HomeMy WebLinkAbout11.05 FY 2019-20 Budget 2 - Attachments
RESOLUTION NO. 11168
A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF ORANGE ADOPTING SAID CITY’S
BUDGET FOR THE FISCAL YEAR 2019-20 AND
RELATING TO TRANSFERS OF FUNDS BETWEEN
AND WITHIN APPROPRIATIONS, TRANSFERS
BETWEEN FUNDS, AND ADDITIONAL
APPROPRIATIONS.
BE IT RESOLVED by the City Council of the City of Orange, California, as follows:
SECTION I. Adoption of Budget
The City of Orange budget for the Fiscal Year 2019-20, as amended by the City Council
and on file in the office of the City Clerk, is hereby adopted as the budget for the City of Orange
for the Fiscal Year 2019-20. Appropriations for the City Operating Budget are set forth in the
Schedule of Operating Expenditures by Fund and the Schedule of Carryover Appropriations.
Appropriations for the Capital Improvement Program and Debt Service, are listed in the Schedule
of New Capital Improvement Projects and the Schedule of Debt Service Payments.
Appropriations existing as of June 30, 2019 for CIP projects will be carried over to the 2019-20
fiscal year with the exception of those projects which are completed, as determined by the City
Manager, before the end of the 2018-19 fiscal year.
SECTION II. Transfer of Funds Within and Between Appropriations
A. Transfer of Funds within an operating appropriation – Department Heads may
transfer funds between non-salary object group classifications or programs within their operating
departmental appropriation with the approval of the Finance Director. The City Manager’s
approval is required to transfer funds to or from salary accounts within a departmental
appropriation.
B. All other transfers between appropriations, including departmental budgets,
capital projects, debt service or pass throughs, must be approved by the affirming vote of three
members of the City Council
SECTION III. Transfers of Funds Between Funds
Transfer of funds between funds, as outlined in the Schedule of Transfers in the Budget
document, shall be made as expenditures or revenues warrant such transfers. Other transfers
may be made by the City Council by the affirmative vote of three members.
SECTION IV. Additional Appropriations
Excepting donations of $5,000 or less per donor within a fiscal year, only the City
Council, by the affirmative vote of three members, may amend the budget to add, change,
or delete appropriations. Donations less than $5,000 per donor within a fiscal year shall
be appropriated by the City Manager in accordance with the wishes of the donor.
ADOPTED this 11th day of June, 2019.
Mark A. Murphy, Mayor, City of Orange
ATTEST:
________________________________________
Pamela Coleman, City Clerk, City of Orange
I, PAMELA COLEMAN, City Clerk of the City of Orange, California, do hereby
certify that the foregoing Resolution was duly and regularly adopted by the City Council
of the City of Orange at a regular meeting thereof held on the 11th day of June, 2019, by
the following vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
ABSTAIN: COUNCILMEMBERS:
________________________________________
Pamela Coleman, City Clerk, City of Orange
RESOLUTION NO. 11169
A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF ORANGE ADOPTING THE APPROPRIATIONS
LIMIT FOR THE FISCAL YEAR 2019-20
WHEREAS, the voters of California on November 6, 1979, added Article XIIIB to the State
Constitution placing various limitations on the appropriations of the state and local governments; and
WHEREAS, Article XIIIB was amended by Proposition 111 and SB88 to provide for the
calculation of the appropriations limit for Fiscal Years beginning with 1990-91 using, at the City's
election, the City's own population growth or the population growth of the County, and the growth in
California per capita income or the growth in non-residential assessed valuation due to new
construction; and
WHEREAS, data necessary to calculate the growth in the non-residential assessed value was not
available from the County Assessor and the City may need to adjust the limit on appropriations once the
data is available; and
WHEREAS, the information and the elections made as set forth above are necessary for making
these adjustments and are attached as Exhibit "A"; and
WHEREAS, the City of Orange, to the best of its knowledge, has complied with all the provisions
of Article XIIIB in determining the appropriation limit for Fiscal Year 2019-20.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Orange that the
Appropriations Limit in Fiscal Year 2019-20 shall be $185,422,595 and the City’s appropriations
subject to limitation are $102,057,959.
ADOPTED this 11th day of June, 2019.
_________________________________
Mark A. Murphy, Mayor, City of Orange
Attest:
___________________________________
Pamela Coleman, City Clerk, City of Orange
I hereby certify that the foregoing Resolution was duly and regularly adopted by the City Council of
Orange at a regular meeting thereof held on the 11th day of June, 2019.
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
ABSTAIN: COUNCIL MEMBERS:
___________________________________
Pamela Coleman, City Clerk, City of Orange
EXHIBIT "A"
2019-20 APPROPRIATIONS LIMIT UNDER ARTICLE XIIIB
2019-20 APPROPRIATION LIMIT IS CALCULATED AS FOLLOWS:
14-15 15-16 16-17 17-18 18-19 19-20
POPULATION GROWTH 1.0093 1.0059 1.0040 1.0009 1.0009 1.0041
CHANGE IN PER CAPITA INCOME 0.9977 1.0382 1.0537 1.0369 1.0367 1.0385
TOTAL ADJUSTMENT 1.0070 1.0443 1.0579 1.0378 1.0376 1.0428
LAST YEAR'S LIMIT 148,422,952 149,458,738 156,083,553 165,123,101 171,370,238 177,819,419
CURRENT YEAR'S LIMIT 149,458,738 156,083,553 165,123,101 171,370,238 177,819,419 185,422,595
OTHER ADJUSTMENTS:
ASSUMED RESPONSIBILITY:
BOOKING FEES
PROP TAX ADMIN CHG
ADJ. CURRENT YR. LIMIT 149,458,738 156,083,553 165,123,101 171,370,238 177,819,419 185,422,595
The following information was provided by the State Department of Finance in
order to calculate the Appropriation Limit for 2019-20:
Fiscal Year
Date
City
County
Population
Greater of
Population
Changes
14-15 01-01-13 138,913 3,084,324
01-01-14 139,279 3,113,088 .93%
15-16 01-01-14 139,268 3,113,306
01-01-15 140,094 3,146,789 1.08%
16-17 01-01-15 140,862 3,151,043
01-01-16 141,420 3,182,175 .99%
17-18 01-01-16 140,761 3,171,408
01-01-17 140,882 3,193,280 .69%
18-19 01-01-17
01-01-18
140,981
141,952
3,198,224
3,220,361
.69%
19-20 01-01-18
01-01-19
141,116
141,691
3,212,533
3,221,790
.29%
*Restated
EXHIBIT "A"
2019-20 APPROPRIATIONS LIMIT UNDER ARTICLE XIIIB (Continued)
Percentage Changes in Per Capita Personal Income:
2014-15 2015-16 2016-17 2017-18 2018-19 2019-20
-0.23% 3.82% 5.37% 3.69% 3.67% 3.85%
Per Capita Income Converted to a Ratio:
2014-15 2015-16 2016-17 2017-18 2018-19 2019-20
.9977 1.0382 1.0537 1.0369 1.0367 1.0385
RESOLUTION NO. 11170
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ORANGE TO APPROVE AND AUTHORIZE STAFF TO
SUBMIT TO THE ORANGE COUNTY TRANSPORTATION
AUTHORITY THE MEASURE M2 SEVEN-YEAR CAPITAL
IMPROVEMENT PROGRAM FOR FISCAL YEAR 2019-20
THROUGH 2025-26 TO COMPLY WITH MEASURE M2
ELIGIBILITY CRITERIA.
WHEREAS, an annual submittal of Measure M2 eligibility documentation to the Orange County
Transportation Authority (OCTA) is required to remain eligible to receive Measure M2 sales tax revenue
funds; and
WHEREAS, the submittal documentation requires the City Council approval of an updated Measure
M2 Seven-Year Capital Improvement Program; and
WHEREAS, the City’s Measure M2 Seven-Year Capital Improvement Program for fiscal year 2019-
20 through 2025-26 is a transportation planning and fiscal forecasting document used to guide future
programming for transportation capital improvement projects; and
WHEREAS, the Measure M2 Seven-Year Capital Improvement Program emphasizes projects that
improve circulation, mitigate traffic congestion, and maintain the City’s investment in existing
transportation infrastructure; and
WHEREAS, the Measure M2 Seven-Year Capital Improvement Program is consistent with the
proposed citywide Capital Improvement Program budget and the City’s General Plan; and
WHEREAS, the City’s M2 Seven-Year Capital Improvement Program includes 53 projects with a
total preliminary projected budget requirement of $57,736,546 million over the seven-year period; and
WHEREAS, the Measure M2 Seven-Year Capital Improvement Program projects are attached as
Exhibit "A".
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Orange hereby
approves and authorizes staff to submit to OCTA the Measure M2 Seven-Year Capital Improvement
Program for Fiscal Years 2019-20 through 2025-26 to comply with Measure M2 eligibility criteria.
ADOPTED this 11th day of June, 2019.
_________________________________
Mark A. Murphy, Mayor, City of Orange
Attest:
___________________________________
Pamela Coleman, City Clerk, City of Orange
I hereby certify that the foregoing Resolution was duly and regularly adopted by the City Council of
Orange at a regular meeting thereof held on the 11th day of June, 2019.
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
ABSTAIN: COUNCIL MEMBERS:
___________________________________
Pamela Coleman, City Clerk, City of Orange
Measure M
Seven Year Capital Improvement Program (Sorted by Project Name)
Fiscal Years 2019/2020 through 2025/2026
15/30/2019
This project will modify curbs at various locations
throughout the City to Comply with American with
Disability Act (ADA) regulations. This has been an
ongoing project, funded with Community
Development Block Grants (CDBG)
Installation of ADA access ramps
Pedestrian
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
ADA Improvements - Access RampsProject Name:
CitywideProject Limits:
N/AProject Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $175,000 $175,000
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $225,000 $225,000 $225,000 $225,000 $225,000 $225,000 $225,000 $1,575,000 $1,725,621
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $250,000 $1,750,000 $ 1,900,621
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$1,750,000 $1,900,621CDBG 100.00
$0 $0Gas Tax 0.00
$1,750,000 $1,900,621
The project will extend the existing City's Traffic
Signal Network along Taft Avenue from Shaffer
Street to Main Street and on Batavia Street from Taft
Avenue to Fletcher Avenue
Interconnect traffic signals to improve coordination
and communication
Traffic Signals
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Batavia Street/Taft Signal Network ExtensionProject Name:
Taft Avenue from Shaffer ST to Main St and on
Batavia St from Taft Ave to Flectcher Ave
Project Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $17,000 $0 $0 $0 $0 $0 $17,000 $17,000
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $153,000 $0 $0 $0 $0 $0 $153,000 $157,636
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $170,000 $0 $0 $0 $0 $0 $170,000 $ 174,636
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$170,000 $174,636 TSIP Area "B" DesignImpact Fees 100.00
$170,000 $174,636
Measure M
Seven Year Capital Improvement Program (Sorted by Project Name)
Fiscal Years 2019/2020 through 2025/2026
25/30/2019
This project will study traffic signals on the City’s
major streets, count & analyze traffic flows, &
provide appropriate traffic signal timing to minimize
delay to drivers. Changes in traffic flows require
updating at two year intervals
Coordinate signals within project limits
Traffic Signals
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Biennial City Traffic Signal CoordinationProject Name:
City-WideProject Limits:
5032Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $95,000 $0 $95,000 $0 $95,000 $0 $285,000 $312,070
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $95,000 $0 $95,000 $0 $95,000 $0 $285,000 $ 312,070
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$0 $0Gas Tax 0.00
$285,000 $312,070 Measure "M2" TurnbackM2 LFS 100.00
$285,000 $312,070
A maintenance and retrofit plan are aready for
implementation for 8 bridges located throught the City
that require maintenance. The City is awaiting
Caltrans approval for construction phase
Rehabilitation of existing pavement/structure
Bridge
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Bridge MaintenanceProject Name:
Various Locations City WideProject Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $723,102 $0 $0 $0 $0 $0 $0 $723,102 $723,102
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$723,102 $0 $0 $0 $0 $0 $0 $723,102 $ 723,102
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$0 $0Gas Tax 0.00
$723,102 $723,102 Caltrans BPMPOther 100.00
$723,102 $723,102
Measure M
Seven Year Capital Improvement Program (Sorted by Project Name)
Fiscal Years 2019/2020 through 2025/2026
35/30/2019
C.O.P. Fund. Prev. FY18/19; This Prj. provides for the
design and construction of 700 LF of 60"-72"
reinforced concrete pipe with inlets and laterals in
Cambridge St from Maple Ave to Palm Ave. This will
protect the ex. street from storm water damage
Improve roadway drainage
Safety
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Cambridge Storm Drain and Street ImprovementsProject Name:
Cambridge Street from Maple Avenue to Palm
Avenue
Project Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $0 $0 $0 $0 $0
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $ 0
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$0 $0 Gas TaxGas Tax 38.89
$0 $0 Capital ProjectsOther 38.89
$0 $0 Sanitation & SewerOther 22.22
$0 $0
project will remove and replace a portion of the
existing deficient drainage system on Cambridge
Street and extend system to its ultimate condition per
the Master Plan of Drainage. Including Street Repairs
Other
Other
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Cambridge Storm Drain Improvements Ph 3Project Name:
Cambridge St from Maple Ave to Oakmont AveProject Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $156,774 $0 $0 $0 $0 $0 $0 $156,774 $156,774
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $2,631,601 $214,490 $428,982 $0 $0 $0 $0 $3,275,073 $3,307,962
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$2,788,375 $214,490 $428,982 $0 $0 $0 $0 $3,431,847 $ 3,464,736
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$857,962 $866,184 Capital ProjectsOther 25.00
$2,573,885 $2,598,552 GrantOther 75.00
$3,431,847 $3,464,736
Measure M
Seven Year Capital Improvement Program (Sorted by Project Name)
Fiscal Years 2019/2020 through 2025/2026
45/30/2019
Carry Over FY19/20 - This project will add a second
dedicated right turn lane on northbound Cannon
Street to eastbound Serrano Avenue. The project
will also widen the northerly curb face on Serrano
Avenue.
Add right turn lane(s) to intersection
Intersection
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Cannon Street / Serrano Avenue Intersection
Widening
Project Name:
Cannon Street at Serrano AvenueProject Limits:
18-ORNG-ICE-3906Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $0 $0 $0 $0 $0
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $ 0
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$0 $0 Grants-DesignM2 ICE 7.00
$0 $0 TSIP Area "C"Impact Fees 2.33
$0 $0 Unfunded-ConstructionOther 52.52
$0 $0 Unfunded- ROWOther 38.14
$0 $0
C.O.P. Fund. Prev. FY18/19; Install new SD facility
including catch basin and pipes at various locations
citywide. Env. regulations require cities to minimize
pollutants entering the SD system. To be used as
Match for Future OCTA grant for Water Quality
Other
Environmental Cleanup
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Catch Basin ScreeningProject Name:
City-WideProject Limits:
N/AProject Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $0 $0 $0 $0 $0
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $ 0
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$0 $0 Santiation & SewerOther 100.00
$0 $0
Measure M
Seven Year Capital Improvement Program (Sorted by Project Name)
Fiscal Years 2019/2020 through 2025/2026
55/30/2019
Carry Over FY19/20-This project will install a Bio
Clean Debris Separationg Baffle Box or equal on
Collins Ave, approximatley 100 ft west of Parker
Street. The project will aslo install 10 Connector pipe
screens on Tustin Ave
Continuous Deflection Separator (CDS)
Environmental Cleanup
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
CDS BMP Installation on Collins AveProject Name:
Colins Ave, 100 ft west of Parker StreetProject Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $0 $0 $0 $0 $0
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $ 0
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$0 $0 Sanitation & SewerOther 20.00
$0 $0 Pursuing M2 ECP-1, Tier 1Unfunded 80.00
$0 $0
The project will provide for a protected left turn
phase for the eastbound, westbound, northbound,
and southbound approaches on Chapman Avenue at
Cambridge Street.
Upgrade traffic signal equipment at intersection
Intersection
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Chapman & Cambridge Left Turn Signal ModificationProject Name:
Chapman Ave and Cambridge St IntersectionProject Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $50,000 $0 $0 $0 $0 $0 $0 $50,000 $50,000
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $375,000 $0 $0 $0 $0 $0 $0 $375,000 $375,000
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$425,000 $0 $0 $0 $0 $0 $0 $425,000 $ 425,000
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$375,000 $375,000 TSIP Area "B" - ConstructionImpact Fees 88.24
$50,000 $50,000 TSIP Area "B" - DesignImpact Fees 11.76
$425,000 $425,000
Measure M
Seven Year Capital Improvement Program (Sorted by Project Name)
Fiscal Years 2019/2020 through 2025/2026
65/30/2019
The project will provide for a protected left turn
phase for the eastbound and westbound
approaches on Chapman Avenue at Grand Street.
The proposed signal modification will enhance the
capacity and improve the traffic signal operation at
the intersection
Add left turn lane(s) to intersection
Intersection
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Chapman and Grand Left Turn Signal ModificationProject Name:
Chapman Ave and Grand St IntersectionProject Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $50,000 $0 $0 $0 $0 $0 $0 $50,000 $50,000
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $400,000 $0 $0 $0 $0 $0 $0 $400,000 $400,000
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$450,000 $0 $0 $0 $0 $0 $0 $450,000 $ 450,000
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$400,000 $400,000 TSIP Area "B" - ConstructionImpact Fees 88.89
$50,000 $50,000 TSIP Area "B" - DesignImpact Fees 11.11
$450,000 $450,000
Carry Over Project Funding Previous to FY18/19; The
project will provide for traffic signal upgrades at the
intersection to enhance the capacity and improve
traffic signal operation at the intersection.
Upgrade traffic signal equipment at intersection
Intersection
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Chapman and Lemon Left Turn Signal ModificationProject Name:
Chapman Ave and Lemon St IntersectionProject Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $0 $0 $0 $0 $0
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $ 0
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$0 $0 TSIP Area "B" - ConstructionImpact Fees 88.89
$0 $0 TSIP Area "B" - DesignImpact Fees 11.11
$0 $0
Measure M
Seven Year Capital Improvement Program (Sorted by Project Name)
Fiscal Years 2019/2020 through 2025/2026
75/30/2019
Carry Over Project Funding Previous to FY18/19; The
project will provide for a protected left turn phase for
the northbound and southbound approaches on
Batavia Street at Chapman Avenue to improve the
operational efficiency and enhance safety.
Other
Intersection
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Chapman Ave & Batavia St Left Turn Signal
Modification
Project Name:
Batavia St and Chapman Ave IntersectionProject Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $0 $0 $0 $0 $0
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $ 0
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$0 $0 HSIP ConstructionHSIP 89.99
$0 $0 HSIP DesignHSIP 10.01
$0 $0
Carry Over Project Funding Previous to FY18/19; The
project will provide for a protected left turn phase for
the northbound and southbound approaches on
Feldner Rd at Chapman Ave to improve operational
efficiency and enhances safety.
Upgrade traffic signal equipment at intersection
Intersection
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Chapman Ave & Feldner Rd Left Turn Signal
Modification
Project Name:
Chapman Avenue and Feldner Road IntersectionProject Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $0 $0 $0 $0 $0
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $ 0
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$0 $0General Fund 0.00
$0 $0 HSIP (Construction)HSIP 83.90
$0 $0 HSIP (Design)HSIP 16.10
$0 $0
Measure M
Seven Year Capital Improvement Program (Sorted by Project Name)
Fiscal Years 2019/2020 through 2025/2026
85/30/2019
Carry Over Project Funding Previous to FY18/19; The
project will provide for a protected left turn phase for
the northbound and southbound approaches on
Flower St at Chapman Ave to improve operational
efficiency and enhance safety
Upgrade traffic signal equipment at intersection
Intersection
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Chapman Ave & Flower ST Left Turn Signal
Modification
Project Name:
Flower St and Chapman Ave IntersectionProject Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $0 $0 $0 $0 $0
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $ 0
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$0 $0 HSIP ConstructionHSIP 83.90
$0 $0 HSIP DesignHSIP 16.10
$0 $0
C.O.P. Fund. Prev. FY18/19; Installation of protected
left turn phasing for the WB approach on Chapman
Ave at James St. Improvements, when const. will
improve the traffic flow & safety at the inter. for both
vehicles & ped. by clearly defining RW
Upgrade traffic signal equipment at intersection
Intersection
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Chapman Ave & James St Left Turn Signal
Modification
Project Name:
Chapman Ave & James St IntersectionProject Limits:
N/AProject Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $0 $0 $0 $0 $0
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $ 0
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$0 $0 Measure M2M2 LFS 10.00
$0 $0 Federal HSIPHSIP 90.00
$0 $0
Measure M
Seven Year Capital Improvement Program (Sorted by Project Name)
Fiscal Years 2019/2020 through 2025/2026
95/30/2019
Carry Over Project Funding Previous to FY18/19;
Phase I improvements were completed in 2006/07.
Phase II improvements were completed in 2011. This
phase will add a right turn lane on South Tustin
Street to westbound Chapman Avenue.
Add right turn lane(s) to intersection
Intersection
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Chapman/Tustin Critical IntersectionProject Name:
Chapman Avenue and Tustin Street IntersectionProject Limits:
15-ORNG-ICE-3780 (E-R), 17-ORNG-ICE-3866 (C)Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $0 $0 $0 $0 $0
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $ 0
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$0 $0 M2 - CTFPM2 ICE 45.65
$0 $0 TSIP Area "B"Impact Fees 54.35
$0 $0Other 0.00
$0 $0
This project will rehabilitate Clinton Street from
Walnut Avenue to Palm Avenue The rehabilitation will
consist of removing and reconstructing badly
damaged pavement, cold planing, and capping the
roadway.
Rehabilitation of roadway
Road Maintenance
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Clinton Street RehabilitationProject Name:
linton Street from Walnut Avenue to Palm AvenueProject Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $28,514 $0 $0 $0 $0 $0 $0 $28,514 $28,514
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $142,569 $0 $0 $0 $0 $0 $0 $142,569 $142,569
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$171,083 $0 $0 $0 $0 $0 $0 $171,083 $ 171,083
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$171,083 $171,083CDBG 100.00
$171,083 $171,083
Measure M
Seven Year Capital Improvement Program (Sorted by Project Name)
Fiscal Years 2019/2020 through 2025/2026
105/30/2019
Carry Over Project Funding Previous to FY18/19;
This project will rehabilitate Palmyra Ave from Grand
St to Cambridge St by removing and reconstructing
locally damaged pavement along with cold planning
and capping the rest of the roadway.
Rehabilitation of roadway
Road Maintenance
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
East Palmyra Avenue RehabilitationProject Name:
Palmyra Avenue from Grand Street to Cambridge
Street
Project Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $0 $0 $0 $0 $0
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $ 0
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$0 $0 Gas TaxGas Tax 100.00
$0 $0
Carry Over - The Garden Grove Blvd T.S.
Synchronization Corridor is a multi-jurisdictional
project between Valley View St.t in Garden Grove
and Bristol St in Santa Ana. In Orange, there are two
traffic signals a located at Lewis St. and at The City
Dr.
Interconnect traffic signals to improve coordination
and communication
Traffic Signals
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Garden Grove Blvd Regional Traffic Signal
Synchronization Project
Project Name:
Garden Grove Blvd, from Lewis St to The City Dr.Project Limits:
18-OCTA-TSP-3897Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $0 $0 $0 $0 $0
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $ 0
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$0 $0 TSSP Area "B" ConstructionM2 TSSP 100.00
$0 $0
Measure M
Seven Year Capital Improvement Program (Sorted by Project Name)
Fiscal Years 2019/2020 through 2025/2026
115/30/2019
Project will provide for the installation of a traffic
signal at the intersection of Glassell St and Palmyra
Ave. Work includes installation of signal poles,
associated equipment, and ADA ramps
Install new traffic signal and equipment
Traffic Signals
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Glassell and Palmyra Signal InstallProject Name:
Glassell St at Palmyra AveProject Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $30,000 $0 $0 $0 $0 $30,000 $30,000
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $339,100 $0 $0 $0 $339,100 $370,868
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $30,000 $339,100 $0 $0 $0 $369,100 $ 400,868
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$369,100 $400,868 GrantOther 100.00
$369,100 $400,868
Carry Over Project Funding Previous to FY18/19; The
project will provide for a protected left turn phase for
the northbound and southbound approaches on
Glassell at Collins Ave.
Upgrade traffic signal equipment at intersection
Intersection
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Glassell St and Collins Ave Left Turn Phasing
Modification
Project Name:
Glassell/Collins IntersectionProject Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $0 $0 $0 $0 $0
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $ 0
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$0 $0 HSIP ConstructionHSIP 85.00
$0 $0 HSIP DesignHSIP 15.00
$0 $0
Measure M
Seven Year Capital Improvement Program (Sorted by Project Name)
Fiscal Years 2019/2020 through 2025/2026
125/30/2019
Carry Over Project Funding Previous to FY18/19; The
project will provide for a protected left turn phase for
the northbound and southbound approaches on
Glassell St at Meats Ave.
Upgrade traffic signal equipment at intersection
Intersection
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Glassell St and Meats Ave Left Turn Phasing
Modification
Project Name:
Glassell/Meats IntersectionProject Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $0 $0 $0 $0 $0
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $ 0
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$0 $0General Fund 0.00
$0 $0 HSIP ConstructionHSIP 85.00
$0 $0 HSIP DesignHSIP 15.00
$0 $0
C.O.P. Fund.Prev. FY18/19; Installation of protected
left turn phasing for the NB &SB approaches on
Glassell St. at Walnut Ave. Project will also restripe
Walnut Ave to provide a left turn lane, & protected
left turn phasing on both WB & EB approaches
Upgrade traffic signal equipment at intersection
Intersection
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Glassell Street & Walnut Ave Left Turn Signal
Modification
Project Name:
Glassell Street & Walnut Ave IntersectionProject Limits:
N/AProject Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $0 $0 $0 $0 $0
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $ 0
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$0 $0 TSIP Measure M2M2 LFS 10.00
$0 $0 Federal HSIPHSIP 90.00
$0 $0
Measure M
Seven Year Capital Improvement Program (Sorted by Project Name)
Fiscal Years 2019/2020 through 2025/2026
135/30/2019
The project will extend the existing City's Traffic
Signal Network along Taft Avenue from Shaffer
Street to Glassell Street and on Glassell Street from
Taft Avenue to Lincoln Avenue.
Interconnect traffic signals to improve coordination
and communication
Traffic Signals
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Glassell Street Signal Network ExtensionProject Name:
Taft Avenue from Shaffer St to Glassell Stt and on
Glassell St from Taft Ave to Lincoln Ave
Project Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $13,000 $0 $0 $0 $0 $0 $0 $13,000 $13,000
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $117,000 $0 $0 $0 $0 $0 $0 $117,000 $117,000
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$130,000 $0 $0 $0 $0 $0 $0 $130,000 $ 130,000
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$130,000 $130,000 TSIP Area "B" - DesignImpact Fees 100.00
$130,000 $130,000
Carry Over Project Funding Previous to FY18/19; The
project will provide for the upgrade of outdated
Accessible Pedestrian Signals (APS) at 12
intersections citywide. These intersections are in
close proximity to medical facilities.
Other
Pedestrian
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Installation of Accessible Pedestrian SignalsProject Name:
City WideProject Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $0 $0 $0 $0 $0
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $ 0
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$0 $0 HSIP DesignHSIP 15.00
$0 $0 HSIP ConstructionHSIP 85.00
$0 $0
Measure M
Seven Year Capital Improvement Program (Sorted by Project Name)
Fiscal Years 2019/2020 through 2025/2026
145/30/2019
Carry Over Project Funding. Previous to FY18/19;
The project will provide for the upgrade of outdated
Pedestrian Countdown Signals (PCS) at 33
intersections citywide. These intersections are
located at arterials with high traffic and ped.
volumes.
Other
Pedestrian
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Installation of Pedestrian Countdown Signals
Citywide
Project Name:
City WideProject Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $0 $0 $0 $0 $0
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $ 0
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$0 $0 HSIP DesignHSIP 15.00
$0 $0 HSIP ConstructionHSIP 85.00
$0 $0
The project will extend the existing City's Traffic
Signal Network along Katella Avenue. The installation
of F/O lines will enable the City's TMC to
communicate with the traffic signals to improve
traffic signal operations and traffic flow.
Interconnect traffic signals to improve coordination
and communication
Traffic Signals
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Katella Avenue Signal Network ExtensionProject Name:
Katella Ave from Tustin St to Santiago Blvd. and on
Santiago Blvd from Katella Aveto Meats Ave
Project Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $790,000 $0 $0 $0 $0 $0 $0 $790,000 $790,000
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$790,000 $0 $0 $0 $0 $0 $0 $790,000 $ 790,000
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$133,053 $133,053 TSIP Area "B" - DesignImpact Fees 16.84
$656,947 $656,947 TSIP Area "B" -ConstructionImpact Fees 83.16
$790,000 $790,000
Measure M
Seven Year Capital Improvement Program (Sorted by Project Name)
Fiscal Years 2019/2020 through 2025/2026
155/30/2019
Carry Over - As part of an ongoing project, the
Katella Ave. Traffic Signal Synchronization Corridor
is a multijurisdictional project between the I-605
on-ramp in Los Alamitos and Jamboree Rd./Santiago
Canyon Rd.
Interconnect traffic signals to improve coordination
and communication
Traffic Signals
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Katella Signal SynchronizationProject Name:
Katella Ave from Struck Ave. and Santiago Canyon
Rd./Jamboree Rd.
Project Limits:
18-OCTA-TSP-3894Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $0 $0 $0 $0 $0
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $ 0
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$0 $0 TSIP Area "B" - ConstructionImpact Fees 20.00
$0 $0 TSSP GrantM2 TSSP 80.00
$0 $0
The project will extend the existing City's Traffic
Signal Network along Katella Avenue from Main
Street to Struck Street and on Batavia Street from
Katella Avenue to Palm Avenue.
Interconnect traffic signals to improve coordination
and communication
Traffic Signals
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Katella/Batavia Signal Network ExtensionProject Name:
Katella Ave from Main St to Struck and Batavia St
from Katella to Palm Ave
Project Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $140,000 $0 $0 $0 $0 $140,000 $140,000
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $0 $0 $0 $0 $0
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $140,000 $0 $0 $0 $0 $140,000 $ 140,000
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$140,000 $140,000 TSIP Area "B" - DesignImpact Fees 100.00
$140,000 $140,000
Measure M
Seven Year Capital Improvement Program (Sorted by Project Name)
Fiscal Years 2019/2020 through 2025/2026
165/30/2019
The Project will modify the Katella Ave and W Struck
Ave intersection to add a fourth leg and renovate the
aging signal equipment.
Upgrade traffic signal equipment at intersection
Intersection
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Katella/Struck Traffic Signal ModificationsProject Name:
Katella Ave at Struck AveProject Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $120,000 $0 $0 $0 $0 $0 $0 $120,000 $120,000
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$120,000 $0 $0 $0 $0 $0 $0 $120,000 $ 120,000
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$0 $0 TSIP Area"B" - ConstructionImpact Fees 0.00
$0 $0 TSIP Area"B" - DesignImpact Fees 0.00
$120,000 $120,000 GrantOther 100.00
$120,000 $120,000
Carry Over -The Main Street Traffic Signal
Synchronization Corridor is a multi-jurisdictional
project between Culver Drive in Irvine and Taft
Avenue in Orange. In Orange, the corridor is
between CHOC Court and Taft Avenue, and includes
12
Interconnect traffic signals to improve coordination
and communication
Traffic Signals
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Main Street Signal SynchronizationProject Name:
Main Street from CHOC Court and Taft AvenueProject Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $0 $0 $0 $0 $0
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $ 0
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$0 $0 TSIP Area "B" - ConstructionImpact Fees 100.00
$0 $0
Measure M
Seven Year Capital Improvement Program (Sorted by Project Name)
Fiscal Years 2019/2020 through 2025/2026
175/30/2019
C.O. FY19/20 - This project will rehabilitate the Maple
Neighborhood. The rehabilitation will consist of
removing and reconstructing badly damaged
pavement and cold planing and capping the
roadway, replacement of sidewalks, curb & gutter,
and ADA Ramps.
Rehabilitation of roadway
Road Maintenance
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Maple Neighborhood Street RehabilitationProject Name:
Maple Neighborhood StreetProject Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $0 $0 $0 $0 $0
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $ 0
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$0 $0CDBG 100.00
$0 $0
This project will study a tight diamond interchange at
SR 55 and Meats Avenue. The objectives are to
reduce peak hour traffic at adjacent freeway
interchanges and improve circulation on Tustin St.
and Santiago Blvd. -Canceled Project
New interchange between street and freeway
Interchange
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Meats Avenue and SR 55 Interchange StudyProject Name:
Lincoln Ave./SR 55 interchange to Katella Ave./SR 55
interchange
Project Limits:
11-ORNG-FST-3540 (Eng Phase)Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $325,000 $0 $0 $0 $0 $0 $0 $325,000 $325,000
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $0 $0 $0 $0 $0
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$325,000 $0 $0 $0 $0 $0 $0 $325,000 $ 325,000
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$0 $0 M2 - CTFPM2 FAST 0.00
$0 $0Gas Tax 0.00
$325,000 $325,000 TSIP Area "B"Impact Fees 100.00
$325,000 $325,000
Measure M
Seven Year Capital Improvement Program (Sorted by Project Name)
Fiscal Years 2019/2020 through 2025/2026
185/30/2019
This project will provide minor traffic control devices
such as signage, striping and other related traffic
calming devices as directed by the Traffic
Commission and City Traffic Engineer.
Traffic calming such as bulbout,chokers, speed
hump, etc.
Safety
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Minor Traffic Control DevicesProject Name:
City-WideProject Limits:
N/AProject Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $20,000 $140,000 $140,000
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $105,000 $105,000 $105,000 $105,000 $105,000 $105,000 $105,000 $735,000 $805,290
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$125,000 $125,000 $125,000 $125,000 $125,000 $125,000 $125,000 $875,000 $ 945,290
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$350,000 $378,116 Measure "M2" TurnbackM2 LFS 40.00
$525,000 $567,174 Capital ProjectsOther 60.00
$875,000 $945,290
This project will study and develop a streetscape
standard for Old Towne that will include the
replacements of brick sidewalk and other amenities
in the public right-of-way on Glassell Street and
Chapman Ave.
Transportation planning/engineering studies
Administration
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Old Town Sidewalk Replacement StandardProject Name:
Orange PlazaProject Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $10,000 $0 $0 $0 $0 $0 $0 $10,000 $10,000
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $0 $0 $0 $0 $0
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$10,000 $0 $0 $0 $0 $0 $0 $10,000 $ 10,000
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$10,000 $10,000 Measure "M2" TurnbackM2 LFS 100.00
$10,000 $10,000
Measure M
Seven Year Capital Improvement Program (Sorted by Project Name)
Fiscal Years 2019/2020 through 2025/2026
195/30/2019
Plan to replace of 28 concrete cobra head street
lights in Old Towne located on Chapman Ave and
Glassell St with Old Towne St light standards,
related sidewalk improvements, installation of a new
traffic signal at Grand St and E Chapman Ave.
Install new traffic signal and equipment
Traffic Signals
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Old Towne Street LightingProject Name:
Old TowneProject Limits:
17061Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $25,000 $0 $0 $0 $0 $25,000 $25,000
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $252,998 $0 $0 $0 $0 $252,998 $268,562
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $277,998 $0 $0 $0 $0 $277,998 $ 293,562
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$277,998 $293,562 Capital ProjectsOther 100.00
$277,998 $293,562
project will rehabilitate Olive Street from Culver
Avenue to La Veta Avenue. The rehabilitation will
consist of removing and reconstructing badly
damaged pavement, cold planing, and capping the
roadway.
Rehabilitation of roadway
Road Maintenance
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Olive Street RehabilitationProject Name:
Olive Street from Almond Avenue to La Veta AvenueProject Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $15,246 $0 $0 $0 $0 $0 $0 $15,246 $15,246
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $84,000 $0 $0 $0 $0 $0 $0 $84,000 $84,000
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$99,246 $0 $0 $0 $0 $0 $0 $99,246 $ 99,246
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$99,246 $99,246CDBG 100.00
$99,246 $99,246
Measure M
Seven Year Capital Improvement Program (Sorted by Project Name)
Fiscal Years 2019/2020 through 2025/2026
205/30/2019
C.O.FY19/20-This project will rehab. and widen Palm
Ave to its ultimate condition. The rehabilitation will
consist of removing and reconstructing badly
damaged pavement and cold planing and capping the
roadway, replacement of sidewalks, C&G, & ADA
Ramps.
Rehabilitation of roadway
Road Maintenance
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Palm Avenue Street RehabilitationProject Name:
Palm Ave from MilfordSt to Handy St.Project Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $0 $0 $0 $0 $0
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $ 0
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$0 $0CDBG 100.00
$0 $0
The City’s PMP identifies the condition for 320 miles
of streets and identifies maintenance needs of this
roadway system requiring $6 million annually for
slurry sealing, asphalt overlay and reconstructions.
Rehabilitation of roadway
Road Maintenance
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Pavement Management Program (PMP)Project Name:
City-WideProject Limits:
N/AProject Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $350,000 $350,000
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $5,473,513 $6,350,000 $6,350,000 $6,350,000 $6,350,000 $6,350,000 $6,350,000 $43,573,513 $47,824,360
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$5,523,513 $6,400,000 $6,400,000 $6,400,000 $6,400,000 $6,400,000 $6,400,000 $43,923,513 $ 48,174,360
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$7,093,975 $7,780,518Gas Tax 16.15
$20,000,000 $21,935,568 Measure "M2" TurnbackM2 LFS 45.53
$80,000 $87,742 Capital ProjectsOther 0.18
$16,749,538 $18,370,531 SB-1LSR 38.13
$43,923,513 $48,174,360
Measure M
Seven Year Capital Improvement Program (Sorted by Project Name)
Fiscal Years 2019/2020 through 2025/2026
215/30/2019
Windshield field surveys of the City's pavement are
conducted every four years to determine pavement
condition indexes for each segment. These surveys
are conducted as a requirement for numerous grant
programs, OCTA bi-annual reports, and overall PMP.
Studies or PMP updates
Road Maintenance
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Pavement Management Program (PMP) SurveyProject Name:
City-WideProject Limits:
N/AProject Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $70,000 $0 $70,000 $0 $70,000 $0 $210,000 $210,000
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $0 $0 $0 $0 $0
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $70,000 $0 $70,000 $0 $70,000 $0 $210,000 $ 210,000
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$210,000 $210,000 Measure "M2" TurnbackM2 LFS 100.00
$210,000 $210,000
Carry Over - Funding. Prev. FY18/19; The install. of
radar feedback signs on segments of 3 arterials with
a hist. of speed related acc.: La Veta Ave-Flower St
to Bedford St; Collins Ave-Wanda Rd to Bond Ave; &
Chapman Ave-Jamboree Rd to Orange Park Blvd.
Signage installation and/or replacement
Safety
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Radar Feedback Signs: La Veta, Collins & ChapmanProject Name:
Various locationsProject Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $0 $0 $0 $0 $0
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $ 0
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$0 $0 HSIP ConstructionHSIP 86.69
$0 $0 HSIP DesignHSIP 13.31
$0 $0
Measure M
Seven Year Capital Improvement Program (Sorted by Project Name)
Fiscal Years 2019/2020 through 2025/2026
225/30/2019
Carry Over -This project will rehabilitate the
Sacramento Neighborhood.The rehabilitation will
consist of removing and reconstructing badly
damaged pavement and cold planing and capping the
roadway, replacement of sidewalks, curb & gutter,
and ADA Ramps.
Rehabilitation of roadway
Road Maintenance
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Sacramento Neighborhood Street RehabilitationProject Name:
Sacramento Neighborhood StreetProject Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $0 $0 $0 $0 $0
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $ 0
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$0 $0CDBG 100.00
$0 $0General Fund 0.00
$0 $0
Project will rehabilitate the Sacramento St
Neighborhood. The project limits are Sacramento St
from Mt Vernon Ave to the south end. Rehabilitation
will consist of removing and reconstructing badly
damaged pavement, cold planing, and capping the
roadway.
Rehabilitation of roadway
Road Maintenance
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Sacramento St Neighborhood Phase 2Project Name:
Sacramento Street NeighborhoodProject Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $45,315 $0 $0 $0 $0 $0 $0 $45,315 $45,315
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $226,578 $0 $0 $0 $0 $0 $0 $226,578 $226,578
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$271,893 $0 $0 $0 $0 $0 $0 $271,893 $ 271,893
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$271,893 $271,893CDBG 100.00
$271,893 $271,893
Measure M
Seven Year Capital Improvement Program (Sorted by Project Name)
Fiscal Years 2019/2020 through 2025/2026
235/30/2019
Construction of a multipurpose trail adjacent to
Santiago Canyon Rd connecting the ex. trail at the
Reserve neighborhood to Cannon Street. The trail
would be constructed of decomposed granite, and
would allow for pedestrians equestrians, and
bicycles.
Planning
Bikeways
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Santiago Canyon Road Multi-Purpose TrailProject Name:
Santiago Canyon Rd - Orange Park Blv to Cannon
Street.
Project Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $75,000 $0 $0 $0 $75,000 $75,000
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $750,000 $0 $0 $750,000 $845,115
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $75,000 $750,000 $0 $0 $825,000 $ 920,115
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$825,000 $920,115 GrantUnfunded 100.00
$825,000 $920,115
This project is the final phase of the Santiago Creek
Bike Trail alignment in the Master Bikeway Plan.
Construction of the multi-purpose trail will connect
the existing bike trail west of Cannon St.
New bike route
Bikeways
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Santiago Creek Multipurpose Trail ExtensionProject Name:
Cannon to WindesProject Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $443,325 $0 $0 $0 $0 $0 $0 $443,325 $443,325
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $0 $0 $0 $0 $0
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$443,325 $0 $0 $0 $0 $0 $0 $443,325 $ 443,325
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$97,532 $97,532 Capital ProjectsOther 22.00
$0 $0 Grants - ConstructionUnfunded 0.00
$345,793 $345,793 Grants - Engineering and Env.Unfunded 78.00
$443,325 $443,325
Measure M
Seven Year Capital Improvement Program (Sorted by Project Name)
Fiscal Years 2019/2020 through 2025/2026
245/30/2019
Project will rehabilitate Shaffer Street - La Veta
Avenue to Hart Park. The rehabilitation will consist of
removing and reconstructing badly damaged
pavement, cold planing, and capping the roadway.
Reconstruction of roadway
Road Maintenance
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Shaffer Street RehabilitatonProject Name:
Shaffer Street - La Veta Avenue to Hart ParkProject Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $12,298 $0 $0 $0 $0 $0 $0 $12,298 $12,298
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $83,934 $0 $0 $0 $0 $0 $0 $83,934 $83,934
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$96,232 $0 $0 $0 $0 $0 $0 $96,232 $ 96,232
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$96,232 $96,232CDBG 100.00
$96,232 $96,232
The City's acquisition of Southern California Edison
owned street lights calls for a street light pole
replacement program. The program will replace 10
street light steel poles with concrete type
Improve lighting of roadway
Safety
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Street Light Pole ReplacementProject Name:
City WideProject Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $120,000 $120,000 $120,000 $120,000 $120,000 $120,000 $120,000 $840,000 $920,331
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$120,000 $120,000 $120,000 $120,000 $120,000 $120,000 $120,000 $840,000 $ 920,331
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$840,000 $920,331 Capital ProjectsOther 100.00
$840,000 $920,331
Measure M
Seven Year Capital Improvement Program (Sorted by Project Name)
Fiscal Years 2019/2020 through 2025/2026
255/30/2019
The City maintains 156 traffic signals, most of which
contain older controllers. Nearly 2/3 of the controllers
have been updated or replaced to allow for better
coordination with the City’s Transportation
Management Center.
Replace and upgrade traffic signals and equipment
Traffic Signals
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Traffic Signal Controller and TMC UpgradesProject Name:
City-WideProject Limits:
N/AProject Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $70,000 $70,000 $70,000 $70,000 $70,000 $70,000 $70,000 $490,000 $536,860
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$70,000 $70,000 $70,000 $70,000 $70,000 $70,000 $70,000 $490,000 $ 536,860
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$490,000 $536,860Gas Tax 100.00
$490,000 $536,860
This project provides for the painting of traffic signal
equipment at approx 25 intersections w/in the City.
The paint on the City’s traffic signal equipment (signal
and pedestrian heads, pedestrian push buttons &
cabinets) has greatly deteriorated.
Replace and upgrade traffic signals and equipment
Traffic Signals
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Traffic Signal Equipment PaintingProject Name:
City-WideProject Limits:
N/AProject Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $45,000 $45,000 $45,000 $45,000 $45,000 $45,000 $45,000 $315,000 $345,124
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$45,000 $45,000 $45,000 $45,000 $45,000 $45,000 $45,000 $315,000 $ 345,124
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$0 $0 TSIP Area "B"Impact Fees 0.00
$315,000 $345,124 Measure "M2" TurnbackM2 LFS 100.00
$315,000 $345,124
Measure M
Seven Year Capital Improvement Program (Sorted by Project Name)
Fiscal Years 2019/2020 through 2025/2026
265/30/2019
C.O.P. Funding Previous to FY18/19; This project will
rehabilitate Tularosa Neighborhood St from La Veta
Ave to the 22 Fwy and will include Tularosa Ave
from West End to Fashion Park St, Fashion Park St
from Tularosa Ave to Fairway Dr, and more
Reconstruction of roadway
Road Maintenance
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Tularosa Neighborhood Street RehabilitationProject Name:
Tulrosa NeighborhoodProject Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $0 $0 $0 $0 $0
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $ 0
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$0 $0CDBG 100.00
$0 $0
Carry Over Project Funding Previous to FY18/19; The
project will provide for traffic signal upgrades at the
intersection to enhance the capacity and improve
traffic signal operation at the intersection.
Upgrade traffic signal equipment at intersection
Intersection
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Tustin and La Veta Traffic Signal UpgradeProject Name:
Tustin St and La Veta Ave IntersectionProject Limits:
Project Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $0 $0 $0 $0 $0 $0 $0 $0 $0
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0 $0 $0 $ 0
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$0 $0 TSIP Area "B" - ConstructionImpact Fees 83.33
$0 $0 TSIP Area "B" - DesignImpact Fees 16.67
$0 $0
Measure M
Seven Year Capital Improvement Program (Sorted by Project Name)
Fiscal Years 2019/2020 through 2025/2026
275/30/2019
This project will add a dedicated right turn lane on
northbound Tustin Street to eastbound Meats
Avenue.
Add right turn lane(s) to intersection
Intersection
Project Description:
TOW Description:
Type of Work (TOW):
OrangeAgency:
Tustin/Meats Intersection Right Turn Lane AdditionProject Name:
Tustin/Meats IntersectionProject Limits:
15-ORNG-3782 E, 16-ORNG-3813 R, 17-ORNG-3865 CProject Number:
25/2624/2523/2422/2321/2220/2119/20 Projected CostEstimated CostProject Phase
E $0 $0 $0 $0 $0 $0 $0 $0 $0
R $0 $0 $0 $0 $0 $0 $0 $0 $0
C/I $950,000 $0 $0 $0 $0 $0 $0 $950,000 $950,000
O&M $0 $0 $0 $0 $0 $0 $0 $0 $0
$950,000 $0 $0 $0 $0 $0 $0 $950,000 $ 950,000
PROJECTED COSTESTIMATED COSTPERCENTFUND NAME NOTES
$712,500 $712,500 CTFPM2 ICE 75.00
$237,500 $237,500 TSIP Area "B" - will carryover from FY 15/16
to FY 17/18
Impact Fees 25.00
$0 $0Unfunded 0.00
$950,000 $950,000
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RESOLUTION NO. 11171
A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF ORANGE AMENDING THE
MASTER SCHEDULE OF FEES AND CHARGES
FOR VARIOUS SERVICES AND THE RENTAL
OF ROOMS AND EQUIPMENT
WHEREAS, pursuant to Chapter 3.10 of the Orange Municipal Code, the City Council
has established and maintained a Master Schedule of Fees and Charges, consisting of fees and
charges for services provided by the City to persons using such services; and
WHEREAS, in accordance with Chapter 3.10 of the Orange Municipal Code, the Master
Schedule of Fees and Charges has been periodically amended and revised from time to time by
the City Council; and
WHEREAS, the Master Schedule of Fees and Charges includes fees for various services
provided by the City, as well as fees for the rental of City facilities and equipment; and
WHEREAS, pursuant to Government Code Section 50076 the amount the City may
charge for specified services cannot exceed the estimated reasonable cost of providing the
service; and
WHEREAS, the fees being recommended for change are as a result of: (1) updating the
fee model provided by Matrix Consulting Group, who completed a user fee study in Fiscal Year
2017-18, to estimate the cost of providing services for which fees are charged; and (2) adding the
animal control and shelter fees set by the City, to be administered and collected by Orange
County Animal Care; and
WHEREAS, fees charged for the rental of City facilities and equipment are not subject
to Government Code Section 50076.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Orange
as follows:
1. The Master Schedule of Fees and Charges is hereby amended and Attachment
“A” to this Resolution is hereby adopted, modifying the Master Schedule of Fees and Charges to
provide for the inclusion of the amounts of fees for those listed in Attachment “A”.
2. The City Council finds that the fees set forth in Attachment “A” do not exceed the
reasonable cost of services provided by the City in connection with the services provided and
that the fees for the rental of City facilities are set at a rate to reasonably insure that the cost of
the facilities and equipment rental is borne by those seeking to utilize such facilities and
equipment.
Reso. No. 11171 2 GAS
3. The fees listed in Attachment “A” shall be effective July 1, 2019.
4. If the fees set forth in this Resolution or the application thereof to any person or
circumstance is held to be unconstitutional or otherwise invalid by any court of competent
jurisdiction, such invalidity shall not affect any other fee, charge, or rate, or application thereof,
which can be implemented without the invalid fee, charge, or rate, or application thereof, and to
this end the fees, charges and rates of this Resolution are declared to be severable.
ADOPTED this ____ day of ____________________, 2019
Mark A. Murphy, Mayor, City of Orange
ATTEST:
Pamela Coleman, City Clerk, City of Orange
I, PAMELA COLEMAN, City Clerk of the City of Orange, California, do hereby certify
that the foregoing Resolution was duly and regularly adopted by the City Council of the City of
Orange at a regular meeting thereof held on the day of , 2019 by the
following vote:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
ABSTAIN: COUNCILMEMBERS:
Pamela Coleman, City Clerk, City of Orange
ATTACHMENT “A”
MASTER SCHEDULE OF FEES AND CHARGES EFFECTIVE JULY 1, 2019
[Behind this sheet.]
MASTER SCHEDULE OF FEES AND CHARGES
DEPARTMENT PAGE
CITY CLERK 2
COMMUNITY DEVELOPMENT
BUILDING DIVISION
NEW CONSTRUCTION PLAN CHECK FEES 3
NEW CONSTRUCTION INSPECTION FEES 8
MECHANICAL, ELECTRICAL AND PLUMBING 13
MISCELLANEOUS FEES 16
PLANNING DIVISION 19
COMMUNITY SERVICES 20
FINANCE 27
FIRE 28
LIBRARY 33
POLICE 34
PUBLIC WORKS
ENGINEERING DIVISION 36
MAINTENANCE DIVISION 37
TRAFFIC DIVISION 38
WATER DIVISION 39
NON-DEPARTMENTAL
ANIMAL CONTROL AND SHELTER FEES 40
TABLE OF CONTENTS
1
MASTER SCHEDULE OF FEES AND CHARGES
CITY CLERK
FEE/CHARGE RATE UNIT NOTES
1 Document Certification $5.00 each
2 Filing of Circulators of an Initiative $200.00 each
3 Orange Municipal Code Book $544.00 each
4 Orange Municipal Code Supplement $45.00 each 3 times per year
5 Subpoena for Records $15.00 each Evidence Code Section 1563
6 Photocopy:
7 Election-Related $0.10 per copy
8 Black & White $0.15 per copy
9 Color Copy $0.25 per copy
10 Information Requests $87.00 per hour
11 CD / DVD Copy $34.00 each
12 Passport Processing $35.00 each
13 Passport Photo $14.00 each
14 Room Rental
15 Weimer Room, Conference Room C $131.00 per hour
2
MASTER SCHEDULE OF FEES AND CHARGES
Community Development - Building Division
New Construction Plan Check Fees
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
1 A-1 Assembly—Fixed Seating 500 $1,553 $77.6525 $1,294 $64.7104 $1,035 $51.7683
2 - Theater, Concert Hall 2,500 $3,106 $37.2900 $2,589 $31.0750 $2,071 $24.8600
3 - - 5,000 $4,039 $24.8500 $3,365 $20.7083 $2,692 $16.5667
4 - - 10,000 $5,281 $6.2100 $4,401 $5.1750 $3,521 $4.1400
5 - - 25,000 $6,213 $19.8900 $5,177 $16.5750 $4,142 $13.2600
6 - - 50,000 $11,185 $22.3700 $9,321 $18.6417 $7,457 $14.9133
7 A-2 Assembly—Food & Drink 500 $1,731 $86.5275 $1,442 $72.1063 $1,154 $57.6850
8 - Restaurant, Night Club, Bar 2,500 $3,461 $41.5500 $2,884 $34.6250 $2,308 $27.7000
9 - - 5,000 $4,500 $27.6900 $3,750 $23.0750 $3,000 $18.4600
10 - - 10,000 $5,885 $6.9200 $4,904 $5.7667 $3,923 $4.6133
11 - - 25,000 $6,923 $22.1400 $5,769 $18.4500 $4,615 $14.7600
12 - - 50,000 $12,458 $24.9150 $10,381 $20.7625 $8,305 $16.6100
13 A-3 Assembly—Worship, Amusement 500 $1,997 $99.8400 $1,664 $83.2000 $1,331 $66.5600
14 - Arcade, Church, Community Hall 2,500 $3,994 $47.9400 $3,328 $39.9500 $2,663 $31.9600
15 - - 5,000 $5,192 $31.9350 $4,327 $26.6125 $3,462 $21.2900
16 - - 10,000 $6,789 $7.9900 $5,658 $6.6583 $4,526 $5.3267
17 - - 25,000 $7,988 $25.5600 $6,656 $21.3000 $5,325 $17.0400
18 - - 50,000 $14,378 $28.7550 $11,981 $23.9625 $9,585 $19.1700
19 A-4 Assembly—Indoor Sport Viewing 500 $1,598 $79.8720 $1,331 $66.5600 $1,065 $53.2480
20 - Arena, Skating Rink, Tennis Court 2,500 $3,195 $38.3520 $2,663 $31.9600 $2,130 $25.5680
21 - - 5,000 $4,154 $25.5480 $3,462 $21.2900 $2,769 $17.0320
22 - - 10,000 $5,431 $6.3920 $4,526 $5.3267 $3,621 $4.2613
23 - - 25,000 $6,390 $20.4480 $5,325 $17.0400 $4,260 $13.6320
24 - - 50,000 $11,502 $23.0040 $9,585 $19.1700 $7,668 $15.3360
25 A-5 Assembly—Outdoor Activities 1,000 $932 $23.2950 $777 $19.4125 $621 $15.5300
26 - Amusement Park, Bleacher, Stadium 5,000 $1,864 $11.1750 $1,553 $9.3125 $1,243 $7.4500
27 - - 10,000 $2,423 $7.4550 $2,019 $6.2125 $1,615 $4.9700
28 - - 20,000 $3,168 $1.8650 $2,640 $1.5542 $2,112 $1.2433
29 - - 50,000 $3,728 $5.9550 $3,106 $4.9625 $2,485 $3.9700
30 - - 100,000 $6,705 $6.7050 $5,588 $5.5875 $4,470 $4.4700
31 A A Occupancy Tenant Improvements 150 $1,132 $188.5913 $943 $157.1594 $754 $125.7275
32 - - 750 $2,263 $90.5250 $1,886 $75.4375 $1,509 $60.3500
33 - - 1,500 $2,942 $60.3600 $2,452 $50.3000 $1,961 $40.2400
34 - - 3,000 $3,848 $15.0750 $3,206 $12.5625 $2,565 $10.0500
35 - - 7,500 $4,526 $48.2850 $3,772 $40.2375 $3,017 $32.1900
36 - - 15,000 $8,147 $54.3150 $6,789 $45.2625 $5,432 $36.2100
37 B Business—Professional Office 1,000 $1,731 $43.2638 $1,442 $36.0531 $1,154 $28.8425
38 - - 5,000 $3,461 $20.7750 $2,884 $17.3125 $2,308 $13.8500
39 - - 10,000 $4,500 $13.8300 $3,750 $11.5250 $3,000 $9.2200
40 - - 20,000 $5,883 $3.4650 $4,903 $2.8875 $3,922 $2.3100
41 - - 50,000 $6,923 $11.0850 $5,769 $9.2375 $4,615 $7.3900
42 - - 100,000 $12,465 $12.4650 $10,388 $10.3875 $8,310 $8.3100
43 B B Occupancy Tenant Improvements 150 $333 $55.4738 $277 $46.2281 $222 $36.9825
44 - - 750 $666 $26.6250 $555 $22.1875 $444 $17.7500
45 - - 1,500 $865 $17.7600 $721 $14.8000 $577 $11.8400
46 - - 3,000 $1,132 $4.4250 $943 $3.6875 $755 $2.9500
47 - - 7,500 $1,331 $14.2050 $1,109 $11.8375 $887 $9.4700
48 - - 15,000 $2,396 $15.9750 $1,997 $13.3125 $1,598 $10.6500
49 E Educational—Group Occupancy 1,000 $3,129 $78.2175 $2,607 $65.1813 $2,086 $52.1450
50 - 6+ persons, up to the 12th Grade 5,000 $6,257 $37.5450 $5,214 $31.2875 $4,172 $25.0300
51 - - 10,000 $8,135 $25.0350 $6,779 $20.8625 $5,423 $16.6900
52 - - 20,000 $10,638 $6.2650 $8,865 $5.2208 $7,092 $4.1767
53 - - 50,000 $12,518 $20.0250 $10,431 $16.6875 $8,345 $13.3500
54 100,000 $22,530 $22.5300 $18,775 $18.7750 $15,020 $15.0200
3
MASTER SCHEDULE OF FEES AND CHARGES
Community Development - Building Division
New Construction Plan Check Fees
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
55 E E Occupancy Tenant Improvements 150 $1,132 $188.5913 $943 $157.1594 $754 $125.7275
56 - - 750 $2,263 $90.5250 $1,886 $75.4375 $1,509 $60.3500
57 - - 1,500 $2,942 $60.3600 $2,452 $50.3000 $1,961 $40.2400
58 - - 3,000 $3,848 $15.0750 $3,206 $12.5625 $2,565 $10.0500
59 - - 7,500 $4,526 $48.2850 $3,772 $40.2375 $3,017 $32.1900
60 - - 15,000 $8,147 $54.3150 $6,789 $45.2625 $5,432 $36.2100
61 F-1 Factory Industrial—Moderate Hazard 4,000 $1,592 $3.4590 $1,327 $2.8825 $1,061 $2.3060
62 - - 20,000 $2,146 $2.7600 $1,788 $2.3000 $1,430 $1.8400
63 - - 40,000 $2,698 $0.6960 $2,248 $0.5800 $1,798 $0.4640
64 - - 80,000 $2,976 $1.0400 $2,480 $0.8667 $1,984 $0.6933
65 - - 200,000 $4,224 $0.4800 $3,520 $0.4000 $2,816 $0.3200
66 400,000 $5,184 $1.2960 $4,320 $1.0800 $3,456 $0.8640
67 F-2 Factory Industrial—Low Hazard 3,000 $1,431 $11.9250 $1,193 $9.9375 $954 $7.9500
68 - - 15,000 $2,862 $5.7300 $2,385 $4.7750 $1,908 $3.8200
69 - - 30,000 $3,722 $3.8250 $3,101 $3.1875 $2,481 $2.5500
70 - - 60,000 $4,869 $0.9400 $4,058 $0.7833 $3,246 $0.6267
71 - - 150,000 $5,715 $3.0600 $4,763 $2.5500 $3,810 $2.0400
72 - - 300,000 $10,305 $3.4350 $8,588 $2.8625 $6,870 $2.2900
73 F F Occupancy Tenant Improvements 150 $1,038 $173.0700 $865 $144.2250 $692 $115.3800
74 - - 750 $2,077 $83.0640 $1,731 $69.2200 $1,385 $55.3760
75 - - 1,500 $2,700 $55.3800 $2,250 $46.1500 $1,800 $36.9200
76 - - 3,000 $3,531 $13.8440 $2,942 $11.5367 $2,354 $9.2293
77 - - 7,500 $4,154 $44.3160 $3,461 $36.9300 $2,769 $29.5440
78 - - 15,000 $7,477 $49.8480 $6,231 $41.5400 $4,985 $33.2320
79 H-1 High Hazard Group H-1 1,000 $1,398 $34.9400 $1,165 $29.1167 $932 $23.2933
80 - Pose a detonation hazard 5,000 $2,796 $16.7700 $2,330 $13.9750 $1,864 $11.1800
81 - - 10,000 $3,634 $11.1800 $3,028 $9.3167 $2,423 $7.4533
82 - - 20,000 $4,752 $2.7933 $3,960 $2.3278 $3,168 $1.8622
83 - - 50,000 $5,590 $8.9400 $4,658 $7.4500 $3,727 $5.9600
84 - - 100,000 $10,060 $10.0600 $8,383 $8.3833 $6,707 $6.7067
85 H-2 High Hazard Group H-2 2,000 $1,411 $17.6400 $1,176 $14.7000 $941 $11.7600
86 - Pose a deflagration hazard 10,000 $2,822 $8.4720 $2,352 $7.0600 $1,882 $5.6480
87 - - 20,000 $3,670 $5.6520 $3,058 $4.7100 $2,446 $3.7680
88 - - 40,000 $4,800 $1.4000 $4,000 $1.1667 $3,200 $0.9333
89 - - 100,000 $5,640 $4.5120 $4,700 $3.7600 $3,760 $3.0080
90 - - 200,000 $10,152 $5.0760 $8,460 $4.2300 $6,768 $3.3840
91 H-3 High Hazard Group H-3 1,000 $1,348 $33.7088 $1,123 $28.0906 $899 $22.4725
92 - Readily support combustion 5,000 $2,696 $16.1550 $2,247 $13.4625 $1,798 $10.7700
93 - - 10,000 $3,504 $10.8000 $2,920 $9.0000 $2,336 $7.2000
94 - - 20,000 $4,584 $2.6950 $3,820 $2.2458 $3,056 $1.7967
95 - - 50,000 $5,393 $8.6250 $4,494 $7.1875 $3,595 $5.7500
96 - - 100,000 $9,705 $9.7050 $8,088 $8.0875 $6,470 $6.4700
97 H-4 High Hazard Group H-4 1,000 $1,677 $41.9280 $1,398 $34.9400 $1,118 $27.9520
98 - Pose health hazards 5,000 $3,355 $20.1240 $2,796 $16.7700 $2,236 $13.4160
99 - - 10,000 $4,361 $13.4160 $3,634 $11.1800 $2,907 $8.9440
100 - - 20,000 $5,702 $3.3520 $4,752 $2.7933 $3,802 $2.2347
101 - - 50,000 $6,708 $10.7280 $5,590 $8.9400 $4,472 $7.1520
102 - - 100,000 $12,072 $12.0720 $10,060 $10.0600 $8,048 $8.0480
103 H-5 High Hazard Group H-5 1,000 $1,677 $41.9280 $1,398 $34.9400 $1,118 $27.9520
104 - Semiconductor Fabrication, R&D 5,000 $3,355 $20.1240 $2,796 $16.7700 $2,236 $13.4160
105 - - 10,000 $4,361 $13.4160 $3,634 $11.1800 $2,907 $8.9440
106 - - 20,000 $5,702 $3.3520 $4,752 $2.7933 $3,802 $2.2347
107 - - 50,000 $6,708 $10.7280 $5,590 $8.9400 $4,472 $7.1520
108 - - 100,000 $12,072 $12.0720 $10,060 $10.0600 $8,048 $8.0480
4
MASTER SCHEDULE OF FEES AND CHARGES
Community Development - Building Division
New Construction Plan Check Fees
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
109 H H Occupancy Tenant Improvements 150 $825 $137.5620 $688 $114.6350 $550 $91.7080
110 - - 750 $1,651 $66.0480 $1,376 $55.0400 $1,101 $44.0320
111 - - 1,500 $2,146 $44.0040 $1,788 $36.6700 $1,431 $29.3360
112 - - 3,000 $2,806 $11.0000 $2,339 $9.1667 $1,871 $7.3333
113 - - 7,500 $3,301 $35.2320 $2,751 $29.3600 $2,201 $23.4880
114 - - 15,000 $5,944 $39.6240 $4,953 $33.0200 $3,962 $26.4160
115 I-1 Institutional—7+ persons, ambulatory 1,000 $2,210 $55.2570 $1,842 $46.0475 $1,473 $36.8380
116 - - 5,000 $4,420 $26.5080 $3,684 $22.0900 $2,947 $17.6720
117 - - 10,000 $5,746 $17.6880 $4,788 $14.7400 $3,830 $11.7920
118 - - 20,000 $7,514 $4.4120 $6,262 $3.6767 $5,010 $2.9413
119 - - 50,000 $8,838 $14.1480 $7,365 $11.7900 $5,892 $9.4320
120 - - 100,000 $15,912 $15.9120 $13,260 $13.2600 $10,608 $10.6080
121 I-2 Institutional—6+ persons, non-ambulatory 1,000 $2,762 $69.0713 $2,302 $57.5594 $1,842 $46.0475
122 - - 5,000 $5,525 $33.1350 $4,604 $27.6125 $3,684 $22.0900
123 - - 10,000 $7,182 $22.1100 $5,985 $18.4250 $4,788 $14.7400
124 - - 20,000 $9,393 $5.5150 $7,828 $4.5958 $6,262 $3.6767
125 - - 50,000 $11,048 $17.6850 $9,206 $14.7375 $7,365 $11.7900
126 - - 100,000 $19,890 $19.8900 $16,575 $16.5750 $13,260 $13.2600
127 I-3 Institutional—6+ persons, restrained 1,000 $2,696 $67.3950 $2,247 $56.1625 $1,797 $44.9300
128 - - 5,000 $5,392 $32.3550 $4,493 $26.9625 $3,595 $21.5700
129 - - 10,000 $7,010 $21.5550 $5,841 $17.9625 $4,673 $14.3700
130 - - 20,000 $9,165 $5.4000 $7,638 $4.5000 $6,110 $3.6000
131 - - 50,000 $10,785 $17.2500 $8,988 $14.3750 $7,190 $11.5000
132 100,000 $19,410 $19.4100 $16,175 $16.1750 $12,940 $12.9400
133 I-4 Institutional—6+ persons, day care 1,000 $2,030 $50.7563 $1,692 $42.2969 $1,354 $33.8375
134 - - 5,000 $4,061 $24.3600 $3,384 $20.3000 $2,707 $16.2400
135 - - 10,000 $5,279 $16.2450 $4,399 $13.5375 $3,519 $10.8300
136 - - 20,000 $6,903 $4.0650 $5,753 $3.3875 $4,602 $2.7100
137 - - 50,000 $8,123 $13.0050 $6,769 $10.8375 $5,415 $8.6700
138 100,000 $14,625 $14.6250 $12,188 $12.1875 $9,750 $9.7500
139 I I Occupancy Tenant Improvements 150 $825 $137.5620 $688 $114.6350 $550 $91.7080
140 - - 750 $1,651 $66.0480 $1,376 $55.0400 $1,101 $44.0320
141 - - 1,500 $2,146 $44.0040 $1,788 $36.6700 $1,431 $29.3360
142 - - 3,000 $2,806 $11.0000 $2,339 $9.1667 $1,871 $7.3333
143 - - 7,500 $3,301 $35.2320 $2,751 $29.3600 $2,201 $23.4880
144 15,000 $5,944 $39.6240 $4,953 $33.0200 $3,962 $26.4160
145 L Labs (California ONLY) 2,000 $2,450 $30.6240 $2,041 $25.5200 $1,633 $20.4160
146 - - 10,000 $4,900 $14.7000 $4,083 $12.2500 $3,266 $9.8000
147 - - 20,000 $6,370 $9.7920 $5,308 $8.1600 $4,246 $6.5280
148 - - 40,000 $8,328 $2.4600 $6,940 $2.0500 $5,552 $1.6400
149 - - 100,000 $9,804 $7.8360 $8,170 $6.5300 $6,536 $5.2240
150 200,000 $17,640 $8.8200 $14,700 $7.3500 $11,760 $5.8800
151 M Mercantile—Retail or wholesale store 150 $666 $110.9475 $555 $92.4563 $444 $73.9650
152 - - 750 $1,331 $53.2500 $1,109 $44.3750 $888 $35.5000
153 - - 1,500 $1,731 $35.4900 $1,442 $29.5750 $1,154 $23.6600
154 - - 3,000 $2,263 $8.8850 $1,886 $7.4042 $1,509 $5.9233
155 - - 7,500 $2,663 $28.3950 $2,219 $23.6625 $1,775 $18.9300
156 - - 15,000 $4,793 $31.9500 $3,994 $26.6250 $3,195 $21.3000
157 M M Occupancy Tenant Improvements 150 $399 $66.5588 $333 $55.4656 $266 $44.3725
158 - - 750 $799 $31.9500 $666 $26.6250 $533 $21.3000
159 - - 1,500 $1,038 $21.3150 $865 $17.7625 $692 $14.2100
160 - - 3,000 $1,358 $5.3200 $1,132 $4.4333 $905 $3.5467
161 - - 7,500 $1,598 $17.0400 $1,331 $14.2000 $1,065 $11.3600
162 - - 15,000 $2,876 $19.1700 $2,396 $15.9750 $1,917 $12.7800
5
MASTER SCHEDULE OF FEES AND CHARGES
Community Development - Building Division
New Construction Plan Check Fees
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
163 R-1 Residential—Transient 2,000 $5,934 $14.8350 $4,945 $12.3625 $3,956 $9.8900
164 - Boarding Houses, Hotels, Motels 10,000 $7,121 $11.8650 $5,934 $9.8875 $4,747 $7.9100
165 - - 20,000 $8,307 $5.9250 $6,923 $4.9375 $5,538 $3.9500
166 - - 40,000 $9,492 $4.9550 $7,910 $4.1292 $6,328 $3.3033
167 - - 100,000 $12,465 $5.3250 $10,388 $4.4375 $8,310 $3.5500
168 - - 200,000 $17,790 $8.8950 $14,825 $7.4125 $11,860 $5.9300
169 R-2 Residential—Permanent, 2+ Dwellings 1,500 $5,934 $19.7738 $4,945 $16.4781 $3,956 $13.1825
170 - Apartment, Dormitory, Timeshare 7,500 $7,120 $15.8250 $5,933 $13.1875 $4,747 $10.5500
171 - - 15,000 $8,307 $7.9200 $6,923 $6.6000 $5,538 $5.2800
172 - - 30,000 $9,495 $6.6000 $7,913 $5.5000 $6,330 $4.4000
173 - - 75,000 $12,465 $7.1100 $10,388 $5.9250 $8,310 $4.7400
174 - - 150,000 $17,798 $11.8650 $14,831 $9.8875 $11,865 $7.9100
175 R-3 Dwellings—Custom Homes 1,500 $1,731 $34.6050 $1,442 $28.8375 $1,154 $23.0700
176 - - 2,500 $2,077 $34.6125 $1,731 $28.8438 $1,385 $23.0750
177 - - 3,500 $2,423 $34.5975 $2,019 $28.8313 $1,615 $23.0650
178 - - 4,500 $2,769 $43.2975 $2,307 $36.0813 $1,846 $28.8650
179 - - 6,500 $3,635 $44.4771 $3,029 $37.0643 $2,423 $29.6514
180 - - 10,000 $5,192 $51.9150 $4,326 $43.2625 $3,461 $34.6100
181 R-3 Dwellings—Models, First Master Plan 1,500 $1,731 $34.6050 $1,442 $28.8375 $1,154 $23.0700
182 - - 2,500 $2,077 $34.6125 $1,731 $28.8438 $1,385 $23.0750
183 - - 3,500 $2,423 $34.5975 $2,019 $28.8313 $1,615 $23.0650
184 - - 4,500 $2,769 $43.2975 $2,307 $36.0813 $1,846 $28.8650
185 - - 6,500 $3,635 $44.4771 $3,029 $37.0643 $2,423 $29.6514
186 - - 10,000 $5,192 $51.9150 $4,326 $43.2625 $3,461 $34.6100
187 R-3 Dwellings—Production Phase 1,500 $865 $17.3025 $721 $14.4188 $577 $11.5350
188 - of Master Plan (repeats) 2,500 $1,038 $17.3325 $865 $14.4438 $692 $11.5550
189 - - 3,500 $1,212 $17.2725 $1,010 $14.3938 $808 $11.5150
190 - - 4,500 $1,384 $21.6488 $1,154 $18.0406 $923 $14.4325
191 - - 6,500 $1,817 $22.2600 $1,515 $18.5500 $1,212 $14.8400
192 - - 10,000 $2,597 $25.9650 $2,164 $21.6375 $1,731 $17.3100
193 R-4 Residential—Assisted Living (6-16 persons) 1,500 $3,709 $12.3638 $3,091 $10.3031 $2,472 $8.2425
194 - - 7,500 $4,451 $9.9000 $3,709 $8.2500 $2,967 $6.6000
195 - - 15,000 $5,193 $4.9500 $4,328 $4.1250 $3,462 $3.3000
196 - - 30,000 $5,936 $4.1100 $4,946 $3.4250 $3,957 $2.7400
197 - - 75,000 $7,785 $4.4400 $6,488 $3.7000 $5,190 $2.9600
198 150,000 $11,115 $7.4100 $9,263 $6.1750 $7,410 $4.9400
199 R R Occupancy Remodel 150 $618 $20.6025 $515 $17.1688 $412 $13.7350
200 - - 750 $742 $16.4850 $618 $13.7375 $494 $10.9900
201 - - 1,500 $865 $8.2500 $721 $6.8750 $577 $5.5000
202 - - 3,000 $989 $6.8700 $824 $5.7250 $659 $4.5800
203 - - 7,500 $1,298 $7.4100 $1,082 $6.1750 $866 $4.9400
204 - - 15,000 $1,854 $12.3600 $1,545 $10.3000 $1,236 $8.2400
205 S-1 Storage—Moderate Hazard, Repair Garage 500 $1,278 $63.8970 $1,065 $53.2475 $852 $42.5980
206 - Motor Vehicles (not High Hazard) 2,500 $2,556 $30.6720 $2,130 $25.5600 $1,704 $20.4480
207 - - 5,000 $3,323 $20.4480 $2,769 $17.0400 $2,215 $13.6320
208 - - 10,000 $4,345 $5.1120 $3,621 $4.2600 $2,897 $3.4080
209 - - 25,000 $5,112 $16.3680 $4,260 $13.6400 $3,408 $10.9120
210 - - 50,000 $9,204 $18.4080 $7,670 $15.3400 $6,136 $12.2720
211 S-2 Storage—Low Hazard, Parking Garages 1,000 $1,917 $47.9220 $1,598 $39.9350 $1,278 $31.9480
212 - Open or Enclosed 5,000 $3,834 $23.0160 $3,195 $19.1800 $2,556 $15.3440
213 - - 10,000 $4,985 $15.3360 $4,154 $12.7800 $3,323 $10.2240
214 - - 20,000 $6,518 $3.8320 $5,432 $3.1933 $4,346 $2.5547
215 - - 50,000 $7,668 $12.2640 $6,390 $10.2200 $5,112 $8.1760
216 - - 100,000 $13,800 $13.8000 $11,500 $11.5000 $9,200 $9.2000
6
MASTER SCHEDULE OF FEES AND CHARGES
Community Development - Building Division
New Construction Plan Check Fees
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
217 S S Occupancy Tenant Improvements 500 $1,132 $56.5763 $943 $47.1469 $754 $37.7175
218 - - 2,500 $2,263 $27.1650 $1,886 $22.6375 $1,509 $18.1100
219 - - 5,000 $2,942 $18.1050 $2,452 $15.0875 $1,962 $12.0700
220 - - 10,000 $3,848 $4.5250 $3,206 $3.7708 $2,565 $3.0167
221 - - 25,000 $4,526 $14.4750 $3,772 $12.0625 $3,018 $9.6500
222 50,000 $8,145 $16.2900 $6,788 $13.5750 $5,430 $10.8600
223 U Accessory—Private Garage 200 $200 $24.9713 $166 $20.8094 $133 $16.6475
224 - - 1,000 $399 $11.9850 $333 $9.9875 $266 $7.9900
225 - - 2,000 $519 $7.9950 $433 $6.6625 $346 $5.3300
226 - - 4,000 $679 $2.0050 $566 $1.6708 $453 $1.3367
227 - - 10,000 $800 $6.3750 $666 $5.3125 $533 $4.2500
228 - - 20,000 $1,437 $7.1850 $1,198 $5.9875 $958 $4.7900
229 R-3 Residential Room Addition 150 $618 $20.6025 $515 $17.1688 $412 $13.7350
230 - - 750 $742 $16.4850 $618 $13.7375 $494 $10.9900
231 - - 1,500 $865 $8.2500 $721 $6.8750 $577 $5.5000
232 - - 3,000 $989 $6.8700 $824 $5.7250 $659 $4.5800
233 - - 7,500 $1,298 $7.4100 $1,082 $6.1750 $866 $4.9400
234 - - 15,000 $1,854 $12.3600 $1,545 $10.3000 $1,236 $8.2400
235 SHELL BUILDINGS
236 - All Shell Buildings 1,000 $533 $13.3110 $444 $11.0925 $355 $8.8740
237 - - 5,000 $1,065 $6.3960 $888 $5.3300 $710 $4.2640
238 - - 10,000 $1,385 $4.2480 $1,154 $3.5400 $923 $2.8320
239 - - 20,000 $1,810 $1.0680 $1,508 $0.8900 $1,206 $0.7120
240 - - 50,000 $2,130 $3.4200 $1,775 $2.8500 $1,420 $2.2800
241 - - 100,000 $3,840 $3.8400 $3,200 $3.2000 $2,560 $2.5600
* Each additional 100 square feet, or portion thereof, up to the next highest project size threshold.
7
MASTER SCHEDULE OF FEES AND CHARGES
Community Development - Building Division
New Construction Inspection Fees
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
1 A-1 Assembly—Fixed Seating 500 $2,013 $100.6300 $1,677 $83.8583 $1,342 $67.0867
2 - Theater, Concert Hall 2,500 $4,025 $80.5100 $3,354 $67.0917 $2,684 $53.6733
3 - - 5,000 $6,038 $120.7600 $5,032 $100.6333 $4,025 $80.5067
4 - - 10,000 $12,076 $26.8267 $10,063 $22.3556 $8,051 $17.8844
5 - - 25,000 $16,100 $8.0600 $13,417 $6.7167 $10,733 $5.3733
6 - - 50,000 $18,115 $36.2300 $15,096 $30.1917 $12,077 $24.1533
7 A-2 Assembly—Food & Drink 500 $3,019 $150.9450 $2,516 $125.7875 $2,013 $100.6300
8 - Restaurant, Night Club, Bar 2,500 $6,038 $120.7650 $5,032 $100.6375 $4,025 $80.5100
9 - - 5,000 $9,057 $181.1400 $7,548 $150.9500 $6,038 $120.7600
10 - - 10,000 $18,114 $40.2400 $15,095 $33.5333 $12,076 $26.8267
11 - - 25,000 $24,150 $12.0900 $20,125 $10.0750 $16,100 $8.0600
12 - - 50,000 $27,173 $54.3450 $22,644 $45.2875 $18,115 $36.2300
13 A-3 Assembly—Worship, Amusement 500 $3,019 $150.9450 $2,516 $125.7875 $2,013 $100.6300
14 - Arcade, Church, Community Hall 2,500 $6,038 $120.7650 $5,032 $100.6375 $4,025 $80.5100
15 - - 5,000 $9,057 $181.1400 $7,548 $150.9500 $6,038 $120.7600
16 - - 10,000 $18,114 $40.2400 $15,095 $33.5333 $12,076 $26.8267
17 - - 25,000 $24,150 $12.0900 $20,125 $10.0750 $16,100 $8.0600
18 - - 50,000 $27,173 $54.3450 $22,644 $45.2875 $18,115 $36.2300
19 A-4 Assembly—Indoor Sport Viewing 500 $2,415 $120.7560 $2,013 $100.6300 $1,610 $80.5040
20 - Arena, Skating Rink, Tennis Court 2,500 $4,830 $96.6120 $4,025 $80.5100 $3,220 $64.4080
21 - - 5,000 $7,246 $144.9120 $6,038 $120.7600 $4,830 $96.6080
22 - - 10,000 $14,491 $32.1920 $12,076 $26.8267 $9,661 $21.4613
23 - - 25,000 $19,320 $9.6720 $16,100 $8.0600 $12,880 $6.4480
24 - - 50,000 $21,738 $43.4760 $18,115 $36.2300 $14,492 $28.9840
25 A-5 Assembly—Outdoor Activities 1,000 $1,811 $45.2775 $1,510 $37.7313 $1,208 $30.1850
26 - Amusement Park, Bleacher, Stadium 5,000 $3,623 $36.2400 $3,019 $30.2000 $2,415 $24.1600
27 - - 10,000 $5,435 $54.3450 $4,529 $45.2875 $3,623 $36.2300
28 - - 20,000 $10,869 $12.0700 $9,058 $10.0583 $7,246 $8.0467
29 - - 50,000 $14,490 $3.6300 $12,075 $3.0250 $9,660 $2.4200
30 - - 100,000 $16,305 $16.3050 $13,588 $13.5875 $10,870 $10.8700
31 A A Occupancy Tenant Improvements 150 $2,113 $352.2075 $1,761 $293.5063 $1,409 $234.8050
32 - - 750 $4,227 $281.7750 $3,522 $234.8125 $2,818 $187.8500
33 - - 1,500 $6,340 $422.6550 $5,283 $352.2125 $4,227 $281.7700
34 - - 3,000 $12,680 $93.9300 $10,566 $78.2750 $8,453 $62.6200
35 - - 7,500 $16,907 $28.1700 $14,089 $23.4750 $11,271 $18.7800
36 - - 15,000 $19,019 $126.7950 $15,849 $105.6625 $12,680 $84.5300
37 B Business—Professional Office 1,000 $4,529 $113.2125 $3,774 $94.3438 $3,019 $75.4750
38 - - 5,000 $9,057 $90.5700 $7,548 $75.4750 $6,038 $60.3800
39 - - 10,000 $13,586 $135.8550 $11,321 $113.2125 $9,057 $90.5700
40 - - 20,000 $27,171 $30.1800 $22,643 $25.1500 $18,114 $20.1200
41 - - 50,000 $36,225 $9.0600 $30,188 $7.5500 $24,150 $6.0400
42 - - 100,000 $40,755 $40.7550 $33,963 $33.9625 $27,170 $27.1700
43 B B Occupancy Tenant Improvements 150 $423 $70.4438 $352 $58.7031 $282 $46.9625
44 - - 750 $845 $56.3400 $704 $46.9500 $564 $37.5600
45 - - 1,500 $1,268 $84.5250 $1,057 $70.4375 $845 $56.3500
46 - - 3,000 $2,536 $18.8000 $2,113 $15.6667 $1,691 $12.5333
47 - - 7,500 $3,382 $5.6400 $2,818 $4.7000 $2,255 $3.7600
48 - - 15,000 $3,805 $25.3650 $3,171 $21.1375 $2,537 $16.9100
49 E Educational—Group Occupancy 1,000 $3,019 $75.4838 $2,516 $62.9031 $2,013 $50.3225
50 - 6+ persons, up to the 12th Grade 5,000 $6,038 $60.3750 $5,032 $50.3125 $4,026 $40.2500
51 - - 10,000 $9,057 $90.5700 $7,548 $75.4750 $6,038 $60.3800
52 - - 20,000 $18,114 $20.1200 $15,095 $16.7667 $12,076 $13.4133
53 - - 50,000 $24,150 $6.0300 $20,125 $5.0250 $16,100 $4.0200
54 - - 100,000 $27,165 $27.1650 $22,638 $22.6375 $18,110 $18.1100
8
MASTER SCHEDULE OF FEES AND CHARGES
Community Development - Building Division
New Construction Inspection Fees
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
55 E E Occupancy Tenant Improvements 150 $1,192 $198.6450 $993 $165.5375 $795 $132.4300
56 - - 750 $2,384 $158.9250 $1,986 $132.4375 $1,589 $105.9500
57 - - 1,500 $3,576 $238.3800 $2,980 $198.6500 $2,384 $158.9200
58 - - 3,000 $7,151 $52.9800 $5,960 $44.1500 $4,768 $35.3200
59 - - 7,500 $9,536 $15.9000 $7,946 $13.2500 $6,357 $10.6000
60 - - 15,000 $10,728 $71.5200 $8,940 $59.6000 $7,152 $47.6800
61 F-1 Factory Industrial—Moderate Hazard 4,000 $1,543 $2.4000 $1,286 $2.0000 $1,029 $1.6000
62 - - 20,000 $1,927 $2.6760 $1,606 $2.2300 $1,285 $1.7840
63 - - 40,000 $2,462 $1.3800 $2,052 $1.1500 $1,642 $0.9200
64 - - 80,000 $3,014 $0.6480 $2,512 $0.5400 $2,010 $0.4320
65 - - 200,000 $3,792 $0.6720 $3,160 $0.5600 $2,528 $0.4480
66 - - 400,000 $5,136 $1.2840 $4,280 $1.0700 $3,424 $0.8560
67 F-2 Factory Industrial—Low Hazard 3,000 $774 $6.4650 $645 $5.3875 $516 $4.3100
68 - - 15,000 $1,550 $5.1450 $1,292 $4.2875 $1,034 $3.4300
69 - - 30,000 $2,322 $7.7400 $1,935 $6.4500 $1,548 $5.1600
70 - - 60,000 $4,644 $1.7150 $3,870 $1.4292 $3,096 $1.1433
71 - - 150,000 $6,188 $0.5250 $5,156 $0.4375 $4,125 $0.3500
72 - - 300,000 $6,975 $2.3250 $5,813 $1.9375 $4,650 $1.5500
73 F F Occupancy Tenant Improvements 150 $539 $89.8410 $449 $74.8675 $359 $59.8940
74 - - 750 $1,078 $71.8680 $898 $59.8900 $719 $47.9120
75 - - 1,500 $1,617 $107.8080 $1,348 $89.8400 $1,078 $71.8720
76 - - 3,000 $3,234 $23.9680 $2,695 $19.9733 $2,156 $15.9787
77 - - 7,500 $4,313 $7.1760 $3,594 $5.9800 $2,875 $4.7840
78 - - 15,000 $4,851 $32.3400 $4,043 $26.9500 $3,234 $21.5600
79 H-1 High Hazard Group H-1 1,000 $507 $12.6675 $422 $10.5563 $338 $8.4450
80 - Pose a detonation hazard 5,000 $1,014 $10.1300 $845 $8.4417 $676 $6.7533
81 - - 10,000 $1,520 $15.2000 $1,267 $12.6667 $1,013 $10.1333
82 - - 20,000 $3,040 $3.3833 $2,533 $2.8194 $2,027 $2.2556
83 - - 50,000 $4,055 $1.0100 $3,379 $0.8417 $2,703 $0.6733
84 - - 100,000 $4,560 $4.5600 $3,800 $3.8000 $3,040 $3.0400
85 H-2 High Hazard Group H-2 2,000 $608 $7.6080 $507 $6.3400 $405 $5.0720
86 - Pose a deflagration hazard 10,000 $1,217 $6.0720 $1,014 $5.0600 $811 $4.0480
87 - - 20,000 $1,824 $9.1200 $1,520 $7.6000 $1,216 $6.0800
88 - - 40,000 $3,648 $2.0200 $3,040 $1.6833 $2,432 $1.3467
89 - - 100,000 $4,860 $0.6120 $4,050 $0.5100 $3,240 $0.4080
90 - - 200,000 $5,472 $2.7360 $4,560 $2.2800 $3,648 $1.8240
91 H-3 High Hazard Group H-3 1,000 $760 $19.0013 $634 $15.8344 $507 $12.6675
92 - Readily support combustion 5,000 $1,520 $15.1950 $1,267 $12.6625 $1,014 $10.1300
93 - - 10,000 $2,280 $22.8000 $1,900 $19.0000 $1,520 $15.2000
94 - - 20,000 $4,560 $5.0750 $3,800 $4.2292 $3,040 $3.3833
95 - - 50,000 $6,083 $1.5150 $5,069 $1.2625 $4,055 $1.0100
96 - - 100,000 $6,840 $6.8400 $5,700 $5.7000 $4,560 $4.5600
97 H-4 High Hazard Group H-4 1,000 $608 $15.2010 $507 $12.6675 $405 $10.1340
98 - Pose health hazards 5,000 $1,216 $12.1560 $1,014 $10.1300 $811 $8.1040
99 - - 10,000 $1,824 $18.2400 $1,520 $15.2000 $1,216 $12.1600
100 - - 20,000 $3,648 $4.0600 $3,040 $3.3833 $2,432 $2.7067
101 - - 50,000 $4,866 $1.2120 $4,055 $1.0100 $3,244 $0.8080
102 - - 100,000 $5,472 $5.4720 $4,560 $4.5600 $3,648 $3.6480
103 H-5 High Hazard Group H-5 1,000 $608 $15.2010 $507 $12.6675 $405 $10.1340
104 - Semiconductor Fabrication, R&D 5,000 $1,216 $12.1560 $1,014 $10.1300 $811 $8.1040
105 - - 10,000 $1,824 $18.2400 $1,520 $15.2000 $1,216 $12.1600
106 - - 20,000 $3,648 $4.0600 $3,040 $3.3833 $2,432 $2.7067
107 - - 50,000 $4,866 $1.2120 $4,055 $1.0100 $3,244 $0.8080
108 - - 100,000 $5,472 $5.4720 $4,560 $4.5600 $3,648 $3.6480
9
MASTER SCHEDULE OF FEES AND CHARGES
Community Development - Building Division
New Construction Inspection Fees
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
109 H H Occupancy Tenant Improvements 150 $495 $82.4430 $412 $68.7025 $330 $54.9620
110 - - 750 $989 $65.9520 $824 $54.9600 $660 $43.9680
111 - - 1,500 $1,484 $98.9280 $1,237 $82.4400 $989 $65.9520
112 - - 3,000 $2,968 $21.9880 $2,473 $18.3233 $1,979 $14.6587
113 - - 7,500 $3,957 $6.5880 $3,298 $5.4900 $2,638 $4.3920
114 - - 15,000 $4,451 $29.6760 $3,710 $24.7300 $2,968 $19.7840
115 I-1 Institutional—7+ persons, ambulatory 1,000 $761 $19.0200 $634 $15.8500 $507 $12.6800
116 - - 5,000 $1,522 $15.2160 $1,268 $12.6800 $1,014 $10.1440
117 - - 10,000 $2,282 $22.8240 $1,902 $19.0200 $1,522 $15.2160
118 - - 20,000 $4,565 $5.0640 $3,804 $4.2200 $3,043 $3.3760
119 - - 50,000 $6,084 $1.5360 $5,070 $1.2800 $4,056 $1.0240
120 - - 100,000 $6,852 $6.8520 $5,710 $5.7100 $4,568 $4.5680
121 I-2 Institutional—6+ persons, non-ambulatory 1,000 $951 $23.7750 $793 $19.8125 $634 $15.8500
122 - - 5,000 $1,902 $19.0200 $1,585 $15.8500 $1,268 $12.6800
123 - - 10,000 $2,853 $28.5300 $2,378 $23.7750 $1,902 $19.0200
124 - - 20,000 $5,706 $6.3300 $4,755 $5.2750 $3,804 $4.2200
125 - - 50,000 $7,605 $1.9200 $6,338 $1.6000 $5,070 $1.2800
126 - - 100,000 $8,565 $8.5650 $7,138 $7.1375 $5,710 $5.7100
127 I-3 Institutional—6+ persons, restrained 1,000 $951 $23.7750 $793 $19.8125 $634 $15.8500
128 - - 5,000 $1,902 $19.0200 $1,585 $15.8500 $1,268 $12.6800
129 - - 10,000 $2,853 $28.5300 $2,378 $23.7750 $1,902 $19.0200
130 - - 20,000 $5,706 $6.3300 $4,755 $5.2750 $3,804 $4.2200
131 - - 50,000 $7,605 $1.9200 $6,338 $1.6000 $5,070 $1.2800
132 - - 100,000 $8,565 $8.5650 $7,138 $7.1375 $5,710 $5.7100
133 I-4 Institutional—6+ persons, day care 1,000 $951 $23.7750 $793 $19.8125 $634 $15.8500
134 - - 5,000 $1,902 $19.0200 $1,585 $15.8500 $1,268 $12.6800
135 - - 10,000 $2,853 $28.5300 $2,378 $23.7750 $1,902 $19.0200
136 - - 20,000 $5,706 $6.3300 $4,755 $5.2750 $3,804 $4.2200
137 - - 50,000 $7,605 $1.9200 $6,338 $1.6000 $5,070 $1.2800
138 - - 100,000 $8,565 $8.5650 $7,138 $7.1375 $5,710 $5.7100
139 I I Occupancy Tenant Improvements 150 $563 $93.7860 $469 $78.1550 $375 $62.5240
140 - - 750 $1,125 $75.0360 $938 $62.5300 $750 $50.0240
141 - - 1,500 $1,688 $112.5480 $1,407 $93.7900 $1,125 $75.0320
142 - - 3,000 $3,376 $25.0080 $2,814 $20.8400 $2,251 $16.6720
143 - - 7,500 $4,502 $7.5120 $3,752 $6.2600 $3,001 $5.0080
144 - - 15,000 $5,065 $33.7680 $4,221 $28.1400 $3,377 $22.5120
145 L Labs (California ONLY) 2,000 $4,830 $60.3870 $4,025 $50.3225 $3,220 $40.2580
146 - - 10,000 $9,661 $48.3000 $8,051 $40.2500 $6,441 $32.2000
147 - - 20,000 $14,491 $72.4560 $12,076 $60.3800 $9,661 $48.3040
148 - - 40,000 $28,982 $16.0960 $24,152 $13.4133 $19,322 $10.7307
149 - - 100,000 $38,640 $4.8240 $32,200 $4.0200 $25,760 $3.2160
150 - - 200,000 $43,464 $21.7320 $36,220 $18.1100 $28,976 $14.4880
151 M Mercantile—Retail or wholesale store 150 $1,208 $201.2625 $1,006 $167.7188 $805 $134.1750
152 - - 750 $2,415 $161.0100 $2,013 $134.1750 $1,610 $107.3400
153 - - 1,500 $3,623 $241.5150 $3,019 $201.2625 $2,415 $161.0100
154 - - 3,000 $7,245 $53.6650 $6,038 $44.7208 $4,830 $35.7767
155 - - 7,500 $9,660 $16.0950 $8,050 $13.4125 $6,440 $10.7300
156 - - 15,000 $10,868 $72.4500 $9,056 $60.3750 $7,245 $48.3000
157 M M Occupancy Tenant Improvements 150 $604 $100.6313 $503 $83.8594 $403 $67.0875
158 - - 750 $1,208 $80.5200 $1,006 $67.1000 $805 $53.6800
159 - - 1,500 $1,811 $120.7650 $1,510 $100.6375 $1,208 $80.5100
160 - - 3,000 $3,623 $26.8400 $3,019 $22.3667 $2,415 $17.8933
161 - - 7,500 $4,831 $8.0400 $4,026 $6.7000 $3,221 $5.3600
162 - - 15,000 $5,434 $36.2250 $4,528 $30.1875 $3,623 $24.1500
10
MASTER SCHEDULE OF FEES AND CHARGES
Community Development - Building Division
New Construction Inspection Fees
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
163 R-1 Residential—Transient 2,000 $12,076 $30.1950 $10,063 $25.1625 $8,051 $20.1300
164 - Boarding Houses, Hotels, Motels 10,000 $14,492 $36.2250 $12,076 $30.1875 $9,661 $24.1500
165 - - 20,000 $18,114 $18.1200 $15,095 $15.1000 $12,076 $12.0800
166 - - 40,000 $21,738 $8.0450 $18,115 $6.7042 $14,492 $5.3633
167 - - 100,000 $26,565 $9.6750 $22,138 $8.0625 $17,710 $6.4500
168 - - 200,000 $36,240 $18.1200 $30,200 $15.1000 $24,160 $12.0800
169 R-2 Residential—Permanent, 2+ Dwellings 1,500 $12,076 $40.2563 $10,063 $33.5469 $8,051 $26.8375
170 - Apartment, Dormitory, Timeshare 7,500 $14,491 $48.3150 $12,076 $40.2625 $9,661 $32.2100
171 - - 15,000 $18,115 $24.1350 $15,096 $20.1125 $12,077 $16.0900
172 - - 30,000 $21,735 $10.7250 $18,113 $8.9375 $14,490 $7.1500
173 - - 75,000 $26,561 $12.8850 $22,134 $10.7375 $17,708 $8.5900
174 - - 150,000 $36,225 $24.1500 $30,188 $20.1250 $24,150 $16.1000
175 R-3 Dwellings—Custom Homes 1,500 $1,811 $36.2025 $1,510 $30.1688 $1,208 $24.1350
176 - - 2,500 $2,174 $54.3375 $1,811 $45.2813 $1,449 $36.2250
177 - - 3,500 $2,717 $54.3375 $2,264 $45.2813 $1,811 $36.2250
178 - - 4,500 $3,260 $36.2288 $2,717 $30.1906 $2,174 $24.1525
179 - - 6,500 $3,985 $41.4193 $3,321 $34.5161 $2,657 $27.6129
180 - - 10,000 $5,435 $54.3450 $4,529 $45.2875 $3,623 $36.2300
181 R-3 Dwellings—Models, First Master Plan 1,500 $1,811 $36.2025 $1,510 $30.1688 $1,208 $24.1350
182 - - 2,500 $2,174 $54.3375 $1,811 $45.2813 $1,449 $36.2250
183 - - 3,500 $2,717 $54.3375 $2,264 $45.2813 $1,811 $36.2250
184 - - 4,500 $3,260 $36.2288 $2,717 $30.1906 $2,174 $24.1525
185 - - 6,500 $3,985 $41.4193 $3,321 $34.5161 $2,657 $27.6129
186 - - 10,000 $5,435 $54.3450 $4,529 $45.2875 $3,623 $36.2300
187 R-3 Dwellings—Production Phase 1,500 $1,811 $36.2025 $1,510 $30.1688 $1,208 $24.1350
188 - of Master Plan (repeats) 2,500 $2,174 $54.3375 $1,811 $45.2813 $1,449 $36.2250
189 - - 3,500 $2,717 $54.3375 $2,264 $45.2813 $1,811 $36.2250
190 - - 4,500 $3,260 $36.2288 $2,717 $30.1906 $2,174 $24.1525
191 - - 6,500 $3,985 $41.4193 $3,321 $34.5161 $2,657 $27.6129
192 - - 10,000 $5,435 $54.3450 $4,529 $45.2875 $3,623 $36.2300
193 R-4 Residential—Assisted Living (6-16 persons) 1,500 $12,076 $40.2563 $10,063 $33.5469 $8,051 $26.8375
194 - - 7,500 $14,491 $48.3150 $12,076 $40.2625 $9,661 $32.2100
195 - - 15,000 $18,115 $24.1350 $15,096 $20.1125 $12,077 $16.0900
196 - - 30,000 $21,735 $10.7250 $18,113 $8.9375 $14,490 $7.1500
197 - - 75,000 $26,561 $12.8850 $22,134 $10.7375 $17,708 $8.5900
198 - - 150,000 $36,225 $24.1500 $30,188 $20.1250 $24,150 $16.1000
199 R R Occupancy Remodel 150 $1,208 $40.2563 $1,006 $33.5469 $805 $26.8375
200 - - 750 $1,449 $48.3150 $1,208 $40.2625 $966 $32.2100
201 - - 1,500 $1,811 $24.1350 $1,510 $20.1125 $1,208 $16.0900
202 - - 3,000 $2,174 $10.7250 $1,811 $8.9375 $1,449 $7.1500
203 - - 7,500 $2,656 $12.8850 $2,213 $10.7375 $1,771 $8.5900
204 - - 15,000 $3,623 $24.1500 $3,019 $20.1250 $2,415 $16.1000
11
MASTER SCHEDULE OF FEES AND CHARGES
Community Development - Building Division
New Construction Inspection Fees
Construction Type Construction Type Construction Type
IA, IB IIA, IIB, IIIA, IIIB, IV VA, VB
IBC
Class IBC Occupancy Type
Project Size
Threshold
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
Base Cost
@
Threshold
Size
Cost for
Each
Additional
100 sf *
205 S-1 Storage—Moderate Hazard, Repair Garage 500 $1,208 $60.3870 $1,006 $50.3225 $805 $40.2580
206 - Motor Vehicles (not High Hazard) 2,500 $2,415 $48.3000 $2,013 $40.2500 $1,610 $32.2000
207 - - 5,000 $3,623 $72.4560 $3,019 $60.3800 $2,415 $48.3040
208 - - 10,000 $7,246 $16.0960 $6,038 $13.4133 $4,830 $10.7307
209 - - 25,000 $9,660 $4.8240 $8,050 $4.0200 $6,440 $3.2160
210 - - 50,000 $10,866 $21.7320 $9,055 $18.1100 $7,244 $14.4880
211 S-2 Storage—Low Hazard, Parking Garages 1,000 $5,796 $144.9060 $4,830 $120.7550 $3,864 $96.6040
212 - Open or Enclosed 5,000 $11,593 $115.9320 $9,661 $96.6100 $7,728 $77.2880
213 - - 10,000 $17,389 $173.8920 $14,491 $144.9100 $11,593 $115.9280
214 - - 20,000 $34,778 $38.6520 $28,982 $32.2100 $23,186 $25.7680
215 - - 50,000 $46,374 $11.5800 $38,645 $9.6500 $30,916 $7.7200
216 - - 100,000 $52,164 $52.1640 $43,470 $43.4700 $34,776 $34.7760
217 S S Occupancy Tenant Improvements 500 $604 $30.1838 $503 $25.1531 $403 $20.1225
218 - - 2,500 $1,208 $24.1500 $1,006 $20.1250 $805 $16.1000
219 - - 5,000 $1,811 $36.2250 $1,509 $30.1875 $1,208 $24.1500
220 - - 10,000 $3,623 $8.0500 $3,019 $6.7083 $2,415 $5.3667
221 - - 25,000 $4,830 $2.4300 $4,025 $2.0250 $3,220 $1.6200
222 - - 50,000 $5,438 $10.8750 $4,531 $9.0625 $3,625 $7.2500
223 U Accessory—Private Garage 200 $664 $82.9538 $553 $69.1281 $442 $55.3025
224 - - 1,000 $1,327 $66.3600 $1,106 $55.3000 $885 $44.2400
225 - - 2,000 $1,991 $99.5400 $1,659 $82.9500 $1,327 $66.3600
226 - - 4,000 $3,982 $22.1150 $3,318 $18.4292 $2,654 $14.7433
227 - - 10,000 $5,309 $6.6450 $4,424 $5.5375 $3,539 $4.4300
228 - - 20,000 $5,973 $29.8650 $4,978 $24.8875 $3,982 $19.9100
229 R-3 Residential Room Addition 150 $725 $24.1613 $604 $20.1344 $483 $16.1075
230 - - 750 $870 $28.9650 $725 $24.1375 $580 $19.3100
231 - - 1,500 $1,087 $14.4900 $906 $12.0750 $725 $9.6600
232 - - 3,000 $1,304 $6.4450 $1,087 $5.3708 $869 $4.2967
233 - - 7,500 $1,594 $7.7250 $1,328 $6.4375 $1,063 $5.1500
234 - - 15,000 $2,174 $14.4900 $1,811 $12.0750 $1,449 $9.6600
235 SHELL BUILDINGS
236 - All Shell Buildings 1,000 $725 $18.1110 $604 $15.0925 $483 $12.0740
237 - - 5,000 $1,449 $14.4840 $1,208 $12.0700 $966 $9.6560
238 - - 10,000 $2,173 $21.7320 $1,811 $18.1100 $1,449 $14.4880
239 - - 20,000 $4,346 $4.8320 $3,622 $4.0267 $2,898 $3.2213
240 - - 50,000 $5,796 $1.4400 $4,830 $1.2000 $3,864 $0.9600
241 - - 100,000 $6,516 $6.5160 $5,430 $5.4300 $4,344 $4.3440
* Each additional 100 square feet, or portion thereof, up to the next highest project size threshold.
12
MASTER SCHEDULE OF FEES AND CHARGES
COMMUNITY DEVELOPMENT - BUILDING DIVISION - MECHANICAL, ELECTRICAL, PLUMBING
FEE/CHARGE RATE UNIT NOTES
1 Inspection outside of normal business hours $114.00 per hour 3 hour minimum
2 Inspection/Re-inspection fees during business hours $114.00 per hour 1 hour minimum
3 Inspection for which no fee is indicated $114.00 per hour 1 hour minimum
4 Plan review for changes, additions, and revisions to plan $119.00 per hour 1 hour minimum
5 Change of Occupancy, requiring new and temporary C. of O.$134.00 per hour 1 hour minimum
6 Security Plan Check $119.00 per hour 2 hour minimum
7 Alternate Materials or Methods Request $134.00 per hour 1/2 hour minimum
8 Records Research $54.00 each 1/2 hour minimum
9 ELECTRICAL:
10 Service or Panel:
11 Up to 1,000 amp $112.00 each
12 1,000+ amps $224.00 each
13 Outlets - per item $11.00 per item
up to 10 at regular price, then
every 5
14 Lights - per item $11.00 per item
up to 10 at regular price, then
every 5
15 Switches - per item $11.00 per item
up to 10 at regular price, then
every 5
16 Power Equipment:
17 Up to 1 HP or to 1kva $56.00 each
up to 10 at regular price, then
every 5
18 Over 1 HP $112.00 each
up to 10 at regular price, then
every 5
19 Sign & Circuit (electrical portion only) $112.00 each
20 Temporary Power - (main pole of equipment) $56.00
21 Temporary Power - distance poles $56.00 per pole
22 Busways $112.00 each
23 Private street Light $112.00 each
24 Issuance Fee $40.00 each
25 Plan Review - 1/2 hr min $59.00 each 1/2 hour minimum
26 Inspection of Solar Panel System - 1/2 hr min. $56.00 each 1/2 hour minimum
27 Inspection of items not listed - 1/2 hr min $56.00 each 1/2 hour minimum
28 Re-inspection fee - 1/2 hr min $56.00 each 1/2 hour minimum
29 PLUMBING:
30 Water Closet $56.00 each
up to 10 at regular price, then
every 5
31 Urinal $56.00 each
up to 10 at regular price, then
every 5
32 Bathtub (including shower head) $56.00 each
up to 10 at regular price, then
every 5
33 Shower Stall $56.00 each
up to 10 at regular price, then
every 5
34 Kitchen Sink $56.00 each
up to 10 at regular price, then
every 5
35 Dishwasher $56.00 each
up to 10 at regular price, then
every 5
13
MASTER SCHEDULE OF FEES AND CHARGES
COMMUNITY DEVELOPMENT - BUILDING DIVISION - MECHANICAL, ELECTRICAL, PLUMBING
FEE/CHARGE RATE UNIT NOTES
36 Garbage Disposal $56.00 each
up to 10 at regular price, then
every 5
37 Clothes Washer $56.00 each
up to 10 at regular price, then
every 5
38 Water Heater $56.00 each
up to 10 at regular price, then
every 5
39 Sewer (new, add, alter, repair) $56.00 each
40 Water Softener $56.00 each
up to 10 at regular price, then
every 5
41 Clothes Dryer $56.00 each
up to 10 at regular price, then
every 5
42 Gas Piping $22.00 per outlet
up to 10 at regular price, then
every 5
43 Miscellaneous Fixtures $56.00 each
up to 10 at regular price, then
every 5
44 Industrial Waste Receptors $56.00 each
45 Drainage Piping (alter, repair) $56.00 each
up to 10 at regular price, then
every 5
46 Drinking Fountain $56.00 each
up to 10 at regular price, then
every 5
47 Roof Drainage System $56.00 each
48 Cesspool $56.00 each
49 Septic Tank $123.00 each 1/2 hour minimum
50 Backflow Devices - per device $56.00 each 1/2 hour minimum
51 Solar Systems (plumbing portion) $123.00 each 1/2 hour minimum
52 Issuance Fee $40.00 each 1/2 hour minimum
53 Plan Review $67.00 per hour 1/2 hour minimum
54 Inspection of Solar Panel System $56.00 per hour 1/2 hour minimum
55 Inspection of items not listed $56.00 per hour 1/2 hour minimum
56 Re-inspection fee $56.00 per hour 1/2 hour minimum
57 MECHANICAL:
58 Heater - less than 100,000 BTU $112.00 each
59 Heater - greater than 100,000 BTU $168.00 each
60 Air Conditioner:
61 0-100,000 BTU $112.00 each
62 100,000-1,000,000 BTU $168.00 each
63 1,000,000+ BTU $224.00 each
64 Air Handler - 10,000 CFM or less $112.00 each
65 Air Handler - over 10,000 CFM $168.00 each
66 Evaporative Cooler $84.00 each
67 Ventilation Fan $56.00 each
up to 10 at regular price, then
every 5
68 Grease Hoods $223.86 each
69 Mechanical Firebox (metal Fireplace) $112.00 each
70 Registers (inlet or outlet) $11.00 each
up to 10 at regular price, then
every 5
71 Issuance Fee $40.00 each
14
MASTER SCHEDULE OF FEES AND CHARGES
COMMUNITY DEVELOPMENT - BUILDING DIVISION - MECHANICAL, ELECTRICAL, PLUMBING
FEE/CHARGE RATE UNIT NOTES
72 Plan Review - 1/2 hr min $53.00 per hour 1/2 hour minimum
73 Inspection of Solar Panel System - 1/2 hr min. $56.00 per hour 1/2 hour minimum
74 Inspection of Items not listed - 1/2 hr min $56.00 per hour 1/2 hour minimum
75 Re-inspection fee - 1/2 hr min $56.00 per hour 1/2 hour minimum
76 Pool / Spa Equipment $224.00 each
77 Technology Fee - % of Valuation 0.10%% of valuation
78 Code Compliance Fees:
79 Special Promotion (Banner) Permit $100.00 each
80 Special Event Application / Permit $100.00 each Plus actual cost
81 Violation & Reinspection Fee $436.00 each
15
MASTER SCHEDULE OF FEES AND CHARGES
COMMUNITY DEVELOPMENT - BUILDING DIVISION - MISCELLANEOUS FEES
FEE/CHARGE RATE UNIT NOTES
1 Antenna—Telecom Facility
2 Cellular/Mobile Phone, free-standing $212.00 each every 10
3 Cellular/Mobile Phone, attached to building $212.00 each every 10
4 Arbor/Trellis $336.00 each
5 Awning/Canopy (supported by building)$189.00 each
6 Balcony addition $300.00 each
7 Carport $527.00 each
8 Chimney Repair $189.00 each
9 Close Existing Openings
10 Interior wall $158.00 each
11 Exterior wall $184.00 each
12 Covered Porch $268.00 each
13 Deck (wood)$268.00 each
14 Deck Railing $183.00 each
15 Demolition (each 3,000 sf)
16 Commercial $258.00 each
17 Residential $237.00 each
18 Disabled Access Compliance Inspection $301.00 each
19 Door
20 New door (non structural)$178.00 each
21 New door (structural shear wall/masonry)$178.00 each
22 Fence
23 Over 6 ft. in height $178.00 each
24 Each addl 100 lf $20.00 each
25 Fireplace
26 Masonry $347.00 each
27 Pre-Fabricated/Metal $258.00 each
28 Flag pole (over 20 feet in height)$258.00 each
29 Foundation Repair $358.00 each
30 Garage (detached)
31 Wood frame up to 1,000 sf $455.00 each
32 Masonry up to 1,000 sf $544.00 each
33 Modular Structures
34 Partition—Commercial, Interior (up to 30 lf)$121.00 each
35 Additional partition $45.00 each
36 Partition—Residential, Interior (up to 30 lf)$121.00 each
37 Additional partition $45.00 each
38 Patio Cover
39 Wood frame $268.00 each
40 Metal frame $268.00 each
41 Other frame $243.00 each
42 Additional patio $106.00 each
43 Enclosed, wood frame $283.00 each
44 Enclosed, metal frame $283.00 each
45 Enclosed, other frame $294.00 each
46 Additional enclosed patio $106.00 each
47 Photovoltaic System
48 Residential $330.00 each
16
MASTER SCHEDULE OF FEES AND CHARGES
COMMUNITY DEVELOPMENT - BUILDING DIVISION - MISCELLANEOUS FEES
FEE/CHARGE RATE UNIT NOTES
49 Commercial, up to 10 kilowatts $571.00 each
50 Commercial, each additional 1 kilowatt $61.00 each
51 Pile Foundation
52 Cast in Place Concrete (first 10 piles)$611.00 each
53 Additional Piles (increments of 10)$611.00 each
54 Driven (steel, pre-stressed concrete)$611.00 each
55 Additional Piles (increments of 10)$611.00 each
56 Product Review $125.00 each
57 Re-roof
58 Residential $178.00 each
59 Multi-Family Dwelling $394.00 each
60 Commercial $394.00 each
61 Commercial Addition $394.00 each
62 Retaining Wall (concrete or masonry)
63 Up to 3' high/50 lf $406.00 each
64 Additional retaining wall $61.00 each
each additional 50 lf or portion
thereof
65 Over 3-10' high/50 lf $441.00 each
66 Additional retaining wall $61.00 each
each additional 50 lf or portion
thereof
67 Over 10' high/50 lf $458.00 each
68 Additional retaining wall $61.00 each
each additional 50 lf or portion
thereof
69 Gravity/Crib Wall, 0-10' high (up to 50 lf)$207.00 each
70 Additional Gravity/Crib Wall $62.00 each
each additional 50 lf or portion
thereof
71 Gravity/Crib Wall, over 10' high (up to 50 lf)$330.00 each
72 Additional Gravity/Crib Wall $62.00 each
each additional 50 lf or portion
thereof
73 Roof Structure Replacement $227.00 each
74 Additional roof structure replacement $45.00 each
75 Sauna—steam $182.00 each
76 Siding
77 Stone and Brick Veneer (interior or exterior)$152.00 each
78 All Other $178.00 each
79 Additional siding $61.00 each
80 Signs
81 Directional $228.00 each every 5
82 Ground/Roof/Projecting Signs $176.00 each every 5
83 Rework of any existing Ground Sign $146.00 each every 5
84 Other Sign $146.00 each every 5
85 Wall/Awning Sign, Non-Electric $207.00 each every 5
86 Wall, Electric $207.00 each
87 Skylight
88 Less than 10 sf $91.00 each
89 Greater than 10 sf or structural $152.00 each
90 Stairs—First Flight $182.00 each
91 Each additional flight $51.00 each
17
MASTER SCHEDULE OF FEES AND CHARGES
COMMUNITY DEVELOPMENT - BUILDING DIVISION - MISCELLANEOUS FEES
FEE/CHARGE RATE UNIT NOTES
92 Storage Racks
93 0-8' high (up to 100 lf)$122.00 each
94 each additional 100 lf $61.00 each
95 over 8' high (up to 100 lf)$182.00 each
96 each additional 100 lf $61.00 each
97 Supplemental Plan Check Fee (after 3rd review)$125.00 each
98 Supplemental Inspection Fee $119.00 each
99 Swimming Pool/Spa
100 Vinyl-lined (up to 800 sf)$337.00 each
101 Fiberglass $571.00 each
102 Gunite (up to 800 sf)$571.00 each
103 Additional pool (over 800 sf)$244.00 each
104 Commercial pool (up to 800 sf)$608.00 each
105 Commercial pool (over 800 sf)$608.00 each
106 Spa or Hot Tub (Pre-fabricated)$242.00 each
107 Window or Sliding Glass Door
108 Replacement $116.00 each
109 New Window (non structural)$146.00 each
110 New window (structural shear wall/masonry)$330.00 each
111 Bay Window (structural)$330.00 each
18
MASTER SCHEDULE OF FEES AND CHARGES
COMMUNITY DEVELOPMENT - PLANNING DIVISION
FEE/CHARGE RATE UNIT NOTES
1 Sober Living Permit Fee $1,969.00 each
2 Mills Act Program:
3 Original Application Fee $1,000.00 each
4 Inspection / Annual Report $30.00 each
5 Zone Clearance, Over the Counter Review $30.00 each
6 Staff resarch, information requests - per hour $110.00 per hour
7 Temporary Use Permit (recurring) $300.00 each
8 Temporary Use Permit (non-recurring uses) $750.00 each
9 Zoning Verification Letter $200.00 each
10 Outdoor Dining Permits
11 Initial $458.00 each
12 Renewal $126.00 each
13 General Plan Update 0.05%% of valuation
14 DEPOSIT-BASED FEES:
15 Administrative Design Review $500.00 deposit Billed at actual cost
16 Design Review, Historic Districts
17 Commercial $4,000.00 deposit Billed at actual cost
18 Residential $1,500.00 deposit Billed at actual cost
19 Signs and Sign Programs $500.00 deposit Billed at actual cost
20 Design Review, Outside Historic Districts $1,000.00 deposit Billed at actual cost
21 CUP / Variance - Zoning $3,000.00 deposit Billed at actual cost
22 CUV / Variance - Planning Commission $3,000.00 deposit Billed at actual cost
23 Major Site Plan Review $15,000.00 deposit Billed at actual cost
24 Tentative Tract Map $2,000.00 deposit Billed at actual cost
25 Zone Change Applications $10,000.00 deposit Billed at actual cost
26 Negative Declaration $6,000.00 deposit Billed at actual cost
27 Mitigation Monitoring $3,000.00 deposit Billed at actual cost
28 General Plan Amendment $10,000.00 deposit Billed at actual cost
29 Environmental Impact Report $10,000.00 deposit Billed at actual cost
30 Appeals to City Council or Planning Commission $1,000.00 deposit Billed at actual cost
31
Planning Commission Modification to CUP, Major Site Plan or
Variance $3,000.00 deposit Billed at actual cost
32 Minor Site Plan Review - Staff $1,000.00 deposit Billed at actual cost
33 Pre-Application Review $500.00 deposit Billed at actual cost
34 Administrative Adjustments $1,000.00 deposit Billed at actual cost
35 Time Extension $1,000.00 deposit Billed at actual cost
19
MASTER SCHEDULE OF FEES AND CHARGES
COMMUNITY SERVICES
FEE/CHARGE RATE UNIT NOTES
1 FILMING FEES:
2 Application Fees $40.00 each
3 Citywide (Excludes Plaza District)$208.00 each
4 Plaza District Motion $444.00 each
5 Plaza District Still $208.00 each
6 Parks $218.00 each
7 Preparation and Strike Days 50%daily use rate
8
Additional Staff Time Charged Hourly in Excess of
Two Hours actual cost
9 Police Officer actual cost
10 COMMUNITY SERVICES FEES:
11 Aquatic Programs:
12 Recreational/Lap Swim $3.00 each
13 Recreation/Lap Swim Pass $30.00 each 15 sessions
14 Group lessons $45.00 per participant 9 lessons
15 Swim lessons, private $30.00 each
16 Parent and Me $22.00
per participant
and parent 4 sessions
17 Mini Lesson $22.00 per participant 5 sessions
18 Aqua Aerobics Class $34.00 each
19 Kids Rule the Pool $7.00 each
20 Life Guard Training Class $169.00 each
21 Water Safety Instructor Class $169.00 each
22 City Special Events - 3rd of July
23 3rd of July Celebration, general public pre-sale $7.00 each
24 3rd of July Celebration, general public day of event $7.00 each
25 3rd of July Celebration, non-profit pre-sale $4.50 each
26 3rd of July Celebration, children under 2 $0.00 each
27 Day Camp - Resident $105.00 each
28 Day Camp - Non-Resident $125.00 each
29 Basketball League $246.00 per season
30 Basketball League - Deposit $150.00 deposit
31 Open Gym $2.00 per session
32 Party Equipment Permit Fee $30.00 per permit
33 Moon Bounce Permit $30.00 each
34 Special Event Permit $60.00 each
35 Refund Processing Fee $10.00 each
36 Booth Participation Fee - Third of July $100.00 each
37
Booth Participation Fee - Tree Lighting and Treats in the
Streets $25.00 each
38 Landscape & Irrigation Permit & Plan Check $782.00 each
39 FACILITY RENTALS
40 Pool Rentals
41 Groups 1-150 People
42 Deposit $150.00 deposit
43 Non-Orange Based Business $435.00 per hour
44 Orange Based Business $375.00 per hour
20
MASTER SCHEDULE OF FEES AND CHARGES
COMMUNITY SERVICES
FEE/CHARGE RATE UNIT NOTES
45 Non-Resident, Non-Resident Non-Profit $185.00 per hour
46 Resident, Resident Non-Profit $165.00 per hour
47 Groups 151-200 People
48 Deposit $225.00 deposit
49 Non-Orange Based Business $765.00 per hour
50 Orange Based Business $705.00 per hour
51 Non-Resident, Non-Resident Non-Profit $255.00 per hour
52 Resident, Resident Non-Profit $235.00 per hour
53 Green / Open Space Fee:
54 Groups 1-50 People
55 Deposit $50.00 deposit
56 Non-Orange Based Business $120.00 per hour
57 Orange Based Business $90.00 per hour
58 Non-Resident, Non-Resident Non-Profit $40.00 per use
59 Resident, Resident Non-Profit $30.00 per use
60 Groups 51-100 People
61 Deposit $75.00 deposit
62 Non-Orange Based Business $150.00 per hour
63 Orange Based Business $120.00 per hour
64 Non-Resident, Non-Resident Non-Profit $50.00 per use
65 Resident, Resident Non-Profit $40.00 per use
66 Groups 101-200 People
67 Deposit $150.00 deposit
68 Non-Orange Based Business $225.00 per hour
69 Orange Based Business $195.00 per hour
70 Non-Resident, Non-Resident Non-Profit $75.00 per use
71 Resident, Resident Non-Profit $65.00 per use
72 Groups 201-300 People
73 Deposit $250.00 deposit
74 Non-Orange Based Business $330.00 per hour
75 Orange Based Business $300.00 per hour
76 Non-Resident, Non-Resident Non-Profit $110.00 per use
77 Resident, Resident Non-Profit $100.00 per use
78 Groups 301-400 People
79 Deposit $350.00 deposit
80 Non-Orange Based Business $435.00 per hour
81 Orange Based Business $405.00 per hour
82 Non-Resident, Non-Resident Non-Profit $145.00 per use
83 Resident, Resident Non-Profit $135.00 per use
84 Groups 401-500 People
85 Deposit $450.00 deposit
86 Non-Orange Based Business $540.00 per hour
87 Orange Based Business $510.00 per hour
88 Non-Resident, Non-Resident Non-Profit $180.00 per use
89 Resident, Resident Non-Profit $170.00 per use
90 Groups 501 or More People
91 Deposit $500.00 deposit
21
MASTER SCHEDULE OF FEES AND CHARGES
COMMUNITY SERVICES
FEE/CHARGE RATE UNIT NOTES
92 Non-Orange Based Business $645.00 per hour
93 Orange Based Business $615.00 per hour
94 Non-Resident, Non-Resident Non-Profit $215.00 per use
95 Resident, Resident Non-Profit $205.00 per use
96 Band Shells
97 Deposit $50.00 deposit
98 Non-Resident $55.00 per hour
99 Resident $35.00 per hour
100 Orange-Based Business $70.00 per hour
101 Non Orange-Based Business $110.00 per hour
102 Community Garden
103 Deposit $100.00 deposit
104 Non-Resident, Non-Resident Non-Profit $100.00 per year
105 Resident, Resident Non-Profit $75.00 per year
106
Facilities - Handy, Hart, El Camino, Ambriz, Killefer, and
Grijalva Building A
107 Deposit $75.00 deposit
108 Non-Orange Based Business $150.00 per hour
109 Orange Based Business $90.00 per hour
110 Non-Resident, Non-Resident Non-Profit $50.00 per hour
111 Resident, Resident Non-Profit $30.00 per hour
112
Approved City of Orange Youth Sports Non-Profit
Organizations (monitored monthly use)$0.00 each
113 Facilities - Olive & Shaffer
114 Deposit $75.00 deposit
115 Non-Orange Based Business $180.00 per hour
116 Orange Based Business $120.00 per hour
117 Non-Resident, Non-Resident Non-Profit $60.00 per hour
118 Resident, Resident Non-Profit $40.00 per hour
119 Picnic Areas:
120 Groups 1-50 People
121 Deposit $50.00 deposit
122 Non-Orange Based Business $240.00 first 5 hours
123 Non-Orange Based Business $60.00 each add'l hr.
124 Orange Based Business $180.00 first 5 hours
125 Orange Based Business $45.00 each add'l hr.
126 Non-Resident, Non-Resident Non-Profit $80.00 first 5 hours
127 Non-Resident, Non-Resident Non-Profit $20.00 each add'l hr.
128 Resident, Resident Non-Profit $60.00 first 5 hours
129 Resident, Resident Non-Profit $15.00 each add'l hr.
130 Groups 51-100 People
131 Deposit $100.00 deposit
132 Non-Orange Based Business $300.00 first 5 hours
133 Non-Orange Based Business $75.00 each add'l hr.
134 Orange Based Business $240.00 first 5 hours
135 Orange Based Business $60.00 each add'l hr.
136 Non-Resident, Non-Resident Non-Profit $100.00 first 5 hours
22
MASTER SCHEDULE OF FEES AND CHARGES
COMMUNITY SERVICES
FEE/CHARGE RATE UNIT NOTES
137 Non-Resident, Non-Resident Non-Profit $25.00 each add'l hr.
138 Resident, Resident Non-Profit $80.00 first 5 hours
139 Resident, Resident Non-Profit $20.00 each add'l hr.
140 Groups 101-200 People
141 Deposit $150.00 deposit
142 Non-Orange Based Business $450.00 first 5 hours
143 Non-Orange Based Business $112.00 each add'l hr.
144 Orange Based Business $390.00 first 5 hours
145 Orange Based Business $97.00 each add'l hr.
146 Non-Resident, Non-Resident Non-Profit $150.00 first 5 hours
147 Non-Resident, Non-Resident Non-Profit $37.00 each add'l hr.
148 Resident, Resident Non-Profit $130.00 first 5 hours
149 Resident, Resident Non-Profit $32.00 each add'l hr.
150 Groups 201-300 People
151 Deposit $250.00 deposit
152 Non-Orange Based Business $660.00 first 5 hours
153 Non-Orange Based Business $165.00 each add'l hr.
154 Orange Based Business $600.00 first 5 hours
155 Orange Based Business $150.00 each add'l hr.
156 Non-Resident, Non-Resident Non-Profit $220.00 first 5 hours
157 Non-Resident, Non-Resident Non-Profit $55.00 each add'l hr.
158 Resident, Resident Non-Profit $200.00 first 5 hours
159 Resident, Resident Non-Profit $50.00 each add'l hr.
160 Groups 301-400 People
161 Deposit $350.00 deposit
162 Non-Orange Based Business $870.00 first 5 hours
163 Non-Orange Based Business $217.00 each add'l hr.
164 Orange Based Business $810.00 first 5 hours
165 Orange Based Business $202.00 each add'l hr.
166 Non-Resident, Non-Resident Non-Profit $290.00 first 5 hours
167 Non-Resident, Non-Resident Non-Profit $72.00 each add'l hr.
168 Resident, Resident Non-Profit $270.00 first 5 hours
169 Resident, Resident Non-Profit $67.00 each add'l hr.
170 Groups 401-500 People
171 Deposit $450.00 deposit
172 Non-Orange Based Business $1,080.00 first 5 hours
173 Non-Orange Based Business $270.00 each add'l hr.
174 Orange Based Business $1,020.00 first 5 hours
175 Orange Based Business $255.00 each add'l hr.
176 Non-Resident, Non-Resident Non-Profit $360.00 first 5 hours
177 Non-Resident, Non-Resident Non-Profit $90.00 each add'l hr.
178 Resident, Resident Non-Profit $340.00 first 5 hours
179 Resident, Resident Non-Profit $85.00 each add'l hr.
180 Groups 501 or More People
181 Deposit $500.00 deposit
182 Non-Orange Based Business $1,290.00 first 5 hours
183 Non-Orange Based Business $322.00 each add'l hr.
23
MASTER SCHEDULE OF FEES AND CHARGES
COMMUNITY SERVICES
FEE/CHARGE RATE UNIT NOTES
184 Orange Based Business $1,230.00 first 5 hours
185 Orange Based Business $307.00 each add'l hr.
186 Non-Resident, Non-Resident Non-Profit $430.00 first 5 hours
187 Non-Resident, Non-Resident Non-Profit $107.00 each add'l hr.
188 Resident, Resident Non-Profit $410.00 first 5 hours
189 Resident, Resident Non-Profit $102.00 each add'l hr.
190 All Purpose Courts:
191 Lighted
192 Deposit $50.00 deposit
193 Non-Resident - per hour $15.00 per hour 2 hour minimum
194 Resident - per hour $10.00 per hour 2 hour minimum
195
Approved City of Orange Youth Sports Non-Profit
Organizations $4.00 per hour 2 hour minimum
196 Non-Lighted
197 Deposit $50.00 deposit
198 Non-Resident $15.00 per hour 2 hour minimum
199 Resident $10.00 per hour 2 hour minimum
200
Approved City of Orange Youth Sports Non-Profit
Organizations $2.00 per hour 2 hour minimum
201 Athletic Fields:
202 Lighted
203 Deposit $50.00 deposit
204 Non-Orange Based Business $135.00 per hour 2 hour minimum
205 Orange Based Business $75.00 per hour 2 hour minimum
206 Non-Resident, Non-Resident Non-Profit $45.00 per hour 2 hour minimum
207 Resident, Resident Non-Profit $25.00 per hour 2 hour minimum
208
Approved City of Orange Youth Sports Non-Profit
Organizations $250.00 deposit
209
Approved City of Orange Youth Sports Non-Profit
Organizations $9.50 per hour 2 hour minimum
210 Non-Lighted
211 Deposit $50.00 deposit
212 Non-Orange Based Business $105.00 per hour 2 hour minimum
213 Orange Based Business $45.00 per hour 2 hour minimum
214 Non-Resident, Non-Resident Non-Profit $35.00 per hour 2 hour minimum
215 Resident, Resident Non-Profit $20.00 per hour 2 hour minimum
216
Approved City of Orange Youth Sports Non-Profit
Organizations $2.00 per hour 2 hour minimum
217 AV Equipment
218 Deposit $50.00 deposit
219
Approved City of Orange Youth Sports Non-Profit
(recreation based)$0.00 per use
220 Resident, Resident Non-Profit $20.00 per use
221 Non-Resident, Non-Resident Non-Profit $25.00 per use
222 Orange-Based Business $40.00 per use
223 Non-Orange Based Business $50.00 per use
24
MASTER SCHEDULE OF FEES AND CHARGES
COMMUNITY SERVICES
FEE/CHARGE RATE UNIT NOTES
224 Sports Center at Grijalva Park:
225 Gymnasium
226 Deposit $200.00 deposit
227 Non-Orange Based Business $175.00 per hour 2 hour minimum
228 Orange Based Business $150.00 per hour 2 hour minimum
229 Non-Resident, Non-Resident Non-Profit $95.00 per hour 2 hour minimum
230 Resident, Resident Non-Profit $65.00 per hour 2 hour minimum
231
Approved City of Orange Travel Ball / Club /
Competitive Youth Sports Non-Profit $65.00 per hour 2 hour minimum
232
Approved City of Orange Recreation Based Youth
Sports Non-Profit $45.00 per hour 2 hour minimum
233 Classroom A
234 Deposit $40.00 deposit
235 Non-Orange Based Business $50.00 per hour 2 hour minimum
236 Orange Based Business $40.00 per hour 2 hour minimum
237 Non-Resident, Non-Resident Non-Profit $30.00 per hour 2 hour minimum
238 Resident, Resident Non-Profit $20.00 per hour 2 hour minimum
239 Classroom B
240 Deposit $40.00 deposit
241 Non-Orange Based Business $50.00 per hour 2 hour minimum
242 Orange Based Business $40.00 per hour 2 hour minimum
243 Non-Resident, Non-Resident Non-Profit $30.00 per hour 2 hour minimum
244 Resident, Resident Non-Profit $20.00 per hour 2 hour minimum
245 Classroom AB
246 Deposit $75.00 deposit
247 Non-Orange Based Business $100.00 per hour 2 hour minimum
248 Orange Based Business $80.00 per hour 2 hour minimum
249 Non-Resident, Non-Resident Non-Profit $60.00 per hour 2 hour minimum
250 Resident, Resident Non-Profit $40.00 per hour 2 hour minimum
251 Dance Room
252 Deposit $75.00 deposit
253 Non-Orange Based Business $100.00 per hour 2 hour minimum
254 Orange Based Business $80.00 per hour 2 hour minimum
255 Non-Resident, Non-Resident Non-Profit $60.00 per hour 2 hour minimum
256 Resident, Resident Non-Profit $40.00 per hour 2 hour minimum
257 Senior Citizen Center:
258 Large Banquet Room
259 Deposit $500.00 deposit
260 Non-Orange Based Business $600.00 1st 5 hours
261 Non-Orange Based Business $120.00 each add'l hr.
262 Orange Based Business $600.00 1st 5 hours
263 Orange Based Business $120.00 each add'l hr.
264 Non-Resident, Non-Resident Non-Profit $600.00 1st 5 hours
265 Non-Resident, Non-Resident Non-Profit $120.00 each add'l hr.
266 Resident, Resident Non-Profit $500.00 1st 5 hours
267 Resident, Resident Non-Profit $100.00 each add'l hr.
25
MASTER SCHEDULE OF FEES AND CHARGES
COMMUNITY SERVICES
FEE/CHARGE RATE UNIT NOTES
268 Meeting Rooms:
269 Deposit $75.00 deposit
270 Non-Orange Based Business $50.00 per hour
271 Orange Based Business $50.00 per hour
272 Non-Resident, Non-Resident Non-Profit $50.00 per hour
273 Resident, Resident Non-Profit $30.00 per hour
274 Cancellations (excluding Senior Center large banquet room):
275 30 Days Prior to Event
276 29 to 14 Days Prior to Event
277 13 Days Prior to Event or Fewer
278 Cancellations (Senior Center large banquet room):
279 Written, 60 Days Prior to Event
280 Written, 59 to 45 Days Prior to Event
281 44 Days Prior to Event or Fewer
Full refund less $100.00
Forfeit Rental Fee
Full refund less $10.00
Full refund less $50.00
Forfeit Rental Fee
Full refund less $10.00
26
MASTER SCHEDULE OF FEES AND CHARGES
FINANCE
FEE/CHARGE RATE UNIT NOTES
1 Returned Check Charge - 1st check $25.00 each
2 Returned Check Charge - subsequent check $35.00 each
3 Accounts Receivable Delinquent Penalty
4
(The Finance Director or his designee
shall have the authority to waive a
penalty fee on a case by case basis
when appropriate.)
5 After 30 Days 20%
outstanding
balance
6 After 60 Days 30%
outstanding
balance
7 Business Licenses:
8 New Business License Application $56.00 each
9 Annual Renewal Processing Fee:
10 Paper $26.00 each
11 Online $11.00 each
12 Duplicate Certificate $10.00 each
13 Change of Location $10.00 each
14 Massage Permit - includes material + inspection $199.00 each
15 Initial Regulatory Permit Application $75.00 each
16 Secondhand Dealer Renewal Permit $30.00 each
17 Police Regulatory Permit Review $15.00 each
18 Delinquent Penalty 25%per month Not to exceed 100%
19 Non-compliance Penalty:
20 After 90 Days for Renewals $50.00 each
21 After 45 Days for New Applicants $50.00 each
27
MASTER SCHEDULE OF FEES AND CHARGES
FIRE
FEE/CHARGE RATE UNIT NOTES
1 Paramedic Services
2 Annual Paramedic Subscription Program $48.00 per year
3 Basic Life Support (BLS)$405.00 per call
4 Advanced Life Support (ALS)$508.00 per call
5 Transport Fees $1,013.84 each
6 Oxygen $85.91 each
7 Mileage $17.52 per mile
8 Basic Medical Supplies $33.91 each
9 Late Fees for Haz Mat Disclosure
10 After 30 days 20%
annual disclosure
fee
11 Incomplete form submittal after 30 days 20%
annual disclosure
fee
12 After 45 days Additional 30%
annual disclosure
fee
13 Incomplete form submittal after 45 days Additional 30%
annual disclosure
fee
14
Hazardous Materials Specialist consultation charge for failure
to disclose $60.00 each
15
Penalty for failure to comply with precautions against fire and
the spread of fire $350.00 each
16 False Alarms
17 Excess of 1 alarm in any 30 day period $174.00 each
18 Excess of 2 alarms in any 6 month period $174.00 each
19
Failure to Notify of Testing or Work on
System $174.00 each
20 Valid Code Complaint (billed to violator)actual cost
22 ANNUAL FIRE PERMITS/SPECIAL EVENT:
23 Inspections:
24 Apartments:
25 3-25 units $85.00 per inspection
26 26-75 units $285.00 per inspection
27 76-150 units $400.00 per inspection
28 151-250 units $610.00 per inspection
29 251-350 units $750.00 per inspection
30 351-450 units $880.00 per inspection
31
Waste Handling - Including Wrecking Yards, Junk Yards, and
Waste Material Handling $245.00 each
32 Open Burning - Excluding Recreational Fires $203.00 each
33 Open Flames & Candles $203.00 each
34 Cellulose Nitrate Film in Group A Occupancy $41.00 each
35
Combustible Fiber Storage or Handling in Excess of 100 Cubic
Feet $163.00 each
36
Cryogenics Fluids Not Requiring Hazardous Materials
Disclosure $41.00 each
37 Dry Cleaning $163.00 each
38 Dust Producing Operation - Combustible Dust $82.00 each
28
MASTER SCHEDULE OF FEES AND CHARGES
FIRE
FEE/CHARGE RATE UNIT NOTES
39 Repair Garages - Includes Associated Fuel Dispensing $41.00 each
40 High Piled Storage in Excess of 500 Square Feet $122.00 each
41 Lumber Yard or Woodworking Plant $245.00 each
42
Magnesium - Melting, Casting, Heat-Treating or Grinding an
Amount in Excess of 10 Pounds $82.00 each
43 Organic Coatings - Production in Excess of 1 Gallon per Day $122.00 each
44 Ovens, Industrial Baking or Dry $82.00 each
45 Tank Vehicles $41.00 each
46 Temporary Membrane Structures and Tents $203.00 each
47 Hot Work; or Cutting or Welding $41.00 each
48
Explosives - Explosive Materials, Fireworks or Pyrotechnic
Special Effects $271.00 per hour 2 hour minimum
49
Flammable or Combustible / Liquid Pipeline Operation /
Excavation $281.00 per hour 2 hour minimum
50
Buildings Originally Constructed to High-Rise Standards - Less
than 75 Ft. in Height $1,355.00 each
51 High Rise Building $1,626.00 each
52
Mall Buildings, Covered or Open - Placement of Fixtures,
Displays or Equipment; Display of Liquid or Gas-Fired
Eqiupment; or Use of Open-Flame or Flame-Producing
Equipment
53 Temporary Kiosks $135.00 each
54 Open flame / flame producing devices $135.00 each
55 Parade Floats $34.00 each
56 Places of Assembly $163.00 each
57
Spraying or Dipping - Utilization of Flammable or Combustible
Liquids or Combustible Powder $82.00 each
58 Tire Rebuilding Plant $82.00 each
59 Care Facilities:
60 7-99 Occupants $305.00 each
61 100-199 occupants $406.00 each
62 200+ occupants $440.00 each
63 New Facility Inspection Fee:
64 25 clients or less $406.00 each
65 26+ clients $440.00 each
66 Hospitals & Convalescent:
67 1-99 beds $305.00 each
68 100-199 beds $406.00 each
69 200+ beds $440.00 each
70 Day Care Facilities $203.00 each
71 General Use Permits $142.00 per hour
72 Fireworks Display - min 2 hours $271.00 per hour 2 hour minimum
73 Spill Response:
74 Up to 5 gallons $784.00 each
75 Over 5 gallons actual cost
76 After Hours Work Fire Safety Specialist $135.00 per hour 2 hour minimum
29
MASTER SCHEDULE OF FEES AND CHARGES
FIRE
FEE/CHARGE RATE UNIT NOTES
77 After Hours Work Hazardous Materials Specialist $141.00 per hour 2 hour minimum
78 After Hours Work Fire Captain $175.00 per hour 2 hour minimum
79 Re-inspection Fee for Rejected Prevention Division Inspection $156.00 each
80 Report Fees $54.00 each
81 Non-Criminal Cause & origin Investigators Report $171.00 per hour
82 Non-Criminal Misc. Investigators Report $171.00 per hour
83 Non-Criminal SFD Investigators Report $171.00 per hour
84 Non-Criminal Commercial Occupancy Investigators Report $171.00 per hour
85 Standby Time Hazardous Materials Specialist $141.00 per hour 2 hour minimum
86 Change Contents $490.00 per hour 2 hour minimum
87 Store, Handle, Use Sell $490.00 per hour
88 Review HMMP Plans $135.00 per hour
89 Hazardous Materials - Disclosure Fees:
90 1 material $238.00 each
91 2-4 materials $378.00 each
92 5-9 materials $519.00 each
93 10-15 materials $589.00 each
94 16-20 materials $694.00 each
95 21-25 materials $870.00 each
96 26-30 materials $976.00 each
97 31-44 materials $1,081.00 each
98 45+ materials $1,222.00 each
99 Underground Tanks:
100 1 tank $616.00 each
101 2 tanks $756.00 each
102 3 tanks $897.00 each
103 4 tanks $1,037.00 each
104 5 tanks $1,178.00 each
105 Class I or II liquids Removal $281.00 each
106
To install, alter, remove, abandon, or temporarily place out
of service $141.00 each
107
To change type of contents to a material other than
designed for - 2 hour min - per hour $141.00 per hour 2 hour minimum
108 Plan Check Hazmat Fee $141.00 per hour
109 Existing Tank Monitoring System Restart $562.00 each
110 Aerosol Products - Level 2 or 3 in excess of 500 pounds $122.00 each
111 Amusement Building $339.00 each
112 Aviation Facility $367.00 each
113 Carnival or Fair $271.00 per hour 2 hour minimum
114
Compressed Gas Not Requiring Hazardous Materials
Disclosure $122.00 each
115 Exhibits & Trade Shows - Min 2 hours $271.00 per hour 2 hour minimum
116 Flammable & Combustible Liquids $122.00 each
117
Floor Finishing - in Excess of 350 Sq. Ft. Using Class I or II
liquids $135.00 each
118 Fruit & Crop Ripening - Using Ethylene Gas $122.00 each
30
MASTER SCHEDULE OF FEES AND CHARGES
FIRE
FEE/CHARGE RATE UNIT NOTES
119 Fumigation & Insecticidal Fogging $68.00 each
120
Hazardous Materials Not Requiring Hazardous Materials
Disclosure $122.00 each
121 Hazardous Production Materials Facility $271.00 each
122 Liquid or Gas-Fueled Vehicle(s) in an Assembly Building $135.00 each
123
Liquid Propane Gas Not Requiring Hazardous Materials
Disclosure $122.00 each
124
Miscellaneous Combustible Storage in Excess of 2,500 Cubic
Feet $122.00 each
125
Open Flame or Torch - Removal of Paint or Use within a
Wildfire Risk Area $68.00 each
126
Private Fire Hydrant - Use or Removal from Service (1 hour
min) $135.00 per hour 1 hour minimum
127
Pyrotechnic Special Effects Material - Use or Handling (1 hour
min) $135.00 per hour 1 hour minimum
128
Pyroxylin Plastics - Storage or Handling in Excess of 25 Pounds;
or Assembly or Manufacture of Products containing Pyroxylin
Plastics $245.00 each
129 Refrigeration Equipment Regulated by CFC Ch. 6 $122.00 each
130 Rooftop Heliport $122.00 each
131
Storage of Scrap Tires & Tire Byproducts - Exterior Storage
Exceeding 2,500 Cubic Feet; or Indoor Storage of Any Amount $245.00 each
132
Wood Products - Storage of Chips, Hogged Material, Lumber
or Plywood in Excess of 200 Cubic Feet $122.00 each
133
Activity Related to Motion Picture, Television, or Commercial
Production - Change of Building Use or Occupancy;
Attendance of Live Audience; Wrap Party; Use of Pyrotechnic
Special Effect; Open Flame; Use of Flammable or Combustible
Liquid or Gas; $135.00 each
134 2nd and subsequent Re-Inspection for Same Violation.$255.00 each
135 FIRE CONSTRUCTION PERMITS:
136 Fire Protection Systems:
137 New:
138 1-5 devices $843.00 each
139 6-15 devices $1,054.00 each
140 16-30 devices $1,406.00 each
141 31-50 devices $1,968.00 each
142 Each additional 50 devices or portion thereof $281.00
143 Modifications:
144 1-5 devices $562.00 each
145 6-15 devices $632.00 each
146 16-30 devices $914.00 each
147 31-50 devices $1,054.00 each
148 Each additional 50 devices or portion thereof $281.00
149 Fire Sprinklers - 13 / 13D / 13R:
150 New Construction:
31
MASTER SCHEDULE OF FEES AND CHARGES
FIRE
FEE/CHARGE RATE UNIT NOTES
151 Up to 50 Heads $1,265.00 each
152 50-100 Heads $1,757.00 each
153 Each additional 50 heads or portion thereof $281.00
154 Tenant Improvements / Modifications:
155 Up to 50 Heads $703.00 each
156 50-100 Heads $914.00 each
157 Each additional 50 heads or portion thereof $281.00
158 Preaction Fire Sprinklers:
159 New Construction:
160 Up to 50 Heads $1,687.00 each
161 50-100 Heads $1,968.00 each
162 Each additional 50 heads or portion thereof $281.00
163 Tenant Improvements / Modifications:
164 Up to 50 Heads $914.00 each
165 50-100 Heads $1,265.00 each
166 Each additional 50 heads or portion thereof $281.00
167 Underground Private Fire Service Line $1,616.00 each
168 Hood Suppression Systems $562.00 each
169 Spray Booths $703.00 each
170 Clean Agent Systems $984.00 each
171 Smoke Control Systems $2,530.00 each
172 Fire Pumps $1,406.00 each
173 Standpipe System $773.00 each
174 High Piled Storage $843.00 each
175 Dry Cleaning $562.00 each
176 Dust Production $703.00 each
177 Industrial Ovens $703.00 each
178
Carbon Dioxide System Exceeding 100 pounds of CO2 Used
in Beverage Dispensing Application $122.00 each
179 High Rise Building - Base (includes 6 floors)$2,811.00 each
180 High Rise Building - per additional floor $281.00 each
181 Temporary Membrane Structures and Tents $632.00 each
182 Tanks:
183 Underground Tanks:
184 First Tank $2,249.00 each
185 Each additional tank $422.00 each
186 Aboveground Tanks:
187 First Tank $843.00 each
188 Each additional tank $281.00 each
189 Fuel Modifications $984.00 each
190 Special Events Application $105.00 each
191 Plan Check & Inspection Fees - New Construction 10%
Building New
Construction Plan
Check &
Inspection Fees
192 Miscellaneous Plan Review - per hour $141.00 each
193 Miscellaneous Services and Materials actual cost
32
MASTER SCHEDULE OF FEES AND CHARGES
LIBRARY
FEE/CHARGE RATE UNIT NOTES
1 Lost Library Card $2.00 each
2 Inter-library loan $2.00 each
3 Processing Fees Damaged & Lost Materials $5.00 each
4 Local History Reproduction
5 Commercial Use + Processing Fee $60.00 each
6 Personal Use $0.00 each
7 Printing & Photocopying
8 Black & White $0.15 per copy
9 Color $0.35 per copy
10 Extended Use
11 Books, Magazines, CDs $0.25 per day
12 DVDs $1.00 per day
13 Inter-library loan $1.00 per day
14 Ukulele $2.00 per day
15 Laptop $10.00 per hour
16 Holds not picked up $0.50 per item
17 Facility Rentals
18
El Modena Community Room, Orange Public Library &
History Center Room A, Orange Public Library & History
Center Room B, Rotary Room, Taft Community Room
19 Deposit $100.00 deposit
20 Non-Profit in Orange $40.00 per hour 2.5 hour minimum
21 Non-Profit outside of Orange $45.00 per hour 2.5 hour minimum
22 For Profit in Orange $55.00 per hour 2.5 hour minimum
23 For Profit outside of Orange $65.00 per hour 2.5 hour minimum
24 Orange Public Library & History Center Room A & B
25 Deposit $100.00 deposit
26 Non-Profit in Orange $65.00 per hour 2.5 hour minimum
27 Non-Profit outside of Orange $70.00 per hour 2.5 hour minimum
28 For Profit in Orange $75.00 per hour 2.5 hour minimum
29 For Profit outside of Orange $80.00 per hour 2.5 hour minimum
30 Cancellation Fee $45.00 each
cancellation received less than
14 days from reservation date
31 Overtime Fee $45.00 each
room not vacated after a 15
minute grace period
32 Room Cleaning Fee $45.00 each
room not cleaned up and reset
to standard configuration
33 Equipment Rental
34 TV/DVD/Microphone
35 Deposit $100.00 deposit
36 Non-Profit in Orange $20.00 per rental
37 Non-Profit Outside of Orange $25.00 per rental
38 For Profit in Orange $30.00 per rental
39 For Profit Outside of Orange $35.00 per rental
33
MASTER SCHEDULE OF FEES AND CHARGES
POLICE
FEE/CHARGE RATE UNIT NOTES
1 Retail Establishment Inspection-Firearms
2 Initial Inspection $221.00 each
3 Annual Inspection $88.00 each
4 Other Fees
5 Reports - Basic $24.00 each
6 Reports - Redacted $41.00 each
7 Extensive Reports (more than 75 pages)$82.00 each
8 Copies of Citations - per citation $6.00 each
9 Digital Media Copy - per disc $46.00 per disc Includes all digital media
10 Immigration Clearance Letter $27.00 each
11 Livescan $31.00 each
12 Vehicle ID Verification - per vehicle $73.00 each
13 Citation Validation $27.00 each
14 OMC / CVC Tow Release $190.00 each
15 Vehicle Repossession $15.00 each Per Gov't Code 41612
16 Private Property Impound $18.00 each
17 Civil Subpeona - per subpeona $15.00 per subpeona
18 Witness Fee $275.00 deposit per day
Per Gov't Code 68096.1, billed
at actual cost
19 Bike License:
20 New Bike License $4.00 each
21 Renewal Bike License $2.00 each
22
ABC License (Alcoholic Beverage License); fee includes costs
to conduct background investigation required by the ABC
Dept and to process the application
23 New ABC License Application $7,500.00 deposit Billed at actual cost
24 Renewal ABC License Application $53.00 each
25 Massage Operator Testing Service
26 Background Information $91.00 each
Plus DOJ live scan fee of $32
collected on behalf of DOJ
27 Testing Cost (initial or retake) $91.00 each
28 Tow Truck Driver Background $63.00 each
Plus DOJ live scan fee $32 and
City live scan fee $31
29 On Street Parking of Oversized Vehicles
30 Annual Permit / Sole Means of Transportation $15.00 per year
31 Seven-Day Visitor Permit $27.00 each
32 30-day Impound Release $239.00 each
33 Business Parking Permit $30.00 each
34 Residential Parking Permit
35 Single-Family (up to 5 permits per household)$30.00 each
36 Duplex (Up to 4 permits per household)$30.00 each
37 3+ Units / Apartments (Up to 3 permits per household)$30.00 each
38 Landlord Permit (Up to 1 permits per household)$29.00 each
39 Chapman Parking Permit $30.00
per student, per
year
40 Notification Letter $27.00 each
Includes all types of notification
letters
34
MASTER SCHEDULE OF FEES AND CHARGES
POLICE
FEE/CHARGE RATE UNIT NOTES
41 U-Visa Nonimmigrant Status Certification $27.00 each
42 Local Background Check $27.00 each
Includes all third party
background checks
43 Re-inspection Fee (upon 3rd inspection)$97.00 per hour
44 Business License Review $151.00 each
45 Plan Check & Inspection Fees - New Construction 3%
Building New
Construction Plan
Check &
Inspection Fees
46 FINES:
47 Parking Fines $65.00 each
48 Handicapped Fine $300.00 each
49 Commercial Vehicle in Residential Areas $100.00 each
50 Seventy-Two Hour Parking $150.00 each
51 Party Calls / Noise Disturbance actual cost
52 False Alarms:
53 1st False Alarm $0.00 each
54 2nd False Alarm $0.00 each
55 3rd False Alarm $150.00 each
56 4th False Alarm $200.00 each
57 5th False Alarm $200.00 each
35
MASTER SCHEDULE OF FEES AND CHARGES
PUBLIC WORKS - ENGINEERING DIVISION
FEE/CHARGE RATE UNIT NOTES
1 DEVELOPMENT SERVICES:
2 Lot Line Adjustment $1,897.00 each
3 Certificate of Compliance $1,897.00 each
4 Certificate of Correction / Amended Map $1,897.00 each
5 Process Grading Application $178.00 each
6 Encroachment Permits:
7 Process Encroachment Application $150.00 each
8 Driveways - non-arterial $416.00 each
9 Driveways - arterial $831.00 each
10 Sidewalk $359.00 each
11 Streetwork / Trench Repair:
12 0-100 feet $656.00 each
13 101-300 feet $949.00 each
14 301-500 feet $1,552.00 each
15 501-1000 feet $2,260.00 each
16 1,001-1,500 feet $2,850.00 each
17 1,501-2,000 feet $3,340.00 each
18 Minor Encroachment Permit $241.00 each
19 Utility Lateral for house connection on residential streets $718.00 each
20 Fire Service Connection $1,411.00 each
21 ENGINEERING SERVICES:
22 Flood Zone Written Notice $215.00 each
23 Street Addressing $530.00 each
24 Summary Abandonment $1,361.00 each
25 Full Abandonment $1,361.00 each
26 Quit Claims $1,361.00 each
27 Simple Research & CD Prep $100.00 each
28 Map Sheets $67.00 each
29 Sewer Frontage Charges - per l.f.$82.00 per linear foot
Irregularly shaped lots will be
evaluated on a case by case
basis
30 DEPOSIT-BASED FEES:
31 Tract Development $10,000.00 deposit Billed at actual cost
32 Tract or Parcel Map (Map Only)$2,000.00 deposit Billed at actual cost
33
Non-Priority Water Quality Management Plan (WQMP)
Review $500.00 deposit Billed at actual cost
34 Priority Water Quality Management Plan (WQMP) Review $1,000.00 deposit Billed at actual cost
35 Grading Plan Review & Inspection $3,000.00 deposit Billed at actual cost
36
Large Encroachment Projects or Streetwork / Trenchwork
2,001 ft. or greater $5,000.00 deposit Billed at actual cost
37 Extensive Research $500.00 deposit Billed at actual cost
36
MASTER SCHEDULE OF FEES AND CHARGES
PUBLIC WORKS - MAINTENANCE DIVISION
FEE/CHARGE RATE UNIT NOTES
1
Initial Inspection & Application - Mail Carriers, Newspaper
Racks, Drop Off Boxes, Recycling Bins, etc. $91.00
2 Renewal Inspection - all boxes $46.00 each
3 Removal of Abandoned Shopping Cart $40.00 each
4 Banner Installation & Removal $213.00 each
5 Graffitti Removal:
6 0-50 sq. ft. $118.00 up to 50 sq ft.
7 Each addl sq. ft.$0.61 add'l sq. ft.
8 Old Towne Plaza Sidewalk Cleaning $1.02 per sq. ft.
10 Tree Removal $39.00
per inch at DBH
(Diameter at
Breast Height)
11 Tree Planting $268.00 per 24 in box tree
37
MASTER SCHEDULE OF FEES AND CHARGES
PUBLIC WORKS - TRAFFIC DIVISION
FEE/CHARGE RATE UNIT NOTES
1 Neighborhood Permit Parking Program Application $1,534.00 each
2 Neighborhood Permit Parking Program Processing Fee $1,500.00 each
3 Transportation Permit
4 Per Trip $16.00 each
5 Annual $90.00 each
6 DEPOSIT-BASED FEES:
7
Transportation Demand Management Review and
Development Fee $500.00 deposit Billed at actual cost
8 Traffic Commission Appeal $500.00 deposit Billed at actual cost
9 TSIP Appeal Fee $500.00 deposit Billed at actual cost
10 Street Name Change $1,000.00 deposit Billed at actual cost
38
MASTER SCHEDULE OF FEES AND CHARGES
PUBLIC WORKS - WATER DIVISION
FEE/CHARGE RATE UNIT NOTES
1 FLAT FEES:
2 Plan Check & Inspection Fee
3 Water Service, no on-site water facilities $413.00 each
4 Broken Curb Stop $200.00 each
5 Pull Water Meter $150.00 each
6 Utility Account Establishment $50.00 per account
7 As of Last Read Establishment Fee $20.00 per account
8 Reconnection Fee - during business hours $70.00 each
9 After Hours Reconnection Surcharge $50.00 each
10 Meter Testing $185.00 deposit Billed at actual cost
11 Research Fee $23.00 each
12 Monitoring Well Permit $105.00 per application
13 Returned Payment Processing Charge $25.00 each
14 Service Call / Door Hanger $35.00 each
15 Delinquent Surcharge $30.00 each
16 Backflow Prevention Inspection $125.00 each
17 Water Collection Delinquent Penalty (After 25 Days)10%
outstanding
balance
18 City Sanitation Services Delinquent Penalty (After 25 Days)10%
outstanding
balance
19 DEPOSIT-BASED FEES:
20 Plan Check & Inspection Fees:
21 Small Development, no on-site water pipeline $2,000.00 deposit Billed at actual cost
22 New development with on-site piepline $4,000.00 deposit Billed at actual cost
23 Metered Services (complete installation by city)
24 3/4"$3,500.00 deposit Billed at actual cost
25 1"$4,000.00 deposit Billed at actual cost
26 1.5"$4,500.00 deposit Billed at actual cost
27 2"$5,000.00 deposit Billed at actual cost
28 Hot Taps by City (Trench Excavation by contractor)
29 4" Laterals $2,600.00 deposit Billed at actual cost
30 6" Laterals $3,200.00 deposit Billed at actual cost
31 8" Laterals $4,200.00 deposit Billed at actual cost
32 10" Laterals $5,000.00 deposit Billed at actual cost
33 12" Laterals $5,800.00 deposit Billed at actual cost
34 Construction Meter Charges
35 Daily Rental Fee $2.75 per day
36 2 1/2" Meter Installation Charge $1,500.00 deposit Billed at actual cost
37 4" Meter Installation Charge $3,000.00 deposit Billed at actual cost
38 6" Meter Installation Charge $5,000.00 deposit Billed at actual cost
39
MASTER SCHEDULE OF FEES AND CHARGES
ANIMAL CONTROL AND SHELTER FEES
Fee
1 I. Fees for Animal Licenses
2 Annual Dog Licenses (12 months)
3 a. Non-neutered $159
4 b. Neutered $35
5 c. Neutered, Sr. Citizen discout $17
6 d. Puppy, 6 months old or younger $35
7 Cat License (12 months)
8 a. Non-neutered $9
9 b. Neutered $9
10 Other
11 a. Reissue of lost dog or cat license tag $9
12 b.Transfer of dog or cat licence $9
13 c. Assistance dog licence $11
14 d. Police / Law Enforcement $11
15 e. Exotic Animal Permit
16 Per Aviary $450
17 Per Species $450
18 f. Animal Permit (per household per year)
19 more than three (3) animals $627
20 more than three (3) animals - Nonprofit $627
21 Late Fee $48
22 Non-Compliance Fee- Collections $58
23 Non-Compliance Fee $150
24 Rabies Vaccination Exemption Fee-New $65
25 4-1-95 Declared Dog
26 a. 4-1-95 Declared Dog Permit $692
27
28 II. Fees For Animal Business Licences
29 Application Fee $138
30 Re-inspection Fee $466
31 Commercial Kennels Permit-Modified
32 a. under 30 animals $650
33 b. over 30 animals $750
34 Pet Shop
35 a. Aquatic Only $850
36 b. Pet Shop $800
37 Fixed Locations Grooming Parlor (per year) $525
38 Mobile Groomers
39 a. Field Inspection $450
40 b. OCAC Inspection $400
41 Animal Rental Establishment (per year) $500
42 Permanent Animal Exhibition (per year) $700
43 Temporary Animal Exhibition
44 a. First day $150
45 b. Additional day (not to exceed per year max)$75
40
MASTER SCHEDULE OF FEES AND CHARGES
ANIMAL CONTROL AND SHELTER FEES
Fee
46 Commercial Stable (per year)
47 a. 1-49 horses $750
48 b. 50-99 horses $900
49 c. 100 or more $1,500
50 Circus (billed as hourly rate)
51 Business Licensing Hourly Rate $145
52 Vet Services Hourly Rate $123
53 Rodeo (billed as hourly rate)$145
54 III. Fees For Animals Impounded
55 Daily Feed and Care
56 a. Large animal $155
57 b. Medium animal $100
58 C.Dog or Cat $68
59 d. All other animals $50
60 Veterinary Services
61 a. Rabies Vaccination $10
62 b. Services performed by County staff, per qtr. Hr. at cost
63 C. Emergency services performed by other than County $100
64 staff, per treatment
65 d. Other procedures N/A
66 e. Owner Requested Euthanasia $132
67 Health Related Grooming
68 a. Minor $21
69 b. Major $90
70 Health Related Bath
71 a. Small $24
72 b. Medium $33
73 c. Large $50
74 Disposal Options
75 Rendering $19
76 Impound Fees- Modified
77 Brought in by Field Officers
78 a. Large animal (horse, cow, etc.) $171
79 b. Medium animal (pig, sheep, etc.) $134
80 c.Dog, cat or other small animal*$150
81 Brought in by Citizens/ Over the Counter
82 a. Large animal (horse, cow, etc.) $126
83 b. Medium animal (pig, sheep, etc.) $99
84 c.Dog, cat or other small animal*$134
85 Owner Requested Disposal from Field
86 a. Large animal (horse, cow, etc.) $232
87 b. Medium animal (pig, sheep, etc.) $138
88 c.Dog, cat or other small animal*$32
89 Placement Fees
90 a. Dog
91 Days 1-5 after being made available $50
92 Days 6-30 after being made available $20
41
MASTER SCHEDULE OF FEES AND CHARGES
ANIMAL CONTROL AND SHELTER FEES
Fee
93 Day 31 and over after being made available $0
94 b. Cat
95 Days 1 after being made available $50
96 Days 2 after being made available $0
97 c. Exotic animals, including birds and reptiles $50
98 d. Other animals (except livestock) N/A
99 e. Livestock
actual cost
or market
value
100 f. Sr. Animal for Sr. Citizen - Dog
101 Dog $0
102 Cat $0
103 Microchip
104 a. Implant & Registration Fee $14
105 b. Home Again Re-Registration Only Fee $0
106 c. Home Again New Registration Only Fee $0
107 d. Avid Registration Only Fee $1
108 Canine Spay / Neuter Fee $65
109 Feline / Rabbit Spay Neuter Fee $65
110 Relinquishment Fee (Owner Surrender) $34
111 Deceased Animal Disposal (at shelter) Fee $13
112 Quarantine Fee $145
113 Animal Delivery Fee $54
114 Vicious Declaration Fee $1,571
115 4-1-95 Non- Compliance Fee $899
116 Taxable Sales
117 a. Cat carrier fee $4
118 b. Animal leash fee $1
119 c. Pet ID tag (Unlicensed)$2
120 Sedation Fee $15
42
California
2019-2020 Annual Budget &
Five Year Capital Improvement Plan
II
obligation has become the biggest financial obstacle facing not only the City of Orange,
but also nearly every full-service city in the State. This challenge is reflected in the
dramatic increases in retirement costs, rising from $620,000 in 2003, to $27.0 million in
2020, to an anticipated $38.4 million by 2025. As a result, we struggled to prepare a
balanced General Fund Budget for FY 20. We implemented several cost-saving
strategies, including: (1) directing City departments to continue to reduce operating
expenditure budgets, and; (2) utilizing anticipated vacancy savings as a balancing tool for
budgeted expenditures. While these options are available to us currently, these methods
will be difficult to sustain in future years.
With the FY 20 Budget, the City will be adopting a balanced budget for the eighth year in
a row, a notable achievement indeed. However, it will be increasingly difficult to maintain
this trend in FY 21 and beyond, unless we continue our prudent spending practices, our
vigorous economic development strategies, and our ability to maximize revenue
opportunities.
PROJECTED GENERAL FUND REVENUES FOR FY 20
For FY 20, total General Fund revenues are projected to be $116.2 million, a decrease of
$2.1 million, or 1.8%, under the estimated revenue for FY 19. A portion of this decrease
is related to our fiscal policy of not budgeting for one-time revenues. These are realized
annually, however the amounts are unpredictable. In FY 19, the City received $2.2 million
in one-time revenues, specifically in reimbursements by the State Office of Emergency
Services for the City’s role in out-of-town fire suppression assistance, and by CalOptima
for previously unreimbursed Medicaid patient charges. It is unknown what one-time
revenues will be received in FY 20. Another contributing factor for the decrease in
General Fund revenue, is the termination of the contract to house detainees in the county
jail system between the County of Orange and Immigration and Customs Enforcement
(ICE). As such, we anticipate no longer receiving the estimated annual revenue of
$630,000 generated through the Theo Lacy Settlement Agreement. Nevertheless,
compared to the original FY 19 revenue estimate, FY 20 revenues are $4.2 million higher
(4.0%). Some General Fund revenue highlights for FY 20 are:
Sales Tax is the largest source of General Fund revenue. In FY 20 the City
anticipates receiving $45.3 million, $250,000 (0.5%) below the FY 19 estimate.
The FY 19 sales tax projections would have been $44.7 million; however, we
received catch-up payments for prior years and other adjustments in the fuel
sector, which increased the estimated FY 19 sales tax receipts to $45.6 million.
We anticipate revenue from fuel sales will continue to trend upward. We expect
the improved performance in building and construction activity, restaurants, and
the business-to-business sector will continue, though at a slower growth rate. The
Outlets at Orange is at full occupancy and will focus on interior improvements with
no immediate plans for expansion; therefore, their sales are anticipated to remain
steady. While the Village at Orange is in the planning stages for a major
redevelopment of the center, changes are not expected to occur for several years.
Finally, we anticipate tax receipts from online purchases will continue to grow.
However, we are not factoring the revenue impact of the South Dakota v. Wayfair
decision, which could generate a slight increase in the amount of the County pool
allocated to Orange as online retailers now must collect sales tax on nearly all
transactions.
I
June 11, 2019
Honorable Mayor and Members of the City Council:
I am pleased to present the Fiscal Year 2019-20 (FY 20) budget for the City of Orange.
This budget provides for the funding of services, programs, and projects that support the
goals of the City’s Strategic Plan.
Provide for a safe community.
Be a fiscal healthy community.
Enhance and promote quality of life in the community.
Provide outstanding public service.
Recognize, promote, and preserve Orange’s rich heritage.
Orange is a special community that is comprised of our historic Old Towne, our thriving
downtown, our diverse residential neighborhoods, our excellent park system, and our
vibrant business and commercial centers. Orange also remains as one of the safest cities
in the nation. Special communities like Orange don’t happen by chance; they are created
and maintained by the passionate stewardship of their stakeholders. This proposed FY
20 budget serves as the fiscal and operational plan set by the City Council and helps to
ensure the City of Orange remains a special place for our residents, businesses and
visitors.
We are fortunate the City is in position where we can continue to express cautious
optimism about our future. One reason is our ability to reinvest back into the community,
including the completion of FY 19 projects such as the Old Towne West Metrolink Parking
Structure, the Shaffer Park renovation project, and significant road, water and sewer
capital outlays. In FY 20, we look to prepare design plans for a new Fire Headquarters
facility, update the Grijalva Park Master Plan, prepare initial design plans for the proposed
Old Towne East Parking Structure, and continue efforts for road, water, and sewer capital
projects.
Ensuring that Orange remains a special place has its challenges. For several decades,
the financial structure for the City of Orange has been built on a solid foundation of fiscal
conservatism. This City Council, as well as past Councils, has prudently managed its
financial resources. As a result, during good financial times, the City remained vigilant in
controlling spending growth as well as in expanding its reserves. During difficult financial
times, the City proactively responds with well-executed budget reduction strategies that
make every effort to preserve service levels. One does not go without the other. As the
economy is cyclical, being financially smart during the good times pays dividends during
the bad ones.
The financial times we are in right now remain unclear. On one hand, the Orange
economy continues to maintain strength with a thriving business climate and positive real
estate market. On the other hand, the City continues to face significant financial
challenges, specifically the City’s share PERS pension costs. The growing pension
III
Property Tax is the second largest source of General Fund revenue and is
expected to be $43.8 million, generating an additional $1.7 million, or 4.1%. Annual
increases in home assessed values, and commercial properties sold at higher
property values, are projected to contribute more property tax receipts. Property
tax revenue consists of two primary sources. First, a portion of the 1% ad valorem
tax, of which the City’s share is approximately 13.6%. This generates
approximately $29.6 million. The second source is Property Tax in lieu of Motor
Vehicle License Fees, which amounts to $14.1 million. The State swapped this
revenue source in 2004 as part of a budget saving measure. As a result, the City
receives a share of the Education Revenue Augmentation Fund, which is also part
of the 1% ad valorem tax, instead of Vehicle License Fees.
Fees for Service and Licenses and Permits account for combined 8.8% of
General Fund revenues and are set by a Master Fee Schedule. With the adoption
of the FY 19 budget, the Council approved a revised Master Fee Schedule, the
first comprehensive update in ten years. As the update also provided an
established model to perform annual reviews, staff has addressed specific fees
and updated current charges for services as part of the preparation of the FY 20
budget. As a result, staff has updated the fee model with revised time estimates
and costs for delivering each service. With the proposed fees, we anticipate
recovering approximately 69% of costs associated with provided services, slightly
less than that of FY 19 (71%). We are recommending implementation of new fees
to account for Fire and Police support for new construction plan checks and
inspections in the Building division. Conversely, we are recommending lower
permit fees for some Building Division charges, based on increased efficiency and
the actual cost of providing the services. A recommended decrease to annual fire
inspection fees on apartment units will also result in a decline in revenue receipts.
Staff has determined a tiered structure be applied to the number of apartment units
inspected, which better reflects realized efficiencies in the actual cost to provide
this service. The new fees and reduced fees will largely offset each other, resulting
in no net revenue impact. While many of the proposed fees reflect increases based
on actual cost of providing services, those with decreases reflect reduced time
estimates and efficiencies in providing the services. Updated fees that incorporate
the cost calculations for recreation services, new construction, plan check, and
inspection fees are also included in the recommended fees. Further, it is
recommended the Master Fee Schedule include the animal control and shelter
charges as new fees, to be administered and collected by Orange County Animal
Care (OCAC). Historically, the City’s fees have mirrored OCAC’s base fees, with
any collections offsetting the City’s costs. However, as cities are permitted to set
their own fees for animal licenses and services, it is proposed to adopt increased
animal service fees to help offset the increase in animal control costs. In summary,
the fee for a dog license will increase from $28 to $35. The proposed fee increase
will generate an additional $125,000, bringing revenue from animal control fees to
$868,900. The total cost for the OCAC contract is $2.0 million, which the increased
fee would reduce to a net cost of $1.1 million.
IV
Projected General Fund Revenues for FY 20
Many of the national key economic indicators show continuous, albeit slow, signs of
growth, and our local economy mirrors the effects of this steady growth
trend. Nevertheless, it is essential we continue an aggressive approach to attract major
retailers and significant revenue generators to the City and retain those already
here. Maintaining and enhancing the tax base is critical to our ability to provide the
highest level of services and programs to our residents and businesses.
GENERAL FUND EXPENDITURES
The City is fortunate to have the history of conservative spending practices. These
provide a model in ambiguous economic times, where a strong national economy has not
necessarily translated to robust local revenues to provide a healthy offset to ever-
increasing expenditures. Over the years, early implementation of many budget reduction
measures, including departmental operating budget reductions, underfunding internal
service fund allocations, implementing operational efficiencies, and freezing vacant
positions, enforces this standard while maintaining a stable financial position.
For FY 20, to ensure our ability to adopt a balanced budget, we are implementing two key
budget balancing measures:
Departmental Budget Reductions: First implemented with the FY 19 budget, City
departments are once again being asked to reduce their budgets. In FY 19, an
analysis determined that departments had not been using their entire budgeted
allocation by the end of each fiscal year. This was primarily the result of vacant
Sales Tax
$45,337,000
39.02%Other Taxes
$750,000
0.65%
Property Taxes
$43,765,116
37.67%
Licences and
Permits
$4,620,137
3.98%
Fines & Forfeitures
$2,012,000
1.73%
Fees for Services
$5,571,987
4.80%
Franchises
$2,591,495
2.23%
Charges to Other
Funds
$2,460,903
2.12%
Revenue from Other
Agencues
$1,039,783
0.89%
Use of Money &
Property
$2,019,020
1.74%
Miscellaneous
Revenues
$603,798
0.51%
Transient
Occupancy Tax
$5,420,500
4.66%
V
positions and more efficient use of operational monies. As such, the City Council
adopted a budget reduction policy to “close the gap” on, what was then, an
anticipated budget deficit. The outcome of this policy direction yielded a General
Fund expenditure reduction of about $2.0 million in FY 19, through decreases on
all department budget salaries and benefits (S&B) by 2.5%, and on maintenance
and operations (M&O) by 5%. As we initiated the FY 20 budget process last fall,
continuation of this budget reduction policy to close an expected gap between
anticipated revenues and projected expenditures became essential. As such, City
departments were given their respective target reduction amounts, while
maintaining the liberty to decrease their salaries and benefits and maintenance
and operations budgets according to their best interest. Overall, the departmental
budget reductions for FY 20 are approximately $2.0 million.
Use of Anticipated Vacancy Savings: In the past several years, salaries and
benefits cost have been a source of end-of year savings of approximately $3.0
million to $3.5 million. This is mostly due to position vacancies through normal
attrition or those intentionally not filled. As a result, it is reasonable to assume we
will likely have $1.8 million of unused appropriation at the end of FY 20, after
accounting for about $1.3 million from department salary budget reductions
included above. Therefore, the FY 20 budget assumes $1.8 million of anticipated
vacancy savings that will be used as a source of funds to balance the budget.
As a result of the above budget balancing measures, the FY 20 General Fund expenditure
budget is $116.1 million, a 3.9% increase over adopted budgeted expenditures for FY 19.
This increase is primarily due to the continued growth in employee retirement (PERS)
costs, increases in negotiated pay and benefits for public safety staff, an increase in
contractual obligations, and a limited amount of department operating budget increases
related to maintaining levels of service to meet community needs. With the FY 20
projected revenue amount of $116.2 million, the General Fund budget will be balanced
with our revenues expected to exceed expenditures by approximately $61,000. While this
is a very narrow surplus, the fact that we continue to be able to adopt a balanced General
Fund budget is a significant milestone and a source of pride for City Council and staff. A
description of the primary impacts to the expenditure budget is provided below:
CalPERS (PERS) Costs: Retirement costs continue to escalate due to PERS’
attempts to reduce the system’s unfunded liability. The normal cost rates for the
miscellaneous and safety plans will be 11.543% and 19.306% respectively. These
rates are higher than the previous year due to the lowering of the CalPERS
investment rate assumption from 7.375% to 7.25%. The City’s unfunded liability
contributions for the miscellaneous and safety plans will be $7,036,101 and
$10,426,305, respectively, for a total of $17,462,406. Of this unfunded liability
payment, $14,933,616 will be paid by the General Fund. In total, PERS costs will
increase approximately $3.2 million Citywide, and $2.6 million in the General
Fund.
Labor Costs: The City has recently completed negotiations with the four public
safety bargaining groups, resulting in new three-year agreements effective July 1,
2020. As a result, the FY 20 budget reflects the applicable negotiated pay and
benefits increases of about $2.6 million, effectively bringing the public safety
groups into parity with the county median. The labor agreements with the four
VI
miscellaneous bargaining groups expire on December 31, 2020, therefore we plan
to initiate negotiations with these groups shortly after the start of the fiscal year.
Staffing Levels: The proposed FY 20 budget includes the addition of eight new
full-time positions to support the Information Technology program, which we are
transitioning to in-house services. These are the first new full-time positions in four
years, however the positions are being added at no additional cost to the General
Fund. For FY 20, the number of funded Full Time Equivalent (FTE) positions is
729, while the number of full-time employees is 646. In addition, since the Great
Recession, the City has been carrying approximately 40 full time frozen positions
in the budget, noted as vacant positions where the funding has been eliminated.
In many cases, these positions have been vacant for up to ten years. The FY 20
adopted budget reflects the permanent removal of these positions; however, there
is no net impact to the budget, as they have been unfunded for many years. We
will continue to scrutinize each position that becomes vacant to determine if it can
be eliminated or consolidated. We will also continue the “hiring chill” to hold certain
positions vacant for an extended period and a “hiring freeze” if it is determined that
the position can remain vacant. Further, we continue to assess our organizational
structure to determine where efficiencies exist or if there are better ways of
conducting business.
Internal Service Fund (ISF) Allocations: Staff is proposing a total of $11.6 million
in FY 20 allocations, an increase of about $460,000 over the $11.2 million FY 19
budget. Allocations will be distributed to the following programs: Worker’s
Compensation, Accrued Liability (for retirement costs), Vehicle Maintenance, and
Information Technology. As in FY 19, most ISFs are budgeted as part of FY 20
operational costs, as opposed to being funded by unreserved General Fund
balance generated through prior year savings. Of the remaining ISFs not included
as part of operational costs, staff is requesting transfer of $4.4 million from the
General Fund unreserved fund balance as follows: $200,000 to the Equipment
Replacement Fund (720), $900,000 to the Computer Equipment Replacement
Fund (790), $400,000 to the Liability Fund (740), and $2.9 million to the Business
Investment Fund (115).
Contractual Obligations: The departments continue to manage contract
agreements as efficiently and cost-effectively as possible. However, in FY 20, we
expect additional General Fund cost impacts of $300,693 for contract agreements
with Orange County Animal Control, North Net Fire Training, Metro Cities Fire
Authority, street sweeping, forensic services, landscape maintenance and
custodial services, software licensing agreements, and additional security to City
parks.
Special Election and Districting: The FY 20 budget reflects an increase of
$470,000 to fund the Special Municipal Election planned for November 2019. The
FY 20 budget does not reflect any costs associated with establishing district-based
elections. As the districting process progresses, we intend to present the City
Council with a specific budget appropriation.
VII
Non Departmental,
$2,130,022, 2%
Fire Department,
$30,070,448, 26%
Community
Development,
$4,602,442, 4%
Community Services,
$9,628,063, 8%
Library Services,
$5,198,315, 4%
Admin, Finance,
Human Resources,
Legal Services, &
Vacancies,
$6,387,514, 6%
Public Works
Department,
$8,625,620, 7%
Police Department,
$49,487,891, 43%
Estimated General Fund Expenditures for FY 20
ESTIMATED GENERAL FUND BALANCE FOR FY 20
The FY 20 opening General Fund unreserved fund balance is projected at $9.5 million.
Since budgeted revenues exceed expenditures by approximately $61,000, we will realize
a slight increase in the ending unreserved fund balance at $9.6 million. As such, staff
recommends a $4.4 million transfer from the General Fund unreserved fund balance, as
discussed earlier, and detailed in the table below. Following these transfers, the estimated
FY 20 ending unreserved General Fund balance will be $5.2 million.
FY 20 Estimated Available General Fund Balance
Unreserved Fund Balance Available @ 7/1/19 $9,516,448
FY 20 Estimated Revenues $116,191,739
FY 20 Estimated Expenditures (117,930,314)
Anticipated Vacancy Savings Available at the end of FY 20 1,800,000
Excess Revenues over Expenditures 61,425
Unreserved Fund Balance Available @ 6/30/20 9,577,873
Transfers Out
Transfer to Computer Equipment Replacement (900,000)
Transfer to Equipment Replacement Fund (200,000)
Transfer to Liability Fund (400,000)
Transfer to Business Investment Fund (2,900,000)
Total Transfers Out (4,400,000)
Estimate Available Fund Balance @ 6/30/20 5,177,873
General Fund Catastrophic Reserve 20,067,960
Est. Reserved & Unreserved General Fund Balance @ 6/30/20. $25,245,833
VIII
Administrative
Services,
$24,066,859 , 11%
Library Services,
$5,469,515 , 2%
Fire,
$36,774,126 , 17%
Police, $50,781,992 ,
23%
Public Works,
$74,830,652 , 34%
Community
Development,
$6,762,948 , 3%
Community
Services,
$13,314,305 , 6%
Non Departmental,
$7,689,149 , 4%
Adopting a balanced budget is an excellent illustration of our fiscal strength. City reserves,
viewed in their entirety, are another way to assess the strength of our fiscal resources
and are essential to addressing future operating and infrastructure needs.
FY 20 Reserved and Unreserved Fund Balances
REVIEW OF OTHER FU
SUMMARY OF ALL FUNDS
REVIEW OF OTHER KEY FUNDS
While the General Fund accounts for 50.0% of the City’s overall expenditures, there are
several other funds managed by the City. The total FY 20 budget reflects $219.6 million
in expenditures for all funds; the key areas are summarized below.
Estimated Summary of all Fund Expenditures by Department for FY 20
Estimated Summary of all Fund Expenditures by Fund for FY 20
The Water Enterprise Fund, which includes both operating and capital expenditures, is
projected to begin FY 20 with an available fund balance of $5.1 million. Revenues and
expenditures are estimated at $36.0 and $37.9 million, respectively, which includes $3.7
million in Water capital projects. As a result, FY 20 is expected to end with an estimated
fund balance of $3.1 million.
Estimated Available Reserves @ 6/30/20
Accrued Liability/PERS set-aside (Fund 760) $ 6,313,307
Business Investment Fund (Fund 115) 1,551,894
Capital Projects (Fund 500) 8,846,234
All Other Internal Service Funds (various) 10,807,580
Total Est. Available Reserves @ 6/30/20 $27,519,015
General Fund Catastrophic Reserve 20,067,960
Total Est. Available Reserves @ 6/30/20 $47,586,975
Unreserved General Fund Balance 5,177,873
Total Est. Available Reserved and Unreserved @ 6/30/20 $52,764,848
IX
The Sanitation Fund, which includes sewer maintenance, tree trimming, and
environmental compliance services, is projected to start FY 20 with a $2.7 million fund
balance. FY 20 Revenues are projected at $5.9 million, while expenditures at $5.6 million
(inclusive of capital projects), resulting in an estimated ending fund balance of $3.0
million. Specific to the Sewer Capital Fund, the FY 20 revenue estimate is $2.2 million,
while $2.0 million in capital improvement expenditures are allocated towards sewer line
replacement and maintenance. The estimated FY 20 ending fund balance is $2.1 million.
The Gas Tax Fund is projected to begin FY 20 with an $1,800 fund balance. Revenues
are projected to be $3.8 million with expenditures of $3.7 million, resulting in an estimated
ending fund balance of about $125,000. With the approval of SB-1 Transportation
Funding and the creation of the Road Maintenance and Rehabilitation Account, we
estimate receipts of about $2.4 million from the State, which will be fully allocated towards
the Pavement Management Program for the maintenance needs of the City’s roadway
system.
CITY HIGHLIGHTS FOR FY 20
Orange is blessed to have an engaged and culturally diverse community, excellent
neighborhoods, a variety of recreational opportunities, a vibrant local economy, and a
financially strong and well-managed city government. The result is our residents love to
live here, and the businesses appreciate our business-friendly environment. Word is out,
as real estate prices and rents in Orange are at an all-time high. As such, we look to the
City’s future with much optimism and excitement. There is so much going on in Orange
for FY 20. Provided below are a few highlights that illustrate why Orange is a wonderful
place to live, work, and play:
The Outlets at Orange/Uptown Orange Continues to Thrive: While the competition
is strong among regional outlet shopping centers, the Outlets at Orange is now a top
destination for shopping and dining in Southern California. Since the rebranding of the
shopping center in 2012, the Outlets at Orange has attracted many new national
retailers and restaurants to the center, including Nordstrom Rack, Bloomingdales,
Nike, Banana Republic, Polo, Timberland, Under Armour, Calvin Klein, DKNY, Tommy
Hilfiger, BJ’s Restaurant, and Saddle Ranch Chop House. As the shopping center is
celebrating its 21st year in business, Simon Property Group will soon be making a
significant reinvestment in The Outlets to freshen-up the public areas. A vibrant office
marketplace surrounds the mall. As demand for tenant space in the area is strong, the
occupancy rate for the office buildings around The Outlets is extremely high. The
occupancy rate for apartments in the area is also high, as the location has become an
extremely desirable place to live. The 334-unit Uptown Orange Apartment Homes,
completed in early 2017, is at full occupancy. Greenlaw Partners is seeking land-use
entitlements for their project known as the Orange Collections, a trio of luxury
apartment complexes and a hotel, located in the area. With this project, the developer
is planning for 800 new rental units, which would further reinforce The Outlets / Uptown
area as one of the hottest Urban Village districts in Southern California. Finally, the
proposed redevelopment of the Motel 6 site is slated for the area just east of The
Outlets / Uptown with a planned 300-room dual-banner Marriott featuring a Courtyard
Hotel and Residence Inn. This project will provide a critical linkage between Uptown
Orange and the West Orange / Old Towne areas.
X
Old Towne Orange is Everyone’s Favorite Great Downtown: City business
development activities have been most evident in the Old Towne Plaza Area, where
new restaurants and retailers continue to open and find success. The Old Towne
Orange Commercial District has evolved into a leading destination for shopping and
dining, while it remains a cherished gathering place for local residents. Recent
openings include Urth Caffé, Snooze, Afters Ice Cream, Chase Bank, and The Taco
Stand. Planned openings in FY 20 include Philz Coffee, Brewery 1886, and new
tenants in the recently rehabilitated Swift & Swift Building located at 10 Plaza. Adding
to the vitality of Old Towne is the award-winning Orange Home Grown Farmers
Market. The popular Saturday market is enjoying significant growth at its new location
on Palm Avenue between Lemon and Cypress streets. With the huge success of the
Old Towne Plaza Area, it is essential that we are able to address the parking demands
of our visitors and businesses. The new Old Towne West Metrolink Parking Structure
opened in February 2019, providing the district with 608 additional parking spaces for
transit riders, as well as for shoppers and visitors. Further, initial conceptual design
work has begun on a second parking structure to be located on South Grand Street
adjacent to City Hall. Through the work with Plaza area stakeholders, the City will
continue to assess methods to increase and enhance the visitor parking experience.
This effort reflects our dedication to be active stewards of the commercial district and
to maintain the Plaza area as one of the Great Places in America.
New Housing and Rental Market is Strong: The Southern California housing market
is continuing to add housing units, including in the City of Orange. The rental market
is especially strong, as illustrated by the fact that there are two projects currently under
construction in the Town & Country area: the 700-unit Fairfield Town & Country project
and the 200-unit Toll Brothers at Town & Country. On West Katella, the 97-unit Branch
West apartment project is also under construction. As mentioned earlier, Greenlaw
Partners is seeking entitlements for 800 apartment units around The Outlets area. In
addition, there continues to be interest in housing on West Katella. As Orange
continues to be recognized as one of the best places to live in Southern California, the
demand for residential real estate should remain strong for several more years.
Making Our Parks Better: In the past year, the City completed two significant park
renovation projects. In April 2018, we reopened Yorba Park, much to the joy of our
dog park patrons. After one year of operations, the new and improved dog park still
looks great and is highly utilized. In April 2019, we completed the significant
reinvestment into Shaffer Park, an active 7.32 acre park built in 1964. The Shaffer
Park Renovation project, funded by park development fees, consisted of a new
community building, a reconfigured parking lot, a new concession building with
restrooms, added exercise equipment, a reconfigured baseball/softball field with a
soccer overlay and new lighting, as well as new irrigation and landscaping throughout
the area. In FY 20, staff will be engaging with various community groups to further
the master plan update efforts for future uses at Grijalva Park, particularly the
remaining 27 acres of the park. Proposed updates include an arts theater, community
center/branch library, skate park, aquatics center, and additional parking. In addition,
we are beginning design work on the renovation of Handy Park. The project will
include reconstructing the parking lot, replacing the existing community room, and
painting the picnic structure and bathroom. Finally, work continues on several key
recreational trail projects. In partnership with the Orange County Roman Catholic
XI
Diocese and the County of Orange, the City is improving a County Flood Control
access road to allow for equestrian trail use, known as Cemetery Ridge/Rattlesnake
Trail. This improvement will link to the recently completed trail along Santiago Canyon
Road, extending Orange Park Acres (OPA) Rattlesnake Trail along the base of Villa
Park Dam and up into Santiago Oaks Park. The City also continues to partner with
OPA on the Colony Trail, which will ultimately provide a missing link between Santiago
Canyon Road and the El Modena Open Space access on Cannon Street.
Enhancing Our Succession Planning: Our organization has always placed a high
priority on succession planning. It is part of what makes our culture so great. Through
all levels of our organization, it is critical that we prepare our staff to be ready for their
next position in the organization. This is essential for career growth and business
continuity. In FY 19, we made organizational changes in the City Attorney’s Office and
Finance with an eye on succession planning, as well as for increased organizational
efficiency. To further our succession planning efforts, included in the FY 20 budget is
the upgrade of two department director positions to Assistant City Manager positions.
The fiscal impact of the upgrades is minimal, but the operational impact is significant.
The City has been without an Assistant City Manager for over four years; however,
the role of the Assistant City Manager is valuable in providing critical operational
support for the City Manager and to enhance our succession planning efforts.
City is a Leader in the Response to Homelessness: The City continues to be a
leader in the county-wide response to the homelessness crisis. Through the Orange
Police Department’s efforts with the HEART Team as well as the Bike Team, the City
provides daily outreach and public safety services to the homeless community. In
addition, the City has been a partner with Mary’s Kitchen for over 35 years in support
of their mission of providing meals and essential supplies to those in need. Further,
the City has been an active leader in the efforts of the North Orange County Service
Planning Area (NSPA). Specifically, as the NSPA has designated two sites within the
north county area for the development of homeless navigation centers, the City will be
a significant funding partner. The City has committed a majority of its SB 2 (Building
Homes and Jobs Act) funds for the outreach efforts of the NSPA, both for shelter
development as well as on-going operations. In total, per the recently adopted
Memorandum of Understanding between the 13 NSPA agencies, the City will be
contributing approximately $600,000 in SB 2 funds for construction and initial
operations during FY 20. Finally, the City is working with local non-profit affordable
housing developers to encourage the development of additional affordable and
permanent supportive housing units in Orange. While the City is spending
approximately $1.0 million per year in General Fund dollars to address homelessness
issues in Orange, through regional efforts led by the NSPA, the county, and the
recently implemented Orange County Housing Trust, there are positive signs to short
and long-term solutions.
City Continues to Make Significant Investments in its Capital Improvement Plan
(CIP): Over the past several years, despite challenging economic conditions, we have
seen a high level of capital improvement activity in Orange. Looking forward, the CIP
identifies 102 projects proposed for the five-year period, of which 16 are new budgeted
projects for the upcoming fiscal year. In total, the City Council is investing about $31.0
million in capital improvements in FY 20 and $96.6 million over the five-year planning
horizon. This is a major investment in the City’s infrastructure and represents a
XII
significant commitment to our community’s future. On-going road projects continue to
be a major focus of our CIP, as well as continued improvements to the City’s aging
facilities and major capital equipment. Funding for the CIP comes from different
sources including Gas Taxes, Measure “M”, Development Impact Fees, State and
Federal Grants, former Redevelopment Bond Proceeds, and Community
Development Block Grants. The following are highlights of the FY 20 Capital
Improvement Plan:
Installation of shade sails over existing tot lot equipment at Grijalva Park, as well
as working with community groups related to updating the Grijalva Park Master
Plan.
Renovation of portions of Handy Park, including the parking lot and community
room.
Replacement of the exiting pedestrian bridge with a new steel structured bridge at
the Del Rio Community Facilities District.
Installation of video surveillance systems at various city parks.
Expansion of the apparatus bay at Fire Station No. 2.
Design of the new Fire Headquarters facility to be located at Water Street.
Renovation of the Children’s Homework Center at the Orange Public Library &
History Center.
Rehabilitation of the Orange libraries, including interior carpeting, lighting, and
interior and exterior painting.
Design of the proposed Old Towne East Parking Structure to be located at South
Grand Street across from City Hall.
Commitment of $5.2 million to the Pavement Management Program and an
additional $6.2 million for street maintenance and rehabilitation efforts at various
locations throughout the City.
Commitment of $4.1 million towards 13 projects intended to maintain or improve
the City’s water production and distribution system, including the annual pipeline
replacement project and design of Well 28 in Old Towne.
With continued limited resources, and the General Fund contributing a portion towards
CIP projects, staff has made every effort to prolong much needed repairs and
improvements to City facilities and infrastructure. As such, City Council is utilizing
about $507,000 from the Capital Projects Fund (500) for this purpose. Although we
maintain a healthy fund balance in our Capital Projects Fund, we anticipate fewer
contributions to this fund as we continue to tighten our budget in future years. In
addition, we have not yet identified funding sources for the long-term reinvestment of
our City facilities, including City Hall, the Corporation Yard, and parking lots. We will
explore various funding methods to mitigate the absence of dedicated funds for the
long-term maintenance of these facilities. Furthermore, our development impact funds
for Parks, Libraries, Police facilities and Fire stations are also becoming tighter as
demand on these funds increase due to aging facilities. As such, we have begun to
XIII
assess the cost components for these fees with the intent to present recommended
adjustments in their structure to the City Council later in 2019.
LOOKING FORWARD
I have always believed budget decisions made in good years are often more critical than
those made in bad ones. With this in mind, our long-standing fiscal prudence has served
us well when we have faced tough economic times. This fiscal conservatism, combined
with the implementation of proactive budgetary measures, allowed the City to weather the
Great Recession with minimal service impacts, emerging from that time-period in strong
financial shape. This has contributed to the City Council’s ability to adopt eight successive
balanced budgets, including that of FY 20. However, as mentioned earlier in this report,
adopting a balanced General Fund budget for FY 21 will be a challenge. While we
anticipate General Fund revenues will increase by roughly 2.0% in FY 21, that growth will
not keep pace with the expected increase in our PERS costs and labor costs. As such,
the early look at FY 21 suggests a potential fiscal deficit. That outlook is similar for FY
22. Of course, the crystal ball gets rather murky as we look beyond FY 22 since there is
very little consensus among economists as to the future direction of the nation-wide
economy.
CONCLUSION
Every day, I am impressed how our staff achieves high levels of performance while
carrying out the City’s service objectives. This is why I am confident City staff is up to the
task of completing the work plans included in this budget, as well as addressing any future
fiscal challenges. Our staff is guided by the City’s Mission Statement - The City of Orange
is committed to excellent service for our residents, businesses and visitors . This
dedication to the community is illustrated in many ways: Orange remains one of the safest
cities in the Nation; we have among the lowest water, trash, and sanitation rates in the
County; our costs for doing business in Orange rank consistently among the lowest in
Southern California; and we continue to provide highly regarded community events such
as the Holiday Tree Lighting Ceremony, the Third of July Celebration, Concerts in the
Park, Harvest Festival, and Veteran’s Day Celebration.
Our ability to present a balanced budget for FY 20 is primarily due to the fiscal foundation
established through the City Council’s conservative practices. The second contributing
factor has been innovative solutions to our fiscal limitations, coupled with strategic
decisions to positively impact staffing and the organization. The final, most important
factor, is the dedication of each and every employee to preserve our core services and
those community aspects that make Orange such a great place to live, work and play.
THANKS AND APPRECIATION
There is no doubt the preparation of this budget would not be possible without the
dedication and commitment of the City’s Department Heads and their key staff members.
To each of them, I extend my thanks and appreciation for their hard work, patience, and
“can do” approach as we developed this budget, particularly in light of implementing the
Operational Budget Reductions. The extra effort required to prepare the departmental
budgets coincides with the exceptional demands of the City’s day-to-day operations.
Although this document results from the efforts of many people, I would like to offer a
special thanks to the Finance Department budget team, which includes Will Kolbow,
XIV
Robert Moya, Michelle Moore, Katrin Bandhauer, Josephine Chan, Ann Bui, and Elsa
Chow, as well as Susan Galvan, Aaron Schulze, and Corinna Rivas from the City
Manager’s Office, who all displayed remarkable dedication, teamwork, and tenacity in
accomplishing this task.
I would also like to express my appreciation to the members of the City Council for your
confidence in the City’s management team as well as your policy direction in this budget
process. This document reflects the directions and suggestions you offered, as well as
the sincere compassion you have for this community.
Sincerely,
Rick Otto
City Manager
FY 20 Budget
HISTORICAL SUMMARY OF REVENUES AND EXPENDITURES
BY FUND TYPE
Actual Actual Estimate Budget
2016/17 2017/18 2018/19 2019/20
REVENUES
General Fund 113,232,220 111,744,128 117,986,553 116,191,739
Special Revenue 19,521,503 20,443,102 22,843,573 23,695,007
Capital Projects 7,373,030 5,636,512 8,581,555 16,599,231
Enterprise 28,428,345 32,640,950 33,269,325 35,946,437
Internal Service 11,994,300 10,304,951 13,398,848 13,179,124
Redevelopment (Successor) 7,666,875 6,326,726 6,212,335 5,823,962
Total Revenues 188,216,273 187,096,369 202,292,189 211,435,500
EXPENDITURES
General Fund 103,056,797 106,721,087 114,238,336 116,130,315
Special Revenue 31,844,537 29,322,031 28,650,121 28,765,135
Capital Projects 5,824,584 14,502,080 14,593,441 13,300,310
Enterprise 29,293,848 33,413,888 28,790,347 37,878,388
Internal Service 19,852,235 17,830,489 18,881,142 18,017,177
Redevelopment (Successor) 5,065,635 3,606,284 2,875,696 5,598,220
Total Expenditures 194,937,637 205,395,858 208,029,083 219,689,545
1
FY 20
SCHEDULE OF CHANGES IN FUND BALANCE
Est. Available Estimated
Fund Fund Balance Transfers Transfers Estimated Estimated Fund Balance
No.Funds 7/1/2019 In Out Revenues Expenditures 6/30/2019
GENERAL FUNDS
100 General Operating Fund 9,516,448 - 4,400,000 116,191,739 116,130,314 5,177,873
TOTAL GENERAL FUNDS 9,516,448 - 4,400,000 116,191,739 116,130,314 5,177,873
SPECIAL REVENUE FUNDS
110 Building Records Management 658,847 - - 190,102 238,624 610,325
115 Business Investment 1,966,199 3,035,300 - 50,395 3,500,000 1,551,894
120 Proposition 172* 531,474 - - 1,026,471 567,329 990,616
125 Emergency Transport Program 741,202 - - 2,634,052 3,334,530 40,724
130 PEG Program 179,638 - - 286,924 203,281 263,281
140 CASp 118,714 - - 61,587 30,000 150,301
150 O.C.P.T. Building Maintenance 64,076 - - 15,871 9,278 70,669
220 Sanitation and Sewer 2,683,682 - - 5,867,791 5,553,095 2,998,378
245 Air Pollution Reduction 34,325 - - 184,972 198,850 20,447
263 Traffic Improvement - Measure M2 613,634 - - 3,184,625 2,698,017 1,100,242
270-2 Gas Tax 1,803 - - 3,831,341 3,707,951 125,193
274 Road Maintenance Rehabilitation Account - - - 2,363,852 2,349,538 14,314
284 T.S.I.P. Area "B" 2,231,973 - - 271,494 2,375,813 127,654
285 T.S.I.P. Area "C" 121,009 - - 19,052 - 140,061
286 T.S.I.P. Area "D" 355,235 - - 232,815 - 588,050
291 Santiago Hills Landscape District 399,974 - - 917,836 1,016,416 301,394
293 Sycamore Crossing Landscape District 67,264 - - 49,157 54,319 62,102
294 Del Rio Landscape Maint. District 266,114 - - 93,561 333,800 25,875
310 C.D.B.G. - - - 1,400,635 1,400,635 -
315 C.D.B.G. - Deferred Loan/Housing Rehab 274,979 - - 5,041 - 280,020
316 Federal Rental Rehabilitation 146,459 - - 2,605 - 149,064
317 H.O.M.E. Grant - - - 440,172 430,891 9,281
320 California Parklands 124,127 - - 2,208 - 126,335
350 Traffic Safety Grant 294,066 - - 39,533 5,519 328,080
354 A.B. 3229 - COPS/State 741,734 - - 228,943 219,791 750,886
355-7 Asset Seizure-Federal 2,566,150 - - 160,853 385,925 2,341,078
916 Affordable Housing 251,380 - - 4,732 6,318 249,794
921 Low & Moderate Income Housing 1,994,745 - - 128,387 145,215 1,977,917
TOTAL SPECIAL REVENUE FUNDS 17,428,803 3,035,300 - 23,695,007 28,765,135 15,393,975
400 CITY DEBT SERVICE FUND - - - - - -
CAPITAL PROJECT FUNDS
500 Capital Projects** 9,988,746 - 350,000 11,510 807,022 8,843,234
510 Park Acquistion 3,017,664 - - 7,909,082 1,899,500 9,027,246
511 Park Acquistion - Quimby 175,368 - - 124,191 - 299,559
512 El Modena Park 363,251 - - 87,338 250,000 200,589
520 Sewer Construction 1,875,481 - - 2,175,925 2,000,000 2,051,406
530 Drainage District 3,980 - - 71 - 4,051
540 Old Towne Parking Facility 286,331 - - 9,427 263,507 32,251
550 Reimbursable Capital Projects - - - 4,555,281 4,555,281 -
555 Parking in Lieu 100,462 - - 1,787 - 102,249
560 Fire Facilities Fees 1,356,150 - - 629,277 1,185,000 800,427
570 Police Facilities Fees 357,648 - - 320,661 113,800 564,509
573 Library Facility Fees 349,703 - - 551,004 276,200 624,507
951 City Trf: Tustin Project Taxable 94,016 - - 21,502 - 115,518
952 City Trf: NW & SW 2003 Taxable 75,407 - - 37,177 - 112,584
953 City Trf: NW & SW 2003 Exempt 757,834 - 430,000 19,738 - 347,572
954 City Trf: Merged 2008 Exempt 1,692,931 430,000 - 145,260 1,950,000 318,191
TOTAL CAPITAL PROJECT FUNDS 20,494,972 430,000 780,000 16,599,231 13,300,310 23,443,893
ENTERPRISE FUNDS
2
FY 20
SCHEDULE OF CHANGES IN FUND BALANCE
Est. Available Estimated
Fund Fund Balance Transfers Transfers Estimated Estimated Fund Balance
No.Funds 7/1/2019 In Out Revenues Expenditures 6/30/2019
600 Water Utility Operations 5,077,926 - - 35,946,437 37,878,388 3,145,975
TOTAL ENTERPRISE FUNDS 5,077,926 - - 35,946,437 37,878,388 3,145,975
INTERNAL SERVICE FUNDS
710 Equipment Expense 80,349 150,000 - 2,724,999 2,881,991 73,357
720 Equipment Replacement 5,229,850 200,000 150,000 474,999 2,579,027 3,175,822
725 Major Building Improvements 58,927 350,000 - - 351,844 57,083
730 Self Insurance Worker's Compensation 6,732,824 - 800,000 3,656,713 3,804,540 5,784,997
740 Self Insurance Liability 135,160 800,000 - 2,316,918 2,324,766 927,312
752 Self Insurance Dental 376,966 - - 448,728 415,128 410,566
760 Employee Accrued Liability 6,759,665 - - 1,189,194 1,635,552 6,313,307
780 Information Systems Operations 108,995 600,000 - 2,237,272 2,912,375 33,892
790 Computer Replacement 1,026,205 900,000 600,000 130,301 1,111,955 344,551
TOTAL INTERNAL SERVICE FUNDS 20,508,941 3,000,000 1,550,000 13,179,124 18,017,178 17,120,887
REDEVELOPMENT FUNDS
920 Obligation Retirement Fund 2,005,294 - 4,917,635 5,669,915 - 2,757,574
940 O.R.A. Merged Projects 1,939,926 250,000 913,915 113,631 109,170 1,280,472
987 O.R.A. Merged Debt Service 2,149,815 5,581,550 - 40,416 5,489,050 2,282,731
TOTAL REDEVELOPMENT FUNDS 6,095,035 5,831,550 5,831,550 5,823,962 5,598,220 6,320,777
GRAND TOTAL ALL FUNDS 79,122,125 12,296,850 12,561,550 211,435,500 219,689,545 70,603,380
* Includes $473,166 payment for interloan fund from Fund 120 to Fund 500
** Includes $473,166 revenue from Fund 120 to Fund 500
3
FY 20 BUDGET
SCHEDULE OF TRANSFERS
FUND FROM FUND TO DESCRIPTION AMOUNT
100 General Fund 720 Equipment Replacement Fund Vehicle Replacement 200,000
100 General Fund 790 Computer Replacement Fund Equipment Replacement 900,000
100 General Fund 740 Liability Fund City Liability 400,000
100 General Fund 115 Business Investment Fund Business Investment Fund 2,900,000
500 Capital Projects Fund 725 Major Bldg Improvements Fund Infrastrucuture Improvements 350,000
720 Equipment Replacement Fund 710 Equipment Maintenance Fund Vehicle Maintenance 150,000
730 Worker's Compensation Fund 740 Liability Fund City Liability 800,000
790 Computer Replacement Fund 780 Info. Technology Maint. Fund IT Maintenance 600,000
920 SAORA Obligation Retirement 940 SAORA - Capital Projects Pass Thru 250,000
920 SAORA Obligation Retirement 987 SAORA Merged Debt Service Pass Thru 4,667,635
940 SAORA - Capital Projects 987 SAORA Merged Debt Service Pass Thru 913,915
953 City Trf: NW& SW 2003 Exempt 954 City Trf: Merged 2008 Exempt CIP Projects 430,000
TOTAL TRANSFERS 12,561,550
4
FY 20 Budget
HISTORICAL SCHEDULE OF REVENUE SOURCES
BY FUND TYPE AND CATEGORY
Actual Actual Estimate Budget
2016/17 2017/18 2018/19 2019/20
GENERAL FUND
Taxes 74,419,218 75,192,682 80,208,745 81,140,674
Franchises 2,505,636 2,557,759 2,568,836 2,591,495
Licenses & Permits 4,966,017 4,807,460 5,020,455 4,620,137
Fines & Forfeitures 1,706,291 1,852,674 2,024,000 2,012,000
Use of Money & Property 1,583,302 1,893,948 1,864,860 2,019,020
Revenue from Other Agencies 14,280,314 14,904,499 15,626,306 15,171,725
Fees for Services 5,377,764 5,275,587 5,907,129 5,571,987
Miscellaneous Revenues 6,292,678 3,158,519 2,626,109 603,798
Interfund Revenue 2,101,000 2,101,000 2,440,113 2,460,903
Total General Fund 113,232,220 111,744,128 118,286,553 116,191,739
SPECIAL REVENUE FUNDS
Taxes 4,671,691 4,760,282 4,930,688 5,013,537
Franchises 249,394 311,090 336,498 341,590
Fines & Forfeitures 43,070 70,171 40,000 40,000
Use of Money & Property 628,703 725,636 766,484 750,573
Revenue from Other Agencies 4,744,950 5,942,815 7,831,845 8,539,319
Fees for Services 6,779,187 7,904,017 8,464,257 8,585,770
Miscellaneous Revenues 2,404,508 729,091 473,801 424,218
Total Special Revenue Funds 19,521,503 20,443,102 22,843,573 23,695,007
CAPITAL PROJECTS FUNDS
Licenses & Permits 835,428 420,598 3,936,250 7,950,012
Use of Money & Property 422,281 502,075 545,221 544,655
Revenue from Other Agencies 2,859,986 1,319,081 1,204,773 4,555,281
Fees for Services 206,023 2,429,079 2,895,311 3,549,283
Miscellaneous Revenues 3,049,312 965,679 - -
Total Capital Projects Funds 7,373,030 5,636,512 8,581,555 16,599,231
ENTERPRISE FUNDS
Licenses & Permits - - - 1,000
Fines & Forfeitures 168,355 173,398 216,424 216,424
Use of Money & Property 91,975 89,772 85,551 86,429
Fees for Services 19,326,925 23,382,605 24,165,000 26,613,000
Miscellaneous Revenues 156,149 83,439 99,050 35,400
Water Charges for Services 8,684,941 8,911,736 8,703,300 8,994,184
Total Enterprise Funds 28,428,345 32,640,950 33,269,325 35,946,437
5
FY 20 Budget
HISTORICAL SCHEDULE OF REVENUE SOURCES
BY FUND TYPE AND CATEGORY
Actual Actual Estimate Budget
2016/17 2017/18 2018/19 2019/20
INTERNAL SERVICE FUNDS
Miscellaneous Revenues 248,094 120,062 95,000 95,000
Interfund Revenue 11,746,206 10,184,889 13,303,848 13,084,124
Total Internal Service Funds 11,994,300 10,304,951 13,398,848 13,179,124
REDEVELOPMENT (SUCCESSOR) FUNDS
Use of Money & Property 160,508 175,468 156,204 154,047
Revenue from Other Agencies 7,506,367 6,150,753 6,056,131 5,669,915
Miscellaneous Revenues - 505 - -
Total Redevelopment (Successor)
Funds 7,666,875 6,326,726 6,212,335 5,823,962
GRAND TOTAL 188,216,273 187,096,369 202,592,189 211,435,500
6
FY 20 Budget
HISTORICAL SCHEDULE OF REVENUE SOURCES BY FUND
TYPE AND FUND
Actual Actual Estimate Budget
2016/17 2017/18 2018/19 2019/20
GENERAL FUND
General Fund - 100 113,232,220 111,744,128 118,286,553 116,191,739
Total General Fund 113,232,220 111,744,128 118,286,553 116,191,739
SPECIAL REVENUE FUNDS
Building Records and Planning Documents Fund - 110 81,692 142,509 190,102 190,102
Business Investment Fund - 115 43,901 60,267 50,395 50,395
Proposition 172 Fund - 120 984,275 991,311 1,018,471 1,026,471
Emergency Transport Program Fund - 125 2,404,318 2,573,977 2,702,245 2,634,052
1% PEG Fund - 130 260,041 285,689 281,832 286,924
CAPs Certification & Training Fund - 140 - 39,332 61,587 61,587
OCPT Building Maintenance Fund - 150 14,064 14,932 15,871 15,871
Sanitation and Sewer Fund - 220 4,693,755 5,709,945 5,729,791 5,867,791
Air Pollution Reduction Fund - 245 182,175 223,102 182,642 184,972
Traffic Improvement - Measure M2 Fund - 263 3,029,282 2,987,655 3,134,684 3,184,625
Gas Tax Maintenance Fund - 270 2,245,374 1,994,971 2,234,177 3,295,586
Gas Tax Construction Fund - 271 122,451 123,113 63,242 69,940
Gas Tax - Proposition 111 Fund - 272 469,147 982,774 841,098 465,815
Road Maintenance Rehabilitation Account Fund - 274 - 826,669 2,265,249 2,363,852
TSIP Area "B" Fund - 284 134,002 271,469 249,354 271,494
TSIP Area "C" Fund - 285 32,532 30,948 48,536 19,052
TSIP Fund - 286 2,995 3,876 191,958 232,815
Santiago Hills Lndscpe Maint District Fund - 291 952,822 915,139 926,704 917,836
Sycamore Crossing Lndscpe Maint District Fund - 293 48,661 48,739 49,157 49,157
Del Rio Landscape Maintenance District Fund - 294 75,616 77,347 91,821 93,561
CDBG/HOME - Funds 310-318 1,337,613 1,164,722 1,835,198 1,848,453
California Parklands - 320 1,442 1,816 2,208 2,208
Traffic Congestion Relief - 340 1,957 2,203 1,600 -
Traffic Safety Grant - 350 27,111 35,570 39,533 39,533
Federal Police Grants - 353 10,293 - - -
AB 3229 COPS/State Grant Fund - 354 288,241 311,132 334,759 228,943
Asset Seizure Funds - 355-357 1,861,227 266,041 168,207 160,853
Affordable Housing - New Construction - 916 2,651 23,132 4,732 4,732
Low and Moderate Income Housing Fund - 921 213,865 334,722 128,420 128,387
Total Special Revenue Funds 19,521,503 20,443,102 22,843,573 23,695,007
CAPITAL PROJECTS FUNDS
Capital Projects - 500 2,994,806 21,741 14,636 11,510
Park Acquisition and Development Fund - 510-511 953,940 546,084 4,019,511 8,033,273
El Modena Park Facilities Fund - 512 75,277 81,053 84,778 87,338
Sewer Construction Fund - 520 4,146 2,090,397 2,113,925 2,175,925
Storm Drain Fund - 530 46 58 71 71
7
FY 20 Budget
HISTORICAL SCHEDULE OF REVENUE SOURCES BY FUND
TYPE AND FUND
Actual Actual Estimate Budget
2016/17 2017/18 2018/19 2019/20
CAPITAL PROJECTS FUNDS (Cont.)
Old Towne Parking Facility Fund - 540 5,465 11,492 9,427 9,427
Reimbursable Capital Projects Fund - 550 2,905,889 2,268,742 1,204,773 4,555,281
Parking in Lieu Fund - 555 1,167 1,470 1,787 1,787
Fire Facility Fees Fund - 560 136,973 279,260 439,725 629,277
Police Facility Fees Fund - 570 49,371 97,503 192,209 320,661
Library Facility Fees - 573 75,131 44,349 277,036 551,004
ORA Housing Set-Aside Fund - 951 14,047 17,686 21,502 21,502
NW & SW Merged 2003 Taxable Bonds - 952 19,911 25,069 37,177 37,177
NW & SW Merged 2003 Tax Exempt Bonds - 953 13,104 16,450 19,738 19,738
NW & SW Merged 2008 Tax Exempt Bonds - 954 123,757 135,158 145,260 145,260
Total Capital Projects Funds 7,373,030 5,636,512 8,581,555 16,599,231
ENTERPRISE FUNDS
Water Utility Operations Fund - 600 28,428,345 32,640,950 33,269,325 35,946,437
Total Enterprise Funds 28,428,345 32,640,950 33,269,325 35,946,437
INTERNAL SERVICE FUNDS
Equipment Expense Fund - 710 2,473,938 1,362,343 2,721,881 2,724,999
Equipment Replacement Fund - 720 409,738 413,337 472,290 474,999
Self Insurance - Worker's Compensation - 730 3,550,233 3,509,913 3,771,467 3,656,713
Self Insurance - Liability - 740 1,462,203 872,023 2,032,642 2,316,917
Self Insurance - Dental - 752 407,474 404,272 448,728 448,728
Employee Accrued Liability - 760 1,512,560 1,526,244 1,370,241 1,189,194
Information Systems Operations Fund - 780 1,924,370 2,141,821 2,434,232 2,237,273
Computer Replacement Fund - 790 253,784 74,998 147,367 130,301
Total Internal Service Funds 11,994,300 10,304,951 13,398,848 13,179,124
REDEVELOPMENT (SUCCESSOR) FUNDS
Redevelopment Obligation Retirement Fund - 920 7,491,489 6,150,753 6,056,131 5,669,915
ORA Merged Projects - 940 139,466 129,480 115,788 113,631
ORA Merged Debt Service - 987 35,920 46,493 40,416 40,416
Total Redevelopment (Successor)
Funds 7,666,875 6,326,726 6,212,335 5,823,962
GRAND TOTAL 188,216,273 187,096,369 202,592,189 211,435,500
8
++++++++FY 20 Budget
Actual Actual Estimate Budget
2016/17 2017/18 2018/19 2019/20
General Fund - 100
Taxes
40111 Current Secured 20,983,495 21,895,650 22,815,267 23,727,878
40112 Current Unsecured 658,718 703,636 733,189 762,516
40113 Current Supplemental 616,324 701,721 731,193 760,441
40114 Homeowners Property Tax Relief 132,156 127,254 132,599 137,903
40115 Property Tax Increment Pass Through 361,914 456,574 475,750 494,780
40116 Property Tax - Waterfall 2,829,388 3,383,661 3,401,714 3,560,861
40121 Prior Year Secured 185,182 164,157 171,052 177,894
40122 Prior Year Unsecured 9,186 10,059 10,481 10,901
40510 Sales Tax 42,415,659 41,316,133 45,587,000 45,337,000
40610 Transient Occupancy Tax 5,412,976 5,475,877 5,400,000 5,420,000
40611 Penalties on Transient Occupancy Tax 518 957,670 750,000 750,000
40620 Real Property Transfer Tax 813,702 290 500 500
Total Taxes 74,419,218 75,192,682 80,208,745 81,140,674
Franchises
41110 The Gas Company 245,621 255,928 255,928 255,928
41120 Southern California Edison 832,945 869,719 869,719 869,719
41130 Time Warner Cable 919,836 1,006,334 1,053,110 1,074,172
41140 ATT Cable Franchise 388,582 325,149 292,000 292,000
41150/41160 Franchise - Other 118,652 100,629 98,079 99,676
Total Franchises 2,505,636 2,557,759 2,568,836 2,591,495
Licenses & Permits
42110 Business Licenses 2,786,659 2,850,830 2,900,000 2,900,000
42120 Bicycle Licenses 100 154 100 100
42210 Building Permits 956,504 910,890 825,000 781,756
42220 Plumbing Permits 190,420 144,985 170,000 54,350
42230 Electrical Permits 244,791 240,169 290,000 291,289
42235 Mechanical Permits 175,311 158,984 150,000 171,583
42240 Banner and Temporary Sign Permits 3,960 3,400 12,000 12,000
42260 Sewer Permits (Building)23,492 32,753 6,000 6,000
42270 Grading Permit Issuance 1,700 2,764 1,700 1,900
42280 Transportation Permit Issuance 41,414 40,557 40,000 40,294
42281 Outdoor Dining Permits 17,327 410 9,700 8,500
42285 Enroachment Permit Issuance 43,293 64,772 69,000 73,950
42410 Parking Permits 8,495 7,676 45,880 10,000
42420 SMDA & ERF Admin 707 2,023 700 700
42421 CAPs Funds for ADA Training 13,097 - - -
SCHEDULE OF REVENUE SOURCES - DETAIL
GENERAL FUND
9
++++++++FY 20 Budget
Actual Actual Estimate Budget
2016/17 2017/18 2018/19 2019/20
SCHEDULE OF REVENUE SOURCES - DETAIL
GENERAL FUND
Licenses & Permits (Cont.)
42430 State SMIP Permit Fees 1,449 1,234 2,700 2,700
42435 SB 1473 Green Billing Fee - California 606 609 800 800
42440 Annual Fire Permit Fees 384,768 231,575 390,000 210,264
42450 Underground Tank Permit Fees 29,870 28,180 47,397 53,951
42480 User Group Maintenance Fees 42,054 85,495 59,478 -
Total Licenses & Permits 4,966,017 4,807,460 5,020,455 4,620,137
Fines & Forfeitures
43110 Vehicle Code Fines 449,071 429,543 410,000 410,000
43116 Delinquent Penalties 148,958 122,959 147,000 135,000
43210 Fines - City Ordinances 1,022,288 1,228,915 1,400,000 1,400,000
43215 Penalties & Forfeitures 11,345 2,751 - -
43410 Library Fines 74,629 68,506 67,000 67,000
Total Fines & Forfeitures 1,706,291 1,852,674 2,024,000 2,012,000
Use of Money & Property
44110 Interest on Investments 680,524 854,887 804,000 804,000
44120 Interest on Tax Collections 12,551 21,837 15,000 15,000
44210 Rents & Concessions 809,429 932,534 955,513 1,108,954
44212 Cell Phone Tower Rental Revenue 80,798 84,690 90,347 91,066
Total Interest Earnings 1,583,302 1,893,948 1,864,860 2,019,020
Revenue From Other Agencies
45150 Federal Grant Revenue - 32,946 - -
45210 State Motor Vehicle in Lieu 12,332,783 12,990,608 13,588,406 14,131,942
45290 State Grant Funds 227,940 347,415 363,212 101,000
45320 State Grants-BSCC Local Assistance FY17 57,088 - -
45330 State Reimbursement - Mandated Costs 80,797 (8,791) 52,000 40,000
45491 County Theo Lacy Agreement 754,558 655,325 630,000 -
45492 County Waste Disposal Agreement 264,468 388,758 392,656 398,783
45495 Other Grant Revenue 54,347 48,238 100,032 -
45560 Private Developer - Uptown Parking 50,000 (50,000) - -
45570 Revenue from Chapman University 458,333 500,000 500,000 500,000
Total Revenue From Other Agencies 14,280,314 14,904,499 15,626,306 15,171,725
10
++++++++FY 20 Budget
Actual Actual Estimate Budget
2016/17 2017/18 2018/19 2019/20
SCHEDULE OF REVENUE SOURCES - DETAIL
GENERAL FUND
Fees for Services
46110 Zoning Change Fees 1,920 2,492 2,000 2,000
46111 Zone Clearance (Counter Review)50,070 45,420 38,000 38,000
46130 Development Related Services 372,469 202,198 246,507 242,340
46140 Non-deposit Based Application Fees 1,184 1,270 5,900 9,950
46150 Plan Checking Fees (Building)527,409 501,471 500,000 500,000
46151 Security Plan Check Fees 1,041 1,974 2,000 2,000
46240 Development Agreements 100,000 - 200,000 -
46260 Mills Act Fees 15,720 12,900 25,000 25,000
46300 Encroachment Fee (Plan Check & Inspection) - - 150,000 163,100
46310 Plan Check Supplemental 38,126 67,358 35,000 35,000
46315 Plan Check & Inspection Fees - New Construction - - - 194,740
46320 Inspection Supplemental 98,853 172,142 100,000 100,000
46485 EV Charge Station Revenue 5,060 6,563 5,300 5,300
46520 Aquatics 37,643 90,842 89,960 107,050
46530 Recreation Events 168,918 162,549 163,939 156,929
46531 Summer Playground - Recreation Activities 80,448 96,522 132,656 191,615
46540 Recreation Classes 494,544 383,042 336,627 336,750
46621 Massage Processing Fee 1,712 1,540 1,820 1,820
46622 ABC License Fee 19,200 16,070 15,000 15,000
46630 Alarm Services - - - 604
46670 Police Tow Release Charge 28,840 31,160 135,470 135,470
46671 Private Property Impound Fees 30,156 31,136 22,788 22,788
46690 False Alarms 118,034 96,879 90,000 90,000
46695 Firearms Inspections - - 749 1,805
46711 Paramedic Enrollment 436,157 411,577 420,000 420,000
46712 Paramedic Direct Fees 1,343,421 1,327,060 1,300,000 1,300,000
46713 Medical Supplies Charges 153,534 151,664 150,000 150,000
46715 IGT Reimbursement for Transport Fees 140,398 333,657 477,550 -
46720 Plan Review-Construction Inspection 119,518 116,961 182,000 231,001
46730 Safety/Hazard Permits 5,347 2,960 4,000 4,000
46740 Reports- Basic and Redacted 95,782 105,828 14,495 6,100
46741 Purge/Notification Letter - - 729 729
46742 Reports - Basic - - 36,000 36,000
46743 Reports - Extensive - - 164 164
46744 Reports - Redacted - - 451 451
46745 OPM/3rd Party Background Checks - - 2,700 2,700
46746 U-Visa Nonimmigrant Status Certification - - - 1,215
46760 Fire Investigations (Restitution) - - 1,000 1,000
46761 Small Spill 130 - - -
46772 Hazardous Materials Disclosure 191,533 171,421 230,000 257,562
46790 Other Fire Services 2,922 - 2,208 1,000
46810 Non-Compliance Fee 39,675 49,011 50,000 50,000
11
++++++++FY 20 Budget
Actual Actual Estimate Budget
2016/17 2017/18 2018/19 2019/20
SCHEDULE OF REVENUE SOURCES - DETAIL
GENERAL FUND
Fees for Services (Cont.)
46820 New Processing Fee 155,154 165,335 250,000 250,000
46830 Renewal Processing Fee 378,906 386,161 300,000 300,000
46911 Library Local History Fees - 1,295 950 -
46920 Witness Fees 3,865 10,651 4,200 4,200
46930 Filing & Certification Fees 492 - 150 150
46935 Passport Processing Fee 77,510 74,430 110,000 110,000
46936 Passport Photo Fee 21,900 20,810 27,500 31,954
46940 Plans & Specification Charges 1,570 2,812 3,820 1,500
46955 Other Charges for Services 18,603 20,426 20,300 17,788
46956 Citation Validation - - 3,402 3,402
46957 Civil Subpeona - - 1,455 1,455
46958 Digital Media Copies - - 5,842 2,484
46959 Fingerprints/Livescan - - 2,263 2,263
46960 Immigration Clearance Letter - - 837 837
46961 Tow Truck Dirve ID Fee - - 315 315
46962 Tow Truck Driver ID Fee-Renewal - - 1,080 1,080
46963 Vehicle ID Verification - - 1,460 1,460
46964 Vehicle Repossession - - 3,542 3,916
Total Fees for Services 5,377,764 5,275,587 5,907,129 5,571,987
Miscellaneous Revenue
48110 Sale of Real & Personal Property 4,221,268 - - -
48130 Sale of Junk & Waste 6,254 3,999 560 550
48140 Sale of Maps, Documents, Copies 26,186 24,552 19,250 19,210
48210 Expense Reimbursements 484,372 499,419 374,351 215,188
48212 Reimbursement from O.E.S. 849,925 2,097,690 1,740,914 -
48221 Reimbursement - P.O.S.T. Salaries 8,941 60,092 23,584 15,000
48222 Reimbursement-DOJ Live Scan Fee - - 1,148 -
48250 Reimbursement - Street Fair 187,983 196,575 256,199 300,000
48265 Reimbursement - Postage 2,687 1,577 2,500 2,500
48270 Reimb-Other-OCFA USAR Training - 4,058
48280 Reimbursement - Assess Dist Admin 6,945 6,945 - -
48282 General Plan Amendment Update Surcharge 205,702 - - -
48350 Cash Overages/Shortages 72 (42) (1) -
48363 Restitution 6,132 4,909 6,000 6,000
48365 Miscellaneous Rebates 10,229 15,521 10,000 15,000
48380 Other Miscellaneous Revenue 13,127 20,237 17,600 10,350
48382 Library Pre-Paid Card 23,411 20,954 20,000 20,000
48390 Donations 237,564 201,897 148,996 -
48420 Filming Productions 1,880 4,194 950 -
Total Miscellaneous Revenue 6,292,678 3,158,519 2,626,109 603,798
12
++++++++FY 20 Budget
Actual Actual Estimate Budget
2016/17 2017/18 2018/19 2019/20
SCHEDULE OF REVENUE SOURCES - DETAIL
GENERAL FUND
Interfund Revenue
49031 G & A Admin - G.O. Funds 2,101,000 2,101,000 2,440,113 2,460,903
Total Interfund Revenue 2,101,000 2,101,000 2,440,113 2,460,903
TOTAL GENERAL FUND 113,232,220 111,744,128 118,286,553 116,191,739
13
FY 20 Budget
SCHEDULE OF REVENUE SOURCES - DETAIL
SPECIAL REVENUE FUNDS
Actual Actual Estimate Budget
2016/17 2017/18 2018/19 2019/20
Building Records and Planning Documents Fund - 110
44110 Interest on Investments 6,118 7,857 11,102 11,102
46120 Technology Fee - - 44,000 44,000
48170 Building Records Mgt. Fee 75,574 63,315 65,000 65,000
48282 General Plan Amendment Update Surcharge - 71,337 70,000 70,000
Total Building Records Mgt.81,692 142,509 190,102 190,102
Business Investment Fund - 115
44110 Interest on Investments 43,901 60,267 50,395 50,395
Total Business Investment 43,901 60,267 50,395 50,395
Proposition 172 Fund - 120
40510 Sales Tax 946,857 986,154 1,015,000 1,023,000
44110 Interest on Investments 32,418 5,157 3,471 3,471
48210 Expense Reimbursements 5,000 - - -
Total Proposition 172 984,275 991,311 1,018,471 1,026,471
EMT Transport Fund - 125
44110 Interest on Investments 11,438 17,310 19,052 19,052
45290 GEMT - Fire Ground Emergency Medical Transport 51,489 243,792 133,000 115,000
46716 QAF Reimbursement for Transport Fees - - 250,000 200,000
46780 EMT Transportation 2,341,391 2,312,875 2,300,000 2,300,000
48210 Expense Reimbursements - - 193 -
Total EMT Transport 2,404,318 2,573,977 2,702,245 2,634,052
1% PEG Fund - 130
41160 PEG from Cable Franchises 249,394 271,869 276,498 281,590
44110 Interest on Investments 10,647 13,820 5,334 5,334
Total PEG 260,041 285,689 281,832 286,924
CAPs Certification & Training Fund - 140
42421 CAPs Funds for ADA Training - 39,221 60,000 60,000
44110 Interest on Investments - 111 1,587 1,587
Total CAPs Certification & Training - 39,332 61,587 61,587
OCPT Building Maintenance Fund - 150
44110 Interest on Investments 1,064 1,432 1,871 1,871
44210 Rents & Concessions 13,000 13,500 14,000 14,000
Total OCPT Building Maintenance 14,064 14,932 15,871 15,871
14
FY 20 Budget
SCHEDULE OF REVENUE SOURCES - DETAIL
SPECIAL REVENUE FUNDS
Actual Actual Estimate Budget
2016/17 2017/18 2018/19 2019/20
Sanitation and Sewer Fund - 220
43116 Delinquent Penalty 43,070 70,171 40,000 40,000
44110 Interest on Investments 47,358 46,678 70,555 70,555
45290 State Grant Funds 72,327 108,418 - -
4613x Development Related Services 39,861 26,834 26,200 26,200
46470 City Sanitation Services (13) - - -
46480 Stormwater/Environmental Compliance 1,154,873 253,368 - -
46481 Street Sweeping 1,165,791 259,419 - -
46482 Tree Trimming 864,829 887,909 864,000 864,000
46483 Sewer Maintenance 1,069,392 3,891,274 4,600,000 4,738,000
46560 Street Tree Removal/Planting 9,366 14,711 - -
46940 Plans & Specification Charges 625 30 500 500
46965 Establishment Fee 14,628 15,027 12,000 12,000
48210 Expense Reimbursements 126,112 50,570 31,000 31,000
48311 Bus Shelter Advertising 85,536 85,536 85,536 85,536
Total Sanitation & Sewer 4,693,755 5,709,945 5,729,791 5,867,791
SB2766 Air Pollution Reduction Fund - 245
44110 Interest on Investments 1,582 2,086 2,072 2,072
45530 Revenue from Other Public Agencies 180,593 221,016 180,570 182,900
Total SB2766 Air Pollution Reduction 182,175 223,102 182,642 184,972
Measure M2 Traffic Improvement Fund - 263
40520 Measure M Tax 2,739,812 2,779,864 2,906,254 2,978,911
44110 Interest on Investments 58,980 59,316 63,964 63,964
44210 Rents & Concessions 19,835 21,000 21,000 21,000
45495 Other Grant 124,455 127,310 110,000 120,000
46940 Plans & Specification Charges 6,200 165 750 750
48110 Sale of Real & Personal Property 80,000 - 32,716 -
Total Measure M2 Traffic Improvement 3,029,282 2,987,655 3,134,684 3,184,625
15
FY 20 Budget
SCHEDULE OF REVENUE SOURCES - DETAIL
SPECIAL REVENUE FUNDS
Actual Actual Estimate Budget
2016/17 2017/18 2018/19 2019/20
Special Gas Tax Maintenance Fund - 270
44110 Interest on Investments 3,511 2,751 566 566
45220 State Gas Tax 429,099 412,841 436,952 682,705
45221 State Gas Tax 2106 395,352 386,708 461,042 451,196
45222 State Gas Tax 2107 1,007,459 616,885 819,078 937,452
45223 State Gas Tax 2107.5 10,000 10,000 10,000 10,000
45224 Prop 42 Replacement Gas Tax 7360 377,457 548,629 503,539 1,210,667
46130 Development Related Services - 66 - -
48210 Expense Reimbursements 22,496 17,091 3,000 3,000
Total Special Gas Tax Maintenance 2,245,374 1,994,971 2,234,177 3,295,586
Special Gas Tax Construction Fund - 271
44110 Interest on Investments 2,451 3,113 3,242 3,242
45221 State Gas Tax 2106 120,000 120,000 60,000 66,698
Total Special Gas Tax Construction 122,451 123,113 63,242 69,940
Proposition 111 Fund - 272
44110 Interest on Investments 44,877 30,862 36,178 36,178
44210 Rents & Concessions 56,292 61,833 63,000 63,000
45220 State Gas Tax 365,529 511,838 517,587 267,086
45222 State Gas Tax 2107 - 378,091 224,333 99,551
46940 Plans & Specification Charges 285 150 - -
48210 Expense Reimbursements 2,164 - - -
Total Proposition 111 469,147 982,774 841,098 465,815
Road Maintenance Rehabilitation Account Fund - 274
44110 Interest on Investments - 1,163 14,314 14,314
45220 State Gas Tax - 825,506 2,250,935 2,349,538
Total Road Maintenance Rehabilitation Account - 826,669 2,265,249 2,363,852
TSIP Area B Fund - 284
44110 Interest on Investments 76,427 90,194 106,451 106,451
45150 State Revenue - Other - 85 - -
46360 TSIP Fees 55,797 181,190 142,903 165,043
48210 Expense Reimbursements 1,778 - - -
Total TSIP Area B 134,002 271,469 249,354 271,494
16
FY 20 Budget
SCHEDULE OF REVENUE SOURCES - DETAIL
SPECIAL REVENUE FUNDS
Actual Actual Estimate Budget
2016/17 2017/18 2018/19 2019/20
TSIP Area C Fund - 285
44110 Interest on Investments 895 2,004 2,648 2,648
46360 TSIP Fees 31,637 28,944 45,888 16,404
Total TSIP Area C 32,532 30,948 48,536 19,052
TSIP Fund - 286
44110 Interest on Investments 2,995 3,771 4,597 4,597
46360 TSIP Fees - 105 187,361 228,218
Total TSIP 2,995 3,876 191,958 232,815
Santiago Hills Landscape Maintenance District Fund - 291
40350 Irvine Landscape & Lighting District 531,303 532,731 533,281 533,651
40360 Assessment 15-1 Landscape Maintenance 333,168 340,416 341,276 341,358
44110 Interest on Investments 6,233 10,552 11,145 11,145
48210 Expense Reimbursements 42,882 - - -
48230 Reimbursement - Landscape Maintenance 39,236 31,440 41,002 31,682
Total Santiago Hills LMD 952,822 915,139 926,704 917,836
Sycamore Crossing Landscape Maintenance District Fund - 293
40330 Assessments - Landscape 48,034 47,792 47,877 47,877
44110 Interest on Investments 627 947 1,280 1,280
Total Sycamore Crossing LMD 48,661 48,739 49,157 49,157
Del Rio CFD 06-01 Fund - 294
40330 Assessments - Landscape 72,517 73,325 87,000 88,740
44110 Interest on Investments 3,099 4,022 4,821 4,821
Total Del Rio CFD 06-01 75,616 77,347 91,821 93,561
Community Development Block Grant Fund - 310
45120 Federal HUD Grants 1,289,412 1,101,337 1,314,345 1,400,635
46940 Plans & Specification Charges 75 - - -
Total Community Development Block Grant 1,289,487 1,101,337 1,314,345 1,400,635
CDBG - Housing Rehab/Loans Fund - 315
44010 Principal & Revenue Abatements (2,876) (28,993) (32,895) -
44100 Principal Repayments - 24,976 32,895 -
44110 Interest on Investments 2,876 4,017 5,041 5,041
44151 Interest - Deferred Loans - 10,176 - -
Total CDBG Housing Rehab/Loans - 10,176 5,041 5,041
17
FY 20 Budget
SCHEDULE OF REVENUE SOURCES - DETAIL
SPECIAL REVENUE FUNDS
Actual Actual Estimate Budget
2016/17 2017/18 2018/19 2019/20
Federal Rental Rehabilitation Fund - 316
44110 Interest on Investments 1,702 2,142 2,605 2,605
Total Federal Rental Rehabilitation 1,702 2,142 2,605 2,605
HOME Fund - 317
44010 Principal & Revenue Abatements (118,441) (16,533) (14,356) (11,793)
44100 Principal Repayments 118,441 16,533 15,450 11,793
44110 Interest on Investments 2,105 4,217 5,562 5,562
44151 Interest - Deferred Loans 14,841 17,888 16,903 3,719
45120 Federal HUD Grants 29,478 28,962 489,648 430,891
Total HOME 46,424 51,067 513,207 440,172
California Parklands Fund - 320
44110 Interest on Investments 1,442 1,816 2,208 2,208
Total State SB821 Grant 1,442 1,816 2,208 2,208
Traffic Congestion Relief Fund - 340
44110 Interest on Investments 1,957 2,203 1,600 -
Total Traffic Congestion Relief 1,957 2,203 1,600 -
Traffic Safety Grant Fund - 350
44110 Interest on Investments 2,661 3,620 4,878 4,878
46670 Police Tow Release Charge 24,450 31,950 34,655 34,655
Total Traffic Safety Grant 27,111 35,570 39,533 39,533
Federal Police Grants Fund - 353
45150 State Revenue - Other 10,293 - - -
Total Federal Police Grants 10,293 - - -
18
FY 20 Budget
SCHEDULE OF REVENUE SOURCES - DETAIL
SPECIAL REVENUE FUNDS
Actual Actual Estimate Budget
2016/17 2017/18 2018/19 2019/20
AB 3229 COPS Fund - 354
44110 Interest on Investments 6,234 9,735 13,943 13,943
45320 State Revenue-Other 282,007 301,397 320,816 215,000
Total AB 3229 COPS 288,241 311,132 334,759 228,943
Asset Seizure - Federal Fund - 355
44110 Interest on Investments 30,968 45,768 61,681 61,681
4841x Revenue from Asset Seizure 1,734,242 202,595 65,000 65,000
Total Asset Seizure - Federal 1,765,210 248,363 126,681 126,681
Asset Seizure - State (85%) Fund - 356
44110 Interest on Investments 1,258 1,803 1,876 1,876
4841x Revenue from Asset Seizure 78,615 11,226 30,901 25,000
Total Asset Seizure - State (85%) 79,873 13,029 32,777 26,876
Asset Seizure - State (15%) Fund - 357
44110 Interest on Investments 2,271 2,668 3,296 3,296
48410 Revenue from Asset Seizure 13,873 1,981 5,453 4,000
Total Asset Seizure - State (15%)16,144 4,649 8,749 7,296
Affordable Housing - New Construction Fund - 916
44110 Interest on Investments 2,651 3,572 4,732 4,732
44151 Interest - Deferred Loans - 19,560 - -
Total Affordable Housing - New Construction 2,651 23,132 4,732 4,732
Low and Moderate Income Housing Asset Fund - 921
44010 Loan Principal Abatement (82,445) (39,745) (39,778) (39,811)
44100 Principal Repayments 82,445 39,745 39,778 39,811
44110 Interest on Investments 21,589 28,796 43,014 43,014
44151 Interest - Deferred Loans 95,276 111,926 85,406 85,373
48510 Revenue from Deferred Promissory Note 97,000 194,000 - -
Total Low and Moderate Income Housing Asset 213,865 334,722 128,420 128,387
TOTAL SPECIAL REVENUE FUNDS 19,521,503 20,443,102 22,843,573 23,695,007
19
FY 20 Budget
SCHEDULE OF REVENUE SOURCES - DETAIL
CAPITAL PROJECTS FUNDS
Actual Actual Estimate Budget
2016/17 2017/18 2018/19 2019/20
Capital Projects Fund - 500
44140 Interfund Loans - 800 MHz 9,426 17,741 14,636 11,510
46940 Plans & Specification Charges 30 - -
48110 Sale of Real & Personal Property 2,985,350 - -
48390 Donations - 4,000 - -
Total Capital Projects 2,994,806 21,741 14,636 11,510
Park Acquisition (Infill) Fund - 510
42290 Park Acquisition Fees 833,508 317,590 3,456,082 7,826,896
44110 Interest on Investments 96,517 115,089 82,186 82,186
48210 Expense Reimbursements 6,210 11,275 - -
Total Park Acquisition & Development 936,235 443,954 3,538,268 7,909,082
Park Acquisition & Development (Quimby) Fund - 511
42290 Park Acquisition Fees - 95,928 476,168 119,116
44110 Interest on Investments 5,711 5,459 5,075 5,075
48210 Expense Reimbursements 11,994 743 - -
Total Park Acquistion & Develop (Quimby) 17,705 102,130 481,243 124,191
El Modena Park Facilities Fund - 512
44110 Interest on Investments 3,405 5,415 7,422 7,422
44212 Cell Phone Tower Rent Revenue 71,872 75,638 77,356 79,916
Total El Modena Park Facilities Fund 75,277 81,053 84,778 87,338
Sewer Construction Fund - 520
44110 Interest on Investments 3,071 13,447 41,925 41,925
46430 Frontage Charges - Sewer 1,075 410,720 10,000 10,000
46484 Sewer Maintenance-Capital - 1,666,230 2,062,000 2,124,000
Total Sewer Construction 4,146 2,090,397 2,113,925 2,175,925
Storm Drain Fund - 530
44110 Interest on Investments 46 58 71 71
Total Storm Drain 46 58 71 71
Old Towne Parking Facility Fund - 540
42410 Parking Permits 1,920 7,080 4,000 4,000
44110 Interest on Investments 3,545 4,412 5,427 5,427
Total Old Towne Parking Facility 5,465 11,492 9,427 9,427
20
FY 20 Budget
SCHEDULE OF REVENUE SOURCES - DETAIL
CAPITAL PROJECTS FUNDS
Actual Actual Estimate Budget
2016/17 2017/18 2018/19 2019/20
Capital Projects Grant Fund - 550
45110 Reimbursable Revenue - Bus Stop Enhancements 136,532 - - -
45150 Federal Grant Revenue 650,336 (9,942) 545,526 -
45290 State Grant Revenue 106,820 - 32,716 -
45320 State Revenue - Other 1,006,648 11,903 82,286 -
45460 County Grants 325,810 453,359 124,453 4,555,281
45490 County Revenue Other 600,654 863,761 122,242 -
45495 Other Grant Revenue 165 - 288,594 -
45530 Revenue from Other Public Agencies 81,882 - - -
45560 Revenue from Private Developers (48,861) - 8,956 -
46940 Plans & Specification Charges 145 - - -
48210 Expense Reimbursements 45,758 12,928 - -
48365 Misc Rebates-LED Street Light Conversion - 378,060 - -
48380 Miscellaneous Revenue - 555,703 - -
48390 Donations - 2,970 - -
Total Capital Projects Grant 2,905,889 2,268,742 1,204,773 4,555,281
Parking-in-Lieu Fund - 555
44110 Interest on Investments 1,167 1,470 1,787 1,787
Total Parking-in-Lieu 1,167 1,470 1,787 1,787
Fire Facility Fees Fund - 560
44110 Interest on Investments 42,506 51,958 66,877 66,877
46701 Fire Facilities & Equipment 94,467 227,302 372,848 562,400
Total Fire Facility Fees Fund - 560 136,973 279,260 439,725 629,277
Police Facility Fees Fund - 570
44110 Interest on Investments 4,409 6,306 8,541 8,541
46610 Police Facility Fees 44,962 91,197 183,668 312,120
Total Police Facility Fees 49,371 97,503 192,209 320,661
Library Facility Fees Fund - 573
44110 Interest on Investments 9,787 10,719 10,241 10,241
46510 Library Impact Fees 65,344 33,630 266,795 540,763
Total Library Facility Fees 75,131 44,349 277,036 551,004
21
FY 20 Budget
SCHEDULE OF REVENUE SOURCES - DETAIL
CAPITAL PROJECTS FUNDS
Actual Actual Estimate Budget
2016/17 2017/18 2018/19 2019/20
Tustin Project Taxable Bonds - 951
44110 Interest on Investments 14,047 17,686 21,502 21,502
Total Tustin Project 1990 Taxable Notes 14,047 17,686 21,502 21,502
NW & SW Merged 2003 Taxable Bonds Fund - 952
44110 Interest on Investments 19,911 25,069 37,177 37,177
Total NW & SW Merged 2003 Taxable Bonds 19,911 25,069 37,177 37,177
NW & SW Merged 2003 Tax Exempt Bonds Fund - 953
44110 Interest on Investments 13,104 16,450 19,738 19,738
Total NW & SW Merged Tax Exempt Bonds 13,104 16,450 19,738 19,738
NW & SW Merged 2008 Tax Exempt Bonds Fund - 954
44110 Interest on Investments 123,757 135,158 145,260 145,260
Total NW & SW Merged 2008 Tax Exempt Bonds 123,757 135,158 145,260 145,260
TOTAL CAPITAL PROJECTS FUNDS 7,373,030 5,636,512 8,581,555 16,599,231
22
FY 20 Budget
SCHEDULE OF REVENUE SOURCES - DETAIL
ENTERPRISE FUNDS
Actual Actual Estimate Budget
2016/17 2017/18 2018/19 2019/20
Water Fund - 600
42265 Well Monitoring Permits - - - 1,000
44110 Interest on Investments 168,355 173,398 216,424 216,424
44156 Interest on AMP Sale 255 - - -
44210 Rents & Concessions 17,000 18,000 18,000 18,000
44212 Cell Phone Tower Rent 16,715 30,416 17,551 18,429
46130 Development Related Services 58,005 41,356 50,000 50,000
46440 Backflow Prevention Inspection - - 2,000 2,000
46965 Establishment Fee 82,890 85,153 81,000 81,000
47111 Water Consumption Charge 19,244,035 23,297,452 24,082,000 26,530,000
47113 Water Service Capacity Charge 7,086,253 7,271,865 7,110,000 7,323,000
47114 Elevation Pumping Charge 234,787 279,726 300,000 350,000
47115 Water Fire Service Charge 556,203 560,251 565,900 580,000
47116 Water Delinquent Penalty 269,630 322,374 292,100 292,100
47121 Water Sales - Agricultural 185,736 212,109 140,000 180,000
47131 Water Sales - Construction 41,802 26,698 28,000 24,000
47160 Water Sales - Materials 84,479 27,481 50,000 50,000
47170 Water Frontage Charges 54,630 54,393 30,000 40,000
47190 Connection Fees (405) - - -
47205 Plan Checking Fees 2,600 1,800 8,000 2,000
47210 Rental of Construction Meters 23,386 24,078 32,000 25,000
47211 Hydrant Water Installation Fee 180 120 - -
47230 Water Penalties 69,523 83,535 80,000 80,000
47240 Other Water Fees 66,746 24,736 40,000 38,084
48130 Sale of Junk & Waste 9,391 22,570 27,300 10,000
48140 Sale of Maps, Documents, Copies 1,960 2,925 5,500 5,500
48210 Expense Reimbursements 5,456 49,932 3,550 3,400
48320 Damage to City Property 14,803 14,751 80,000 25,000
48380 Other Miscellaneous Revenue 1,530 15,831 10,000 1,500
49035 Accounting & Collection Allocation 132,400 - - -
Total Water 28,428,345 32,640,950 33,269,325 35,946,437
TOTAL ENTERPRISE FUNDS 28,428,345 32,640,950 33,269,325 35,946,437
23
FY 20 Budget
SCHEDULE OF REVENUE SOURCES - DETAIL
INTERNAL SERVICE FUNDS
Actual Actual Estimate Budget
2016/17 2017/18 2018/19 2019/20
Fleet Maintenance Fund - 710
48215 Expenditure Reimbursements-EOCWD 25,385 6,482 20,000 20,000
48380 Other Miscellaneous Revenue 219 - - -
49021 Charges for Fuel 825,002 774,997 775,000 775,000
49024 Charges for Vehicle Maintenance 1,623,332 580,864 1,926,881 1,929,999
Total Fleet Maintenance 2,473,938 1,362,343 2,721,881 2,724,999
Vehicle Replacement Fund - 720
48395 Revenue from Contributed Capital 17,074 44,046 - -
49024 Charges for Vehicle Depreciation 392,664 369,291 472,290 474,999
Total Vehicle Replacement 409,738 413,337 472,290 474,999
Workers Compensation Fund - 730
48210 Expense Reimbursements 159,668 68,017 75,000 75,000
48380 Other Miscellaneous Revenue 19,022 - - -
49025 Charges to Budgeted Funds-Workers Comp 3,371,543 3,441,896 3,696,467 3,581,713
Total Workers Compensation 3,550,233 3,509,913 3,771,467 3,656,713
Liability Insurance Fund - 740
48210 Expense Reimbursements 26,726 1,517 - -
49023 Charges to Budgeted Funds-Insurance 1,435,477 870,506 2,032,642 2,316,917
Total Liability Insurance 1,462,203 872,023 2,032,642 2,316,917
Dental Self-Insurance Fund - 752
49026 Charges to Budgeted Funds-Dental 407,474 404,272 448,728 448,728
Total Dental Self Insurance 407,474 404,272 448,728 448,728
24
FY 20 Budget
SCHEDULE OF REVENUE SOURCES - DETAIL
INTERNAL SERVICE FUNDS
Actual Actual Estimate Budget
2016/17 2017/18 2018/19 2019/20
Self-Insured Unemployment Fund - 760
49023 Charges to Budgeted Funds-Insurance 1,466,720 1,526,244 1,370,241 1,189,194
49029 Charges to Budgeted Funds-Other 45,840 - - -
Total S.I. Disability/Unemployment 1,512,560 1,526,244 1,370,241 1,189,194
Information Systems Operations Fund - 780
49029 Charges to Budgeted Funds-Other 1,924,370 2,141,821 2,434,232 2,237,273
Total Information Systems Operations 1,924,370 2,141,821 2,434,232 2,237,273
Computer Replacement Fund - 790
49029 Charges to Budgeted Funds - Other 253,784 74,998 147,367 130,301
Total Computer Replacement 253,784 74,998 147,367 130,301
TOTAL INTERNAL SERVICE FUNDS 11,994,300 10,304,951 13,398,848 13,179,124
25
FY 20 Budget
SCHEDULE OF REVENUE SOURCES - DETAIL
REDEVELOPMENT (SUCCESSOR) FUNDS
Actual Actual Estimate Budget
2016/17 2017/18 2018/19 2019/20
Redevelopment Obligation Retirement Fund - 920
45450 County Revenue - RORF 7,491,489 6,150,753 6,056,131 5,669,915
Total Redevelopment Obligation Retirement 7,491,489 6,150,753 6,056,131 5,669,915
Merged Capital Projects Fund - 940
44010 Principal & Revenue Abatements (78,342) (88,566) (77,668) (53,545)
44100 Principal Repayments 78,342 88,566 77,668 53,545
44110 Interest on Investments 46,728 59,613 67,358 67,358
44140 Interest on Interfund Loans 37,282 45,831 26,476 26,476
44153 Commercial Loan Interest Earned 25,578 23,531 21,954 19,797
44310 Use Of Money & Property 15,000 - - -
45110 Metrolink Parking Structures (OCTA) 14,878 - - -
48210 Expense Reimbursements - 505 - -
Total Merged Capital Projects 139,466 129,480 115,788 113,631
Merged Debt Service Fund - 987
44110 Interest on Investment 6,868 6,296 816 816
44130 Interest on Deposits with Fiscal Agents 29,052 40,197 39,600 39,600
Total Merged Debt Service 35,920 46,493 40,416 40,416
TOTAL REDEVELOPMENT (SUCCESSOR) FUNDS 7,666,875 6,326,726 6,212,335 5,823,962
26
FY 20 Budget
SUMMARY OF ALL FUND EXPENDITURES BY DEPARTMENT
Actual Actual Estimate Budget
DEPARTMENTS:2016-17 2017-18 2018-19 2019-20
City Council 6,110 7,075 1,208 7,696
City Manager* 14,167,412 9,469,176 7,166,787 6,986,074
City Attorney 1,392,574 1,289,786 1,607,342 7,106,201
City Clerk 576,376 568,679 714,240 1,087,731
City Treasurer 94,966 89,289 93,027 -
Finance 4,315,335 4,195,115 4,288,107 4,644,974
Human Resources 11,839,235 9,121,833 8,154,372 2,130,212
Information Technology 2,965,466 4,131,974 3,746,248 3,903,970
Library Services 4,637,805 5,019,266 5,494,883 5,469,515
Fire 30,555,241 32,397,949 35,055,464 36,774,126
Police 42,538,717 44,516,928 49,727,887 50,781,992
Public Works 59,532,004 66,724,960 64,637,651 74,830,652
Community Development* 5,785,547 5,956,610 6,075,109 6,762,948
Community Services 9,783,523 15,781,898 14,799,078 13,314,305
Non Departmental 6,747,327 6,125,320 6,467,678 7,689,149
Vacancy Savings - - - (1,800,000)
194,937,637 205,395,858 208,029,083 219,689,545
* As a result of the elimination of the Orange RDA, the Economic Development Department has been disolved
and portions of that activity have been realigned to the City Manager's office and Community
Development Department. As such, this financial summary reflects past fiscal activity for the Economic
Development Department, which includes Redevelopment revenues/appropriations.
27
FY 20 Budget
HISTORICAL SCHEDULE OF EXPENDITURES
BY FUND TYPE AND CATEGORY
Actual Actual Estimate Budget
2016/17 2017/18 2018/19 2019/20
GENERAL FUND
Salaries and Benefits 84,889,551 88,932,993 93,285,814 95,232,060
Contractual Services 11,493,532 12,519,707 12,678,203 13,100,866
Miscellaneous Expenditures 435,260 280,566 371,692 1,008,782
Materials and Supplies 1,946,304 1,969,006 1,928,773 1,624,784
Debt Service 37,282 45,831 - -
Capital Outlay 132,898 126,612 66,312 41,632
Capital Improvements - - - -
Internal Service Costs 4,121,970 2,846,372 5,907,542 5,122,191
Total General Fund 103,056,797 106,721,087 114,238,336 116,130,315
SPECIAL REVENUE FUNDS
Salaries and Benefits 6,495,395 7,289,010 8,145,386 8,076,899
Contractual Services 2,870,993 3,024,903 3,335,131 3,469,619
Miscellaneous Expenditures 4,327,871 4,198,413 3,348,586 3,700,000
Materials and Supplies 579,636 654,185 712,792 778,447
Debt Service 2,835,369 3,371,925 13,523 -
Capital Outlay (607,887) 222,195 1,349,981 271,851
Capital Improvements 13,092,432 8,572,133 8,531,842 9,815,955
Internal Service Costs 2,250,728 1,989,267 3,212,879 2,652,364
Total Special Revenue Funds 31,844,537 29,322,031 28,650,121 28,765,135
CITY DEBT SERVICE FUND
City Debt Service - - - -
Total City Debt Service Fund - - - -
CAPITAL PROJECTS FUNDS
Salaries and Benefits 322,115 146,304 237,592 -
Contractual Services 35,595 5,797 129,974 33,350
Miscellaneous Expenditures 144,889 291,231 258,931 300,000
Materials and Supplies - - - -
Capital Improvements 5,321,236 14,058,540 13,966,741 12,966,803
Internal Service Costs 750 209 203 157
Total Capital Projects Funds 5,824,584 14,502,080 14,593,441 13,300,310
28
FY 20 Budget
HISTORICAL SCHEDULE OF EXPENDITURES
BY FUND TYPE AND CATEGORY
Actual Actual Estimate Budget
2016/17 2017/18 2018/19 2019/20
ENTERPRISE FUNDS
Salaries and Benefits 5,938,595 5,796,637 6,154,686 6,792,970
Contractual Services 3,350,667 3,031,364 3,291,083 4,046,803
Miscellaneous Expenditures 18,887 41,600 8,800 8,000
Materials and Supplies 15,607,124 18,866,904 13,550,862 20,000,539
Debt Service 1,872,771 3,517,157 - -
Capital Outlay (98,148) (3,019,131) 1,349,727 1,303,217
Capital Improvements 904,180 3,726,677 2,144,126 3,725,000
Internal Service Costs 1,699,771 1,452,680 2,291,064 2,001,859
Total Enterprise Funds 29,293,848 33,413,888 28,790,347 37,878,388
INTERNAL SERVICE FUNDS
Salaries and Benefits 4,160,674 3,246,135 3,438,638 4,808,318
Contractual Services 2,375,071 2,527,155 2,717,701 1,831,404
Miscellaneous Expenditures 9,202,033 6,771,680 5,741,180 5,203,972
Materials and Supplies 1,343,522 1,418,412 1,346,971 1,576,782
Debt Service 1,276,727 1,835,304 - -
Capital Outlay (39,893) 26,955 3,877,149 2,569,000
Capital Improvements 1,011,187 1,473,330 1,007,346 1,425,000
Internal Service Costs 522,913 531,517 752,156 602,701
Total Internal Service Funds 19,852,235 17,830,489 18,881,142 18,017,177
REDEVELOPMENT (SUCCESSOR) FUNDS
Salaries and Benefits 200,234 147,317 174,226 40,000
Contractual Services 10,042 18,032 15,664 15,750
Miscellaneous Expenditures 60,571 112,176 2,520 7,300
Materials and Supplies - - - -
Debt Service and Pass Through Agreements 3,820,747 2,319,212 2,086,380 5,489,050
Capital Outlay (33,858) - - -
Capital Improvements 916,003 916,115 508,079 -
Internal Service Costs 91,897 93,433 88,828 46,120
Total Redevelopment Funds 5,065,635 3,606,284 2,875,696 5,598,220
GRAND TOTAL 194,937,637 205,395,858 208,029,083 219,689,545
29
FY 20 Budget
HISTORICAL SCHEDULE OF EXPENDITURES BY FUND
TYPE AND FUND
Actual Actual Estimate Budget
2016/17 2017/18 2018/19 2019/20
GENERAL FUND
General Fund - 100 103,056,797 106,721,087 114,238,336 116,130,315
Total General Fund 103,056,797 106,721,087 114,238,336 116,130,315
SPECIAL REVENUE FUNDS
Building Records and Planning Documents Fund - 110 51,932 52,264 77,646 238,624
Business Investment Fund - 115 2,195,193 2,232,269 3,247,058 3,500,000
Proposition 172 Fund - 120 4,350,932 1,308,497 722,743 567,329
Emergency Transport Program Fund - 125 1,988,940 2,433,710 3,465,053 3,334,530
PEG Program - 130 210,277 905,754 538,690 203,281
CASp Fund - 140 - 2,949 - 30,000
OCPT Building Maintenance Fund - 150 8,764 2,879 2,713 9,278
Sanitation and Sewer Fund - 220 7,756,176 7,926,974 6,342,438 5,553,095
Air Pollution Reduction Fund - 245 141,653 271,616 220,636 198,850
Traffic Improvement - Measure M2 Fund - 263 2,056,554 5,184,824 3,716,699 2,698,017
Gas Tax Maintenance Fund - 270 2,183,289 2,325,140 3,120,414 2,606,555
Gas Tax Construction Fund - 271 102,574 142,561 62,998 133,578
Gas Tax - Proposition 111 Fund - 272 4,413,820 706,430 1,041,369 967,818
Road Maintenance Rehabilitation Account - 274 - 15,728 883,366 2,349,538
TSIP Area "B" Fund - 284 702,075 698,545 1,266,664 2,375,813
TSIP Area "C" Fund - 285 (29,449) 4,624 - -
Santiago Hills Lndscpe Maint District Fund - 291 690,923 951,171 836,632 1,016,416
Sycamore Crossing Lndscpe Maint District Fund - 293 39,572 33,981 42,074 54,319
Del Rio Landscape Maintenance District Fund - 294 47,193 79,340 78,227 333,800
CDBG/HOME - Funds 310-317 1,452,440 1,411,188 1,167,507 1,831,526
Traffic Congestion Relief - 340 - 20,787 138,239 -
Traffic Safety Fund - 350 7,544 4,496 6,095 5,519
Federal Police Grants - 353 10,293 - - -
AB 3229 COPS/State Grant Fund - 354 169,997 141,754 550,331 219,791
Asset Seizure Funds - 355-357 1,175,956 591,828 896,421 385,925
Affordable Housing - 916 278,949 246,846 8 6,318
Low & Moderate Income Housing Asset Fund - 921 1,838,941 1,625,877 226,901 145,215
Total Special Revenue Funds 31,844,537 29,322,032 28,650,921 28,765,135
CITY DEBT SERVICE FUND
City Debt Service Fund - 400 - - - -
Total City Debt Service Fund - - - -
CAPITAL PROJECTS FUNDS
Capital Projects Fund - 500 1,148,322 3,344,427 1,165,082 807,022
Park Acquisition and Development Fund - 510/511 372,872 5,280,484 4,187,319 1,899,500
El Modena Park Facilities Fund - 512 - - - 250,000
Sewer Construction Fund - 520 5,402 - 666,398 2,000,000
30
FY 20 Budget
HISTORICAL SCHEDULE OF EXPENDITURES BY FUND
TYPE AND FUND
Actual Actual Estimate Budget
2016/17 2017/18 2018/19 2019/20
CAPITAL PROJECTS FUNDS (Cont.)
Old Towne Parking Facility Fund - 540 6,445 6,006 7,520 263,507
Reimbursable Capital Projects Fund - 550 2,567,467 3,093,824 4,356,317 4,555,281
County Park Grants Fund - 551 - 27,199 32,999 -
Fire Facility Area Fees Fund - 560 365,426 317,468 699,542 1,185,000
Police Facility Fees Fund - 570 29,900 - 130,111 113,800
Library Facility Fees Fund - 573 140,887 251,024 278,283 276,200
City Trf: Tustin Project - Taxable Bonds - 951 - - 13,267 -
City Trf: NW & SW Merged 2003 Tax Exempt - 953 - 18,000 - -
City Trf: Merged 2008 Tax Exempt Bonds - 954 1,187,864 2,163,648 3,056,604 1,950,000
Total Capital Projects Funds 5,824,584 14,502,080 14,593,441 13,300,310
ENTERPRISE FUNDS
Water Utility Operations Fund - 600 29,293,848 33,413,888 28,790,347 37,878,388
Total Enterprise Funds 29,293,848 33,413,888 28,790,347 37,878,388
INTERNAL SERVICE FUNDS
Equipment Expense Fund - 710 2,384,770 2,890,942 2,552,374 2,881,991
Equipment Replacement Fund - 720 1,452,788 1,537,314 3,899,895 2,579,027
Major Building Improvements Fund - 725 - 72,056 155,051 351,844
Self Insurance - Workers Compensation Fund - 730 7,854,600 4,850,754 3,938,184 3,804,540
Self Insurance - Liability Fund - 740 2,611,594 2,732,559 2,799,334 2,324,765
Self Insurance - Dental Fund - 752 383,375 388,685 366,110 415,128
Employee Accrued Liability Fund - 760 2,178,771 1,465,512 1,614,823 1,635,552
Information Systems Operations Fund - 780 2,000,688 2,466,830 2,659,067 2,912,375
Computer Replacement Fund - 790 985,649 1,425,835 896,305 1,111,955
Total Internal Service Funds 19,852,235 17,830,489 18,881,142 18,017,177
REDEVELOPMENT (SUCCESSOR) FUNDS
ORA Merged Projects Fund - 940 2,740,617 1,287,072 789,316 109,170
ORA Merged Debt Service Fund - 987 2,325,018 2,319,212 2,086,380 5,489,050
Total Redevelopment Funds 5,065,635 3,606,284 2,875,696 5,598,220
GRAND TOTAL 194,937,637 205,395,858 208,029,883 219,689,545
31
FY 20 Budget
SUMMARY OF GENERAL FUND EXPENDITURES BY DEPARTMENT
Actual Actual Estimate Budget
DEPARTMENTS:2016-17 2017-18 2018-19 2019-20
City Council 6,110 7,075 1,208 7,696
City Manager 982,555 1,048,735 1,124,494 1,338,667
City Attorney 800,159 882,084 1,107,092 985,646
City Clerk 576,376 568,679 714,240 1,087,731
City Treasurer 94,966 89,289 93,027 -
Finance 2,831,947 2,820,310 2,846,699 3,239,268
Human Resources 1,431,646 1,381,054 1,397,249 1,528,507
Library Services 4,521,018 4,768,241 5,216,600 5,198,315
Fire 28,119,267 29,560,231 30,704,374 30,070,448
Police 41,472,303 42,957,951 47,713,451 49,487,891
Public Works 7,347,324 7,402,796 8,095,709 8,625,620
Community Development 4,266,771 4,435,828 4,721,451 4,602,442
Community Services 8,537,883 8,749,962 9,376,271 9,628,063
Non Departmental 2,068,472 2,048,851 1,126,472 2,130,022
Vacancy Savings - - - (1,800,000)
103,056,797 106,721,087 114,238,337 116,130,315
32
FY 20 Budget
CITY COUNCIL
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY:2016-17 2017-18 2018-19 2019-20
Salaries & Benefits - - - -
Maintenance & Operations 6,110 7,075 1,208 7,696
Total Department 6,110 7,075 1,208 7,696
DEPARTMENT PROGRAMS:
0101 City Council 6,110 7,075 1,208 7,696
Total Department 6,110 7,075 1,208 7,696
DEPARTMENT FUNDING SOURCES:
100 General Fund 6,110 7,075 1,208 7,696
Total Funding 6,110 7,075 1,208 7,696
33
FY 20 Budget
CITY MANAGER DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY:2016-17 2017-18 2018-19 2019-20
Salaries & Benefits 960,992 1,037,472 1,099,803 1,256,575
Maintenance & Operations 2,306,022 2,049,708 378,299 240,449
Capital Outlay (33,858) 2,338 - -
Total Operating Budget 3,233,156 3,089,518 1,478,102 1,497,024
Capital Improvements* 7,104,082 4,042,704 3,588,782 -
Debt Service 3,830,173 2,336,953 2,099,903 5,489,050
Total Department*14,167,412 9,469,176 7,166,787 6,986,074
DEPARTMENT PROGRAMS:
0201 City Manager 5,473,318 1,813,973 1,113,128 1,046,200
0211 Internal Audit Function 35,114 (4,423)22,431 102,559
0218 Economic Development 11,515 17,692 13,277 15,000
9810 Administration & Project Devel.* 6,337,245 5,401,256 3,931,571 333,265
9890 Debt Service and Pass Throughs 2,310,220 2,240,678 2,086,380 5,489,050
Total Department*14,167,412 9,469,176 7,166,787 6,986,074
* As a result of the elimination of the Orange RDA, the Economic Development Department has been disolved
and portions of that activity have been realigned to the City Manager's office. As such, this financial
summary reflects past fiscal activity for the Economic Development Department, which includes
Redevelopment revenues/appropriations.
34
FY 20 Budget
CITY MANAGER
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT FUNDING SOURCES:2016-17 2017-18 2018-19 2019-20
100 General Fund 982,555 1,048,735 1,124,494 1,338,667
120 Proposition 120 3,873,305 877,738 198,389 24,279
355 Asset Seizure Fund 756,293 39,452 1,251 -
550 Reimbursable Capital Projects* 437,139 50,583 235,935 -
780 Information Systems 1,694 1,563 3,143 3,872
916 Affordable Housing 278,949 246,846 8 6,318
921 Loan Receivables 1,762,784 1,545,155 95,968 57,157
940 Orange Merged Capital Projects 2,618,905 1,163,334 634,003 66,732
951 City Trf: Tustin Project - Taxable Bonds - - 13,267.39 -
953 City Trf: NW&SW Merged 2003 Tax Exempt - 18,000 - -
954 City Trf: Merged 2008 Tax Exempt Bonds 1,130,770 2,158,559 2,773,950 -
987 Orange Merged Debt Service 2,325,018 2,319,212 2,086,380 5,489,050
Total Funding*14,167,412 9,469,176 7,166,787 6,986,074
* As a result of the elimination of the Orange RDA, the Economic Development Department has been disolved
and portions of that activity have been realigned to the City Manager's office. As such, this financial
summary reflects past fiscal activity for the Economic Development Department, which includes
Redevelopment revenues/appropriations.
35
FY 20 Budget
CITY ATTORNEY DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY:2016-17 2017-18 2018-19 2019-20
Salaries & Benefits 992,583 1,051,349 1,200,017 1,593,210
Maintenance & Operations 399,991 238,437 407,325 5,512,991
Total Department 1,392,574 1,289,786 1,607,342 7,106,201
DEPARTMENT PROGRAMS:
0301 Legal Services 1,392,574 1,289,786 1,607,342 1,579,629
0312 Risk Management - - - 5,526,572
Total Department 1,392,574 1,289,786 1,607,342 7,106,201
DEPARTMENT FUNDING SOURCES:
100 General Fund 800,159 882,084 1,107,092 985,646
730 Self Insurance Workers' Comp. - - - 3,796,077
740 Self-Insurance Liability 590,853 390,678 480,610 2,324,371
940 Orange Merged Capital Projects 1,562 17,025 19,641 107
Total Funding 1,392,574 1,289,786 1,607,342 7,106,201
36
FY 20 Budget
CITY CLERK DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY:2016-17 2017-18 2018-19 2019-20
Salaries & Benefits 493,700 537,543 564,798 564,966
Maintenance & Operations 82,676 31,137 149,442 522,765
Total Department 576,376 568,679 714,240 1,087,731
DEPARTMENT PROGRAMS:
0401 City Clerk 576,376 568,679 714,240 1,087,731
Total Department 576,376 568,679 714,240 1,087,731
DEPARTMENT FUNDING SOURCES:
100 General Fund 576,376 568,679 714,240 1,087,731
Total Funding 576,376 568,679 714,240 1,087,731
37
FY 20 Budget
*CITY TREASURER DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY:2016-17 2017-18 2018-19 2019-20
Salaries & Benefits 74,424 78,860 81,665 -
Maintenance & Operations 20,541 10,429 11,362 -
Total Department 94,966 89,289 93,027 -
DEPARTMENT PROGRAMS:
0501 City Treasurer 94,966 89,289 93,027 -
Total Department 94,966 89,289 93,027 -
DEPARTMENT FUNDING SOURCES:
100 General Fund 94,966 89,289 93,027 -
Total Funding 94,966 89,289 93,027 -
*Merged to the Finance Department under Department 1201
38
FY 20 Budget
FINANCE DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY:2016-17 2017-18 2018-19 2019-20
Salaries & Benefits 3,339,640 3,521,040 3,592,642 3,994,567
Maintenance & Operations 841,492 663,129 695,465 650,407
Total Operating Budget 4,181,132 4,184,170 4,288,107 4,644,974
Capital Improvements 134,203 10,945 - -
Total Department 4,315,335 4,195,115 4,288,107 4,644,974
DEPARTMENT PROGRAMS:
1201 Administration - - - 575,555
1205 Purchasing and Warehouse 735,278 766,530 556,157 609,036
1221 General Revenue 692,259 752,656 683,906 680,079
1222 Utility Billing 1,250,229 1,147,505 1,212,580 1,239,479
1231 General Accounting 1,637,569 1,528,423 1,835,464 1,540,826
Total Department 4,315,335 4,195,115 4,288,107 4,644,974
DEPARTMENT FUNDING SOURCES:
100 General Fund 2,831,947 2,820,310 2,846,699 3,239,268
220 Sanitation Fund 66,722 4,570 - -
600 Water Utility Operations 1,183,507 1,142,935 1,212,580 1,239,479
780 Information Technology 90,814 94,245 70,728 96,194
921 Loan Receivables 22,195 26,341 22,427 27,702
940 Orange Merged Capital Projects 120,150 106,713 135,673 42,331
Total Funding 4,315,335 4,195,115 4,288,107 4,644,974
39
FY 20 Budget
HUMAN RESOURCES DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY:2016-17 2017-18 2018-19 2019-20
Salaries & Benefits 1,868,245 1,595,074 1,640,061 1,366,642
Maintenance & Operations 9,947,868 7,503,330 6,491,673 763,570
Capital Outlay 18,303 17,975 22,639 -
Total Operating Budget 11,834,415 9,116,380 8,154,372 2,130,212
Capital Improvements 4,820 5,453 -
Total Department 11,839,235 9,121,833 8,154,372 2,130,212
DEPARTMENT PROGRAMS:
1401 Personnel Administration 1,567,148 1,510,536 1,635,944 2,130,212
1411 Risk Management 344,159 422,789 - -
1412 Liability & Workers' Compensation 9,511,256 6,751,122 6,128,205 -
1413 Self Funded Ins-Employee Benefit 416,672 437,385 390,224 -
Total Department 11,839,235 9,121,833 8,154,372 2,130,212
DEPARTMENT FUNDING SOURCES:
100 General Fund 1,431,646 1,381,054 1,397,249 1,528,507
245 Air Pollution Reduction 115,577 110,758 96,978 117,721
730 Self Insurance Workers' Comp. 7,854,600 4,850,754 3,938,184 8,462
740 Self Insurance Liability 2,020,740 2,341,881 2,318,724 394
752 Self Insurance Dental 383,375 388,685 366,110 415,128
760 Employee Accrued Liability 33,297 48,700 37,128 60,000
Total Funding 11,839,235 9,121,833 8,154,372 2,130,212
40
FY 20 Budget
INFORMATION TECHNOLOGY DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY:2016-17 2017-18 2018-19 2019-20
Salaries & Benefits 1,336 - - 1,213,625
Maintenance & Operations 2,964,130 2,391,945 2,616,512 1,655,345
Total Operating Budget 2,965,466 2,391,945 2,616,512 2,868,970
Capital Improvements - 1,740,029 1,129,736 1,035,000
Total Department 2,965,466 4,131,974 3,746,248 3,903,970
DEPARTMENT PROGRAMS:
1601 Information Management Systems 2,965,466 4,131,974 3,746,248 3,903,970
Total Department 2,965,466 4,131,974 3,746,248 3,903,970
DEPARTMENT FUNDING SOURCES:
130 PEG Program 16,978 769,596 281,168 19,706
220 Sanitation & Sewer - - - 100,000
500 Capital Projects Fund - - 1,777 -
510 Park Acquisition (Quimby) - - - 5,000
560 Fire Facilities Fees 30,559 - - 5,000
570 Police Facilities Fees - - 7,454 5,000
573 Library Facilities Fees 24,100 - - 5,000
600 Water Utility Operations - - - 100,000
780 Information Systems 1,908,180 2,371,022 2,585,196 2,812,309
790 Computer Replacement 985,649 991,356 870,653 851,955
Total Funding 2,965,466 4,131,974 3,746,248 3,903,970
41
FY 20 Budget
LIBRARY SERVICES DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY:2016-17 2017-18 2018-19 2019-20
Salaries & Benefits 3,357,278 3,488,525 3,560,059 3,693,064
Maintenance & Operations 1,148,255 1,255,508 1,648,452 1,500,751
Capital Outlay 15,485 29,125 15,792 4,500
Total Operating Budget 4,521,018 4,773,157 5,224,304 5,198,315
Capital Improvements 116,787 246,108 270,580 271,200
Total Department 4,637,805 5,019,266 5,494,883 5,469,515
DEPARTMENT PROGRAMS:
2001 Library Administration 1,215,800 1,185,526 2,620,944 2,514,932
2004 Technology & Support Services 897,558 1,008,590 965,531 831,662
2014 Lending Services 738,407 901,885 700,384 743,043
2016 Adult & Young Adult Services 1,091,623 1,170,904 784,754 869,466
2017 Children & Branch Services 694,417 752,361 423,271 510,412
Total Department 4,637,805 5,019,266 5,494,883 5,469,515
DEPARTMENT FUNDING SOURCES:
100 General Fund 4,521,018 4,768,241 5,216,600 5,198,315
573 Library Facitility Fees 116,787 251,024 278,283 271,200
Total Funding 4,637,805 5,019,266 5,494,883 5,469,515
42
FY 20 Budget
FIRE DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY:2016-17 2017-18 2018-19 2019-20
Salaries & Benefits 26,581,122 28,542,195 29,688,749 29,274,777
Maintenance & Operations 3,565,820 3,497,835 4,577,369 4,207,527
Capital Outlay 42,041 44,648 52,553 51,822
Total Operating Budget 30,188,983 32,084,678 34,318,671 33,534,126
Capital Improvements 366,257 313,271 736,793 3,240,000
Total Department 30,555,241 32,397,949 35,055,464 36,774,126
DEPARTMENT PROGRAMS:
3001 Office of the Fire Chief 488,710 543,329 5,061,813 4,747,983
3011 Fire Administration 1,123,643 929,753 1,184,558 1,222,015
3012 Fire Prevention 2,031,647 1,877,406 1,615,826 2,186,243
3015 EMT Program 1,712,020 2,133,432 3,058,683 2,945,575
3021 Fire Operations 14,777,104 16,070,802 14,206,603 15,615,997
3022 Paramedics 9,807,345 10,207,180 9,365,156 9,534,890
3023 Fire Training 614,772 636,047 562,825 521,423
Total Department 30,555,241 32,397,949 35,055,464 36,774,126
DEPARTMENT FUNDING SOURCES:
100 General Fund 28,119,267 29,560,231 30,704,374 30,070,448
120 Proposition 172 112,165 80,292 165,548 129,148
125 Emergency Transport Program 1,988,940 2,433,710 3,465,053 3,334,530
500 Capital Projects Fund - - 8,544.58 -
560 Fire Facilities Fees 334,868 317,468 699,542 1,180,000
790 Computer Replacement - 6,248.35 - 110,000
954 City Trf: Merged 2008 Tax Exempt Bonds - - 12,402.40 1,950,000
Total Funding 30,555,241 32,397,949 35,055,464 36,774,126
43
FY 20 Budget
POLICE DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY:2016-17 2017-18 2018-19 2019-20
Salaries & Benefits 38,279,370 40,335,442 43,511,458 45,689,495
Maintenance & Operations 3,866,441 3,335,294 5,049,298 4,611,250
Capital Outlay 332,018 255,798 672,564 137,447
Total Operating Budget 42,477,830 43,926,534 49,233,319 50,438,192
Capital Improvements 60,888 590,394 494,568 343,800
Total Department 42,538,717 44,516,928 49,727,887 50,781,992
DEPARTMENT PROGRAMS:
4001 Office of the Police Chief 846,831 906,543 10,269,169 11,280,243
4011 Police Administration 4,604,359 4,891,291 5,651,553 4,864,257
4012 Dispatch 2,166,149 2,420,225 2,166,999 2,345,050
4013 Records 1,673,487 1,811,853 1,283,677 1,444,602
4014 Reserves 10,717 2,004 2,088.07 -
4021 Patrol 20,069,669 21,395,906 18,484,747 18,337,329
4031 Detectives 4,509,805 4,880,852 4,353,649 4,594,503
4032 Gangs 1,597,332 1,540,086 1,404,283 1,438,232
4033 Narcotics 1,832,432 1,919,259 1,785,732 1,868,846
4034 Lab/Property 490,939 670,915 585,048 632,110
4041 Traffic 3,617,376 3,572,662 3,256,169 3,473,725
4055 The Block 668,214 (14) - -
4081 Homeland Security 451,408 505,346 484,774 503,095
Total Department 42,538,717 44,516,928 49,727,887 50,781,992
DEPARTMENT FUNDING SOURCES:
100 General Fund 41,472,303 42,957,951 47,713,451 49,487,891
120 Proposition 172 365,462 350,468 358,806 413,903
245 Air Pollution Reduction 6,461 6,234 10,248 10,163
350 Traffic Safety Grant Fund 7,544 4,496 6,095 5,519
353 Federal Police Grants 10,293 - - -
44
FY 20 Budget
POLICE DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY:2016-17 2017-18 2018-19 2019-20
354 AB3229-COPS/State 169,997 141,754 550,331 219,791
355 Asset Seizure-Federal 365,194 539,814 589,876 365,578
356 Asset Seizure - State (85%) 19,521 12,561 4,096 20,347
357 Asset Seizure - State (15%) 34,949 - - -
500 Capital Projects Fund - 70,330 336,855 -
570 Police Facility Fees 29,900 - 122,658 108,800
725 Major Building Improvements - - 9,818 -
790 Computer Replacement Fund - 428,231 25,652 150,000
954 City Trf: Tustin Project - Taxable Bonds 57,094 5,089 - -
Total Funding 42,538,717 44,516,928 49,727,887 50,781,992
45
FY 20 Budget
PUBLIC WORKS DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY:2016-17 2017-18 2018-19 2019-20
Salaries & Benefits 15,198,590 15,013,069 15,698,639 16,285,664
Maintenance & Operations 28,236,077 30,798,996 28,011,000 35,351,637
Capital Outlay (1,050,820) (2,998,364) 5,846,894 3,955,127
Total Operating Budget 42,383,847 42,813,700 49,556,532 55,592,428
Capital Improvements 11,172,715 15,204,614 15,081,119 19,238,224
Debt Service 5,975,442 8,706,645 - -
Total Department 59,532,004 66,724,960 64,637,651 74,830,652
DEPARTMENT PROGRAMS:
5001 General Administration and 796,456 710,159 2,481,467 2,553,948
Support
5011 Engineering 10,479,050 11,960,632 10,696,488 13,133,717
5012 Development 639,863 662,576 577,270 639,659
5021 Street Maintenance 2,900,882 2,948,378 3,291,228 3,332,059
5022 Refuse and Sanitation Services 5,972,928 6,871,578 4,054,295 3,517,417
5023 Fleet Services 3,879,138 4,571,147 7,158,576 5,820,903
5024 Surface Water Quality Fund 1,001,720 913,492 861,733 1,196,102
5025 Tree Maintenance - 536,961 1,104,085 1,071,212
5028 Facility Maintenance 1,904,375 1,671,039 1,757,432 2,221,265
5031 Transportation Planning 700,131 680,811 460,928 658,367
5032 Traffic Operations 1,524,005 1,583,709 2,607,950 2,953,359
5073 Roadway Maintenance 148,536 144,592 167,054 169,000
5074 Transportation Services 1,458,083 1,241,161 1,231,697 1,446,735
8011 Water Production 21,668,369 25,727,842 20,657,909 29,562,090
8041 Water Distribution 4,936,552 7,909,359 7,529,538 6,554,820
8071 Water Financing 1,521,916 (1,408,475) - -
Total Programs 59,532,004 66,724,960 64,637,651 74,830,652
46
FY 20 Budget
PUBLIC WORKS DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT FUNDING SOURCES:2016-17 2017-18 2018-19 2019-20
100 General Fund 7,347,324 7,402,796 8,095,709 8,625,620
150 O.C.P.T. Building Maintenance 8,764 2,879 1,713 9,278
220 Sanitation & Sewer 7,689,453 7,922,403 6,342,438 5,453,095
245 Air Pollution Reduction 2,541 154,624 112,875 70,958
263 Measure "M2" Traffic Imprvmnt 1,998,662 5,041,631 3,500,478 2,574,325
270 Gas Tax Maintenance Fund 2,183,289 2,325,140 3,120,414 2,606,555
271 Gas Tax Construction Fund 102,574 142,561 62,998 133,578
272 Gas Tax - Proposition 111 4,413,820 706,430 1,041,369 967,818
274 Road Maint. & Rehab. Account - 15,728.34 883,366 2,349,538
284 TSIP Area "B" 702,075 698,545 1,266,664 2,375,813
285 TSIP Area "C" (29,449) 4,624 - -
340 Traffic Congestion Relief - 20,787.00 138,239 -
355 Asset Seizure-Federal - - 301,198.10 -
500 Capital Projects Fund 1,002,076 2,472,304 537,892 507,022
520 Sewer Construction 5,402 - 666,397.61 2,000,000
540 Old Towne Parking Facility - - - 250,000
550 Reimbursable Capital Projects 2,157,572 3,043,241 4,120,381 4,555,281
600 Water Utility Operations 28,110,341 32,270,953 27,577,767 36,538,909
710 Equipment Expense 2,384,770 2,890,942 2,552,374 2,881,991
720 Equipment Replacement Fund 1,452,788 1,537,314 3,899,895 2,579,027
725 Major Building Improvements - 72,056.46 145,232 351,844
940 Orange Merged Capital Projects - - - -
954 City TRF: Merged 2008 Tax Ex. - - 270,252.43 -
Total Funding 59,532,004 66,724,960 64,637,651 74,830,652
47
FY 20 Budget
COMMUNITY DEVELOPMENT DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY:2016-17 2017-18 2018-19 2019-20
Salaries & Benefits 3,924,046 4,034,844 4,296,891 4,631,659
Maintenance & Operations* 1,050,758 1,276,768 1,145,575 761,950
Capital Outlay 10,967 - 28,000 12,304
Total Operating Budget*4,985,771 5,311,612 5,470,466 5,405,914
Capital Improvements* 799,776 644,998 604,644 1,357,034
Total Department*5,785,547 5,956,610 6,075,109 6,762,948
DEPARTMENT PROGRAMS:
6001 Administration 806,239 752,738 1,513,008 1,431,751
6011 Advance Planning 398,755 326,628 280,222 399,642
6021 Current Planning 983,629 1,082,649 1,050,183 1,026,166
6031 Building Inspection 658,251 824,544 649,087 634,119
6032 Code Enforcement 609,692 635,643 567,131 570,692
6033 Plan Check Administration 9,673 200 281 251
6034 Permit Services 866,867 923,020 799,691 868,801
6041 Low & Moderate Income Housing - - 48,000 -
9640 CDBG Administration* 207,633 221,776 246,148 238,127
9645 CDBG Public Service Grants/Projects* 1,081,779 879,561 892522.78 1,162,508
9660 Federal HOME Program* 163,028 309,851 28,837 430,891
Total Department*5,785,547 5,956,610 6,075,109 6,762,948
* As a result of the elimination of the Orange RDA, the Economic Development Department has been disolved
and portions of that activity have been realigned to the Community Development Department. As such, this
financial summary reflects past fiscal activity for the Economic Development Department, which includes
Redevelopment revenues/appropriations.
48
FY 20 Budget
COMMUNITY DEVELOPMENT DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT FUNDING SOURCES:2016-17 2017-18 2018-19 2019-20
100 General Fund 4,266,771 4,435,828 4,721,451 4,602,442
110 Building Records Management 51,932 52,264 77,646 238,624
140 CASp Fund - 2,949 - 30,000
310 Comm. Development Block Grant* 1,289,412 1,101,337 1,138,670 1,400,635
317 H O M E Federal Grant Fund* 163,028 309,851 28,837 430,891
550 Reimbursable Capital Projects (39,558) - - -
921 Loan Receivables 53,862 54,381 108,506 60,356
940 Orange Merged Capital Projects - - - -
Total Funding*5,785,447 5,956,610 6,075,109 6,762,948
* As a result of the elimination of the Orange RDA, the Economic Development Department has been disolved
and portions of that activity have been realigned to the Community Development Department. As such, this
financial summary reflects past fiscal activity for the Economic Development Department, which includes
Redevelopment revenues/appropriations.
49
FY 20 Budget
COMMUNITY SERVICES DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY:2016-17 2017-18 2018-19 2019-20
Salaries & Benefits 4,594,694 4,753,690 4,767,367 5,351,003
Maintenance & Operations 4,697,493 5,034,099 5,775,071 5,514,302
Capital Outlay 17,838 - 4,726.66 1,500
Total Operating Budget 9,310,025 9,787,789 10,547,164 10,866,805
Capital Improvements 436,217 5,948,278 4,251,914 2,447,500
Debt Service 37,282 45,831 - -
Total Department 9,783,523 15,781,898 14,799,078 13,314,305
DEPARTMENT PROGRAMS:
7001 Community Services Administration 1,509,821 1,448,295 2,556,396 2,288,411
7003 Public Information 126,529 156,269 157,844 145,000
7011 Leisure Services 1,480,415 1,823,155 1,542,563 1,995,586
7012 Grijalva Gymnasium 236,748 41,028 858 77,475
7014 Athletics 312,800 325,882 269,965 416,530
7015 Special Events 166,297 171,698 109,462 100,525
7021 Park Planning, Acquisition & 423,824 5,864,077 4,076,862 2,144,500
Development
7022 Park Maintenance 4,330,930 4,380,301 4,485,891 4,243,414
7024 Landscape Maintenance Districts 155,578 297,436 957,133 1,404,534
7026 Irvine 86-2 Landscape Maintenance 622,110 767,055 - -
7041 Human Services 418,471 506,701 642,105 498,330
Total Programs 9,783,523 15,781,898 14,799,078 13,314,305
50
FY 20 Budget
COMMUNITY SERVICES DEPARTMENT
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT FUNDING SOURCES:2016-17 2017-18 2018-19 2019-20
100 General Fund 8,537,883 8,749,962 9,376,271 9,628,063
245 Air Pollution Reduction 17,074 - 534.00 8
263 Measure "M2" Traffic Imprvmnt. 57,892 143,193 216,221 123,692
291 Santiago Hills Landscape Maintenance 690,923 951,171 836,832 1,016,416
District Fund
293 Sycamore Crossing Landscape 39,572 33,981 42,074 54,319
Maintenance District Fund
294 Del Rio Landscape Maint District 47,193 79,340 78,227 333,800
500 Capital Projects Fund 1,356 510,562 21,082 -
510 Park Acquisition 368,573 4,983,364 4,129,880 1,894,500
511 Park Acquisition & Development 4,299 297,120 57,438 -
512 El Modena Park Facility - - - 250,000
540 Old Towne Parking Facility 6,445 6,006 7,520 13,507
550 Reimbursable Capital Projects 12,314 27,199 - -
550 Reimbursable Capital Projects - - 32,998.55 -
Total Funding 9,783,523 15,781,898 14,799,078 13,314,305
51
FY 20 Budget
NON DEPARTMENTAL
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY:2016-17 2017-18 2018-19 2019-20
Salaries & Benefits 2,340,544 1,569,292 1,734,194 1,835,000
Maintenance & Operations 4,406,783 4,556,029 4,733,484 5,854,149
Total Department 6,747,327 6,125,320 6,467,678 7,689,149
DEPARTMENT PROGRAMS:
0000 Non Departmental 6,747,327 6,125,320 6,467,678 7,689,149
Total Department 6,747,327 6,125,320 6,467,678 7,689,149
DEPARTMENT FUNDING SOURCES:
100 General Fund 2,068,472 2,048,851 1,126,472 2,130,022
115 Business Investment Fund 2,195,193 2,232,269 3,247,058 3,500,000
130 PEG Program 193,299 136,158 257,522 183,575
500 Capital Projects 144,889 291,231 258,931 300,000
760 Employee Accrued Liability 2,145,474 1,416,812 1,577,695 1,575,552
Total Funding 6,747,327 6,125,320 6,467,678 7,689,149
52
FY 20 Budget
VACANCY SAVINGS
Financial Summary
Actual Actual Estimate Budget
DEPARTMENT BUDGET SUMMARY:2016-17 2017-18 2018-19 2019-20
Salaries & Benefits - - - (1,800,000)
Total Department - - - (1,800,000)
DEPARTMENT PROGRAMS:
9900 Non Departmental Vacancy Savings - - - (26,700)
9902 City Manager Vacancy Savings - - - (60,923)
9903 City Attorney Vacancy Savings - - - (7,271)
9904 City Clerk Vacancy Savings - - - (7,459)
9912 Finance Vacancy Savings - - - (85,231)
9914 Human Resources Vacancy Savings - - - (32,991)
9920 Library Vacancy Savings - - - (90,697)
9930 Fire Vacancy Savings - - - (331,233)
9940 Police Vacancy Savings - - - (787,845)
9950 Public Works Vacancy Savings - - - (95,274)
9960 Community Development Vacancy Savings - - - (88,660)
9970 Community Services Vacancy Savings - - - (181,166)
9998 Economic Development Vacancy Savings - - - (4,550)
Total Programs - - - (1,800,000)
Actual Actual Estimate Budget
DEPARTMENT FUNDING SOURCES:2016-17 2017-18 2018-19 2019-20
100 General Fund 0 0 0 (1,800,000)
Total Funding 0 0 0 (1,800,000)
53
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54
APPROVED APPROVED BUDGET
2017-18 2018-19 2019-20
Departments:
* City Council 5.000 5.000 5.000
City Manager 6.625 6.625 5.625
City Attorney 7.000 9.000 7.000
* City Clerk 5.000 5.000 5.000
* Treasurer 2.000 2.000 2.000
Finance 34.000 32.625 31.100
Human Resources 11.000 11.000 9.000
Information Technology 0.000 8.000 8.000
Library 41.475 41.950 40.450
Fire 136.750 136.750 126.750
Police 274.632 274.632 258.918
Public Works 133.500 134.500 132.400
Community Development 35.975 35.975 32.975
Community Services 67.775 67.775 64.550
Total - Funded 712.170 728.718 728.768
Total - Frozen 48.562 42.114 0.000
Total - Approved 760.732 770.832 728.768 **
* Includes 7 elected officials: 1 Mayor, 4 Councilmembers, 1 City Clerk and 1 City Treasurer
CITY-WIDE SUMMARY SCHEDULE OF POSITIONS
BY DEPARTMENT
FY 20 Budget
55
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56
FY 20 Budget
CITY COUNCIL
SCHEDULE OF POSITIONS
APPROVED APPROVED BUDGET
2017-18 2018-19 2019-20
Elected Officials:
Council Member 4.000 4.000 4.000
Mayor 1.000 1.000 1.000
Total City Council 5.000 5.000 5.000
57
FY 20 Budget
CITY MANAGER
SCHEDULE OF POSITIONS
APPROVED APPROVED BUDGET
2017-18 2018-19 2019-20
Regular Full-Time:
º Assistant City Manager 1.000 1.000 0.000
City Manager 1.000 1.000 1.000
Deputy City Manager 1.000 1.000 1.000
Economic Development Manager 1.000 1.000 1.000
Executive Assistant 1.000 1.000 1.000
Senior Executive Assistant 1.000 1.000 1.000
Regular Full-Time Sub-Total 6.000 6.000 5.000
Regular Part-Time (FTE):
Internal Audit Manager 0.625 0.625 0.625
Regular Part-Time Sub-Total 0.625 0.625 0.625
Total City Manager 6.625 6.625 5.625
º Eliminated: Assistant City Manager
58
FY 20 Budget
CITY ATTORNEY
SCHEDULE OF POSITIONS
APPROVED APPROVED BUDGET
2017-18 2018-19 2019-20
Regular Full-Time:
Assistant City Attorney II 1.000 1.000 1.000
City Attorney 1.000 1.000 1.000
º Executive Assistant 1.000 1.000 0.000
Human Resources Analyst II 0.000 1.000 1.000
Legal Secretary 2.000 2.000 2.000
º Risk Manager 0.000 1.000 0.000
Senior Assistant City Attorney 2.000 2.000 2.000
Total City Attorney 7.000 9.000 7.000
º Eliminated: Executive Assistant, Risk Manager
59
FY 20 Budget
APPROVED APPROVED BUDGET
2017-18 2018-19 2019-20
Elected Official:
City Clerk 1.000 1.000 1.000
Regular Full-Time:
Administrative Assistant 2.000 2.000 2.000
Chief Clerk 1.000 1.000 1.000
Deputy City Clerk 1.000 1.000 1.000
Regular Full-Time Sub-Total 4.000 4.000 4.000
Total City Clerk 5.000 5.000 5.000
CITY CLERK
SCHEDULE OF POSITIONS
60
FY 20 Budget
CITY TREASURER
SCHEDULE OF POSITIONS
APPROVED APPROVED BUDGET
2017-18 2018-19 2019-20
Elected Official:
City Treasurer 1.000 1.000 1.000
Regular Full Time:
Investment/Revenue Officer 1.000 1.000 1.000
Total City Treasurer 2.000 2.000 2.000
61
FY 20 Budget
FINANCE DEPARTMENT
SCHEDULE OF POSITIONS
APPROVED APPROVED BUDGET
2017-18 2018-19 2019-20
Regular Full-Time:
Accountant 1.000 1.000 1.000
Accounting Manager 1.000 1.000 1.000
º Administrative Services Director 0.000 1.000 0.000
Assistant City Manager 0.000 0.000 1.000
Assistant Finance Director 1.000 1.000 1.000
Budget Manager 0.000 1.000 1.000
Budget Officer 1.000 0.000 0.000
Buyer 1.000 1.000 1.000
Executive Assistant 1.000 1.000 1.000
Finance Clerk 4.000 4.000 4.000
Finance Coordinator 0.000 2.000 2.000
Finance Director 1.000 0.000 0.000
Finance Manager 0.000 1.000 1.000
Finance Supervisor 2.000 0.000 0.000
Financial Analyst 1.000 1.000 1.000
Lead Business License Inspector 1.000 0.000 0.000
Lead Finance Clerk 1.000 1.000 1.000
Payroll Manager 1.000 1.000 1.000
Payroll Specialist 1.000 1.000 1.000
Payroll Technician 1.000 1.000 1.000
Purchasing Officer 1.000 1.000 1.000
º Senior Accountant 2.000 2.000 1.000
Senior Buyer 1.000 1.000 1.000
º Senior Finance Clerk 9.000 8.000 7.000
Stock Clerk 0.000 1.000 1.000
Regular Full-Time Sub-Total 32.000 32.000 30.000
Regular Part-Time (FTE):
Accountant 0.625 0.000 0.000
Senior Finance Clerk 0.625 0.625 0.625
Stock Clerk 0.750 0.000 0.000
Regular Part-Time Sub-Total 2.000 0.625 0.625
Part-Time/Non-Benefitted (FTE):
Accountant 0.000 0.000 0.475
Part-Time/Non-Benefitted Sub Total 0.000 0.000 0.475
Total Finance 34.000 32.625 31.100
º Eliminated: 1 Senior Accountant, 1 Senior Finance Clerk
º Eliminated/Reclassified: Administrative Services Director reclassified to Assistant City
Manager
62
FY 19 Budget
APPROVED APPROVED BUDGET
2016-17 2017-18 2018-19
Regular Full-Time:
Administrative Specialist 1.000 1.000 1.000
Assistant Human Resources Director 1.000 1.000 1.000
Employee Benefits Analyst 1.000 1.000 1.000
Executive Assistant 1.000 1.000 1.000
Human Resources Analyst II 1.000 1.000 1.000
Human Resources Technician 1.000 1.000 1.000
Human Resources/Empl. Relations Director 1.000 1.000 1.000
Risk Management Analyst 1.000 1.000 0.000
Risk Manager 1.000 1.000 0.000
Senior Human Resources Analyst 2.000 2.000 2.000
Total Human Resources 11.000 11.000 9.000
HUMAN RESOURCES
SCHEDULE OF POSITIONS
63
FY 20 Budget
APPROVED APPROVED BUDGET
2017-18 2018-19 2019-20
Regular Full-Time:
Information Technology Manager 0.000 1.000 1.000
Information Technology Project Manager 0.000 1.000 1.000
Information Technology Specialist 0.000 4.000 4.000
Network/Security Analyst 0.000 1.000 1.000
Systems Analyst 0.000 1.000 1.000
Total Information Technology 0.000 8.000 8.000
INFORMATION TECHNOLOGY
SCHEDULE OF POSITIONS
64
FY 20 Budget
APPROVED APPROVED BUDGET
2017-18 2018-19 2019-20
Regular Full-Time:
Assistant Library Services Director 1.000 1.000 1.000
Executive Assistant 1.000 1.000 1.000
Librarian I 3.000 3.000 3.000
Librarian II 4.000 4.000 4.000
Librarian III 2.000 2.000 2.000
Library Assistant 3.000 3.000 3.000
Library Clerk 2.000 2.000 2.000
Library Manager II 1.000 1.000 1.000
Library Services Director 1.000 1.000 1.000
Library Support Services Assistant 2.000 2.000 2.000
Library Technology & Support Svcs. Mgr. 1.000 1.000 1.000
º Library Technology Assistant 1.000 1.000 0.000
Library Technology Coordinator 1.000 1.000 1.000
Library Volunteer Coordinator 1.000 1.000 1.000
Senior Library Clerk 2.000 2.000 2.000
Senior Library Manager 2.000 2.000 2.000
Regular Full-Time Sub-Total 28.000 28.000 27.000
Regular Part-Time (FTE):
º Librarian II 0.500 0.500 0.000
Library Assistant 0.500 0.500 0.500
Library Clerk 1.000 1.000 1.000
Library Page 1.500 1.500 1.500
Regular Part-Time Sub-Total 3.500 3.500 3.000
Part-Time/Non-Benefitted (FTE):
Library Assistant 1.900 2.375 2.375
Library Clerk 1.900 1.900 1.900
Library Literacy Coordinator 0.475 0.475 0.475
Library Page 5.700 5.700 5.700
Part-Time/Non-Benefitted Sub-Total 9.975 10.450 10.450
Total Library Services 41.475 41.950 40.450
º Eliminated: 1 Library Technology Assistant, 0.5 FTE Librarian II
LIBRARY SERVICES
SCHEDULE OF POSITIONS
65
FY 20 Budget
APPROVED APPROVED BUDGET
2017-18 2018-19 2019-20
Sworn Regular Full-Time:
Fire Battalion Chief 5.000 5.000 5.000
º Fire Captain 33.000 33.000 30.000
Fire Chief 1.000 1.000 1.000
º Fire Engineer 30.000 30.000 27.000
º Fire Fighter 54.000 54.000 51.000
Fire Inspector/Investigator 1.000 1.000 1.000
Fire Safety Specialist 1.000 0.000 0.000
Sworn Regular Full-Time Sub-Total 125.000 124.000 115.000
Non-Sworn Regular Full-Time:
Emergency Medical Services Manager 1.000 1.000 1.000
Executive Assistant 1.000 1.000 1.000
Finance Assistant 1.000 1.000 1.000
Fire Safety Specialist - Misc. 2.000 3.000 3.000
Hazardous Materials Specialist 2.000 2.000 2.000
Plan Examiner 1.000 1.000 1.000
º Senior Fire Inspection Specialist 1.000 1.000 0.000
Senior Office Assistant 2.000 2.000 2.000
Non-Sworn Regular Full-Time Sub-Total 11.000 12.000 11.000
Non-Sworn Regular Part-Time (FTE):
Office Assistant 0.750 0.750 0.750
Total Fire 136.750 136.750 126.750
º Eliminated: 3 Fire Captains, 3 Fire Engineers, 3 Fire Fighters, 1 Senior Fire Inspection
Specialist
FIRE DEPARTMENT
SCHEDULE OF POSITIONS
66
FY 20 Budget
POLICE DEPARTMENT
SCHEDULE OF POSITIONS
APPROVED APPROVED BUDGET
2017-18 2018-19 2019-20
Sworn Regular Full-Time:
Police Captain 3.000 3.000 3.000
Police Chief 1.000 1.000 1.000
Police Lieutenant 7.000 7.000 7.000
Police Officer 131.000 131.000 131.000
º Police Sergeant 23.000 23.000 21.000
Sworn Regular Full-Time Sub-Total 165.000 165.000 163.000
Sworn Part-Time/Non-Bennefitted (FTE):
º Police Reserve Officer I 2.597 2.597 1.212
º Police Reserve Officer II 1.558 1.558 0.692
º Police Reserve Officer III 1.731 1.731 0.692
Sworn PT/Non-Benefitted Sub-Total 5.885 5.885 2.597
Non-Sworn Regular Full-Time:
º Civilian Investigative Officer 3.000 3.000 2.000
Court Liason Officer 1.000 1.000 1.000
Crime Analyst 1.000 0.000 0.000
Crime Prevention Specialist 3.000 3.000 3.000
Executive Assistant 1.000 1.000 1.000
º Forensic Services Specialist 1.000 1.000 0.000
Forensic Services Supervisor 1.000 1.000 1.000
Maintenance Worker 1.000 1.000 1.000
Parking Control Officer II 3.000 4.000 4.000
º Police Academy Trainee 2.000 2.000 0.000
Police Administrative Assistant 3.000 3.000 3.000
Police Armorer 1.000 1.000 1.000
º Police Clerk 1.000 1.000 0.000
Police Code Enforcement Officer 1.000 1.000 1.000
Police Communications Manager 1.000 1.000 1.000
Police Dispatch Shift Supervisor 3.000 3.000 3.000
Police Dispatcher 16.000 16.000 16.000
º Police Records Clerk 13.000 13.000 11.000
Police Records Manager 1.000 1.000 1.000
Police Records Shift Supervisor 3.000 3.000 3.000
º Police Services Officer 6.000 6.000 5.000
Police Subpoena/Warrants Specialist 1.000 1.000 1.000
67
FY 20 Budget
POLICE DEPARTMENT (continued)
SCHEDULE OF POSITIONS
APPROVED APPROVED BUDGET
2017-18 2018-19 2019-20
Non-Sworn Regular Full-Time (continued):
Police Training Coordinator 1.000 1.000 1.000
Police Volunteer Coordinator 1.000 1.000 1.000
Property Officer 2.000 2.000 2.000
Senior Administrative Analyst 1.000 2.000 2.000
º Senior Police Clerk 5.000 5.000 4.000
Non-Sworn Regular Full-Time Sub-Total 77.000 78.000 69.000
Non-Sworn Regular Part-Time (FTE):
Police Dispatcher 1.000 0.000 0.000
School Crossing Guard Supervisor 0.500 0.500 0.500
Non-Sworn Regular PT Sub-Total 1.500 0.500 0.500
Non-Sworn Part-Time/Non-Benefitted (FTE):
Civilian Investigative Officer 1.425 1.425 1.425
Parking Control Officer I 3.800 3.800 3.800
º Police Cadet II 6.650 6.650 5.225
Police Clerk 1.900 1.900 1.900
School Crossing Guard 11.472 11.472 11.472
Non-Sworn PT/Non-Benefitted Sub-Total 25.247 25.247 23.822
Total Police 274.632 274.632 258.918
º Eliminated: 2 Police Sergeants, 1 Civilian Investigative Officer, 1 Forensic Services Specialist,
2 Police Academy Trainees, 1 Police Clerk, 2 Police Records Clerks, 1 Police Services Officer,
1 Senior Police Clerk, 1.385 FTE Police Reserve Officer I, 0.866 FTE Police Reserve Officer II,
1.039 FTE Police Reserve Officer III, and 1.425 FTE Police Cadet II
68
FY 20 Budget
APPROVED APPROVED BUDGET
2017-18 2018-19 2019-20
Regular Full-Time:
Administrative Assistant 4.000 4.000 4.000
Administrative Specialist 2.000 2.000 2.000
Assistant Engineer 2.000 2.000 2.000
Assistant Field Services Manager 1.000 1.000 1.000
Assistant Public Works Director 0.000 1.000 1.000
Assistant Water Manager 2.000 2.000 2.000
Associate Civil Engineer 5.000 5.000 5.000
º Associate Engineer 2.000 2.000 1.000
Chemical Sprayer 1.000 1.000 1.000
Construction Inspection Supervisor 1.000 1.000 1.000
Construction Inspector II 3.000 3.000 3.000
Deputy P.W. Director/City Engineer 1.000 0.000 0.000
Deputy P.W. Director/Maint. & Ops. 1.000 1.000 1.000
Engineering Technician I 2.000 2.000 2.000
Environmental Compliance Specialist 4.000 4.000 4.000
Environmental Program Manager 1.000 1.000 1.000
Environmental Scientist 1.000 1.000 1.000
Equipment Maintenance Leadworker 1.000 1.000 1.000
Equipment Maintenance Superintendent 1.000 1.000 1.000
Equipment Maintenance Supervisor 1.000 1.000 1.000
Equipment Mechanic II 5.000 5.000 5.000
Equipment Operator 5.000 5.000 5.000
º Equipment Parts Technician 1.000 1.000 0.000
Executive Assistant 1.000 1.000 1.000
Facilities Maintenance Supervisor 2.000 1.000 1.000
Finance Clerk 1.000 1.000 1.000
GIS Analyst 1.000 0.000 0.000
Lead Custodian 1.000 1.000 1.000
Mgr. Trans. Services/City Traffic Engineer 1.000 1.000 1.000
Principal Civil Engineer 3.000 3.000 3.000
Project Engineer 1.000 1.000 1.000
Public Works Administrative Manager 1.000 1.000 1.000
Public Works Director 1.000 1.000 1.000
Public Works Maintenance Leadworker 5.000 6.000 6.000
º Public Works Maintenance Supervisor 4.000 4.000 3.000
º Public Works Maintenance Worker II 11.000 11.000 10.000
Real Property Agent 1.000 1.000 1.000
Senior Administrative Analyst 1.000 1.000 1.000
Senior Civil Engineer 2.000 2.000 2.000
Senior Contract Administrator 0.000 1.000 1.000
Senior Finance Clerk 2.000 2.000 2.000
Senior GIS Analyst 0.000 1.000 1.000
PUBLIC WORKS
SCHEDULE OF POSITIONS
69
FY 20 Budget
APPROVED APPROVED BUDGET
2017-18 2018-19 2019-20
Regular Full-Time (continued):
Senior Traffic Signal Technician 1.000 1.000 1.000
Senior Water Meter Service Worker 1.000 1.000 1.000
Senior Water Quality Inspector 2.000 2.000 2.000
Skilled Maintenance Worker - Facilities 2.000 2.000 2.000
Skilled Maintenance Worker - Public Works 3.000 3.000 3.000
Skilled Maintenance Worker - Water 4.000 4.000 4.000
Traffic Management Center Technician 1.000 1.000 1.000
Traffic Operations Superintendent 1.000 1.000 1.000
Traffic Signal Technician I 2.000 2.000 2.000
Transportation Analyst 2.000 2.000 2.000
Tree Services Coordinator 1.000 1.000 1.000
Water Maintenance Leadworker 6.000 6.000 6.000
Water Maintenance Supervisor 6.000 6.000 6.000
Water Maintenance Worker I 1.000 1.000 1.000
Water Maintenance Worker II 4.000 4.000 4.000
Water Manager 1.000 1.000 1.000
Water Meter Service Worker I 1.000 1.000 1.000
Water Meter Service Worker II 2.000 2.000 2.000
Water Plant Operator II 5.000 5.000 5.000
Water Yard Storekeeper 1.000 1.000 1.000
Regular Full-Time Sub-Total 133.000 134.000 130.000
Regular Part-Time (FTE):
Custodian 0.500 0.500 0.500
Regular Part-Time Sub-Total 0.500 0.500 0.500
Part-Time/Non-Benefitted (FTE):
Public Works Maintenance Worker I 0.000 0.000 1.900
Part-Time/Non-Benefitted Sub-Total 0.000 0.000 1.900
Total Public Works 133.500 134.500 132.400
º Eliminated: 1 Associate Engineer, 1 Equipment Parts Technician, 1 Public Works
Maintenance Supervisor, 1 Public Works Maintenance Worker II
PUBLIC WORKS (continued)
SCHEDULE OF POSITIONS
70
FY 20 Budget
APPROVED APPROVED BUDGET
2017-18 2018-19 2019-20
Regular Full-Time:
Administrative Analyst II 1.000 1.000 1.000
Administrative Assistant 1.000 1.000 1.000
Administrative Specialist 2.000 2.000 2.000
Assistant Community Development Director 1.000 1.000 1.000
º Assistant Planner 2.000 2.000 1.000
Associate Planner 2.000 2.000 2.000
Building Inspector Supervisor 1.000 1.000 1.000
Chief Building Official 1.000 1.000 1.000
º Code Compliance Officer 4.000 4.000 3.000
Code Compliance Supervisor 1.000 1.000 1.000
Combination Building Inspector 4.000 4.000 4.000
Community Development Director 1.000 1.000 1.000
Executive Assistant 1.000 1.000 1.000
Historic Preservation Planner 1.000 1.000 1.000
Permit Technician 2.000 2.000 2.000
Plan Check Engineer 1.000 1.000 1.000
º Principal Planner 2.000 2.000 1.000
Senior Housing Manager 1.000 1.000 1.000
Senior Permit Technician 2.000 2.000 2.000
Senior Plan Check Engineer 1.000 1.000 1.000
Senior Planner 3.000 3.000 3.000
Regular Full-Time Sub-Total 35.000 35.000 32.000
Regular Part-Time (FTE):
Code Compliance Officer 0.500 0.500 0.500
Regular Part-Time Sub-Total 0.500 0.500 0.500
Part-Time/Non-Benefitted (FTE):
Office Assistant 0.475 0.475 0.475
PT/Non-Benefitted Sub-Total 0.475 0.475 0.475
Total Community Development 35.975 35.975 32.975
º Eliminated: 1 Assistant Planner, 1 Code Compliance Officer, 1 Principal Planner
COMMUNITY DEVELOPMENT
SCHEDULE OF POSITIONS
71
FY 20 Budget
COMMUNITY SERVICES
SCHEDULE OF POSITIONS
APPROVED APPROVED BUDGET
2017-18 2018-19 2019-20
Regular Full-Time:
Administrative Assistant 1.000 1.000 1.000
Administrative Specialist 2.000 2.000 2.000
Assistant City Manager 0.000 0.000 1.000
Assistant Community Services Director 1.000 1.000 1.000
Community Services Director 1.000 1.000 0.000
º Development Project Manager 1.000 1.000 0.000
Executive Assistant 1.000 1.000 1.000
Finance Assistant 1.000 1.000 1.000
Landscape Coordinator 1.000 1.000 1.000
Parks & Facilities Manager 1.000 1.000 1.000
Parks Maintenance Leadworker 4.000 4.000 4.000
Parks Maintenance Supervisor 2.000 2.000 2.000
Parks Maintenance Worker II 4.000 4.000 4.000
Public Affairs & Information Manager 1.000 1.000 1.000
Recreation Services Coordinator 4.000 4.000 4.000
Recreation Services Manager 1.000 1.000 1.000
Recreation Services Supervisor 3.000 3.000 3.000
Senior Administrative Analyst 1.000 1.000 1.000
Senior Landscape Coordinator 1.000 1.000 1.000
Skilled Maintenance Leadworker 1.000 1.000 1.000
º Skilled Maintenance Worker - Parks 4.000 4.000 2.000
Regular Full-Time Sub-Total 36.000 36.000 33.000
Regular Part-Time (FTE):
Assistant Recreation Services Coordinator 1.750 1.750 2.625
Parks & Facilities Attendant 1.500 1.500 1.500
Parks Maintenance Worker I 3.000 3.000 3.000
º Recreation Services Activity Specialist 0.750 0.750 0.000
Regular Part-Time Sub-Total 7.000 7.000 7.125
Part-Time/Non-Benefitted(FTE):
Assistant Pool Manager 0.725 0.725 0.725
Life Guard/Swim Instructor 5.000 5.000 5.000
Management Intern 0.475 0.475 0.475
º Parks & Facilities Attendant 3.050 3.050 2.700
72
COMMUNITY SERVICES (continued)
SCHEDULE OF POSITIONS
APPROVED APPROVED BUDGET
2017-18 2018-19 2019-20
Part-Time/Non-Benefitted (continued):
Parks Maintenance Worker I 3.325 3.325 3.325
Pool Manager 0.375 0.375 0.375
Recreation Services Coordinator 0.475 0.475 0.475
Recreation Services Activity Specialist 2.375 2.375 2.375
Recreation Services Leader I 4.800 4.800 4.800
Recreation Services Leader II 3.050 3.050 3.050
Recreation Services Leader III 0.500 0.500 0.500
Swimming Attendant 0.625 0.625 0.625
PT/Non-Benefitted(FTE) Sub-Total 24.775 24.775 24.425
Total Community Services 67.775 67.775 64.550
º Eliminated: 1 Development Project Manager and 2 Skilled Maintenance Worker-Parks,
0.350 FTE Parks & Facilities Attendant, 0.750 FTE Recreation Services Activity Specialist
º Eliminated/Reclassified: Community Services Director reclassified to Assistant City
Manager
FY 20 Budget
73
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74
FY 20 BUDGET
Account Amount Department
Fund Activity Number Proj Description Requested Total
Non Departmental
100 0000 51700 12350 Animal Control 903,316$
100 0000 52001 Miscellaneous Expenditures 100,000
115 0000 52611 Payments to Other Agencies 1,712,018
Total Non Departmental 2,715,334$
City Attorney
100 0301 51600 Legal Services 10,000$
100 0301 51611 Personnel Legal Services 5,000
100 0301 51670 Other Professional & Cconsulting Services 12,450
740 0301 51600 Legal Services 135,018
Total City Attorney 162,468$
Library
100 2001 53301 Library Books 43,995$
100 2001 53301 19320 Electronic Resources 138
100 xxxx various 19322 Foundation Donation 34,770
100 2001 53301 19935 Woman's Club Donation 500
100 2001 53340 19969 Sons of Italy Donation 526
100 xxxx various 19986 Patron Donation 1,052
100 2001 53301 19988 Santiago Library System - New Adult & Children's Books 55
100 xxxx various 19990 Friends of the Library Donation 54,839
100 2001 53001 20307 Patron Donation - Literacy donation from Community 11,590
100 2001 53301 30111 LSTA Grant 18
100 2004 51011 30114 SCLC/CENIC Grant 13,103
100 2017 53340 30116 ALA Great Stories Grant 1,200
100 2016 53340 30118 Historical Preservation Foundation Grant 2,500
100 2001 53001 30120 Patron Donation - Literacy 1,500
Total Library $165,786
Fire
100 3012 51670 30006 Professional & Consulting - PDM Grant 2014 31,078$
100 3023 51840 20179 Local Training - UASI 2013 596
100 3023 51840 20234 Local Training Santa Ana College 2015-16 64,740
100 3023 51840 20245 Local Training UASI 2014 6,898
100 3023 51840 20260 Local Training UASI Regional Training 2015 6,818
125 3022 53510 Fire/Paramedic Medical Supplies 10,683
Total Fire 120,812$
SCHEDULE OF OPERATING CARRYOVER APPROPRIATIONS
75
FY 20 BUDGET
Account Amount Department
Fund Activity Number Proj Description Requested Total
Police
100 4011 various 20355 BSCC FY17 11,343$
100 4041 various 30090 OTS 17-18 171,495
100 xxxx various 30110 OTS FFY 18-19 156,378
100 4031 various 20159 Post Release Community Supervision 17,400
354 4011 55131 Furniture, Machinery, Equip. Additions 29,674
355 4021 51840 Local-Training 5,578
355 4033 53060 Misc. Materials and Supplies 6,551
356 4011 55131 Furniture, Machinery, Equip. Additions 9,606
358 4011 50221 12325 Regional Narcotics Supression (State)169,312
359 4001 50221 12325 Regional Narcotics Supression (State)5,788
Total Police 583,125$
Public Works
100 5021 51700 Contractual Services (Labor & Maintenance) 40,000$
220 5022 various 20375 Beverage Container Recycle Grant 17-18 33,888
220 5022 various 20373 Used Oil Grant 17-18 15,395
245 5023 55211 various Motor Vehicle Replacements 60,637
355 5023 55211 V1805 Motor Vehicle Replacements-Armored Rescue Vehicle 33,811
710 5023 51402 Repairs to Machines and Equipment 29,127
720 5023 55212 various Motor Vehicle Replacements 2,556,999
Total Public Works $2,586,126
Community Development
140 6031 51670 Other Professional & Consulting Services 20,000$
Total Community Development $20,000
Community Services
100 7001 51700 20227 Garden Plots 10,047$
100 7001 51780 20054 Military Banners 1,240
100 7015 various 20398 Special Events 23,766
100 7022 51700 Contractual Services 40,000
263 7041 51780 20271 Senior Transportation Grant 16-17 16,493
263 7041 51780 20331 Senior Transportation Grant 17-18 19,689
263 7041 51780 20385 Senior Transportation Grant 18-19 110,000
Total Community Services $221,235
TOTAL OPERATING CARRYOVERS $6,574,887
SCHEDULE OF OPERATING CARRYOVER APPROPRIATIONS (continued)
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FY 20 BUDGET
SUCCESSOR AGENCY DEBT OBLIGATIONS
Date Date Authorized Outstanding 2019-20
of of Interest and at June 30,Prin. & Int.
Issue Maturity Rates Issued 2019 Requirement
DEBT ISSUES:
2008B Merged & Amended Taxable Tax
Allocation Refunding Bonds 5/1/2008 9/1/2027 5.0-6.2% 6,180,000 4,495,000 646,050
2014A Merged & Amended Tax
Allocation Refunding Bonds 12/4/2014 9/1/2023 3.0-5.0% 28,850,000 17,430,000 3,933,000
2018A Merged & Amended Tax
Allocation Refunding Bonds 3.0-5.0% 20,375,000 20,375,000 910,000
TOTAL REDEVELOPMENT DEBT 55,405,000 42,300,000 5,489,050
Type of Obligation
77
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78
Fund
Project
Number Description
Amount
Requested
Fund
Total
FY 20 Budget
NEW CAPITAL IMPROVEMENT FUNDING BY FUND
SANITATION AND SEWER
220 15509 $300,000Sewer Cleaning and Video
220 20285 $100,000Asset and Work Order Management Sy
TOTAL $400,000SANITATION AND SEWER
AB 2766 AIR POLLUTION REDUCTION
245 19999 $67,000Motor Vehicle Replacements
TOTAL $67,000AB 2766 AIR POLLUTION REDUCTION
TRAFFIC IMPROVEMNT -MEASURE M2
263 13120 $2,000,000Pavement Management Program
263 16302 $50,000Minor Traffic Control Devices
263 16469 $45,000Traffic Signal Equipment Painting
263 20418 $10,000Old Town Sidewalk Replacement Stan
TOTAL $2,105,000TRAFFIC IMPROVEMNT -MEASURE M2
GAS TAX 2105
272 13120 $768,883Pavement Management Program
272 16305 $70,000Traffic Sig. Contr. & TMC Upgrades
TOTAL $838,883GAS TAX 2105
RMRA Road Maint Rehabilitation Account
274 13120 $2,349,538Pavement Management Program
TOTAL $2,349,538RMRA Road Maint Rehabilitation Account
TSIP B - WEST ORANGE
284 13034 $325,000Meats Ave & SR 55 Interchange Study
284 20353 $450,000Chapman & Grand Turn Signal Mod.
284 20354 $425,000Chapman & Cambridge Left Turn Mod
284 20380 $130,000Glassell Street Signal Network Extensi
284 20382 $790,000Katella Ave. Signal Network Extension
284 30025 $237,500Tustin & Meats Int. Right Turn Lane Ad
TOTAL $2,357,500TSIP B - WEST ORANGE
SANTIAGO HLS LANDSCP MAINT 1986 & 2015
291 20255 $100,000SHAD General Renovations
TOTAL $100,000SANTIAGO HLS LANDSCP MAINT 1986 &
DEL RIO LANDSCAPE MAINTENANCE DISTRICT
294 20402 $203,000Del Rio Bridge Renovation
TOTAL $203,000DEL RIO LANDSCAPE MAINTENANCE DI
79
Fund
Project
Number Description
Amount
Requested
Fund
Total
FY 20 Budget
NEW CAPITAL IMPROVEMENT FUNDING BY FUND
COMMUNITY DEVELOPMENT BLOCK GRANT
310 11328 $250,000ADA Improvements - Access Ramps
310 20407 $96,232Shaffer Street Rehabilitation
310 20409 $99,000Olive Street Rehabilitation
310 20410 $172,000Clinton Street Rehabilitation
310 20411 $272,000Sacramento St Neighborhood Phase 2
310 30122 $80,000Sr Center Flooring & Ducting Improvem
TOTAL $969,232COMMUNITY DEVELOPMENT BLOCK GR
HOME
317 11210 $64,633Home CHDO Allocation
317 11250 $323,169Home Developer Projects
TOTAL $387,802HOME
ASSET SEIZURE- FEDERAL
355 20335 $105,000Police Vehicle Mobile Data Comp Syst
TOTAL $105,000ASSET SEIZURE- FEDERAL
CAPITAL PROJECTS
500 16302 $75,000Minor Traffic Control Devices
500 20325 $97,532Santiago Creek Multipurpose Trail Ext.
500 20374 $120,000Street Light Pole Replacement Progra
500 30117 $214,490Cambridge Storm Drain Impr Phs 3
TOTAL $507,022CAPITAL PROJECTS
PARK ACQUISITION (INFILL)
510 20059 $203,000Tot Lot Shade Sails
510 20266 $83,000Park Video Surveillance and Security
510 20316 $152,000Hart Park Bleacher Replacement
510 20320 $1,500Cemetery Ridge Trail Road Improveme
510 20321 $100,000Grijalva Park Master Plan Update
510 20347 $5,000Enterprise Access System
510 20370 $1,200,000Handy Park Maintenance Renovation
510 30047 $1,500CalSense Installation at Various Parks
510 30053 $152,000Parking Lot Pavement Rehab
510 30054 $1,500Park Electric Panel Replacement
TOTAL $1,899,500PARK ACQUISITION (INFILL)
EL MODENA PARK FACILITY - CELL TOWER FEE
512 30048 $250,000El Modena Area Renovation
TOTAL $250,000EL MODENA PARK FACILITY - CELL TO
80
Fund
Project
Number Description
Amount
Requested
Fund
Total
FY 20 Budget
NEW CAPITAL IMPROVEMENT FUNDING BY FUND
SEWER CONSTRUCTION
520 15508 $2,000,000Sewer Line Replacement/Maintenance
TOTAL $2,000,000SEWER CONSTRUCTION
OLD TOWNE PARKING FACILITY
540 14997 $250,000Municipal Parking Lot Maintenance
TOTAL $250,000OLD TOWNE PARKING FACILITY
REIMBURSABLE CAPITAL PROJECTS
550 13120 $80,000Pavement Management Program
550 13816 $723,102Bridge Maintenance
550 20325 $345,794Santiago Creek Multipurpose Trail Ext.
550 20377 $120,000Katella & Struck Traffic Signal Mod.
550 30025 $712,500Tustin & Meats Int. Right Turn Lane Ad
550 30117 $2,573,885Cambridge Storm Drain Impr Phs 3
TOTAL $4,555,281REIMBURSABLE CAPITAL PROJECTS
FIRE FACILITY FEE DISTRICTS ALL COM 6/07
560 12406 $35,000Opticom Traffic Pre-emption
560 12955 $110,000Mobile Data Computers
560 20104 $950,000SCBA Retrofit & Replacement
560 20334 $25,000Fire Station Maintenance
560 20347 $5,000Enterprise Access System
560 20384 $60,000Vehicle Extrication Rescue Tool Repl.
TOTAL $1,185,000FIRE FACILITY FEE DISTRICTS ALL COM
POLICE FACILITY FEES
570 19809 $88,800City Facility Improvements
570 20347 $5,000Enterprise Access System
TOTAL $93,800POLICE FACILITY FEES
LIBRARY FACILITY FEES
573 20241 $81,200RFID Self-Service Addition
573 20347 $5,000Enterprise Access System
573 20358 $60,000Carpeting
573 20405 $10,000Homework Center Refresh
573 30055 $120,000Painting
TOTAL $276,200LIBRARY FACILITY FEES
81
Fund
Project
Number Description
Amount
Requested
Fund
Total
FY 20 Budget
NEW CAPITAL IMPROVEMENT FUNDING BY FUND
WATER
600 18101 $25,000Security Improvements
600 18102 $100,000Meter Replacement Program
600 18120 $1,500,000Well 28 Construction
600 18214 $100,000Well Rehabilitation
600 18324 $400,000Resevoir 2A Site Remediation
600 18400 $1,500,000Pipeline Renewal Projects
600 19999 $422,000Motor Vehicle Replacements
600 20285 $100,000Asset and Work Order Management Sy
TOTAL $4,147,000WATER
EQUIPMENT REPLACEMENT
720 19999 $2,539,000Motor Vehicle Replacements
TOTAL $2,539,000EQUIPMENT REPLACEMENT
MAJOR BUILDING IMPROVEMENTS
725 19809 $100,000City Facility Improvements
725 20408 $250,000Front Counter Remodel (PW & CD)
TOTAL $350,000MAJOR BUILDING IMPROVEMENTS
COMPUTER REPLACEMENT
790 12955 $110,000Mobile Data Computers
790 20272 $80,000GIS Local Gov't Info. Model Migration
790 20278 $40,000Server Refreshes/Memory Expansion
790 20281 $75,000IT System Improvements
790 20282 $40,000Desktop PC and Laptop Replacements
790 20284 $170,000LaserFiche RIO Upgrade
790 20285 $50,000Asset and Work Order Management Sy
790 20337 $150,000Police Vehicle Mobile Audio & Video S
790 20339 $20,000Network Refresh
790 20342 $35,000Conference Room Audio/Video
790 20389 $20,000IP-Based Keyboard Video Mouse Switc
790 20391 $200,000Financial System Replacement
790 20413 $30,000UPS Replacements
790 20415 $15,000Corp Yard Surveillance and Intercom
790 20416 $40,000Agenda Management
TOTAL $1,075,000COMPUTER REPLACEMENT
CITY TRF: MERGED 2008 TAX EXEMPT BONDS
954 20400 $1,950,000Fire Headquarters Replacement
TOTAL $1,950,000CITY TRF: MERGED 2008 TAX EXEMPT B
82
Fund
Project
Number Description
Amount
Requested
Fund
Total
FY 20 Budget
NEW CAPITAL IMPROVEMENT FUNDING BY FUND
TOTAL CAPITAL PROJECTS $30,960,758
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FY 20 Budget
CITY COUNCIL CITY GOVERNMENT
PROGRAM DESCRIPTION
The City Council provides policy direction for the City of Orange and enacts all municipal legislation. The
City Council serves in a quasi-judicial role on certain administrative appeals. The City Council directs the
administration of its policy decisions through the City Manager for delegation to appropriate city staff.
SERVICE OBJECTIVES
1. Provide for financial stability through strong financial oversight and strategic planning.
2. Provide the resources required to maintain and improve the City’s infrastructure, public safety, and city
services.
3. Promote the City’s interest in the development of a business retention and attraction program through
active City Council participation.
4. Support legislation that benefits city and local government service delivery.
5. Approve business, industrial, and residential developments that strengthen the City’s financial future
and integrates land uses while not overextending existing and planned public infrastructure.
6. Recognize exemplary service by city employees through an employee recognition program.
7. Maintain the City’s website to ensure that Orange residents and businesses maintain access and are
connected to the City.
8. Conduct City Council meetings in a manner that recognizes legitimate differences of opinion yet fosters
mutual respect and courtesy among all participants.
WORK PLAN FOR 2019-20
1. Provide policy direction that ensures financial stability while preserving community character and
maintaining a positive organizational direction through June 2020. [2a]
2. Provide the necessary resources to public safety to ensure the community remains among the safest
cities in California through June 2020. [1a]
3. Work closely with the State of California legislative representatives representing Orange to ensure that
the needs of Orange residents and business are addressed through June 2020. [4d]
4. Provide legislative leadership that ensures maximum accomplishment of the City’s Mission Statement
and goals through June 2020. [4d]
5. Facilitate and provide policy direction to develop parking solutions to preserve and enhance the
economic viability of Old Towne through June 2020. [3a]
6. Work with the County of Orange, adjacent cities, care providers, and other stakeholders to effectively
address the problem of homelessness in the community, the North Orange County Service Planning
Area, and region wide through June 2020. [1e, 3e]
7. Facilitate a positive relationship with Chapman University leadership and cultivate community
engagement opportunities through June 2020. [5c]
8. Evaluate options to assist businesses with processing City land use entitlements and other business
development activities through June 2020. [2e]
9. Enhance the City’s economic base by continuing to attract quality businesses to the City’s commercial
corridors and industrial areas through June 2020. [2c]
10. Act as the Successor Agency to the Redevelopment Agency; responsibly and proactively wind down
the activities of the former RDA to minimize the fiscal impacts to the City’s general fund through June
2020. [4a]
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FY 20 Budget
11. Continue to look for options to enhance seamless interaction between residents and businesses
through the City’s website through June 2020. [4c]
12. Monitor statewide efforts to address the rising costs of maintaining the CalPERS retirement system and
provide leadership in managing its impacts to the City’s financial stability through June 2020. [2b]
86
FY 20 Budget
CITY MANAGER MANAGEMENT OF CITY OPERATIONS
PROGRAM DESCRIPTION
The City Manager serves as the Council-appointed Executive Manager of the City. The City Manager is
responsible for the administration and implementation of policies and programs adopted by the City Council,
for providing timely and accurate information to the City Council, and for maintaining a valuable
communication link that allows the Orange City Council to formulate policy, set direction, adopt programs
and projects, and establish city service levels.
SERVICE OBJECTIVES
1. Provide leadership and direction for balanced economic growth to enhance the long-term fiscal viability
of the City.
2. Promote and foster an organizational culture that strives to provide excellent customer service at all
levels.
3. Ensure that the City remains one of the safest communities in which to work, live, and visit by allocating
the necessary tools and resources to public safety operations.
4. Implement an organizational strategic plan that directs and responds to the diverse needs of the
community while providing long term focus of city resources.
5. Encourage innovation to develop programs or services that help improve service delivery.
6. Lead employee driven professional development at all levels of the organization to create a strong work
force.
WORK PLAN FOR 2019-20
1. Provide stewardship to maintain economic viability of the downtown area including evaluation of short
and long term infrastructure needs through June 2020. [1b, 2d]
2. Work with the City Council and Department Heads to ensure short-term and long-term organizational
and financial stability by June 2020. [2a, 4d]
3. Lead the development of the Fiscal Year 2019-2020 (FY20) Operating and Capital Improvement
Budgets by June 2020. [2a]
4. Provide the City Council with frequent financial status reports for the FY20 budget as well as updates
to a multi-year revenue and expenditure projection model by June 2020. [2a]
5. Coordinate efforts to address the problem of homelessness with city departments, local agencies, and
community partners through June 2020. [1e, 3e]
6. Communicate the City’s financial status to city staff and to the community by June 2020. [4a, 4d]
7. Foster an environment of support for employee development through the TEAM Orange program
through June 2020. [2a]
8. Continue to review and evaluate the City’s Strategic Plan through June 2020. [2a]
9. Provide guidance for several critical land use projects including: The Village at Orange, Town and
Country developments, and the Orange Collection at the Outlets of Orange through June 2020. [2a]
10. Lead and pursue business development opportunities to facilitate retention and attraction efforts that
will generate new property tax revenue, new local sales tax revenue, and the creation of new
employment opportunities through June 2020. [2e]
11. Monitor and address critical regional and statewide issues that impact Orange, such as pension
legislation and the activities of adjacent cities through June 2020. [4d]
12. Facilitate the enhancement of customer service delivery throughout the organization through June
2020. [4b, 4d]
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FY 20 Budget
13. Assess the structure of the organization to ensure that it can effectively adapt to economic expansions
and contractions through June 2020. [2b]
14. Maintain a positive relationship with Chapman University leadership and cultivate community
engagement opportunities in the Old Towne area through June 2020. [5c]
15. Participate in regional partnerships with such groups as the North Orange County cities and OC Animal
Care as a means to providing municipal services in the most cost efficient and effective manner through
June 2020. [4d]
16. Actively participate in the implementation of operations policies for the County Animal Shelter in an
effort to monitor the City’s investment through June 2020. [3e]
17. Enhance the City website to include automated forms and other automation to improve usability for
residents and businesses by June 2020. [4c]
18. Promote employee outreach in the City Manager eNewsletter and encourage participation at
department meetings and quarterly Brown Bag lunches through June 2020. [4d, 4e]
19. Facilitate the implementation of the citywide Facilities Master Plan including project prioritization and
identifying funding options through June 2020. [1b, 2d]
20. Facilitate development opportunities, specifically along the Katella Gateway area (Orange SR-57
Freeway to Main Street) and medical related uses along the South Main Street/West Chapman Avenue
corridor through June 2020. [2e]
21. Work collaboratively with Old Towne property owners and stakeholders in continuing enhancement of
the Old Towne Orange business environment and addressing overall parking in the Old Towne area
through June 2020. [2e]
22. Coordinate closely with Community Development, Public Works, and other departments on the
processing of projects that support economic development in the City through June 2020. [2e]
23. Promote business development outreach with the local brokerage community and through the City
website to facilitate retention efforts of businesses seeking expansion opportunities through June 2020.
[2e]
24. Work with Fire and Police departments to enhance public safety services through June 2020. [1a]
25. Continue to assess options to maintain and update city facilities and infrastructure including addressing
the relocation of the Fire Headquarters through June 2020. [1a]
26. Work with community stakeholders in the further implementation of the Grijalva Park Master Plan. [3a]
27. Assess options to merge the waste franchise agreement and street sweeping agreement to improve
efficiency. [2a]
28. Continue to proactively engage with city leadership to encourage effective succession planning in city
departments. [2e]
88
FY 20 Budget
CITY MANAGER INTERNAL AUDIT
PROGRAM DESCRIPTION
The Internal Audit program provides a framework to determine the adequacy and effectiveness of internal
controls through an on-going and comprehensive internal assessment of operations within each
department, including the monitoring of contractor compliance.
SERVICE OBJECTIVES
1. Audit appropriate financial provisions of contractual services or other city business relationships.
2. Audit citywide internal control systems including, but not limited to, purchasing, personnel, payroll,
disbursements, cash receipts, and treasury transactions.
3. Assess and monitor electronic data processing controls.
4. Coordinate audits of revenue sources.
5. Audit any decentralized financial operations and department-managed inventories.
6. Evaluate the strength and effectiveness of internal controls in all city departments.
7. Assist city departments to develop and implement cost-effective, practical solutions to business issues
and needs.
WORK PLAN FOR 2019-20
1. Coordinate specific internal audits as identified in the Fiscal Year 2019-2020 (FY20) Audit Plan by June
2020. [2a]
2. Schedule and coordinate meetings for the City of Orange Internal Audit Committee through June 2020.
[2a]
89
FY 20 Budget
CITY ATTORNEY LEGAL SERVICES
PROGRAM DESCRIPTION
Provides legal advice and services to the City Council, all city advisory bodies and city departments, as well
as the defense and initiation of lawsuits involving the City and their respective officers and employees.
SERVICE OBJECTIVES
1. Provide efficient and expeditious legal services to the City Council, all city advisory bodies and city
departments by assigning staff members to respective fields based on their areas of expertise.
2. Provide maximum use of in-house staff to reduce the need and costs associated with the use of outside
counsel.
3. Effectively supervise and monitor outside legal (contract special) counsel.
4. Minimize exposure to liability by practicing preventive law, providing training and workshops to city
officers and employees, and ensuring that employee complaints are appropriately and thoroughly
investigated.
5. Provide minimum turnaround time on day-to-day legal service assignments without sacrificing quality
and keeping requesters informed of progress of work as appropriate.
6. Review contracts and advise departments as to any legal ramifications of their contents.
7. Provide legal advice and services at meetings of the City Council, Planning Commission, Traffic
Commission, Design Review Committee (DRC), and other boards and committees as required.
8. Provide advice and guidance in personnel matters at early stages to reduce city exposure from
grievances and lawsuits.
WORK PLAN FOR 2019-20
1. Provide mandatory training to city staff, appointed and elected officials regarding ethics and sexual
harassment through June 2020. [4d, 4e]
2. Provide ongoing training to designated employees regarding potential claim and claim investigations
through June 2020. [4d, 4e]
3. Provide ongoing training to designated employees and departments regarding public records requests
through June 2020. [4d, 4e]
4. Review and assist in the processing of the Trails at Santiago project through June 2020. [1d, 3c]
5. Review consultant and professional services agreements for updates and proposed changes to
streamline the process through June 2020. [4d]
6. Assist in updates of city parking code and sign code by June 2020. [2e, 3c]
7. Continue to collaborate with the City Manager regarding local and countywide efforts to address matters
such as homelessness through June 2020. [2e, 3c, 4d]
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FY 20 Budget
CITY ATTORNEY RISK MANAGEMENT
PROGRAM DESCRIPTION
Risk Management’s mission is to efficiently prevent, control, and reduce the City's financial risk while
providing optimum services to city employees and residents. Services include the oversight of the following
programs: workers’ compensation, safety and environmental health, liability management, financial
recovery, regulatory compliance, insurance procurement, industrial disability retirements, ergonomics,
training, and emergency preparedness.
SERVICE OBJECTIVES
1. Resolve workers’ compensation claims by achieving a balance between employee advocacy and loss
control.
2. Serve as the gatekeeper of all parties involved in the workers’ compensation process, including
departments, employees or retirees, medical providers, defense attorneys, and third party
administrator.
3. Monitor performance of third party vendors through continuous assessments and evaluations of
services.
4. Investigate, negotiate, and resolve property claims against the City.
5. Assist city departments to comply with Cal/OSHA, state, and federal regulations by conducting self-
audits, work fitness evaluations, commercial driver license examinations, hearing examinations, and
drug and alcohol testing. Maintain all related documents, files, logs, and databases as tools for
monitoring risk.
6. Utilize current educational and training materials, both online and in the classroom, to ensure
employees take precautionary measures for their individual safety as well as the community’s.
7. Provide recommendations in the areas of insurance to protect the City against the financial
consequences of catastrophic accidental loss.
8. Pursue opportunities for financial recovery through subrogation and restitution efforts.
WORK PLAN FOR 2019-20
1. Building on the foundation of the existing safety program, increase awareness of compliance standards
to identify potential areas of improvement through June 2020. [2d]
2. Periodically evaluate the performance of service providers including defense attorneys, healthcare
providers, and the third party administrator to maintain the gradual decrease of the number of litigated
claims, frequency of new claims, and severity of incurred costs through June 2020. [2d]
3. Track all open workers’ compensation claims closely with periodic file reviews to set up strategic plans
of action and identify trends and opportunities for improvement through June 2020. [2d]
4. Streamline the third party liability recovery program through proper identification of financial recovery
opportunities and adequate follow-up through June 2020. [2d]
5. Process all industrial disability retirement applications in accordance with the latest CalPERS
standards. This is accomplished through proactive communication and subject matter expert
evaluations through June 2020. [2a] [2d]
6. Enhance compliance with state and federal safety regulations using self-assessment forms, self-audits,
facility inspections, and post-incident investigations through June 2020. [2d]
7. Provide safety trainings to prevent injuries and reduce liability to the City and expand integration of an
online learning management system through June 2020. [2d]
8. Educate employees on risk management related updates and tips via a periodic newsletter through
June 2020. [1a]
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FY 20 Budget
9. Enhance emergency preparedness with supplies, trainings, business continuity plans, and drills
through June 2020. [1c]
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FY 20 Budget
CITY CLERK LEGISLATIVE HISTORY, RECORDS MANAGEMENT, AND
ELECTION OPERATIONS
PROGRAM DESCRIPTION
In accordance with state mandated duties and deadlines, produce City Council and Successor Agency
agendas and minutes; process all legal documents; process City Council and Successor Agency directives;
Index city documents through the City’s automated document management system for immediate retrieval;
and codify all supplements for inclusion in the Orange Municipal Code. Conduct general elections every
two years and special elections as required by City Council direction.
SERVICE OBJECTIVES
1. Serve as the City’s information center disseminating information concerning City activities, programs
and regulations to the public.
2. Conduct municipal elections and enforce campaign-filing regulations for office holders and active
campaign committees.
3. Maintain Orange Municipal Code.
4. Maintain Records Retention Schedule for all departments incorporating electronic, as well as paper
storage.
5. Monitor Maddy Act regulations relating to City Council appointments to all Boards, Committees and
Commissions.
6. Provide access to public documents through the City’s website, the Hotline, and at the public counter.
7. Provide agenda information through the City’s cable television and the City’s website.
8. Accept U.S. passport applications from the public on behalf of the United States Department of State.
WORK PLAN FOR 2019-20
1. Conduct 2019 Special Municipal Election by November 2019. [4b]
2. Coordinate all Fair Political Practices Commission filings for candidate campaigns for the November
2019 Special Municipal Election and all Conflict of Interest filings by June 2020. [4b]
3. Install and implement agenda management software for more efficient agenda workflow by December
2019. [4b]
4. Update Boards, Commissions, and Committees manual by June 2020. [4b]
5. Complete 2019 citywide destruction of records by June 2020. [4c]
6. Assist other departments with their imaging projects to convert paper to electronic records and
effectively utilize the Laserfiche Records Imaging and Retrieval system by June 2020. [4c]
7. Update all office procedures regarding the imaging of all permanent records currently filed in Clerk’s
office by June 2020. [4b]
8. Continue to cross-train staff to effectively use resources as required by June 2020. [4b]
9. Management of the citywide Records Management Program by editing the Records Management
Retention Schedule, updating policies related to records retention, and scanning by June 2020. [4b]
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FY 20 Budget
FINANCE PURCHASING AND ACCOUNTS PAYABLE
PROGRAM DESCRIPTION
Provides a centralized buying and accounts payable service for all departments to ensure that the purchase
and invoice payments of construction projects, services, equipment, and materials are at the lowest
possible cost commensurate with quality needs. Serves as a central store for commonly used supplies and
deliveries to all affiliate locations and handles all outside printing and duplicating needs for departments.
SERVICE OBJECTIVES
1. Provide courteous, efficient service to all internal and external customers.
2. Process all informal bids within 24 hours of receipt of specifications.
3. Procure all goods and services to meet departments’ specific needs to meet Federal, State, and City
laws, regulations, and policies while delivering goods requested from the warehouse within 24 hours of
receipt of requisition.
4. Process purchase orders, invoices, and warehouse requisitions annually.
5. Ensure daily mail, supply delivery, and pick-ups are made to all city mail locations.
6. Assist in preparation of Request for Proposal (RFP) and Request for Qualifications (RFQ)
requirements.
7. Process purchase orders, invoices, and warehouse requisitions annually.
8. Manage and audit the CAL-Card procurement program on an ongoing basis.
9. Ensure the payments of all goods and services through the Accounts Payable Division are done so in
accordance with all Federal, State, and City laws, regulations, and policies.
10. Conduct annual citywide training sessions on procurement and payment processes.
WORK PLAN FOR 2019-20
1. Make available the New Vendor Form and New Supplier Form in Seamless Documents on the City’s
Employee Portal by December 2019. [2d]
2. Continue implementation of Amazon Business Solutions to obtain cost savings for items frequently
purchased by the City by December 2020. [2a]
3. Increase purchases of Green and Recycled Products by 25% for city use within the warehouse
inventory to promote healthier environment and to improve image of goodwill by May 2020. [2d]
4. Research payments through ACH banking system by June 2020. [2a]
5. Develop a plan to automate the City’s Procurement credit card (Cal Card) using Eden templates entered
by each department by June 2020. [2d]
6. Obtain credit card resources for Emergency Operations Center by July 2019. [2a]
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FY 20 Budget
FINANCE GENERAL REVENUE
PROGRAM DESCRIPTION
General Revenue manages the collection of various revenues and maintains payment records for the City.
This includes processing Transient Occupancy Taxes (TOT) and business license taxes in accordance with
the Orange Municipal Code. Cashiering is also provided for business license payments, miscellaneous
receivables including TOT, and some accounts receivable payments. General Revenue is a collector of
business information and maintains continuous records of all business activity taking place in the City.
SERVICE OBJECTIVES
1. Provide outstanding customer service to both external and internal customers by processing and
reconciling payments from counter customers, mailed-in payments, faxes, and on-line renewals or
applications. Also provide on-line business searches and new business listing for inquiring customers.
2. Prepare monthly reports of business license registrations for the Fire Department, Police Department,
Public Works Department, Economic Development Department, and others as needed.
3. Process and send out certificates to new business license applicants and renewals, frequently
generated online, and send out delinquent notices and close-outs as necessary.
4. Monitor business regulatory permits including massage therapists, secondhand dealers, firearm
dealers, tow truck drivers, solicitors, and others.
5. Annually follow up and process non-compliant or delinquent businesses, plus new business license
leads.
6. Perform annual gross receipts and sales tax audits.
7. Scan records into Laserfiche.
8. Monitor TOT for motels and hotels.
9. Research leads from the Franchise Tax Board, fictitious business name registrations from the Orange
County Clerk Recorder’s office, and seller’s permit holders from the State Board of Equalization.
10. Review all building permits issued by the City, checking all contractors, architects, engineers, and
others for business license compliance.
WORK PLAN FOR 2019-20
1. Encourage on-line business license renewals to increase participation by June 2020. [4c]
2. Continue to provide customers with the option to accept emailed renewal reminders instead of mailed
renewal notices in order to reduce postage costs by June 2020. [2a,4c]
3. Continue to monitor and refine the Business License web page to meet customer needs by June 2020.
[4c]
4. Continue to refine the revenue team approach to streamline compliance and inspection procedures,
thereby providing timely and customer friendly follow-up to increase revenue recovery by June 2020.
[2b]
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FY 20 Budget
FINANCE UTILITY BILLING
PROGRAM DESCRIPTION
The Utility Billing Division provides the billing, collection, and data management of all utility accounts for
water, City sanitation services, and the voluntary paramedic subscription program. All customer inquiries
regarding the billing of these services are handled within this division. In addition, this program has the
responsibility of managing petty cash and accounts receivables, which processes all city department
invoices.
SERVICE OBJECTIVES
1. Provide customer service for all utility billing related questions or comments via phone, counter, or e-
mail.
2. Prepare, calculate, and send out utility bills with 99% accuracy within two days of the meter being read.
3. Process closing bills and send accounts to collections for non-payment.
4. Create and process electronic work orders (Closing/opening readings, meter exchanges, high
consumptions, leaks, re-checks, door hangers, repairs/replacement of parts, and delinquent turn-offs).
5. Create, process, and maintain Landlord Continue Service Agreements.
6. Create, process, and manage customers on the Paramedic Subscription Program.
7. Download and process electronic payments daily (lockbox, ACH “Automatic Clearing House”, online,
phone, and bill pay banking payments). In addition, collect payments via the counter and night deposit
box daily.
8. Provide an online customer portal for customers to view and pay utility bills, as well as the ability to
setup automatic payments via checking accounts and credit cards.
9. Accounts Receivable creates and sends first, second, and third invoices for all city departments.
(developer billing, expense reimbursement for grant funds, hydrant rentals, false alarms, damage to
city property, city permits, disturbance calls, lease agreements, and other miscellaneous invoices). In
addition, Accounts Receivable collects payments for all invoices and sends accounts to collections for
non-payment.
WORK PLAN FOR 2019-20
1. Promote more electronic and automatic payment options and services, including online, automatic
telephone system, and e-Billing for Utility Billing customers by June 2020. [4c]
2. Investigate option to upgrade mCare, a mobile work order system by December 2019. [4c]
3. Investigate the possibility of accepting online payments for Accounts Receivable by February 2020.[4c]
4. Create Standard Operating Procedure manuals for all Utility Billing position by December 2019. [4d]
5. Analyze and update policies and procedures to improve customer service by June 2020. [4d]
96
FY 20 Budget
FINANCE ADMINISTRATION AND GENERAL ACCOUNTING
PROGRAM DESCRIPTION
Administration and General Accounting are responsible for monitoring cash and ensuring the investment
of the City’s funds are in compliance with State law and the City’s Investment Policy. Additionally,
Administration and General Accounting are also responsible for maintaining a system of internal controls
that safeguard the City’s assets and provides financial management and reporting, budgeting, payroll,
accounts payable, and accounting services for the City, consistent with the highest professional standards,
and in accordance with legal requirements and generally accepted accounting principles.
SERVICE OBJECTIVES
1. Invest all funds in accordance with state law and the City’s Statement of Investment Policy and keep
current on financial and economic indicators affecting the investment market.
2. Review monthly Treasurer’s report in accordance with the City’s Statement of Investment Policy and
hold quarterly meetings with the Investment Advisory and Investment Oversight Committees.
3. Maintain up-to-date cash flow information and monitor compliance with cash receipts policy.
4. Maintain annual certifications for investment brokers.
5. Update Statement of Investment Policy annually.
6. Coordinate all financial audits including the City’s annual audit, the Federal Single Audit, Gas Tax, Air
Quality Management District (AQMD), various state and federal grants, and Proposition 172.
7. Prepare the City’s Comprehensive Annual Financial Report (CAFR), Annual Street and State
Controller’s Reports, Annual Budget, and Capital Improvement Plan documents.
8. Maintain, update, and troubleshoot Eden (the accounting financial software program) and provide Eden
training and translation to personnel in every department.
9. Maintain financial records and provide assistance to every department in reconciling and analyzing
their specific financial activities.
10. Process biweekly payroll for more than 750 employees and prepare quarterly payroll tax returns in
compliance with federal and state reporting requirements.
11. Issue W-2s, prepare annual sick leave conversion calculation, process open enrollment changes, and
annual leave accruals and payoffs by January of each year.
12. Process all benefit and/or compensation changes per Memorandum of Understanding (MOU) or Letter
of Understanding (LOU) for 19 different salary groups.
13. Process the net benefits, leave pay-outs, and salary of an employee’s retirement or separation from
the City.
14. Assist in the set-up and tracking of Capital Improvement Plan (CIP) expenditures for new and on-going
City projects.
15. Administer and monitor financial activity to ensure that it reflects the adopted budget.
16. Coordinate the continued wind-down of the former Redevelopment Agency.
WORK PLAN FOR 2019-20
1. Update the Statement of Investment Policy and make recommendations for enhancement to the City
Council by June 2020. [2d]
2. Review and update the Treasurer’s Reference Manual by June 2020. [2d]
3. Update the Master Schedule of Fees and Charges as part of the budget process by June 2020. [2b]
4. Evaluate the current banking services and future needs by February 2020. [2d]
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FY 20 Budget
5. Continue to monitor and refine developer billing implementation in conjunction with Eden’s Accounts
Receivable module and the Community Development, Community Services, SMART Committee and
Public Works Departments by June 2020. [4d, 4e]
6. Develop succession planning for Payroll Division through June 2020. [4d, 4e]
7. Continue to evaluate positions and duties within each division to ensure proper segregation of duties
to safeguard the City’s assets through June 2020. [4d, 4e]
8. Review and update the security settings for all Eden users through June 2020. [4d, 4e]
9. Continue to identify employee reimbursements to process through Payroll rather than through Accounts
Payable to comply with any W-2 reporting requirements by April 2020. [2a]
10. Continue to migrate budget accomplishments and work plans to Eden by December 2020. [4d, 4e]
98
FY 20 Budget
HUMAN RESOURCES PERSONNEL ADMINISTRATION & SELF
INSURANCE / EMPLOYEE BENEFITS
PROGRAM DESCRIPTION
Personnel Administration is responsible for contract negotiations and administration, job classification and
compensation, employee training and development, state and federal employment law compliance,
disciplinary actions, and processing of all human resource matters related to employment, recruitment and
selection, and benefits administration. Self-Insurance/Employee Benefits provides for payment of dental
insurance and unemployment claims. Outside administration of dental claims is also provided under this
program.
SERVICE OBJECTIVES
1. Establish all hiring policies and practices and provide a process for all departments to recruit, select,
and retain qualified employees.
2. Apply the highest pre-employment background investigation review standards.
3. Establish and maintain job classification and compensation programs commensurate with the Strategic
Plan of the City.
4. Administer and review the various benefit programs and plans including all retirement, medical, dental,
vision, life, and long-term disability insurance plans.
5. Meet and confer with employee bargaining units to resolve labor issues related to the wages, hours,
and working conditions within the City.
6. Ensure compliance with state and federal laws that impact the workforce.
7. Assist with the process of resolving employee grievance and disciplinary issues within the workplace.
8. Develop and implement training programs to address issues related to employee management and
development.
9. Recognize long-term employees and their dedication and contributions to the City through the
Employee Service Award program.
10. Comply with regional emission reduction goals through administration of the City’s Trip
Reduction/Rideshare Program.
11. Minimize unemployment insurance benefits claim costs.
WORK PLAN FOR 2019-20
1. Continue to review, analyze, propose, revise, and enact changes to the City’s employment process to
comply with new and current rules and regulations set by State and Federal laws through June 2020.
[4e]
2. Achieve minimum wage law compliance by conducting a salary review and adjustment of classifications
affected by California minimum wage law by January 2020. [4e]
3. Achieve compliance with new California anti-harassment training requirements for all employees by
January 2020. [4e]
4. Work with the City Attorney and City Manager’s Office to commence labor negotiations for various
bargaining units by December 2019. [2d, 2e]
5. Work with the City Manager’s office to thoroughly analyze every vacant position to determine
appropriate action (fill, freeze, job share, etc.) through June 2020. [4e]
6. Provide guidance to departments on handling grievances, disciplinary actions, organizational changes,
and any employment issues through June 2020. [1a]
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FY 20 Budget
7. Complete and file the Equal Employment Opportunity bi-annual report by September 2019. [4e]
8. Recognize long-term city employees through the Employee Service Award program through June 2020.
[1a]
9. Conduct recruitments and employee onboarding for the City’s summer recreation programs by May
2020. [4e]
10. Organize and conduct the annual Employee Rideshare/Health Fair and Employee Open Enrollment
process by October 2019. [3e]
11. Administer the City’s grant funded Trip Reduction Program. Complete the annual employee
transportation survey and annual report in an effort to meet the region’s air quality mandates by June
2020. [3e]
12. Meet Average Vehicle Ridership requirements as set forth by the South Coast Air Quality Management
District to secure the necessary grant in order to maintain the City’s Trip Reduction Program through
June 2020. [2d]
13. Coordinate with the California Public Employees’ Retirement System to conduct a retirement seminar
by August 2020. [4e]
14. Continue to respond to all unemployment insurance claim requests for information, providing separation
information that should be considered by the California Employment Development Department when
determining unemployment insurance benefits eligibility through June 2020. [2a]
15. Work with insurance broker to forecast, tailor, and negotiate the most appropriate quality and cost
effective rates and benefit programs for employees through June 2020. [2d]
100
FY 20 Budget
INFORMATION TECHNOLOGY SERVICES AND OPERATION
PROGRAM DESCRIPTION
The Information Management Services program assists city departments with the City’s various data
development, collection, and retrieval systems. The program provides technical support to the City’s
computer network, servers, personal computers, printers, website, specialized technologies of specific city
departments (image systems, records management and dispatch systems, library automation systems,
etc.), and software associated with each operation.
SERVICE OBJECTIVES
1. Maintain current service level of responding to all city calls for after-hour emergency Information
Technology (IT) support within 30 minutes.
2. Conduct weekly meetings between the Finance Director (the City’s IT contract administrator) and the
Account Manager for the IT outsourcing vendor to thoroughly review the status of the City’s IT
operations and assets.
3. Maintain current service level of responding to all city employee desktop computer problem requests
within four hours.
4. Maintain and continue to enhance the City’s website to ensure that it is an effective communication tool
to the residents and businesses of Orange.
5. Evaluate technology resources in the marketplace to determine appropriate technology upgrades to
ensure city business needs are being met.
WORK PLAN FOR 2019-20
1. Provide support for additional applications as the City continues to expand its IT assets through June
2020. [4c]
2. Assist with the implementation of enterprise-level surveillance activities of city facilities, including video
surveillance and access control, by June 2020. [1b, 2d, 4c]
3. Implement enhancement of the upgraded document management system, LaserFiche, and provide
staff with support and training through June 2020. [4c]
4. Continue expansion of GIS functionality across city operations by June 2020. [4c]
5. Perform server refreshes and server memory expansions by June 2020. [4c]
6. Implement an enterprise-level backup software solution by June 2020. [4c]
7. Implement a mobile device management platform by June 2020. [4c]
8. Assist in the evaluation of a replacement for Maintstar, the City’s maintenance management system
that has reached end of life and is no longer supported, by June 2020. [4c]
9. Replace uninterruptible power supplies (UPS) at fire stations by June 2020. [1b, 4c]
10. Assist in the implementation of an agenda management system by December 2019. [4c]
11. Evaluate, repair and expand the City’s fiber network dedicated to City IT assets through June 2020.
[2d, 4c]
12. Install audio/visual equipment in various conference rooms by June 2020. [4c]
101
FY 20 Budget
LIBRARY SERVICES LIBRARY ADMINISTRATION
PROGRAM DESCRIPTION
Library Administration provides planning, direction, management, and ongoing evaluation of the Library
Services Department, seeks and administers library-related grants, and oversees library building
maintenance, remodeling, and renovations. Library Administration also coordinates the Volunteer and
Literacy Programs and serves as liaison to the Library Board of Trustees, the Library Foundation, the
Friends of the Library, and other community support groups.
SERVICE OBJECTIVES
1. Communicate the Library’s vision, mission, and goals to the community via services and facilities.
2. Work with the Library Board of Trustees in the performance of its duties and responsibilities through
the preparation, distribution, and posting of agendas and recording of all board meetings.
3. Maintain and strengthen relationships and communications among and between the Library’s primary
groups – Trustees, staff, Foundation, Friends, city management, and City Council.
4. Collaborate with the Library’s support groups to strengthen public/private partnerships in order to
provide contributions for library facilities, programs, and services.
5. Implement organizational development, team building, and staff training activities through staff
meetings, task forces, ad-hoc committees, employee appreciation activities, and in-service training.
6. Maintain the appearance and condition of the Library facilities, furnishings, and equipment.
7. Recruit, place, and oversee volunteers to enhance services.
8. Provide programs and services to address literacy needs in the community.
WORK PLAN FOR 2019-20
1. Expand marketing efforts and strategies for the Library using its new Instagram account, Pop-Up
Library, and other means by September 2019. [3b]
2. Initiate new processes in registering volunteer groups then seek out new partnerships, such as
businesses, school clubs, and Scouts groups by December 2019. [3e]
3. Coordinate the planning and presentation of Library Staff Development Day by January 2020. [4e]
4. Build a Literacy “Tutor Share” program where the tutors come together at regular opportunities to share
their experiences and successes with one another to keep skills and engagement levels high by April
2020. [3e]
5. Identify opportunities to enhance services through Orange Public Library branches by June 2020. [4b]
102
FY 20 Budget
LIBRARY SERVICES TECHNOLOGY AND SUPPORT SERVICES
PROGRAM DESCRIPTION
The Technology and Support Services Division orders, receives, catalogs, and processes all library
material. It is responsible for maintaining a quality catalog database that provides access to library materials
from within the Library facilities or online from home, school, or office. Maintaining the automated library
system, the automated internet sign-up system, public-access computers at all libraries, wireless access at
all libraries, and information presented on the Library’s web page are all part of this program. In addition,
maintaining, planning, and helping to implement new developments to the Library’s computer network
infrastructure, equipment, and software are also included.
SERVICE OBJECTIVES
1. Order, catalog, and process purchased and donated materials in an efficient manner.
2. Provide total access to library collections, including electronic resources through the internet.
3. Coordinate implementation and maintenance of the Library’s network infrastructure, equipment, and
software with the City’s Information Technology (IT) department.
4. Plan and present technology literacy training for staff.
5. Coordinate and maintain the Library’s web pages.
WORK PLAN FOR 2019-20
1. Amend the Bibliotheca agreement to purchase RFID self-check and security gates for Taft and El
Modena Branch Libraries and present to Council for authorization by December 2019. [4c]
2. Implement new patron services that result from re-negotiation of the SirsiDynix SaaS agreement by
May 2020. [4c]
3. Replace legacy RFID tags on all library materials located at the Taft and El Modena Branch Libraries
in preparation for implementation of self-check machines and new security gates by June 2020. [4c]
4. Continue cleanup of the patron and bibliographic databases by June 2020. [4c]
103
FY 20 Budget
LIBRARY SERVICES LENDING SERVICES
PROGRAM DESCRIPTION
The Lending Services Division provides public services including new library card registrations, check-out
and check-in of library materials, and collection of fines and fees at Orange Public Libraries. In addition,
Lending Services staff members sort and re-shelve returned library materials, oversee library borrowers’
accounts, and coordinate the services of a collection agency. This division also manages the routine
mechanical operations of the Automated Materials Handling System (AMHS) and self-checkout machines.
SERVICE OBJECTIVES
1. Provide control of materials on loan to the public by checking materials in and out and collecting fines
and fees owed to Orange Public Library.
2. Provide library card registration to new library users.
3. Sort and re-shelve returned library materials promptly to ensure public access to them.
4. Assist in maintaining prompt, problem-free operation of self-checkout, automated check-in, and sorting
activities to optimize use of technology to facilitate library use and manage operational costs.
WORK PLAN FOR 2019-20
1. Investigate opportunities to highlight the Pop-Up Library at events or venues in the City of Orange and
around Orange County by July 2019. [3e]
2. Explore, facilitate, and organize donation drives to help residents of Orange and surrounding
communities by September 2019. [3e]
3. Create and implement a procedure manual for the Page staff that includes daily operations, duties,
policies, and procedures by January 2020. [4e]
4. Compose and implement a customer service handbook that sets service expectation for Clerks, Pages,
and Library Assistants assisting patrons by June 2020. [4e]
104
FY 20 Budget
LIBRARY SERVICES ADULT AND BRANCH SERVICES
PROGRAM DESCRIPTION
The Adult and Branch Services Division provides access to library materials and technology in various
formats for adults and also provides programming in order to educate, enrich, entertain, and inform adults
in the City of Orange. A History Center with specialized staff and collections provides preservation of, and
public access to, Orange’s unique and important heritage at the Orange Public Library & History Center.
The Adult and Branch Services Division also oversees the Taft and El Modena Branch Libraries.
SERVICE OBJECTIVES
1. Provide reference services for adults at the Orange Public Library & History Center, Taft, and El
Modena Branch Libraries.
2. Maintain a print, digital, and audio-visual collection that provides reading, listening, and viewing
materials including popular non-fiction and support the local educational curriculum to the community
college level.
3. Provide enriched library services to adults, including bibliographic and computer instruction, reader’s
advisory service, and local history assistance.
4. Facilitate public online access to information through subscription databases and public internet
resources.
5. Provide cultural, educational, and informational programs for the community.
6. Promote awareness of, and access to, local history by collecting and preserving print and non-print
materials relating to Orange’s past.
WORK PLAN FOR 2019-20
1. Contact and survey adult special needs organizations in the community to collaborate on programs or
volunteer opportunities by October 2019. [3e]
2. Investigate business partners to offer classes on social media or computer skills at the Taft Branch
Library by February 2020. [3e]
3. Investigate a partnership with Orange Unified School District to offer the “Lunch at the Library” summer
program at the El Modena Branch Library by May 2020. [3e]
4. Celebrate the 135th anniversary of Orange Public Library through programming and community
partnerships by June 2020. [5d]
5. Assess opportunities for the History Center to be a more relevant, interactive space for the Orange
community, such as assisting Community Development in its development of a Historic Downtown app
by June 2020. [5c]
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FY 20 Budget
LIBRARY SERVICES CHILDREN’S AND TEEN SERVICES
PROGRAM DESCRIPTION
The Children’s and Teen Services Division provides access to library materials and technology in various
formats, as well as programming, in order to educate, enrich, entertain, and inform children, teens, and
their families. This division includes the Children’s and Teen Homework Centers.
SERVICE OBJECTIVES
1. Provide reference services, including reader’s advisory and digital instruction to children, teens, and
their families.
2. Provide enriched library outreach services to children, teens, and families including class visits and
tours, school visits, and after-school homework assistance to children in grades 1-6 and teens in grades
7-12.
3. Provide materials in print and digital format to support homework assignments along with popular and
recreational reading materials for children and teens.
4. Facilitate online access to subscription databases and public internet resources through information
literacy instruction.
5. Provide cultural, educational, and informational children’s and teen programs for the community.
WORK PLAN FOR 2019-20
1. Review and update Homework Center Volunteer procedures to improve recruitment, training, and
oversight as well as make improvements to Homework Center marketing materials and webpages by
September 2019. [3b]
2. Investigate resources for staff-led coding instruction and programs for Global Computer Science Week
by December 2019. [3b]
3. Improve the physical attributes of the Children’s Homework Center to increase seating capacity and
allow for diverse uses by January 2020. [3a]
4. Research local homeschooling communities, then establish relationships with these communities and
build a strategic plan for future partnerships by March 2020. [3e]
5. Create staff-led and self-directed tours for school visits by May 2020. [3b]
106
FY 20 Budget
FIRE DEPARTMENT FIRE CHIEF
PROGRAM DESCRIPTION
The Office of the Fire Chief provides overall management of the fire protection and life safety resources
necessary to maintain an effective level of service to the community. Program emphasis is organizational
vision and planning and providing direction for the administrative, prevention, training, paramedic, rescue,
and fire suppression functions of the Fire Department.
SERVICE OBJECTIVES
1. Provide staff assistance to the City Council and City Manager as required and perform as an effective
member of the City Manager’s executive management team.
2. Serve as a strong advocate for fire and life safety issues relating to citizens, businesses, and visitors
to the City of Orange.
3. Manage the fiscal, physical, and human resources of the Fire Department and assure the appropriate
allocation and best utilization of those resources.
4. Guide the development of plans, policies, and procedures required for the effective delivery of high
quality customer service within the current city setting as well as annexation areas and new
development.
5. Provide for firefighter safety through practices, procedures, equipment, and safety clothing.
6. Maintain a collaborative working relationship with labor organizations to assure the Department
services are optimal and employees are supported in an appropriate work environment.
7. Review and analyze Fire Department practices, procedures, and equipment to assure excellent service
is provided to department customers.
8. Proactively guide grant application processes to create the highest possibility of grant awards.
9. Develop and maintain close working relationships with other city departments, neighboring fire
departments, and allied organizations.
10. Improve communication with the public and other city departments.
WORK PLAN FOR 2019-20
1. Brainstorm, study, and report options to increase scalability of Emergency Medical Services delivery in
the City of Orange through July 2019. [4b]
2. Research ways to enhance the training program, which could include the addition of a Training
Battalion Chief through July 2019. [2a] (Fire.097)
3. Organize the Orange County Fire services to create an Urban Search and Rescue joint powers
authority to ensure the sustainability of this service for the entire county by January 2020. [2a]
4. Rebuild the apparatus bay at Fire Station 2 to fit current and future apparatus through February 2020.
[4b]
5. Foster outstanding communications throughout the Fire Department through June 2020. [4c]
6. Produce design and engineer plans for a new Fire Headquarters building for the Water Street property
by January 2020. [4b]
7. Develop future leaders within the Department through training, mentoring, and work-related
assignments through June 2020. [4d]
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FY 20 Budget
FIRE DEPARTMENT ADMINISTRATION
PROGRAM DESCRIPTION
The Fire Administration program provides the development, coordination, control, and management of Fire
Department fiscal resources. The program provides other administrative functions including personnel,
workers’ compensation, payroll, policy and procedure development, facility, apparatus, and equipment
management. The Fire Administration program is managed by the Services Deputy Chief/Fire Marshal as
directed by the Fire Chief.
SERVICE OBJECTIVES
1. Provide administrative staff assistance to the Fire Chief and other Chief Officers as directed.
2. Provide timely acquisition, delivery, and documentation of supplies, services, repairs, and other
activities needed for the day-to-day operations of the Fire Department.
3. Provide grant research, application, and administration.
4. Manage the department budget in a fiscally responsible manner by oversight of program costs through
management techniques, while maintaining efficiency.
5. Respond to special studies and information requests.
6. Provide Fire Department liaison to other city departments and county agencies.
7. Provide oversight of the Fire Department’s records management system.
8. Administer Fire Department Emergency Services programs, providing direction for future programs,
facilities, and supplies.
WORK PLAN FOR 2019-20
1. Conduct annual safety inspections of all personnel, apparatus, and facilities to ensure compliance with
applicable rules, regulations, and industry standards by October 2019. [1b]
2. Pursue all reimbursement due to the City from Strike Team or Overhead Resource assignment
expenditures through June 2020. [2e]
3. Pursue all grant opportunities available to the Fire Department’s mission and administer all awarded
programs through June 2020. [2e]
4. Search out opportunities for increased efficiency and improved service levels in all Fire Department
operations through June 2020. [2b]
5. Plan and coordinate the Fire Department’s role in the construction of a new apparatus bay at Fire
Station 2 by February 2020. [1b]
6. Plan and coordinate the Fire Department’s role in the design and engineering phase of a new Fire
Headquarters by December 2019. [1b]
7. Continue planning, development, implementation, and coordination with Public Works for the Signal
Preemption program throughout the City through June 2020. [1b]
8. Prepare the Department’s annual budget including any needed revisions by May 2020. [1b]
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FY 20 Budget
FIRE DEPARTMENT FIRE SERVICES
PROGRAM DESCRIPTION
The Services Division, which encompasses fire prevention, emergency preparedness, arson
investigation, CERT, and fire station construction and improvement; is charged with the responsibility of
decreasing the potential for occurrence of fire, loss of life, or personal injury due to fire, explosion, or
other hazardous conditions. This is accomplished through fire and life safety code inspections, code
enforcement processes under the authority of city ordinances and state aw, public education programs for
residents and organizations in the community, and fire cause/arson investigation policies and procedures.
The Fire Prevention Program is managed by the Services Deputy Chief under the direction of the Fire
Chief.
SERVICE OBJECTIVES
1. Provide administrative staff assistance to the Fire Chief as directed.
2. Maintain the department’s Records Management System (RMS) database and integrate all pertinent
processes.
3. Conduct Records Management System training for all fire suppression and prevention personnel.
4. Present business inspection, hazardous material inspection, code enforcement, fire investigation,
scene management, and wildland interface/fuel modification code training to fire suppression
personnel.
5. Conduct 48 mandatory annual high-rise building inspection reports. Submit 48 annual inspection
reports to the California State Fire Marshal.
6. Conduct state-mandated jail inspections and forward reports to the California State Fire Marshal and
the California Department of Corrections.
7. Provide fire and life safety recommendations through plan review and inspection of hazardous
occupancies, new construction, underground tanks, wildland interface fuel management design,
hospitals, schools, state licensed care facilities, and specialized fire and life safety activities.
8. Maintain the mandated hazardous materials program as required by state and federal law.
9. Provide hazardous materials information for fire suppression companies to use in emergency
situations.
10. Conduct the Weed Abatement Program as required by dity ordinance.
11. Manage the fuel modification reporting requirements for homes in the wildland interface.
12. Investigate promptly the cause, origin, and circumstances of each and every fire involving loss of life
or injury to person, or destruction or damage to property.
WORK PLAN FOR 2019-20
1. Implement an electronic plan review program in collaboration with the Community Development
Department by January 2020. [4c]
2. Assist Orange County Health with the Hazardous Materials First Responder Module by August 2019.
[4c]
3. Strive for 100 percent compliance with hazardous material disclosures from regulated businesses by
March 2020. [1d]
4. Collaborate with the Police Department with two new-member CERT classes, one in-person
continuing education class, and one online continuing education class by June 2020. [1c,1e]
5. Increase volume of in-house fire plan checks to 70 percent by January 2020. [1a]
6. Implement a Fire Department social media platform by December 2019. [1e, 4c]
109
FY 20 Budget
FIRE DEPARTMENT EMERGENCY MEDICAL TRANSPORTATION
PROGRAM DESCRIPTION
The Emergency Medical Transportation Program provides ambulance transportation from the scene of a
medical emergency to a hospital. Personnel assigned to the rescue ambulances are “Dual-Function.” In
addition to providing medical service, they respond to structure fires and other life/property threatening
incidents in the community.
SERVICE OBJECTIVES
1. Provide highly professional and courteous emergency medical transportation 100% of the time.
2. Maintain the budget for the Emergency Medical Transportation Program in a fiscally responsible
manner.
3. Reduce morbidity and mortality from citizens experiencing medical emergencies.
WORK PLAN FOR 2019-20
1. Investigate and deploy a controlled access storage cabinet to ensure the security and accountability
for controlled medications through June 2020. [1b]
2. Utilize Administrative and Quality Improvement (QI) reports for ongoing monitoring of patient care and
compliance with regulations and standards of care using Street EMS software and Image Trend
NEMSIS III compliant software through June 2020. [1a]
3. Implement an electronic medical supply accountability system by June 2020. [2a]
4. Research and monitor the ability to scale the delivery of emergency medical services with increasing
call volume through June 2020. [2b]
5. Increase membership in the Paramedic Subscription Plan through increased visibility, marketing, and
re-branding through June 2020. [1a]
110
FY 20 Budget
FIRE DEPARTMENT FIRE OPERATIONS
PROGRAM DESCRIPTION
The Fire Operations program is administered from eight fire stations located throughout the community and
coordinates with the Police Department to form an “all risk” emergency response system. The Fire
Operations program is tasked with responding to, and mitigating fire, medical, physical rescue, explosion,
and hazardous condition emergencies. This program also conducts annual fire safety inspections, public
education, and fire training. Other areas of responsibility include station, apparatus, and equipment
maintenance.
SERVICE OBJECTIVES
1. Maintain appropriate staffing levels to provide emergency services to the public.
2. Provide the apparatus, equipment, and supplies needed to handle emergency responses.
3. Provide and utilize automatic and mutual aid agreements to/from surrounding communities in
accordance with state and local agreements.
4. Provide public education programs that will help prevent emergencies and enhance the quality of life
in the community.
5. Provide the safest working environment possible for all personnel.
6. Provide quality improvement reviews for operational effectiveness.
7. Conduct annual pump/ladder/equipment tests for all apparatus.
8. Post Incident Analysis of all command incidents and multi-victim incidents.
9. Provide fire inspections and fire prevention programs to prevent emergencies in the community.
WORK PLAN FOR 2019-20
1. Provide multi-agency and agency-specific in-service training for all department personnel through June
2020. [1a]
2. Provide comprehensive career development training for those seeking promotion using available
funding through June 2020. [4d]
3. Mentor those individuals who seek promotional opportunities with staff rides, live fire, and leadership
training through June 2020. [4d]
4. Deliver an Engineers Promotional Eligibility List, by August of 2019. [4e]
5. Replace all mobile data computers with tablet devices by December 2019. [1a]
6. Up-fit two new fire engines, a Code 3 Battalion Chief vehicle, and a Code 3 utility vehicle by September
2019. [1b]
7. Inspect all stations, grounds, and apparatus by October 2019. [1b]
111
FY 20 Budget
FIRE DEPARTMENT PARAMEDICS
PROGRAM DESCRIPTION
The Paramedic Program provides Advanced Life Support (ALS) treatment capabilities to the community.
The program provides an extension of the Base Station Hospital’s emergency services into the field. The
program also provides resources for response to emergencies such as fires and other life or property
threatening incidents.
SERVICE OBJECTIVES
1. Provide ALS treatment in accordance with various protocols and requirements designated by County
and State Emergency Medical Services (EMS) Agencies.
2. Maintain the budget for Paramedics in a fiscally responsible manner.
3. Maintain documentation of current appropriate licenses or certifications for all personnel assigned to
the Paramedic Program as required by law.
4. Provide EMS education and skills maintenance training programs for ALS and basic life support
providers, in conjunction with the Orange Fire Department Training Captain.
5. Further develop and maintain the formal Fire Department Quality Assurance (QA) Plan.
6. Provide and maintain adequate medical supplies and equipment to ensure that EMS duties can be
performed in the safest manner possible for the public and City personnel.
WORK PLAN FOR 2019-20
1. Coordinate consolidated EMS Training at North Net Fire training with EMS training in fire stations to
keep units in first-due areas through June 2020. [1a]
2. Implement new ALS devices/equipment and procedures as directed by Orange County Emergency
Medical Services (OC-EMS) through June 2020. [1a]
3. Continue customization of Street EMS software providing electronic data collection/patient care record
system and integration with Orange County Medical Emergency Data System (OC-MEDS) through
June 2020. [1a]
4. Continue use of Orange City Fire Department’s Quality Improvement (QI) process to ensure
compliance with OC-EMS standing orders through June 2020. [1a]
5. Implement succession plans to meet the anticipated need for new Paramedics by June 2020. [1a]
6. Complete OC-EMS Paramedic accreditation for three Firefighters as Paramedics by December 2019.
[1a]
112
FY 20 Budget
FIRE DEPARTMENT TRAINING
PROGRAM DESCRIPTION
The Training Program delivers and facilitates training activities to all operations personnel, including
research, development, and implementation of a variety of training courses. This includes basic and
advanced firefighting techniques, administrative, and supervisory training. This program coordinates and
administers Firefighter recruitment and promotional exams. Additionally, the Training Program manages
training academies for the ranks of Firefighter, Engineer, Captain, and Battalion Chief. This program
maintains a strong working relationship with Santa Ana College, Urban Areas Securities Initiative (UASI),
and the California Firefighter Joint Apprenticeship Commission (CFFJAC). In addition to training functions,
the members of this program also serve as the department’s Safety Officer, ensuring compliance with
common safety practices.
SERVICE OBJECTIVES
1. Coordinate and direct department activities as they relate to training, employee development, and
safety.
2. Coordinate the development of entry-level and promotional examination processes in cooperation with
the Human Resources Department.
3. Provide the development, implementation, and monitoring of recruit training, apparatus operator
training, officer training, and company performance standards based on evaluations.
4. Provide training standards to meet Federal regulations, CAL-OSHA regulations, and safety/operational
requirements.
5. Coordinate the Research and Development Committee and Safety Committee programs.
WORK PLAN FOR 2019-20
1. Manage in-service training for department personnel through June 2020. [1a]
2. Coordinate UASI grant funded training through June 2020. [2a]
3. Coordinate and conduct Firefighter, Fire Engineer, and Fire Captain promotional processes with related
academies by June 2020. [1a]
4. Coordinate and conduct a Firefighter recruit academy by January 2020. [1a]
5. Provide safety inspections of fire stations and grounds by October 2019. [1b]
6. Manage the Target Solutions web-based training program through June 2020. [1a]
7. Conduct collaborative Firefighter skills/training/recruit academies with neighboring agencies through
June 2020. [1a]
8. Identify and implement innovative training solutions to train new supervisors for high number of
retirements projected through June 2020. [1a]
113
FY 20 Budget
POLICE OFFICE OF THE CHIEF
PROGRAM DESCRIPTION
The Office of the Chief is responsible for public safety as it relates to reporting, investigating, and
preventing crime in the community. The Office of the Chief is also responsible for the overall leadership,
management, and mission of the Police Department.
SERVICE OBJECTIVES
1. Provide an organizational work atmosphere that allows employees to reach their highest level of
ability.
2. Develop a highly trained and professional staff of law enforcement personnel dedicated to the
department and the community.
3. Serve and protect the community by providing the highest level of professional police services.
4. Facilitate the development of a strong management team that identifies and addresses the future
needs of the Department and the community.
WORK PLAN FOR 2019-20
1. Continue the CompStat crime control model with the goal of effectively and efficiently coordinating
resources to control crime through June 2020. [1a]
2. Develop future leaders within the department through training, mentoring, and work-related
assignments through June 2020, three sessions per year. [4e]
3. Utilize the Department website, social media platforms, public service announcements, and public
events to provide crime prevention and department information through June 2020. [1e]
4. Continue to monitor department functions and monthly staffing levels, to identify cost-saving
opportunities through June 2020. [2a, 2b]
5. Continue to foster relations with Chapman University Office of Public Safety by providing a
department liaison and holding quarterly meetings through June 2020. [1e]
6. Expand the use of Twitter, Instagram, and other appropriate social media to increase communication
with the community through June 2020. [1e]
114
FY 20 Budget
POLICE SUPPORT SERVICES
PROGRAM DESCRIPTION
The Support Services Division is responsible for numerous diverse functions in support of Police
Department operations including fiscal affairs, information technology, timekeeping, personnel and
training, crime prevention, volunteer program, emergency management coordination, facility and fleet
services. The Division is also responsible for grant administration, contracts, and technological
advancements within the Department.
SERVICE OBJECTIVES
1. Recruit, conduct backgrounds, and hire top-quality applicants for all sworn and civilian positions.
2. Provide employees with relevant training designed to improve skills and performance.
3. Provide employees with state-of-the-art technology to improve efficiency and effectiveness.
4. Administer the Department’s budget and control expenditures.
5. Identify and administer department grants.
6. Provide and maintain an effective in-service volunteer staff.
7. Direct crime prevention efforts through the planning process, community education, social media
platforms, and crime analysis.
8. Coordinate with building and fleet services for police facility, vehicle, and related services.
9. Educate the community on police-related topics.
WORK PLAN FOR 2019-20
1. Participate in recruitment events, job fairs, and find new ways to advertise job opportunities to attract
qualified applicants for sworn and civilian positions through June 2020. [1a]
2. Hire and train employees to fill all current unfrozen positions by June 2020. [1a]
3. Maintain focused briefing training series to increase the knowledge base and improve service delivery
by June 2020. [4e]
4. Maintain POST mandated and other applicable training for sworn and civilian employees by June
2020. [4e]
5. Expand and formalize our Police Cadet Program in preparation for full-time sworn and civilian
positions by June 2020. [1a]
6. Provide two Citizen Academy courses to develop community-police relations, partnerships, and
educate the public by June 2020. [1e]
7. Provide Child DNA services at three city-sponsored events by June 2020. [1e]
8. Conduct safety and security inspections at construction sites, schools, residences, and businesses
through June 2020. [1d]
9. Complete an inventory of the Department Armory by December 2019. [1a, 1b]
10. Replace deteriorated cabinetry throughout the Department by June 2020. [1b]
11. Renovate the City’s Emergency Operations Center located at the Police Department by June 2020.
[1c]
12. Renovate the Department lobby kiosk and Training Bureau library to comply with Americans with
Disabilities Act requirements by June 2020. [1b]
13. Hold 36 Neighborhood Watch meetings by June 2020. [1e]
14. Research and acquire a new Mobile Audio & Video system for the patrol fleet by June 2020. [1b]
115
FY 20 Budget
POLICE DISPATCH
PROGRAM DESCRIPTION
Dispatch answers all incoming 9-1-1 and business calls for police service. Employees are responsible for
correctly routing and prioritizing emergency and routine calls, as well as disseminating vital information to
police employees or other appropriate agencies. Dispatch provides support for field officers by
coordinating activities and providing information through a complex network of computerized systems.
Computerized dispatch functions include phone (VIPER), radio, and Computer Aided Dispatch (CAD)
systems. Dispatchers input all necessary call data into the CAD system, which provides a historically
accurate synopsis of calls later used for court and statistical purposes.
SERVICE OBJECTIVES
1. Provide professional customer service to citizens and co-workers. Prioritize tasks in a timely and
efficient manner including handling 9-1-1 and routine calls in a predetermined way to best handle the
needs of both callers and responders.
2. Facilitate leadership development of shift supervisors to enhance consistent supervision on all shifts
to monitor workload and performance, as well as provide a foundation for leadership, direction, and
cooperation between communications and patrol.
3. Facilitate leadership development of training officers to enhance consistent training of all new
dispatchers.
4. Maximize the use of technology to further serve the public and co-workers by providing the necessary
information to maximize investigations and to contact and arrest repeat offenders in a continual effort
to make Orange the safest city.
5. Maintain a consistent training program and current manual consisting of four distinct training phases
for new-hires, facilitating professional development of all personnel to enhance leadership and
decision-making skills.
WORK PLAN FOR 2019-20
1. Schedule training for all dispatchers to comply with bi-annual POST continuing professional training
requirements by June 2020. [4e]
2. Evaluate service levels, personnel deployment, and dispatch schedule effectiveness with each shift
change through June 2020. [1a]
3. Conduct random audits of audio recordings and radio traffic handled by Dispatchers to comply with
emergency dispatching standards and protocols by June 2020. [4d]
4. Collaborate with California Office of Emergency Services and various vendors to secure State
Emergency Telephone Number Account funding for Customer Premises Equipment upgrades to the
Dispatch Intrado Viper 911 phone system, and VPI audio recording system by June 2020. [1b, 2b, 3e]
5. Collaborate with Orange County Communications and the Orange County Sheriff’s Department
Technology Division to ensure an effective and successful installation of the countywide “Project 25”
(P25) radio system by June 2020. [1c, 3e]
6. Continue effective community outreach services and programs to promote public safety through the
active participation of Neighborhood Watch, Citizens Academy, National Night Out, and 9-1-1 For
Kids through June 2020. [1e]
116
FY 20 Budget
POLICE RECORDS
PROGRAM DESCRIPTION
The Records Bureau maintains and protects the integrity of the department’s crime reports and other
documents. Included in this function is the file maintenance of the Records Management Computer
System, warrant/subpoena processing, data input, and maintaining the Mobile Audio Video (MAV)
system. The Records Bureau is also responsible for complying with State mandated regulations and
responding to public inquiries.
SERVICE OBJECTIVES
1. Provide professional and courteous customer service to the public, law enforcement agencies, and
department co-workers.
2. Process all reports for investigators, the court system, and other State and Federal agencies.
3. Maintain records, computer files, and original documents to comply with mandated State law.
4. Comply with regulations on the California Law Enforcement Teletype System (CLETS), Criminal
Justice Information System (CJIS), and National Crime Information Center (NCIC).
5. Maintain all criminal department warrants in accordance with “due diligence” requirements.
6. Serve as a liaison between the courts, District Attorney, and officers for subpoena service and
mandated court appearances.
7. Maintain, collect, and report statistical information for the uniform crime reports.
WORK PLAN FOR 2019-20
1. Conduct Department of Justice required “less than full access operator” CLETS Teletype
recertification proficiency exam and waiver by June 2020. [4e]
2. Purge all insignificant crime cases for 2009-2011 by June 2020. [4c]
3. Digitize significant crime cases for 2006-2007 by June 2020. [4c]
4. Continue to conduct due diligence on warrants through June 2020. [1a]
5. Evaluate records schedule effectiveness and make needed adjustments with each shift change
through June 2020. [1a]
6. Schedule Records Clerk personnel to attend POST Records Clerk course by June 2020. [4e]
7. Supervisory personnel will attend four California Law Enforcement Association of Records Supervisor
(CLEARS) meetings through June 2020. [4e]
8. Upgrade the Police Department’s tube system centrally located in the Records Bureau by June 2020.
[4c]
117
FY 20 Budget
POLICE PATROL
PROGRAM DESCRIPTION
The Patrol Division is responsible for general law enforcement duties, patrol activity, and proactive
policing efforts intended to reduce the number of crime victims in Orange. Special functions within the
Division include the Traffic Bureau, Communications Center, Bike Team, Canine Unit, Special
Enforcement Detail (SED), SWAT, Reserve Officers, Police Service Officers, Gang Unit, substation at
The Outlets at Orange, and Explorer Post #266.
SERVICE OBJECTIVES
1. Maintain the highest level of professionalism with everyone encountered.
2. Utilize daily briefing settings to continuously and deliberately train field personnel in core
competencies of patrol work that maximize contact with high-frequency offenders.
3. Demonstrate leadership by collaborating with various stakeholder groups throughout the community
to improve the quality of life through education and enforcement.
4. Regularly plan and prepare for both routine and unanticipated events through continued practical
training, application of technology, and the proper scheduling of personnel.
5. Apply the strategies of the CompStat policing model to reduce crime. The four components of
CompStat are accurate and timely intelligence, effective tactics and strategy, rapid, focused
deployment of resources, and relentless follow-up.
6. Continually and proactively address recurring issues with the transient population and persons with
mental illness to efficiently reduce victimization and direct individuals to appropriate community
resources.
7. Coordinate the volunteer police chaplains to assist department personnel and the community in
reducing the personal impact of trauma.
WORK PLAN FOR 2019-20
1. Utilize monthly CompStat meetings to proactively analyze and direct the deployment of resources to
efficiently address crime trends through June 2020. [1a]
2. Coordinate and lead two crime reduction operations utilizing units throughout the Department through
June 2020. [1a]
3. Collaborate with the Training Bureau to provide three leadership-training courses for all Sergeants
and Lieutenants to coincide with each shift change through June 2020. [4e]
4. Utilize Patrol's specialized units and regular personnel, conduct regular probation/parole sweeps in
"hot spot areas" identified by the Crime Analysis Unit in the context of CompStat through June 2020.
[1a]
5. Collaborate with other city departments, County Public Works, and the Orange County Sheriff’s
Department to conduct regular transient outreach within the City, including Santiago Creek through
June 2020. [3e]
6. Participate in semi-monthly briefing discussions with The Outlets at Orange security staff to maintain
a positive working relationship and share enforcement techniques through June 2020. [3e]
7. Arrange semi-monthly meetings with Chapman University Office of Public Safety to effectively
address student and community relations through June 2020. [3e]
118
FY 20 Budget
POLICE DETECTIVES
PROGRAM DESCRIPTION
The Detectives Division is responsible for identifying suspects who commit crimes and bringing them to
justice. Cases are referred to the Division for follow-up after being reported to a Police Service Officer
(PSO) or Patrol Officer. After analyzing interviews and interpreting evidence, the Division works closely
with the District Attorney’s Office to bring charges against the offending party. Detectives proactively
address juvenile crime problems by coordinating efforts of School Resource Officers (SRO) and juvenile
investigators. The SRO works closely with schools to monitor alternative programs for youthful offenders
and pre-offender juveniles, referring minors to community and social service programs designed to
minimize adverse pre-delinquent behaviors. One of these innovative programs is the Gang Reduction
Intervention and Partnership initiative. Officers coordinate with leaders in the community and local schools
to raise gang awareness and prevention for at-risk youth.
SERVICE OBJECTIVES
1. Respond and assist Patrol Officers at crime scenes where the need exists for immediate investigative
follow-up.
2. Respond to inquiries from victims and provide community education related to the prevention of both
property and violent crimes.
3. Utilize federal, state, and local resources to assist with unsolved crimes and prosecute them to the
fullest extent of the law.
4. Identify “at-risk” youth, provide pre-offender counseling, and pro-actively address the growing concern
for juvenile delinquency.
5. Investigate financial crimes including identity theft, credit card fraud, counterfeit checks, embezzlement,
internet and computer-based fraud, financial elder abuse, forgery, and various “theft by scam” cases.
6. Through participation in the CompStat process, collaborate with the Patrol Division to develop crime-
fighting strategies and deploy resources to reduce crime.
WORK PLAN FOR 2019-20
1. Conduct four presentations on current fraud trends to senior citizen groups and businesses by June
2020. [1e]
2. Conduct a minimum of 50 “bait” operations utilizing GPS technology. The operations will be in response
to emerging crime trends in high-crime areas identified through the CompStat process by June 2020.
[1a]
3. Conduct one public presentation to the Orange Unified School District on the topic of School Violence,
Safety, and Security by June 2020. [1e]
4. Participate in the Orange County District Attorney’s Gang Reduction Intervention Partnership program
with five identified schools through June 2020. [1e]
5. Support patrol during crime trend operational periods and document activity for the Crime Analyst
through June 2020. [1a]
6. Conduct four in-house training exercises on domestic violence investigations at patrol briefings by June
2020. [1a]
7. Receive quarterly in-house training on topics directly related to investigations (search warrants,
interviews, interrogations, case management, digital evidence, etc.) by June 2020. [4e]
119
FY 20 Budget
POLICE GANGS
PROGRAM DESCRIPTION
The Gang Unit is responsible for the suppression and investigation of crimes involving criminal gangs,
including traditional street gangs and other criminal associations subject to the Street Terrorism
Enforcement and Prevention Act. The Gang Unit is also responsible for monitoring subjects who are on
active parole or probation and suppressing graffiti activity through prevention and investigation. Additional
responsibilities include enforcing gang injunction violations and working with the Orange Unified School
District (OUSD) and the District Attorney’s Office with the Gang Reduction Intervention Program (GRIP).
SERVICE OBJECTIVES
1. Identify and monitor the activities of criminal gangs, their associates, and leaders to suppress criminal
activity and reduce crime through aggressive enforcement, surveillance, the use of informants, and
conducting thorough investigations.
2. Respond, provide leadership, and assist Patrol Officers at crime scenes where the need exists for
immediate investigative follow-up related to gang cases.
3. Provide training to and exchange intelligence information with patrol officers, school resource officers,
detectives, school administrators, and outside agencies.
4. Reduce graffiti through enforcement, working closely with OUSD, satellite schools, and private
businesses.
5. Increase intelligence and apprehension efforts of subjects responsible for acts of graffiti while working
with City of Orange Public Works Department and allied agencies.
6. Continue collaboration with the Orange County District Attorney’s Office with GRIP and participating
schools on a regular basis to help prevent young persons from becoming involved in a gang by
intervening, counseling, and providing resources regarding the dangers and consequences of gang
involvement.
7. Develop and maintain adequate sources of criminal street gang intelligence through informants, school
meet-ups, literature, allied agency contacts, use of technology, and attending monthly Gang
Investigators Association meetings.
WORK PLAN FOR 2019-20
1. Conduct at least four surveillance operations of frequently vandalized locations within the City to
apprehend the offenders involved through June 2020. [1a]
2. Hold four meetings with staff and students of OUSD to educate students and staff on ways to suppress
graffiti and other gang-related activity on school campuses through June 2020. [1e]
3. Complete three probation compliance operations of known taggers in the City through June 2020. [1a]
4. Complete at least two gang injunction compliance checks through June 2020. [1a]
5. Conduct 200 probation or parole searches on known gang members and their associates, including
gang-related juveniles through June 2020. [1a]
6. Conduct two truancy sweeps in conjunction with GRIP by June 2020. [1a]
7. Assist allied law enforcement agencies with criminal investigations, warrant services, probation and
parole searches, or other gang enforcement activity, 20 times through June 2020. [3e]
8. Conduct two operations, in conjunction with patrol personnel, to maximize gang enforcement during
spring break and the first month of OUSD’s summer recess by June 2020. [1a]
9. Conduct two gang education and prevention presentations to community groups by June 2020. [1e]
120
FY 20 Budget
POLICE SPECIAL INVESTIGATIONS UNIT
PROGRAM DESCRIPTION
The Special Investigations Unit is responsible for public affairs presentations on the subject of narcotic and
drug use, maintaining communications with other local, state, and federal agencies, and providing training
to personnel on the issue of drug use and trafficking patterns in the City. Detectives create a deterrent to
those selling drugs by taking a proactive approach through enforcement strategies, enforcing the laws
related to vice offenses and alcohol beverage control violations, and by promoting community awareness
in drug enforcement. In addition, two detectives assigned to a federal drug task force and one detective
assigned to a county narcotics task force target large-scale narcotics traffickers operating in the area.
SERVICE OBJECTIVES
1. Identify, investigate, and arrest drug traffickers who supply users.
2. Assist other law enforcement agencies with investigations of local drug traffickers in the City.
3. Conduct proactive enforcement targeting low-level street dealers selling drugs.
4. Investigate and seek prosecution against those engaging in acts of prostitution.
5. Monitor alcohol establishments to ensure compliance with Alcohol Beverage and Control (ABC) laws
and prevent sales to minors.
6. Monitor establishments that sell tobacco products to prevent minors from possession and use of these
products.
7. Provide training and exchange intelligence information with field services personnel.
8. Investigate ABC licensing inquiries and applications.
9. Assist the Field Services Division with crime trends and focused enforcement efforts.
WORK PLAN FOR 2019-20
1. Conduct two ABC alcohol decoy operations by June 2020. [1a]
2. Conduct 40 probation checks for individuals with prior narcotic offenses by June 2020. [1a]
3. Conduct two tobacco decoy operations, one by December 2019 and one by June 2020. [1a]
4. Conduct four massage parlor inspection operations to ensure compliance with all state and local laws
by June 2020. [1d]
5. Conduct four briefing training exercises for patrol in the area of narcotic operations and current drug
trends through June 2020. [1a]
6. Assist patrol with crime reduction efforts as needed through June 2020. [1a]
7. Complete annual address verification for registered sex offenders by June 2020. [1e]
8. Deploy GPS technology as an investigative measure to identify criminals within the City by June 2020.
[1a]
9. Work with the Vice Unit to conduct quarterly compliance checks of liquor licenses and Conditional Use
Permits at The Outlets at Orange and monitor special events at all ABC-licensed establishments
through June 2020. [1a]
121
FY 20 Budget
POLICE LAB/PROPERTY
PROGRAM DESCRIPTION
The Lab is responsible for forensic analysis of physical evidence from crime scenes for future court use.
The Lab works to identify suspects through latent print analysis and compares prints to known individuals
in the statewide fingerprint identification database, California Identification (CAL-ID). The Lab also
processes items for DNA evidence to identify suspects. The Property Unit is responsible for packaging,
storing, controlling, and disposition of evidence and other property collected through the normal course of
law enforcement duties in the community.
SERVICE OBJECTIVES
1. Liaison with forensic units throughout the County to provide accurate and timely processing of all
evidence gathered at crime scenes.
2. Identify suspects through fingerprinting and the CAL-ID computer system.
3. Coordinate processing of DNA and gun evidence with regional and national unsolved-crimes, sexual
offender, and firearm databases to assist in identifying additional suspects and cases.
4. Provide on-going training to department personnel related to evidence collection and submission.
5. Maintain the Digital Imaging Management System (DIMS) for digital photographs and other digital
media.
6. Keep current all policies on the use, storage, and management of digital photographs and other digital
media.
7. Maintain all property and evidence according to accepted legal practices and procedures.
8. Complete annual narcotic and gun destructions, consistent with applicable laws and regulations.
9. Dispose of all property that has been stored more than three years and not required for court
proceedings.
WORK PLAN FOR 2019-20
1. Conduct two inspections and one audit of the Property/Evidence room and off-site storage areas.
Controls will include records review, storage of drugs, weapons, money, and random spot-checks of
other miscellaneous property by June 2020. [1b]
2. Complete an inventory of the Property/Evidence outdoor storage containers by June 2020. [1b]
3. Complete and submit latent prints to the CAL-ID as quickly as practical. The County notifies the
examiner and corresponding supervisor each time a match identifies a suspect through June 2020. [1a]
4. Conduct four crime-scene training exercises for personnel of the Field Services Division in conjunction
with shift changes. Training exercises will address the need and methods to collect both fingerprint
and DNA evidence by June 2020. [4e]
5. Dispose of items stored as evidence, safekeeping, and found property promptly while following
Department policy to increase available storage by 10 percent through June 2020. [1b]
6. Annual audit and comparison of 2018-2019 latent prints performed by contracted Lead Forensics
Specialist by June 2020. [1a]
7. Renew a three-year contract agreement with Orange County Sheriff’s Department to maintain the
Department’s Lead Forensics Specialist for enhanced fingerprint examination and related services by
July 2019. [1a]
122
FY 20 Budget
POLICE TRAFFIC SERVICES
PROGRAM DESCRIPTION
The Traffic Bureau is responsible for traffic-related education and enforcement aimed at reducing injury and
property damage in the community. Traditional traffic law enforcement and educational programs such as
impaired driver suppression patrols and DUI checkpoints facilitate the process. The Bureau investigates
traffic collisions and provides primary enforcement of local and state laws relating to the movement of
vehicles and parking ordinances. The Bureau provides crossing guards to ensure the safe passage of all
children to and from school. The Bureau is also responsible for the planning and coordination of police
involvement at all special events that take place in the City.
SERVICE OBJECTIVES
1. Provide enforcement of all traffic laws regulating the flow of traffic within the City.
2. Provide special enforcement aimed at addressing specific traffic safety concerns, while providing public
safety education related to vehicles, pedestrians, motorcycles, and bicycles.
3. Address traffic matters related to impaired driving through enforcement and educational programs to
reduce DUI related traffic fatalities and collisions.
4. Utilize technology and crime data information to enforce vehicle code violations relative to commercial
vehicles and other traffic safety violations.
5. Provide leadership through traffic safety education and enforcement programs by participating in
community events such as National Night Out, Open House, Walk to School, and Citizen’s Academy.
6. Investigate all major traffic collisions and criminal cases to comply with the Uniform Crime Reporting
(UCR) Program and Investigative Division standards.
WORK PLAN FOR 2019-20
1. Utilize Crossroads Traffic Collision database software to produce reports and analyze data to effectively
direct enforcement efforts through June 2020. [1a]
2. Partner with Public Works Traffic Division to manage and prevent traffic collisions through June 2020.
[1a]
3. Provide monthly traffic reports that document collision, DUI arrests, and enforcement data during
CompStat meetings by April 2020. [1a]
4. Conduct nine DUI/driver’s license checkpoints as required by the Office of Traffic Safety (OTS) grant
through June 2020. [1e]
5. Complete ten DUI saturation patrols as required by the OTS grant through June 2020. [1e]
6. Conduct twelve traffic enforcement operations in support of Distracted Driving Awareness, Motorcycle
Safety, and Click-it-or-Ticket campaigns by June 2020. [1e, 2e]
7. Participate in three commercial countywide enforcement checkpoints through June 2020. [1e, 3e]
8. Participate and provide semi-monthly skills training for motor officers that promote and enhance general
riding and safety through June 2020. [4e]
9. Monitor and maintain the new automated parking permit and citation processing program through June
2020. [4c]
10. Provide training to crossing guard personnel to become well versed in procedures associated with
crossing guard services through June 2020. [4e]
11. Conduct random crossing guard audits to assure crossing guard services are being delivered properly
and courteously through June 2020. [1a]
12. Conduct monthly audits to review and examine all open traffic cases by June 2020. [1a]
123
FY 20 Budget
POLICE HOMELAND SECURITY
PROGRAM DESCRIPTION
The Homeland Security Unit is responsible for coordinating the resources of all city departments relative
to emergency services and homeland security. This Unit is also responsible for the maintenance and
operational capability of the City’s Emergency Operations Center (EOC) located at the Police
Department.
SERVICE OBJECTIVES
1. Assist all city departments with preparation for major emergencies and disasters.
2. Coordinate the development of emergency plans and operational procedures.
3. Maintain and provide citywide training on EOC procedures.
4. Assist the City Council, City Manager, Department Managers, and key staff during EOC activations.
5. Coordinate with the Department of Homeland Security, California Office of Emergency Services, and
the Orange County Operational Area to ensure that the City maintains essential programs and
services and receives appropriate training.
6. Represent the City of Orange in all-hazard related activities at the local, regional, and state level.
7. Provide Community Emergency Response Team (CERT) disaster preparedness training to the
public.
8. Coordinate EOC emergency preparedness drills within the department.
WORK PLAN FOR 2019-20
1. Facilitate two EOC related training or table-top exercises for all City of Orange EOC responders by
June 2020. [1c]
2. Collaborate with the Fire Department to provide two new-member CERT courses, one in-person
continuing education class and one online resource continuing education class for graduates of
CERT by June 2020. [1c]
3. Continue participation and education in the Terrorism Liaison Officer (TLO) Program to maintain 50
percent of sworn personnel through quarterly training exercises specific to terrorism and homeland
security by June 2020. [1e]
4. Provide public and private schools in the City of Orange with general safety and active shooter
training for enhanced security and preparedness for officer response to emergencies by June 2020.
[1e]
5. Participate in operational area preparedness drills and exercises to plan for disasters and
emergencies the City of Orange may encounter through June 2020. [1e]
6. Monitor set-up procedures for the EOC through regular inspections conducted by police staff to
ensure proper protocol is being followed through June 2020. [1c]
7. Develop an emergency notification protocol in conjunction with Human Resources to register and
audit all City personnel within the Alert OC system by June 2020. [1c]
124
FY 20 Budget
PUBLIC WORKS GENERAL ADMINISTRATION AND SUPPORT
PROGRAM DESCRIPTION
This program provides management and staff support to achieve the Department’s mission statement and
support overall departmental activities including budget, personnel, discipline and labor relations, customer
service, emergency management, clerical support, training, and special projects.
SERVICE OBJECTIVES
1. Represent the Public Works Department before the Mayor, City Council, City Boards and Commissions,
and other agencies, organizations, and community groups in a manner that brings recognition and
credit to the organization.
2. Provide accurate and timely support to divisional activities in the areas of budgeting, personnel, labor
relations, training, administrative support, filing, and public counter support.
3. Prepare the annual departmental budget and supporting documents in a timely fashion and present
the Department’s budget before the City Manager and City Council.
4. Prepare and submit all county, state, and federal reports.
5. Review department organization each year to ensure the most efficient utilization of authorized staffing
and cost effective service delivery.
6. Review progress of all departmental goals and objectives and coordinate new goals for the following
fiscal year.
WORK PLAN FOR 2019-20
1. Continue to review the Department’s goals and management activities for future asset management
needs by June 2020. [2d]
2. Submit annual report for solid waste diversion to the California Department of Resources Recycling
and Recovery by August 2019. [2a]
3. Review annual Maintenance Management System plans and meet quarterly with all maintenance
divisions to review plan progress through June 2020. [4c]
4. Coordinate the submittal of grant applications and administer successful grant awards through June
2020. [2a]
5. Execute an outreach and strategic plan to assist the City’s commercial waste accounts in response to
legislation approved by the Governor regarding organics and recycling by December 2019. [2d]
6. Establish an outreach plan with Waste Not OC and other organizations to facilitate restaurant food
recovery programs by December 2019. [2d]
7. Continue to assess the existing Public Works electronic databases and provide recommendations by
December 2019. [3e]
8. Participate in North Orange County Coalition: Energy Partnership to focus on finding energy efficiency
projects for the City through June 2020 [2d]
9. Provide sustainable opportunities for City facilities and infrastructure through June 2020 [2d]
10. Assess waste management in the City plaza and provide plan to increase capacity and efficiency by
February 2020. [2e]
11. Review waste and street sweeping contracts. [2d]
12. Continue to review the Department’s goals and management activities [4d]
125
FY 20 Budget
PUBLIC WORKS ENGINEERING AND CONSTRUCTION MANAGEMENT
PROGRAM DESCRIPTION
This program provides design, inspection, and construction management for public improvements; real
estate and property management services including appraisals and disposal of real property; prepares
mapping and other special studies necessary to support departmental and city programs; and assists in
the development of the annual Capital Improvement Plan (CIP).
SERVICE OBJECTIVES
1. Coordinate with Orange County Transit Authority (OCTA) for regional grant programs including the
Comprehensive Transportation Funding Program, renewed Measure M, and Federal funding packages.
2. Continue to refine and manage the City’s Pavement Management Plan.
3. Ensure completion of all approved projects in the CIP within budget and as scheduled.
4. Prepare an annual 5-year CIP Program relating to roadways, facilities, sewer and storm drains, and
facilities while coordinating the program review and approval process with the City Manager, Mayor,
and City Council.
5. Prepare and submit county, state, and federal reports.
6. Acknowledge all Public Works inquiries within 24 hours and strive for resolution/response within 72
hours.
7. Provide engineering services to other city departments for capital improvement projects.
8. Provide contract administration and construction inspection for all public improvements and
encroachment permits.
9. Complete all property sales and acquisitions on time and within budget.
WORK PLAN FOR 2019-20
1. Update the Pavement Management Plan through June 2020. [1b, 2d]
2. Provide project management and engineering support for the new Fire Station 1 and Headquarters
project through June 2020. [1b, 2d]
3. Work with Community Services and the County of Orange to pursue grant funding for the Santiago
Creek Multipurpose Trail Extension project through December 2019. [3a, 3d]
4. Schedule and complete annual pavement maintenance projects by June 2020. [1b, 4b]
5. Examine sewer hot spots list and select segments for replacement by March 2020. [1b, 4b]
6. Complete federal and state funded grant projects through June 2020. [3a]
7. Pursue grant opportunities from OCTA – Measure M2, state and federal agencies, and other available
external funding options through June 2020. [2a, 2b]
8. Complete rehabilitation on eight city bridges by June 2020. [2d]
126
FY 20 Budget
PUBLIC WORKS DEVELOPMENT SERVICES/GIS
PROGRAM DESCRIPTION
This program provides engineering services for public and private improvements, maintains all survey data
from private development, issues permits, checks plans, and establishes requirements for public
improvements including street, alley, sidewalk, curb and gutter, sewer, and storm drains. This program
coordinates the annual special assessments and/or Community Facilities Districts and the City’s
Geographic Information System (GIS) database.
SERVICE OBJECTIVES
1. Process, coordinate, review, and record all subdivisions of land including tract maps, parcel maps, lot
line adjustments, and certificates of compliance.
2. Facilitate development activity within the city by completing all plan checks within the established time
schedule (two weeks for first plan check), accurately calculating all fee payments, and responding to
permit applicants on schedule.
3. Review and approve permit applications for all public utility and construction activities on public streets
and other street detours and closure requests.
4. Maintain an accurate library of all infrastructure data and respond to all requests for information within
72 hours.
5. Review and approve sewer lateral connections and facilitate out-of-area sewer connection requests.
6. Issue new street addresses to developments and utility services and maintain the city address
database.
7. Operate and maintain GIS for all city infrastructures and property related data and review all special
district assessments annually for accuracy and compliance with financing agreements.
8. Conduct annual review of revenue requirements for Landscape Maintenance Districts including
preparation of Annual Engineering Reports, conducting public hearings, and inclusions of the
assessment on the County Tax rolls.
9. Administer Federal Emergency Management Agency (FEMA), National Flood Insurance Program
(NFIP), and the City Flood Reduction Ordinance for the City. Coordinate with federal, state, and local
agencies on Floodplain Management programs. Administer the FEMA Community Rating System
(CRS) program. Maintain flood information, respond to resident inquiries, and file FEMA flood letters
and map documents. Maintain citywide street address information, including street name and house
number assignments.
WORK PLAN FOR 2019-20
1. Review submittals for developments including parcel and tract maps, grading, and other infrastructure
improvements through June 2020. [1d, 3c]
2. Manage a GIS for atlas maps and infrastructural databases including updates and start user
implementation phase to the upgraded Local Government Model through June 2020. [4b, 4c]
3. Update sewer, storm drain, and water databases throughout the City by June 2020. [1b]
4. Review expenditures in all Landscape Maintenance Districts, prepare the Engineer’s Report, and
schedule a public hearing for annual levy of assessments by June 2020. [3a]
5. Organize engineering project central files including scanning, filing, and record management through
June 2020. [4b, 4c]
6. Review and approve Encroachment Permit applications by utility companies and private developments
through June 2020. [1b, 1d, 4b]
127
FY 20 Budget
PUBLIC WORKS STREET MAINTENANCE
PROGRAM DESCRIPTION
This program utilizes city personnel or private contracts to clean, repair, maintain, and improve roadways,
bridges, public walks, and related facilities. Crews are involved in asphalt and concrete maintenance, graffiti
removal, street signage, and pavement markings.
SERVICE OBJECTIVES
1. Maintain streets, sidewalks, alleys, and other rights-of-way in a safe and operable condition for the
public health, safety, and welfare.
2. Acknowledge all complaints within 24 hours (non-weekend) of receipt and strive for response/resolution
within 72 hours.
3. Maintain an overall safety program to provide a safe work environment for all employees.
4. Prepare and submit on time all necessary county, state, and federal reports.
5. Complete all scheduled projects, including capital improvement project items, within budget and as
scheduled.
6. Review annually, all policies and procedures applicable to job performance to improve safety and
productivity.
WORK PLAN FOR 2019-20
1. Implement the new maintenance management plans for the Old Towne Plaza (Plaza) and newly
constructed Old Towne West Metrolink Parking Structure utilizing both city crews and contractual
services to enhance and provide added care through June 2020. [2b]
2. Manage custodial services, and Plaza steam cleaning contracts through June 2020. [4b]
3. Continue to assess methods for an efficient and effective Plaza closure plan through June 2020. [1b]
4. Coordinate with the Engineering Division to prepare plans and specifications for capital projects
involving sewer main replacement, pavement slurry sealing, asphalt overlay, sidewalk, American
with Disabilities Act ramps, and curb and gutter repair/replacement through June 2020. [1b, 3a]
5. Patch and repair two million square feet of street, utilizing both city crews and contract construction
through June 2020. [1b, 3a]
6. Repair two miles of sidewalk and two miles of curb and gutter, utilizing both city crews and contract
construction by June 2020. [1b]
7. Expediently track and remove graffiti throughout the City through June 2020. [4b]
8. Maintain traffic signs, street name signs, and pavement markings to be compliant with Manual on
Uniform Traffic Control Devices and Federal Highway Administration reflective sign requirements and
standards through June 2020. [1b]
9. Implement division-wide training programs through June 2020. [4e]
10. Inspect and install banners as requested through June 2020. [1b]
11. Assist in the production of city events and the implementation of emergency road closures through
June 2020. [1b]
128
FY 20 Budget
PUBLIC WORKS REFUSE AND SANITATION SERVICES
PROGRAM DESCRIPTION
This program provides sanitation services to residential and commercial properties, including street tree
maintenance, street sweeping, sewer and storm drain maintenance, weed abatement, and environmental
compliance/code enforcement. The program also manages the City’s solid waste franchise, administers
various grants, and operates a public education program for solid waste, hazardous waste, and recycling.
SERVICE OBJECTIVES
1. Administer the citywide refuse collection contract in compliance with applicable city, state, and federal
regulations to ensure quality service.
2. Continue administering programs to promote public awareness of, and compliance with, the need to
recycle solid, liquid, and hazardous wastes generated by the City.
3. Regularly conduct CCTV video inspection, cleaning, and service (as required) of the City’s sanitary
sewer and storm drain systems.
4. Acknowledge all complaints within 24 hours and strive for resolution/response within 72 hours.
5. Annually review all county, state, and federal regulations and submit required reports to ensure
continued city compliance with mandated programs.
6. Administer sewer cleaning/pump station maintenance to ensure quality service and compliance with
city, state, and federal regulations.
7. Administer contracts for regular sweeping of all public streets, bike lanes, municipal parking lots, and
alleys in accordance with established performance standards.
8. Maintain and manage the City’s urban forest, specifically street right-of-way trees, to include tree
maintenance, removals, and planting.
9. Replace deficient, aging, or damaged sewer lines.
WORK PLAN FOR 2019-20
1. Clean 700,000 linear feet sewer main lines and video inspect up to 90,000 linear feet of sewer main
lines by June 2020, utilizing both city crews and contractor services. [1b]
2. Trim and maintain over 5,000 street trees by June 2020. [4b]
3. Clean 200 catch basins for storm water quality by June 2020. [1b]
4. Complete 3,000 sanitation and right-of-way related inspections for trash service, news racks,
encroachments, and nuisance abatements in the public right-of-way by June 2020. [3b, 3c]
5. Coordinate with the Engineering Division in the preparation of plans and specifications to replace
deficient sewer mains through June 2020. [2d]
6. Implement division-wide training programs through June 2020. [4e]
129
FY 20 Budget
PUBLIC WORKS FLEET SERVICES
PROGRAM DESCRIPTION
This program provides for the acquisition, repair, maintenance, and disposal of all city vehicular equipment
and the operation of a parts warehouse.
SERVICE OBJECTIVES
1. Acquire, service, and salvage, where appropriate, all city vehicles, including cars, trucks, and other
non-wheeled equipment, to ensure safe and reliable operation.
2. Prepare and submit county, state, and federal reports.
3. Prepare an annual vehicle replacement observation list, with staff recommendations, for review and
approval by the City Manager, Mayor, and City Council.
4. Develop policies and procedures to ensure proper service and operation of all equipment, enhance
safety, and reduce repair costs.
5. Maintain all authorized equipment at a fully functional level on a continual basis.
6. Complete all routine repairs within two working days for non-emergency vehicles and within 24 hours
for emergency equipment.
7. Annually conduct a parts inventory to ensure a sufficient number of required parts are available to meet
operational standards.
8. Maintain and ensure regulatory compliance on fuel dispensing systems.
WORK PLAN FOR 2019-20
1. Complete 1,200 preventative vehicle maintenance services and 2,000 repairs to the City’s fleet by June
2020. [1b]
2. Continue to integrate the fuel management system into the City’s vehicle maintenance in current asset
management software through June 2020. [2d]
3. Develop a vehicle-purchasing schedule for annual vehicle replacements by February 2020. [2d]
4. Complete all standard budgeted vehicle replacement purchases by June 2020. [2d]
5. Dispose of surplus vehicles and equipment in a timely fashion to maximize salvage value by June 2020.
[2d]
6. Implement division wide training programs by June 2020. [4e]
7. Continue to evaluate opportunities to purchase alternative fuel vehicles through June 2020. [3b]
130
FY 20 Budget
PUBLIC WORKS SURFACE WATER QUALITY
PROGRAM DESCRIPTION
This program provides for compliance with federal and state water quality regulations, primarily under the
National Pollution Discharge Elimination System (NPDES) for storm water quality and the Waste Discharge
Requirements (WDR) for sewer management. These programs strive to improve surface water quality in
the City of Orange and eliminate sewer overflows from the City’s sewer system.
SERVICE OBJECTIVES
1. Promote public education to businesses and residents regarding proper practices and procedures to
manage urban runoff and minimize the discharge of fat, oil, and grease into the sewer system.
2. Prepare and submit all county and state reports as required.
3. Inventory, conduct, and complete required industrial, commercial, and municipal surface water quality
inspections.
4. Inventory, conduct, and complete required restaurant NPDES and WDR inspections.
5. Review annually all county, state, and federal regulations to ensure city compliance with mandated
programs and regulations.
6. Participate in county and regional committees to remain informed and compliant with new water quality
and WDR requirements.
7. Provide training to city departments on regulatory programs.
WORK PLAN FOR 2019-20
1. Prepare and submit the annual Performance Evaluation Assessment report to comply with storm water
permit requirements by November 2019. [3b]
2. Inspect all low, medium, and high priority industrial, commercial, and municipal sites as required by the
Municipal Separate Storm Sewer System (MS-4) permit by June 2020. [3b]
3. Inspect food service establishment sites (approximately 500) to comply with current waste discharge
permit requirements by June 2020. [3b]
4. Respond to surface water quality complaints citywide through June 2020. [3b]
5. Inspect 25,000 lineal feet of open drainage channels by August 2019. [3c]
6. Review new development Water Quality Management Plans as needed by June 2020. [3c]
7. Analyze revised fecal coliform total maximum daily loads through June 2020. [3b]
8. Assess revised nutrient total maximum daily loads through June 2020. [3b]
9. Provide training to city departments on new NPDES requirements through June 2020. [3c]
131
FY 20 Budget
PUBLIC WORKS FACILITY MAINTENANCE
PROGRAM DESCRIPTION
This program provides maintenance services for public buildings and city facilities, administers annual
contracts for mechanical systems, site specific facility maintenance, and manages new and/or existing
building improvement projects and contracts.
SERVICE OBJECTIVES
1. Work with various departments to address maintenance needs and schedules for the City’s 26
buildings.
2. Provide expedient and courteous service to all city departments.
3. Respond to facility maintenance requests within 48 hours.
4. Assist all departments with development of building capital improvement requests.
5. Provide cost-effective maintenance programs to assure satisfactory, reliability, and performance of
building-related facilities.
WORK PLAN FOR 2019-20
1. Use Facilities Master Plan to plan and budget maintenance work as necessary through June 2020. [2d]
2. Review and monitor all facility annual service contracts through June 2020. [1b]
3. Coordinate and implement building improvements and facility modifications through June 2020. [1b]
4. Perform general maintenance and repairs for all public buildings and appurtenant facilities through
June 2020. [1b]
5. Conduct periodic building inspections to better maintain facilities and provide exceptional customer
service through June 2020. [1b]
132
FY 20 Budget
PUBLIC WORKS TRANSPORTATION PLANNING
PROGRAM DESCRIPTION
This program identifies current and future transportation system needs and implements programs to meet
identified needs, including freeways, arterials, bikeways, pedestrian corridors, bus lines, railways, and
parking lots. Furthermore, the Transportation Planning section conducts traffic and transportation studies,
makes recommendations to the City Council and Traffic Commission for transportation system
improvements, attends regional meetings, and plans, designs, and constructs a variety of transportation
system improvement projects.
SERVICE OBJECTIVES
1. Improve mobility, safety, and reduce congestion through optimum use and operation of existing traffic
signals, signs, street striping, street lights, and other traffic control devices.
2. Annually review all city transportation plans to ensure compliance with applicable guidelines and
implement programs as needed to promote efficient movement of people and goods.
3. Acknowledge all citizen inquiries within 24 hours and strive for resolution/response within 72 hours or
24 hours in emergency situations.
4. Maximize the amount of grant funding obtained by the City to design, develop, and maintain public
traffic systems to satisfy the transportation needs of the residential and business community.
5. Promote development and use of a city intermodal transportation system.
6. Annually review all Transportation System Improvement Program (TSIP) fees to ensure regulatory
compliance and consistency with transportation needs.
7. Review development proposals to ensure uses and traffic impacts are analyzed and mitigated
accordingly.
8. Prepare and submit county, state, and federal reports.
WORK PLAN FOR 2019-20
1. Provide staff support to the City Traffic Commission through June 2020. [1b]
2. Identify priorities to improve traffic safety and circulation for the City’s annual Capital Improvement Plan
through June 2020. [4d]
3. Pursue grant opportunities from Orange County Transportation Authority (OCTA) – Measure M2, State
– Active Transportation Program (ATP), Federal – Highway Safety Improvement Program (HSIP), and
other available external funding options through June 2020. [1b]
4. Continue to monitor and assess the need to update the Circulation Element of the General Plan and
Traffic Impact Analysis Guidelines due to changes in state law that include an amendment to the
General Plan Environmental Impact Report (EIR) through June 2020. [2e, 3b]
5. Collaborate with the Community Development Department on review of the City’s Traffic Impact
Analysis (TIA) Guidelines in relation to new traffic impact analysis requirements of the California
Environmental Quality Act (CEQA) . The work is expected to result in an update to the city’s TIA
Guidelines as needed by June 2020. [2e, 3b]]
133
FY 20 Budget
PUBLIC WORKS TRAFFIC OPERATIONS
PROGRAM DESCRIPTION
This program plans, designs, installs, and repairs traffic signals, signal components, signal coordination,
street lights, and other warning lighting devices to provide efficient operation of the City’s traffic control
system. This program manages the City’s Traffic Management Center.
SERVICE OBJECTIVES
1. Maintain the highest level of safety and efficiency for the traffic control systems of the City through a
vigorous maintenance, repair, and replacement program.
2. Promote utilization of advanced state-of-the-art technology for the operation/monitoring of the City’s
transportation system.
3. Acknowledge all citizen inquiries within 24 hours and strive for resolution/response within 72 hours or
within 24 hours in emergency situations.
4. Prepare and submit county, state, and federal reports.
WORK PLAN FOR 2019-20
1. Implement additional wireless and fiber optic communication links between traffic signals, video
cameras, and the Traffic Management Center (TMC) through June 2020. [4d]
2. Maintain a monthly monitoring and routine maintenance program for signalized intersections and
warning flasher locations through June 2020. [1b]
3. Conduct biweekly evening street light outage field surveys and maintain newly acquired Southern
California Edison (SCE) streetlights through June 2020. [1b]
4. Manage traffic signal controller change-outs, upgrade traffic signal cabinet, and TMC equipment
through June 2020. [4d]
5. Implement multi-jurisdictional traffic signal synchronization along Katella Avenue, Garden Grove
Boulevard and Main Street as part of Measure M2 Project P- Regional Traffic Synchronization Program
through June 2020 [4d]
6. Implement the construction of protected left-turn phasing of two intersections at Glassell Street/Walnut
Avenue and Chapman Avenue/James Street; modification of the Katella Avenue/Struck Avenue
intersection to add a fourth leg; and upgrade of traffic signal equipment at Tustin Street/La Veta Avenue
intersection through June 2020. [4d
7. Implement design of 12 radar feedback signs on La Veta Avenue, Collins Avenue, and Chapman
Avenue and protected left-turn phasing of three intersections at Chapman Avenue/Batavia Street,
Chapman Avenue/Grand Street, and Chapman Avenue/Cambridge Street by June 2020. [4d]
134
FY 20 Budget
PUBLIC WORKS WATER ENGINEERING AND PRODUCTION
PROGRAM DESCRIPTION
This program ensures the City’s residents, visitors, and business will have an adequate supply of potable
water for all necessary municipal and private uses including fire protection through the operation and
maintenance of all sources of supply and pumping facilities. This program also provides engineering
services for development and capital projects and is responsible for water quality activities to ensure the
purity and safety of the City’s water supply is in conformance with county, state, and federal guidelines.
SERVICE OBJECTIVES
1. Provide a reliable supply of potable water to the City through a coordinated program of groundwater
production and use of imported supplies.
2. Ensure completion of all approved projects in the Water Capital Improvement Plan (CIP) within budget
and as scheduled.
3. Prepare an annual 5-year CIP and coordinate its review and approval by the City Manager, Mayor, and
City Council.
4. Regularly test the City’s water supply to ensure compliance with all local, state, and federal water quality
assurance standards.
5. Assure reliability of all water production facilities through a proactive program of ongoing maintenance
and replacement.
6. Prepare and submit mandated county, state, and federal water quality reports.
7. Acknowledge all citizen inquiries within 24 hours and strive for resolution/response within 72 hours or
within 24 hours in emergency situations.
WORK PLAN FOR 2019-20
1. Begin the design of Water Well 28 as part of the on-going groundwater development program and develop
a pocket park that highlights Orange history and enhances the Old Town Plaza area by June 2020. [1b,
3a, 5d]
2. Purchase, install, and integrate a Supervisory Control and Data Acquisition system to current water
standards to provide for a more advanced automatic telemetry system by June 2020. [2a, 2d]
3. Prioritize, design, and construct approximately two miles of pipe per year, to replace high maintenance
pipe and enhance the reliability of the water system by June 2020. [1b]
4. Update Water System Master Plan by June 2020. [1b, 2b]
5. Turn off water production equipment during peak time of use to save on electricity costs by June 2020.
[1b]
6. Implement vulnerability assessment measures for water system through June 2020. [1b, 4b]
7. Complete and distribute the annual water quality “Consumer Confidence Report” by June 2020. [1b, 4b]
8. Conduct or contract for the collection and analysis of all required water quality testing per the State Water
Resources Control Board regulations by June 2020. [1b, 4b]
9. Keep and maintain a comprehensive record of all water production from wells, imported water
connections, pump stations, interties, and flow control facilities through June 2020. [1b, 4b]
10. Continue to develop water conservation programs with Municipal Water District of Orange County and
promote water conservation through city publicity mediums by June 2020. [3e]
135
FY 20 Budget
PUBLIC WORKS WATER DISTRIBUTION
PROGRAM DESCRIPTION
This program maintains, repairs, and replaces all facilities dedicated to the safe delivery of potable
water to the residents, visitors, and businesses of the City including pipelines, valves, fire hydrants,
pump stations, and storage tanks and provides for the reading, maintenance, and replacement of all
meters in the system.
SERVICE OBJECTIVES
1. Ensure the reliable and timely delivery of potable water to the community for all purposes through a
proactive distribution system maintenance program.
2. Acknowledge all citizen inquiries within 24 hours and strive for resolution/response within 72 hours or
within 24 hours in emergency situations.
3. Ensure satisfactory performance of all meters, valves, and fire hydrants.
WORK PLAN FOR 2019-20
1. Replace 1,800 small meters per year as part of the 15-year small meter replacement program by June
2020. [1b]
2. Test and calibrate large meters (3” and above) as part of a three-year program through June 2020. [1b]
3. Retrofit meters to radio read in specific locations and maintain all network data collectors as part of the
Advance Metering Infrastructure system by June 2020. [1b]
4. Conduct daily security and technical inspections to all water facilities through June 2020. [1b]
5. Conduct annual fire hydrants flushing and flow test, including data collection for GIS/asset management
by June 2020. [1b]
6. Recoat/repaint 1,100 fire hydrants by June 2020. [1b]
7. Proactively replace/renew water service line laterals before street renovation projects through June
2020. [1b]
8. Perform annual maintenance of automatic control valves at various water facilities such as wells, pump
stations, and pressure reducing stations by June 2020. [1b]
9. Exercise and lubricate all plug valves in the distribution system by June 2020. [1b]
10. Perform annual inspection and repair of the corrosion protection systems for steel water tanks by June
2020. [1b]
136
FY 20 Budget
COMMUNITY DEVELOPMENT ADMINISTRATION
PROGRAM DESCRIPTION
Administration provides the needed coordination between divisions, other departments, the City Manager
and the City Council and provides the payroll, personnel, purchasing, and policy management for the
Department.
SERVICE OBJECTIVES
1. Attend/conduct weekly meetings to coordinate activities of divisions within the Department and activities
with other departments.
2. Maintain ongoing communication as needed with the City Council and community on development
issues.
3. Maintain payroll, personnel, and budget records for the Department in a timely manner.
4. Provide courteous, timely, and helpful customer service to patrons.
5. Maintain or enhance regular communication between department staff and with other departments.
6. Conduct department meetings to keep all employees updated on administrative changes,
projects/activities, and other items.
7. Ensure that all staff receives training and stay current with changes in the development industry.
WORK PLAN FOR 2019-20
1. Continue to evaluate and implement methods to simplify the development review process through June
2020. [2e]
2. Support the City’s Economic Development efforts through the Business Enhancement Support Team
(BEST) review process and outreach through June 2020. [4b]
3. Utilize cost-effective training opportunities that address pertinent topics of interest that will advance
staff’s understanding of job parameters through June 2020. [4e]
4. Brief the City Council and Planning Commission on upcoming planning and development issues
through June 2020. [4a]
5. Track activity levels regarding development projects and workload demands and analyze creative
solutions to staffing constraints through June 2020. [4a]
6. Closely monitor revenues and expenditures throughout the Community Development Department’s
budget in order to effectively ensure that trends are recognized and addressed through June 2020. [2e]
7. Evaluate and implement technology solutions to improve the customer experience and employee
productivity through June 2020. [4c]
8. Implement an employee recognition program to support positive staff morale through June 2020. [4d,
4e]
9. Develop a natural disaster response plan to accommodate streamlined review of building repair and
reconstruction in the instance of a catastrophic event with a particular focus on the management of
compromised historic structures through June 2020. [5b]
10. Remodel the Community Development and Public Work’s front counter by providing more work space
behind the counter and install new work stations for better file storage and setup by June 2020. [4b]
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FY 20 Budget
COMMUNITY DEVELOPMENT ADVANCE PLANNING
PROGRAM DESCRIPTION
Advance Planning provides comprehensive, long-range land use, environmental, and policy planning to
the City of Orange consistent with the City’s quality of life objectives including maintaining and
implementing the General Plan, facilitating inter-agency coordination, coordinating annexations, reviewing
proposed legislation, and ensuring compliance with legislative mandates. This program provides expert
environmental review guidance to the City, focusing on environmental legal compliance for capital
improvement projects and review of environmental documents referred to the City from other public
agencies. To provide land use, environmental and demographic information to the public, and city staff in
order to facilitate an ongoing understanding of the community, as well as the physical conditions affecting
growth and change in Orange.
SERVICE OBJECTIVES
1. Maintain and implement the City’s General Plan as a long-term visionary document to guide city
decision-making that benefits residents and businesses while improving the quality of life in Orange.
2. Develop and revise city standards, guidelines, and public education materials related to land use and
environmental conditions so that policies and practices are relevant, legally adequate, and internally
consistent. Ensure that they are aligned with the City’s long-term quality of life and economic
development objectives for guiding positive changes to the physical environment and keeping citizens
and businesses informed.
3. Maintain the City’s General Plan and Zoning Ordinance to ensure compliance with changes in state
law.
4. Coordinate demographic, statistical, and environmental information and data relating to the city and
make this information available in a user-friendly manner for informational and analytical purposes.
5. Coordinate environmental review for all city capital improvement projects, working to provide
adequate legal protection to the city and minimize adverse environmental effects on the community
while meeting city project objectives and timelines.
6. Develop and revise public education materials related to land use, environmental conditions, and
demographics in order to inform citizens and businesses.
WORK PLAN FOR 2019-20
1. Update the General Plan Housing Element to address recent state housing policy and updated
Regional Housing Needs Allocation (RHNA) figures including preparation of an environmental
document in compliance with the California Environmental Quality Act (CEQA) through June 2020.
[3c]
2. Collaborate with the Public Works Department on review of the City’s Traffic Impact Analysis (TIA)
Guidelines in relation to new traffic impact analysis requirements of the California Environmental
Quality Act (CEQA) . The work is expected to result in an update to the city’s TIA Guidelines as
needed by June 2020. [2e, 3b]
3. Continue focused amendments to streamline the Zoning Ordinance related to development standards
and review processes including landscape requirements, wall height, and the public noticing for new
development in order to make the Code a more user-friendly and effective document through June
2020. [2d]
4. Continue phased processing of General Plan/Zoning Map Amendments to reconcile inconsistencies
as required by State Law with a focus on public property developed with parks, open space, and
institutional uses through June 2020. [2d]
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FY 20 Budget
5. Ensure completion of environmental review/compliance for various Capital Improvement Plan (CIP)
projects including parks, trails, and street infrastructure projects through June 2020. [2d]
6. Participate in the U.S. Census Bureau 2020 census process involving community outreach and
coordination with the Cal State Fullerton Center for Demographic Research and Orange County
Council of Governments by April 2020. [3e]
7. Monitor changes in State planning and housing law in order to determine if amendments are needed
to the City’s General Plan or Zoning Ordinance through June 2020. [3c]
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FY 20 Budget
COMMUNITY DEVELOPMENT CURRENT PLANNING
PROGRAM DESCRIPTION
Current Planning facilitates property reinvestment and development consistent with the City’s economic
development and quality of life objectives by coordinating the development review process and providing
stewardship to the City’s historic districts. This program implements the City’s General Plan by
administering the Zoning Ordinance and all development and design related documents which contribute
to a livable community and a high quality built environment. This program also includes the Planning
Commission and Design Review Committee. The Planning Commission reviews and evaluates individual
development proposals for conformance with City-adopted codes, ordinances, and the General Plan. The
Design Review Committee (DRC) is an advisory committee to the City Council and Planning Commission
on architectural and landscape matters. The DRC evaluates projects in Old Towne and major projects
citywide for conformance with city design standards. Current Planning provides staff support to both bodies.
SERVICE OBJECTIVES
1. Enhance the Department’s high level of customer service by maintaining user-friendly public
information materials and easily accessible records related to property-specific entitlement history and
land use activity to better serve the public and support real estate transactions and economic
development activity, and approaching each question with emphasis on the customers’ development
goals.
2. Respond in a timely and solution-oriented manner to inquiries from Orange residents, businesses,
developers, outside agencies, other city departments, and members of the public regarding land use
matters and Code interpretations involving business licenses, capital projects, and private property
matters.
a. Review initial and subsequent application submittals within the State mandated 30-day review
period and advise applicants with written project status.
b. Return all phone calls within two business days.
c. Conduct final planning inspections within two business days of request.
d. Complete Zoning Verification Letters within ten business days of receipt.
e. Complete Public Records Requests within ten calendar days of receipt.
3. Facilitate new business and property investment by guiding applicants through the development review
process and manage project review with other City departments for compliance with regulatory
documents through pre-application assistance, and weekly Streamlined Multi-Disciplinary Accelerated
Review Team (SMART) project review.
4. Balance the application of the provisions of the Zoning Code and other adopted documents with
customer development goals and City expectations.
5. Conduct and/or participate in regular Planning Commission, DRC, City Council, and Zoning
Administrator meetings to ensure that new development is well-planned and designed, and consistent
with good planning principles. Also provide necessary support to decision making bodies through
briefings and study sessions on the adoption and maintenance of the City’s General Plan, Zoning
Ordinance, discretionary development projects, and land use issues of special significance to the City.
6. Manage the Mills Act Program.
7. Ensure projects in the Old Towne and Eichler Historic Districts are in conformance with the Secretary
of Interior Standards for the Treatment of Historic Properties and applicable design standards.
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FY 20 Budget
WORK PLAN FOR 2019-20
1. Serve approximately 5,000 customers at the front counter and guide the applicants through the City’s
development review process, providing timely and accurate entitlement case processing through June
2020. [4b]
2. Continue to streamline and improve the public’s understanding of property records and the
development review process through better use of technology including improved cross-referencing
between archived paper records and the City’s permit tracking and LaserFiche systems, updated
application and informational materials, easy online access to a “one-stop-shop” website with contact
information for key staff and access to resources, as well historic district property records through June
2020. [2e, 4b, 5b]
3. Implement two Mills Act contract cycles per year, update application materials and website information,
and conduct state-required inspections of Mills Act properties for conformance with contract-listed
improvements, with a particular focus on the new Eichler Historic Districts through June 2020. [5b]
4. Provide dedicated staff to support and facilitate Chapman University development projects with a
particular focus on the University’s specific plan and neighborhood engagement efforts through June
2020. [5b]
5. Develop self-guided walking tour materials for the Old Towne and Eichler Historic Districts in a printed
and/or web-based format through June 2020. [5a]
6. Explore establishment of Neighborhood Character Area designations for neighborhoods such as
Orange Park Acres, the Cypress Barrio, El Modena, and the Old Towne Railroad Corridor to
acknowledge the role these neighborhoods played in the history and physical development of the city
through June 2020. [5a]
7. Establish a student volunteer and cross-training program to support the Current Planning and Historic
Preservation functions including developing relationships with local universities through June 2020. [4e]
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FY 20 Budget
COMMUNITY DEVELOPMENT BUILDING INSPECTION
PROGRAM DESCRIPTION
The Building Inspection program provides services that assist the community in their building and
development projects. Professional, trained staff perform field inspections at various phases during
construction. Inspections are conducted in order to verify that the construction work is in conformance
with city building codes and the plans approved in plan check. Additionally, inspection staff work closely
with other city department and outside agencies to provide guidance and coordinate the building process.
Inspection staff maintain office hours both in the morning and the afternoon to answer questions and
update Building Division records.
SERVICE OBJECTIVES
1. Strive to provide inspection services for all inspection requests within one, but no more than three
business days.
2. Maintain early morning and late afternoon office hours to serve customers.
3. Ensure a coordinated and comprehensive inspection process by working closely with other inspection
agencies during the building process.
4. Provide professional and courteous service to all customers.
5. Develop knowledge of the latest code updates and new materials through the International Code
Council (ICC), National Fire Protection Association (NFPA) code seminars, and other professional
organizations in order to provide technically accurate service.
6. Efficiently maintain accurate inspection records through the use of the City’s Trakit database system.
WORK PLAN FOR 2019-20
1. Complete approximately 25,000 inspection stops: 12,500 by December of 2019 and 12,500 more by
June 2020. [4b]
2. Develop knowledge of 2019 California Building Codes through updated code books and attending
training provided by in-house, California Building Officials (CALBO) and ICC by June 2020. [4e]
3. Expand accessibility training opportunities to inspectors with the goal of additional Certified Access
Specialist (CASp) personnel through June 2020. [1d]
4. Participate in the Local Implementation Plan (LIP) of the National Pollution Discharge Elimination
System (NPDES) by conducting required compliance inspections of construction projects through
June 2020. [1b]
5. Provide a comprehensive and comparative building inspection activity report to the City Manager by
August 2019 with an update by February 2020. [1a]
6. Enhance disaster preparedness by reviewing and updating policies and procedures by June 2020.
[1a, 1c]
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FY 20 Budget
COMMUNITY DEVELOPMENT CODE COMPLIANCE
PROGRAM DESCRIPTION
The Code Compliance program provides enforcement of the City’s Municipal Code as it relates to
neighborhood and community issues including property maintenance violations, building code violations,
non-conforming signage, sub-standard housing conditions, land use violations, and violations of the
boardinghouse ordinance. Working closely with other agencies, the fundamental goal of the Code
Compliance program is to seek compliance with the City’s Code to achieve a safe, clean, and healthy
living and working environment. Cases are generated through reported violations and officer surveys and
self-initiated cases within their assigned areas in a proactive approach if necessary. Through a
combination of research and field inspections, violations are documented and orders to comply are
issued. The Code Compliance officer follows their casework upon receiving a complaint, conducting an
investigation, and taking necessary measures to see that compliance is achieved.
SERVICE OBJECTIVES
1. Continue to provide quality customer service.
2. Provide ongoing observation of areas with active enforcement efforts to preserve acceptable levels of
compliance.
3. Seek voluntary compliance in 100% of all cases with assistance from the City Attorney’s office.
4. Keep current with the latest methods and technology through continued education and association
with professional organizations such as California Association of Code Enforcement Officers
(CACEO) and International Code Council (ICC).
WORK PLAN FOR 2019-20
1. Process approximately 2,000 Code Compliance cases: 1,000 by December 2019 and another 1,000
throughJune 2020. [4b]
2. Assist approximately 1,400 Code Compliance related visits to thefront counter through June 2020.
[4b]
3. Coordinate Special Event Permit application process, with emphasis on providing other city
departments with the identification of dates, times, and needed information of special events held in
the Old Towne area. Facilitate the issuance of permits, compliance with requirements, and
communication with applicants through June 2020. [4b, 4d]
4. Review Code Compliance strategy to make best use of staffing resources including officer
enforcement and an emphasis on blighted neighborhoods through June 2020. [2a, 4e, 5b]
5. Increase paperless operations by migrating case management solely onto TRAKiT to reduce
workload redundancy through June 2020. [4c]
6. Explore alternative enforcement options with City Attorney’s office to increase efficiency through June
2020. [1a]
7. Meet with community groups such as Old Towne Preservation Association (OTPA) to develop
effective strategies to help maintain historic resources by June 2020. [4a, 4b, 4c]
8. Provide a comprehensive and comparative Code Compliance activity report to the City Manager by
August 2019 and an update by February 2020. [4a]
9. Participate in the Neighborhood Watch Program, annual National Night Out event, and other city
sponsored events through June 2020. [4b]
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FY 20 Budget
COMMUNITY DEVELOPMENT PERMIT SERVICES
PROGRAM DESCRIPTION
The Permit Services program answers and directs general inquiries, provides technical, permit and
support functions at the public counter, and provides plan check services for all plans, computations, and
other data filed by an applicant for a permit. All building improvement plans are received and coordinated
through this program, including plans for Planning, Fire, and Police Departments. Permit Services
provides plan review functions for simple projects, issues building permits for all approved construction
projects, and coordinates the maintenance of all records in a digital archive system. The Plan Check
function reviews all documentation to ensure compliance with all local and applicable state requirements
and coordinates the plan check process with other regulatory agencies such as Fire, Police, Health, and
Public Works in order to provide a comprehensive approval process.
SERVICE OBJECTIVES
1. Provide prompt, efficient, and friendly customer service.
2. Process plan check applications and issue building-related permits while working closely with other
agencies during the process.
3. Provide counter plan check services for simple, smaller projects such as patio covers and solar
panels.
4. Prepare all construction-related documentation for digitizing.
5. Work with and maximize the utility of computerized permit tracking software.
6. Provide user-friendly handouts to assist customers through processes including the Building Division
Procedures Manual.
7. Provide an initial plan check on 80% of all plans within three business weeks.
8. Keep current on the latest code updates and new materials through professional development
seminars.
9. Participate in regular coordination meetings with Fire, Police, Public Works, and other regulatory
agencies.
10. Coordinate multi-departmental simultaneous plan checks for all major projects.
11. Manage and administer all provisions of the City’s Building Codes and perform Code interpretation
duties of the Building Official.
12. Provide technical assistance for all customers including city projects.
WORK PLAN FOR 2019-20
1. Process approximately 3,000 building permits: 1,500 by December 2019 and 1,500 by June 2020.
[4b]
2. Serve approximately 7,500 customers at the public counter: 4,000 by December 2019 and another
3,500 by June 2020. [4b]
3. Continue to utilize permit technicians to conduct at minimum 200 simple or smaller plan checks by
June 2020. [4b]
4. Expand online permit application and digital plan submissions for review through June 2020. [4b]
5. Expand accessibility training opportunities to Permit Services staff with the goal of increasing the
number of Certified Access Specialist (CASp) personnel in the City through June 2020. [1d]
6. Develop knowledge of 2019 California Building Codes through training by attending in-house,
California Building Officials (CALBO) and International Code Council (ICC) training through June
2020. [4e]
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FY 20 Budget
7. Provide a comprehensive and comparative Permit Services activity report to the City Manager by
August 2019 with an updatet by February 2020. [4a]
8. Complete approximately 600 plan checks, 300 by December 2019 and another 300 plan checks by
June 2020. Oversee the work of contract plan check consultants on an as-needed basis through June
2020. [4b]
9. Attend SMART meetings through June 2020. [4e]
10. Continue to implement digital plan submittal and reviews, and work to enhance this process with
newer technology through June 2020. [4b]
145
FY 20 Budget
COMMUNITY DEVELOPMENT HOUSING
PROGRAM DESCRIPTION
The Housing Division is responsible for the management, administration, and oversight of all activities that
receive Community Development Block Grant (CDBG) and HOME Investment Partnerships (HOME) funds.
These financial resources enable the City to provide various public services, complete infrastructure
improvements, and create and retain affordable housing for Low and Moderate Income residents.
SERVICE OBJECTIVES
1. Administer the CDBG and HOME Programs and ensure compliance with Federal CDBG and HOME
regulations.
2. Provide technical guidance to existing and potential CDBG subrecipients including nonprofit agencies
and city departments.
3. Involve citizens in the development of the Annual Action Plan and allocation of CDBG and HOME funds.
WORK PLAN FOR 2019-20
1. Complete and submit the Program Year 2018 Consolidated Annual Performance and Evaluation Report
to the U.S. Department of Housing and Urban Development (HUD) by September 2019. [3e]
2. Provide administrative oversight of the Program Year 2019 CDBG Program and HOME Program
through June 2020. [3e]
3. Prepare and submit the 2020-2025 Consolidated Plan to HUD by May 2020. [3e]
4. Prepare and submit the Analysis of Impediments (Fair Housing Act) to HUD by May 2020. [3e]
5. Solicit and review up to 10 to 15 funding requests from nonprofit agencies and city departments for the
Program Year 2020 CDBG by January 2020. [3e]
6. Conduct five public meetings and two technical assistance trainings for the Program Year 2020 CDBG
Program by May 2020. [4a]
7. Complete and submit the 2020 Action Plan to HUD by May 2020. [3e]
8. Monitor the affordability and occupancy covenants of HOME-assisted rental units through June 2020.
[3c]
9. Monitor the CDBG subrecipients for compliance with CDBG program regulations through June 2020.
[3e]
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FY 20 Budget
COMMUNITY SERVICES ADMINISTRATION
PROGRAM DESCRIPTION
Administration manages the financial and logistical operations of the Community Services Department,
which includes Park Maintenance, Recreation, Human Services, Landscape Maintenance (Public Right-Of-
Ways and Assessment Districts), Recreational Trails, and Park Planning and Development.
SERVICE OBJECTIVES
1. Facilitate public/private partnerships to collaborate with the City in order to provide in-kind and/or
financial contributions for the support and development of department programs, services, and
amenities.
2. Provide administrative and management support for all department employees, enabling them to
provide quality service to the community.
3. Provide advice and support to the City Manager on matters relating to park maintenance and
management, recreation, human services, park planning and development, and public information,
along with revenue-generating programs.
4. Work closely with the Public Works Department, Community Development Department, City Manager’s
Office, and other departments on capital improvement, development projects, and operational issues
that affect multiple departments.
5. Administer department grants and actively research new funding opportunities.
6. Develop, monitor, and evaluate the Department’s annual budget.
7. Evaluate current staffing and resources to ensure that critical service areas are covered with the
appropriate amount of staff at the appropriate level of the organization.
WORK PLAN FOR 2019-2020
1. Actively seek alternative funding mechanisms for projects, programs, and services through June 2020.
[2b]
2. Work with community partners to identify opportunities for collaboration and alternative ways to offer
programs and services to enhance city-funded efforts through June 2020. [2e]
3. Successfully administer an after-hours Parks Security Program and coordinate with other city
departments and track statistics and results in an effort to ensure that city parks remain aesthetically
pleasing and safe community resources for the public to enjoy through June 2020. [4b]
4. Explore ways in which technology can increase the efficiency and effectiveness of the Department
through June 2020. [4c]
5. Monitor the receipt of developer fees for park improvements and strategically prioritize capital projects
for maximum community benefit and public safety through June 2020. [2d]
6. Manage Community Services web pages on the City website, ensuring timely and accurate information
to the public through June 2020. [4c]
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FY 20 Budget
COMMUNITY SERVICES PUBLIC AFFAIRS AND INFORMATION
PROGRAM DESCRIPTION
Public Affairs and Information manages the media relations, public relations, marketing, and
communications for the City, which includes the City’s quarterly publication “Our Orange”, social media
outreach, interactions with the press and mass media, advertising, and commercial film permits.
SERVICE OBJECTIVES
1. Act as the spokesperson for the City to the media.
2. Generate news releases, news stories, and public information pieces promoting the City’s services,
programs, and activities.
3. Manage and protect the City’s identity, including identification of its brand, use of logos, website, graphic
standards, and letterhead for consistency of its message.
4. Work closely with all levels of city staff to gather information and data as required to craft the City’s
official narrative.
5. Work with the media to facilitate information requests and maintain the City’s brand.
6. Write articles, speeches, letters, and other content as required by City Council and top management.
7. Administer the City’s social media programs.
8. Oversee the content creation, design, printing, and distribution of the City’s “Our Orange” publication.
9. Oversee the City’s Crisis Communication Plan.
10. Administer the City’s Commercial Film Permit Process and operations.
11. Oversee marketing, advertising needs, and efforts to promote the City.
12. Monitor the media for coverage of the City and respond when appropriate.
WORK PLAN FOR 2019-2020
1. Expand the City’s social media reach, including expanding to additional platforms where appropriate
through June 2020. [4a]
2. Manage workflow for the City’s social media platforms and assist other departments in their ongoing
social media efforts with emphasis on promoting citywide programs, and to “tell our story” through June
2020. [4a]
3. Assist other departments in their ongoing social media efforts through June 2020. [4c]
4. Administer and edit four issues of Our Orange through June 2020. [4a]
5. Produce the City’s internal and external employee electronic newsletter through June 2020. [4c]
6. Partner with city departments to increase public awareness of good stewardship of city tax dollars
through June 2020. [4d]
7. Evaluate options for refreshing the City’s website to ensure access to helpful and timely information
through June 2020. [4c]
148
FY 20 Budget
COMMUNITY SERVICES LEISURE SERVICES
PROGRAM DESCRIPTION
Leisure Services provides programs in the following areas: after-school recreation, summer day camps,
youth excursions, and recreation classes for youth and adults. In addition, staff administers and monitors
park and facility permits. Programs such as these are critical to the City’s vibrant community and offer
parents and families much-needed options that are safe and of high-quality for children.
SERVICE OBJECTIVES
1. Monitor fall, winter, and spring quarters of after-school recreation sites under full-service contract with
the Youth Centers of Orange, providing services for 300 children who participate in supervised sports,
arts/crafts, tutoring, games, special events, and excursions with the use of CDBG funds.
2. Lead the development of the Community Services section of the “Our Orange” community activity
brochure four times a year, promoting classes, events and facility use.
3. Provide high quality recreational programming, including day camps and year-round classes for the
community.
4. Provide and monitor space for the community to host meetings, events, parties, picnics, and organized
activities in open cities, park buildings, picnic shelters, and fields.
WORK PLAN FOR 2019-2020
1. Evaluate current class offerings and identify new ones to ensure the needs of the community are met
through June 2020. [4b]
2. Continue to market the new recreation software CivicRec and evaluate the software’s capabilities for
extended use of facility rentals and program registration by August 2019. [4c]
3. Continue to partner with the City’s Gang Reduction Intervention Program and promote youth programs
through June 2020. [3b]
4. Continue to enhance existing Teen Action Committee to include activities created and promoted by the
teens through June 2020. [3e]
5. Operate three summer day camps and one Teens for Team Orange summer camp, and excursions for
over 1,500 youth participants through June 2020. [3b]
6. Maintain three 10-week recreation classes sessions and one 14-week recreation class session of
quality contract classes for over 4,100 participants through June 2020. [3b]
7. Process over 1,900 permits and monitor over 15,000 bookings for park buildings, fields, picnic shelters,
and open space reservations utilized by the general public through June 2020. [4b]
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FY 20 Budget
COMMUNITY SERVICES SPORTS AND AQUATICS
PROGRAM DESCRIPTION
Sports and Aquatics provide sports programming such as adult softball and adult basketball, youth sports
programs, annual sports field allocation, permitting and monitoring of athletic fields, a 9-week City-staffed
summer aquatics program, and a contract aquatics program in spring, summer, and fall.
SERVICE OBJECTIVES
1. Provide four seasons of adult softball under full-service contract with Major League Softball for
approximately 675 teams, in which approximately 10,780 adults participate.
2. Oversee and schedule the use of city athletic fields for the community and general public.
3. Provide a safe and high quality summer aquatics program at Hart Park Pool.
4. Partner with Orange Regional Competitive Aquatics (ORCA) to provide an 8-week summer, 8-week
fall, and 8-week spring aquatics programs utilizing a local pool, serving over 800 participants for
swimming lessons, youth swim team, and youth water polo.
5. Execute four seasons of an adult basketball league in which approximately 197 teams and 1,576 adults
participate.
6. Provide indoor open gym pickleball and basketball play for 4,680 participants.
7. Work with local youth sports organizations on a bi-annual use calendar, according to sports season,
for approved allocated use at city parks and facilities.
WORK PLAN FOR 2019-2020
1. Certify pool management team to train instructors in American Red Cross aquatic and life-saving
programming by May 2020. [3b]
2. Research opportunities to offer Hart Park children’s birthday pool party package options by March 2020.
[4b]
3. Evaluate options to contract adult basketball league by December 2019. [3b]
4. Coordinate the use of city athletic fields by approved Orange community youth groups ensuring
equitable distribution and a priority for resident recreation-based programs through June 2020. [3e]
5. Process/manage approximately 300 athletic permits from approved Orange community youth groups,
youth/adult sports leagues and the general public through June 2020. [3b]
6. Provide a 9-week full service summer aquatics program at Hart Park Pool, at which over 1,600
participants register for swimming lessons and 6,500 swimmers participate in recreation swim through
June 2020. [3b]
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FY 20 Budget
COMMUNITY SERVICES SPECIAL EVENTS
PROGRAM DESCRIPTION
Special Events provides for the coordination and implementation of the following citywide special events:
Concerts in the Park, 3rd of July Celebration, Treats in the Streets Autumn Festival, Veterans Day Tribute,
Tree Lighting Ceremony and Candlelight Choir Procession, Children’s Holiday Breakfast, and other park
dedications and events. These events have become a part of the hometown feel and culture of Orange,
and help to unify the community by bringing together residents in a common celebration.
SERVICE OBJECTIVES
1. Continue to provide six high-quality, citywide annual special events attended by over 46,500
participants.
2. Promote private and non-profit partnerships that bring together members of the community in support
of citywide special events.
WORK PLAN FOR 2019-2020
1. Identify community partners who may be interested in assuming a larger role in the production of city
special events in order to relieve the City’s financial burden in both funding and staff resources for
events by June 2020. [3e]
2. Achieve a sponsorship goal of raising $100,000 for the 2019 Special Event Season by December 2019.
[3e]
3. In partnership with Community Master Chorale, continue to enhance the long-standing program at the
3rd of July special event by June 2020. [3e]
4. Plan and execute the relocation of the annual 3rd of July citywide special event due to the construction
at Fred Kelly Stadium by July 2019. [3e]
151
FY 20 Budget
COMMUNITY SERVICES PARK PLANNING, ACQUISITION, AND
DEVELOPMENT
PROGRAM DESCRIPTION
This program provides for the planning, acquisition, and development of parks, recreational facilities, and
trail projects within the community.
SERVICE OBJECTIVES
1. Provide quality parks, athletic fields, facilities, and open space for Orange residents.
2. Identify capital projects in the Capital Improvement Plan budget based on the Master Plan of Parks,
Recreation and Facilities, the Open Space/Conservation Elements of the Orange General Plan that
reference Park and Trails Development, and the Recreational Trails Master Plan.
3. Maintain and utilize department planning documents:
Master Plan of Parks, Recreation, and Facilities;
Open Space/Conservation Elements of the Orange General Plan that describe Park and Trails
Development;
Recreational Trails Master Plan; and
Quimby Ordinance.
4. Identify grant-funding opportunities for viable park acquisition, development, and renovation of open
space, parks, trails, facilities, and equipment.
5. Work with the community, local non-profits, and partner agencies to manage, maintain, and expand the
City’s trail network.
WORK PLAN FOR 2019-2020 _______
1. Complete installation of shade sails at Grijalva Park over the tot lot by June 2020. [2d]
2. Collaborate with community stakeholders to advance the planning and implementation of the Santiago
Creek Bike Trail – Extension trail project through June 2020. [3d]
3. Assist with the installation of a video surveillance system at El Camino Park by June 2020. [1b]
4. Initiate the phased maintenance renovation at El Modena Park to include field renovation, irrigation
improvements, and asphalt and concrete repairs by June 2020. [3a]
5. Update the Grijalva Master Plan, considering community interest for the undeveloped portion of the
park site by October 2019. [2d]
6. With support from Townsend Public Affairs, pursue in-fee ownership of the sections of Hart and Handy
Parks currently owned by CalTrans by June 2020. [3a]
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FY 20 Budget
COMMUNITY SERVICES PARKS MAINTENANCE
PROGRAM DESCRIPTION
Parks Maintenance provides landscape and facility maintenance at parks and open space areas throughout
the City. The Division also provides management and administration for landscape maintenance of city
facilities, which include fire stations, libraries, Civic Center, recreation trails, freeway overpasses, medians,
landscape easements, and rights-of-way.
SERVICE OBJECTIVES
1. Maintain safe and functional park infrastructure to include picnic areas, tot lots, courts, athletic fields,
park amenities, and equipment.
2. Provide and oversee general landscape maintenance services at all city parks and facilities.
3. Provide skilled maintenance services at all city parks.
4. Provide ongoing technical and maintenance training to Parks’ maintenance employees.
5. Administer, evaluate, and modify current and future park maintenance contracts. Prepare bid
documents for bidding contract maintenance services.
6. Provide landscape technical assistance, plan check services, and perform field inspections for all city
projects.
7. Conduct regular inspections of contract landscape maintenance services at city parks, city facilities,
and rights-of-way with contractors in order to ensure compliance with maintenance specifications.
8. Provide administrative service for projects in parks, city facilities, and landscape assessment districts.
9. Operate clean, safe, and functional facilities for the community’s needs.
WORK PLAN FOR 2019-2020
1. Continue to improve administrative processes and practices for managing contract services, drafting
bid documents, completing Agenda Reports and related documents, and tracking all agreements and
bidding actions and documentation through June 2020. [2d]
2. Continue implementing practices in parks and city facilities to refine irrigation programming and
maximize water conservation by June 2020. [2d]
3. Develop a more proactive Tree Replacement Program to include integrating mobile technology to help
efficiently manage the tree inventory, using park-specific tree palettes, and refining the procedure for
tree replacement through June 2020. [2d]
4. Continue efforts to manage impacts resulting from transient activity and abandoned property in park
facilities through June 2020. [1a]
5. Manage the Park Security Program contract to ensure appropriate patrol coverage and make
modifications as necessary for protection of city property and safety during closed park hours through
June 2020. [4b]
6. Evaluate options for ongoing maintenance of the Santiago Creek to ensure continued visibility, safety,
and cleanliness by June 2020. [4b]
7. Continue to identify turf and other landscaped areas within the parks that are best opportunities for re-
landscaping with drought tolerant plant material and low flow irrigation through June 2020. [2d]
153
FY 20 Budget
COMMUNITY SERVICES DEL RIO COMMUNITY FACILITIES
DISTRICT 06-1
PROGRAM DESCRIPTION
Del Rio Community Facilities District (CFD) provides contract administration and supervision for landscape
maintenance services for the Del Rio Community Facilities District (CFD) 06-1.
SERVICE OBJECTIVES
1. Provide landscape contract administration and supervision of maintenance services for the CFD in a
cost-effective manner.
2. Respond to public concerns, research and resolve issues, follow through, and complete maintenance
requests in a timely manner.
3. Provide quality maintenance of landscapes, walkways, and other infrastructure and maintain
expenditures within budgetary constraints.
4. Monitor irrigation systems and evaluate water management programs to reduce costs and conserve
water.
5. Conduct regular walk-through inspections at the CFD with the landscape contractor for compliance with
the maintenance specifications.
6. Maintain a cyclical maintenance and replacement program for the bridge, concrete walks, fencing, and
other amenities.
7. Maintain the bio-swales and water retention features in a manner that meet the design intent.
WORK PLAN FOR 2019-2020
1. Continue to make repairs to existing landscape where plant material has died and slopes require
erosion control through June 2020. [3a]
2. Provide landscape and other facilities maintenance to meet city standards that will maintain the efficacy
of the bio-swales through June 2020. [3a]
3. Initiate the bid process and secure the contract for replacement of the pedestrian bridge by June 2020.
[3a]
154
FY 20 Budget
COMMUNITY SERVICES SANTIAGO HILLS LANDSCAPE
MAINTENANCE DISTRICT 86-2/15-1
PROGRAM DESCRIPTION
Santiago Hills Landscape Maintenance District provides contract administration and supervision for
landscape maintenance services for the Santiago Hills Landscape Assessment District 86-2 and 15-1.
SERVICE OBJECTIVES
1. Provide landscape contract administration and supervision of maintenance services for the
Maintenance District.
2. Respond to homeowner concerns, research and resolve issues, follow through and complete
maintenance requests in a timely manner.
3. Continue with ongoing repair of existing irrigation systems of old or damaged components to ensure
optimum system efficiency.
4. Ensure that the landscape contractor implements water saving measures through efficient use of the
central irrigation management system.
5. Effective management of maintenance funds and adjust priorities as challenges or opportunities
present themselves.
6. Ensure the landscape contractor is compliant with the maintenance specifications.
7. Assist the Public Works Department in the preparation of the annual reports for the Assessment District.
WORK PLAN FOR 2019-2020
1. Continue to closely monitor overall landscape and tree maintenance in conjunction with community
input received, focusing on replacement of plant material in existing landscape as needed through June
2020. [2d]
2. Work with the City’s landscape contractor to continue to improve management of the Calsense Irrigation
Control Systems and ensure efficient use of irrigation water by June 2020. [2d]
3. Continue to work with the Santiago Hills Community to address budget decisions, maintenance
practices, and renovation plans focusing on environmental and financial sustainability by June 2020.
[3a]
4. Continue to identify opportunities to improve overall maintenance and maintenance practices of the
District through June 2020. [2d]
155
FY 20 Budget
COMMUNITY SERVICES SYCAMORE CROSSING LANDSCAPE
MAINTENANCE DISTRICT 94-1
PROGRAM DESCRIPTION
Sycamore Crossing Landscape Maintenance District provides contract administration and supervision for
landscape maintenance services for the Sycamore Crossing Landscape Assessment District 94-1.
SERVICE OBJECTIVES
1. Provide landscape contract administration and supervision of maintenance services for the Assessment
District in a cost-effective manner.
2. Respond to homeowner concerns, research and resolve issues, follow through and complete
maintenance requests in a timely manner.
3. Identify options and opportunities to reduce maintenance costs to maintain expenditures within
budgetary constraints.
4. Monitor irrigation systems and evaluate water management programs to reduce costs and conserve
water.
5. Conduct regular walk-through inspections at the Assessment District with the landscape contractor for
compliance with the maintenance specifications.
6. Assist the Public Works Department in the preparation of annual reports for the Assessment District.
WORK PLAN FOR 2019-2020
1. Continue to identify areas of opportunity for landscape renovations to move towards a drought tolerant
landscape through June 2020. [2d]
2. Initiate program to renovate existing irrigation system by June 2020. [3a]
156
FY 20 Budget
COMMUNITY SERVICES SENIOR SERVICES
PROGRAM DESCRIPTION
Senior Services provides for the support of the Orange Senior Citizens Center, Senior Services programs,
and other related services. These programs are vital to the City’s mission and help to strengthen the
community as a whole. These services provide support to patrons who are in need and offer a facility to
serve special populations.
SERVICE OBJECTIVES
1. Support and monitor the activities of the Orange Senior Center, run and managed by Orange Elderly
Services, Inc.
2. Collaborate with Orange Elderly Services to facilitate the senior transportation contract with Orange
County Transit Authority (OCTA), which provides over 9,800 trips annually.
WORK PLAN FOR 2019-2020
1. Provide continued assistance to the Orange Senior Center in the areas of facility maintenance, program
and service delivery, and transportation services through June 2020. [3a]
2. Continue to support Senior Center’s Orange Elderly Services transportation program, Go Orange, to
provide senior transportation services consistent with funding availability through June 2020. [3d]
157
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158
June 11, 2019
Honorable Mayor and Members of the City Council:
I am pleased to present the Five Year Capital Improvement Program (CIP) for the City of
Orange for the five-year budget period of July 1, 2019 through June 30, 2024, FY 2020 –
FY 2024.
This CIP serves as a single comprehensive budget and strategic planning tool used to
determine the extent of future needs and sources of funding. Funding sources include a
combination from other governmental agencies, developers, and private donors.
Over the past several years, despite challenging economic conditions, we have seen a
high level of capital improvement activity in Orange. Looking forward, the CIP identifies
102 projects proposed for the five-year period, of which 16 are new budgeted projects for
the upcoming fiscal year.
Project Category Summary
5 - Year Total
$96,595,934
Information Technology
$3,545,000
Library
$671,200Fire
$5,464,654
Police
$448,800
Public Works
$58,273,044
Community Services
$7,886,202
Water
$17,950,000Community Development
$2,357,034
159
All told, the City Council is investing about $31.0 million in capital improvements in the
upcoming fiscal year and $96.6 million over the five-year planning horizon. This is a major
investment in the City’s infrastructure and represents a significant commitment to our
community’s future.
City of Orange 2018-2019
Five-Year Capital Improvement Program
NUMBER OF PROJECTS BY DEPARTMENT
On-going road projects continue to be a major focus of our CIP, as well as continued
improvements to the City’s aging facilities and major equipment. Funding for the CIP
comes from different funding sources including Gas Taxes, Measure “M”, Development
Impact Fees, State and Federal Grants, former Redevelopment Bond Proceeds, and
Community Development Block Grants.
The following are highlights of the FY 2019-20 Capital Improvement Program projects:
Installation of shade sails over existing tot lot equipment at Grijalva Park as well
as working with community groups related to updating the Grijalva Park Master
Plan.
Renovation of portions of Handy Park, including the parking lot and community
room.
Replacement of the exiting pedestrian bridge with a new steel structured bridge at
the Del Rio Community Facilities District.
Installation of video surveillance systems at various city parks.
Expansion of the apparatus bay at Fire Station No. 2.
13
18
2
33
3
11
12
17
0 5 10 15 20 25 30 35
Water
Community Services
Community Development
Public Works
Police
Fire
Library
Information Technology
160
Design of the new Fire Headquarters facility to be located at Water Street.
Renovation of the Children’s Homework Center at the Orange Public Library &
History Center.
Rehabilitation of the Orange libraries, including interior carpeting, lighting, and
interior and exterior painting.
Design of the proposed Old Towne East Parking Structure to be located at South
Grand Street across from City Hall.
Commitment of $5.2 million to the Pavement Management Program and an
additional $6.2 million for street maintenance and rehabilitation efforts at various
locations throughout the City.
Commitment of $4.1 million towards 13 projects intended to maintain or improve
the City’s water production and distribution system, including the annual pipeline
replacement project and design of Well 28 in Old Towne.
With continued limited resources, and the General Fund contributing a portion towards
CIP projects, staff has made every effort to prolong much needed repairs and
improvements to City facilities and infrastructure. As such, City Council is utilizing about
$507,000 from the Capital Projects Fund (500) for this purpose. Although we maintain a
healthy fund balance in our Capital Projects Fund, we anticipate fewer contributions to
this fund as we continue to tighten our budget in future years. In addition, we have not yet
identified funding sources for some of our City facilities, including City Hall, the
Corporation Yard, and parking lots. We will explore various funding methods to mitigate
the absence of dedicated funds for the long-term maintenance of these facilities.
Furthermore, our facilities funds for Parks, Libraries, and Police and Fire stations, all
derived from developer impact fees, are also becoming tighter as demand on these funds
increase due to aging facilities.
The Sewer Fund and Water Fund continue to remain strong in FY 20 due to the approved
rate adjustments related to those funds, providing needed capital dollars to replace aging
water and sewer infrastructure over the next five years. As such, we are able to allocate
$4.1 million towards CIP water infrastructure projects in FY 19, approximately $612,000
more than allocated in FY 19.
New projects proposed using other funds include the various rehabilitation projects at the
Orange Public Library and History Center and branch libraries ($276,200) from the Library
Facilities Fund (573), and the design of Fire Station 1 ($1,950,000) from the Merged 2008
Tax Exempt Fund (954).
161
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162
Department Summary
Department 19-20 20-21 21-22 22-23 23-24
5-Year
Total
COMMUNITY DEVELOPMENT $387,802 $0 $0 $0 $0 $387,802
COMMUNITY SERVICES $2,444,500 $3,393,702 $303,000 $357,500 $559,500 $7,058,202
ECONOMIC DEVELOPMENT $0 $0 $0 $0 $0 $0
FINANCE DEPARTMENT $0 $0 $0 $0 $0 $0
FIRE $3,240,000 $1,337,150 $156,192 $493,500 $324,062 $5,550,904
INFORMATION MANAGEMENT $1,118,000 $805,000 $585,000 $605,000 $515,000 $3,628,000
LIBRARY $271,200 $340,000 $60,000 $0 $0 $671,200
POLICE $255,000 $105,000 $0 $0 $0 $360,000
PUBLIC WORKS $19,619,256 $10,229,490 $10,521,980 $10,224,100 $10,395,000 $60,989,826
WATER $3,625,000 $3,600,000 $3,575,000 $3,575,000 $3,575,000 $17,950,000
$30,960,758 $19,810,342 $15,201,172 $15,255,100 $15,368,562 $96,595,934
Department Summary
163
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164
Project Summary Listing by Department
Project Name
Project
Number 19-20 20-21 21-22 22-23 23-24
5-Year
Total
COMMUNITY DEVELOPMENT
Home CHDO Allocation $64,633 $0 $0 $0 $0 $64,63311210
Home Developer Projects $323,169 $0 $0 $0 $0 $323,16911250
$387,802 $0 $0 $0 $0 $387,802TOTAL:
Project Summary Listing by Department
165
Project Summary Listing by Department
Project Name
Project
Number 19-20 20-21 21-22 22-23 23-24
5-Year
Total
COMMUNITY SERVICES
Tot Lot Shade Sails $203,000 $0 $203,000 $0 $0 $406,00020059
SHAD General Renovations $100,000 $100,000 $100,000 $100,000 $100,000 $500,00020255
Hart Park Irrigation Replacement $0 $0 $0 $257,500 $257,500 $515,00020313
Hart Park Pickleball and Fitness Circuit $0 $2,955,202 $0 $0 $0 $2,955,20220315
Hart Park Bleacher Replacement $152,000 $0 $0 $0 $0 $152,00020316
Cemetery Ridge Trail Road Improveme $1,500 $0 $0 $0 $0 $1,50020320
Grijalva Park Master Plan Update $100,000 $0 $0 $0 $0 $100,00020321
Sports Center at Grijalva Gym Floor Re $0 $0 $0 $0 $202,000 $202,00020369
Handy Park Maintenance Renovation $1,200,000 $0 $0 $0 $0 $1,200,00020370
El Camino Tennis Court Lighting Impro $0 $62,000 $0 $0 $0 $62,00020401
Del Rio Bridge Renovation $203,000 $0 $0 $0 $0 $203,00020402
HVAC Control Systems $0 $26,500 $0 $0 $0 $26,50030041
CalSense Installation at Various Parks $1,500 $0 $0 $0 $0 $1,50030047
El Modena Area Renovation $250,000 $250,000 $0 $0 $0 $500,00030048
Parking Lot Pavement Rehab $152,000 $0 $0 $0 $0 $152,00030053
Park Electric Panel Replacement $1,500 $0 $0 $0 $0 $1,50030054
Sr Center Flooring & Ducting Improvem $80,000 $0 $0 $0 $0 $80,00030122
$2,444,500 $3,393,702 $303,000 $357,500 $559,500 $7,058,202TOTAL:
Project Summary Listing by Department
166
Project Summary Listing by Department
Project Name
Project
Number 19-20 20-21 21-22 22-23 23-24
5-Year
Total
FIRE
Opticom Traffic Pre-emption $35,000 $35,000 $35,000 $35,000 $35,000 $175,00012406
Body Armor $0 $0 $0 $0 $55,862 $55,86212506
Mobile Data Computers $220,000 $0 $0 $239,800 $0 $459,80012955
SCBA Retrofit & Replacement $950,000 $0 $0 $0 $0 $950,00020104
Auto Pulse Machine Replacement $0 $86,250 $0 $0 $0 $86,25020105
Turnout Replacement & NFPA 1851 M $0 $0 $96,192 $85,000 $90,000 $271,19220124
WMD-DUODOTE Auto Injectors $0 $30,500 $0 $30,500 $0 $61,00020169
EPCR Replacement Program $0 $58,200 $0 $58,200 $58,200 $174,60020171
Fire Station Maintenance $25,000 $0 $25,000 $0 $25,000 $75,00020334
Vehicle Extrication Rescue Tool Repl.$60,000 $0 $0 $0 $60,000 $120,00020384
Defibrillator, AED and Battery Replcmnt $0 $1,087,200 $0 $0 $0 $1,087,20020393
Fire Headquarters Replacement $1,950,000 $0 $0 $0 $0 $1,950,00020400
Wellness Exercise Equipment Replace $0 $40,000 $0 $45,000 $0 $85,00030032
$3,240,000 $1,337,150 $156,192 $493,500 $324,062 $5,550,904TOTAL:
Project Summary Listing by Department
167
Project Summary Listing by Department
Project Name
Project
Number 19-20 20-21 21-22 22-23 23-24
5-Year
Total
INFORMATION MANAGEMENT
Park Video Surveillance and Security $83,000 $0 $0 $0 $0 $83,00020266
GIS Local Gov't Info. Model Migration $80,000 $30,000 $30,000 $0 $0 $140,00020272
Server Refreshes/Memory Expansion $40,000 $20,000 $50,000 $70,000 $20,000 $200,00020278
SharePoint Implementation $0 $10,000 $10,000 $10,000 $0 $30,00020279
IT System Improvements $75,000 $75,000 $75,000 $75,000 $75,000 $375,00020281
Desktop PC and Laptop Replacements $40,000 $200,000 $200,000 $200,000 $200,000 $840,00020282
LaserFiche RIO Upgrade $170,000 $0 $0 $0 $0 $170,00020284
Asset and Work Order Management Sy $250,000 $250,000 $0 $0 $0 $500,00020285
Strategic Plan Update $0 $0 $0 $30,000 $0 $30,00020338
Network Refresh $20,000 $20,000 $20,000 $20,000 $20,000 $100,00020339
Conference Room Audio/Video $35,000 $0 $0 $0 $0 $35,00020342
Enterprise Access System $20,000 $0 $0 $0 $0 $20,00020347
IP-Based Keyboard Video Mouse Switc $20,000 $0 $0 $0 $0 $20,00020389
Financial System Replacement $200,000 $200,000 $200,000 $200,000 $200,000 $1,000,00020391
UPS Replacements $30,000 $0 $0 $0 $0 $30,00020413
Corp Yard Surveillance and Intercom $15,000 $0 $0 $0 $0 $15,00020415
Agenda Management $40,000 $0 $0 $0 $0 $40,00020416
$1,118,000 $805,000 $585,000 $605,000 $515,000 $3,628,000TOTAL:
Project Summary Listing by Department
168
Project Summary Listing by Department
Project Name
Project
Number 19-20 20-21 21-22 22-23 23-24
5-Year
Total
LIBRARY
RFID Self-Service Addition $81,200 $0 $0 $0 $0 $81,20020241
Carpeting $60,000 $240,000 $60,000 $0 $0 $360,00020358
Pay for Print Self-Service Additions $0 $25,000 $0 $0 $0 $25,00020404
Homework Center Refresh $10,000 $0 $0 $0 $0 $10,00020405
Painting $120,000 $75,000 $0 $0 $0 $195,00030055
$271,200 $340,000 $60,000 $0 $0 $671,200TOTAL:
Project Summary Listing by Department
169
Project Summary Listing by Department
Project Name
Project
Number 19-20 20-21 21-22 22-23 23-24
5-Year
Total
POLICE
Police Vehicle Mobile Data Comp Syste $105,000 $105,000 $0 $0 $0 $210,00020335
Police Vehicle Mobile Audio & Video Sy $150,000 $0 $0 $0 $0 $150,00020337
$255,000 $105,000 $0 $0 $0 $360,000TOTAL:
Project Summary Listing by Department
170
Project Summary Listing by Department
Project Name
Project
Number 19-20 20-21 21-22 22-23 23-24
5-Year
Total
PUBLIC WORKS
ADA Improvements - Access Ramps $250,000 $250,000 $250,000 $250,000 $250,000 $1,250,00011328
Meats Ave & SR 55 Interchange Study $325,000 $0 $0 $0 $0 $325,00013034
Pavement Management Program Surve $0 $70,000 $0 $70,000 $0 $140,00013115
Pavement Management Program $5,198,421 $6,400,000 $6,400,000 $6,400,000 $6,400,000 $30,798,42113120
Bridge Maintenance $723,102 $0 $0 $0 $0 $723,10213816
Municipal Parking Lot Maintenance $250,000 $70,000 $20,000 $20,000 $20,000 $380,00014997
Sewer Line Replacement/Maintenance $2,000,000 $2,200,000 $2,200,000 $2,200,000 $2,200,000 $10,800,00015508
Sewer Cleaning and Video $300,000 $300,000 $300,000 $300,000 $300,000 $1,500,00015509
Minor Traffic Control Devices $125,000 $125,000 $125,000 $125,000 $125,000 $625,00016302
Biennial City Traffic Signal Coord.$0 $95,000 $0 $95,000 $0 $190,00016304
Traffic Sig. Contr. & TMC Upgrades $70,000 $70,000 $70,000 $70,000 $70,000 $350,00016305
Traffic Signal Equipment Painting $45,000 $45,000 $45,000 $45,000 $45,000 $225,00016469
Old Towne Street Lighting $0 $0 $277,998 $0 $0 $277,99817061
City Facility Improvements $188,800 $100,000 $100,000 $100,000 $100,000 $588,80019809
Police HQ Exterior Wall Sealing $0 $0 $15,000 $15,000 $15,000 $45,00019826
Motor Vehicle Replacements $3,028,000 $0 $0 $0 $0 $3,028,00019999
Santiago Creek Multipurpose Trail Ext.$443,326 $0 $0 $0 $0 $443,32620325
Chapman & Grand Turn Signal Mod.$450,000 $0 $0 $0 $0 $450,00020353
Chapman & Cambridge Left Turn Mod $425,000 $0 $0 $0 $0 $425,00020354
Street Light Pole Replacement Progra $120,000 $120,000 $120,000 $120,000 $120,000 $600,00020374
Katella & Struck Traffic Signal Mod.$120,000 $0 $0 $0 $0 $120,00020377
Katella & Batavia Signal Network Ext.$0 $0 $140,000 $0 $0 $140,00020378
Batavia & Taft Signal Network Extensio $0 $170,000 $0 $0 $0 $170,00020379
Glassell Street Signal Network Extensio $130,000 $0 $0 $0 $0 $130,00020380
Katella Ave. Signal Network Extension $790,000 $0 $0 $0 $0 $790,00020382
Shaffer Street Rehabilitation $96,232 $0 $0 $0 $0 $96,23220407
Front Counter Remodel (PW & CD)$250,000 $0 $0 $0 $0 $250,00020408
Olive Street Rehabilitation $99,000 $0 $0 $0 $0 $99,00020409
Clinton Street Rehabilitation $172,000 $0 $0 $0 $0 $172,00020410
Sacramento St Neighborhood Phase 2 $272,000 $0 $0 $0 $0 $272,00020411
Old Town Sidewalk Replacement Stand $10,000 $0 $0 $0 $0 $10,00020418
Santiago Canyon Road Multi-purpose T $0 $0 $0 $75,000 $750,000 $825,00030019
Tustin & Meats Int. Right Turn Lane Ad $950,000 $0 $0 $0 $0 $950,00030025
Glassell & Palmyra Signal Install $0 $0 $30,000 $339,100 $0 $369,10030115
Cambridge Storm Drain Impr Phs 3 $2,788,375 $214,490 $428,982 $0 $0 $3,431,84730117
$19,619,256 $10,229,490 $10,521,980 $10,224,100 $10,395,000 $60,989,826TOTAL:
Project Summary Listing by Department
171
Project Summary Listing by Department
Project Name
Project
Number 19-20 20-21 21-22 22-23 23-24
5-Year
Total
WATER
Security Improvements $25,000 $25,000 $25,000 $25,000 $25,000 $125,00018101
Meter Replacement Program $100,000 $100,000 $100,000 $100,000 $100,000 $500,00018102
Well 28 Construction $1,500,000 $1,500,000 $0 $0 $0 $3,000,00018120
Well Rehabilitation $100,000 $125,000 $150,000 $150,000 $150,000 $675,00018214
Lower Serrano Pump Station $0 $0 $500,000 $1,000,000 $0 $1,500,00018225
Exterior Cathodic Protection Systems $0 $0 $0 $50,000 $50,000 $100,00018301
Reservoir Recoating $0 $0 $900,000 $0 $0 $900,00018302
Reservoir 3A $0 $0 $0 $0 $200,000 $200,00018315
Resevoir 2A Site Remediation $400,000 $300,000 $0 $0 $0 $700,00018324
Pipeline Renewal Projects $1,500,000 $1,500,000 $1,500,000 $1,500,000 $1,500,000 $7,500,00018400
Water Plant Telemetry - SCADA $0 $50,000 $50,000 $50,000 $50,000 $200,00018912
Emergency Generators $0 $0 $0 $200,000 $0 $200,00018925
Well 29 Construction $0 $0 $350,000 $500,000 $1,500,000 $2,350,00020312
$3,625,000 $3,600,000 $3,575,000 $3,575,000 $3,575,000 $17,950,000TOTAL:
Project Summary Listing by Department
172
Fund Name 19-20 20-21 21-22 22-23 23-24 5-Year Total
Funding Source Summary
Fund #
PROP 172 $0 $0$86,250 $0 $86,250120$0
SANITATION AND SEWER $400,000 $300,000$400,000 $300,000 $1,700,000220$300,000
AB 2766 AIR POLLUTION REDUCTION$67,000 $0$0 $0 $67,000245$0
TRAFFIC IMPROVEMNT -MEASURE M2$2,105,000 $3,095,000$3,260,000 $3,095,000 $14,815,000263$3,260,000
GAS TAX 2105 $838,883 $1,070,000$1,070,000 $1,070,000 $5,118,883272$1,070,000
RMRA Road Maint Rehabilitation Accoun$2,349,538 $2,400,000$2,400,000 $2,400,000 $11,949,538274$2,400,000
TSIP B - WEST ORANGE $2,357,500 $140,000$170,000 $0 $2,667,500284$0
SANTIAGO HLS LANDSCP MAINT 1986 $100,000 $100,000$100,000 $100,000 $500,000291$100,000
DEL RIO LANDSCAPE MAINTENANCE $203,000 $0$0 $0 $203,000294$0
COMMUNITY DEVELOPMENT BLOCK $969,232 $250,000$250,000 $250,000 $1,969,232310$250,000
HOME $387,802 $0$0 $0 $387,802317$0
ASSET SEIZURE- FEDERAL $105,000 $0$105,000 $0 $210,000355$0
CAPITAL PROJECTS $507,022 $921,980$429,490 $270,862 $2,344,354500$215,000
PARK ACQUISITION (INFILL)$1,899,500 $203,000$1,329,452 $459,500 $4,148,952510$257,500
PARK ACQUISITION & DEVELOPMENT $0 $0$26,500 $0 $26,500511$0
EL MODENA PARK FACILITY - CELL T$250,000 $0$250,000 $0 $500,000512$0
SEWER CONSTRUCTION $2,000,000 $2,200,000$2,200,000 $2,200,000 $10,800,000520$2,200,000
OLD TOWNE PARKING FACILITY $250,000 $0$50,000 $0 $300,000540$0
REIMBURSABLE CAPITAL PROJECTS$4,555,281 $30,000$1,687,750 $750,000 $7,437,131550$414,100
FIRE FACILITY FEE DISTRICTS ALL CO$1,185,000 $156,192$1,250,900 $268,200 $3,233,892560$373,600
POLICE FACILITY FEES $93,800 $0$0 $0 $93,800570$0
LIBRARY FACILITY FEES $276,200 $60,000$340,000 $0 $676,200573$0
WATER $4,147,000 $3,575,000$3,700,000 $3,575,000 $18,572,000600$3,575,000
EQUIPMENT REPLACEMENT $2,539,000 $0$0 $0 $2,539,000720$0
MAJOR BUILDING IMPROVEMENTS $350,000 $115,000$100,000 $115,000 $795,000725$115,000
COMPUTER REPLACEMENT $1,075,000 $585,000$605,000 $515,000 $3,504,900790$724,900
CITY TRF: MERGED 2008 TAX EXEMPT$1,950,000 $0$0 $0 $1,950,000954$0
$30,960,758 $15,201,172$19,810,342 $15,368,562 $96,595,934$15,255,100
Funding Source Summary
173
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174
Home CHDO Allocation
11210Project
COMMUNITY DEVELOPMENTDepartment:
Program:9660 FEDERAL HUD PROGRAM
Project Description:
HOME Investment Partnerships Act Program (HOME) funding allocation set aside for Community Housing Development
Organizations (CHDOs). The City-designated CHDO is Orange Housing Development Corp. The project is to be
determined. Appropriation of funds for projects is subject to Council approval.
####
General Plan Element: Land/Housing/Growth/ED
Estimated Completion Date: Ongoing
Environmental Status: Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
317 HOME 176,550 64,633 - - - - $241,183
TOTAL 176,550 64,633 - - - - $241,183
Home CHDO Allocation
175
Home Developer Projects
11250Project
COMMUNITY DEVELOPMENTDepartment:
Program:9660 FEDERAL HUD PROGRAM
Project Description:
Federal HOME Investment Partnerships Act (HOME) Program funding allocation set aside for project development.
Project sites to be determined. Appropriation of funds for projects is subject to Council approval.
####
General Plan Element: Land/Housing/Growth/ED
Estimated Completion Date: Ongoing
Environmental Status: Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
317 HOME 1,360,199 323,169 - - - - $1,683,368
TOTAL 1,360,199 323,169 - - - - $1,683,368
Home Developer Projects
176
Tot Lot Shade Sails
20059Project
COMMUNITY SERVICESDepartment:
Program:7021 PARK PLANNING, AQUIS. & DEV.
Project Description:
Shade sails will be installed over existing tot lot equipment in City parks to protect users from equipment that becomes
very hot during warm summer months. There are currently shade sails over the tot lots at Handy, Belmont, Shaffer, and
Steve Ambriz Parks and the exercise circuits at Grijalva and Shaffer Parks. Shade sails will be installed at the Grijalva
Park tot lot in FY 20 and El Camino Park in FY 22. Further research into site selection and design work will be involved in
order to identify future park locations. The following parks are still in need of shade sails: Eisenhower, El Modena, Fred
Barrera, Hart, La Veta, Olive, Santiago Hills, and Serrano.
####
General Plan Element: Natural Resources
Estimated Completion Date: Ongoing
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$86,375
Encumbrances:$0
510 PARK ACQUISITION (INFILL)- 203,000 - 203,000 - - $406,000
TOTAL - 203,000 - 203,000 - - $406,000
Tot Lot Shade Sails
177
SHAD General Renovations
20255Project
COMMUNITY SERVICESDepartment:
Program:7024 LANDSCAPE MAINTENANCE DISTRICTS
Project Description:
Santiago Hills Landscape Assessment District (SHAD) residents voted in 2015 to increase their assessment so that the
landscape can be maintained, repaired and renovated over time as needed. This project represents a long-term Capital
Improvement effort to re-landscape SHAD as funding accumulated beyond what is needed for ongoing maintenance.
With the community's input, funds will be utilized for landscape renovation to replace plants, shrubs, and irrigation, which
are beyond their useful life. Depending upon ongoing operating costs and assessment revenues, aspects of this project
may be accomplished sooner.
####
General Plan Element: Natural Resources
Estimated Completion Date: Ongoing
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$211,887
Encumbrances:$12,028
291 SANTIAGO HLS LANDSCP MAINT 198 94,025 100,000 100,000 100,000 100,000 100,000 $594,025
TOTAL 94,025 100,000 100,000 100,000 100,000 100,000 $594,025
SHAD General Renovations
178
Hart Park Irrigation Replacement
20313Project
COMMUNITY SERVICESDepartment:
Program:7021 PARK PLANNING, AQUIS. & DEV.
Project Description:
This project will be accomplished incrementally to replace the old, inefficient irrigation system in Hart Park. Replacement
of the system components through a new design to take advantage of new technology will result in a much more efficient
system. Coupled with new Calsense control systems, this new irrigation system will allow for more water savings and
much better distribution uniformity, improving the quality of turf in both active and passive recreation areas.
####
General Plan Element: Natural Resources
Estimated Completion Date: June 2025
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
510 PARK ACQUISITION (INFILL)- - - - 257,500 257,500 $515,000
TOTAL - - - - 257,500 257,500 $515,000
Hart Park Irrigation Replacement
179
Hart Park Pickleball and Fitness Circuit
20315Project
COMMUNITY SERVICESDepartment:
Program:7021 PARK PLANNING, AQUIS. & DEV.
Project Description:
In FY 18, the City applied for the Land and Water Conservation Fund grant to partially fund the Hart Park Pickleball and
Fitness Circuit project. Concurrently, the City began to pursue in-fee ownership of the sections of Hart Park currently
owned by CalTrans where the proposed project would be located. This project, originally titled Hart Park Exercise
Equipment, will include design and development of new health and wellness amenities to the southwest portion of Hart
Park. The scope of work includes: a 6-court pickleball facility, new walking/jogging path, static exercise equipment, a
mechanical exercise equipment area, slack line venue, improved lighting, and irrigation renovation. If grant funds are
awarded in FY 19, FY 20 will involve design of the project followed by phased construction in subsequent years. Park
Development fees will be used as the financial match per grant requirements.
####
General Plan Element: Natural Resources
Estimated Completion Date: June 2023
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$17,500
Encumbrances:$12,500
510 PARK ACQUISITION (INFILL)- - 1,267,452 - - - $1,267,452
511 PARK ACQUISITION & DEVELOPMEN 390,298 - - - - - $390,298
550 REIMBURSABLE CAPITAL PROJECTS - - 1,687,750 - - - $1,687,750
TOTAL 390,298 - 2,955,202 - - - $3,345,500
Hart Park Pickleball and Fitness Circuit
180
Hart Park Bleacher Replacement
20316Project
COMMUNITY SERVICESDepartment:
Program:7021 PARK PLANNING, AQUIS. & DEV.
Project Description:
The project includes the replacement of the bleachers at two softball fields at Hart Park due to the current age and
condition of the existing bleachers. Current use will be evaluated to ensure appropriate seating is installed.
####
General Plan Element: Natural Resources
Estimated Completion Date: June 2020
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
510 PARK ACQUISITION (INFILL)- 152,000 - - - - $152,000
TOTAL - 152,000 - - - - $152,000
Hart Park Bleacher Replacement
181
Cemetery Ridge Trail Road Improvement
20320Project
COMMUNITY SERVICESDepartment:
Program:7021 PARK PLANNING, AQUIS. & DEV.
Project Description:
This project will make improvements to an existing County of Orange maintenance gravel road to provide an appropriate
surface for an equestrian trail connection from the proposed at-grade equestrian crossing on Santiago Canyon Road
near the Holy Sepulcher Cemetery to the County trails on top of and within the Villa Park Dam.
####
General Plan Element: Natural Resources
Estimated Completion Date: December 2019
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$649
Encumbrances:$0
510 PARK ACQUISITION (INFILL)29,351 1,500 - - - - $30,851
TOTAL 29,351 1,500 - - - - $30,851
Cemetery Ridge Trail Road Improvement
182
Grijalva Park Master Plan Update
20321Project
COMMUNITY SERVICESDepartment:
Program:7021 PARK PLANNING, AQUIS. & DEV.
Project Description:
The City owns the 42-acre Grijalva Park site which is being developed in phases. Phase I consisted of an active park with
soccer fields, a tot lot, and a small activity room. In 2005, a Grijalva Park Master Plan was developed for the remaining
27 acres which included a sports center/gymnasium, skate park, amphitheater, additional restrooms, picnic facilities, an
aquatics center, and additional parking. In 2011, the Sports Center at Grijalva Park was opened, along with adjacent
parking. Nine acres remained undeveloped. In 2019, City Council gave their support for four community partners to
fundraise to develop the vacant property. Amenities may include a skate park, aquatics center, arts theater, and
community/library/senior center. Additional planning and site testing may be required, as the City explores these
partnership opportunities.
####
General Plan Element: Natural Resources
Estimated Completion Date: October 2019
Environmental Status: Mitigated Negative Dec.
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$23,842
Encumbrances:$4,198
510 PARK ACQUISITION (INFILL)- 100,000 - - - - $100,000
TOTAL - 100,000 - - - - $100,000
Grijalva Park Master Plan Update
183
Sports Center at Grijalva Gym Floor Repl
20369Project
COMMUNITY SERVICESDepartment:
Program:7021 PARK PLANNING, AQUIS. & DEV.
Project Description:
This project is to replace the hardwood floors of the Grijalva Park Sports Center Gymnasium and Dance Room. The
flooring has been in place since the opening of the Sports Center in 2010. Over time, once the flooring has been sanded
twice, it can no longer sustain sanding and requires complete replacement. The floor will be evaulated for replacement in
FY 23 to ensure playability and safety.
####
General Plan Element: Natural Resources
Estimated Completion Date: June 2024
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
510 PARK ACQUISITION (INFILL)- - - - - 202,000 $202,000
TOTAL - - - - - 202,000 $202,000
Sports Center at Grijalva Gym Floor Repl
184
Handy Park Maintenance Renovation
20370Project
COMMUNITY SERVICESDepartment:
Program:7021 PARK PLANNING, AQUIS. & DEV.
Project Description:
Handy Park currently has an existing modular building that is heavily used and in need of replacement. While resources
are currently being dedicated to keep it functional, the structure is beyond its useful life. This project will involve
replacement of the existing building with a like-for-like pre-fabricated building, painting of the picnic shelter and restroom
building, and parking lot rehabilitation to include development of a Water Quality Management Plan and sidewalk
improvement for ADA access.
####
General Plan Element: Natural Resources
Estimated Completion Date: October 2020
Environmental Status: Categorically Exempt
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
510 PARK ACQUISITION (INFILL)- 1,200,000 - - - - $1,200,000
TOTAL - 1,200,000 - - - - $1,200,000
Handy Park Maintenance Renovation
185
El Camino Tennis Court Lighting Improvem
20401Project
COMMUNITY SERVICESDepartment:
Program:7022 ENVIRONMENTAL SERVICES
Project Description:
This project would involve evaluation, design, and installation of new LED lighting at El Camino Park tennis courts. There
are currently six tennis courts with light fixtures that dimly light the courts and are in need of replacement. The lighting
improvements would benefit the many users who frequent the courts in the evening time and also provide potential utility
cost savings. If alternate funding becomes available through grants or rebate programs, those funds will be used in lieu
of the Park Acquisition (Infill) or Quimby funds.
####
General Plan Element: Natural Resources
Estimated Completion Date: June 2021
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
510 PARK ACQUISITION (INFILL)- - 62,000 - - - $62,000
TOTAL - - 62,000 - - - $62,000
El Camino Tennis Court Lighting Improvem
186
Del Rio Bridge Renovation
20402Project
COMMUNITY SERVICESDepartment:
Program:7024 LANDSCAPE MAINTENANCE DISTRICTS
Project Description:
The existing pedestrian bridge located in the Del Rio Community Facility District is aging and in need of replacement to
ensure structural integrity. The current design involves removal of the existing footbridge and associated footings and
installation of new steel structured bridge.
####
General Plan Element: Natural Resources
Estimated Completion Date: June 2020
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
294 DEL RIO LANDSCAPE MAINTENANCE - 203,000 - - - - $203,000
TOTAL - 203,000 - - - - $203,000
Del Rio Bridge Renovation
187
HVAC Control Systems
30041Project
COMMUNITY SERVICESDepartment:
Program:7021 PARK PLANNING, AQUIS. & DEV.
Project Description:
More efficient management of the HVAC systems in park facilities will help to reduce energy and staff costs. Adjustments
and monitoring of the Delta Control System can be done remotely allowing for a quick and efficient response, eliminating
the need to dispatch a person to the facility. El Camino Real and Steve Ambriz Memorial parks were outfitted with the
Delta System in FY 17. The Shaffer Park Delta system was installed during the park renovation in FY 19. The project will
be ongoing and future locations will be identified dependent upon the ability to connect park sites to the City's fiber optic
network.
####
General Plan Element: Natural Resources
Estimated Completion Date: Ongoing
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$26,498
Encumbrances:$0
511 PARK ACQUISITION & DEVELOPMEN 115 - 26,500 - - - $26,615
TOTAL 115 - 26,500 - - - $26,615
HVAC Control Systems
188
CalSense Installation at Various Parks
30047Project
COMMUNITY SERVICESDepartment:
Program:7012 Grijalva Gym
Project Description:
Calsense is a weather based irrigation system that is managed remotely, providing the ability to deliver irrigation more
efficiently and reducing water consumption. The long-term plan is for all City landscapes to be managed by a Calsense
system. Installations so far were completed as follows:
FY 16 at Eisenhower, Olive, Hart, Handy, and Pitcher Parks
FY 17 at Serrano, Santiago Hills, Barrera, and Belmont Parks
FY 18 at Yorba Park
FY 19 at Shaffer Park
El Modena Basin, Killefer, Plaza, and Depot Parks were scheduled to start in FY 19 and will be completed in FY 20.
McPherson will be completed after Orange Unified School District completes construction at this site. If alternate funding
becomes available through grants or other opportunities, such as the Metropolitan Water District rebate, those funds will
be used rather than the Park Acquisition (infill) or Quimby funds.
####
General Plan Element: Natural Resources
Estimated Completion Date: June 2020
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$355,143
Encumbrances:$500
510 PARK ACQUISITION (INFILL)230,807 1,500 - - - - $232,307
TOTAL 230,807 1,500 - - - - $232,307
CalSense Installation at Various Parks
189
El Modena Area Renovation
30048Project
COMMUNITY SERVICESDepartment:
Program:7021 PARK PLANNING, AQUIS. & DEV.
Project Description:
El Modena Park was constructed in the early 1970's and several amenities are in need of repair in order to maintain a
safe and functional park environment for patrons. A phased maintenance renovation over the next three years will include
field renovation, irrigation improvements, asphalt and concrete repairs. Future maintenance projects will be identified in
later years and prioritized as funding from the El Modena Cell Tower lease revenue is available.
####
General Plan Element: Natural Resources
Estimated Completion Date: June 2021
Environmental Status: Negative Declaration
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
512 EL MODENA PARK FACILITY - CELL T 113,092 250,000 250,000 - - - $613,092
TOTAL 113,092 250,000 250,000 - - - $613,092
El Modena Area Renovation
190
Parking Lot Pavement Rehab
30053Project
COMMUNITY SERVICESDepartment:
Program:7021 PARK PLANNING, AQUIS. & DEV.
Project Description:
The asphalt pavements in the parks are in various stages of degradation or will require protective measures over the next
several years. Some lots require complete removal and replacement of asphalt pavement, some can be ground down
and capped with new asphalt, and other lots require slurry coating and new striping to protect them from further
degradation. Lots were prioritized according to condition. Killefer parking lot was renovated in FY 17. Parking lots at
Eisenhower, and El Camino Parks were rehabilitated in FY 19. Parking lots at El Modena and Olive Parks will be
completed in FY 21. The parking lot at Handy Park has been incorporated into the Handy Park Maintenance Renovation
project. McPherson will be initiated after Orange Unified School District completes construction at this site. Funding for
the El Modena parking lot will be provided by lease revenue from the cell towers located in the park.
####
General Plan Element: Natural Resources
Estimated Completion Date: June 2021
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$237,082
Encumbrances:$0
510 PARK ACQUISITION (INFILL)420,219 152,000 - - - - $572,219
512 EL MODENA PARK FACILITY - CELL T 16,500 - - - - - $16,500
TOTAL 436,719 152,000 - - - - $588,719
Parking Lot Pavement Rehab
191
Park Electric Panel Replacement
30054Project
COMMUNITY SERVICESDepartment:
Program:7021 PARK PLANNING, AQUIS. & DEV.
Project Description:
The electrical distribution equipment and protective enclosures at El Camino and Killefer Parks and the McPherson
Athletic Center have deteriorated to a point that further repair is not economically practical or reasonable. Maintenance
and repairs continue to be done and they are currently functioning. However, continued concerns of aging electrical
infrastructure issues require that they be replaced to avoid any future problems. Some of the deterioration is due to age
and some to environmental agents such as water intrusion, which will be mitigated as part of this project. Design work will
be completed in FY 20.
####
General Plan Element: Natural Resources
Estimated Completion Date: June 2021
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
510 PARK ACQUISITION (INFILL)40,000 1,500 - - - - $41,500
TOTAL 40,000 1,500 - - - - $41,500
Park Electric Panel Replacement
192
Sr Center Flooring & Ducting Improvement
30122Project
COMMUNITY SERVICESDepartment:
Program:9645 CDBG PROJECTS
Project Description:
The proposed project will involve ducting work to improve air circulation at the Senior Center facility in the lounge area.
Additionally, the flooring in the lobby, lounge, and dining room will be replaced to improve senior mobility, accessibility,
and safety.
####
General Plan Element: Infrastructure
Estimated Completion Date: Ongoing
Environmental Status: Categorical Exemption
Estimated Completion Date: June 2020
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
310 COMMUNITY DEVELOPMENT BLOCK - 80,000 - - - - $80,000
TOTAL - 80,000 - - - - $80,000
Sr Center Flooring & Ducting Improvement
193
Business Development Programs
20243Project
ECONOMIC DEVELOPMENTDepartment:
Program:9810 RDA ADMINISTRATION & OPERATIONS
Project Description:
Establish Business Development Programs to support property improvements, including the Business Enhancement
Support Team (BEST) outreach to support business development activities, way finding directional signage in Old
Towne, and other business development tools and technology.
####
General Plan Element: Economic Development
Estimated Completion Date: June 2021
Environmental Status: Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$8,260
Encumbrances:$3,355
951 City Trf: Tustin Project-Taxable Bonds 103,385 - - - - - $103,385
952 CITY TRF: NW & SW MERGED 2003 T 145,000 - - - - - $145,000
TOTAL 248,385 - - - - - $248,385
Business Development Programs
194
Economic Development Capital Projects
20247Project
ECONOMIC DEVELOPMENTDepartment:
Program:9810 RDA ADMINISTRATION & OPERATIONS
Project Description:
In October 2014, the State Department of Finance approved a Bond Proceeds Funding Agreement in which the
remaining redevelopment bond proceeds were approved for transfer to the City during the ROPS 14-15B period. This
Agreement authorizes the City to expend the redevelopment bond proceeds in a manner that is consistent with the
original bond covenants and of benefit to the Orange Merged and Amended Redevelopment Project Area, including a
parking structure.
####
General Plan Element: Economic Development
Estimated Completion Date: June 2021
Environmental Status: Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
951 City Trf: Tustin Project-Taxable Bonds 1,000,000 - - - - - $1,000,000
952 CITY TRF: NW & SW MERGED 2003 T 1,500,000 - - - - - $1,500,000
953 CITY TRF: NW & SW MERGED 2003 T 430,000 - - - - - $430,000
954 CITY TRF: MERGED 2008 TAX EXEMP - - - - - - -
954 CITY TRF: MERGED 2008 TAX EXEMP - - - - - - -
TOTAL 2,930,000 - - - - - $2,930,000
Economic Development Capital Projects
195
Utility Billing Software Upgrade
20242Project
FINANCE DEPARTMENTDepartment:
Program:1222 UTILITY BILLING
Project Description:
After ten years, the Utility Billing software was upgraded in FY17. This initial investment represented one phase of the
needed and ongoing upgrades. Phase two will cover costs in updating the current mCare (mobile work order system),
and converting eCare to Customer Connect, a web interface with the new Utility Billing software. The project costs entail:
converting old data to the new platform, training, replacement of hardware, and technical services from the provider.
####
General Plan Element: Infrastructure
Estimated Completion Date: June 2020
Environmental Status: Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$145,148
Encumbrances:$0
220 SANITATION AND SEWER 28,708 - - - - - $28,708
600 WATER 26,145 - - - - - $26,145
TOTAL 54,852 - - - - - $54,852
Utility Billing Software Upgrade
196
Opticom Traffic Pre-emption
12406Project
FIREDepartment:
Program:3021 FIRE SUPPRESSION
Project Description:
The Opticom Traffic Pre-emption project involves the purchase and installation of traffic signal pre-emption equipment on
the City’s major roadways, intersections, and fire apparatus. Pre-emption equipment installed on fire apparatus triggers
the associated equipment within traffic signals to control signal lights for oncoming fire apparatus right-of-way during
code 3 responses. The first step of the project was completed and included the installation of infrared technology in all
signals along Chapman Avenue and 23 Fire Department vehicles. Additional installations were performed for select
signals on Tustin, Main, Katella, Glassell, Batavia, Collins, State College/City Drive, and Lincoln. Pre-emption equipment
installations are coordinated with Public Works and the Traffic Division during scheduled improvements to intersections.
The second step of the project was completed and involved the installation and retrofit of updated global positioning
system (GPS) signal pre-emption equipment. This equipment activates signal pre-emption based on estimated time of
arrival or distance by fire apparatus which prioritizes right-of-way during multiple unit responses. Approximately three
signals are retrofitted annually as an ongoing project at a cost of $35,000.
####
General Plan Element: Public Safety
Estimated Completion Date: Ongoing
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$410,014
Encumbrances:$0
120 PROP 172 1,126 - - - - - $1,126
560 FIRE FACILITY FEE DISTRICTS ALL C 826 35,000 35,000 35,000 35,000 35,000 $175,826
TOTAL 1,952 35,000 35,000 35,000 35,000 35,000 $176,952
Opticom Traffic Pre-emption
197
Body Armor
12506Project
FIREDepartment:
Program:3021 FIRE SUPPRESSION
Project Description:
Replacement program for body armor and supplemental associated equipment. Fire Department body armor consists of
a ballistic style protective helmet and a chest-worn ballistic body vest. The project objective is to provide fire suppression
personnel with body armor and supporting equipment during "active shooter" and "civil disturbance" type responses. As
part of this program, ballistic helmets were purchased in FY 15 along with supplemental individual first aid kits (IFAK).
The IFAK equipment is required per the Orange County Annex Plan. Body vest equipment has a useful life of seven
years. The ballistic body vest equipment was replaced in FY 19. The Fire Department used UASI Grant funds to offset
the costs of purchasing new body armor.
####
General Plan Element: Public Safety
Estimated Completion Date: Ongoing
Environmental Status: Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$35,371
Encumbrances:$0
500 CAPITAL PROJECTS - - - - - 55,862 $55,862
TOTAL - - - - - 55,862 $55,862
Body Armor
198
Thermal Image Cameras
12540Project
FIREDepartment:
Program:3021 FIRE SUPPRESSION
Project Description:
Six-year replacement program for Thermal Imaging Cameras (TIC). The project objective is to maintain a reliable and
serviceable stock of TICs in the Fire Department. Useful life of current TICs is six years. The new cameras replace the
older units, which after repairs over the years gradually lose their effectiveness. In some cases, the needed parts for
repairs are no longer supported by the manufacturer.
####
General Plan Element: Public Safety
Estimated Completion Date: Ongoing
Environmental Status: Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$382,345
Encumbrances:$0
500 CAPITAL PROJECTS - - - - - - -
560 FIRE FACILITY FEE DISTRICTS ALL C 10,000 - - - - - $10,000
TOTAL 10,000 - - - - - $10,000
Thermal Image Cameras
199
Mobile Data Computers
12955Project
FIREDepartment:
Program:3021 FIRE SUPPRESSION
Project Description:
Replace 26 mobile data computers (MDC) every three years. MDC technology is continuously being improved and
updated. MDCs require periodic replacement in order to maintain compatibility with dispatch centers, Automatic Vehicle
Locator (AVL), and portable notebooks. The last replacement of MDC equipment was in FY 15.
####
General Plan Element: Public Safety
Estimated Completion Date:Ongoing
Environmental Status:Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$432,661
Encumbrances:$3,190
560 FIRE FACILITY FEE DISTRICTS ALL C - 110,000 - - 119,900 - $229,900
790 COMPUTER REPLACEMENT 562 110,000 - - 119,900 - $230,462
TOTAL 562 220,000 - - 239,800 - $460,362
Mobile Data Computers
200
SCBA Retrofit & Replacement
20104Project
FIREDepartment:
Program:3021 FIRE SUPPRESSION
Project Description:
Purchase 80 Self Contained Breathing Apparatus (SCBA) harnesses and associated equipment. The Fire Department
embraces national firefighting safety standards set forth by the National Fire Protection Association (NFPA). Currently,
the Fire Department is only compliant with NFPA #1981 (2007) standards. 2013 edition standards present increased
Firefighter safety during fire attack, search, rescue, and other emergencies involving Immediately Dangerous to Life and
Health environments. This replacement equipment will improve cylinder capacity from 30 minutes (current) to 45 minutes
(proposed) providing for additional operational time during emergency situations. NFPA #1981 (2013) compliance
requires warning alarm activation at 33% cylinder capacity instead of the current 25% cylinder capacity. The equipment
vendor has proposed a potential trade-in value to offset purchase price of new equipment. This proposed equipment has
a 10-year life expectancy.
####
General Plan Element: Public Safety
Estimated Completion Date: Ongoing
Environmental Status:Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
560 FIRE FACILITY FEE DISTRICTS ALL C - 950,000 - - - - $950,000
TOTAL - 950,000 - - - - $950,000
SCBA Retrofit & Replacement
201
Auto Pulse Machine Replacement
20105Project
FIREDepartment:
Program:3022 PARAMEDICS
Project Description:
Replace five Auto-Pulse Machines (APM) every five years. The project objective is to maintain a reliable and serviceable
stock of APMs in the Fire Department. Useful life of current APMs is five years. The new machines replace the older
units, which after repairs over the years gradually lose their effectiveness. In some cases, the needed parts for repairs
are no longer supported by the manufacturer. The last replacement of APM equipment was in FY 15.
####
General Plan Element: Public Safety
Estimated Completion Date:Ongoing
Environmental Status:Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$57,226
Encumbrances:$0
120 PROP 172 - - 86,250 - - - $86,250
TOTAL - - 86,250 - - - $86,250
Auto Pulse Machine Replacement
202
Fire Station 2 Apparatus Bay
20107Project
FIREDepartment:
Program:3021 FIRE SUPPRESSION
Project Description:
Fire Station 2 was built in 1959 and no longer meets the operational needs of the Department. The existing apparatus
bay is too small to house certain apparatus. The scope of work has changed from the original project to maintain the
project budget. Instead of building a new three-fire truck apparatus bay, the change in scope will rebuild the existing
apparatus bay at Fire Station 2, with the goal of raising the overall height of the bay. This will accommodate fire vehicles
that are taller and longer. This project will also include the addition of a small exercise room at the rear of the fire station.
The existing fire station building will remain unchanged, but there will be some minor aesthetic improvements (such as
paint, cleaning of signs, etc.) to match the rebuilt apparatus bay. The total project cost is $1.8 million.
####
General Plan Element: Public Safety
Estimated Completion Date: February 2020
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$269,973
Encumbrances:$72,817
560 FIRE FACILITY FEE DISTRICTS ALL C 329,129 - - - - - $329,129
954 CITY TRF: MERGED 2008 TAX EXEMP 1,351,602 - - - - - $1,351,602
TOTAL 1,680,731 - - - - - $1,680,731
Fire Station 2 Apparatus Bay
203
Turnout Replacement & NFPA 1851 Maint.
20124Project
FIREDepartment:
Program:3021 FIRE SUPPRESSION
Project Description:
Purchase secondary sets of turnout gear for 108 fire suppression personnel and seven administrative staff members.
Implement annual cleaning and inspection of 230 sets of turnout gear in accordance with NFPA 1851 standards. In FY
16, the Fire Department purchased 43 sets of secondary turnout gear for one shift of fire suppression personnel (36) and
seven administrative staff. In addition, 36 sets of turnouts were purchased in FY 17, and 36 sets of turnouts were
purchased in FY 18. Ongoing annual maintenance and inspection costs of approximately $15,000 are already included
as part of the operating budget. The replacement cycle will resume in FY 22 and FY 23 to capture existing turnout
equipment expiration dates with an estimated 15-20% increase. Fire Department turnout gear has a safety and life
expectancy of ten years.
####
General Plan Element: Public Safety
Estimated Completion Date: Ongoing
Environmental Status: Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$262,404
Encumbrances:$0
560 FIRE FACILITY FEE DISTRICTS ALL C - - - 96,192 85,000 90,000 $271,192
TOTAL - - - 96,192 85,000 90,000 $271,192
Turnout Replacement & NFPA 1851 Maint.
204
WMD-DUODOTE Auto Injectors
20169Project
FIREDepartment:
Program:3021 FIRE SUPPRESSION
Project Description:
Establish a two-year replacement program for Weapons of Mass Destruction (WMD) auto injectors. These personal
syringe-like devices are pre-filled with medication used to combat the effects of chemical, biological, radiological, and
nuclear weapons commonly used in terrorist attacks. Auto injectors are used throughout the country to protect public
safety personnel. The original expiration date for all Fire Department auto injectors was March 2015. This expiration date
was extended in order to equip fire department units with necessary auto injectors until new injectors become available
from the manufacturer. Orange County EMS has authorized the extension of auto injectors that have expired in March
2015.
####
General Plan Element: Public Safety
Estimated Completion Date: Ongoing
Environmental Status: Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$11,653
Encumbrances:$903
500 CAPITAL PROJECTS 13,500 - - - - - $13,500
560 FIRE FACILITY FEE DISTRICTS ALL C 1,644 - 30,500 - 30,500 - $62,644
TOTAL 15,144 - 30,500 - 30,500 - $76,144
WMD-DUODOTE Auto Injectors
205
EPCR Replacement Program
20171Project
FIREDepartment:
Program:3022 PARAMEDICS
Project Description:
Establish a two-year replacement program for Emergency Medical Services (EMS) Electronic Patient Care Report
(EPCR) iPads. The Fire Department currently has 55 IPads equipped with cellular activation to be used for gathering real-
time patient data in the field. ePCR equipment was implemented on January 1, 2012 according to the Health Insurance
Portability and Accountability Act (HIPAA) and Department of Health and Human Services (HHS) National Standards and
mandatory requirements. IPads, protective cases, vehicle chargers and keyboard equipment were replaced in FY 19.
####
General Plan Element: Public Safety
Estimated Completion Date: Ongoing
Environmental Status: Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$41,367
Encumbrances:$4,761
560 FIRE FACILITY FEE DISTRICTS ALL C 12,072 - 58,200 - 58,200 58,200 $186,672
TOTAL 12,072 - 58,200 - 58,200 58,200 $186,672
EPCR Replacement Program
206
Fire Station Maintenance
20334Project
FIREDepartment:
Program:3021 FIRE SUPPRESSION
Project Description:
The Fire Station Maintenance project provides funding to address maintenance issues which go beyond current
replacement capacities. This project establishes funding to replace aging HVAC units, duct work, thermostats and other
climate control measures to improve facility efficiency. This project also provides funding for painting and exterior repair
to Fire Department buildings to provide protection from weather. Following the 2016 Facilities Condition Assessment
Report, many fire stations have been in need of new carpet, flooring, electrical, and plumbing improvements. In some
cases carpeting and flooring has become permanently damaged due to water leaks.
####
General Plan Element: Public Safety
Estimated Completion Date: Ongoing
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$134,287
Encumbrances:$0
560 FIRE FACILITY FEE DISTRICTS ALL C 245,713 25,000 - 25,000 - 25,000 $320,713
TOTAL 245,713 25,000 - 25,000 - 25,000 $320,713
Fire Station Maintenance
207
Vehicle Extrication Rescue Tool Repl.
20384Project
FIREDepartment:
Program:3021 FIRE SUPPRESSION
Project Description:
This project will establish funding to replace four sets of aging vehicle extrication power rescue tools. The project
objective is to maintain a reliable and serviceable stock of vehicle extrication rescue tools in the Fire Department. Ten
years is the reasonable life expectancy of these tools as long as adequate servicing has been conducted. The Fire
Department currently maintains and operates four sets of vehicle extrication rescue tools for each of the two front line
trucks, one front line Urban Search and Rescue unit, and one reserve truck. One of the four sets reached its service life
in 2015. A second set reached its service life in 2016 and a third set will reach its service life in 2019. The fourth set will
reach its service life in 2024. The approximate cost for each set of vehicle extrication rescue tools is $60,000.
####
General Plan Element: Public Safety
Estimated Completion Date: Ongoing
Environmental Status: Statutory Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$99,987
560 FIRE FACILITY FEE DISTRICTS ALL C 13 60,000 - - - 60,000 $120,013
TOTAL 13 60,000 - - - 60,000 $120,013
Vehicle Extrication Rescue Tool Repl.
208
Defibrillator, AED and Battery Replcmnt
20393Project
FIREDepartment:
Program:3021 FIRE SUPPRESSION
Project Description:
The intention of this CIP is to combine two existing CIP projects into one (Defibrillator Replacment - Project 20106 and
A.E.D. Monitor and Battery Replacement - Project 30072). This project replaces 20 Paramedic cardiac defibrillators every
five years. The current units in service were purchased in 2015. Cardiac defibrillators, AEDs and batteries require annual
testing and calibration by the manufacturer to assure proper function. Using properly maintained units protects the Fire
Department, and ultimately the City, from potential litigation. When a unit extends beyond its useful life, it becomes
increasingly difficult and cost prohibitive to have the unit tested and calibrated by the manufacturer. In some cases
manufacturer support is not available.
####
General Plan Element: Public Safety
Estimated Completion Date: Ongoing
Environmental Status: Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
560 FIRE FACILITY FEE DISTRICTS ALL C 57,121 - 1,087,200 - - - $1,144,321
TOTAL 57,121 - 1,087,200 - - - $1,144,321
Defibrillator, AED and Battery Replcmnt
209
Fire Headquarters Replacement
20400Project
FIREDepartment:
Program:3021 FIRE SUPPRESSION
Project Description:
This project will establish funding for the design of a permanent facility for Fire Station 1 and Headquarters, which serves
the portion of the city within a two-mile radius of the Old Towne Plaza. The purpose of this facility is to provide increased
emergency service response to the Old Towne area, the immediate surrounding area, and to the general population of
the City of Orange. This new facility will be designed to accommodate both Fire Station 1 and Fire Headquarters. Fire
Headquarters is comprised of Fire Department management, operations, administration, and Fire Marshal staff. The
project will be designed to allow Fire Station No. 1 and the Headquarters component to be constructed as a single phase,
or to allow the Headquarters component to be constructed in a separate, later phase. The decision on the approach to
construction phasing will be based on the availability of funding. Based on the standards of coverage, it has been
determined that the best location to accommodate a new Fire Station 1 and Headquarters is the 1.5 acre, City owned,
property that is located in the southeast corner of the intersection of Chapman Avenue and Water Street in the City of
Orange. The total cost of the project, including construction, is estimated at $27 million. There is currently $16 million
available for this project. Additional funding sources will be determined at a later date.
####
General Plan Element: Public Safety
Estimated Completion Date: December 2019 (Design)
Environmental Status: Mitigated Negative Declaration
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$11,186
Encumbrances:$0
954 CITY TRF: MERGED 2008 TAX EXEMP 988,814 1,950,000 - - - - $2,938,814
TOTAL 988,814 1,950,000 - - - - $2,938,814
Fire Headquarters Replacement
210
Wellness Exercise Equipment Replacement
30032Project
FIREDepartment:
Program:3021 FIRE SUPPRESSION
Project Description:
The Orange Fire Department (OFD) currently embraces the International Association of Fire Chiefs (IAFC) sponsored
wellness program, so as to provide for a stronger and more physically fit workforce, in order to deliver service that ensure
public safety. In order to be successful with this program, wellness equipment is provided at each of the eight fire
stations. In an effort to maintain the effectiveness of this wellness program it is necessary to initiate a long term
replacement plan, due to the significant amount of time and money spent repairing the current inventory. Additionally,
some of the machines are aged to a point to where it is impossible to find replacement parts. Aging wellness equipment
was replaced at Fire Stations 3 and 4 in FY 17. Future equipment replacement will occur at Fire Stations 5 and 6 in FY
19, and Fire Stations 7 and 8 in FY 21. This project will be ongoing based on equipment needs at each station.
####
General Plan Element: Public Safety
Estimated Completion Date: Ongoing
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$70,926
Encumbrances:$3,229
560 FIRE FACILITY FEE DISTRICTS ALL C 21,503 - 40,000 - 45,000 - $106,503
TOTAL 21,503 - 40,000 - 45,000 - $106,503
Wellness Exercise Equipment Replacement
211
Park Video Surveillance and Security
20266Project
INFORMATION MANAGEMENTDepartment:
Program:7021 PARK PLANNING, AQUIS. & DEV.
Project Description:
This project will replace outdated flash cameras with video surveillance systems at several park locations. These
sophisticated systems will continue to deter ongoing illegal activities such as graffiti, general vandalism, criminal activity,
park hour violations, campfire, and overnight camping. Video surveillance systems have been installed at Hart, Shaffer,
and Yorba Parks, and the Sports Center at Grijalva Park. Cameras are scheduled to be installed at El Camino Park in FY
20. The project will be ongoing and future locations will be identified dependent upon the ability to connect park sites to
the city's wi-fi network.
####
General Plan Element: Public Safety
Estimated Completion Date: Ongoing
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$174,687
Encumbrances:$3,859
510 PARK ACQUISITION (INFILL)52,438 83,000 - - - - $135,438
511 PARK ACQUISITION & DEVELOPMEN - - - - - - -
551 GRIJALVA PARK FUND - - - - - - -
TOTAL 52,438 83,000 - - - - $135,438
Park Video Surveillance and Security
212
GIS Local Gov't Info. Model Migration
20272Project
INFORMATION MANAGEMENTDepartment:
Program:1601 INFORMATION MANAGEMENT SERVICES
Project Description:
The migration to the ESRI Local Government Information Model (LGIM) is done through the ERSI Enterprise Advantage
Program (EEAP). The EEAP is a flexible framework to help the City reach its vision of adopting ArcGIS to meet
objectives of several departments, including Public Works, Community Development, Community Services, Fire, and
Police. The program provides consulting services, proactive technical advisory, annual planning/review meetings, a
collaboratively developed technical work plan, participation in community technology webcasts as well as access to
premium technical support and training. By migrating to the LGIM, many different City applications will be able to leverage
the powerful ArcGIS platform.
####
General Plan Element: Land/Infra/ED/Safety
Estimated Completion Date: June 2022
Environmental Status: Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$290,000
Encumbrances:$0
790 COMPUTER REPLACEMENT - 80,000 30,000 30,000 - - $140,000
TOTAL - 80,000 30,000 30,000 - - $140,000
GIS Local Gov't Info. Model Migration
213
KACE for Police
20277Project
INFORMATION MANAGEMENTDepartment:
Program:1601 INFORMATION MANAGEMENT SERVICES
Project Description:
The KACE appliance is useful at the Civic Center for helpdesk management, IT asset inventory management, software
distribution, and software license management. This initiative is for licensing and professional services to expand the use
of this product at the Police Department facility.
####
General Plan Element: Public Safety
Estimated Completion Date: June 2020
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
790 COMPUTER REPLACEMENT 25,000 - - - - - $25,000
TOTAL 25,000 - - - - - $25,000
KACE for Police
214
Server Refreshes/Memory Expansion
20278Project
INFORMATION MANAGEMENTDepartment:
Program:1601 INFORMATION MANAGEMENT SERVICES
Project Description:
This project provides for replacement of aged servers and expansion of memory of the server environment. In FY 20, this
project includes refreshing two Virtual Machine (VM) Hosts that are older than five years, and two physical for active
directory use will also be refreshed.
####
General Plan Element: Public Safety Infrastructure
Estimated Completion Date: Ongoing
Environmental Status: Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$194,143
Encumbrances:$0
790 COMPUTER REPLACEMENT 857 40,000 20,000 50,000 70,000 20,000 $200,857
TOTAL 857 40,000 20,000 50,000 70,000 20,000 $200,857
Server Refreshes/Memory Expansion
215
SharePoint Implementation
20279Project
INFORMATION MANAGEMENTDepartment:
Program:1601 INFORMATION MANAGEMENT SERVICES
Project Description:
In FY 17, the City implemented a new SharePoint employee portal site to replace the old intranet. This project provides
for professional services for anticipated new and improved uses such as document collaboration, workflow, and further
development of the employee portal.
####
General Plan Element: Infrastructure
Estimated Completion Date: Ongoing
Environmental Status: Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
790 COMPUTER REPLACEMENT 45,000 - 10,000 10,000 10,000 - $75,000
TOTAL 45,000 - 10,000 10,000 10,000 - $75,000
SharePoint Implementation
216
IT System Improvements
20281Project
INFORMATION MANAGEMENTDepartment:
Program:1601 INFORMATION MANAGEMENT SERVICES
Project Description:
This initiative is actually a collection of recommended smaller initiatives. Specific scope and cost will be determined
during the budgeted fiscal year. The following are some of the working goals for this request: Expanded Nitro Pro
licensing; Expanded Photoshop Adobe (Creative Suite) licensing; Phone handsets replacements; Replicate Police
Department SAN; Acquire Community Services Parks persistent network connection for select parks; Replace aging
wireless access points at Grijalva Park, and; Data Center Rack Infrastructure update.
####
General Plan Element: Not Applicable
Estimated Completion Date: Ongoing
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$108,335
Encumbrances:$0
790 COMPUTER REPLACEMENT 14,910 75,000 75,000 75,000 75,000 75,000 $389,910
TOTAL 14,910 75,000 75,000 75,000 75,000 75,000 $389,910
IT System Improvements
217
Desktop PC and Laptop Replacements
20282Project
INFORMATION MANAGEMENTDepartment:
Program:1601 INFORMATION MANAGEMENT SERVICES
Project Description:
A recurring annual replacement of the City's desktop PC inventory is recommended. This initiative is a general guideline
to replace a fourth of the City's PC desktop inventory to prevent the inventory from becoming excessively aged and
prevent impact to staff productivity due to PC failures. Currently, through upgrades and refreshes over the past few
years, PC replacements are needed in FY 20. For FY 20, the replacement of approximately 20 aged laptops will take
place, as will the acquisition of 20-25 PC's for spares in case of failures. These funds will also be used for other end user
equipment replacement such as monitors, printers, and other technology items.
####
General Plan Element: Not Applicable
Estimated Completion Date: Ongoing
Environmental Status: Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$398,625
Encumbrances:$0
790 COMPUTER REPLACEMENT 1,375 40,000 200,000 200,000 200,000 200,000 $841,375
TOTAL 1,375 40,000 200,000 200,000 200,000 200,000 $841,375
Desktop PC and Laptop Replacements
218
LaserFiche RIO Upgrade
20284Project
INFORMATION MANAGEMENTDepartment:
Program:1601 INFORMATION MANAGEMENT SERVICES
Project Description:
In FY 18, the City upgraded its document management system to the latest version of LaserFiche and upgraded its
licensing to LaserFiche's Rio platform, which is its largest enterprise licensing option. For FY 20, the City will continue to
integrate additional featuers that are now available as a result of these upgrades. The budgeted amounts represent
professional services that will assist in their implementation.
####
General Plan Element: Not Applicable
Estimated Completion Date: June 2020
Environmental Status: Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$166,027
Encumbrances:$0
790 COMPUTER REPLACEMENT 33,973 170,000 - - - - $203,973
TOTAL 33,973 170,000 - - - - $203,973
LaserFiche RIO Upgrade
219
Asset and Work Order Management System
20285Project
INFORMATION MANAGEMENTDepartment:
Program:1601 INFORMATION MANAGEMENT SERVICES
Project Description:
During FY 17, an effort was made to evaluate and vet a consultant to assist the City to replace the existing Maintstar
system, which was implemented by the City 18 years ago. It is recommended to review the most effective use of the
current system or possibly consider a replacement. The new system will include an inventory of all City assets and
infrastructure, provide data and insight to guide capital project needs, record data on maintenance on each asset, and
allow for work order requests for internal and external uses. This system would ultimately be used in tandem with a
Citizen Request Management system, which would allow citizens and businesses to report issues online or through a
phone app and receive updates as to the status of their request. Finally, the system would provide much of the data
needed for reimbursement in the event of a major emergency or disaster. The FY 20 budget includes a provision to
begin budgeting funds for the eventual upgrade or replacement.
####
General Plan Element: Not Applicable
Estimated Completion Date: June 2021
Environmental Status: Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
220 SANITATION AND SEWER - 100,000 100,000 - - - $200,000
600 WATER - 100,000 100,000 - - - $200,000
790 COMPUTER REPLACEMENT 100,000 50,000 50,000 - - - $200,000
TOTAL 100,000 250,000 250,000 - - - $600,000
Asset and Work Order Management System
220
Enterprise Backup Software
20287Project
INFORMATION MANAGEMENTDepartment:
Program:1601 INFORMATION MANAGEMENT SERVICES
Project Description:
Acquisition of Enterprise backup software is needed to service the increasingly complex data backup requirements for
the City. Enterprise back-up software will backup the City’s databases, files, applications, endpoints and Virtual Machine
Servers with maximum efficiency in accordance with restore time objectives. Enterprise backups can integrate hardware
snapshots and optimize storage with deduplication. Enterprise backups can recover the City’s data rapidly and easily and
provide significant improvements for select email recovery. If desired, the Enterprise level backup software can also
enable backup to the cloud where appropriate.
####
General Plan Element: Infrastructure
Estimated Completion Date: June 2020
Environmental Status: Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
790 COMPUTER REPLACEMENT 250,000 - - - - - $250,000
TOTAL 250,000 - - - - - $250,000
Enterprise Backup Software
221
Strategic Plan Update
20338Project
INFORMATION MANAGEMENTDepartment:
Program:1601 INFORMATION MANAGEMENT SERVICES
Project Description:
The City's former 3 year strategic IT plan was delivered in 2013. Therefore, IT Services recognizes the City is due for
another strategic plan review.
####
General Plan Element: Public Safety
Estimated Completion Date: June 2020
Environmental Status: Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
790 COMPUTER REPLACEMENT 30,000 - - - 30,000 - $60,000
TOTAL 30,000 - - - 30,000 - $60,000
Strategic Plan Update
222
Network Refresh
20339Project
INFORMATION MANAGEMENTDepartment:
Program:1601 INFORMATION MANAGEMENT SERVICES
Project Description:
This projects replaces various network appliances and infrastructure as they age or fail.
####
General Plan Element: Public Safety
Estimated Completion Date: Ongoing
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$97,287
Encumbrances:$0
790 COMPUTER REPLACEMENT 27,713 20,000 20,000 20,000 20,000 20,000 $127,713
TOTAL 27,713 20,000 20,000 20,000 20,000 20,000 $127,713
Network Refresh
223
Conference Room Audio/Video
20342Project
INFORMATION MANAGEMENTDepartment:
Program:1601 INFORMATION MANAGEMENT SERVICES
Project Description:
Currently, City conference rooms have been furnished with large screen monitors for meeting collaboration and
presentations. This project includes the continued effort to install audio and video in the following conference rooms:
Public Works Conference Rooms B and C and the Community Services conference room.
####
General Plan Element: Infrastructure
Estimated Completion Date: Ongoing
Environmental Status: Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
790 COMPUTER REPLACEMENT - 35,000 - - - - $35,000
TOTAL - 35,000 - - - - $35,000
Conference Room Audio/Video
224
Enterprise Access System
20347Project
INFORMATION MANAGEMENTDepartment:
Program:1601 INFORMATION MANAGEMENT SERVICES
Project Description:
The City possesses three different access control systems, which causes confusion with badge access management
where staff require access to facilities across these three systems. In FY 17, the City acquired a Genetec security
solution. This project anticipates licensing and hardware to implement access control exploiting the capabilities of the
recently acquired Genetec system. In addition to replacing the existing access control system locations enabled today,
this initiative envisions adding access control for the branch libraries and seven park facilities.
####
General Plan Element: Safety/Infrastructure
Estimated Completion Date: June 2020
Environmental Status: Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
510 PARK ACQUISITION (INFILL)10,000 5,000 - - - - $15,000
560 FIRE FACILITY FEE DISTRICTS ALL C 20,000 5,000 - - - - $25,000
570 POLICE FACILITY FEES 10,000 5,000 - - - - $15,000
573 LIBRARY FACILITY FEES 10,000 5,000 - - - - $15,000
790 COMPUTER REPLACEMENT 185,000 - - - - - $185,000
TOTAL 235,000 20,000 - - - - $255,000
Enterprise Access System
225
IP-Based Keyboard Video Mouse Switch
20389Project
INFORMATION MANAGEMENTDepartment:
Program:1601 INFORMATION MANAGEMENT SERVICES
Project Description:
A keyboard, video and mouse (KVM) switch is a hardware device that allows control of multiple servers from one set of
keyboard, video monitor, and mouse as well as from remote locations. The existing KVMs at Police and Civic Center are
aged (end of life) and do not consistently function with newer servers and do not provide remote capabilities. This project
will replace those KVMs which will allow remote access.
####
General Plan Element: Not Applicable
Estimated Completion Date: June 2020
Environmental Status: Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
790 COMPUTER REPLACEMENT - 20,000 - - - - $20,000
TOTAL - 20,000 - - - - $20,000
IP-Based Keyboard Video Mouse Switch
226
Exchange Online Migration
20390Project
INFORMATION MANAGEMENTDepartment:
Program:1601 INFORMATION MANAGEMENT SERVICES
Project Description:
The City intends to migrate its Exchange server to a hosted solution by Microsoft. The City is entitled to these hosting
services from Microsoft through our Enterprise License Agreement. This project provides professional services, which
will be needed for the migration.
####
General Plan Element: Not Applicable
Estimated Completion Date: June 2020
Environmental Status: Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
790 COMPUTER REPLACEMENT 20,000 - - - - - $20,000
TOTAL 20,000 - - - - - $20,000
Exchange Online Migration
227
Financial System Replacement
20391Project
INFORMATION MANAGEMENTDepartment:
Program:1601 INFORMATION MANAGEMENT SERVICES
Project Description:
Tyler Technologies has indicated they are no longer improving or marketing the City’s current financial system product.
IT Services recommends the City consider accumulating funds to replace this system.
####
General Plan Element: Not Applicable
Estimated Completion Date: Ongoing
Environmental Status: Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
790 COMPUTER REPLACEMENT - 200,000 200,000 200,000 200,000 200,000 $1,000,000
TOTAL - 200,000 200,000 200,000 200,000 200,000 $1,000,000
Financial System Replacement
228
UPS Replacements
20413Project
INFORMATION MANAGEMENTDepartment:
Program:1601 INFORMATION MANAGEMENT SERVICES
Project Description:
Provide uninterruptable power supplies and related electrical work to Fire Stations 2 through 8 as well as the City Council
Chamber to ensure that network infrastructure and audio visual equipment stays available in the event of a power outage.
####
General Plan Element: Infrastructure
Estimated Completion Date: Ongoing
Environmental Status: Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
790 COMPUTER REPLACEMENT - 30,000 - - - - $30,000
TOTAL - 30,000 - - - - $30,000
UPS Replacements
229
Corp Yard Surveillance and Intercom
20415Project
INFORMATION MANAGEMENTDepartment:
Program:1601 INFORMATION MANAGEMENT SERVICES
Project Description:
This project will provide a solution for the entry gate at the Corporation Yard to include required cabling infrastructure,
video surveillance, intercom, and access control which will be integrated into our Genetec security platform.
####
General Plan Element: Infrastructure
Estimated Completion Date: Ongoing
Environmental Status: Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
790 COMPUTER REPLACEMENT - 15,000 - - - - $15,000
TOTAL - 15,000 - - - - $15,000
Corp Yard Surveillance and Intercom
230
Agenda Management
20416Project
INFORMATION MANAGEMENTDepartment:
Program:1601 INFORMATION MANAGEMENT SERVICES
Project Description:
In order to ensure public meetings run smoothly, increase internal efficiency, and document decisions proficiently so
policymaking is open and available, this project will purchase and implement an agenda management platform. It will
save time and paper by automating agenda approval and meeting minutes management and provide workflow and
tracking to facilitate changing priorities and accountability.
####
General Plan Element: Infrastructure
Estimated Completion Date: Ongoing
Environmental Status: Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
790 COMPUTER REPLACEMENT - 40,000 - - - - $40,000
TOTAL - 40,000 - - - - $40,000
Agenda Management
231
Fiber Optic Cable Installation
30071Project
INFORMATION MANAGEMENTDepartment:
Program:1601 INFORMATION MANAGEMENT SERVICES
Project Description:
This is an ongoing project to connect various remote locations to the City's fiber optic network. By connecting directly to
the City's network, it eliminates the need for leased T-1 or Fiber lines through third-party providers, such as AT&T and
Spectrum. Having City locations on our own fiber increases security and bandwidth to these locations as well. Future
potential connections to the City's network include Fire Station 2, El Modena Library, the Senior Center, and Hart, Olive
and El Camino Parks.
####
General Plan Element: Infrastructure
Estimated Completion Date: Ongoing
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$241,306
Encumbrances:$0
500 CAPITAL PROJECTS 240,000 - - - - - $240,000
TOTAL 240,000 - - - - - $240,000
Fiber Optic Cable Installation
232
RFID Self-Service Addition
20241Project
LIBRARYDepartment:
Program:2004 TECHNOLOGY & SUPPORT SERVICES
Project Description:
Up-to-date circulation technology is a necessity for daily operations and to provide excellent customer service to the
community, and patron self-service is vital for maintaining expanded hours of operation with minimal staffing. Presently,
all materials at branch libraries are RFID enabled, however some tags are non-standard and require replacement.
Additionally, no equipment currently exists at the branches at El Modena and Taft to make use of technology. Phase I of
this project replaced existing non- standard RFID tags at the branches in FY 19. Equipment would be installed at the
branches during Phase II and will include patron self-service checkout machines, security gates, and staff RFID
activation/deactivation pads similar to resources that have proven to be successful at the Orange Public Library & History
Center. Phase II is targeted for completion in FY 20.
####
General Plan Element: Cultural Resources
Estimated Completion Date: June 2020
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
573 LIBRARY FACILITY FEES 18,500 81,200 - - - - $99,700
TOTAL 18,500 81,200 - - - - $99,700
RFID Self-Service Addition
233
RFID Sorter Replacement
20267Project
LIBRARYDepartment:
Program:2004 TECHNOLOGY & SUPPORT SERVICES
Project Description:
The RFID sorter at the Orange Public Library & History Center is 13 years old. It is taking increasingly longer periods of
time to obtain support and parts from the vendor and restore it to working order. This is due to the one-of-a- kind design
of the legacy equipment and support staff with the required knowledge and skillset has dwindled. The sorter has enabled
the Library to continue to manage expanded operational hours with reduced staff, making it an integral part of high level
service provision.
####
General Plan Element: Cultural Resources
Estimated Completion Date: December 2019
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$207,979
Encumbrances:$0
573 LIBRARY FACILITY FEES 42,021 - - - - - $42,021
TOTAL 42,021 - - - - - $42,021
RFID Sorter Replacement
234
Carpeting
20358Project
LIBRARYDepartment:
Program:2001 LIBRARY ADMINISTRATION
Project Description:
The interior of the three libraries needs re-carpeting due to deterioration since its installation, 10+ years ago. Re-
carpeting will prevent current worn areas from progressing into safety hazards. New carpet will also refresh each library,
providing an attractive and functional space for use by the public as well as Library staff and volunteers. Phase I re-
carpeted the Orange Public Library & History Center Community Room, lobby, and stairwell/landing in FY 19. Phase II
will re-carpet Taft Branch Library and is expected to be completed by FY 20. Phase III will re-carpet the rest of the
Orange Public Library & History Center and is expected to be completed by FY 21. Phase IV will re-carpet El Modena
Branch Library and is expected to be completed by FY 22. The estimate for this project was based on figures from the
Facilities Condition Assessment for the City and Public Works recommendations.
####
General Plan Element: Cultural Resources
Estimated Completion Date: June 2022
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
573 LIBRARY FACILITY FEES 20,000 60,000 240,000 60,000 - - $380,000
TOTAL 20,000 60,000 240,000 60,000 - - $380,000
Carpeting
235
Exterior Lighting OPL&HC
20371Project
LIBRARYDepartment:
Program:2001 LIBRARY ADMINISTRATION
Project Description:
This project improves the exterior lighting at the Orange Public Library & History Center along Chapman Avenue and the
History Walk. The dark exterior of the library lighting at night gives the impression that the library is closed even though it
is open, so improved lighting will create a more welcoming space. Improved lighting will also enhance visibility. Current
lighting fixtures need to be replaced to allow for brighter LED lighting and new lighting fixtures added.
####
General Plan Element: Categorical Resources
Estimated Completion Date: December 2019
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
573 LIBRARY FACILITY FEES 10,000 - - - - - $10,000
TOTAL 10,000 - - - - - $10,000
Exterior Lighting OPL&HC
236
Pay for Print Self-Service Additions
20404Project
LIBRARYDepartment:
Program:2004 TECHNOLOGY & SUPPORT SERVICES
Project Description:
The Taft and El Modena Branch Libraries will each receive a pay for print Smart Kiosk, which will allow self-service
payment (cash and credit card) for printing from public computers, photocopiers, and patron owned wireless devices.
Self-service technology enables the Library to continue to manage expanded library hours with a reduced staffing level.
Up-to-date technology is a necessity for daily operations and to provide excellent customer service to the community.
####
General Plan Element: Cultural Resources
Estimated Completion Date: June 2021
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
573 LIBRARY FACILITY FEES - - 25,000 - - - $25,000
TOTAL - - 25,000 - - - $25,000
Pay for Print Self-Service Additions
237
Homework Center Refresh
20405Project
LIBRARYDepartment:
Program:2017 CHILDREN & TEEN SERVICES
Project Description:
The Children's Homework Center at the Orange Public Library & History Center was intended as a space for children to
use the Library's computers and receive homework assistance from staff. Due to technology advances and the
introduction of Homework Helper volunteers, the Homework Center needs several design improvements in order to
continue to meet the needs of the community. In FY18, the space received a small refresh that included one wall
repainted and the addition of new tables and chairs. This project would continue the refresh and requires the Library to
remove shelving and original furniture, replace carpet, repaint, and install a projector and screen for instruction. New
furniture and laptops would be supplied by Library support groups.
####
General Plan Element: Cultural Resources
Estimated Completion Date: June 2020
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
573 LIBRARY FACILITY FEES - 10,000 - - - - $10,000
TOTAL - 10,000 - - - - $10,000
Homework Center Refresh
238
Painting
30055Project
LIBRARYDepartment:
Program:2001 LIBRARY ADMINISTRATION
Project Description:
The interiors and exteriors of the three library facilities need re-painting due to deterioration since their last painting, 10+
years ago. Phase I of this project entailed the exterior painting of the three libraries, which was completed in FY 19.
Phase II of this project would entail the interior painting of the three libraries. This project is estimated to be completed by
FY 21. The estimate for this project was based on figures from the Facilities Condition Assessment for the City and
Public Works recommendations.
####
General Plan Element: Cultural Resources
Estimated Completion Date: June 2021
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$62,744
Encumbrances:$0
573 LIBRARY FACILITY FEES 71,121 120,000 75,000 - - - $266,121
TOTAL 71,121 120,000 75,000 - - - $266,121
Painting
239
HVAC Replacement
30056Project
LIBRARYDepartment:
Program:2001 LIBRARY ADMINISTRATION
Project Description:
The HVAC of the original building at the Orange Public Library & History Center is 27 years old and is nearing the end of
its service life. The unit is inefficient, and replacement parts are becoming difficult to locate, resulting in loss of control
and uncomfortable temperatures for Library patrons and staff. Replacement of this unit was also included in the
recommendations of the energy efficiency audit and the Facilities Condition Assessment that were completed.
####
General Plan Element: Cultural Resources
Estimated Completion Date: June 2020
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$1,540
Encumbrances:$0
573 LIBRARY FACILITY FEES 98,460 - - - - - $98,460
TOTAL 98,460 - - - - - $98,460
HVAC Replacement
240
Security Improvements
30057Project
LIBRARYDepartment:
Program:2004 TECHNOLOGY & SUPPORT SERVICES
Project Description:
The security camera system at the Orange Public Library & History Center is legacy and requires replacement. Several
pieces of component equipment have failed since its 2006 installation, including cameras, ports, the DVR monitor, and
the system requires replacement. Furthermore, the operating system cannot be upgraded from Windows 2000 and IT
required that it be removed from the network last year due to the security risk it posed to the rest of the City network. The
security camera system is routinely used to provide Orange Police Department with necessary documentation for
incidents involving the safety and welfare of library patrons and staff. This project also expands the security camera
system to provide coverage at the branch libraries, where it currently does not exist.
####
General Plan Element: Cultural Resources
Estimated Completion Date: December 2020
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$154,187
Encumbrances:$7,902
573 LIBRARY FACILITY FEES 22,010 - - - - - $22,010
TOTAL 22,010 - - - - - $22,010
Security Improvements
241
Police Vehicle Mobile Data Comp System
20335Project
POLICEDepartment:
Program:4011 POLICE ADMINISTRATION
Project Description:
The Police Department's current Vehicle Mobile Data Computer System (MDC)was installed in March of 2014. The three
year warranty will expire in March of 2017. The MDC system's end-of-life will span over the next three years. In
anticipation, the Department will begin a 25% annual MDC replacement of the patrol fleet starting in FY 18. The MDC's
from the initial replacements will be used to support the remaining of the fleet over the next three years. By FY 21 the
entire MDC system in the patrol fleet will have been replaced. This replacement cycle will allow the Police Department to
maintain contemporary and functional MDC's in the patrol fleet. A three-year maintenance plan is included.
####
General Plan Element: Public Safety
Estimated Completion Date: June 2021
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$188,612
Encumbrances:$0
355 ASSET SEIZURE- FEDERAL 6,388 105,000 105,000 - - - $216,388
TOTAL 6,388 105,000 105,000 - - - $216,388
Police Vehicle Mobile Data Comp System
242
Computer Aided Dispatch & Mobile Upgrade
20336Project
POLICEDepartment:
Program:4011 POLICE ADMINISTRATION
Project Description:
The Police Department's Computer Aided Dispatch (CAD)and Mobile solutions have not been upgraded since 2000. The
department's current CAD solution was originally purchased through Visionair. Visionair was later purchased by TriTech
Software Systems who have re-engineered the CAD & Mobile solutions. The TriTech CAD & Mobile upgrade will provide
several application improvements and will complement our recently purchased TriTech Records Management and Field
Based Reporting systems. The new CAD software will also provide mobile mapping and allowfor a server software
network upgrade. TriTech Software Systems has proposed a credit that will reduce the cost of the CAD and Mobile
upgrade. The credit is included in the total project cost.
####
General Plan Element: Public Safety
Estimated Completion Date: June 2020
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$220,463
Encumbrances:$156,822
500 CAPITAL PROJECTS 22,715 - - - - - $22,715
570 POLICE FACILITY FEES 100,000 - - - - - $100,000
TOTAL 122,715 - - - - - $122,715
Computer Aided Dispatch & Mobile Upgrade
243
Police Vehicle Mobile Audio & Video Sys.
20337Project
POLICEDepartment:
Program:4011 POLICE ADMINISTRATION
Project Description:
The Police Department's current Vehicle Mobile Audio and Video System (MAV)was installed in March of 2014. The
warranty will expire on July 1, 2017. The MAV system's end-of-life is expected to be July of 2020. The Department's
spare MAV system inventory, along with the cost savings of not purchasing two additional warranty years (at $34,000),
will assist to reach the system's expected end-of-life. In anticipation of replacing the MAV system, the Police Department
estimates the cost to be $405,000. In order to accrue replacement funds by July 2020, the Department will need to
allocate $135,000 each fiscal year starting in FY 18. A three-year maintenance plan is included in the total purchase
price.
####
General Plan Element: Public Safety
Estimated Completion Date: June 2020
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$26,941
Encumbrances:$0
790 COMPUTER REPLACEMENT 258,059 150,000 - - - - $408,059
TOTAL 258,059 150,000 - - - - $408,059
Police Vehicle Mobile Audio & Video Sys.
244
ADA Improvements - Access Ramps
11328Project
PUBLIC WORKSDepartment:
Program:5011 ENGINEERING
Project Description:
This project will modify curbs at various locations throughout the City to comply with Americans with Disabilities Act
(ADA) regulations. This has been an ongoing project, funded with Community Development Block Grants (CDBG).
####
General Plan Element: Circ&Mobility/Safety
Estimated Completion Date: Ongoing
Environmental Status: Exempt
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$1,630,404
Encumbrances:$0
272 GAS TAX 2105 - - - - - - -
310 COMMUNITY DEVELOPMENT BLOCK 240,777 250,000 250,000 250,000 250,000 250,000 $1,490,777
TOTAL 240,777 250,000 250,000 250,000 250,000 250,000 $1,490,777
ADA Improvements - Access Ramps
245
Corporation Yard Renovation
12982Project
PUBLIC WORKSDepartment:
Program:5028 FACILITY MAINTENANCE
Project Description:
Renovation to the Corporation Yard includes the following components: 1) space allocation, 2) regulatory upgrades for
NPDES/environmental requirements, and 3) Solar power feasibility study and system design. Once segments of
components are confirmed with sufficient funds available this project will include: relocating storage spaces designated
for Police, Fire, Community Services, and Public Works; environmental covers/structures for bulk storage bins, solar
panel equipped carport style structures for large equipment parking; and drainage system improvements. Staff will be
researching grant opportunities to offset project costs.
####
General Plan Element: Safety/Infrastructure
Estimated Completion Date: June 2023
Environmental Status: Negative Declaration
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$29,973
Encumbrances:$0
220 SANITATION AND SEWER 149,094 - - - - - $149,094
271 GAS TAX CONSTRUCTION 63,727 - - - - - $63,727
500 CAPITAL PROJECTS 77,205 - - - - - $77,205
TOTAL 290,026 - - - - - $290,026
Corporation Yard Renovation
246
Meats Ave & SR 55 Interchange Study
13034Project
PUBLIC WORKSDepartment:
Program:5011 ENGINEERING
Project Description:
This proposed project will study a tight diamond interchange at SR 55 and Meats Avenue. As a result of the study, a
Project Report and Environmental Document will be provided to determine the scope of work for environmental, right of
way, design, and construction. The objectives of this interchange are to reduce peak hour traffic at adjacent
freeway interchanges (Katella Ave./SR 55 and Lincoln Ave./SR 55), and improve circulation on Tustin Street and
Santiago Boulevard. The study is 90% complete. Therefore the project will not move forward due to the fact that Caltrans
NEPA review/approval delegation was not renewed in the beginning of 2017, the final CEQA/NEPA document cannot be
signed off by Caltrans.
####
General Plan Element: Circ&Mobility/Growth
Estimated Completion Date: Unknown
Environmental Status: Statutorily Exempt (Feasibility or Planning Study)
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$1,586,457
Encumbrances:$0
272 GAS TAX 2105 10,966 - - - - - $10,966
284 TSIP B - WEST ORANGE 270,015 325,000 - - - - $595,015
550 REIMBURSABLE CAPITAL PROJECTS 217,370 - - - - - $217,370
TOTAL 498,351 325,000 - - - - $823,351
Meats Ave & SR 55 Interchange Study
247
Pavement Management Program Survey
13115Project
PUBLIC WORKSDepartment:
Program:5011 ENGINEERING
Project Description:
Windshield field surveys of the City's pavement are conducted every two years for arterial streets and every six years for
local streets to determine pavement condition indexes for each segment. These surveys are conducted as a
requirement for numerous grant programs, OCTA bi-annual reports, and overall pavement management programs.
####
General Plan Element: Circ&Mobility/Growth
Estimated Completion Date: Ongoing
Environmental Status: Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$166,945
Encumbrances:$0
263 TRAFFIC IMPROVEMNT -MEASURE M 91,957 - 70,000 - 70,000 - $231,957
TOTAL 91,957 - 70,000 - 70,000 - $231,957
Pavement Management Program Survey
248
Pavement Management Program
13120Project
PUBLIC WORKSDepartment:
Program:5001 GENERAL ADMINISTRATION AND SUPPORT
Project Description:
The City's Pavement Management Program identifies the condition of 320 miles of streets and identifies maintenance
needs of this roadway system. This program requires $6 million annually for slurry sealing, asphalt overlays and
reconstructions. This program also includes landscaping maintenance activities within the street right-of-way. The FY 20
CIP lists other road maintenance projects, and CDBG projects. This project outlines the remaining funding needs from
Gas Tax, Measure M2, and Capital Projects. Approximately $6.2 million new funding will be allocated to the various
pavement management projects for FY 20.
####
General Plan Element: Circ&Mobility/Growth
Estimated Completion Date: Ongoing
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$45,739,356
Encumbrances:$582,952
263 TRAFFIC IMPROVEMNT -MEASURE M 1,981,749 2,000,000 3,000,000 3,000,000 3,000,000 3,000,000 $15,981,749
272 GAS TAX 2105 715,753 768,883 1,000,000 1,000,000 1,000,000 1,000,000 $5,484,636
274 RMRA Road Maint Rehabilitation Accou 2,395,929 2,349,538 2,400,000 2,400,000 2,400,000 2,400,000 $14,345,467
340 TRAFFIC CONGESTION RELIEF 0 - - - - - $0
500 CAPITAL PROJECTS 250,000 - - - - - $250,000
550 REIMBURSABLE CAPITAL PROJECTS - 80,000 - - - - $80,000
TOTAL 5,343,431 5,198,421 6,400,000 6,400,000 6,400,000 6,400,000 $36,141,852
Pavement Management Program
249
Chapman & Tustin Critical Intersection
13228Project
PUBLIC WORKSDepartment:
Program:5011 ENGINEERING
Project Description:
This project will add a right turn lane southbound on North Tustin Street to westbound on East Chapman Avenue. The
City obtained an OCTA grant for the engineering, right-of-way, and construction phases. The plans, specifications, and
estimate package were completed, and the right-of-way phase has been finalized. The construction is scheduled to
commence on November 2019.
####
General Plan Element: Circ&Mobility/Growth
Estimated Completion Date: July 2020
Environmental Status: Mitigated Negative Declaration
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$7,095,553
Encumbrances:$7,854
284 TSIP B - WEST ORANGE 338,334 - - - - - $338,334
550 REIMBURSABLE CAPITAL PROJECTS 409,494 - - - - - $409,494
TOTAL 747,829 - - - - - $747,829
Chapman & Tustin Critical Intersection
250
Bridge Maintenance
13816Project
PUBLIC WORKSDepartment:
Program:5011 ENGINEERING
Project Description:
Currently, there are eight bridges located throughout the City that require maintenance. Caltrans has inspected those
bridges and has made recommendations for maintenance and repair. A maintenance and retrofit plan are ready for
implementation. The City is waiting for Caltrans approval for the construction phase.
####
General Plan Element: Circ&Mobility/Growth
Estimated Completion Date: December 2019
Environmental Status: Mitigated Negative Declaration
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$222,363
Encumbrances:$966
272 GAS TAX 2105 358,565 - - - - - $358,565
550 REIMBURSABLE CAPITAL PROJECTS 714,206 723,102 - - - - $1,437,308
TOTAL 1,072,771 723,102 - - - - $1,795,873
Bridge Maintenance
251
Municipal Parking Lot Maintenance
14997Project
PUBLIC WORKSDepartment:
Program:5011 ENGINEERING
Project Description:
This seven-year program rehabilitates existing municipal parking lots. Work consists of slurry sealing, crack filling,
removing and replacing defective asphalt concrete paving, striping, asphalt concrete overlays, miscellaneous delineation,
and wheel stops. This project also includes the maintenance and renovation of trash enclosures.
####
General Plan Element: Infrastructure/Econ Dev
Estimated Completion Date: Ongoing
Environmental Status: Exempt
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$245,121
Encumbrances:$0
271 GAS TAX CONSTRUCTION - - - - - - -
500 CAPITAL PROJECTS 133,517 - 20,000 20,000 20,000 20,000 $213,517
540 OLD TOWNE PARKING FACILITY 20,000 250,000 50,000 - - - $320,000
TOTAL 153,517 250,000 70,000 20,000 20,000 20,000 $533,517
Municipal Parking Lot Maintenance
252
Catch Basin Screening
15113Project
PUBLIC WORKSDepartment:
Program:5022 REFUSE & SANITATION SERVICES
Project Description:
Install new storm drain facility including catch basin and pipes at various locations citywide. The City's storm drain facility
includes 1,660+ catch basins and environmental regulations require cities to minimize pollutants entering the storm drain
system to protect water quality. Installing metal screens at catch basins allows for water flow, while minimizing pollutant
intrusion. This funding will be used as a match for a future OCTA grant for water quality protection.
####
General Plan Element: Land/Natural Resources
Estimated Completion Date: Ongoing
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$165,564
Encumbrances:$0
220 SANITATION AND SEWER 174,761 - - - - - $174,761
TOTAL 174,761 - - - - - $174,761
Catch Basin Screening
253
Sewer Line Replacement/Maintenance
15508Project
PUBLIC WORKSDepartment:
Program:5011 ENGINEERING
Project Description:
Annually this project fixes hot spot due to root intrusion, offset joint, and damaged sewer mains. It also replaces both
hydraulic and structurally deficient sewer mains. As part of the 2017 Sanitation Fee study, a new capital improvement
component has been established to address the replacement and upgrade needs of the City’s sewer system. Annually,
$2.0 million is available to fund necessary sewer facility improvements at various locations citywide.
####
General Plan Element: Land/Natural Resources
Estimated Completion Date: Ongoing
Environmental Status: Exempt
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$5,928,866
Encumbrances:$15,127
220 SANITATION AND SEWER - - - - - - -
520 SEWER CONSTRUCTION 1,978,484 2,000,000 2,200,000 2,200,000 2,200,000 2,200,000 $12,778,484
TOTAL 1,978,484 2,000,000 2,200,000 2,200,000 2,200,000 2,200,000 $12,778,484
Sewer Line Replacement/Maintenance
254
Sewer Cleaning and Video
15509Project
PUBLIC WORKSDepartment:
Program:5022 REFUSE & SANITATION SERVICES
Project Description:
The State's Waste Discharge Elimination (WDR) requires the City to complete a condition assessment of its entire 300+
mile sewer line system and develop a rehabilitation and replacement plan. Additional contract services are needed to
comply with WDR requirements.
####
General Plan Element: Natural Resources/Infra
Estimated Completion Date: Ongoing
Environmental Status: Exempt
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$1,791,045
Encumbrances:$80,076
220 SANITATION AND SEWER 74,941 300,000 300,000 300,000 300,000 300,000 $1,574,941
TOTAL 74,941 300,000 300,000 300,000 300,000 300,000 $1,574,941
Sewer Cleaning and Video
255
Minor Traffic Control Devices
16302Project
PUBLIC WORKSDepartment:
Program:5032 TRAFFIC OPERATIONS
Project Description:
This project will provide for minor traffic control devices such as signage, striping, lighting, and other related traffic
devices as directed by the Traffic Commission and City Traffic Engineer.
####
General Plan Element: Mgmt/Infrastructure
Estimated Completion Date: Ongoing
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$834,849
Encumbrances:$22,451
263 TRAFFIC IMPROVEMNT -MEASURE M 12,725 50,000 50,000 50,000 50,000 50,000 $262,725
500 CAPITAL PROJECTS 119,538 75,000 75,000 75,000 75,000 75,000 $494,538
TOTAL 132,263 125,000 125,000 125,000 125,000 125,000 $757,263
Minor Traffic Control Devices
256
Biennial City Traffic Signal Coord.
16304Project
PUBLIC WORKSDepartment:
Program:5032 TRAFFIC OPERATIONS
Project Description:
This project is for the on-going implementation of studies and improvements for traffic signals along the City's major
arterials within its boundaries. The studies include traffic counts, analysis of traffic flows, provide signal timing, and
synchronization. The project will provide for the traffic signal infrastructure improvements necessary to achieve optimum
signal timing and synchronization. The coordinated signal timing will be implemented through the City's Traffic
Management Center. Changes in traffic flow require updating at two year intervals. The traffic signal coordination will
reduce travel times, save on gas, and reduce vehicle emissions.
####
General Plan Element: Circ&Mobility/Growth
Estimated Completion Date: Ongoing
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$223,100
Encumbrances:$23,694
263 TRAFFIC IMPROVEMNT -MEASURE M 174,752 - 95,000 - 95,000 - $364,752
272 GAS TAX 2105 - - - - - - -
TOTAL 174,752 - 95,000 - 95,000 - $364,752
Biennial City Traffic Signal Coord.
257
Traffic Sig. Contr. & TMC Upgrades
16305Project
PUBLIC WORKSDepartment:
Program:5032 TRAFFIC OPERATIONS
Project Description:
The City maintains 157 traffic signals, most of which contain older controllers. Nearly two-thirds of the controllers have
recently been updated or replaced to allow for better coordination with the City's Transportation Management Center
(TMC). The project is an on-going process of updating or replacing controllers, signal cabinet and communication
equipment, CCTV cameras, traffic signal battery backup, future signal controller needs, and upgrading TMC equipment
and software.
####
General Plan Element: Circ&Mobility/Growth
Estimated Completion Date: Ongoing
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$526,897
Encumbrances:$0
272 GAS TAX 2105 95,650 70,000 70,000 70,000 70,000 70,000 $445,650
TOTAL 95,650 70,000 70,000 70,000 70,000 70,000 $445,650
Traffic Sig. Contr. & TMC Upgrades
258
Traffic Signal Equipment Painting
16469Project
PUBLIC WORKSDepartment:
Program:5011 ENGINEERING
Project Description:
This project provides for the painting or application of anti-graffiti coating to traffic signal equipment at intersections within
the City. The paint on the City's traffic signal equipment (signal and pedestrian heads, pedestrian push buttons, and
cabinets) requires routine maintenance to prevent deterioration. The City has approximately 157 signalized intersections
and this project would fund a portion of the intersections as needed.
####
General Plan Element: Infra/Urban/Econ Dev
Estimated Completion Date: Ongoing
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$247,890
Encumbrances:$0
263 TRAFFIC IMPROVEMNT -MEASURE M 8,869 45,000 45,000 45,000 45,000 45,000 $233,869
284 TSIP B - WEST ORANGE 59,851 - - - - - $59,851
TOTAL 68,720 45,000 45,000 45,000 45,000 45,000 $293,720
Traffic Signal Equipment Painting
259
Old Towne Street Lighting
17061Project
PUBLIC WORKSDepartment:
Program:5011 ENGINEERING
Project Description:
The project will focus on installing new acorn streetlights in Old Towne. Shaffer Street between Chapman Avenue and
Maple Avenue was selected to enhance safety for high pedestrian use near the Orange Public Library & History Center.
####
General Plan Element: Land/Circ&Mobil/Culture
Estimated Completion Date: June 2022
Environmental Status: Exempt
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$39,324
Encumbrances:$10,865
500 CAPITAL PROJECTS - - - 277,998 - - $277,998
TOTAL - - - 277,998 - - $277,998
Old Towne Street Lighting
260
City Facility Improvements
19809Project
PUBLIC WORKSDepartment:
Program:4011 POLICE ADMINISTRATION
Project Description:
The Citywide Facilities Conditions Assessment (FCA) report was recently completed and identified about $2.9 million
Immediate/Critical (Priority 1) projects. This project provides funding to conduct both miscellaneous minor facility
repairs/replacement and address those Priority 1 items at various city buildings. The FCA will continually be used as a
tool in planning the City’s future facility improvements. Work Items include improvements at Police Headquarters, Civic
Center, and other facilities.
####
General Plan Element: Infrastructure/Econ Dev
Estimated Completion Date: Ongoing
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$990,208
Encumbrances:$46,128
570 POLICE FACILITY FEES - 88,800 - - - - $88,800
600 WATER 73,351 - - - - - $73,351
725 MAJOR BUILDING IMPROVEMENTS 304,975 100,000 100,000 100,000 100,000 100,000 $804,975
TOTAL 378,326 188,800 100,000 100,000 100,000 100,000 $967,126
City Facility Improvements
261
Police HQ Exterior Wall Sealing
19826Project
PUBLIC WORKSDepartment:
Program:5028 FACILITY MAINTENANCE
Project Description:
The ceramic tile exterior of the Police Headquarters' facility requires cleaning and sealing every five years to prevent
internal damage from rain water. This project accumulates funding which is critical to the maintenance of Police
Headquarters and will also fund other water leak repair costs.
####
General Plan Element: Safety
Estimated Completion Date: Ongoing
Environmental Status: Exempt
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$128,519
Encumbrances:$0
725 MAJOR BUILDING IMPROVEMENTS 71,481 - - 15,000 15,000 15,000 $116,481
TOTAL 71,481 - - 15,000 15,000 15,000 $116,481
Police HQ Exterior Wall Sealing
262
Motor Vehicle Replacements
19999Project
PUBLIC WORKSDepartment:
Program:5023 FLEET SERVICES
Project Description:
Replacement vehicles in the City's fleet, which includes the following: four vehicles for Fire, thirteen vehicles for Police,
four vehicles for Public Works, one vehicle for Community Development, and two vehicles for Community Services. Also
included are additional vehicle replacement of two electrical vehicles for the Police and Public Works departments,
funded by the Air Pollution Reduction (AQMD) Fund. Lastly, the Public Works' Water Division will utilize the Water Fund
to purchase four vehicles.
####
General Plan Element: Not Applicable
Estimated Completion Date: Ongoing
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
245 AB 2766 AIR POLLUTION REDUCTION 60,637 67,000 - - - - $127,637
600 WATER - 422,000 - - - - $422,000
720 EQUIPMENT REPLACEMENT 2,586,128 2,539,000 - - - - $5,125,128
TOTAL 2,646,765 3,028,000 - - - - $5,674,765
Motor Vehicle Replacements
263
Main Street Signal Synchronization
20191Project
PUBLIC WORKSDepartment:
Program:5032 TRAFFIC OPERATIONS
Project Description:
The Main Street Traffic Signal Synchronization Project is a multi-jurisdictional project between Culver Drive in Irvine and
Taft Avenue in Orange. The corridor is about 12 miles and includes 69 signals across the four jurisdictions of Irvine,
Caltrans, Santa Ana, and Orange. In Orange, the corridor is between CHOC Court and Taft Avenue, and includes 12
traffic signals. The benefits of signal synchronization includes reduction in travel time, improvement in travel speed,
greenhouse gas reduction, less fuel consumption, and an overall better travel experience. This Project will be led by
OCTA. The programmed funds represent a 20% City fair share contribution to the TSSP grant through M2 funding.
####
General Plan Element: Circulation & Mobility
Estimated Completion Date: September 2021
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
284 TSIP B - WEST ORANGE 90,000 - - - - - $90,000
286 TRANSPORT. SYSTEM IMPROVEMT 90,000 - - - - - $90,000
TOTAL 180,000 - - - - - $180,000
Main Street Signal Synchronization
264
Santiago Creek Multipurpose Trail Ext.
20325Project
PUBLIC WORKSDepartment:
Program:5011 ENGINEERING
Project Description:
This project is the final phase of the Santiago Creek Bike Trail alignment in the Master Bikeway Plan. Construction of the
multi-purpose trail will connect the existing bike trail west of Cannon Street and parallel the existing equestrian trail on the
northern bank and terminate at the Santiago Oaks Regional Park. The project will construct an asphalt concrete bike trail
and rehabilitate the existing equestrian trail with decomposed granite along with needed amenities such as rest areas
and trash receptacles. The trail will allow for pedestrian and bicycle traffic along an eight-mile stretch of trails. The City is
seeking funding sources from OCTA BCIP Grant for this projects preliminary engineering and environmental costs.
Estimated construction costs are $10 million.
####
General Plan Element: Circ&Mobility/Growth
Estimated Completion Date: December 2022
Environmental Status: Mitigated Negative Declaration
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
500 CAPITAL PROJECTS - 97,532 - - - - $97,532
550 REIMBURSABLE CAPITAL PROJECTS - 345,794 - - - - $345,794
TOTAL - 443,326 - - - - $443,326
Santiago Creek Multipurpose Trail Ext.
265
Chapman & Feldner Left Turn Signal Mod
20326Project
PUBLIC WORKSDepartment:
Program:5011 ENGINEERING
Project Description:
The project will provide for a protected left turn phase for the northbound and southbound approaches on Feldner Road
at Chapman Avenue to improve operational efficiency and enhance safety. The addition of a protected left turn is an
effective countermeasure that can reduce the possibility of crashes. The scope of work includes installation of signal
poles and gear, controller and cabinet, wiring, CCTV camera, service, ADA ramps, and restoration of existing
improvements.
####
General Plan Element: Circ&Mobility/Growth
Estimated Completion Date: February 2021
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$3,682
Encumbrances:$19,732
550 REIMBURSABLE CAPITAL PROJECTS 225,086 - - - - - $225,086
TOTAL 225,086 - - - - - $225,086
Chapman & Feldner Left Turn Signal Mod
266
Chapman & Flower Left Turn Signal Mod
20327Project
PUBLIC WORKSDepartment:
Program:5011 ENGINEERING
Project Description:
The project will provide for a protected left turn phase for the northbound and southbound approaches on Flower Street
at Chapman Avenue to improve operational efficiency and enhance safety. The addition of a protected left turn is an
effective countermeasure that can reduce the possibility of crashes. The scope of work includes installation of signal
poles and gear, controller and cabinet, wiring, CCTV camera, electrical service, ADA ramps, and restoration of existing
improvements.
####
General Plan Element: Circ / Mobility
Estimated Completion Date: February 2021
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$2,737
Encumbrances:$19,732
550 REIMBURSABLE CAPITAL PROJECTS 226,031 - - - - - $226,031
TOTAL 226,031 - - - - - $226,031
Chapman & Flower Left Turn Signal Mod
267
Radar Feedback La Veta, Collins, Chapman
20328Project
PUBLIC WORKSDepartment:
Program:5032 TRAFFIC OPERATIONS
Project Description:
The project will provide for the installation of radar feedback signs on segments of three arterials with a history of speed
related accidents: (1) La Veta Avenue from Flower Street to Bedford Street; (2) Collins Avenue from Wanda Road to
Bond Avenue; and (3) Chapman Avenue from Jamboree Road to Orange Park Boulevard. There will be 12 radar
feedback signs, ten are speed related and two are curve warning. The project is in design and that construction is
scheduled to commence in late 2020.
####
General Plan Element: Circ&Mob/Noise/Infra.
Estimated Completion Date: August 2021
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$1,017
Encumbrances:$0
550 REIMBURSABLE CAPITAL PROJECTS 299,483 - - - - - $299,483
TOTAL 299,483 - - - - - $299,483
Radar Feedback La Veta, Collins, Chapman
268
Chapman & Batavia Left Turn Signal Mod
20329Project
PUBLIC WORKSDepartment:
Program:5032 TRAFFIC OPERATIONS
Project Description:
The project will provide for a protected left turn phase for the northbound and southbound approaches on Batavia Street
at Chapman Avenue to improve the operational efficiency and enhance safety. The addition of a protected left turn is an
effective countermeasure that can reduce the possibility of crashes. The scope of work includes installation of signal
poles and gear, controller and cabinet, CCTV camera, new conduits, wiring, battery back-up system, loop detectors, ADA
ramps, and restoration of existing improvements.
####
General Plan Element: Circulation & Mobility
Estimated Completion Date: February 2021
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$1,076
Encumbrances:$0
550 REIMBURSABLE CAPITAL PROJECTS 398,724 - - - - - $398,724
TOTAL 398,724 - - - - - $398,724
Chapman & Batavia Left Turn Signal Mod
269
Tustin & La Veta Traffic Signal Upgrade
20351Project
PUBLIC WORKSDepartment:
Program:5032 TRAFFIC OPERATIONS
Project Description:
The project will provide for traffic signal upgrades at the intersection to enhance the capacity and improve traffic signal
operation at the intersection. The scope of work includes upgrading the video detection system, traffic signal controller
and cabinet, modified controller foundation, and dual service pedestal.
####
General Plan Element: Circ&Mobility/Growth
Estimated Completion Date: June 2020
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$620
Encumbrances:$11,980
284 TSIP B - WEST ORANGE 107,400 - - - - - $107,400
TOTAL 107,400 - - - - - $107,400
Tustin & La Veta Traffic Signal Upgrade
270
Chapman & Grand Turn Signal Mod.
20353Project
PUBLIC WORKSDepartment:
Program:5032 TRAFFIC OPERATIONS
Project Description:
The project will provide for a protected left turn phase for the eastbound and westbound approaches on Chapman
Avenue at Grand Street. The proposed signal modification will enhance the capacity and improve the traffic signal
operation at the intersection. The project features decorative signal poles consistent with the Old Towne District theme.
The scope of work includes installation of signal poles and gear, controller and cabinet, wiring, CCTV camera, electrical
service, upgrade emergency vehicle preemption, and restoration of existing improvements.
####
General Plan Element: Circ&Mobil/Growth/CR
Estimated Completion Date: June 2020
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
284 TSIP B - WEST ORANGE - 450,000 - - - - $450,000
TOTAL - 450,000 - - - - $450,000
Chapman & Grand Turn Signal Mod.
271
Chapman & Cambridge Left Turn Mod
20354Project
PUBLIC WORKSDepartment:
Program:5032 TRAFFIC OPERATIONS
Project Description:
The project will provide for a protected left turn phase for the eastbound, westbound, northbound, and southbound
approaches on Chapman Avenue at Cambridge Street. The proposed signal modification will enhance the capacity and
improve the traffic signal operation at the intersection. The scope of work includes installation of signal poles and gear,
controller and cabinet, wiring, CCTV camera, electrical service, and restoration of existing improvements.
####
General Plan Element: Circ&Mobil/Growth/CR
Estimated Completion Date: June 2020
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
284 TSIP B - WEST ORANGE - 425,000 - - - - $425,000
TOTAL - 425,000 - - - - $425,000
Chapman & Cambridge Left Turn Mod
272
Street Light Pole Replacement Program
20374Project
PUBLIC WORKSDepartment:
Program:5032 TRAFFIC OPERATIONS
Project Description:
As a cost saving measure, the City acquired an additional 4,359 streetlight poles from Southern California Edison (SCE)
in FY18. An annual pole replacement program is necessary to maintain the acquired streetlight infrastructure. This
program will biannually replace 20 steel streetlight poles with LED-retrofitted concrete poles.
####
General Plan Element: Circulation & Mobility
Estimated Completion Date: Ongoing
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
500 CAPITAL PROJECTS 120,000 120,000 120,000 120,000 120,000 120,000 $720,000
TOTAL 120,000 120,000 120,000 120,000 120,000 120,000 $720,000
Street Light Pole Replacement Program
273
Garden Grove Blvd Reg. Traffic Synch.
20376Project
PUBLIC WORKSDepartment:
Program:5032 TRAFFIC OPERATIONS
Project Description:
The Garden Grove Boulevard Traffic Signal Synchronization Corridor is a multi-jurisdictional project between Valley View
Street in Garden Grove and Bristol Street in Santa Ana. The corridor is 8.7 miles and includes 34 signals across the five
jurisdictions of Garden Grove, Caltrans, Westminster, Santa Ana, and Orange. In Orange, there are two traffic signals
along Garden Grove Boulevard, located at Lewis Street (shared with Garden Grove) and at The City Drive. The benefits
of signal synchronization includes reduction in travel time, improvement in travel speed, greenhouse gas reduction, less
fuel consumption, and an overall better travel experience. This Project will be led by OCTA. The programmed funds are
City fair share contribution to the TSSP grant, funded through M2.
####
General Plan Element: Circulation & Mobility
Estimated Completion Date: September 2021
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
284 TSIP B - WEST ORANGE 7,000 - - - - - $7,000
TOTAL 7,000 - - - - - $7,000
Garden Grove Blvd Reg. Traffic Synch.
274
Katella & Struck Traffic Signal Mod.
20377Project
PUBLIC WORKSDepartment:
Program:5011 ENGINEERING
Project Description:
The project will modify the Katella Avenue and Struck Avenue intersection to add a fourth leg and renovate the aging
signal equipment. The scope of work includes installation of signal poles and gear, controller and cabinet, wiring, CCTV
camera, electrical service, ADA ramps, modification of landscape medians, and restoration of existing improvements.
####
General Plan Element: Circulation & Mobility
Estimated Completion Date: August 2019
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$36,248
Encumbrances:$11,977
284 TSIP B - WEST ORANGE 561,776 - - - - - $561,776
550 REIMBURSABLE CAPITAL PROJECTS - 120,000 - - - - $120,000
TOTAL 561,776 120,000 - - - - $681,776
Katella & Struck Traffic Signal Mod.
275
Katella & Batavia Signal Network Ext.
20378Project
PUBLIC WORKSDepartment:
Program:5032 TRAFFIC OPERATIONS
Project Description:
The project will extend the existing City's Traffic Signal Network along Katella Avenue from Main Street to Struck Avenue
and along Batavia Street from Katella Avenue to Palm Avenue. The installation of fiber optic lines will enable the City's
Traffic Management Center to communicate with the traffic signals along critical arterials to improve traffic signal
operations, and traffic flow. This will also allow immediate incident monitoring and response to reduce traffic congestion.
####
General Plan Element: Circulation & Mobility
Estimated Completion Date: July 2023
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
284 TSIP B - WEST ORANGE - - - 140,000 - - $140,000
TOTAL - - - 140,000 - - $140,000
Katella & Batavia Signal Network Ext.
276
Batavia & Taft Signal Network Extension
20379Project
PUBLIC WORKSDepartment:
Program:5032 TRAFFIC OPERATIONS
Project Description:
The project will extend the existing City's Traffic Signal Network along Taft Avenue from Shaffer Street to Main Street
and along Batavia Street from Taft Avenue to Fletcher Avenue. The installation of fiber optic lines will enable the City's
Traffic Management Center to communicate with the traffic signals along critical arterials to improve traffic signal
operations, and traffic flow. This will also allow immediate incident monitoring and response to reduce traffic congestion.
####
General Plan Element: Circulation & Mobility
Estimated Completion Date: July 2022
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
284 TSIP B - WEST ORANGE - - 170,000 - - - $170,000
TOTAL - - 170,000 - - - $170,000
Batavia & Taft Signal Network Extension
277
Glassell Street Signal Network Extension
20380Project
PUBLIC WORKSDepartment:
Program:5032 TRAFFIC OPERATIONS
Project Description:
The project will extend the existing City's Traffic Signal Network along Taft Avenue from Shaffer Street to Glassell Street
and along Glassell Street from Taft Avenue to Lincoln Avenue. This will connect to the existing fiber lines on Glassell
Street from Lincoln Avenue to Riverdale Avenue. The installation of fiber optic lines will enable the City's Traffic
Management Center to communicate with the traffic signals along critical arterials to improve traffic signal operations and
traffic flow. This will also allow immediate incident monitoring and response to reduce traffic congestion.
####
General Plan Element: Circulation & Mobility
Estimated Completion Date: July 2021
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
284 TSIP B - WEST ORANGE - 130,000 - - - - $130,000
TOTAL - 130,000 - - - - $130,000
Glassell Street Signal Network Extension
278
Katella Signal Synchronization
20381Project
PUBLIC WORKSDepartment:
Program:5032 TRAFFIC OPERATIONS
Project Description:
As part of an ongoing project, which began 10 years ago, the Katella Avenue Traffic Signal Synchronization Corridor is a
multi- jurisdictional project between the I-605 on-ramp in Los Alamitos and Jamboree Road/Santiago Canyon Road in
Orange. The corridor is 19.6 miles and includes 73 signals across the nine jurisdictions of Los Alamitos, Caltrans,
Cypress, Stanton, County of Orange, Garden Grove, Anaheim, Villa Park, and Orange. In Orange, the corridor is
between Struck Avenue and Santiago Canyon Road/Jamboree Road and includes 19 traffic signals. The benefits of
signal synchronization includes reduction in travel time, improvement in travel speed, greenhouse gas reduction, less fuel
consumption, and an overall better travel experience. This Project will be led by OCTA. The programmed funds are City
fair share contribution to the TSSP grant funded through M2.
####
General Plan Element: Circulation & Mobility
Estimated Completion Date: September 2021
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
284 TSIP B - WEST ORANGE 250,000 - - - - - $250,000
TOTAL 250,000 - - - - - $250,000
Katella Signal Synchronization
279
Katella Ave. Signal Network Extension
20382Project
PUBLIC WORKSDepartment:
Program:5032 TRAFFIC OPERATIONS
Project Description:
The project will extend the existing City's Traffic Signal Network along Katella Avenue from Tustin Street to Santiago
Boulevard and on Santiago Boulevard from Katella Avenue to Meats Avenue. The installation of fiber optic lines will
enable the City's Traffic Management Center to communicate with the traffic signals along critical arterials to improve
traffic signal operations and traffic flow. This will also allow immediate incident monitoring and response to reduce traffic
congestion. Construction of improvements include upgrade to the controller cabinet and communication appurtenances.
####
General Plan Element: Circulation & Mobility
Estimated Completion Date: July 2021
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
284 TSIP B - WEST ORANGE 160,000 790,000 - - - - $950,000
TOTAL 160,000 790,000 - - - - $950,000
Katella Ave. Signal Network Extension
280
Cannon St. Serrano Ave. Int. Widening
20383Project
PUBLIC WORKSDepartment:
Program:5011 ENGINEERING
Project Description:
This project will add a second dedicated right turn lane on northbound Cannon Street to eastbound Serrano Avenue, in
order to accommodate the increase in right turn movements. The project will also widen the northerly curb face on
Serrano Avenue in order to mitigate the bottle necking effect of the existing two left turn lanes for Southbound Serrano
Avenue. Public Works has obtained a grant from OCTA for the engineering and environmental phase of the project.
####
General Plan Element: Mitigated Negative Dec.
Estimated Completion Date: June 2021
Environmental Status: Mitigated Negative Declaration
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$10,817
Encumbrances:$0
285 TSIP C - EAST ORANGE 36,250 - - - - - $36,250
550 REIMBURSABLE CAPITAL PROJECTS 97,933 - - - - - $97,933
TOTAL 134,183 - - - - - $134,183
Cannon St. Serrano Ave. Int. Widening
281
Shaffer Street Rehabilitation
20407Project
PUBLIC WORKSDepartment:
Program:9645 CDBG PROJECTS
Project Description:
This project will rehabilitate Shaffer Street from La Veta Avenue to Hart Park. The rehabilitation will consist of removing
and reconstructing badly damaged pavement, cold planing, and capping the roadway. Other aspects of the project may
include replacement of damaged sidewalk, curb & gutter, and construction of ADA compliant ramps.
####
General Plan Element: Infrastructure
Estimated Completion Date: December 2020
Environmental Status: Exempt
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
310 COMMUNITY DEVELOPMENT BLOCK - 96,232 - - - - $96,232
TOTAL - 96,232 - - - - $96,232
Shaffer Street Rehabilitation
282
Front Counter Remodel (PW & CD)
20408Project
PUBLIC WORKSDepartment:
Program:5028 FACILITY MAINTENANCE
Project Description:
This project will remodel the Public Works and Community Development front counter by providing more work space
behind the counter and install new work stations for better file storage and setup.
####
General Plan Element: Infrastructure
Estimated Completion Date: June 2020
Environmental Status: Exempt
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
725 MAJOR BUILDING IMPROVEMENTS - 250,000 - - - - $250,000
TOTAL - 250,000 - - - - $250,000
Front Counter Remodel (PW & CD)
283
Olive Street Rehabilitation
20409Project
PUBLIC WORKSDepartment:
Program:9645 CDBG PROJECTS
Project Description:
This project will rehabilitate Olive Street from Culver Avenue to La Veta Avenue. The rehabilitation will consist of
removing and reconstructing badly damaged pavement, cold planing, and capping the roadway. Other aspects of the
project may include replacement of damaged sidewalk, curb and gutter, and construction of ADA compliant ramps.
####
General Plan Element: Infrastructure
Estimated Completion Date: December 2020
Environmental Status: Exempt
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
310 COMMUNITY DEVELOPMENT BLOCK - 99,000 - - - - $99,000
TOTAL - 99,000 - - - - $99,000
Olive Street Rehabilitation
284
Clinton Street Rehabilitation
20410Project
PUBLIC WORKSDepartment:
Program:9645 CDBG PROJECTS
Project Description:
This project will rehabilitate Clinton Street from Walnut Avenue to Palm Avenue The rehabilitation will consist of removing
and reconstructing badly damaged pavement, cold planing, and capping the roadway. Other aspects of the project may
include replacement of damaged sidewalk, curb & gutter, and construction of ADA compliant ramps.
####
General Plan Element: Infrastructure
Estimated Completion Date: December 2020
Environmental Status: Exempt
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
310 COMMUNITY DEVELOPMENT BLOCK - 172,000 - - - - $172,000
TOTAL - 172,000 - - - - $172,000
Clinton Street Rehabilitation
285
Sacramento St Neighborhood Phase 2
20411Project
PUBLIC WORKSDepartment:
Program:9645 CDBG PROJECTS
Project Description:
This project will rehabilitate the Sacramento Street Neighborhood. The project limits are Sacramento Street from Mt
Vernon Avenue to the south end. The rehabilitation will consist of removing and reconstructing badly damaged pavement,
cold planing, and capping the roadway. Other aspects of the project may include replacement of damaged sidewalk,
curb & gutter, and construction of ADA compliant ramps.
####
General Plan Element: Infrastructure
Estimated Completion Date: December 2020
Environmental Status: Exempt
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
310 COMMUNITY DEVELOPMENT BLOCK - 272,000 - - - - $272,000
TOTAL - 272,000 - - - - $272,000
Sacramento St Neighborhood Phase 2
286
Old Town Sidewalk Replacement Standard
20418Project
PUBLIC WORKSDepartment:
Program:5011 ENGINEERING
Project Description:
This project will study and develop a streetscape standard for Old Towne that will include the replacements of brick
sidewalk and other amenities in the public right-of-way on Glassell Street and Chapman Avenue. Staff will evaluate
needed sidewalk improvements that may include removal of existing trees and replacement of new trees that are more
suitable for their location.
####
General Plan Element: Infrastructure
Estimated Completion Date: July 2020
Environmental Status: Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
263 TRAFFIC IMPROVEMNT -MEASURE M - 10,000 - - - - $10,000
TOTAL - 10,000 - - - - $10,000
Old Town Sidewalk Replacement Standard
287
Santiago Canyon Road Multi-purpose Trail
30019Project
PUBLIC WORKSDepartment:
Program:7021 PARK PLANNING, AQUIS. & DEV.
Project Description:
Construction of a multipurpose trail adjacent to Santiago Canyon Road connecting the existing trail at the Reserve
neighborhood to Cannon Street. The trail would be constructed of decomposed granite, and would allow for pedestrians,
equestrians, and bicycles. Community Services will be seeking grant funding sources for both design and
implementation of the project.
####
General Plan Element: Circulation & Mobility
Estimated Completion Date: June 2024
Environmental Status: Mitigated Negative Declaration
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
550 REIMBURSABLE CAPITAL PROJECTS - - - - 75,000 750,000 $825,000
TOTAL - - - - 75,000 750,000 $825,000
Santiago Canyon Road Multi-purpose Trail
288
Tustin & Meats Int. Right Turn Lane Add.
30025Project
PUBLIC WORKSDepartment:
Program:5011 ENGINEERING
Project Description:
This project will add a dedicated right turn lane on northbound Tustin Street to eastbound Meats Avenue. Construction is
expected to commence April 2019.
####
General Plan Element: Circ&Mob/Growth/UD/ED
Estimated Completion Date: August 2019
Environmental Status: MND
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$2,205,017
Encumbrances:$615,964
284 TSIP B - WEST ORANGE 8,000 237,500 - - - - $245,500
550 REIMBURSABLE CAPITAL PROJECTS - 712,500 - - - - $712,500
TOTAL 8,000 950,000 - - - - $958,000
Tustin & Meats Int. Right Turn Lane Add.
289
Glassell & Walnut Left Turn Signal Mod.
30029Project
PUBLIC WORKSDepartment:
Program:5032 TRAFFIC OPERATIONS
Project Description:
Installation of protected left turn phasing for the northbound and southbound approaches on Glassell Street at Walnut
Avenue. The project will also restripe Walnut Avenue to provide a left turn lane, and protected left turn phasing on both
the westbound and eastbound approaches. The improvements, when constructed, will improve the traffic flow and the
safety at the intersection for both vehicles and pedestrians by clearly defining rights-of-way. Construction is expected to
start by February 2019.
####
General Plan Element: Growth Management
Estimated Completion Date: December 2019
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$36,179
Encumbrances:$459,065
263 TRAFFIC IMPROVEMNT -MEASURE M 32,161 - - - - - $32,161
284 TSIP B - WEST ORANGE 13,074 - - - - - $13,074
550 REIMBURSABLE CAPITAL PROJECTS -1,679 - - - - - ($1,679)
TOTAL 43,556 - - - - - $43,556
Glassell & Walnut Left Turn Signal Mod.
290
Chapman & James Left Turn Signal Mod.
30030Project
PUBLIC WORKSDepartment:
Program:5032 TRAFFIC OPERATIONS
Project Description:
Installation of protected left turn phasing for the westbound approach on Chapman Avenue at James Street. The
improvements, when constructed, will improve the traffic flow and the safety at the intersection for both vehicles and
pedestrians by clearly defining rights-of-way. Construction is expected to start by February 2019.
####
General Plan Element: Growth Management
Estimated Completion Date: December 2019
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$25,859
Encumbrances:$252,546
263 TRAFFIC IMPROVEMNT -MEASURE M 24,273 - - - - - $24,273
550 REIMBURSABLE CAPITAL PROJECTS -1,378 - - - - - ($1,378)
TOTAL 22,895 - - - - - $22,895
Chapman & James Left Turn Signal Mod.
291
OC & PT Various Improvements
30059Project
PUBLIC WORKSDepartment:
Program:5028 FACILITY MAINTENANCE
Project Description:
The 501(c)(3) non-profit, Orange Children and Parents Together (OCPT) has an agreement with the City to utilize facility
space at the El Modena Branch Library. As part of their agreement, the City utilizes OCPT funding to make various
improvements at the facility.
####
General Plan Element: Circulation & Mobility
Estimated Completion Date: Ongoing
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$81,521
Encumbrances:$0
150 O.C.P.T. BUILDING MAINTENANCE 43,760 - - - - - $43,760
TOTAL 43,760 - - - - - $43,760
OC & PT Various Improvements
292
Glassell St. & Meats Ave. Left Turn Mod.
30080Project
PUBLIC WORKSDepartment:
Program:5011 ENGINEERING
Project Description:
The project will provide for a protected left turn phase for the northbound and southbound approaches on Glassell Street
at Meats Avenue. The addition of a protected left turn is an effective countermeasure that will reduce the possibility of
crashes. The scope of work includes replacement of signal poles and gear, new conduit, wiring, battery back-up system,
loop detectors, ADA ramps, and restoration of existing improvements.
####
General Plan Element: Circulation & Mobility
Estimated Completion Date: December 2019
Environmental Status: Categorical Exemption / NEPA
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$31,238
Encumbrances:$2,357
550 REIMBURSABLE CAPITAL PROJECTS 215,705 - - - - - $215,705
TOTAL 215,705 - - - - - $215,705
Glassell St. & Meats Ave. Left Turn Mod.
293
Glassell St & Collins Ave Left Turn Mod
30081Project
PUBLIC WORKSDepartment:
Program:5011 ENGINEERING
Project Description:
The project will provide for a protected left turn phase for the northbound and southbound approaches on Glassell Street
at Collins Avenue. The addition of a protected left turn is an effective countermeasure that will reduce the possibility of
crashes. The scope of work includes replacement of signal poles and gear, new conduit, wiring, battery back-up system,
loop detectors, ADA ramps, and restoration of existing improvements.
####
General Plan Element: Circulation & Mobility
Estimated Completion Date: December 2019
Environmental Status: Categorical Exemption / NEPA
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$30,174
Encumbrances:$2,486
550 REIMBURSABLE CAPITAL PROJECTS 249,240 - - - - - $249,240
TOTAL 249,240 - - - - - $249,240
Glassell St & Collins Ave Left Turn Mod
294
Accessible Pedestrian Signals Instal.
30082Project
PUBLIC WORKSDepartment:
Program:5011 ENGINEERING
Project Description:
The project will provide for the upgrade of outdated Pedestrian Countdown Signals (PCS) at 33 intersections citywide.
These intersections are located at arterials with high traffic and pedestrian volumes. The current PCS has a flashing
hand which has relatively poor pedestrian comprehension. The PCS upgrade will replace the flashing hand with flashing
numbers that count down the time remaining in the pedestrian interval. This will improve pedestrian comprehension and
eliminate confusion with the flashing hand. The upgraded PCS will enhance the safety and security for pedestrians and
bicyclists. The project also includes painting of high visibility crosswalks and installation of battery back up at four
intersections.
####
General Plan Element: Circulation / Safety
Estimated Completion Date: December 2019
Environmental Status: Categorical Exemption / NEPA
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$15,800
Encumbrances:$0
550 REIMBURSABLE CAPITAL PROJECTS 162,200 - - - - - $162,200
TOTAL 162,200 - - - - - $162,200
Accessible Pedestrian Signals Instal.
295
Pedestrian Countdown Signals Citywide
30083Project
PUBLIC WORKSDepartment:
Program:5011 ENGINEERING
Project Description:
The project will provide for the upgrade of outdated Pedestrian Countdown Signals (PCS) at 33 intersections citywide.
These intersections are located at arterials with high traffic and pedestrian volumes. The current PCS has a flashing
hand which has relatively poor pedestrian comprehension. The PCS upgrade will replace the flashing hand with flashing
numbers that count down the time remaining in the pedestrian interval. This will improve pedestrian comprehension and
eliminate confusion with the flashing hand. The upgraded PCS will enhance the safety and security for pedestrians and
bicyclists. The project also includes painting of high visibility crosswalks and installation of battery back up at four
intersections.
####
General Plan Element: Circulation / Safety
Estimated Completion Date: June 2020
Environmental Status: Categorical Exemption / NEPA
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$9,899
Encumbrances:$0
550 REIMBURSABLE CAPITAL PROJECTS 340,701 - - - - - $340,701
TOTAL 340,701 - - - - - $340,701
Pedestrian Countdown Signals Citywide
296
Maple Street Neighborhood Rehabilitation
30103Project
PUBLIC WORKSDepartment:
Program:9645 CDBG PROJECTS
Project Description:
This project will rehabilitate the Maple Neighborhood. The project limits are Maple Avenue from Prospect Street to
Olympia Street, Olympia Way from Spring Street to Maple Avenue, Vine Avenue from west end to Olympia Street,
Shasta Street from north end to Maple Avenue and Dunas Street from north end to Maple Avenue. The rehabilitation will
consist of removing and reconstructing badly damaged pavement and cold planing and capping the roadway. Other
aspects of the project may include replacement of damaged sidewalk, curb & gutter, and construction of ADA compliant
ramps.
####
General Plan Element: Categorical Exemption
Estimated Completion Date: December 2019
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$2,722
Encumbrances:$0
310 COMMUNITY DEVELOPMENT BLOCK 304,886 - - - - - $304,886
TOTAL 304,886 - - - - - $304,886
Maple Street Neighborhood Rehabilitation
297
Sacramento St Neighborhood Phase 1
30104Project
PUBLIC WORKSDepartment:
Program:9645 CDBG PROJECTS
Project Description:
This project will rehabilitate the Sacramento Street Neighborhood. The project limits are from Sacramento Street westerly
to the end of the following cul-de-sacs Mount Vernon Avenue, Martha Avenue, Sycamore Avenue, Palm Avenue, and
Dana Avenue. The rehabilitation will consist of removing and reconstructing badly damaged pavement and cold planing,
and capping the roadway. Other aspects of the project may include replacement of damaged sidewalk, curb and gutter,
and construction of ADA compliant ramps.
####
General Plan Element: Categorical Exemption
Estimated Completion Date: December 2019
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$2,257
Encumbrances:$0
310 COMMUNITY DEVELOPMENT BLOCK 172,689 - - - - - $172,689
TOTAL 172,689 - - - - - $172,689
Sacramento St Neighborhood Phase 1
298
Palm Avenue Rehabilitation
30105Project
PUBLIC WORKSDepartment:
Program:9645 CDBG PROJECTS
Project Description:
This project will rehabilitate and widen Palm Avenue to its ultimate condition. The project limits are Palm Ave from Milford
St to Handy St. The rehabilitation will consist of removing and reconstructing badly damaged pavement and cold planing,
and capping the roadway. Other aspects of the project may include replacement of damaged sidewalk, curb & gutter, and
construction of ADA compliant ramps.
####
General Plan Element: Categorical Exemption
Estimated Completion Date: December 2019
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$3,156
Encumbrances:$0
310 COMMUNITY DEVELOPMENT BLOCK 137,604 - - - - - $137,604
TOTAL 137,604 - - - - - $137,604
Palm Avenue Rehabilitation
299
Glassell & Palmyra Signal Install
30115Project
PUBLIC WORKSDepartment:
Program:5032 TRAFFIC OPERATIONS
Project Description:
The project will provide for the installation of a traffic signal at the intersection of Glassell Street and Palmyra Avenue.
The signalization of the intersection is an effective countermeasure that can reduce the possibility of crashes. The scope
of work includes installation of signal poles, controller and cabinet, CCTV camera, new conduit, signal wiring, loop
detectors, ADA ramps, wireless antenna, dual meter service, emergency vehicle preemption, and audible pedestrian
push buttons.
####
General Plan Element: Circulation & Mobility
Estimated Completion Date: December 2023
Environmental Status: Categorical Exemption
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
550 REIMBURSABLE CAPITAL PROJECTS - - - 30,000 339,100 - $369,100
TOTAL - - - 30,000 339,100 - $369,100
Glassell & Palmyra Signal Install
300
Cambridge Storm Drain Impr Phs 3
30117Project
PUBLIC WORKSDepartment:
Program:5011 ENGINEERING
Project Description:
This project will remove and replace a portion of the existing deficient drainage system on Cambridge Street and extend
the system to its ultimate condition per the Master Plan of Drainage. The project limits are from Maple Avenue to
Oakmont Avenue on Cambridge Street. This project will also construct the storm drain laterals on Walnut Avenue, from
Cambridge Street to California Street, and Palm Avenue, from Cambridge Street to Maplewood Avenue. The proposed
improvements will reduce localized flooding and contain the 100-year storm event within the street right of way. The City
will be seeking funding for the project via the Hazard Mitigation Grant Program DR-4344.
####
General Plan Element: Infrastructure
Estimated Completion Date: May 2022
Environmental Status: MND
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
500 CAPITAL PROJECTS - 214,490 214,490 428,982 - - $857,962
550 REIMBURSABLE CAPITAL PROJECTS - 2,573,885 - - - - $2,573,885
TOTAL - 2,788,375 214,490 428,982 - - $3,431,847
Cambridge Storm Drain Impr Phs 3
301
Security Improvements
18101Project
WATERDepartment:
Program:8011 WATER PRODUCTION
Project Description:
This project provides funding to replace and construct Water Utility Security improvements at various water facilities as
identified in the Water System Vulnerability Assessment. The improvement areas include block walls, fencing,
surveillance cameras, etc.
####
General Plan Element: Safety/Infrastructure
Estimated Completion Date: Ongoing
Environmental Status: Exempt
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$603,857
Encumbrances:$41,568
600 WATER 31,478 25,000 25,000 25,000 25,000 25,000 $156,478
TOTAL 31,478 25,000 25,000 25,000 25,000 25,000 $156,478
Security Improvements
302
Meter Replacement Program
18102Project
WATERDepartment:
Program:8041 WATER DISTRIBUTION
Project Description:
This project provides for repair and/or replacement of water meters in the water system to reduce water loss and
accurately bill for water usage. As part of the on-going 15-year small meter replacement program, an average of 1,800
small meters are replaced per year. Additionally, this project allows for automated method of gathering meter reads,
consumption data, and other system information that will benefit water operations and customers.
####
General Plan Element: Natural Resources/Infra
Estimated Completion Date: Ongoing
Environmental Status: Exempt
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$528,886
Encumbrances:$9,482
600 WATER 66,763 100,000 100,000 100,000 100,000 100,000 $566,763
TOTAL 66,763 100,000 100,000 100,000 100,000 100,000 $566,763
Meter Replacement Program
303
Well 28 Construction
18120Project
WATERDepartment:
Program:8011 WATER PRODUCTION
Project Description:
Well 28 is a proposed new 3,000 gallons per minute (GPM) groundwater production facility to be located at the northeast
corner of Maple Avenue and Lemon Street. The property was acquired through an exchange of lands between the City
and Chapman University. Well 28 will replace existing Wells 3 and 15. This project includes design, well drilling, pump
installation, electrical, storm drain, and a pocket park.
####
General Plan Element: Infrastructure
Estimated Completion Date: October 2021
Environmental Status: Mitigated Negative Declaration
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$9,500
Encumbrances:$0
600 WATER 490,500 1,500,000 1,500,000 - - - $3,490,500
TOTAL 490,500 1,500,000 1,500,000 - - - $3,490,500
Well 28 Construction
304
Well Rehabilitation
18214Project
WATERDepartment:
Program:8011 WATER PRODUCTION
Project Description:
This project provides for on-going inspection, repair, and refurbishment of 12 existing water wells.
####
General Plan Element: Natural Resources/Infra.
Estimated Completion Date: Ongoing
Environmental Status: Exempt
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$1,701,996
Encumbrances:$78,331
600 WATER 150,000 100,000 125,000 150,000 150,000 150,000 $825,000
TOTAL 150,000 100,000 125,000 150,000 150,000 150,000 $825,000
Well Rehabilitation
305
Lower Serrano Pump Station
18225Project
WATERDepartment:
Program:8011 WATER PRODUCTION
Project Description:
This project includes the design and construction to complete the 100-horsepower pressure pump station in northeast
Orange. This pump station will move water from Zone 3 to Zone 4.
####
General Plan Element: Infrastructure/Econ Dev
Estimated Completion Date: July 2023
Environmental Status: Developer EIR
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$63,700
Encumbrances:$0
600 WATER 29,772 - - 500,000 1,000,000 - $1,529,772
TOTAL 29,772 - - 500,000 1,000,000 - $1,529,772
Lower Serrano Pump Station
306
Exterior Cathodic Protection Systems
18301Project
WATERDepartment:
Program:8041 WATER DISTRIBUTION
Project Description:
This project provides for ongoing inspection, repair, and replacement of interior and exterior cathodic protection systems
for steel water tanks in the water system. Each of the steel tanks relies on a functioning cathodic protection system for
corrosion protection.
####
General Plan Element: Natural Resources/Safety
Estimated Completion Date: Ongoing
Environmental Status: Exempt
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$233,961
Encumbrances:$0
600 WATER 285,039 - - - 50,000 50,000 $385,039
TOTAL 285,039 - - - 50,000 50,000 $385,039
Exterior Cathodic Protection Systems
307
Reservoir Recoating
18302Project
WATERDepartment:
Program:8041 WATER DISTRIBUTION
Project Description:
This project is part of a long-term reservoir maintenance program that provides for the repair and replacement of interior
protective coatings for all 15 steel reservoirs in the water system.
####
General Plan Element: Natural Resources/Safety
Estimated Completion Date: Ongoing
Environmental Status: Exempt
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$1,343,082
Encumbrances:$0
600 WATER 87,459 - - 900,000 - - $987,459
TOTAL 87,459 - - 900,000 - - $987,459
Reservoir Recoating
308
Reservoir 3A
18315Project
WATERDepartment:
Program:8041 WATER DISTRIBUTION
Project Description:
This project provides for the design and construction of a 1 million gallon steel water tank at a site directly adjacent to
existing Reservoir 3. This tank will provide additional storage for existing residential needs and fire protection for Zone 3
in northeast Orange.
####
General Plan Element: Land/Safety/Infrastruct
Estimated Completion Date: June 2030
Environmental Status: Mitigated Negative Declaration
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
600 WATER - - - - - 200,000 $200,000
TOTAL - - - - - 200,000 $200,000
Reservoir 3A
309
Resevoir 2A Site Remediation
18324Project
WATERDepartment:
Program:8011 WATER PRODUCTION
Project Description:
This project provides for design, specifications, cost estimates, and construction of site stabilization for the Reservoir 2A
site in the Vista Royale Tract, located in northwest Orange. This existing facility is being monitored for peripheral
movement. The proposed remediation includes installation of soldier piles and grade beams to minimize future
differential movement on site.
####
General Plan Element: Safety/Infrastructure
Estimated Completion Date: June 2021
Environmental Status: Negative Declaration
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$48,386
Encumbrances:$0
600 WATER 591,405 400,000 300,000 - - - $1,291,405
TOTAL 591,405 400,000 300,000 - - - $1,291,405
Resevoir 2A Site Remediation
310
Pipeline Renewal Projects
18400Project
WATERDepartment:
Program:8041 WATER DISTRIBUTION
Project Description:
This project provides for design and construction of water main line replacements for the City's water system. Two miles
of pipeline are targeted to be replaced annually due to increasing age, substandard sizing, corrosion, and/or high
maintenance.
####
General Plan Element: Infrastructure/Econ Dev
Estimated Completion Date: Ongoing
Environmental Status: Exempt
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$11,167,875
Encumbrances:$443,277
600 WATER 2,678,662 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 $10,178,662
TOTAL 2,678,662 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 $10,178,662
Pipeline Renewal Projects
311
Water Plant Telemetry - SCADA
18912Project
WATERDepartment:
Program:8011 WATER PRODUCTION
Project Description:
This project provides for the design and construction of an updated Supervisory Control and Data Acquisition (SCADA)
system. This computer-driven telemetry system allows for remote monitoring and control of all water source of supply,
pumping, storage, and flow control facilities.
####
General Plan Element: Safety/Infrastructure
Estimated Completion Date: Ongoing
Environmental Status: Not Applicable
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$212,604
Encumbrances:$609
600 WATER 1,793,162 - 50,000 50,000 50,000 50,000 $1,993,162
TOTAL 1,793,162 - 50,000 50,000 50,000 50,000 $1,993,162
Water Plant Telemetry - SCADA
312
Emergency Generators
18925Project
WATERDepartment:
Program:8011 WATER PRODUCTION
Project Description:
This project provides for the acquisition of one fixed 480-volt three-phase emergency generator to be used to supply
emergency electricity to water pumping facilities during power outages. Locations vary throughout water facilities.
####
General Plan Element: Safety/Infrastructure
Estimated Completion Date: Ongoing
Environmental Status: Exempt
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$572,471
Encumbrances:$0
600 WATER 176,090 - - - 200,000 - $376,090
TOTAL 176,090 - - - 200,000 - $376,090
Emergency Generators
313
Water Master Plan Study
20089Project
WATERDepartment:
Program:8011 WATER PRODUCTION
Project Description:
This project provides for the development of a new/updated Water Master Plan and new/updated Water Model, which
include an updated professional report addressing required water system needs and operations in conjunction with
current industry standards and governmental regulations.
####
General Plan Element: Infrastructure
Estimated Completion Date: June 2020
Environmental Status: Exempt
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$1,100,000
Encumbrances:$0
600 WATER 300,000 - - - - - $300,000
TOTAL 300,000 - - - - - $300,000
Water Master Plan Study
314
Well 29 Construction
20312Project
WATERDepartment:
Program:8011 WATER PRODUCTION
Project Description:
Well 29 is a proposed new 3,000 gallons per minute groundwater production facility to be located at the City's
Corporation Yard. This project includes design, well drilling, pump installation, electrical, storm drain, piping connection,
and an emergency power generator.
####
General Plan Element: Infra/Land Use/Econ Dev.
Estimated Completion Date: June 2025
Environmental Status: Mitigated Negative Declaration
Fund Description Total23-2422-2321-2220-2119-20Carryover
Life-to-Date Expenditure:$0
Encumbrances:$0
600 WATER - - - 350,000 500,000 1,500,000 $2,350,000
TOTAL - - - 350,000 500,000 1,500,000 $2,350,000
Well 29 Construction
315
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316
2019-20 2020-21 2021-22 2022-23 2023-24
Estimated Beginning Fund Balance 531,474 990,616 1,372,690 1,850,380 2,337,624
Estimated Revenue for the Fiscal Year 1,026,471 1,047,000 1,067,940 1,089,299 1,111,085
Estimated Total Funds Available 1,557,945 2,037,616 2,440,630 2,939,679 3,448,709
Maintenance and Operations 567,329 578,676 590,250 602,055 614,096
Estimated Funds Available for CIP Projects 990,616 1,458,940 1,850,380 2,337,624 2,834,613
Projects:
20105--Auto Pulse Replacement - 86,250 - - -
Total Projects 0 86,250 0 0 0
Estimated Ending Fund Balance 990,616 1,372,690 1,850,380 2,337,624 2,834,613
Fund 120 - Proposition 172
317
2019-20 2020-21 2021-22 2022-23 2023-24
Estimated Beginning Fund Balance 2,683,682 2,998,378 3,437,577 4,106,044 4,721,945
Estimated Revenue for the Fiscal Year 5,867,791 6,043,825 6,225,139 6,225,139 6,225,139
Estimated Total Funds Available 8,551,473 9,042,203 9,662,716 10,331,184 10,947,084
Maintenance and Operations 5,153,095 5,204,626 5,256,672 5,309,239 5,362,331
Estimated Funds Available for CIP Projects 3,398,378 3,837,577 4,406,044 5,021,945 5,584,753
Projects:
15509--Sewer Cleaning and Video 300,000 300,000 300,000 300,000 300,000
20285--Asset & Work Order Management System 100,000 100,000 - - -
Total Projects 400,000 400,000 300,000 300,000 300,000
Estimated Ending Fund Balance 2,998,378 3,437,577 4,106,044 4,721,945 5,284,753
Fund 220 - Sanitation & Sewer
318
2019-20 2020-21 2021-22 2022-23 2023-24
Estimated Beginning Fund Balance 34,325 20,447 74,100 128,289 183,019
Estimated Revenue for the Fiscal Year 184,972 186,822 188,690 190,577 192,483
Estimated Total Funds Available 219,297 207,269 262,790 318,865 375,502
Maintenance and Operations 131,850 133,169 134,501 135,846 137,204
Estimated Funds Available for CIP Projects 87,447 74,100 128,289 183,019 238,298
Projects:
19999--Motor Vehicle Replacements 67,000 - - - -
Total Projects 67,000 - - - -
Estimated Ending Fund Balance 20,447 74,100 128,289 183,019 238,298
Fund 245 - AQMD
319
2019-20 2020-21 2021-22 2022-23 2023-24
Estimated Beginning Fund Balance 613,634 1,100,242 483,683 84,991 (424,774)
Estimated Revenue for the Fiscal Year 3,184,625 3,248,318 3,313,284 3,379,550 3,447,141
Estimated Total Funds Available 3,798,259 4,348,560 3,796,966 3,464,541 3,022,366
Maintenance and Operations 593,017 604,877 616,975 629,315 641,901
Estimated Funds Available for CIP Projects 3,205,242 3,743,683 3,179,991 2,835,226 2,380,465
Projects:
13115--Pavement Management Program Survey - 70,000 - 70,000 -
13120--Pavement Management Program 2,000,000 3,000,000 3,000,000 3,000,000 3,000,000
16302--Minor Traffic Control Devices 50,000 50,000 50,000 50,000 50,000
16304--Biennial City Traffic Signal Coordination - 95,000 - 95,000 -
16469--Traffic Signal Equipment Painting 45,000 45,000 45,000 45,000 45,000
20418--Old Town Sidewalk Replacement Std. 10,000 - - - -
Total Projects 2,105,000 3,260,000 3,095,000 3,260,000 3,095,000
Estimated Ending Fund Balance 1,100,242 483,683 84,991 (424,774) (714,535)
Fund 263 - Measure M2
320
2019-20 2020-21 2021-22 2022-23 2023-24
Estimated Beginning Fund Balance 516,813 14,810 (712,833) (1,434,888) (2,151,244)
Estimated Revenue for the Fiscal Year 465,815 473,871 482,089 490,471 499,020
Estimated Total Funds Available 982,628 488,681 (230,744) (944,417) (1,652,225)
Maintenance and Operations 128,935 131,514 134,144 136,827 139,564
Estimated Funds Available for CIP Projects 853,693 357,167 (364,888) (1,081,244) (1,791,789)
Projects:
13120--Pavement Management Program 768,883 1,000,000 1,000,000 1,000,000 1,000,000
16305--Traffic Sig. Contr. & TMC Upgrades 70,000 70,000 70,000 70,000 70,000
Total Projects 838,883 1,070,000 1,070,000 1,070,000 1,070,000
Estimated Ending Fund Balance 14,810 (712,833) (1,434,888) (2,151,244) (2,861,789)
Fund 272 - Gas Tax 2105
321
2019-20 2020-21 2021-22 2022-23 2023-24
Estimated Beginning Fund Balance - - - - -
Estimated Revenue for the Fiscal Year 2,349,538 - - - -
Estimated Total Funds Available 2,349,538 - - - -
Maintenance and Operations - - - - -
Estimated Funds Available for CIP Projects 2,349,538 - - - -
Projects:
13120--Pavement Management Program 2,349,538 - - - -
Total Projects 2,349,538 - - - -
Estimated Ending Fund Balance - - - - -
Fund 274 - Road Maintenance and Rehabilitation Account (RMRA)
322
2019-20 2020-21 2021-22 2022-23 2023-24
Estimated Beginning Fund Balance 2,231,973 127,654 229,148 360,642 632,136
Estimated Revenue for the Fiscal Year ** 271,494 271,494 271,494 271,494 271,494
Estimated Funds Available for CIP Projects 2,503,467 399,148 500,642 632,136 903,630
Maintenance and Operations 18,313 18,679 19,053 19,434 19,823
Estimated Funds Available for CIP Projects 2,485,154 380,469 481,589 612,702 883,807
Projects:
13034--Meats Ave & SR 55 Interchange Study 325,000 - - - -
20353--Chapman & Grand Left Turn Signal Mod. 450,000 - - - -
20354--Chapman & Cambridge Left Turn Signal 425,000 - - - -
20378--Katella/Batavia Signal Network Ext. - - 140,000 - -
20379--Batavia Street/Taft Signal Network Ext. - 170,000 - - -
20380--Glassell Street Signal Network Ext. 130,000 - - - -
20382--Katella Ave. Signal Network Ext. 790,000 - - - -
30025--Tustin/Meats Intersection Right Turn 237,500 - - - -
Total Projects 2,357,500 170,000 140,000 - -
Estimated Ending Fund Balance 127,654 229,148 360,642 632,136 903,630
Fund 284 - TSIP Area "B"
323
2019-20 2020-21 2021-22 2022-23 2023-24
Estimated Beginning Fund Balance 399,974 301,393 202,812 104,231 5,650
Estimated Revenue for the Fiscal Year 917,835 917,835 917,835 917,835 917,835
Estimated Total Funds Available 1,317,809 1,219,228 1,120,647 1,022,066 923,485
Maintenance and Operations 916,416 916,416 916,416 916,416 916,416
Estimated Funds Available for CIP Projects 401,393 302,812 204,231 105,650 7,069
Projects:
20255--Santiago Hills LAD - General Renovations 100,000 100,000 100,000 100,000 100,000
Total Projects 100,000 100,000 100,000 100,000 100,000
Estimated Ending Fund Balance 301,393 202,812 104,231 5,650 (92,931)
Fund 291 - Landscape District Funds
324
2019-20 2020-21 2021-22 2022-23 2023-24
Estimated Beginning Fund Balance 266,114 25,875 25,875 25,875 25,875
Estimated Revenue for the Fiscal Year 93,561 93,561 93,561 93,561 93,561
Estimated Total Funds Available 359,675 119,436 119,436 119,436 119,436
Maintenance and Operations 130,800 93,561 93,561 93,561 93,561
Estimated Funds Available for CIP Projects 228,875 25,875 25,875 25,875 25,875
Projects:
20402--Del Rio Bridge Renovation 203,000 - - - -
Total Projects 203,000 - - - -
Estimated Ending Fund Balance 25,875 25,875 25,875 25,875 25,875
Fund 294 - Del Rio Landscape Mainenance District
325
2019-20 2020-21 2021-22 2022-23 2023-24
Estimated Beginning Fund Balance - - - - -
Estimated Revenue for the Fiscal Year 1,400,635 250,000 250,000 250,000 250,000
Estimated Total Funds Available 1,400,635 250,000 250,000 250,000 250,000
Maintenance and Operations 431,403 - - - -
Estimated Funds Available for CIP Projects 969,232 250,000 250,000 250,000 250,000
Projects:
11328--ADA Improvements - Access Ramps 250,000 250,000 250,000 250,000 250,000
20407--Shaffer Street Rehabilitation 96,232 - - - -
20409--Olive Street Rehabilitation 99,000 - - - -
20410--Clinton Street Rehabilitation 172,000 - - - -
20411--Sacramento St Neighborhood Phase 2 272,000 - - - -
30122--Sr. Center Flooring & Ducting Improv. 80,000 - - - -
Total Projects 969,232 250,000 250,000 250,000 250,000
Estimated Ending Fund Balance - - - - -
Fund 310 - Community Development Block Grant
326
2019-20 2020-21 2021-22 2022-23 2023-24
Estimated Beginning Fund Balance - - - - -
Estimated Revenue for the Fiscal Year 440,172
Estimated Total Funds Available 440,172.00 - - - -
Maintenance and Operations 43,089 - - - -
Estimated Funds Available for CIP Projects 397,083 - - - -
Projects:
11210--HOME CHDO Allocation 64,633 - - - -
11250--HOME Developer Projects 323,169 - - - -
Total Projects 387,802 - - - -
Estimated Ending Fund Balance 9,281 - - - -
Fund 317 - H.O.M.E.
327
2019-20 2020-21 2021-22 2022-23 2023-24
Estimated Beginning Fund Balance 2,292,544 2,053,647 1,948,647 1,948,647 1,948,647
Estimated Revenue for the Fiscal Year 126,681 - - - -
Estimated Total Funds Available 2,419,225 2,053,647 1,948,647 1,948,647 1,948,647
Maintenance and Operations 260,578 - - - -
Estimated Funds Available for CIP Projects 2,158,647 2,053,647 1,948,647 1,948,647 1,948,647
Projects:
20335--Police Vehicle Mobile Data Comp Sys. 105,000 105,000 - - -
Total Projects 105,000 105,000 - - -
Estimated Ending Fund Balance 2,053,647 1,948,647 1,948,647 1,948,647 1,948,647
Fund 355 - Asset Seizure - Federal
328
2019-20 2020-21 2021-22 2022-23 2023-24
Estimated Beginning Fund Balance 9,988,746 8,831,724 8,052,234 6,780,254 6,215,254
Transfers In - - - - -
Transfer Out 350,000 350,000 350,000 350,000 350,000
Estimated Total Funds Available 9,638,746 8,481,724 7,702,234 6,430,254 5,865,254
Maintenance and Operations 300,000 300,000 300,000 300,000 300,000
Estimated Funds Available for CIP Projects 9,338,746 8,181,724 7,402,234 6,130,254 5,565,254
Projects:
12506--Body Armor - - - - 55,862
14997--Municipal Parking Lot Maint. - 20,000 20,000 20,000 20,000
16302--Minor Traffic Control Devices 75,000 75,000 75,000 75,000 75,000
17061--Old Towne Street Lighting - - 277,998 - -
20325--Santiago Creek Multipurpose Trail Ext. 97,532 - - - -
20374--Street Light Pole Replacement Prgm. 120,000 120,000 120,000 120,000 120,000
30117--Cambridge Storm Drain Impr Phase 3 214,490 214,490 428,982 - -
Total Projects 507,022 429,490 921,980 215,000 270,862
Estimated Ending Fund Balance 8,831,724 8,052,234 6,780,254 6,215,254 5,594,392
Fund 500 - Capital Projects
329
2019-20 2020-21 2021-22 2022-23 2023-24
Estimated Beginning Fund Balance 9,988,746 8,831,724 8,052,234 6,780,254 6,215,254
Transfers In - - - - -
Transfer Out 350,000 350,000 350,000 350,000 350,000
Estimated Total Funds Available 9,638,746 8,481,724 7,702,234 6,430,254 5,865,254
Maintenance and Operations 300,000 300,000 300,000 300,000 300,000
Estimated Funds Available for CIP Projects 9,338,746 8,181,724 7,402,234 6,130,254 5,565,254
Projects:
12506--Body Armor - - - - 55,862
14997--Municipal Parking Lot Maint. - 20,000 20,000 20,000 20,000
16302--Minor Traffic Control Devices 75,000 75,000 75,000 75,000 75,000
17061--Old Towne Street Lighting - - 277,998 - -
20325--Santiago Creek Multipurpose Trail Ext. 97,532 - - - -
20374--Street Light Pole Replacement Prgm. 120,000 120,000 120,000 120,000 120,000
30117--Cambridge Storm Drain Impr Phase 3 214,490 214,490 428,982 - -
Total Projects 507,022 429,490 921,980 215,000 270,862
Estimated Ending Fund Balance 8,831,724 8,052,234 6,780,254 6,215,254 5,594,392
Fund 500 - Capital Projects
330
2019-20 2020-21 2021-22 2022-23 2023-24
Estimated Beginning Fund Balance 3,017,664 9,027,246 9,155,246 7,874,794 7,807,294
Estimated Revenue for the Fiscal Year 7,909,082 190,000 190,000 190,000 190,000
Estimated Total Funds Available 10,926,746 9,217,246 9,345,246 8,064,794 7,997,294
Projects:
20059--Tot Lot Shade Sails 203,000 - 203,000 - -
20266--Park Video Surveillance and Security 83,000 - - - -
20313--Hart Park Irrigation Replacement - - - 257,500 257,500
20315--Hart Park Pickleball and Fitness Circuit - - 1,267,452 - -
20316--Hart Park Bleacher Replacement 152,000 - - - -
20320--Cemetery Ridge Trail Road Improvement 1,500 - - - -
20321--Grijalva Park Master Plan Update 100,000 - - - -
20347--Enterprise Access System 5,000 - - - -
20369--Sports Venter at Grijalva Gym Floor Repl. - - - - 202,000
20370--Handy Park Maintenance Renovation 1,200,000 - - - -
20401--El Camino Tennis Court Lighting Improv. - 62,000 - - -
30047--CalSense Installation at Various Parks 1,500 - - - -
30053--Parking Lot Pavement Rehab. 152,000 - - - -
30054--Park Electric Panel Replacement 1,500 - - - -
Total Projects 1,899,500 62,000 1,470,452 257,500 459,500
Estimated Ending Fund Balance 9,027,246 9,155,246 7,874,794 7,807,294 7,537,794
Fund 510 - Park Acquisition
331
2019-20 2020-21 2021-22 2022-23 2023-24
Estimated Beginning Fund Balance* 175,368 299,559 290,059 307,059 324,059
Estimated Revenue for the Fiscal Year** 124,191 17,000 17,000 17,000 17,000
Estimated Total Funds Available 299,559 316,559 307,059 324,059 341,059
Projects:
30041--HVAC Control Systems - 26,500 - - -
Total Projects - 26,500 - - -
Estimated Ending Fund Balance 299,559 290,059 307,059 324,059 341,059
Fund 511 - Park Acquisition Infill
332
2019-20 2020-21 2021-22 2022-23 2023-24
Estimated Beginning Fund Balance* 363,251 0 (160,915) (70,049) 22,635
Estimated Revenue for the Fiscal Year 87,338 89,085 90,866 92,684 94,537
Estimated Total Funds Available 450,589 89,085 -70,049 22,635 117,172
Projects:
30048--El Modena Upper Restroom and Area Renov 250,000 250,000 - - -
Total Projects 250,000 250,000 - - -
Estimated Ending Fund Balance 200,589 (160,915) (70,049) 22,635 117,172
Fund 512 - El Modena
333
2019-20 2020-21 2021-22 2022-23 2023-24
Estimated Beginning Fund Balance* 363,251 200,589 39,674 130,540 223,224
Estimated Revenue for the Fiscal Year 87,338 89,085 90,866 92,684 94,537
Estimated Total Funds Available 450,589 289,674 130,540 223,224 317,761
Projects:
30048--El Modena Upper Restroom and Area Renov 250,000 250,000 - - -
Total Projects 250,000 250,000 - - -
Estimated Ending Fund Balance 200,589 39,674 130,540 223,224 317,761
Fund 512 - El Modena
334
2019-20 2020-21 2021-22 2022-23 2023-24
Estimated Beginning Fund Balance 1,875,481 2,051,406 2,092,609 2,201,048 2,309,486
Estimated Revenue for the Fiscal Year 2,175,925 2,241,203 2,308,439 2,308,439 2,308,439
Estimated Total Funds Available 4,051,406 4,292,609 4,401,048 4,509,486 4,617,925
Projects:
15508--Sewer Line Replacement/Maintenance 2,000,000 2,200,000 2,200,000 2,200,000 2,200,000
Total Projects 2,000,000 2,200,000 2,200,000 2,200,000 2,200,000
Estimated Ending Fund Balance 2,051,406 2,092,609 2,201,048 2,309,486 2,417,925
Fund 520 - Sewer Construction
335
2019-20 2020-21 2021-22 2022-23 2023-24
Estimated Beginning Fund Balance 286,331 32,251 (8,322) 1,105 10,532
Estimated Revenue for the Fiscal Year 9,427 9,427 9,427 9,427 9,427
Estimated Total Funds Available 295,758 41,678 1,105 10,532 19,959
Maintenance and Operations 13,507 13,912 14,330 14,759 15,202
Estimated Funds Available for CIP Projects 282,251 27,766 (13,225) (4,227) 4,757
Projects:
14997--Municipal Parking Lot Maintenance 250,000 50,000 - - -
Total Projects 250,000 50,000 - - -
Estimated Ending Fund Balance 32,251 (8,322) 1,105 10,532 19,959
Fund 540 - Old Towne Parking Facility
336
2019-20 2020-21 2021-22 2022-23 2023-24
Estimated Beginning Fund Balance - - - - -
Estimated Revenue for the Fiscal Year 4,555,281 1,687,750 30,000 414,100 750,000
Estimated Total Funds Available 4,555,281 1,687,750 30,000 414,100 750,000.00
Projects:
13120--Pavement Management Program 80,000 - - - -
13816--Bridge Maintenance 723,102 - - - -
20315--Hart Park Pickleball and Fitness Circuit - 1,687,750 - - -
20325--Santiago Creek Multipurpose Trail Ext. 345,794 - - - -
20377--Katella & Struck Signal Mod. 120,000 - - - -
30019--Santiago Canyon Road Multi-purpose Trail - - - 75,000 750,000
30025--Tustin/Meats Intersection Right Turn 712,500 - - - -
30115--Glassell & Palmyra Signal Installation - - 30,000 339,100 -
30117--Cambridge Storm Drain Impr Phase 3 2,573,885 - - - -
Total Projects 4,555,281 1,687,750 30,000 414,100 750,000
Estimated Ending Fund Balance - - - - -
Fund 550 - Reimbursable Capital Projects
337
2019-20 2020-21 2021-22 2022-23 2023-24
Estimated Beginning Fund Balance 1,356,150 800,427.00 (362,473) (430,665) (716,265)
Estimated Revenue for the Fiscal Year** 629,277 88,000 88,000 88,000 88,000
Estimated Total Funds Available 1,985,427 888,427 (274,473) (342,665) (628,265)
Maintenance and Operations - - - - -
Estimated Funds Available for CIP Projects 1,985,427 888,427 (274,473) (342,665) (628,265)
Projects:
12406--Opticom Traffic Preemption 35,000 35,000 35,000 35,000 35,000
12955--Mobile Data Computers 110,000 - - 119,900 -
20104--SCBA Retrofit and Replacement 950,000
20124--Turnout Replacement & NFPA 1851 Maint.- - 96,192 85,000 90,000
20169--EMD-DUODOTE Auto Injectors - 30,500 - 30,500 -
20171--EPCR Replacement Program - 58,200 - 58,200 58,200
20334--Fire Station Maintenance 25,000 - 25,000 - 25,000
20347--Enterprise Access System 5,000 - - - -
20384--Vehicle Extrication Rescue Tool Repl. 60,000 - - - 60,000
20393--Defibrilator, AED and Battery Replacement - 1,087,200 - - -
30032--Wellness Exercise Equipment Replacement - 40,000 - 45,000 -
Total Projects 1,185,000 1,250,900 156,192 373,600 268,200
Estimated Ending Fund Balance 800,427.00 (362,473) (430,665) (716,265) (896,465)
Fund 560 - Fire Facilities Fees
338
2019-20 2020-21 2021-22 2022-23 2023-24
Estimated Beginning Fund Balance 357,648 564,509 575,509 586,509 597,509
Estimated Revenue for the Fiscal Year 320,661 11,000 11,000 11,000 11,000
Estimated Total Funds Available 678,309 575,509 586,509 597,509 608,509
Maintenance and Operations 20,000 - - - -
Estimated Funds Available for CIP Projects 658,309 575,509 586,509 597,509 608,509
Projects:
19809--City Facility Improvements 88,800 - - - -
20347--Enterprise Access System 5,000 - - - -
Total Projects 93,800 - - - -
Estimated Ending Fund Balance 564,509 575,509 586,509 597,509 608,509
Fund 570 - Police Facilities Fees
339
2019-20 2020-21 2021-22 2022-23 2023-24
Estimated Beginning Fund Balance 349,703 624,507 293,507 242,507 251,507
Estimated Revenue for the Fiscal Year** 551,004 9,000 9,000 9,000 9,000
Estimated Total Funds Available 900,707 633,507 302,507 251,507 260,507
Projects:
20241--RFID Self-Service Add-El Modena & Taft Lib.81,200 - - - -
20347--Enterprise Access System 5,000 - - - -
20358--Capeting 60,000 240,000 60,000 - -
20404--Pay for Print Self-Service Additions - 25,000 - - -
20405--Homework Center Refresh 10,000 - - - -
30055--Painting 120,000 75,000 - - -
Total Projects 276,200 340,000 60,000 - -
Estimated Ending Fund Balance 624,507 293,507 242,507 251,507 260,507
Fund 573 - Library Facilities Fees
340
2019-20 2020-21 2021-22 2022-23 2023-24
Estimated Beginning Fund Balance 5,077,926 3,145,898 2,766,644 3,693,551 3,918,576
Estimated Revenue for the Fiscal Year* 35,946,353 37,726,755 39,596,036 39,596,036 39,596,036
Estimated Total Funds Available 41,024,279 40,872,653 42,362,680 43,289,588 43,514,612
Maintenance and Operations ** 33,731,381 34,406,009 35,094,129 35,796,012 36,511,932
Estimated Funds Available for CIP Projects 7,292,898 6,466,644 7,268,551 7,493,576 7,002,680
Projects:
18101--Security Improvements 25,000 25,000 25,000 25,000 25,000
18102--Meter Replacement Program 100,000 100,000 100,000 100,000 100,000
18120--Well 28 Construction 1,500,000 1,500,000 - - -
18214--Well Rehabilitation 100,000 125,000 150,000 150,000 150,000
18225--Lower Serrano Pump Station - - 500,000 1,000,000 -
18301--Exterior Cathodic Protection Systems - - - 50,000 50,000
18302--Reservoir Recoating - - 900,000 - -
18315--Reservoir 3A - - - - 200,000
18324--Reservoir 2A Site Remediation 400,000 300,000 - - -
18400--Pipeline Renewal Projects 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000
18912--Water Plant Telemetry - SCADA - 50,000 50,000 50,000 50,000
18925--Emergency Generators - - - 200,000 -
19999--Motor Vehicle Replacements 422,000 - - - -
20285--Asset & Work Order Management System 100,000 100,000 - - -
20312--Well 29 Construction - - 350,000 500,000 1,500,000
Total Projects 4,147,000 3,700,000 3,575,000 3,575,000 3,575,000
Estimated Ending Fund Balance 3,145,898 2,766,644 3,693,551 3,918,576 3,427,680
Fund 600 - Water Operating and Capital Projects
341
2019-20 2020-21 2021-22 2022-23 2023-24
Estimated Beginning Fund Balance 5,229,850 3,175,822 3,290,822 3,290,822 3,290,822
Transfers in 674,999 115,000 - - -
Estimated Total Funds Available 5,904,849 3,290,822 3,290,822 3,290,822 3,290,822
Maintenance and Operations 190,027 - - - -
Estimated Funds Available for CIP Projects 5,714,822 3,290,822 3,290,822 3,290,822 3,290,822
Projects:
19999--Motor Vehicle Replacements 2,539,000 - - - -
Total Projects 2,539,000 - - - -
Estimated Ending Fund Balance 3,175,822 3,290,822 3,290,822 3,290,822 3,290,822
Fund 720 - Equipment Replacement
342
2019-20 2020-21 2021-22 2022-23 2023-24
Estimated Beginning Fund Balance 58,927 57,083 72,083 72,083 72,083
Transfers in 350,000 115,000 115,000 115,000 115,000
Estimated Total Funds Available 408,927 172,083 187,083 187,083 187,083
Maintenance and Operations 1,844 - - - -
Estimated Funds Available for CIP Projects 407,083 172,083 187,083 187,083 187,083
Projects:
19809--City Facility Improvements 100,000 100,000 100,000 100,000 100,000
19826--Police HQ Exterior Wall Sealing - - 15,000 15,000 15,000
20408--Front Counter Remodel (PW & CD) 250,000 - - - -
Total Projects 350,000 100,000 115,000 115,000 115,000
Estimated Ending Fund Balance 57,083 72,083 72,083 72,083 72,083
Fund 725 - Major Building Improvements
343
2019-20 2020-21 2021-22 2022-23 2023-24
Estimated Beginning Fund Balance 1,026,205 944,551 801,857 728,409 364,292
Allocation for the Fiscal Year 0 0 0 0 0
Transfers In 1,030,301 500,000 550,000 400,000 650,000
Estimated Total Funds Available 2,056,506 1,444,551 1,351,857 1,128,409 1,014,292
Maintenance and Operations 36,955 37,694 38,448 39,217 40,001
Estimated Funds Available for CIP Projects 2,019,551 1,406,857 1,313,409 1,089,192 974,291
Projects:
12955--Mobile Data Computers 110,000 - - 119,900 -
20272--GIS Local Gov't information Model Migration 80,000 30,000 30,000 - -
20278--Server Refreshes/Memory Expansion 40,000 20,000 50,000 70,000 20,000
20279--SharePoint Implementation - 10,000 10,000 10,000 -
20281--IT System Improvements 75,000 75,000 75,000 75,000 75,000
20282--Desktop PC Replacements 40,000 200,000 200,000 200,000 200,000
20284--LaserFiche RIO Upgrade 170,000 - - - -
20285--Asset & Work Order Management System 50,000 50,000 - - -
20337--Police Vehicle Mobile Audio & Video Sys 150,000 - - - -
20338--Strategic Plan Update - - - 30,000 -
20339--Network Refresh 20,000 20,000 20,000 20,000 20,000
20342--Conference Room Audio/Video 35,000 - - - -
20389--IP-Based Keyboard Video Mouse 20,000 - - - -
20391--Financial System Replacement 200,000 200,000 200,000 200,000 200,000
20413--UPS Replacements 30,000 - - - -
20415--Corp Yard Surveillance and Intercom 15,000 - - - -
20416--Agenda Management 40,000 - - - -
Total Projects 1,075,000 605,000 585,000 724,900 515,000
Estimated Ending Fund Balance 944,551 801,857 728,409 364,292 459,291
Fund 790 - Computer Replacement
344
2019-20 2020-21 2021-22 2022-23 2023-24
Estimated Beginning Fund Balance 1,692,931 318,191 474,100 630,009 785,918
Transfers In 430,000
Estimated Revenue for the Fiscal Year 145,260 155,909 155,909 155,909 155,909
Estimated Funds Available for CIP Projects 2,268,191 474,100 630,009 785,918 941,827
Projects:
20400--Fire Station 1 1,950,000 - - - -
Total Projects 1,950,000 - - - -
Estimated Ending Fund Balance 318,191 474,100 630,009 785,918 941,827
Fund 954 - City Tfr: Merged 2008 Tax Exempt Bond
345
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346
Planning Commission May 6, 2019
1
3. NEW COMMISSION BUSINESS:
3.1 GENERAL PLAN CONFORMANCE FINDING FOR FY 2019-2020 through
2023-2024 FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
The Capital Improvement Program (CIP) serves as a single comprehensive plan of
proposed capital improvement projects for the budget year FY 2019-2020 and the four
years thereafter. In accordance with State law, the City must determine that the CIP is
consistent with the General Plan.
NOTE: Staff has reviewed the list of projects identified in the CIP and determined that a number
of projects will likely involve the need for preparation of environmental documentation
in accordance with the California Environmental Quality Act (CEQA). Appropriate
CEQA documents will be prepared after a specific project scope is defined but prior to
City Council approval of construction contracts.
RECOMMENDED ACTION:
Find that the projects identified within the proposed five-year Capital Improvement
Program are consistent with the City’s General Plan.
Chad Ortlieb, Senior Planner provided an overview of the five-year Capital Improvement Program
consistent with the staff report. He noted that CIP projects will be taken forward to City Council
concurrent with the budget and that individual projects will be assessed by Council at the time they
are ready to move forward.
Commissioner Simpson asked about whether a project needed to be in the CIP in order for the City
to pursue grant funding.
A motion was made finding that the projects identified within the proposed five-year Capital
Improvement Program are consistent with the City’s General Plan.
MOTION: Commissioner Simpson
SECOND: Commissioner Willits
AYES: Commissioners Glasgow, Willits, Simpson, Vazquez and Martinez
NOES: None
ABSENT: None
ABSTAIN: None
MOTION CARRIED.
347
Project
#Project Name General Plan Element Goal Policy Implementation
Program(s)
Environmental
Review
11210 HOME CHDO Allocation Land Use 1 1.3 N/A Not Applicable
Housing 2 4, 5, 7, 8, 11
Growth Management 1, 2 1.8, 2.3, 2.4
Economic Development 3, 7 3.4, 7.2
11250 HOME Developer Projects Land Use 1 1.3 I-7 Not Applicable
Housing 2 4, 5, 7, 8, 11, 14
Growth Management 1, 2 1.8, 2.3, 2.4
Economic Development 3, 7 3.4, 7.2
11328 ADA Improvements - Access Ramps Circulation & Mobility 4, 6 4.7, 6.2 II-4 Categorical Exemption
Public Safety 9 9.3
12406 Opticom Traffic Preemption Public Safety 6 6.3 I-10, II-1 Categorical Exemption
12506 Body Armor Public Safety 3, 6 3.8, 6.3 III-8 Not Applicable
12540 Thermal Image Cameras Public Safety 3, 6 3.8, 6.3 III-8 Not Applicable
12955 Mobile Data Computers Public Safety 6 6.3 III-8 Not Applicable
12982 Corporation Yard Renovation Public Safety 6, 7 6.1 II-1 ND
Infrastructure 1 1.4
13034 Meats Avenue and SR 55 Interchange Study Circulation & Mobility 2 2.3 I-10, I-11, V-5, V-6 Not Applicable
Growth Management 2 2.1
Noise 2 2.4
Economic Development 6 6.1
13115 Pavement Management Program Survey Circulation & Mobility 1 1.1,1.6 I-10, II-1 Not Applicable
Growth Management 2 2.2
Infrastructure 3 3.1
Economic Development 2 2.4
13120 Pavement Management Program Circulation & Mobility 1, 2 1.1, 1.6, 2.3 I-10, II-1 Categorical Exemption
Growth Management 2 2.1, 2.2
Infrastructure 3 3.1
Economic Development 2, 6 2.4, 6.1
13228 Chapman/Tustin Critical Intersection Circulation & Mobility 1, 2 1.2, 2.1 I-10, I-11, V-5, V-6 MND
Growth Management 1, 2 1.6, 2.1, 2.2
Urban Design 1 1.1 - 1.3
Economic Development 6 6.2
13816 Structural Evaluation of City Bridges Circulation & Mobility 1 1.1, 1.6 V-3, V-6 Not Applicable
Growth Management 2 2.2
Public Safety 1 1.1, 1.3
Infrastructure 3, 5 5.3
14997 Municipal Parking Lot Maintenance Infrastructure 3 3.1 II-1 Categorical Exemption
Economic Development 2 2.4
15113 Storm Drain Facility Maintenance & Installation Land Use 6 6.5 I-32, III-6, V-8, V-10 Categorical Exemption
Natural Resources 2 2.13
Infrastructure 1 1.2
15508 Sewer Line Replacement/Maintenance Land Use 5 5.6 II-1, V-3 Categorical Exemption
Natural Resources 2 2.13
Infrastructure 1 1.1, 1.2
Economic Development 2, 6 2.4, 6.1
15509 Sewer Cleaning and Video Natural Resources 2 2.13 II-1 Categorical Exemption
Infrastructure 1 1.1, 1.2
16302 Minor Traffic Control Devices Circulation & Mobility 1, 6 1.3, 1.6, 6.1, 6.2 I-10 Categorical Exemption
Growth Management 1 1.2
Infrastructure 3 3.3
16304 Circulation & Mobility 1, 2 1.1, 1.2, 2.3, 2.5 I-10 Categorical Exemption
Growth Management 1 NA
Infrastructure 3 3.3
16305 Traffic Signal Controller Change-out Circulation & Mobility 1, 2 1.1, 2.5 I-10, II-1 Categorical Exemption
Growth Management 1 NA
Infrastructure 3 3.3
16469 Traffic Signal Equipment Painting Infrastructure 3 3.3 I-10, II-1 Categorical Exemption
Urban Design 1 1.1
Economic Development 2 2.4
17061 Old Towne Street Lighting Land Use 5 5.5, 5.9 I-24, II-4, V-1 Categorical Exemption
Circulation & Mobility 6 6.3
Cultural Resources 4 4.4
Urban Design 1, 2 1.1, 1.3, 2.3
Economic Development 2 2.4
18101 Security Improvements Public Safety 7, 8 7.2, 8.2 III-7, V-3 Categorical Exemption
Infrastructure 1 1.1
18102 Meter Replacement Program Natural Resources 2 2.12 II-1, III-7 Categorical Exemption
Infrastructure 1 1.2, 1.3
18120 Well 28 Construction Infrastructure 1 1.1-1.2 II-1, III-7, V-7 MND
18214 Well Rehabilitation Natural Resources 2 NA II-1, III-7, V-7 Categorical Exemption
Infrastructure 1 1.1,1.2
Economic Development 2, 6 2.4, 6.1
18225 Lower Serrano Pump Station Infrastructure 1 1.1,1.2 II-1, III-7, V-7 Developer EIR
Economic Development 2, 6 2.4, 6.1
18301 Exterior Cathodic Protection Systems Natural Resources 2 NA II-1, III-7, V-7 Categorical Exemption
Public Safety 2 2.3
Infrastructure 1 1.1, 1.2
18302 Reservoir Recoating Natural Resources 2 NA II-1, III-7, V-7 Categorical Exemption
Public Safety 2 2.3
Infrastructure 1 1.1, 1.2
18315 Reservoir 3A Construction Land Use 1 1.1 II-1, III-7, V-7 MND
(Re-Initiated Project)Public Safety 3 3.4
Infrastructure 1 1.1,1.2
18324 Reservoir 2A Site Remediation Public Safety 2 NA II-1, III-7, V-7 ND
Infrastructure 1 1.1,1.2
18400 Pipeline Renewal Projects Infrastructure 1 1.1, 1.2 II-1, III-7 Categorical Exemption
Economic Development 2, 6 2.4, 6.1
18912 Water Plant Telemetry - SCADA Public Safety 6, 8 6.5, 8.2, 8.3, 8.4 II-1, III-7 Not Applicable
Infrastructure 1 1.1, 1.2
Economic Development 2 2.4
18925 Emergency Generator Public Safety 3, 6, 8 3.4, 6.3, 8.2 II-1, III-7 Categorical Exemption
Infrastructure 1 1.1
19809 City Facility Improvements Infrastructure 3 3.1, 3.2 I-15, II-1 Not Applicable
Economic Development 2 2.4
19826 Police HQ Exterior Wall Sealing Public Safety 6 6.1 III-8 Categorical Exemption
20059 Tot Lot Shade Sails Natural Resources 5 5.1, 5.2, 5.5 II-1 Categorical Exemption
20089 Water Master Plan Study Infrastructure 1 1.1, 1.2 I-4, II-7 MND
20104 S.C.B.A. Retrofit & Replacement Public Safety 3 3.4, 3.8 III-8 Not Applicable
20105 Auto Pulse Machine Replacement Public Safety 6 6.3 II-1 Not Applicable
20107 Fire Station 2 Apparatus Bay Public Safety 3 3.3 II-1 Categorical Exemption
20124 Turnout replacement & NFPA 1851 Public Safety 3 3.4, 3.8 III-8 Not Applicable
GENERAL PLAN CONFORMITY
CAPITAL IMPROVEMENT PROJECTS
Biennial City Traffic Signal Coordination
348
Project
#Project Name General Plan Element Goal Policy Implementation
Program(s)
Environmental
Review
GENERAL PLAN CONFORMITY
CAPITAL IMPROVEMENT PROJECTS
Standard Maintenance
20169 WMD - DuoDote Auto Injector Replacement Public Safety 3, 6 3.8, 6.3 II-1, III-8 Not Applicable
20171
Electronic Paramedic Care Report Replacement
Program Public Safety 3, 6 3.8, 6.3 II-1, III-8 Not Applicable
20191
Main Street Regional Traffic Signal
Synchronization Project Circulation & Mobility 1, 2 1.1, 1.2, 2.1, 2.2, 2.3 I-10, I-11, II-1, V-5 Categorical Exemption
Growth Management 1 1.1
20241 RFID Self Service Addition Library Cultural Resources 5 5.1 I-31, II-1 Categorical Exemption
El Modena & Taft Libraries
20242 Utility Billing Software Upgrade Infrastructure 1 1.0 II-1 Not Applicable
20243 Business Development Programs Economic Development 1, 3 1.1, 1.2, 1.7, 3.1, 3.2 I-7 Not Applicable
20247 Economic Development Capital Projects Economic Development 2, 4, 5,6 2.4, 4.2, 5.1, 5.2, 6.1, 6.2 I-7, II-1 Not Applicable
20255 Santiago Hills Landscape Assessment District Natural Resources 5 5.1 -Categorical Exemption
General Renovations
20266 Park Video Surveillance System Public Safety 7 7.2, 7.4 III-8 Categorical Exemption
20267 RFID Sorter Replacement Orange Public Library Cultural Resources 5 5.1 II-1 Categorical Exemption
20272 GIS Local Government Model Migration Public Safety 6 6.3 II-1 Not Applicable
Infrastructure 3, 5
Land Use 7
Economic Development 4
20277 KACE for Police Public Safety 6 6.1, 6.3, 6.5 III-8 Categorical Exemption
20278 Server Refreshes/Memory Expansion Public Safety 3, 6 3.6, 3.8, 6.1, 6.3, 6.5 III-8, II-1 Not Applicable
Infrastructure 4 4.3
20279 SharePoint Implementation Infrastructure 4 4.3 II-1 Not Applicable
20281 IT System Improvements ---II-1 Categorical Exemption
20282 Desktop PC Replacements ---II-1 Not Applicable
20284 LaserFiche RIO Upgrade ---II-1 Not Applicable
20285 Asset and Work Order Management System ---II-1 Not Applicable
20287 Enterprise Backup Software Infrastructure 5 -II-1 Not Applicable
20312 Well 29 Construction Infrastructure 1 1.1-1.2 II-1, III-7, V-7 MND
Land Use 1 1.1
Economic Development 6 6.1
20313 Hart Park Irrigation Replacement Natural Resources 2 2.3, 2.9 II-1 Categorical Exemption
Infrastructure 1 1.2, 1.4
20315 Hart Park Pickleball and Fitness Circuit Natural Resources 5 5.1, 5.2, 5.5 II-1 Categorical Exemption
20316 Hart Park Bleacher Replacement Natural Resources 5 5.1, 5.2, 5.5 II-1 Categorical Exemption
and Improvments
20320 Cemetery Ridge Trail - Road Improvement Natural Resources 1, 5, 6 1.3, 5.2, 6.1, 6.2, 6.4 II-1, V-3 Categorical Exemption
Land Use 6 6.4, 6.6
Circulation & Mobility 4 4.8
20321 Grijalva Park Master Plan Update Natural Resources 1, 5 1.3, 5.1, 5.2, 5.5, 5.6 II-1, IV-2 MND
20325 Santiago Creek Multipurpose Trail Extension Circulation & Mobility 1, 2, 4 1.1, 2.6, 4.1, 4.4, 4.8 II-1, II-3 MND
Growth Management 1 1.6, 2.2
20326 Chapman Ave. & Feldner Rd.Circulation & Mobility 1, 6 1.2, 6.1, 6.2 II-1 Categorical Exemption
Left Turn Signal Modification Growth Management 1 1.6
20327 Chapman Ave. & Flower St.Circulation & Mobility 1, 6 1.2, 6.1, 6.2 II-1 Categorical Exemption
Left Turn Signal Modification Growth Management 1 1.6
20328 Radar Feedback Signs: Circulation & Mobility 1, 4 1.2, 1.3, 4.3 I-37, II-1 Categorical Exemption
La Veta, Colins, & Chapman Growth Management 1 1.1
Noise 2 2.2, 2.5
Infrastructure 3 3.3
20329 Chapman Ave & Batavia St Circulation & Mobility 1, 6 1.2, 6.1, 6.2 II-1 Categorical Exemption
Left Turn Signal Modification Growth Management 1 1.6
20334 Fire Station Maintenance Public Safety 3 3.8 II-1 Categorical Exemption
20335 Police Vehicle Mobile Data Public Safety 6 6.1, 6.2, 6.3, 6.4 III-8 Categorical Exemption
Computer System (MDC)
20336 Computer Aided Dispatch (CAD)Public Safety 6 6.1, 6.2, 6.3, 6.4 III-8 Categorical Exemption
& Mobile Upgrade
20337 Police Vehicle Mobile Audio Public Safety 6 6.1, 6.2, 6.3, 6.4 III-8 Categorical Exemption
& video System (MAV)
20338 Strategic Plan Update Public Safety 3, 6 3.6, 3.8, 6.1, 6.3, 6.5 III-8 Not Applicable
20339 Network Refresh Public Safety 3, 6 3.6, 3.8, 6.1, 6.3, 6.5 III-8 Categorical Exemption
20342 Conference Room Audio/Video Infrastructure None None II-1 Not Applicable
20347 Enterprise Access System Public Safety 3, 6 3.6, 3.8, 6.1, 6.3, 6.5 III-8 Not Applicable
Infrastructure 5 -II-1
20351 Tustin & La Veta Traffic Signal Upgrade Circulation & Mobility 1, 6 1.2, 6.1, 6.2 II-1 Categorical Exemption
Growth Management 1 1.6
20353 Chapman & Grand Left Turn Signal Modification Circulation & Mobility 1, 6 1.2, 6.1, 6.2 II-1 Categorical Exemption
Growth Management 1 1.6
Cultural Resources 4 4.4
20354 Chapman & Cambridge Left Turn Signal Mod.Circulation & Mobility 1, 6 1.2, 6.1, 6.2 II-1 Categorical Exemption
Growth Management 1 1.6
Cultural Resources 4 4.4
20358 Carpeting Library Cultural Resources 4, 5 4.4, 5.1, 5.5 II-1 Categorical Exemption
20369
Sports Center at Griljalva Park Gym Flooring
Replacement Natural Resources 5 5.2 II-1 Categorical Exemption
20370 Handy Park Community Building Natural Resources 5 5.2 II-1 Categorical Exemption
20371 Exterior Lighting OPL&HC Cultural Resources 5 5.2 II-1 Categorical Exemption
Growth Management 1 1.1
20377 Katella/Struck Traffic Signal Modifications Growth Management 1 1.2 II-1 Categorical Exemption
Circulation & Mobility 1, 2 1.1, 1.2, 2.4
20378
Batavia St and Katella Ave Signal Network
Extension Circulation & Mobility 1 1.1 II-1 Categorical Exemption
Growth Management 1 1.1
20379 Batavia Street/Taft Signal network Extension Circulation & Mobility 1 1.1 II-1 Categorical Exemption
20380 Glassell Street Signal Network Extension Circulation & Mobility 1 1.1 II-1 Categorical Exemption
20381
Katella Avenue Regional Traffic Signal
Synchronization Project Circulation & Mobility 1, 2 1.1, 1.2, 2.1, 2.2, 2.3 I-10, I-11, II-1, V-5 Categorical Exemption
Growth Management 1 1.1
20382 Katella Avenue Signal Network Extension Circulation & Mobility 1 1.1 II-1 Categorical Exemption
20383
Cannon Street at Serrano Avenue Intersection
Widening Circulation & Mobility 1, 2 1.1, 2.1, 2.5 I-11, II-1 MND
Growth Management 1 1.1, 1.11
20384 Vehicle Extrication Rescue Tool Replacement Public Safety 6 6.3 III-8 Not Applicable
20389 IP-Based Keyboard Video Mouse Switch Public Safety 6 6.1, 6.3 III-8 Not Applicable
349
Project
#Project Name General Plan Element Goal Policy Implementation
Program(s)
Environmental
Review
GENERAL PLAN CONFORMITY
CAPITAL IMPROVEMENT PROJECTS
20390 Exchange Online Migration Infrastructure 4 4.3, 4.4 II-1 Not Applicable
20391 Financial System Replacement Infrastructure 4 4.3, 4.4 II-1 Not Applicable
20393 Defibrillator, AED and Battery Replacement Public Safety 6 6.3 III-8 Not Applicable
20400 Fire Headquarters Replacement Public Safety 1, 2, 3 ,4, 6, 8
1.1, 2.4, 3.4, 3.5, 3.6, 3.8, 4.4,
8.4 II-1, II-5, III-8 MND
20401 El Camino Tennis Court Lighting Improvement Natural Resources 5 5.1, 5.2 II-1 Categorical Exemption
20402 Del Rio Bridge Renovation Infrastructure 3 3.1 II-1 Categorical Exemption
Natural Resources 5 5.1
20404 Pay for Print Self-Service Additions Cultural Resources 5 5.1 II-1 Categorical Exemption
20405 Homework Center Refresh Cultural Resources 5 5.1, 5.5 II-1 Categorical Exemption
20407 Shaffer Street Rehabilitation Infrastructure 3 3.1 II-1 Categorical Exemption
Circulation & Mobility 1 1.6
20408 Front Counter Remodel (PW & CD)None --II-1 Categorical Exemption
20409 Olive Street Rehabilitation Infrastructure 3 3.1 II-1 Categorical Exemption
Circulation & Mobility 1 1.6 Circulation & Mobility
20410 Clinton Street Rehabilitation Infrastructure 3 3.1 II-1 Categorical Exemption
Circulation & Mobility 1 1.6
20411 Sacramento St Neighborhood Phase 2 Infrastructure 3 3.1 II-1 Categorical Exemption
Circulation & Mobility 1 1.6
20413 UPS Replacements Public Safety 6 6.3 II-1 Not Applicable
Infrastructure 5 5.1 III-8
20415 Corp Yard Surveillance and Intercom Public Safety 6 6.1 II-1 Not Applicable
20416 Agenda Management None --II-1 Not Applicable
30019 Santiago Canyon Road Multi-Purpose Trail Circulation & Mobility 1, 4 1.1, 4.1, 4.8 I-4, II-3 MND
Natural Resources 5, 6 6.1, 6.4, 6.6
30025 Tustin/Meats Intersection Circulation & Mobility 1, 2 1.2, 2.1 I-10, I-11, V-5, V-6 MND
Right Turn Lane Addition Growth Management 1, 2 1.6, 2.1, 2.2
Urban Design 1 1.1 - 1.3
Economic Development 6 6.2
30029 Glassell Street and Walnut Avenue Circulation & Mobility 1 1.2 I-11, II-1 Categorical Exemption
Left Turn Signal Modification Growth Management 1 NA
Public Safety 9 9.1, 9.2
30030 Chapman Avenue and James Street Circulation & Mobility 1 1.2 I-11, II-1 Categorical Exemption
Left Turn Signal Modification Growth Management 1 NA
Public Safety 9 9.1
30032 Wellness Exercise Equipment Replacement Public Safety 6 NA II-1 Not Applicable
30041 HVAC Delta Control System Natural Resources 2, 5 2.9, 5.1 II-1 Categorical Exemption
30047 Calsense Installation at Various Parks Natural Resources 2 2.3, 2.9 II-1 Categorical Exemption
30048 El Modena Area Renovation Natural Resources 5 5.1 II-1 Negative Declaration
30053 Parking Lot Pavement Rehabilitation Natural Resources 5 5.1 II-1 Categorical Exemption
30054 Park Electrical Panel Replacement Natural Resources 5 5.1 II-1 Categorical Exemption
30055 Library Painting Cultural Resources & 5 5.5 II-1 Categorical Exemption
Historic Preservation
30056 HVAC Replacement Cultural Resources & 5 5.5 II-1 Categorical Exemption
Historic Preservation
30057 Security Improvements - Library Cultural Resources & 5 5.5 II-1 Categorical Exemption
Historic Preservation
Public Safety 6, 7 6.3
30059 OC&PT Various Improvements Circulation & Mobility 5 - II-1 Categorical Exemption
30071 Fiber Optic Cable Installation Cultural Resources & 5 5.1 II-1 Categorical Exemption
(Re-initiated project)Historic Preservation
Public Safety 6 6.3 III-8
30080 Glassell Street & Meats Avenue Circulation & Mobility 1 1.1, 1.2 II-1 Categorical Exemption/
Left Turn Phasing Modification NEPA
30081 Glassell Street & Collins Avenue Circulation & Mobility 1 1.1, 1.2 II-1 Categorical Exemption/
Left Turn Phasing Modification NEPA
30082 Installation of Accessible Pedestrian Signals at Circulation & Mobility 1 1.1 II-1 Categorical Exemption/
12 Intersections Citywide Public Safety 9 9.1 NEPA
30083 Installation of Pedestrian Countdown Signals at Circulation & Mobility 1 1.1 II-1 Categorical Exemption/
33 Intersections Citywide Public Safety 9 9.1 NEPA
350