few years at Hart Park (staff is currently
working with the organization on an agreement).
Funded 0
T.
Draft a
Councilmember
Policy Handbook
Draft a Councilmember Policy Handbook as a
reference guide for existing and for onboarding
new members.
Unsure
1 Form a
Council Ad
Hoc
Committee
W. 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 0
X.
Update Parks and
Recreation Master
Plan
Project was approved as part of the FY 2026
Capital Improvement Program (CIP). Funded 0
Y.
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 1
Z.
Revise the Sports
Field Allocation
Policy
Update the Sports Field Allocation policy to
reflect current practices as it was last updated
eight years ago.
Funded 0
City of Orange
City Council Priority Setting Workshop Report
12 Plan or Project Name Short Description Funding
Status
Dots
Received
AA. Revisit the Fee
Waiver Policy
Revisit the City’s administrative policy for waiving
fees for the use of City facilities for meetings,
etc.
Funded 0
BB. Plaza Holiday
Decorations RFP
Initiate an RFP for holiday decorations at Plaza
Park. Unsure 0
CC. 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 0
DD.
Create an Exhibit
Space at El
Modena Library
Create an exhibit space at El Modena Library
after the USA250 OC is complete. Unsure 1
EE.
Improve, Enhance
and Beautify
Major Street
Corridors
Evaluate and identify opportunities to beautify
and add landscaping throughout the city.
Partially
funded 2
Plan or Project Name Short Description Funding
Status
Dots
Received
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 0
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 0
C. Labor
Negotiations
Start labor negotiations with all represented
groups in Spring 2026. Funded 0
D.
Performance
Management and
Accountability
Strengthen organizational performance by
providing clear expectations, consistent
feedback, and performance-based recognition.
Partially
funded 0
E. Reduce Time to
Hire
Implementing strategies and processes to
streamline recruitment, shorten hiring cycles, and
quickly secure top talent for organizational
needs.
Funded 1
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 0
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 0
H.
Classification and
Compensation
Survey
Conduct a comprehensive market survey to
ensure job classifications and compensation
structures are competitive, equitable, and aligned
with organizational needs.
Unfunded 1
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 0
J.
Employee
Handbook and
Policy
Modernization
Conduct a comprehensive review and update of
all Human Resources policies and the employee
handbook to ensure policies reflect current labor
laws, collective bargaining agreements, and best
Partially
funded 0
City of Orange
City Council Priority Setting Workshop Report
13 Plan or Project Name Short Description Funding
Status
Dots
Received
practices and improve clarity, accessibility, and
employee understanding through training and
communication.
K.
Recruit and
Retain Qualified
Employees
The City needs to maintain a reliable workforce
of employees to provide both technical and trade
specific services.
Partially
funded 2
Plan or Project Name Short Description Funding
Status
Dots
Received
Goal 5. Improve Infrastructure, Mobility, and Technology A.
Records
Management
Program
(Laserfiche)
Implement the Laserfiche trusted system write
once, read many (WORM) to digitize document
records that will be automatically archived to the
correct directory that will support consistent
recordkeeping and efficient, accurate retrieval.
Once completed, return 200 boxes of records
and complete destruction of records per
approved retention schedule.
Partially
funded 0
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 0
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 0
D. Maintstar
Implementation
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 collaboration.
Funded 1
E. GIS Updates
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 0
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 0
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 0
H.
Transition to
Online Library
Card System
Transition from paper to online library card
system. Unsure 0
City of Orange
City Council Priority Setting Workshop Report
14 Plan or Project Name Short Description Funding
Status
Dots
Received
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 0
J. ERP
Implementation
Start phases two and three of the ERP
implementations for Human Resources, payroll
and utility billing.
Funded 0
K.
Old Towne-West
Orange Shuttle
Feasibility Study
Identify routes for local transit service connecting
Old Towne to/from activity centers (report
completed).
Funded 0
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 0
M. Corp Yard
Renovation
Implement full master plan for renovation and
reorganization of the City’s Corp Yard.
Partially
funded 0
N.
Develop an Active
Transportation
Plan
Develop an Active Transportation Plan that will
provide a roadmap for improving bicycle and
pedestrian safety/mobility, including identifying
candidate corridors to be converted into
“Complete Streets.”
Funded 0
O.
Complete
Santiago Trail
Extension
Complete construction of the Santiago
Multipurpose Trail. Funded 0
P. Continue the Well
PFAS Retrofit
Continue to retrofit all City owned water well
facilities to include PFAS (per- and
polyfluoroalkyl substances) treatment systems.
Funded 1
Q.
Serrano Park
Lodgepole
Fencing
Installation
Complete the installation of lodgepole fencing at
Serrano Park (work to begin January 2026). Funded 0
R.
Public Computer,
Laptop and
Copier
Replacement
Replace 75+ public computers and laptops and
several copiers at the three library locations. Funded 0 S.
Onboarding /
Training for New
Board,
Commission and
Committee
Members
Create an onboarding process for new board,
commission and committee members and chairs. Unsure
0 Form a
Council Ad
Hoc
Committee
T. Explore the Use of
AI
Explore Artificial Intelligence (AI) solutions
currently being utilized by other cities to
automate and streamline permitting and planning
project screening and review activities.
Unsure 0
U. Laserfiche Search
Enhancement
Refine and improve the existing metadata for
scanned documents for ease in research. Unsure 0
V.
Maintstar
Technology
Enhancements
Ongoing refinement of daily system use, with
continuous improvements to enhance
functionality for both internal and external users.
Funded 0
W. 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
Partially
funded 5
City of Orange
City Council Priority Setting Workshop Report
15 Plan or Project Name Short Description Funding
Status
Dots
Received
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.)
X. 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 0
Y.
Police
Headquarters
Phase 3 –
Furniture Updates
Update furniture and lighting for Support
Services Division – Personnel/Training, Dispatch,
Crime Prevention
Funded 0
Z.
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 0
AA.
Deploy a Micro
Transit Service In
and Around Old
Towne
A micro transit program to transport people
around Old Towne, which includes routes from
free parking areas to the main plaza.
Unfunded 0
BB.
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 0
CC.
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 1
DD.
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 access
the City sewer system.
Unfunded 1
EE.
Improve Current
Pavement
Program
Maintain citywide pavement condition index of 75
+/-.
Partially
funded 1
FF. Yorba Dog Park
Improvements
Replace decomposed granite (DG) inside the
dog park with hardscape and make repairs to
gates, irrigation and turf (anticipated completion
January 2026).
Funded Completed
GG.
Pickleball Courts
and Fitness
Circuit Project
Construction of 10 lighted pickleball courts,
exercise equipment, and other amenities at Hart
Park (currently under construction).
Funded 1
HH. Skatepark Project
Construction of a new skatepark and new
restroom building at Grijalva Park (currently out
to bid for construction).
Funded 0
Plan or Project Name Short Description Funding
Status
Dots
Received
Goal 6. Ensure the Preservation of Historic Resources
A.
Develop a
Cohesive Strategy
for City-Owned
Work through the Surplus Land Act and contract
with an outside firm to develop complementary
uses for City-owned property in Old Towne
Funded 0
City of Orange
City Council Priority Setting Workshop Report
16 Plan or Project Name Short Description Funding
Status
Dots
Received
Property in Old
Towne Orange
Orange. This analysis should also look at the
financial benefits and downsides of selling vs.
leasing property.
B.
Historic
Preservation
Ordinance
The City has retained Chattel, Inc. to prepare a
Historic Preservation Ordinance. Funded 2
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 0
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 0
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 1
F.
Develop Citywide
Inventory of
Historic
Properties
Conduct and complete an updated
comprehensive, citywide inventory of historic
properties.
Unsure 0
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 3
H. Update Five Local
History Policies
Update local history polices for approval by the
Library Board of Trustees. Funded 0
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
0 City of Orange
City Council Priority Setting Workshop Report
17 Additional Strategies
During the workshop, the Council added four strategies and “dot” voted on them as shown below.
Plan or Project Name Dots Received
Obtain resolution on the Sully Miller site 5
Initiate a district overlay of the city’s industrial area to create an innovation area 4 Conduct an audit and reinstate Mills Act agreements with historic properties 3 Continue to review the potential for a Chapman University PILOT (payment in lieu of taxes) program 2
Closing Comments
The Mayor and City Manager expressed appreciation for the successful workshop. The City Manager also thanked the Council for their input and thoughtful discussions. He thanked the executive team and members of the community who attended. He noted that he and staff will work to bring forward a budget for the Council that includes funding toward accomplishing the designated priorities. Further, he acknowledged that Orange is a fabulous community and expressed appreciation for the City’s staff.
City of Orange
City Council Priority Setting Workshop Report
18 Exhibit A
Workshop Presentation
3/19/2026
1 Baker Tilly US, LLP, trading as Baker Tilly, is a member of the global network of Baker Tilly International Ltd., the members of which are separate and independent legal entities. © 2024 Baker Tilly US, LLP.
City of OrangeCity Council Strategic Plan WorkshopFebruary 5, 2026 | 4 p.m. 2Welcome by Mayor SlaterMayor Dan SlaterMayor pro temDenis Bilodeau CouncilmemberArianna BarriosCouncilmemberJon DumitruCouncilmemberKathy TavoularisCouncilmemberAna GutierrezCouncilmemberJohn Gyllenhammer(absent) Public Comment
4City Manager comments
5Introductions
Annie Rose FavreauDirectorMary LoceyManager
Baker Tilly
6Agenda review• Icebreaker exercise• What makes councils effective within strategic planning• Introduction to priority setting• Strategic plan overview• Review mission, vision and values• Review of goals and proposed strategies• Establishing and managing priorities• Wrap up and next stepsToday’s Goal: Establishing Council priorities for the 2026-27 fiscal year 1 23 45 6
3/19/2026
2 7Today’s objectivesGain an understanding of the purpose ofstrategic planning Discuss good governance within the context of strategic plans Review the City’s mission, vision and values
Obtain alignment onpriorities
Strengthen teamwork
8Workshop ground rules
Listen to understand each other’s point of view
Seek consensus
Assume good intent
Speak up if we need a course correction
Stay focused
9Bike rack• Time management tool• Used to capture items that are important for later discussion 10Icebreaker exercise
In five years, what headline would you like to read about Orange and why? What makes for effective councils within the context of strategic plans 12Effective governing is a team sportTogetherWorkWeYou can be a solid Council member and a team playerRequires clear roles, cooperation, persuasion, compromise, and a commitment to relationships 7 89 1011 12
3/19/2026
3 13Exceptional governing bodies• Have asense of team;a partnership with the city manager to govern and manage the City. • Haveclear rolesand responsibilities that are understood and adhered. •Honor the relationship with staff and each other. • Routinely conducteffective meetings. • Hold themselves and the agencyaccountable. • Have members who practicecontinuous improvement. 14Effective vs ineffective governance•Respectcouncil-manager form of government (council decides WHAT, management decides HOW)•Accept the outcome of a majority vote•Ability to make unpopular but necessary decisions•Disagree respectfully•Being trustworthy; doing what you say you will do and doing it transparently•Engage with the public in productive ways•Beingoverly involvedin day-to-day operations•Personal attacks•Dominatediscussions•Purposely being uncooperative•Attempt to embarrasseach other•Despite majority vote, continue to speak against vote/people who voted•View colleagues as enemies or competitorsEffective GovernanceIneffective Governance 15Everyone has a role to playMayorpresides over the meetings Councilsets goals and policies(the what)
City Manager implements Council established goals/polices and directs staff(the how) City Attorney provides legal advice to Council and staff “Exceptional [governing bodies] have clear roles and responsibilities that are understood and adhered to.”Source: Institute for Local Government Context for priority setting
17Context for priority settingDon’t fill up the bucket with so many small rocks there isn’t room for the big onesPut the big rocksin firstThen, add the small rocks where there is roomSource: The 7 Habits of Highly Effective Peopleby Stephen R. Covey 18Council interview themes•Stabilize revenues and close the structural deficit•Make Orange “open for business” via targeted economic development•Right-size the organization and retain talent•Modernize systems – digitize, integrate IT and use AI•Balancehistoric preservation with predictable growth•Sustain low crime with adequate resources•Infrastructure and community services reset•Resolve land use decisions•Governance, transparency and public engagement•Develop structured partnerships 13 1415 1617 18
3/19/2026
4 19Council identified achievements•Reduced crime rates and strengthened public safety•Reduction in homelessness•Improved budget transparency and fiscal management•Filled key leadership positions•Initiated a focus on economic development•Moving forward with park enhancements and long-standing projects•Streamlining the organization•Collaborationfor community engagement and events•Making progress on historic preservation•Developing revenue initiatives 20How management typically allocates their time85%5%5%5%Day-to-day delivery of municipal servicesUnforeseen challengesNew initiativesStrategic improvements and trainingSource: Baker Tilly prepared these estimates based on experience and knowledge of local government operations. 21Orange staff at a glance69635825474
• The City had 696 authorized staff positions for FY 2025-26Total Staff • 358 of these positions are filled by specialty trained operations and technical staff, non-sworn safety and managementOperations/Technical Staff• 254 of these positions are sworn safetyPublic Safety Staff • 74 of these positions are currently vacantVacancies
• 10 of these positions are available to assist with special projectsDepartment Heads10Department Heads are available to work on special projects or Council initiatives who also have ongoing day-to-day responsibilities within their roles. 22Check in•Does anything surprise you about this contextual information?•Is there anything you would like to highlight for the group as you begin thinking about priority setting? Strategic plan framework
24Strategic plan overview•Workbook provided preliminary information•Information gathered•Council interviews•Department questionnaires•Department director meeting on January 6•Review of strategic plan achievements•Today’s Goal: Establishing Council priorities for the 2026-27 fiscal year 19 2021 2223 24
3/19/2026
5 25Strategic plan frameworkStrategic Plan
Vision, Mission, and Values: The desired future, the purpose, and what drives the actions of the organization.
Broad Multi-Year Goals: Intended outcomes; high-level descriptors of the outcomes you wish to create.
Strategies: Approaches or methods to achieve each goal.
Implementation Action Plan:Contains milestones, assignments and dates to be used for tracking and reporting progress. 26Check in•Any questions about the framework before we jump into reviewing the mission, vision, values, goals, and priorities? Break
Mission, Vision and Values
29Mission statementCurrent Mission Statement: • The City of Orange is committed to excellent service for our residents, businesses and visitors.Proposed Mission Statement: • Orange embraces safety and fiscal health, while providing ethical, innovative, and responsive service to its community.
Why we exist
30Vision statementCurrent Vision Statement: • As an organization, the city is the leader in delivering the highest level of service to meet current and future needs of the community.Proposed Vision Statement: • Orange is a city that celebrates its heritage, strives for high quality service, and prepares for a vibrant future.
Where we are going
25 2627 2829 30
3/19/2026
6 31ValuesValue StatementValueWorking together to achieve common goals.TeamworkDemanding the best from ourselves and others.ExcellenceWe 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.AccountabilityWhat we believe in 32ConsensusDo you concur?
Goals and proposed strategies
34Review established goals1Goals established by the City Council on November 26, 2024.Goal StatementGoal1Maintain strong emergency and safety services.Public Safety1.Enhance economic development and achieve fiscal sustainability.Economic Development2.Enhance public communication strategy and quality of life.Communication3.Improve employee retention and recruitment.Employee Culture4.Improve infrastructure, mobility, and technology.Capital Improvement5.Ensure the preservation of historic resources.Historic Preservation6. 35Goal 1. Maintain Strong Emergency and Safety ServicesProposed StrategiesFire station maintenance, remodels and improvementsA.Signal pre-emption installationB.Updates to the Orange Police Department buildingC.Police uniform projectD.FLOCK technology implementationE.CAD/RMS upgradesF.Fire station relocationsG.Ambulance operator programH.Fire annual physicals updatesI.Fire station security upgradesJ. 36Goal 1. Maintain Strong Emergency and Safety ServicesProposed StrategiesFlock drone to provide rapid aerial reconK.Fire Standards of Coverage studyL.Crime reduction technology program updatesM.Real time crime center creationN.Peregrine technology incorporationO.AXON technology (tasers, BWC, car cameras)P.Frontline apparatus (fire engine) to enhance responsesQ. 31 3233 3435 36
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7 37Goal 2. Enhance Economic Development and Achieve Fiscal SustainabilityProposed StrategiesNorth Service Planning Area payment strategy fundingA. Meats to Heim Specific Plan developmentB.General Fund Reserve achieve 18% targetC.Internal Service Fund Reserves achieve targeted levelsD.Reduce subsidy from general tax revenues by reviewing and updating master schedule of feesE.Pension costs achieve and maintain a 90% funded statusF.Other post-employment benefits achieve and maintain a 90% funded statusG.Receive direction on placing a potential revenue measure on an upcoming ballot for voter considerationH. 38Goal 2. Enhance Economic Development and Achieve Fiscal SustainabilityProposed StrategiesEvaluate programs that have been eliminatedI.Staffing expectations for upcoming budget processJ.Economic Development marketing program creationK.Apply for the Award of Excellence in Financial and Budget ReportingL.Structural balanced budget to fully fund internal service programsM.Conduct an organizational assessment to evaluate staffing levels and operational efficiencyN. 39Goal 3. Enhance Public Communication Strategy and Quality of LifeProposed StrategiesConduct the November 3, 2026 General Municipal ElectionA. Rolling file cabinet replacementB.Implementation of SB 707 requirements for Brown Act modificationsC.Complete the recodification of Orange Municipal CodeD.Conflict of Interest Code biennial updateE.Santa Ana River lease agreement finalizationF.Direction on the potential to annex county islandsG.Evaluate the benefits of becoming a charter cityH.Conduct an RFP for building and safety consultant supportI.Modernize and update the Sign Ordinance (Title 17)J. 40Goal 3. Enhance Public Communication Strategy and Quality of LifeProposed StrategiesLandscape standards and guidelines consolidation into a new OMC chapterK.Improvements to the Yorba Dog ParkL.Construct pickleball courts and fitness circuit at Hart ParkM.Construction of a new skate part & restroom building at Grijalva ParkN.Secure an outside operator for aquatics and day camp programsO.Complete a new agreement with Chapman University and Orange Lutheran High School for Diamond 1 field use.P.Grijalva Park masterplan update Q.Olive Park netting replacement projectR.Secure a new book vendor for Library servicesS. 41Goal 3. Enhance Public Communication Strategy and Quality of LifeProposed StrategiesReceive direction on the USA 250 initiativeT.Construction of a new park in West Orange on OC Flood control propertyU.Complete Library improvement projectsV.Finalize agreement with Kiwanis for summer concert seriesW.Draft a Councilmember Policy HandbookX.Apply to be a site for the LA 2028 Olympics Torch RelayY.Expand community outreach and resources to increase access to City services and build trustZ.Update Parks and Recreation MasterplanAA. 42Goal 3. Enhance Public Communication Strategy and Quality of LifeProposed StrategiesEl Modena Basin Area Improvements project to design amenitiesBB.Revise and update the Sports Field Allocation policy to reflect current practicesCC.Revisit and update the administrative policy for waiving feesDD.Initiate an RFP for Plaza Park holiday decorationsEE.Start construction of the El Modena netting projectFF.Create an exhibit space at the El Modena LibraryGG.Improve, enhance and beautify major street corridorsHH.Improve pavement program to maintain a citywide index of 75+/-II.OC Riverwalk funding and development at Katella AvenueJJ. 37 3839 4041 42
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8 43Goal 4. Improve Employee Retention and RecruitmentProposed StrategiesAdopt the eSkills platform for increased efficiency of recruitment examsA. Expand the City’s internship program to attract new talentB.Start labor negotiations with represented groupsC.Strengthen organization performance management and accountabilityD.Reduce the time to hire and secure top talentE.Host a supervisor’s academy to develop employees’ abilities for leadership rolesF.Identify and develop succession planning for all departmentsG.Conduct a classification and compensation surveyH. 44Goal 4. Improve Employee Retention and RecruitmentProposed StrategiesExpand professional development and training for advancement opportunitiesI.Employee handbook and policy modernizationJ.Recruit and retain qualified employeesK. 45Goal 5. Improve Infrastructure, Mobility and TechnologyProposed StrategiesImplementation of Laserfiche records management programA. Implement energy efficiency upgrades via an investment grade auditB.Implement the Civic Portal for single City account accessC.Implement Maintstar for centralized one-stop platform for staff to manage development projects and processesD.GIS “More Info” page consolidation of relevant property/parcel dataE.Develop benchmark reporting for workload demand and informed decision makingF.Create custom applications to support department operationsG.Transition to an online library card systemH.Transition the Main Library study rooms to self-serviceI. 46Goal 5. Improve Infrastructure, Mobility and TechnologyProposed StrategiesStart ERP implementation phases two and three (Human Resources, payroll, utility billing)J.Old Towne-West Orange shuttle feasibility studyK.Develop and implement Old Towne parking management programL.Corp Yard renovation master plan implementationM.Develop an active transportation plan to improve bicycle and pedestrian safety/mobilityN.Complete the Santiago Trail extensionO.Continue City well PFAS retrofitP.Complete the Serrano Park lodgepole fencing installationQ.Public computer, laptop and copier replacement at library locationsR. 47Goal 5. Improve Infrastructure, Mobility and TechnologyProposed StrategiesCreate onboarding/training for new Board, Commission and Committee membersS.Explore the use of AI solutions to automate and streamline permitting and planning activitiesU.Laserfiche search enhancements to refine and improve metadataV.Maintstar technology enhancement to refine daily system use and functionalityW.General Plan update process planningX.Housing Element update process planningY.Police Phase 3 furniture and lighting updatesZ.Updated facility condition assessment to identify maintenance needs and future CIP projectsAA. 48Goal 5. Improve Infrastructure, Mobility and TechnologyProposed StrategiesDeploy a micro transit service in and around Old TowneBB.Storm drain master plan updateCC.Sewer master plan update to coordinate with the next General Plan updateDD.Connect houses on septic to the City sewer syste.EE. 43 4445 4647 48
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9 49Goal 6. Ensure the Preservation of Historic ResourcesProposed StrategiesDevelop a cohesive strategy for City-owned property in Old TowneA. Prepare a Historic Preservation OrdinanceB.History Center reorganization to preserve items C.Update the Library’s digital photography collection for online public accessD.Create a disaster preparedness plan for the Library’s History CenterE.Develop a citywide inventory of historic propertiesF.Pursue Certified Local Government status G.Update local history policies for approvalH.Update commercial and industrial design standards with City expectations for site/building designI. 50Check in•Any questions about the proposed strategies before we start to prioritize them? Establishing priorities
52Establishing prioritiesStrategiesGoal StatementGoal17Maintain strong emergency and safety services.1.14Enhance economic development and achieve fiscal sustainability.2.36Enhance public communication strategy and quality of life.3.11Improve employee retention and recruitment.4.30Improve infrastructure, mobility, and technology.5.9Ensure the preservation of historic resources.6.117Total Strategies 53•12 dots per Councilmember•Place a dot next to your top 12 priority strategies in any goal area•No double voting for a strategy•No tearing dots•Priorities for next fiscal year will be determined by the highest number of dots per strategyDot Voting 54ConsensusDo you concur?
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10 Managing priorities
56Staying on trackRegular progress reportingHold off on new initiatives until next goal setting cycle or budget mid-cycleKeep the identified priorities in mind 57Best practices for adding initiatives and projectsEmergency(natural disaster, pandemic, civil unrest)New outside funding opportunity that is time sensitiveNew multi-agency opportunitythat cannot be delayedCommunity safety issue that must be addressed in near termChanges in laws or mandates 58Managing prioritiesWhen adding initiatives and projects:• What comes off the plate if something new goes on? • What are the consequencesof shifting direction mid way? Closing Comments
60Wrap upOR AN GE C ITY C OU N C IL S TR ATE G IC P LAN W OR K S H OP• Baker Tilly will prepare a workshop report • Staff will build Council direction into workplans and budget• Quarterly strategic plan updates will continue 55 5657 5859 60
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11 Baker Tilly US, LLP, trading as Baker Tilly, is a member of the global network of Baker Tilly International Ltd., the members of which are separate and independent legal entities. © 2024 Baker Tilly US, LLP.Annie Rose FavreauDIRECTORE: [email protected] LoceyCONSULTING MANAGERE: [email protected] you 61