FY 2025-2030 Citywide Strategic PlanFiscal Year 2025-2030
Citywide Strategic Plan
Dan Slater
Mayor John G yllenhammer
C ouncilme mber
Distri ct 6
Ana Guti errez
C ouncilme mber
D istri ct 5
Denis Bil odeau
C ouncilmember
D istri ct 4
Arian na Bar rios
May or pro tem
D istri ct 1
Jon Dumit ru
Councilm ember
D ist rict 2
K athy Tavo u lar is
Councilmember
Di strict 3
Table of Contents
City District Map01
City Manager Message02
Executive Summary03
Mission, Vision, Values04
Goal Action Plan05
Goal 1: Maintain Strong Emergency and Safety Services07
Goal 2: Enhance Economic Development and Achieve Fiscal Sustainability11
Goal 3: Enhance Public Communication Strategy and Quality of Life 15
Goal 4: Improve Employee Retention and Recruitment 18
Goal 5: Improve Infrastructure, Mobility, and Technology 20
Goal 6: Ensure the Preservation of Historic Resources25
1
T h e O r a n g e C i t y C o u n c i l r e p r e s e n t s s i x d i s t r i c t s w i t h t h e M a y o r s e r v i n g a t -l a r g e . A s t h e C i t y o f
O r a n g e 's e l e c t e d b o d y , t h e C i t y C o u n c i l r e p r e s e n t s t h e n e e d s o f i n d i v i d u a l d i s t r i c t s w h i l e
p u r s u i n g t h e b e t t e r m e n t o f t h e C i t y o f O r a n g e a s a w h o l e .
To the Orange Community:
The City of Orange is pleased to present the Fiscal Year 2025-2030 Citywide Strategic Plan (Plan). This Plan is the
product of collaboration among the Orange City Council, City leadership, and our community. The Plan identifies six
Citywide community goals and a series of strategic objectives detailed in the Goal Action Plan that will help our
community achieve these goals over the next five years.
The Plan’s development began in late-2023 with the City Council participating in a Strengths, Weaknesses,
Opportunities, and Threats (SWOT) exercise. As the elected representatives to our community, the SWOT produced
key insights into priorities that will be focused on over the coming years. After holding two community meetings on
March 11, 2024, and April 30, 2024, the following Citywide community goals were identified:
Maintain Strong Emergency and Safety Services.1.
Enhance Economic Development and Achieve Fiscal Sustainability.2.
Enhance Public Communication Strategy and Quality of Life.3.
Improve Employee Retention and Recruitment.4.
Improve Infrastructure, Mobility, and Technology.5.
Ensure the Historic Preservation of Resources.6.
The Plan is intended to be a “living document,” adaptable to a changing environment and community needs. To ensure
the Plan remains germane and responsive, quarterly Strategic Plan updates will be provided to the City Council with an
annual Strategic Planning Workshop set to occur in the future.
I would like to thank the Orange City Council, City of Orange staff, and our community for taking part in updating the
Citywide Strategic Plan. Orange is a premier Orange County city, and this can only be attributed to our residents,
businesses, and community leadership. As a long-time resident and former Chief of the Orange Police Department, I
am proud to now serve as your City Manager and help craft the roadmap for the next five years.
Respectfully,
Thomas C. Kisela
City Manager
A Message from the City Manager
2
Strategic plans are often the culmination of different (and at times, competing) factors. On the one hand, effective
strategic plans should identify clear goals and objectives that an agency intends to accomplish over a defined period.
On the other hand, strategic plans should be flexible, avoiding a sole focus on the City’s immediate needs. This
suggests that effective strategic plans are holistically constructed, reflecting a considered understanding of short and
long-term needs, as well as the changing conditions that often drive the City’s focus and circumstances. To assist the
City with the strategic plan update process, on November 28, 2023, the Orange City Council approved an agreement
with Kelly Associates Management Group LLC (KAMG) to assist the City with drafting its Fiscal Year 2025-2030
Citywide Strategic Plan. KAMG proposed clear milestones to complete the strategic plan update process that
included:
City Council individually and independently complete a Strengths, Weaknesses, Opportunities, and Threats
analysis (commonly referred to as a SWOT analysis).
1.
KAMG meets with each Councilmember one-on-one to discuss their respective SWOT analyses to provide
context and better understand individual viewpoints.
2.
Hold two special City Council meetings to discuss the SWOT analysis, identify overarching community goals, and
specific tasks/projects to achieve these goals.
3.
At the conclusion of the special City Council meetings, staff drafts the new Strategic Plan document and Goal
Action Plan for City Council adoption.
4.
The Fiscal Year 2025-2030 Citywide Strategic Plan (Plan) represents the City’s Mission/Vision/Values. In its most
basic form, the Plan identifies key projects that done overtime, help our City achieve its six overarching Community
Goals and ultimately ensure the City is a leader committed to providing the highest level of service to our community.
Quarterly Strategic Plan updates will be provided to ensure transparency and accountability. Going forward, it is
envisioned that as a living document, our City will incorporate annual Strategic Planning Sessions in January each
year.
Executive Summary
3
The City of Orange is committed to excellent service for
our residents, businesses and visitors.
Mission
As an organization, the City of Orange is a leader in
delivering the highest level of service to meet the
current and future needs of our community.
Vision
Teamwork
Working together to achieve common goals.
Integrity
Committed to the highest standard of moral and ethical conduct.
Excellence
Demanding the best from ourselves and others.
Values
4
M i s s i o n V a l u e s
G o a l A c t i o n P l a n
V i s i o n
5
T h e C i t y 's m i s s i o n , v i s i o n , a n d v a l u e s s e t t h e f o u n d a t i o n o f t h e G o a l A c t i o n P l a n .
The Goal Action Plan (GAP) is intended to guide the City Council and staff so the City of Orange may achieve the six
goals identified in the Fiscal Year 2025-2030 Citywide Strategic Plan. The GAP identifies objectives, implementation
strategies, timeframes, and proposed funding sources to advance projects over the next five years. While not an
exhaustive list, the GAP represents significant projects that will benefit the Orange community and help our City
achieve its goals.
The objectives detailed in the GAP include the following information to ensure the City achieves each goal in an
orderly fashion.
Table Definitions:
Goal Action Plan
1 Goals - Overarching priorities the City Council identified and were further developed during
the Special City Council meetings.
Objective Number - Number to identify a particular objective with the first number aligning with the Goal
number (e.g., Goal 2 would start with 2.1). Objective numbers with an asterisk* denote those objectives the
department(s) have deemed as a “Need” vs. a “Want”.
2
Lead Departments - The primary department(s) responsible for completing the objective.3
Objective - Brief description of what the respective department(s) would like to achieve. 4
Completion Timeframe - Short-term (1 Year), Mid-Term (1-3 Years), Long-term (3-5 Years).5
Description and Status - Additional information on what the objective entails and what the respective
department(s) has done, or proposes to do, to complete the objective. 6
Funding Source - Identify which funds or other financing strategies the respective department(s) propose to
complete the objective. 7
6
Objective
Number
Lead
Departments Objective Completion
Timeframe Description and Status Funding Source
*1.1 Police
Implementation of
contractual parking
enforcement services to
manage parking violations
and increase revenue
Short-term
City Council approved third-party vendor
contract on May 28, 2024.
Program and revenue updates will be provided
during the quarterly Strategic Plan Updates.
General Fund
*1.2
Police
Increase technology to
reduce crime
Short-term
Utilize new Flock Safety contract to establish
License Plate Reader (LPR) and live streaming
PTZ camera technology to assist in reducing
crime.
Acquire and utilize new technology to advance
crime fighting abilities and move toward building
and staffing a Real Time Crime Center (RTCC).
Seek additional funding through federal earmark
requests or grants for additional equipment and
systems.
Initial cost City
Infrastructure
Bond / Ongoing
cost through
Asset Seizure
Funds and Federal
Earmark and/or
grant requests
*1.3
Police
Replace mobile data
computers in patrol fleet to
maintain
contemporary technology
Short-term
Continue to assess longevity of computers and
update system compatibility.
Updates on the number of mobile data
computers replaced will be provided in Strategic
Plan quarterly updates.
Asset Seizure
Funds
GOAL 1: Maintain Strong Emergency and Safety Services
7
Objective
Number
Lead
Departments Objective Completion
Timeframe Description and Status Funding Source
*1.4
Police
Engage public and private
organizations to participate
in Flock Safety security
program
Short-term
Promote Flock Safety security program via
social media and community outreach to
encourage participation of public and private
organizations to provide video/photo evidence
to solve crimes.
Progress updates will be provided quarterly in
Strategic Plan Updates.
Private funding
*1.5
Fire/
Emergency
Management
Develop plans, policies,
and procedures consistent
with national standards
Short-term
Evaluate emergency management planning
software to ensure consistency with state and
federal guidelines and regulations.
Annually update Emergency Operations Plan
(EOP), Continuity of Operations Plan (COOP),
and Continuity of Government (COG) Plan.
Grants
1.6
Police/
Community
Services
Assist those Experiencing
Homelessness
Short-term
Continuous management and resource
engagement with the local homeless population.
Address criminal law violations and quality of
life issues impacting the community.
Seek to reduce number of individuals
experiencing homelessness as demonstrated by
lowering related calls for service and utilizing
available shelters or housing for those who seek
assistance.
Executed license agreement with HUB
Resource Center (HRC) and will assist HRC to
sustain operations beyond 2026.
General Fund /
State Earmark ($3
million)
1.7
Fire/
Emergency
Management
Enhance Emergency
Preparedness Education &
Awareness
Short-term
Develop and implement ongoing public
awareness campaigns to educate residents
about emergency preparedness.
Regularly assess the effectiveness of programs
through surveys and community feedback.
General Fund
GOAL 1: Maintain Strong Emergency and Safety Services
8
Objective
Number
Lead
Departments Objective Completion
Timeframe Description and Status Funding Source
1.8
Fire/
Emergency
Management
Improve Emergency
Response Infrastructure Short-term
Annually test emergency notifications for
residents and businesses (i.e. AlertOC).
Test the Operational Area Radio to the County
monthly.
Regularly assess infrastructure improvements
and address any gaps.
Provide Strategic Plan quarterly updates to the
City Council.
General Fund /
Grants
*1.9
Police
Police facility
improvements to the Field
and Support
Services Division to
improve workflow
Mid-term
Contract projects to include furniture
replacement, upgraded lighting, paint, carpeting,
and shower facilities.
Bonds, COPS
Fund, and Police
Facility Fund
*1.10
Fire/
Emergency
Management
Strengthen Interagency
Coordination and response.
Mid-term
Completed facility shelter assessment at El
Modena High School as a large capacity shelter.
Updated MOU to be executed.
Establish Grijalva Sports Center as the
designated city-owned facility for care and
shelter.
Update MOU/MOAs with Point of Distribution/
Dispensing (POD) sites.
Evaluate interagency coordination bi-annually
through joint exercises and drills.
General Fund
GOAL 1: Maintain Strong Emergency and Safety Services
9
Objective
Number
Lead
Departments Objective Completion
Timeframe Description and Status Funding Source
*1.11
Police
Expand the employee
wellness program
Long-term
Continue to utilize our existing wellness grant to
fund testing, critical incident debriefs, overall
officer health, and psychological services.
Identify other grant opportunities to enhance
employee wellness opportunities.
General Fund /
Grants
*1.12
Fire/
Emergency
Management
Update the Local Hazard
Mitigation Plan (LHMP) to
enhance emergency
management planning
capabilities
Long-term
Received Hazard Mitigation Grant Program
(HMGP) grant totaling $159,990.
The Local Hazard Mitigation Plan will be
updated by no later than April 2027.
Apply to the HMGP following the completion of
the LHMP update to secure more funding for
projects.
Grants
GOAL 1: Maintain Strong Emergency and Safety Services
10
Objective
Number
Lead
Departments Objective Completion
Timeframe Description and Status Funding Source
*2.1
Community
Development
Implement permitting
software and online
platform to improve the
customer experience
Short-term
Employ beta testing, utilizing software in a live
environment to uncover deficiencies before
general software release.
Anticipated to go live with software in FY25.
Building Records
and Planning
Documents
*2.2
Community
Development/
City Attorney
Improve Design Review
Process.
Short-term
Draft guidelines of projects requiring DRC
approval, staff approval, or are exempt from
Design Review.
General Fund
*2.3
Economic
Development
Implement and develop a
Shop Local Program
Short-term
Worked with the Orange Chamber of Commerce
to launch the Shop Local Program, Experience
Orange.
Strategic Plan Quarterly updates will be provided
to the City Council.
General Fund
*2.4
Economic
Development
Diversify tax revenue
Short-term
Staff is having initial discussions with hotels and
soliciting proposals from consultants to form a
Tourism Improvement district, promoting
Orange as a visitor destination.
Capitalize on adjacent projects (e.g., OC Vibe) to
attract complementary developments that would
generate additional sales tax or transient
occupancy tax revenues.
Working with consultants to attract high quality
retailers and to develop a design concept in the
West Katella Area so it may serve as a gateway
to Orange.
Redevelopment
Bond Funds
GOAL 2: Enhance Economic Development and Achieve Fiscal Sustainability
11
Objective
Number
Lead
Departments Objective Completion
Timeframe Description and Status Funding Source
*2.5
Economic
Development/
Public Works
Form an Enhanced
Infrastructure Financing
District (EIFD)
Short-term
Staff is working to begin the formation process
which will take approximately 12 months.
Revenue will fund infrastructure improvements
that support economic development in strategic
areas of the City.
Redevelopment
Bond Funds
*2.6
Finance
Reduce subsidy from
general tax revenues
Short-term
Conduct an updated fee study and evaluate the
current indirect cost allocation.
Identify subsidies that could be recovered.
Complete by FY25 and provide information to
City Council in quarterly Strategic Plan updates.
General Fund
*2.7
Library
Services
Develop and strengthen
collaborative partnerships
to provide and enhance
high quality programs,
resources, and spaces for
the public.
Short-term
Presented the 2024 OPL Comic Convention in
September 2024.
Plan, coordinate, and present 2025 Summer
Reading Club by June 2025.
Plan, coordinate, and present FY25 Adult
Literacy Program by June 2025.
General Fund /
Seeking Financial
Support from
Community
Partners and
Grants.
2.8
Finance/
City Attorney
Assess Procurement
Policies
Short-term
Review existing Citywide procurement policies
and related municipal codes.
Gather neighboring agency procurement policies
to identify trends and other practices while also
considering best practices prescribed by the
Government Finance Officers Association.
Adopt new procurement polices and municipal
codes in FY25.
General Fund
GOAL 2: Enhance Economic Development and Achieve Fiscal Sustainability
12
Objective
Number
Lead
Departments Objective Completion
Timeframe Description and Status Funding Source
*2.9
Finance
Create a fiscal
sustainability plan
Mid-term
Develop and implement a fiscal policy that
promotes fiscal responsibility, sustainability, and
best practices.
Create a framework and guidelines to assist staff
during budget development and ongoing fiscal
monitoring.
General Fund
*2.10
Finance
Achieve and maintain
90% funding status for
pension and OPEB
Mid-term
Monitor and update the Pension Guidelines
regularly.
Identify a mechanism to begin funding for OPEB.
Identify opportunities to pay down new
unfunded liability.
Quarterly Strategic Plan updates will be
provided.
Various Funds
*2.11
Finance
Upgrade the current
financial system
Mid-term
Begin implementation of a new financial system
to improve efficiency, transparency, and
accountability.
Rebuild the chart of accounts and business
processes.
Enhance internal control and reduce human
errors.
Review opportunities to consolidate financial
systems.
Various Funds
2.12
Community
Development/
City Attorney
Update Zoning
Ordinance for process
clarity and improve
efficiency for new
businesses.
Mid-term
Compile list of ordinances that need to be
reviewed and updated.
Begin introducing new ordinances after FY25.
General Fund
GOAL 2: Enhance Economic Development and Achieve Fiscal Sustainability
13
Objective
Number
Lead
Departments Objective Completion
Timeframe Description and Status Funding Source
2.13
Community
Development
Expand upon permitting
software.
Mid-term
Add sign-in portal and monitors on walls after
permitting software has been implemented.
Explore the potential and costs for a greeter.
General Fund / IT
Fund
2.14
City
Manager/
Finance
Conduct citywide
organizational audit
Mid-Term
Budget in FY26 funds to hire a third-party
auditor to review City operations to ensure the
City is applying industry standard best practices
in all departments.
General Fund
2.15
Community
Services
Park naming/
sponsorship program
Long-Term
Evaluate potential of offering a park
naming/sponsorship program as a source of
revenue for future park projects.
Funding not
identified
GOAL 2: Enhance Economic Development and Achieve Fiscal Sustainability
14
Objective
Number
Lead
Departments Objective Completion
Timeframe Description and Status Funding Source
*3.1
City Manager
Develop additional
methods of communication
and increase
subscribers to City’s
communication forums
Short-term
Continuously and actively promote online
subscription opportunities currently available to
Orange residents and increase the number of
subscribers.
Incorporate other vehicles of messaging,
including newsletters, pamphlets, Reddit, etc.
Increase the City’s presence on social media
including the number of videos, interactive
posts, etc. on social media.
General Fund and
collaboration with
community
partners.
*3.2
City Manager
Create unified messaging
across departments
Short-term
Meet regularly with other departments to
collaborate on unified messaging.
Create citywide communications schedule to
promote collaborative and uniform messaging in
FY25.
General Fund
*3.3
City
Manager/
Police
Department/
Fire
Department/
Emergency
Management
Update Crisis
Communication Plan and
Create Citywide
Communication Plan
Short-term
Review best practices and contemporary plans
utilized by other agencies.
Update and/or develop the City’s crisis
communication plan and Citywide
communication plan by end of FY25.
General Fund
GOAL 3: Enhance Public Communication Strategy and Quality of Life
15
Objective
Number
Lead
Departments Objective Completion
Timeframe Description and Status Funding Source
3.4
Library
Services
Procure, protect, and
celebrate Orange's history
and archives.
Short-term
Create a Disaster Preparedness Plan for the
Library's History Center to protect and preserve
archives by May 2025.
Add the Library's digital staff photograph
collection into the Local History online collection
for public access by December 2025.
General Fund /
Seeking financial
support from
community
partners and
grants.
*3.5
Community
Services
Complete new park on the
West Side
Mid-Term
Complete conceptual design in 2024.
Construction budgeted in FY25.
Coordinate with Orange County Flood Control
to align park project with County levee project in
2025.
Redevelopment
Agency
Funds/Park
Acquisition/
Federal Earmark
*3.6
Community
Services
Complete pickleball courts
and fitness equipment
project at Hart Park
Mid-term
Finalize requirements with HUD to receive
funding.
Award bid for construction by end of 2025.
Park Acquisition
Fund and Federal
Earmark
3.7 Community
Services
Continue to offer high
quality and efficient, city
led recreation programs
Mid-term
Evaluate current costs associated with summer,
sports and drop-in programs, and facility and
park rentals.
In progress as part of FY25
General Fund
GOAL 3: Enhance Public Communication Strategy and Quality of Life
16
Objective
Number
Lead
Departments Objective Completion
Timeframe Description and Status Funding Source
3.8
Community
Services
Complete new Skate Park
at Grijalva Park
Mid-Term
Finalize design plans
Construction expected to begin in 2025.
Capital Project
Funds
3.9 City Manager
City website refresh
Mid-term
Work with existing vendor or identify new
website provider to refresh and improve the
City's website.
General Fund
3.10
City Manager/
Community
Development
Annex County Islands
Long-Term
Work with Orange County LAFCO and County
of Orange to determine City costs (and any
County contributions) of annexing the City’s
County islands.
Detail costs and submit to City Council for
discussion and direction.
General Fund
3.11
City Manager/
Community
Services
Former Villa Park Landfill
Improvments Long-Term
Work with the County of Orange to identify
feasible improvements to the former Villa Park
Landfill with potential park uses as first priority.
General Fund
3.12
Community
Services/
Community
Development/
City Manager
Evaluate potential of
acquiring part of Santa Ana
golf course (located in
Orange) for future park site
Long-Term Schedule meetings with neighboring agencies to
begin discussions on potential acquisition.
Funding not
identified
GOAL 3: Enhance Public Communication Strategy and Quality of Life
17
Objective
Number
Lead
Departments Objective Completion
Timeframe Description and Status Funding Source
*4.1
Human
Resources
Develop and implement a
comprehensive plan to
market the
City of Orange as an
employer of choice
Short-term
Draft a comprehensive marketing plan by
working with the City’s communications team.
Provide quarterly strategic plan updates to the
City Council.
Various Funds
*4.2
Human
Resources
Create an inclusive work
environment and build a
diverse workforce
Short-term
Conduct community/educational outreach
within all districts of City in FY25.
Place advertisements within local newspapers
and utilize Channel 3 as additional outreach.
Recognize and celebrate employee performance.
General Fund
4.3
Human
Resources
Reduce the City's time-to-
hire employees
Short-term
Condensed two background meetings to one.
Offer onsite Livescan at hiring events.
Review and update the City's hiring process to
match best practices and industry standards by
end of FY25.
General Fund
4.4
Human
Resources
Develop Citywide
Internship Program
Short-term
Work with faculty at Chapman University and
other local Public Administration Graduate
Programs to update the existing internship
program.
Work with participating universities to draw
students to the City of Orange to build
professional experience, and potentially future
employment.
Various Funds
GOAL 4: Improve Employee Retention and Recruitment
18
Objective
Number
Lead
Departments Objective Completion
Timeframe Description and Status Funding Source
4.5
Human
Resources/
City Manager
Implement Succession
Planning Strategies
Short-term
Revive the Orange Leadership Academy to
develop current management employees so they
may step into key City leadership roles in the
future.
Create methodologies to recognize and develop
existing talent so they are prepared to serve in
City leadership positions.
Various Funds
*4.6
Human
Resources
Support change
management processes,
embrace technology
improvements, and
digitalization.
Mid-term
Convert to a completely electronic Personnel
Action Form (PAF) system.
Update employee evaluation process.
Transition Open Enrollment to new software
program.
Track required employee training through new
software.
Anticipated to be incorporated by FY26.
General Fund
*4.7 Human
Resources
Conduct a full classification
and compensation study Long-term
Request competitive proposals for a consultant
to conduct a full classification and compensation
study.
The intent of the study is to ensure pay equity
and market alignment; reestablish minimum
qualifications and job descriptions; consolidate
the number of job titles; improve recruitment
and retention; and identify career progression
and professional development.
General Fund
GOAL 4: Improve Employee Retention and Recruitment
19
Objective
Number
Lead
Departments Objective Completion
Timeframe Description and Status Funding Source
*5.1
Public Works
Update Facility
Condition Assessment
Short-term
Complete the Assessment to identify facility
maintenance needs by end of FY25.
Study would provide analytics on expected
useful life, facility replacement, and costs.
Various Funds
*5.2
Public Works/
Economic
Development
Complete Old Towne-
West Orange Shuttle
Feasibility Study
Short-term
Final report completed in Fall 2024.
Identifies routes for local transit service
connecting Old Towne to/from activity centers.
Will request implementation funding through
OCTA.
M2 Funding
*5.3
Public Works/
Economic
Development
Deploy a micro transit
service in and around Old
Towne
Short-term
City Council approved an MOU with ATN to
provide $100,000 in funding to launch service.
Identify options to fund 18-month trial.
Redevelopment
Bond
Funds/Grants
*5.4
Public Works/
Economic
Development
Develop and implement
Old Towne parking
management program
Short-term
Staff is finalizing an Old Towne parking
management program which will include
evaluating scenarios for paid parking.
Revenue from future program will support
additional parking and other improvements
including way finding signage to support
businesses and economic development.
Plan is anticipated to be completed in Fall 2024.
Parking Fees
GOAL 5: Improve Infrastructure, Mobility, and Technology
20
Objective
Number
Lead
Departments Objective Completion
Timeframe Description and Status Funding Source
*5.5
Public Works
Implement full master
plan for renovation and
reorganization of City
Corp Yard
Short-term
Multiple construction phases are expected over
the next few years.
The first phase of construction began in Fall
2024.
Bond/General
Fund/Sanitation/
Gas Tax
*5.6
Public Works
Develop and Active
Transportation Plan Short-term
Plan development to begin in FY25 and will
provide a roadmap for improving bicycle and
pedestrian safety/mobility, including identifying
candidate corridors to be converted into
“complete streets.”
Federal Funding/
TSIP / Grants
*5.7
Public Works Update Storm Drain
Master Plan
Mid-term
Identify third party consultant to develop master
plan.
Master plan will provide information on needed
improvements to address flooding issues and/or
existing deficiencies.
FEMA/Sanitation
Fund/General
Fund
*5.8
Public Works/
Community
Development
Update Sewer Master
Plan to coordinate with
next General
Plan update
Mid-Term
A third-party consultant will be hired in FY26 or
FY27 (dependent on General Plan update) to
identify sewer system deficiencies while also
providing analytics on expected useful life,
sewer replacement, and costs.
Sanitation Fund
GOAL 5: Improve Infrastructure, Mobility, and Technology
21
Objective
Number
Lead
Departments Objective Completion
Timeframe Description and Status Funding Source
*5.9
Community
Services
Identify costs and funding
associated with maintaining
new amenities
Mid-term
Identify costs and funding sources to maintain
new skate park, pickleball courts, new park in
West Orange, Antepassado Park, and restroom
building at El Modena Library/Basin.
Funding not yet
identified
*5.10
Community
Services
Update Parks and
Recreation Master Plan
Mid-term
Funding request to be included in proposed
FY26 CIP.
Master Plan completed by 2027.
Park Acquisition
Fund
*5.11
Community
Services
Update Master Plan for
Grijalva Park
Mid-Term
Included in the FY25 CIP.
Set fundraising and operation goals/timelines for
outside organizations (Library Foundation,
GOCAT, and Senior Center) for proposed new
facilities.
Complete plan by 2025.
Park Acquisition
Fund
*5.12
Information
Technology
Develop Citywide
Information Technology
Strategic Plan
Mid-term
Develop comprehensive plan of needed
technology services to effectively serve the
community over the next decade by end of FY26
and assess current IT structure.
General Fund
GOAL 5: Improve Infrastructure, Mobility, and Technology
22
Objective
Number
Lead
Departments Objective Completion
Timeframe Description and Status Funding Source
5.13
Public Works/
Community
Services
Work Assessment
Management System
Mid-term
Work with consultant to track costs and labor
associated with parks maintenance and plan for
maintenance needs possibly by FY26.
Various Funds
5.14
Public Works/
Economic
Development
Identify opportunities to
add landscape medians
on arterial streets
Mid-term
Evaluate and identify opportunities to beautify
and add landscaping throughout the City.
Currently is conceptual and still planning course
of action.
Quarterly updates will be provided to the City
Council in Strategic Plan Updates.
Enhanced
Infrastructure
Financing District
/ Gas Tax / M2
Funds
5.15
Public Works
Create Master Plan for
EV charging
infrastructure at City
facilities
Long-term
Budget funds to begin developing plan possibly
in FY28.
The plan would evaluate all City facilities for EV
readiness while conducting a gap analysis which
could be used to guide future projects.
General Fund /
Grants
5.16
Public Works
Develop a Facility
Energy Efficiency Master
Plan
Long-term
The plan would evaluate all City facilities energy
usage and ways to save energy / cost.
Based on the findings, a course of action to
improve efficiency would be developed.
Staff will consider options to develop plan.
General Fund /
Grants
GOAL 5: Improve Infrastructure, Mobility, and Technology
23
Objective
Number
Lead
Departments Objective Completion
Timeframe Description and Status Funding Source
5.17
Public Works
Connect houses on septic
to city sewer system
Long-Term
Identify remaining homes currently on septic.
Engage property owners and identify funding
strategies to possibly lessen homeowner costs to
move onto City sewer system.
General Fund
5.18
Public Works
Complete Santiago Creek
Trail Extension
Long-term
Phase 1 of project currently underway with
construction completion anticipated in
September 2027.
Staff continues to search for outside funding
opportunities through OCTA and/or federal
community project requests.
This final phase would complete the
multipurpose trail.
California Active
Transportation
Program Funds /
Grants /
Federal earmark
5.19
Public Works
Retaining wall resiliency
Long-term
Catalogue homes with retaining walls vulnerable
to natural disasters including earthquakes or
significant rain events.
Engage property owners and identify funding
strategies to possibly share costs in retrofitting
and securing susceptible retaining walls.
General Fund
GOAL 5: Improve Infrastructure, Mobility, and Technology
24
Objective
Number
Lead
Departments Objective Completion
Timeframe Description and Status Funding Source
*6.1
Community
Development/
City Attorney
Develop Historic
Preservation Ordinance
Mid-Term
Develop a historic preservation ordinance that
encourages adaptive uses, preserves
architecturally and historically significant
structures, and fosters civic pride.
Complete in FY26.
General Fund
*6.2
City Manager/
Community
Development/
City Attorney
Become a Certified Local
Government as
recognized by the
National Historic
Preservation Act
Mid-Term
Apply to become a Certified Local Government,
helping secure funding and providing technical
assistance to preserve historical assets.
Complete in FY26.
General Fund
*6.3
Community
Development/
Fire
Develop comprehensive
inventory of historical
assets Citywide
Mid-Term
Develop parameters on what constitutes a
historical structure/asset by FY27.
Engage the community to provide input on
potential historical assets by FY27.
Develop comprehensive list of historical assets
for City Council consideration.
General Fund
GOAL 6: Ensure the Preservation of Historic Resources
25