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CITY COUNCIL I 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 2016-17
1. Provide policy direction that ensures financial stability while preserving community character and
maintaining a positive organizational direction through June 2017. [2a]
2. Provide the necessary resources to public safety to ensure the community remains among the safest
cities in California through June 2017. [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 2017. [4d]
4. Provide legislative leadership that ensures maximum accomplishment of the City's Mission Statement
and goals through June 2017. [4d]
5. Monitor the construction of the Metrolink Parking Structure which will serve Metrolink patrons and Old
Towne commercial district customers through June 2017. [4b]
6. Facilitate a positive relationship with Chapman University leadership and cultivate community
engagement opportunities in the Old Towne area through June 2017. [5c]
7. Evaluate options to assist businesses with processing City land use entitlements and other business
development activities by June 2017. [2e]
8. Enhance the City's economic base by continuing to attract quality businesses to the City's commercial
corridors and industrial areas through June 2017. [2c]
9. 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
2017. [4a]
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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 2016-17
1. Provide stewardship to maintain economic viability of the downtown area including evaluation of short
and long term infrastructure needs through June 2017. [1 b, 2d]
2. Guide the development and construction support of the Metrolink Parking Structure which will serve
Metrolink patrons and Old Towne commercial district customers by June 2017. [4b]
3. Work with the City Council and Department Heads to ensure short-term and long-term organizational
and financial stability by June 2017. [2a, 4d]
4. Lead the development of the FY 17-18 Operating and Capital Improvement Budgets by June 2017. [2a]
5. Provide the City Council with frequent financial status reports for the FY 16-17 budget as well as
updates to a multi-year revenue and expenditure projection model by June 2017. [2a]
6. Communicate the City financial status to City staff and to the community by June 2017. [4a, 4d]
7. Foster an environment of support for employee development through the TEAM Orange program
through June 2017. [2a]
8. Provide leadership for a new Police Chief, Community Services Director, and Library Director through
June 2017. [2a]
9. Implement the City's new five-year Strategic Plan through June 2017. [2a]
10. Provide guidance for several critical land use projects including: The Irvine Company, The Outlets at
Orange, The Village at Orange, Greenlaw Partners, The Picerne Group residential, Marywood
residential development, and MBK Homes through June 2017. [2a]
11. Lead the oversight of the Orange Successor Agency and continue to address the impacts of the
dissolution of the Orange Redevelopment Agency through June 2017. [2a]
12. Lead business development outreach 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 2017. [2e]
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13. Monitor and address critical regional and statewide issues that impact Orange, such as pension
legislation,water quality and storm runoff issues,and the activities of adjacent cities through June 2017.
[4d]
14. Facilitate the enhancement of customer service delivery throughout the organization through June
2017. [4b, 4d]
15. Maintain a positive relationship with Chapman University leadership and cultivate community
engagement opportunities in the Old Towne area through June 2017. [5c]
16. Participate in regional partnerships with such groups as the North Orange County cities as a means to
providing municipal services in the most cost efficient and effective manner through June 2017. [4d]
17. Begin Phase II of the transition of audio/visual equipment in the Council Chambers to improve public
access via"live"and web broadcasting of public meetings through June 2017. [4d]
18. Develop long-term operations policies and financing construction of a new County Animal Shelter. (3e]
19. Provide City leadership for transition to a new countywide 800 Mhz backbone platform to ensure
inoperable radio communications for all safety personnel through June 2017. [4c]
20. Facilitate the redesign and upgrade of a new responsive City website by June 2017. [4c]
21. Promote employee outreach in the City Manager eNewsletter and encourage participation at
department meetings and quarterly Brown Bag lunches through June 2017. [4d,4e]
22. Develop and implement a citywide Facilities Master Plan including a focused assessment around the
civic center area by June 2017. [1 b, 2d]
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CITY MANAGER I ECONOMIC DEVELOPMENT
PROGRAM DESCRIPTION
On June 29, 2011, the State of California enacted Assembly Bill X1 26 (ABx1 26), which dissolved
redevelopment agencies statewide and designated Successor Agencies to "wind-down" activities of the
former redevelopment agencies. In 2012, the enactment of Assembly Bill 1484 ("AB 1484")also known as
the Redevelopment Budget Trailer Bill created new obligations and new deadlines for redevelopment wind-
down activities. The Economic Development Division is responsible for activities of the Successor Agency
to the Orange Redevelopment Agency as required by ABx1 26,AB 1484 and AB 113, and the provision of
economic development programs throughout the City.
SERVICE OBJECTIVES
1. Comply with the California Health 8�Safety Code as amended by ABx1 26, AB 1484 and AB 113.
2. Provide administrative staff support to the Oversight Board of the Successor Agency to the Orange
Redevelopment Agency.
3. Maintain relationships with local real estate, development, retail, and business communities as well as
local property owners.
4. Manage assets owned by the Successor Agency to the Orange Redevelopment Agency.
5. Market the City of Orange to encourage business development activities including attraction, retention,
and expansion.
6. Ensure compliance with existing loan and development agreements of the Successor Agency.
WORK PLAN FOR 2016-17
1. Prepare Recognized Obligation Payment Schedules (ROPS) and related Administrative Budget
according to deadlines and procedures outlined in AB 113 through June 2017. [2a]
2. Coordinate disposition of certain Successor Agency owned assets identified the approved Long Range
Property Management Plan through June 2017. [2d]
3. Pursue development opportunities that will generate new property taxes, new local sales tax revenue,
and the creation of new employment opportunities through June 2017. [2e]
4. 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 2017.
[2e]
5. Coordinate closely with Community Development, Public Works, and other departments on the
processing of projects that support economic development in the City through June 2017. [2e]
6. Work with property owners to facilitate development opportunities along the Katella Gateway area
(Orange SR-57 Freeway to Main Street)through June 2017. [2e]
7. Identify and attract development of inedical related uses along the South Main Street/West Chapman
Avenue corridor through June 2017. [2e]
8. Work with ownership at the Outlets at Orange to begin construction of the final phase of its 60,000
square foot expansion and assist the Village at Orange to process entitlement for Phase 2 renovation
of the mall property through June 2017. [2e]
9. Work closely with property owners and other stakeholders regarding the continuing enhancement of
the Old Towne Orange business environment through June 2017. [2e]
10. Work collaboratively with Old Towne property owners and merchants to address parking in Old Towne,
including construction of the Metrolink Parking Structure through June 2017. [2e]
11. Monitor compliance of 58 Successor Agency loan and development agreements through June 2017.
[2a, 2b]
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CITY MANAGER I 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 2016-17
1. Coordinate specific internal audits as identified in the FY 16-17 Audit Plan by June 2017. [2a]
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NON-DEPARTMENTAL
PROGRAM DESCRIPTION
The Non-Departmental portion of the budget provides for a means to group specific expenditures that cross
departmental boundaries and require special planning, implementation, or monitoring.
The Non-Departmental budget includes the following:
1. The City's portion of retirees' health insurance premiums.
2. Reimbursable salary expense for the International Street Fair and other community events.
3. Employee separation benefits.
4. Annual Animal Control Operations and new capital component contract with the County of Orange.
5. Citywide postage expense.
6. Performance payments to various commercial developments.
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CITY ATTORNEY LEGAL SERVICES
PROGRAM DESCRIPTION
Legal Services 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 contract special counsel.
4. Minimize exposure to liability by practicing preventive law, providing workshops to City officers and
employees, and ensuring that employee complaints are appropriately 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, Successor
Agency Oversight Board, Traffic Commission, Park-Planning Commission, Design Review Committee
(DRC), Staff Review Committee (SRC), and to other boards and committees as required.
8. Be involved in personnel matters at early stage to reduce City exposure from grievances and
lawsuits.
WORK PLAN FOR 2016-17
1. Provide ongoing training to supervisors regarding employee discipline/evaluations through June
2017. [4d, 4e]
2. Provide ongoing training to designated employees regarding potential claim investigations through
June 2017. [4d,4e]
3. Assist in final wind down of Redevelopment Agency through June 2017. [2a, 2d]
4. Review and assist in the processing of the Santiago Hills II project through June 2017. [4d]
5. Review purchasing ordinance and propose changes to streamline through June 2017. [2a]
6. Assist in update of sign code through June 2017. [3c]
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CITY CLERK I MEETINGS, RECORDS MANAGEMENT, AND ELECTION
PROGRAM DESCRIPTION
In accordance with state mandated duties and deadlines, produce Council/Successor Agency agendas
and minutes; process all legal documents; process 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 Council direction.
SERVICE OBJECTIVES
1. Conduct the 2016 General Municipal Election.
2. Maintain and codify Ordinances to the Orange Municipal Code.
3. Maintain Records Retention Schedule for all departments incorporating electronic, as well as paper
storage.
4. Monitor Maddy Act regulations relating to Council appointments to all Boards, Committees, and
Commissions.
5. Provide access to public documents through the City's website and at the public counter.
6. Provide agenda information through the City's cable television and the City's website.
7. Enforce campaign-filing regulations for office holders and active campaign committees.
8. Receive, disseminate, and follow-up on information received through the City's Hotline.
9. Accept U.S. passport applications from the public on behalf of the U.S. Department of State.
10. Serve as the City's information center disseminating information concerning City activities, programs,
and regulations to the public.
WORK PLAN FOR 2016-17
1. Assess options for Agenda Workflow Management programs by June 2017. [4b]
2. Distribute election materials to candidates during the filing period of July through August 2016;
approve ballot and candidate statements; ensure State forms are submitted; and organize Oath of
Office ceremony for the November, 2016 General Municipal Election. [4b]
3. Update Boards, Commissions, and Committees manual by March 2017. [4b]
4. Complete 2016 citywide destruction of records by March 2017. [4c]
5. Assist other departments with their imaging projects to convert paper to electronic records and
effectively utilize the Lase�che Records system by June 2017. [4c]
6. Update all office procedures, and the imaging of all permanent records currently filed in Clerk's vault
and Records Center 2 located in City Hall basement by June 2017. [4b]
7. Provide for broadcasting of the City Council and Planning Commission meetings on the television
Government Channel and provide a feed to the Granicus video system by June 2017. [4c]
8. Cross train staff to effectively utilize resources as contingencies require by June 2017. [4b]
9. Restart active management of the Citywide Records Management Program. Edit the Records
Management Retention Schedule. Update policies related to records retention and scanning. Review
boxes in long term storage for necessity. Increase usage of the Laserfiche system for storage of
records and retrieval of records by June 2017. [4c]
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Treasurer and Finance
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CITY TREASURER I TREASURER OPERATIONS
PROGRAM DESCRIPTION
Provides for the investment of the City's funds in compliance with State law and the City's Statement of
Investment Policy. Monitors revenues, cash flow needs, and cash controls.
SERVICE OBJECTIVES
1. Invest all funds in accordance with State law and the City's Statement of Investment Policy.
2. Review monthly Treasurer's report in accordance with the City's Statement of Investment Policy.
3. Keep current on financial and economic indicators affecting the investment market.
4. Maintain up-to-date cash flow information to ensure the City's liquidity needs are met.
5. Participate in quarterly meetings of the Investment Advisory Committee and Investment Oversight
Committee.
6. Monitor compliance with cash receipts policy.
7. Monitor and analyze revenue, prepare revenue budget, and prepare compliance reports for revenue
disclosure.
8. Maintain annual certifications for investment brokers.
9. Update Statement of Investment Policy annually.
WORK PLAN FOR 2016-17
1. Update the Statement of Investment Policy and make recommendations for enhancement to the City
Council by June 2017. [2d]
2. Review and update the Treasurer's Reference Manual by June 2017. [2d]
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FINANCE I ADMINISTRATION AND GENERAL ACCOUNTING
PROGRAM DESCRIPTION
Administration and General Accounting is 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. 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 audits.
2. In conjunction with the financial audit, prepare the City's Comprehensive Annual Financial Report
(CAFR).
3. Prepare the Annual Street and State Controller's Reports.
4. Prepare the Annual Budget and Capital Improvement Plan Documents.
5. Maintain, update, and troubleshoot the Eden accounting system; provide Eden training and translation
to personnel in every department.
6. Maintain financial records for over one hundred separate funds.
7. Provide assistance to every department in reconciling and analyzing their specific financial activities.
8. Process payroll biweekly with less than a 1% error factor.
9. Prepare quarterly payroll tax returns in compliance with Federal and State reporting requirements.
10. Prepare and calculate position budgeting for the annual budget.
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 MOU or LOU for 19 different salary groups.
13. Administer and monitor financial activity to ensure that it reflects the adopted budget.
WORK PLAN FOR 2016-17
1. Implement the new CostTree allocation program in an effort to calculate cost allocations that are more
efficient and compliant with established financial reporting requirements by June 2017. [4d, 4e]
2. Integrate GASB 74, Financial Reporting for Postemployment Benefit Plans other than Pension Plans,
in the reporting and disclosure of the City's CAFR by December 2017. [4d, 4e]
3. Review and update the security settings for all users of the accounting financial software program,
Eden through June, 2017. [4d, 4e]
4. Begin processing employee reimbursements through Payroll rather than through Accounts Payable to
comply with any W-2 reporting requirements by April 2017. [2a]
5. Coordinate the wind-down of the former Redevelopment Agency and help with financial reporting,
budgeting, and Oversight Board actions through June 2017. [2a]
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FINANCE I 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 thousands of new business license applicants and renewals,
frequently generated online, and send out delinquent notices and close-outs as necessary.
4. Monitor hundreds of business regulatory permits (massage therapists, secondhand dealers, firearm
dealers, tow truck drivers, solicitors, and others).
5. Annually follow up and process several thousand non-compliant, delinquent businesses as well as new
business license leads.
6. Perform hundreds of annual gross receipts and sales tax audits.
7. Scan thousands of records into Laserfiche.
8. Monitor Transient Occupancy Tax for motels, hotels, inns, or vacation rentals.
9. Research thousands of leads from the Franchise Tax Board, thousands of fictitious business name
registrations from the Orange County Clerk Recorder's office, and hundreds of 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 (ongoing), following up on hundreds of delinquent business
owners for closure or compliance.
WORK PLAN FOR 2016-17
1. Continue refining the revenue team approach to streamline compliance and inspection procedures,
thereby providing timely and customer friendly follow-up to increase revenue recovery by June 2017.
[2b]
2. Increase customer awareness of the new on-line business license application module and add
improvements to this development as needed by June 2017. [4b]
3. Encourage on-line business license renewals with the aim of increasing participation to 25% by June
2017. [4c]
4. Investigate the development of emailed renewals to reduce postage costs from mailed renewals by
June 2017. [2a]
5. Continually monitor customer understanding of renewal forms and continue to refine wording and
directions in order to reduce errors and encourage timely returns by June 2017. [4c]
6. Investigate the possibility of providing on-line certificate printing giving customers access to their
business license certificate within 48 hours of payment by December 2016.This may also help reduce
postage costs for the City. [4c, 2a]
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FINANCE I 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,
makes daily mail and supply deliveries to all affiliate locations and handles all outside printing and
duplicating needs for all departments.
SERVICE OBJECTIVES
1. Provide courteous, efficient service to all internal and external customers 100% of the time.
2. Process all informal bids within 24 hours of receipt of specifications.
3. Procure all goods and services meeting departments' specific needs at the best value available.
4. Ensure daily mail and supply delivery and pick up are made to all City mail locations.
5. Deliver goods requested from the warehouse within 24 hours of receipt of requisition.
6. Assist in preparation of Request for Proposal (RFP) and Request for Qualifications (RFQ)
requirements.
7. Ensure the purchase of all goods and services procured through the Purchasing Division are done so
in accordance with all Federal, State, and City laws, regulations, and policies.
8. Process thousands of purchase orders, invoices, and warehouse requisitions annually.
9. Manage and audit the CAL Card procurement program on an ongoing basis.
10. 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.
11. Conduct annual citywide training sessions on procurement and payment processes.
WORK PLAN FOR 2016-17
1. Review all existing master contracts to identify possible cost savings by April 2017. [2a]
2. Increase the number of paperless, electronic transactions by 30°/a in the Accounts Payable invoice
process by May 2017. [2d]
3. Increase by 25% the number of vendors with the capability to receive electronic purchase orders by
June 2017. [2d]
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FINANCE I 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 receivable, 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°/a accuracy within 2 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, kiosk, 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 2016-17
1. Promote more electronic and automatic payment options and services, including online, automatic
telephone system, kiosk, and e-Billing for Utility Billing customers by June 2017. [4c]
2. Upgrade accounts receivable billing entry process by August 2016. [2d]
3. Investigate the possibility of upgrading the current Utility Billing software by March 2017. [4c]
4. Prepare the current Utility Billing software for an upgrade by auditing accounts and verifying the
accuracy of the accounts by January 2017.[2d]
5. Analyze and update policies and procedures to improve customer service by April 2017. [4d]
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HUMAN RESOURCES I PERSONNEL ADMINISTRATION
PROGRAM DESCRIPTION
Personnel Administration is responsible for contract negotiations and administration,job classification and
compensation, employee training and development, Federal and State employment law legal compliance,
disciplinary actions, and processing of all human resource matters related to employment, recruitment
and selection, and benefits administration.
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 background investigations 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 organizations to resolve labor issues related to the wages, hours, and
working conditions within the City.
6. Ensure compliance with Local, State, and Federal laws that may 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 throughout the year.
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.
WORK PLAN FOR 2016-17
1. Conduct recruitments for the City's summer recreation programs, and conduct orientation program for
Community Services by May 2017. [4e]
2. Organize and conduct the annual Employee Rideshare/Health Fair and Employee Open Enrollment
period by November 2016. [3e]
3. Recognize long-term City employees through the Employee Service Award program through June
2017. [1a]
4. 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
2017. [3e]
5. Continue to review, analyze, propose, revise, and enact changes to the City's employment process to
meet new rules and regulations set by Federal and State laws through June 2017. [4e]
6. Implement requirements set by the Affordable Care Act (ACA), Title VI of the American with
Disabilities Act(ADA)through June 2017. [4e]
7. Continue to devote staff time and resources on recruitments to fill critical vacancies for operating
departments through June 30, 2017. [4e]
8. Assist City departments to provide advice and direction on handling grievances, disciplinary actions,
organizational changes, and any employment issues through June 2017. [1 a]
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9. Work closely with outside counsel and the City Attorney's Office to finalize all Memorandum of
Understanding's (MOU's)with the bargaining units by September 2016. [1a]
10. Meet Average Vehicle Ridership (AVR) requirements as set forth by the Southern California Air
Quality Management District (SCAQMD) and the Orange County Transportation Authority (OCTA) to
secure the necessary grants in order to maintain the City's Trip Reduction Program through June
2017. [2d]
11. Coordinate with CaIPERS to conduct two(2) Retirement seminars by June 2017. [4e]
12. Conduct annual Employee Open Enrollment as required by CaIPERS by October 2016. [4e]
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HUMAN RESOURCES I LIABILITY AND WORKERS' COMPENSATION
PROGRAM DESCRIPTION
This program provides for payment of various components of the City's Liability and Workers'
Compensation programs. It also provides for payment of property insurance, property damage losses and
other forms of miscellaneous insurance coverage. Outside administration of Liability and Workers'
Compensation claims is also provided under this program. General administration and goals are listed
under the Risk Management program.
26
Ci:ty af FY 17 Budget
����l�i��
HUMAN RESOURCES I RISK MANAGEMENT
PROGRAM DESCRIPTION
The four major programs in Risk Management are: 1) Insurance, 2) Workers' Compensation Benefits, 3)
Safety Management, and 4) Claims Administration. These programs address State and Federal
regulations, including OSHA safety laws, labor codes, and Workers' Compensation. This program also
works to protect and preserve the City's assets, reduce accidents, increase safety awareness, improve
communication, provide training, and deliver benefits to employees.
SERVICE OBJECTIVES
1. Provide comprehensive Risk Management services to all City departments.
2. Continually develop our programs to meet or exceed State and Federal regulations.
3. Provide education and training to employees.
4. Reduce accidents and liability exposure to the City.
5. Conduct ongoing risk assessments of all City facilities and locations as well as all new Capital
Improvement Projects.
6. Coordinate actuarial studies for both Workers' Compensation and general liability funding.
7. Provide recommendations and expertise in the areas of insurance, loss control, and claims
management.
8. Provide ongoing investigations and settlements on claims filed against the City.
9. Maintain all related documents, files, logs, and databases.
10. Play an active role in the insurance pool group (CIPA).
11. Oversee claims processing by third party Workers' Compensation administrator.
WORK PLAN FOR 2016-17
1. Process all Industrial Disability Retirement (IDR) applications in a standard fashion by requiring
CaIPERS medical evaluations for each applicant and utilizing legal assistance through an outside firm
specializing in these matters to coordinate these procedures and defend the City during employee
appeals through June 2017. [2a] [2d]
2. Conduct annual safety audit and inspections of City locations and facilities that have a high
concentration of City employees and/or high property values through June 2017. [2d]
3. Provide safety training on regulations and programs to prevent injuries and reduce liability to the City
through June 2017. [2d]
4. Conduct two (2)Workers' Compensation administrator's claim file audits by June 2017. [2d]
5. Obtain an actuarial report on both the Liability and Workers' Compensation funds by September 2016.
[2d].
6. Conduct several citywide Safety Committee meetings by June 2017. [1a]
7. Conduct a comprehensive training on safety and claim procedures to all first line supervisors by
December 2016. [2d]
8. Conduct a City Hall fire drill with the aid of the Fire Department by December 2016. [1 c]
9. Input claim file to administrator, manage commercial driver information, and DMV records by June
2017. [2a]
27
���� �# FY 17 Budget
��.��`�111��
HUMAN RESOURCES I SELF INSURANCE - EMPLOYEE BENEFITS
PROGRAM DESCRIPTION
This program provides for payment of dental insurance and unemployment claims. Outside
administration of dental claims is also provided under this program. General administration and goals of
the program are listed under the Personnel Administration description.
28
I nformation Tech nolo
gv
�
�
L�t;,� FY 17 Budget
�'�1�i�,�'
INFORMATION TECHNOLOGY I 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, and printers, the City's website, the specialized
technologies of specific City departments (image systems, records management and dispatch systems,
library automation systems, and more), and software associated with each operation.
SERVICE OBJECTIVES
1. Maintain current service level of responding to all City calls for after-hours 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 2016-17
1. Complete the second phase of the audio/video upgrades to the City Council Chambers by June 2017.
[2d,4c]
2. Implement the personal computer and laptop refresh program by June 2017. [4c]
3. Support upgrades to the City's Internet website by December 2016. [4c]
4. Upgrade aging wireless devices in key locations at various City facilities by June 2017. [2d, 4c]
5. Assist with enterprise-level surveillance assessment activities of City facilities by June 2017. [2d,4c]
6. Upgrade to the newest version of the LaserFiche software used by the City Clerk's Office and the
Police Department and provide stafF with support and training by June 2017. [4c]
7. Expand Geographic Information Systems (GIS) functionality across City operations by June 2017.
[4c]
8. Evaluate methods to consolidate permitting applications through City operations by June 2017. [4c]
9. Support fiber expansion activities for Grijalva Sports Center by June 2017. [2d,4c]
10. Evaluate Internet connectivity options for Hart Park by June 2017. [2d,4c]
11. Identify and implement Sharepoint Department Solutions by June 2017. [4c]
12. Assist with Utility Billing and Maintenance Management replacement evaluations by June 2017.
[2d,4c]
13. Perform server refreshes and server memory expansions by June 2017. [4c]
14. Implement an enterprise-level backup software solution by June 2017. [4c]
15. Implement a mobile device management platform by June 2017. [4c]
��
Librar
v
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1
�iE`,� FY 17 Budget
I`��1l���
LIBRARY SERVICES I 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 program
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 recognition 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.
WORK PLAN FOR 2016-17
1. Implement Volgistics volunteer management software at Taft and EI Modena Libraries to manage
volunteer scheduling, train staff and volunteers in its use, and evaluate its effectiveness in improving
staff efficiency and statistics management by September 2016. [4c]
2. Investigate library policies and procedures on ways to improve customer service as part of the City's
Team Orange Customer Service initiative by December 2016. [4b]
3. Strengthen the relationship with the Orange Public Library Foundation to improve public/private
partnerships that will lead to opportunities for funding, programs, and services by February 2017. [3e]
4. Continue to train, mentor, and prepare staff for leadership roles as part of the Library's succession
plan, particularly in the areas of library budget and local history by April 2017. [4d]
5. Continue to evaluate current staffing and resources to ensure that critical service areas are covered
under the Library Service Delivery Model for expanded hours by June 2017. [4b]
��
Li�`,� FY 17 Budget
t����1�;+�
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 EI Modena Branch Libraries.
SERVICE OBJECTIVES
1. Provide basic reference services for adults at the Orange Public Library& History Center, Taft, and EI
Modena Branch Libraries.
2. Maintain a print, digital, and audio-visual collection that provides leisure reading, listening, and viewing
materials; includes popular non-fiction and supports 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 2076-17
1. Evaluate the effectiveness of the Latino Americans: 500 Years of History grant by August 2016. [5d]
2. Build an Adult Graphic Novel collection and offer compatible programming by December 2016. [4b]
3. Learn Collection Development and Deselection practices for digital collections by March 2017. [4c]
4. Host an Open House event at each branch library—Taft and EI Modena by June 2017. [3b]
31
�+_ Cit��af FY 17 Budget
�������E;��
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, staffed by volunteers.
SERVICE OBJECTIVES
1. Provide basic reference services in the Children's and Teen Division of the Orange Public Library &
History Center.
2. Provide enriched library services to children, teens, and families, including bibliographic and computer
instruction, reader's advisory service, class visits, school visits, and after-school homework assistance
to children in grades 1 -6 and teens in grades 7 - 12.
3. Provide popular reading materials for children and teens, as well as materials to assist them with
homework assignments.
4. Facilitate online access to information through subscription databases and public internet resources for
children and teens.
5. Provide cultural, educational, and informational children's and teen programs for the community.
WORK PLAN FOR 2016-17
1. Research and evaluate potential implementation of free"Reading by Design"software for the Summer
Reading Club by July 2016. [4c]
2. Train Children's staff on the "Ten Keys to Literacy" and implement its ideas into story times and
Children's programs by November 2016. [3b]
3. Create, present, and evaluate Elks"Reading Promise" Grant programs by January 2017. [3e]
4. Pa�tner with Orange Unified School DistricYs Richland Continuation High School on Digital Literacy
programming by March 2017. [3e]
32
Cit��of FY 17 Budget
t'°�1���
LIBRARY SERVICES I LENDING SERVicEs
PROGRAM DESCRIPTION
The Lending Services Division provides public services including new library card registrations, checkout
and check-in of library materials, and collection of fines and fees at Orange's 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, shelving materials
in good order, 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 2016-17
1. Train staff to assist patrons on new self-checkout stations and implement new Lending Services
practices to increase usage by September 2016. [4c]
2. Train staff how to use MobileCirc at outreach events and programs, such as story time by December
2016. [4c]
3. Cross-train clerks for succession planning by relocating staff and delegating duties, such as global
scheduling and training of new hires by April 2017. [4e]
33
�.ifj,�.� FY 17 Budget
t�������
LIBRARY SERVICES I 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 contracted IT staff.
4. Plan and present technology literacy training for staff.
5. Coordinate and maintain the Library's web pages.
WORK PLAN FOR 2016-17
1. Provide technical assistance to Children's Services staff with implementation of"Reading by Design"
software by July 2016. [4c]
2. Upgrade SirsiDynix Symphony software to current version by September 2016. [4c]
3. Upgrade and migrate website as part of the citywide project by October 2016. [4c]
4. Implement patron payment of fines/fees via credit card at the Orange Public Library& History Center
self-check machines by December 2016. [4c]
5. Replace 60,000 non-standard RFID tags on items at the Orange Public Library & History Center by
March 2017. [4c]
6. Implement replacement self-service pay-for-print solution and upgrade SAM PC signup software by
April 2017. [4c]
7. Continue cleanup procedure of bibliographic and patron databases through June 2017. [4c]
34
Fire
�
�
� Gity of FY 17 Budget
�'���1�;�'
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. Administer the Fire Department's workers' compensation issues.
5. Strive to control program costs through management techniques, while maintaining efficiency.
6. Respond to special studies and information requests.
7. Provide Fire Department liaison to other City departments and County agencies.
8. Provide oversight of the Fire DepartmenYs records management system.
9. Administer Fire Department Emergency Services programs, providing direction for future programs,
facilities, and supplies.
WORK PLAN FOR 2016-17
1. Conduct inspections of all personnel, apparatus, and facilities to ensure compliance with applicable
rules, regulations, and industry standards by October 2016. [1 a]
2. Pursue all reimbursement due to the City from mutual aid activity and Strike Team expenditures
through June 2017. [1a]
3. Pursue all grant opportunities available to the Fire Department's mission and administer all awarded
programs through June 2017. [1a]
4. Search out opportunities for increased efficiency and improved service levels in all Fire Department
operations through June 2017. [1a]
5. Administer the Capital Improvement Plan (CIP) Turnout Replacement program for Fire Department
safety personnel through June 2017. [1 a]
6. Improve wireless connectivity at all fire stations by October of 2016. [1 b]
7. Research, field test, and purchase new thermal imaging camera equipment for all fire apparatus by
June 2017. [1a]
8. Plan, coordinate, and secure funding for a new Fire Station 2 through June 2017. [1 b]
9. Plan, develop, implement, and coordinate with Public Works for the Signal Preemption program
throughout the City through June 2017. [1 b]
10. Evaluate Annual Physical and Worker's Compensation programs to determine potential
improvements to streamline the process and reduce injuries through June 2017. [1 a]
35
Citt�of' FY 17 Budget
�������
FIRE DEPARTMENT I 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 2016-17
1. Monitor trends throughout the Department to improve efficiency and effectiveness and identify cost-
saving opportunities through June 2017. [2a]
2. Communicate and implement Fire Department vision statement, values and goals for FY 2016-17
through June 2017. Specific goals for each division are outlined separately. [2a]
3. Improve communications throughout the Fire Department. Visit all personnel at least once a year to
disseminate information and listen to concerns. Revise the current website, use technology to
disseminate and archive communication through June 2017. [4c]
4. Develop future leaders within the department through training, mentoring, and work-related
assignments through June 2017. [4e]
5. Complete Fire Department Strategic Plan by June 2017. [2a]
6. Implement new Emergency Medical Services (EMS)software/hardware solutions by June 2017. [7a]
36
C--�+ Citt�af FY 17 Budget
t���.����
FIRE DEPARTMENT I 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°/a 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 2016-17
1. Investigate and deploy electronic systems that ensure the security and accountability for controlled
medications through June 2017. [1 b]
2. Deploy two new rescue ambulances by August 2016. [1 b]
3. Deploy two new gurneys with lift systems by August 2016. [1 b]
4. Complete modifications and training for Street Emergency Medical Services (EMS)software, National
Emergency Medical Services Information System (NEMSIS)3 and Orange County Emergency Medical
Services (OCEMS) compliant electronic data collection/patient care record software and hardware
options by December 2016. [1a]
5. Implement an electronic medical supply accountability system by July 2017. [1a]
37
L�,�`,a� FY 17 Budget
�"��1��
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. Manage the budget for Fire Operations in a fiscally responsible manner.
3. Provide the apparatus, equipment, and supplies needed to handle emergency responses.
4. Provide and utilize automatic and mutual aid agreements to/from su�rounding communities in
accordance with State and Local agreements.
5. Provide public education programs that will help prevent emergencies and enhance the quality of life
in the community.
6. Provide the safest working environment possible for all personnel.
7. Provide quality improvement reviews for operational effectiveness.
8. Conduct annual pump/ladder/equipment tests for all apparatus.
9. Post Incident Analysis of all command incidents and multi-victim incidents.
10. Provide fire inspections and fire prevention programs to prevent emergencies in the community.
WORK PLAN FOR 2016-17
1. Provide multi-agency and agency-specific in-service training for all department personnel through
June 2017. [1a]
2. Provide comprehensive career development training for those seeking promotion using available
funding by June 2017. [4d]
3. Mentor those individuals who seek promotional opportunities with staff rides, live fire, and leadership
training by June 2017. [4d]
4. Monitor and refine closest-unit automatic vehicle locator dispatch technology between Metro Net and
the Orange County Fire Authority dispatch centers by August 2016. [1a]
5. Participate in the process/production of new wildland fire cooperative plans by July 2016. [1 c]
6. Update the Mutual Threat Zone Response agreement with Anaheim, Orange County Fire Authority,
and Cal Fire by September 2016. [1 c]
7. Move all fire maps to electronic media by December 2016. [1 a]
8. Up-fit new fire apparatus, staff vehicles, and ambulances as delivered through June 2017. [1 b]
9. Inspect all stations, grounds, and apparatus by Octobe�2016. [1 b]
38
L�t`,�� FY 17 Budget
�"�t`���
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 Service(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 advanced life support 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 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 2076-17
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 2017. [1a]
2. Implement new ALS devices/equipment and procedures as directed by Orange County Emergency
Medical Services (OC EMS)through June 2017. [1a]
3. Complete customization and roll out of new Street EMS electronic data collection/patient care record
system and integration with Orange County Medical Emergency Data System (OC-MEDS) by
December 2016. [1a]
4. Use of Orange Fire Department (OFD) Quality Improvement (QI) process to ensure compliance with
OC EMS standing orders through June 2017. [1a]
5. Implement succession plans to meet the anticipated need for new paramedics by December 2017. [1 a]
39
City c�f FY 17 Budget
<��t"�$�?����
FIRE DEPARTMENT PREVENTION
PROGRAM DESCRIPTION
The Fire Prevention Division 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 law, 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. Upgrade, install, and integrate a new Records Management System (RMS) database for the fire
suppression inspection program. This is a citywide suppression company inspection process for
commercial and industrial occupancies.
3. Conduct mandatory 48 annual high-rise building inspection reports and submit to the California State
Fire Marshal.
4. Conduct state-mandated jail inspections and forward reports to the California State Fire Marshal and
the California Department of Corrections.
5. Present Fire Prevention training sessions to Fire Suppression personnel addressing topics such as
code enforcement pertaining to business inspections, hazardous materials inspections, fire
investigations, scene management, and wildland interface/fuel modification codes.
6. 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.
7. Maintain the mandated hazardous materials program as required by State and Federal law.
8. Provide hazardous materials information for fire suppression companies to use in emergency
situations.
9. Conduct the Weed Abatement Program as required by City ordinance.
10. Manage the fuel modification reporting requirements for homes in the wildland interface.
11. Investigate promptly the cause, origin, and circumstances of each and every fire involving loss of life
or injury to person, destruction, or damage to property.
WORK PLAN FOR 2016-17
1. Complete the conversion and continuous updating of all policies and procedures into the Lexipol
system by January of 2017 [2a]
2. Research and develop an electronic plan review program in collaboration with the Community
Development Department by July 2017. [4c]
3. Execute the next phase of the Hazardous Materials E-Submit grant which fulfills the electronic
hazardous materials disclosure submittal requirement of Assembly Bill 2286 through June 2017. [4c]
4. Assess and reassign work duties to identify potential opportunities to modify staffing while improving
technological efficiency through June 2017. [1a]
5. Assess options to hire and train an in-house Plan Check Specialist to significantly reduce and
potentially eliminate the need to contract for this service in an effort to improve efficiency and
customer service by November 2017. [1 a, 1 d]
6. Assist the Police Department in the recruitment, training, and continuing education of our citywide
Community Emergency Response Team (CERT) and direct the resources necessary to ensure
success by July 2017. [1 c, 1 e]
40
t j�City of FY 17 Budget
�"�����'.
7. Evaluate and assess the most efficient period of time between certain fire prevention inspections, in
order to maximize the use of manpower and unit hour utilization by January 2017. [1d, 2a]
8. Research, develop, and have published a citywide Hazard Mitigation plan by March 2017. [ 1 b, 1 c,
1 e]
41
C~'+ Gitt�af FY 17 Budget
�'��1���
FIRE DEPARTMENT I TRAINING
PROGRAM DESCRIPTION
The Training Program delivers and facilitates training activities to all operations personnel. This includes
research, development, and implementation of a variety of training courses. This includes basic and
advanced firefighter 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 2016-17
1. Manage in-service training for department personnel through June 2017. [1 a]
2. Coordinate UASI grant funded training through June 2017. [2a]
3. Coordinate and conduct a Fire Battalion Chief promotional process and related academy by June 2017.
[1 a]
4. Coordinate and conduct a Fire Captain promotional process and related academy by June 2017. [1 a]
5. Coordinate and conduct a Fire Engineer promotional process and related academy by June 2017. [1 a]
6. Coordinate and conduct a Firefighter recruit academy by June 2017. [1 a]
7. Provide safety inspections of fire stations and grounds by October 2016. [1 b]
8. Manage the Target Solutions web-based training program through June 2017. [1a]
9. Conduct collaborative firefighter skills/training/recruit academies with neighboring agencies through
June 2017. [1a]
10. Identify and implement innovative training solutions to train new supervisors for high number of
retirements projected by June 2017. [1a]
42
Police
�
�
L�t;,Q� FY 17 Budget
�°��1���:�
POLICE I ADMINISTRATION
PROGRAM DESCRIPTION
The Administration Division is responsible for numerous diverse functions in support of Police Department
operations. The functions include fiscal affairs, information technology, timekeeping, personnel and
training, Records Bureau, Crime Prevention/Analysis Unit, Volunteer Program, facility and fleet services.
The Division is also responsible for grant administration and technological advancements within the
Department.
SERVICE OBJECTIVES
1. Recruit, conduct backgrounds, and hire top-quality applicants for all sworn and non-sworn 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. Through crime analysis, continue to provide accurate and timely statistical information to help reduce
and prevent criminal activity.
7. Provide and maintain an effective in-service volunteer staff.
8. Direct crime prevention efforts through the planning process, community education, and crime
analysis.
9. Coordinate with Building and Fleet Services for police facility, vehicle, and related services.
10. Manage the DepartmenYs English and Spanish websites.
WORK PLAN FOR 2016-17
1. Participate in 12 recruitment events/job fairs to attract qualified applicants for sworn and non-sworn
positions through June 2017. [1 a]
2. Utilize the LCD and software system to provide quarterly trainings to all personnel through June 2017.
[1 a]
3. Hire and train employees to fill all current unfrozen positions to help meet department organizational
pillars by December 2016. [1 a]
4. Create and implement a computerized assessable five-year training plan to assist all officers with
identifying future training topics and training needs by January 2017. [4d]
5. Complete individual training binders of all briefing training series and in-house training by January
2017. [4d]
6. Create binders of recommended courses for officers promoted to new assignments by January 2017.
[4e]
7. Provide biennial Advanced Officer Training as required by POST by January 2017. [4e]
8. Maintain a list of candidates for vacant positions as applicable through June 2017. [4e]
9. Utilize the (12) POST training videos and other on-line training resources for more cost-effective
training by June 2017. [4e]
10. Complete the conversion of new training files for all employees by January 2017. [4d]
11. Begin evaluation of options to replace the computer-aided Dispatch/Records Management System
(CAD/RMS)through June 2017. [1 b]
43
LYt`,�. FY 17 Budget
I'�3.11��.'
POLICE I 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 who are 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 works together to identify and address
the future needs of the Department and the community.
WORK PLAN FOR 2016-77
1. Continue the CompStat crime control model with the goal of effectively and efficiently coordinating
resources to control crime through June 2017. [1a]
2. Develop future leaders within the Department through training, mentoring, and work-related
assignments through June 2017, 3 sessions per year. [4e]
3. Utilize the Department website, iWatch (1 message per month), public service announcements, and
public events to provide crime prevention and Department information through June 2017. [1e]
4. Continue to monitor department functions and staffing monthly, to identify cost saving opportunities
through June 2017. [2a, 2b]
5. Continue to foster relations with Chapman University Office of Public Safety by holding quarterly
meetings through June 2017. [1e]
44
Cit��c�f FY 17 Budget
t"����t-�
POLICE I DETECTIVES
PROGRAM DESCRIPTION
The Investigative Services Division is responsible for identifying the suspects who commit crimes and
bringing them to justice. Cases are referred to the Division for follow-up after they are 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. The
Division's Youth Services Bureau (YSB) proactively addresses juvenile crime problems by coordinating
efforts of School Resource Officers (SRO) and juvenile investigators. The YSB works closely with the
schools to monitor alternative programs for the youthful offender and pre-offender juveniles, referring
minors to community and social service programs designed to minimize negative 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 in an effort to reduce crime.
WORK PLAN FOR 2016-17
1. Conduct four presentations on current fraud trends to senior citizen groups and businesses by June
2017. [1e]
2. Conduct a minimum of six "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 2017. [1 a]
3. Conduct a minimum of four (one per quarter) business inspections of inetal recycling facilities to
ensure compliance with Local and State laws to address metal theft by June 2017. [1a]
4. YSB SRO's will conduct three public presentations to both high schools and Chapman University on
the topic of Sexual Assault Prevention Education (SAFE) by June 2017. [1 e]
5. YSB will participate in the Orange County District Attorney's GRIP program with five identified schools
through June 2017. [1e]
6. Detectives will support patrol during special crime trend operational periods and document activity for
the Crime Analyst through June 2017. [1 a]
7. Conduct a community outreach and education program under the Families and Communities
Together(FaCT)grant in collaboration with the Friendly Center by June 2017. [1 e]
45
-- City af FY 17 Budget
����»""i��"���:�`
POLICE I 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 that is later used for court and statistical purposes.
SERVICE OBJECTIVES
1. Provide professional customer service to citizens and co-worke�s. Prioritize tasks in a timely and
efficient manner including handling 9-1-1 and routine calls in a predetermined manner to best handle
the needs of both callers and responders.
2. Facilitate the leadership development of shift supervisors in order 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. 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.
4. Maintain a consistent training program and up-to-date manual consisting of four well-defined training
phases for new-hires, facilitating professional development of all personnel to enhance leadership
and decision-making skills.
WORK PLAN FOR 2016-17
1. Schedule training for all Dispatchers to comply with bi-annual POST continuing professional training
requirements by June 2017. [4e]
2. Evaluate dispatch schedule effectiveness with each shift change through June 2017. [1 a]
3. Conduct and evaluate quarterly quality assurance reports to verify effective service delivery through
June 2017. [4d]
4. Evaluate and revise public service announcements (PSA's)for the"On-Hold" messaging system to
provide useful, timely, and relevant information to the public on a quarterly basis through June 2017.
[1 e]
5. Identify recurring technology failures and implement solutions to the extent possible to prevent future
occurrences by June 2017. [4d]
46
� �if�,a{ FY 17 Budget
��'���11��`
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 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 in an effort 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 the Orange Unified School District, 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, meeting with staff,
students and parents of participating schools on a regular basis during the school year. The goal is 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 effective 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 2016-17
1. Conduct at least four surveillances of frequently vandalized locations within the City in an effort to
apprehend the offenders involved through June 2017. [1a]
2. Hold four meetings with stafF and students of the Orange Unified School District to educate students
and staff on ways to suppress graffiti and other gang-related activity on school campuses through June
2017. [1e]
3. Complete five probation compliance operations of known taggers in the City through June 2017. [1 a]
4. Complete at least 10 gang injunction violation arrests through June 2017. [1a]
5. Conduct 200 probation or parole searches on known gang members and their associates through June
2017. [1a]
6. Conduct four truancy sweeps in conjunction with GRIP by June 2017. [1 a]
7. Assist allied law enforcement agencies with criminal investigations, warrant services, probation and
parole searches, or other gang enforcement activity, ten times through June 2017. [3e]
47
Cit�s�of FY 17 Budget
���.��I��:'
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 their preparation for major emergencies and disasters.
2. Coordinate the development of emergency plans and operational procedures.
3. Coordinate EOC readiness.
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/or
services and receives appropriate training.
6. Represent the City of Orange in all hazards (Including weapons of mass destruction and terrorism)
related activities at the Local, Regional, and State level.
WORK PLAN FOR 2016-17
1. Expand the Community Emergency Response Team (CERT) to reach all areas of the community by
hosting two CERT classes and one Spanish language Disaster Preparedness Academy by June
2017. [1e]
2. Conduct two evacuation drills for all Police Department employees, including a shelter in place drill by
June 2017. [1 b]
3. Partner with Orange County Health Care Agency to establish a First Responder Point of Dispensing
plan by June 2017. [1 e]
4. Increase the Terrorism Liaison Officer (TLO) program to 50 percent participation of sworn personnel
through quarterly trainings specific to terrorism and/or homeland security by December 2016. [1 e]
5. Conduct safety assessments on all public and private schools in the City of Orange, providing for
enhanced security of the schools and preparedness for officer response to emergencies by
December2016 [1e].
6. Participate in regional emergency preparedness drills and exercises in order to plan for disasters and
emergencies the City of Orange may encounter through June 2017. [1 e]
48
Citt�af FY 17 Budget
�'��1��.�'
POLICE I LAB/PROPERTY
PROGRAM DESCRIPTION
The Forensic Services Unit is responsible for the collection of evidence at crime scenes and processing
for future court use. The Lab works to identify suspects through latent print analysis. This is
accomplished through comparison to known individuals in the California ldentification statewide
automated fingerprint identification (CAL-ID) database. The Lab also processes items for DNA evidence
in an effort to identify suspects. The Property Unit is responsible for packaging, storing, control, 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 in order 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 firearms 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 and keep current all policies on the use, storage, and management of digital photographs and
other digital media.
6. Maintain all property and evidence in accordance with accepted legal practices and procedures.
7. Complete annual narcotic and gun destructions consistent with applicable laws and regulations.
8. Dispose of all property that has been stored in excess of three years and is no longer required for
court proceedings.
WORK PLAN FOR 2016-17
1. Conduct three inspections and two audits of the Property/Evidence Room and off-site storage areas
by June 2017. [1a]
2. Complete and submit latent prints to the CAL-ID through June 2017. [1a]
3. Conduct four CSI trainings for Field Services Division by June 2017. [4e]
4. Conduct two evidence and property booking trainings for Patrol and Detective personnel by June
2017. [4e]
49
� Citp af FY 17 Budget
.��`��1�.;�
POLICE I NARCOTICS
PROGRAM DESCRIPTION
The NarcoticsNice Program responds to community concerns and is responsible for identifying,
investigating and arresting those who traffic in controlled substances and/or engage in vice-related
activities in our community. The Narcotics Unit creates a deterrent to those selling drugs by taking a
proactive approach through enforcement strategies and by promoting community awareness in drug
enforcement. The Vice Unit enforces the laws related to vice offenses and alcohol beverage control
violations. The 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 our
personnel on the subject of drug use and trafficking patterns in the City. In addition, two detectives are
assigned to a federal drug task force that targets large-scale narcotics traffickers operating in the area
and one detective is assigned to a county narcotics task force (RNSP).
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 our 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 in an effort 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.
WORK PLAN FOR 2016-17
1. Conduct two ABC alcohol decoy operations by June 2017. [1a]
2. Conduct four probation checks for 11590 (Narcotic) registrants by June 2017. [1a]
3. Conduct two tobacco decoy operations, one by December 2016 and one by June 2017. [1a]
4. Conduct two massage parlor inspection operations with Department of Labor through June 2017 in
order to ensure compliance with all State and Local laws. [1 d]
5. Conduct four briefing trainings for patrol in the area of narcotic operations and current drug trends
through June 2017. [1a]
6. Work with Community Services Program (CSP) to provide two alcohol Training for Intervention
Program (TIPS) for local bars and restaurant to ensure the responsible service, sale, and
consumption of alcohol, by June 2017. [1e]
7. Assist Patrol with crime reduction efforts as needed through June 2017. [1 a)
50
-- City of FY 17 Budget
1"��t��;t`
POLICE I THE OUTLETS AT ORANGE
PROGRAM DESCRIPTION
Personnel assigned to The Outlets at Orange are responsible for providing police services to this
entertainment and retail complex comprised of over 120 outlet and retail stores, the immediate out-
parcels, and parking areas. Response is given to calls for service, provide crime prevention training, and
create a positive and safe atmosphere for this "shoppertainmenY' mega-complex, which covers over
800,000 square feet and attracts more than 16 million visitors annually. Pursuant to a 1996 Disposition
and Development Agreement with the Mills Limited Partnership, the developer currently provides for a
designated location for a police substation within the Outlets at Orange shopping center.
SERVICE OBJECTIVES
1. Maintain a close working relationship with The Outlets at Orange management.
2. Assist The Outlets at Orange Security Department and further enhance a mutual working relationship.
3. Conduct proactive enforcement and effective crime prevention activities.
WORK PLAN FOR 2016-17
1. Participate in briefing discussions with security staff to maintain a positive working relationship, twice
per month through June 2017. [3e]
2. Conduct two crime prevention trainings for merchants by June 2017. [1 e]
3. Conduct quarterly compliance checks of liquor licenses and Conditional Use Permits and monitor
special events at all ABC-licensed establishments through June 2017. [1a]
S1
- City c�f FY 17 Budget
�°���1�#�
POLICE I PATROL
PROGRAM DESCRIPTION
The Field Services Division is comprised of uniformed personnel who respond to calls for police service.
The 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 (which coordinates the Neighborhood Enhancement
Team), the Canine Unit, Special Enforcement Detail (SED), SWAT, Reserve Officers, Police Service
Officers, the Gang Unit, the 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 our contacts 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 strategies; rapid, focused
deployment of resources; and relentless follow-up.
6. Continually and proactively address recurring issues with transient population and persons with mental
illness to effectively reduce victimization and direct individuals to appropriate community resources.
7. Coordinate the volunteer police chaplain program to assist department personnel and the community
in reducing the personal impact of trauma.
WORK PLAN FOR 2016-17
1. Utilize monthly CompStat meetings to proactively analyze and direct the deployment of resources to
effectively address crime trends through June 2017. [1 a]
2. Coordinate and lead two crime reduction operations utilizing units throughout the Department through
June 2017. [3e]
3. Collaborate with the Training Bureau to provide three (3) leadership trainings for all Sergeants and
Lieutenants to coincide with each shift change through June 2017. [4e]
4. Using Patrol's specialized units and regular personnel, conduct monthly probation/parole sweeps in
"hot spot areas" identified by the Crime Analysis Unit in the context of CompStat, through June 2017.
[1 a]
5. Patrol Watch Commander to spend 24 hours each quarter in the Dispatch Center through June 2017.
[1 a]
S�
�� Gitz�of FY 17 Budget
.�t-������
POLICE I RECORDS
PROGRAM DESCRIPTION
The Records Bureau maintains and protects the integrity of the DepartmenYs criminal reports and other
documents. Included in this function is the file maintenance of the Records Management Computer
System, warrant/subpoena processing, and data input. 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, 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 pertaining to the California Law Enforcement Teletype System (CLETS),
Criminal Justice Information System (CJIS), and National Crime Information Center(NCIC).
5. Maintain all department criminal 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 2016-17
1. Conduct Department of Justice required "less than full access operator" CLETS Teletype
recertification proficiency exam and waiver by June 2017. [4e]
2. Electronically scan major crime cases from 2005 by June 2017. [1a]
3. Purge all non-major crime cases from year 2006 and 2007 through June 2017. [1a]
4. Begin to electronically scan major crime cases from 2006 by June 2017. [1 a]
5. Continue to conduct due diligence on warrants through June 2017. [1a]
6. Evaluate records schedule effectiveness with each shift change through June 2017. [1a]
7. Schedule Records Clerk personnel to attend P.O.S.T. Records Clerk course by December 2016. [4e]
8. Supervisory personnel will attend 12 California Law Enforcement Association of Records Supervisor
(CLEARS) meetings through June 2017. [4e]
5�
Cit��of' FY 17 Budget
����1�t='
POLICE I TRAFFIC SERVICES
PROGRAM DESCRIPTION
The Traffic Bureau is responsible for traffic-related education and enforcement aimed at reducing injury and
property damage in our community. This is accomplished through traditional traffic law enforcement and
educational programs such as impaired driver suppression patrols and DUI checkpoints. The Traffic
Bureau investigates traffic collisions and provides primary enforcement of Local and State laws relating to
the movement of vehicles and parking ordinances. The Traffic Bureau provides crossing guards to ensure
the safe passage of all children to and from school. The Traffic 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 effective enforcement of all traffic laws regulating the flow of traffic within the City in a
professional manner.
2. Provide special enforcement aimed at addressing specific traffic safety concerns and contacting repeat
offenders who pose a threat to public safety.
3. Address traffic matters related to impaired driving through enforcement and educational programs in
order to reduce crime.
4. Utilize technology and crime data information to enforce vehicle code violations relative to commercial
vehicles and other traffic safety violations.
5. Provide leadership with traffic safety and enforcement programs through a partnership with OUSD
schools.
WORK PLAN FOR 2016-17
1. Utilize multiple collision location data to direct enforcement efforts on a quarterly basis through June
2017. [1aJ
2. Provide quarterly traffic reports that document collision and enforcement data during CompStat
meetings byApril 2017. [1a]
3. Conduct 13 DUI /driver's license checkpoints as required by the Office of Traffic Safety (OTS) grant
through June 2017. [1 e�
4. Complete 16 DUI Saturation patrols as required by the OTS grant through June 2017. [1e]
5. Conduct 18 Traffic Enforcement operations in support of Distracted Driving Awareness and Click-it-or-
Ticket campaigns by June 2017. [1 e, 2e]
6. Participate in the OTS Avoid Grant program, coordinated by Irvine Police Department with two (2)
Saturation Patrols through June 2017. [1e].
7. Participate in three (3)commercial countywide enforcement checkpoints through June 2017. [1e, 2e]
8. Participate and provide quarterly skills training for motor officers that promote and enhance general
riding and safety through June 2017. [4e].
S4
Public Works
.-�
�
City of FY 17 Budget
�°������
PUBLIC WORKS I GENERAL ADMINISTRATION AND SUPPORT
PROGRAM DESCRIPTION
This program provides management and staff support to achieve the departmenYs 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 and organizational studies, clerical support, filing, and public counter support.
3. Prepare the annual departmental budget and supporting documents in the time frame required and
present the departmenYs budget before the City Manager and City Council.
4. Prepare and submit on time all County, State, and Federal reports.
5. Review departmental 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.
7. Maintain a plan to perpetuate the DepartmenYs initiative for masterful customer service.
WORK PLAN FOR 2016-77
1. Develop a comprehensive departmental leadership development and team building program by June
2017. [4b]
2. Expand the recruitment and development of student volunteers and interns to meet the DepartmenYs
ever-expanding needs by December 2016. [4b]
3. Update the DepartmenYs Strategic Plan to project long-term priorities and programs by December
2016. [4e]
4. Assess the DepartmenYs current asset management activities and set goals for future asset
management needs by May 2017. [2d]
5. Submit annual reports for used oil collection and solid waste diversion to the California Department of
Resources Recycling and Recovery by August 2016. [2a]
6. Prepare annual Maintenance Management System plans and meet monthly with all maintenance
divisions to review plan progress through June 2017. [4c]
7. Coordinate the submittal of grant applications and administer successful grant awards through June
2017. [2a]
8. Develop an outreach and strategic plan to assist the City's commercial waste accounts in response to
legislation approved by the Governor by February 2017. [2d]
9. Develop an outreach plan for promoting citywide Cycle VI Do-It-Yourself used oil collection by June
2017. [2d]
10. Work with the Engineering Division to research and implement a cost of service analysis for accounts
related to tree service, sewer/sanitation, and stormwater by January 2017. [2b]
11. Examine the long term stability of the Mainstar Management System through June 2017. [2d]
�S
`�t� �f FY 17 Budget
����1��:�
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, and 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) and accurately calculate all fee payments and respond
to permit applicants on schedule.
3. Review and approve permit applications for all public utility and construction activities on public street
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. Facilitate out-of-area sewer connection requests.
6. Issue new street addresses to developments and utility services and maintain City address database.
7. Prepare and submit on time all County, State, and Federal reports.
8. Operate and maintain a geographic based information system (GIS) for all City infrastructures and
property related data.
9. Review all special district assessments annually for accuracy and compliance with financing
agreements.
10. 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 roles.
11. Administer FEMA National Flood Insurance Program (NFIP) and 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 and
respond to resident inquiries and file FEMA flood letters and map documents.
12. Maintain citywide street address information including street name and house number assignments.
Maintain citywide sewer service information, including sewer lateral, and process new sewer
connections.
WORK PLAN FOR 2016-17
1. Review submittals for developments including parcel and tract maps, grading, and other infrastructure
improvements through June 2017. [1d, 3c]
2. Manage a Geographical Information System for atlas maps and infrastructural databases including
updates through June 2017. [4b, 4c]
3. Update sewer, storm drain, and water databases throughout the City by June 2017. [1 b]
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 2017. [3a]
56
� Citi�af FY 17 Budget
�t°�t��„;l�
5. Organize engineering project central files including scanning, filing, and record management through
June 2017. [4b, 4c]
6. Review and approve Encroachment Permit applications by utility companies and private
developments by June 2017. [1 b, 1 d, 4b]
7. Review submittal and facilitate project approval for various developments such as Santiago Hills II,
Marywood Hills, Town and Country, and Chapman University Center for Science and Technology
through June 2017. [2e, 4b, 4d]
57
� City of FY 17 Budget
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PUBLIC WORKS I 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 Program (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. Refine and manage the City's Pavement Management Plan.
3. Ensure completion of all approved projects in the Capital Improvement Program (CIP) within budget
and as scheduled.
4. Prepare an annual 7-year CIP Program relating to roadways, sewer and storm drain, and facilities
and coordinate the program review and approval process with the City Manager, Mayor, and City
Council.
5. Prepare and submit on time all 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 2016-17
1. Begin to implement energy efficiency/conservation study improvements for all City owned facilities
including street lights, and complete financial analysis of Southern California Edison (SCE) owned
street lights acquisition by June 2017. [2d]
2. Update the Pavement Management Plan through June 2017. [1b, 2d]
3. Schedule and complete annual pavement maintenance projects by June 2017. [1 b, 4b]
4. Work with consultant and Caltrans on Meats Interchange Project Approval and Environmental
Document report through June 2017. [1 b, 3a]
5. Provide project management support for the Metrolink Parking Structure (Lemon Street Parking
Structure)through June 2017. [4b]
6. Examine sewer hot spots list and select segments for replacement by March 2017. [1 b, 4b]
7. Complete Federal and State funded grant projects through June 2017. [3a]
8. Pursue grant opportunities from Orange County Transportation Authority (OCTA) — Measure M2,
State and Federal agencies, and other available external funding options through June 2017. [2a, 2b]
9. Complete Sanitation Rate Study and present findings to City Council by July 2016. [2a, 2b]
10. Complete rehabilitation design on eight(8)City bridges and obtain Caltrans approval by August 2016.
�2d�
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t��City of FY 17 Budget
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PUBLIC WORKS I FACILITY MAINTENANCE
PROGRAM DESCRIPTION
This program provides maintenance services for public buildings and City facilities, administers annual
contracts for mechanical systems, 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 2016-77
1. Review and monitor all facility annual service contracts by March 2017. [1 b]
2. Coordinate and implement building improvements and facility modifications by June 2017. [1 b]
3. Perform general maintenance and repairs for all public buildings and appurtenant facilities by June
2017. [1b]
4. Conduct periodic building inspections to better maintain facilities and provide exceptional customer
service through June 2017. [1 b]
5. Complete a Facility Master Plan Study by November 2016. [2dj
6. Upgrade Energy Management System and access control to intelliweb through June 2017. [2d]
59
Cit��c�f FY 17 Budget
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PUBLIC WORKS I FLEET SERVICES
PROGRAM DESCRIPTION
This program provides for the acquisition, repair, maintenance, and disposal of all City vehicular
equipment, including 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, on time, all 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 (2) 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 all fuel dispensing systems.
WORK PLAN FOR 2016-17
1. Complete 1,200 preventative vehicle maintenance services and 2,000 repairs to the City's fleet by
June 2017. [1b]
2. Integrate the utilization of the fuel management system into the City's vehicle maintenance and asset
management programs by June 2017. [2d]
3. Develop a vehicle purchasing schedule for annual vehicle replacements by January 2017. [2d]
4. Complete all standard budgeted vehicle replacement purchases by June 2017. [2d]
5. Dispose of surplus vehicles and equipment in a timely fashion to maximize salvage value by June
2017. [2d]
6. Implement division wide training programs by June 2017. [4e]
7. Implement Fuel Management Plans for fully automate fuel management system for all City vehicles
including fire engines and police patrol vehicles by July 2016. [4b]
60
Cit�t�crf FY 77 Budget
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PUBLIC WORKS I 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 2016-17
1. Coordinate with the Engineering Division in the preparation of plans and specifications for capital
projects involving sewer main replacement, pavement slurry sealing, asphalt overlay, sidewalk, ADA
ramp and curb and gutter repair/replacement through June 2017. [1 b, 3a]
2. Patch and repair two (2) million square feet of street, utilizing both City crews and contract
construction by June 2017.[1 b,3a]
3. Repair two (2) miles of sidewalk and two (2) miles of curb and gutter, utilizing both City crews and
contract construction by June 2017. [1 b]
4. Expediently track and remove graffiti throughout the City through June 2017. [4b]
5. 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 by June 2017. [1 b]
6. Implement the divisionwide training programs through June 2017. [4e]
7. Manage contractual services for shopping cart abatement and Old Towne Plaza steam cleaning and
custodial services through June 2017. [4b]
8. Inspect and install banners as requested through June 2017. [1 b]
9. Assist in the production of City events and the implementation of emergency road closures through
June 2017. [1 b]
61
Git��of FY 17 Budget
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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. Administer continuing 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 (ROW) trees, to include
tree maintenance, removals, and planting.
9. Replace deficient, aging, or damaged sewer lines.
WORK PLAN FOR 2016-17
1. Clean 450,000 linear feet of sewer main lines and CCTV video inspect 200,000 linear feet of sewer
main lines by June 2017, utilizing both City crews and contractor services. [1 b]
2. Trim 5,000 residential street trees based on the proposed rate structure adjustment by June 2017.
[4b]
3. Clean 300 catch basins for Storm Water Quality by June 2017. [1 b]
4. Complete 1,200 sanitation and right-of-way (ROW) related inspections for trash service, news racks,
encroachments, and nuisance abatements in the public ROW by June 2017. [3b,3c]
5. Coordinate with the Engineering Division in the preparation of plans and specifications to replace
deficient sewer mains as part of the CIP by June 2017. [2d]
6. Implement Council direction on Sanitation Rate Fund by June 2017. [2b]
7. Implement the division wide training programs by June 2017. [4e]
62
Cit��af FY 17 Budget
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PUBLIC WORKS I 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 on time all County, State, and Federal reports.
WORK PLAN FOR 2016-17
1. Implement additional wireless and fiber optic communication links between traffic signals, video
cameras, and the Traffic Management Center(TMC)through June 2017. [4d]
2. Maintain monthly monitoring and routine maintenance program for signalized intersections and
warning flasher locations through June 2017. [1 b]
3. Conduct biweekly night time street light outage field surveys through June 2017. [1 b]
4. Manage traffic signal controller change-outs, upgrade traffic signal cabinet, and TMC equipment
through June 2017. [4d]
5. Implement multi-jurisdictional traffic signal synchronization along Chapman Avenue as part of
Measure M2 Project P- Regional Traffic Synchronization Program through June 2017 [4d]
6. Implementation of multi-jurisdictional traffic signal synchronization along Glassell Street, Newport
Boulevard, State College/The City Drive, and Orangewood Avenue Corridors as part of Measure M2
Project P- Regional Traffic Synchronization Program through June 2017. [4d]
7. Upgrade and installation of pedestrian warning devices at fourteen (14) crosswalk locations
throughout the City as part of the Federal Highway Safety Improvement Program (HSIP) Cycle 5
through June 2017. [4d]
8. Design and construction of protected left-turn phasing at four (4) intersections of Glassell
Street/Walnut Avenue, Chapman Avenue/Cannon Street, Chapman Avenue/James Street, and
Batavia Street/Collins Avenue as part of the HSIP Cycle through June 2017. [4d]
9. Implement the design and construction of protected left turn phasing of two (2) intersections at
Glassell Street/Meats Avenue, Glassell Street/Collins Ave; pedestrian countdown signals at 33
intersections; and upgrade of accessible pedestrian signals at 12 intersections as part of the HSIP
Cycle 7, through June 2017. [4dJ
10. Implement the construction of the Tustin Street and Lincoln Avenue Traffic Signal Modification under
the Intersection Capacity Enhancement Program. [4d]
11. Assist in the study and implementation of street light fixtures conversion from high pressure sodium
lamps (HPSV)to the more efficient LED fixtures through June 2017. [4d]
63
�1�`,� FY 17 Budget
I'�.�1��'
PUBLIC WORKS I 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 tra�c
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 the developments traffic impacts are analyzed
and mitigated accordingly.
8. Prepare and submit on time all County, State, and Federal reports.
WORK PLAN FOR 2016-17
1. Provide staff support to the City Traffic Commission through June 2017. [1 b]
2. Explore opportunities for progressive/permissive traffic signal operations by June 2017. [4d]
3. Identify priorities for the FY 2017-18 CIP through June 2017. [4d]
4. Pursue grant opportunities from OCTA— Measure M2, State —Active Transportation Program (ATP),
Federal —Highway Safety Improvement Program (HSIP), and other available external funding options
by June 2017. [1 b]
5. Collaborate with Community Development to assess the need to update the Ci�culation Element of
the General Plan, and Traffic Impact Analysis Guidelines due to changes in State law pertaining to
traffic impact analysis and air emissions, including an amendment to the General Plan Environmental
Impact Report(EIR)for the benefit of development streamlining by January 2017. [2e, 3b]
64
Ltt�,� FY 17 Budget
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PUBLIC WORKS I 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 2016-17
1. Replace 1,800 small meters per year as part of the 15-year small meter replacement program by
June 2017. [1b]
2. Read meters and address high consumption complaints and meter leak reports through June 2017.
[1 b]
3. Actively manage the meter calibration program to maintain meter calibration pursuant to the
standards set by the American Water Works Association through June 2017. [1 b]
4. Retrofit meters to radio read in specific locations by June 2017. [1 b]
5. Perform daily security site checks at all water facilities, including data collection for GIS/asset
management through June 2017. [1 b]
6. Flow test all fire hydrants once a year, including data collection for GIS/asset management by June
2017. [1b]
7. Perform maintenance and exercise 1,200 water valves and collect data for GIS/asset management by
June 2017. [1b]
8. Maintain and service all air release valves and plug valves, including data collection for GIS/asset
management by June 2017. [1 b]
9. Participate in the development of the Division's master training program through December 2016. [4e]
10. Recoating/repainting 1,100 Fire Hydrants by June 2017. [1 b]
65
Gitt�cyf FY 77 Budget
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PUBLIC WORKS WATER ENGINEERING AND PRODUCTION
PROGRAM DESCRIPTION
This program ensures that 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 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 Program (CIP) within
budget and as scheduled.
3. Prepare an annual 7-year CIP program; 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, on time, all 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 2016-17
1. Prioritize, design, and construct one to two miles of pipe per year, to replace high maintenance pipes
by June 2017. [1 b]
2. Incorporate Water System Master Plan recommendations into the Capital Improvement Program and
water operations through June 2017. [1 b, 4b]
3. Purchase potable water from the Orange County Water District, Metropolitan Water District, East
Orange County Water District, and Serrano Water District by June 2017. [1b]
4. Implement vulnerability assessment measures for water system through June 2017. [1 b, 4b]
5. Complete and distribute annual water quality"Consumer Confidence Report" by June 2017. [1 b, 4b]
6. Conduct or contract for the collection and analysis of all required water quality testing per the Water
Resources Control Board regulations by June 2017. [1 b,4b]
7. Keep and maintain a comprehensive record of all water production from wells, imported water
connections, pump stations, interties, and flow control facilities through June 2017. [1b, 4b]
8. Continue to develop water conservation programs with Municipal Water District of Orange County
and promote water conservation through City publicity mediums by June 2017. [3e]
9. Perform maintenance and track/document repairs, maintenance, and upgrades/alterations to existing
water production equipment to include wells, motors, pumps, generators, and electrical gear,
including data collection for GIS/asset management through June 2017. [1b]
10. Conduct review/comparison and tracking of revenue/expenditures to water rate model by June 2017.
[2b,2d]
11. Complete construction of Water Well 27 as part of the on-going groundwater development program
by December 2016. [1 b]
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� `�t`,��. FY 17 Budget
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12. Purchase, install, and integrate SCADA system to current water standards to provide for a more
advanced automatic telemetry system. First leg of the four (4) year project to be completed by June
2017. [2a,2d]
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��t� � FY 17 Budget
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PUBLIC WORKS I 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 stormwater 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 surface water quality and WDR inspections.
5. Review annually all County, State, and Federal regulations to ensure City compliance with mandated
programs.
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 2016-17
1. Prepare and submit the annual Performance Evaluation Assessment report to comply with
stormwater permit requirements by November 2016. [3b]
2. Inspect all high priority industrial, commercial, and municipal sites as required by the Municipal
Separate Storm Sewer System (MS-4) permit by June 2017. [3b]
3. Inspect medium and low priority industrial, commercial, and municipal sites as required by the MS-4
permit by June 2017. [3b]
4. Inspect food service establishment sites (approximately 500)to comply with current Waste Discharge
Requirements permit by June 2017. [3b]
5. Respond to surface water quality complaints citywide by June 2017. [3b]
6. Inspect 25,000 lineal feet of open drainage channels by August 2016. [3c]
7. Review new development Water Quality Management Plans as needed by June 2017. [3c]
8. Review new and revised Newport Bay Total Maximum Daily Loads (TMDL's) by June 2017. [3b]
9. Revise City Water Quality ordinance to comply with new NPDES requirements by June 2017. [3c]
10. Provide training to City departments on new NPDES requirements by June 2017. [3c]
68
Com m u n it Develo ment
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COMMUNITY DEVELOPMENT I ADMINISTRATION
PROGRAM DESCRIPTION
Administration provides the needed coordination between divisions, other departments, the City Manager
and the City Council; and it 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 service to users of the department.
5. Maintain or enhance regular communication between Community Development staff and other
development-related departments.
6. Conduct department meetings to keep all employees updated on administrative changes,
projects/activities, and other issues.
7. Ensure that all staff receive training and stay current with changes in the development industry.
WORK PLAN FOR 2076-17
1. Continue to review and propose Zoning Code amendments to simplify the development review of
development applications through June 2017. [2e]
2. Support the City's Economic Development efforts through the Streamlined Multi-Disciplinary
Accelerated Review Team (SMART) review process and outreach to the broker and business
community through June 2017. [4b]
3. Utilize cost effective training opportunities through coordination with local professional organizations
and webinars that address pertinent topics of interest that will advance staff's understanding of job
parameters through June 2017. [4e]
4. Brief the City Council and Planning Commission on upcoming planning and development issues on an
ongoing basis through June 2017. [4a]
5. Track activity levels regarding development projects and workload demands on an ongoing basis and
analyze creative solutions to staffing constraints through June 2017. [4a]
6. Closely monitor revenues and expenditures throughout the Community Development DepartmenYs
budget in order to effectively ensure that trends are recognized and addressed through June 2017. [2e]
7. Continue to evaluate and implement technology solutions to improve the customer experience and
employee productivity through June 2017. [4c]
69
�;�T�,,� FY 17 Budget
t"�311��:�
COMMUNITY DEVELOPMENT I ADVANCE PLANNING
PROGRAM DESCRIPTION
To provide comprehensive, long-range land use, environmental and policy planning to the City of Orange
including maintaining and implementing the General Plan, facilitating inter-agency coordination,
coordinating annexations, reviewing proposed legislation, and ensuring compliance with legislative
mandates. To provide 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 informational and analytical 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 informing
citizens and businesses.
3. Coordinate demographic, statistical and environmental information and data relating to the City and
making this information available in a user-friendly manner for informational and analytical purposes.
4. 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.
5. Develop and revise public education materials related to land use, environmental conditions, and
demographics in order to inform citizens and businesses.
WORK PLAN FOR 2016-17
1. Prepare a General Plan Amendment in collaboration with the Public Works Department to address
changes in State law pertaining to traffic impact analysis and air emissions, including an amendment
to the General Plan Environmental Impact Report(EIR)for the benefit of development streamlining by
June 2017. [2e, 3b]
2. Initiate focused amendments to the Zoning Ordinance related to signage, parking, small lot
subdivisions, and transfers of development rights in order to make the Code a more user-friendly and
effective document for purposes of economic development, achieving quality development and
streamlined project review through June 2017, with work effort completion expected in 2018. [2d]
3. Complete the Tract Map, Planned Community, and Design Guidelines amendments for the Inrine
Company's Santiago Hills II project by July 2016, and provide plan check support through June 2017.
[3b, 3c]
4. Continue phased General Plan/Zoning consistency analysis for citywide parcels, including processing
Zoning Code Amendments to reconcile inconsistencies per State Law and simplify the development
review process through June 2017. [2dJ
5. Complete public workshops for the Old Towne Design Standards and adopt update by December
2016. [5b]
6. Implement the 2014 Old Towne parking district to reduce barriers to adaptive reuse of historic
buildings and encourage property reinvestment per the Santa Fe Depot Specific Plan implementation
program through April 2017. [2e]
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{;}t�,� FY 17 Budget
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7. Provide construction support services and mitigation monitoring for the Metrolink Parking Structure
project through June 2017. [2d]
8. Ensure completion of environmental review/compliance for various Capital Improvement Plan (CIP)
projects, with particular effort involving the Meats Interchange project through June 2017. [2d]
71
L��,�.,� FY 17 Budget
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COMMUNITY DEVELOPMENT I BUILDING INSPECTION
PROGRAM DESCRIPTION
The Building Inspection program provides services that assist the community in their building and
development projects. Professional, trained staff perForms field inspections at various phases during
construction. These 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, inspectors
provide guidance through the building process, which is a collaborative effort between many City
agencies. The Inspection staff works closely with all agencies to ensure that the process is coordinated.
Inspection staff maintains office hours both in the morning and the afternoon to answer questions and
update Building Division records.
SERVICE OBJECTIVES
1. Continue to provide inspection services for each inspection request within one business day.
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) and the National Fire Protection Association (NFPA) code seminars and professional
organizations in order to provide technically accurate service.
6. Efficiently maintain accurate inspection records through the use of the City's TRAKiT land
management and database software.
WORK PLAN FOR 2016-17
1. Complete approximately 25,000 inspection stops, 12,500 by December 2016 and 12,500 more by
June 2017. [4b]
2. Expand use of E-TRAKiT system to include online scheduling of inspections by June 2017. [4c]
3. Develop knowledge of 2016 California Building Codes through obtaining new Code books, and
attending training provided in-house, and by the California Association of Licensed Building Officials
(CALBO) and the International Code Council (ICC)through June 2017. [4e]
4. Design and purchase uniforms for Building Inspectors to provide an identifiable image for the field
Building Inspection staff by June 2017. [1 b, 4b]
5. Expand training opportunities to inspectors related to accessibility, with a goal of additional personnel
that are Certified Access Specialists (CASp)through June 2017. [4e]
6. Expand the use of tablet computers to more efficiently manage inspection requests, obtain Code
information, and record inspection results through June 2017. [4c]
7. 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 2017. [1 b]
8. Provide a comprehensive and comparative building inspection activity report to the City Manager by
August 2016 with an update by February 2017. [1 a]
9. Enhance ability for Building Inspectors to communicate in the event of a natural disaster by replacing
non-functioning radio equipment and exploring other methods of emergency communication through
June 2017. [1a]
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��t� � FY 17 Budget
�.�I"�.1��,t�
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 community environment. Cases are generated through reported violations, and officers
also survey and self initiate cases within their assigned areas in a proactive approach if necessary.
Through a combination of office 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. Reduce the current response time for non-emergency complaints days to two days.
3. Provide ongoing observation of areas with active enforcement efforts to preserve acceptable levels of
compliance.
4. Seek for voluntary compliance in 100% of all cases with assistance from the City Attorney's office.
5. 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.
6. Expand the use of newer technology to enhance communication with the community.
WORK PLAN FOR 2016-17
1. Process approximately 2,000 code compliance cases: 1,000 by December 2016, and another 1,000
by June 2017. [4b]
2. Assist approximately 1,400 Code Enforcement related visits to our front counter through June 2017.
[4b]
3. Participate in the preparation of the Calendar of Events report for the City of Orange, with emphasis
on the identification of dates, times, and affected areas of special events held in the Old Towne area
through June 2017. [4b, 4d]
4. Review code compliance strategy to make best use of staffing resources, which includes officer
enforcement and an emphasis on blighted neighborhoods through June 2017. [2a, 4e, 5b]
5. Provide additional Code Compliance Officer to assist with complaints from public and citizens to
minimize response time and allow for expansion of services in identified blighted areas. [3c, 1 b, 4b]
6. Expand use of tablet devices to Code Officers through June 2017. [4b]
7. Enhance online presence to community by updating website and adding a mobile application by June
2017. [2a,4b]
8. Provide a comprehensive and comparative Code Compliance activity report to the City Manager by
August 2016 and an update to the City Manager by February 2017. [4a]
9. Participate in the Neighborhood Watch Program through June 2017 and National Night Out yearly
event. [4b]
10. Implement the Neighborhood Improvement Task Force (NITF) program which is a scaled down model
of the Neighborhood Enhancement Team (NET) by June 2017. [3e]
73
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COMMUNITY DEVELOPMENT I CURRENT PLANNING
PROGRAM DESCRIPTION
Current Planning provides short range planning functions.This program implements the City's General Plan
by administering the Zoning Ordinance and all development and design related documents, which
contribute to a safe, healthy, and livable community. This program also includes the Planning Commission
and Design Review Committee. The Planning Commission is the appointed governmental body with the
authority to make land use decisions and recommendations. As advisors to the City Council, the
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 approaching each question or case in a
solution-oriented manner with emphasis on the customers' development goals.
2. Respond in a timely and solution-oriented manner to Orange residents, businesses, developers, other
agencies, City departments, and other members of the public through: phone calls; written requests;
emails; and the over 5,500 personal interactions at the front counter. Specifically:
a. Continue to 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.
3. Guide the applicants of the expected 120 projects(comprised of 150 discretionary development cases)
through the City's development review process to provide timely and accurate entitlement case
processing. The project types include project-related General Plan amendments, zone changes,
Conditional Use permits, variances, design reviews, and site plan reviews.
4. Project manage City review of development projects with other City departments for compatibility with
regulatory documents through the weekly project review meetings. Provide agendas and support
materials to facilitate case review.
5. Balance the application of the provisions of the Zoning Code and other adopted documents with
customers' development goals and City expectations.
6. Provide staff for 60 or more annual public meetings held by the City Council, Planning Commission,
Design Review Committee, Zoning Administrator, and special Ad-Hoc Committees.
7. Provide accurate minutes, agendas, and support material for the Planning Commission, Zoning
Administrator, and Design Review Committee.
8. Process a maximum of ten Mills Act contracts.
9. Perform at least 40 required annual inspections on existing Mills Act contracts with consultant
assistance.
10. Maintain accurate records of all public documents.
11. Provide necessary support to the Planning Commission recommendations to the City Council on the
adoption and maintenance of the City's General Plan, Zoning Ordinance, and designated discretionary
development projects involving land use.
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12. Conduct approximately 40 Planning Commission and DRC meetings annually to review and rule or
make recommendations on land use proposals and development projects to ensure that new
developments are well planned, well designed, and consistent with good planning principles.
13. Hold study sessions with the Planning Commission and Design Review Committee as needed to review
and develop policies addressing land use issues of special significance to the City.
14. Ensure projects in the Old Towne Historic District are in conformance with the Secretary of Interior
Standards for Historical Preservation and Old Towne Design Standards.
WORK PLAN FOR 2016-17
1. Implement the Development Review Process in accordance with State mandated timeframes as well
as City regulatory documents and guidelines through June 2017. [4b]
2. At least one staff member will be personally available at the front counter during business hours to
respond to counter inquiries as well as general phone calls and emails. Written requests will be
assigned by the Planning Manager as appropriate for responses through June 2017. [4b]
3. Review ministerial development project requests at the public counter and work with the individual to
ensure the request complies with the City's regulatory documents and guidelines through June 2017.
[4b]
4. Implement the development review process for cases in Old Towne to ensure compliance with the Old
Towne Historic Standards in order to continue to preserve the historic context of the District through
June 2017. [5b]
5. Preservation staff will continue to maintain set counter hours every business day. The planner will be
either available for counter inquiries during the morning or the afternoon through June 2017. [4b]
6. In order to ensure continued customer service during times the Historic Planne�is not available or out
of the office,the Historic Planner will continue to provide in-house staff training through June 2017. [4e]
7. Preservation staff will continue to implement the Mills Act Program through processing new applications
every fall through June 2017. [5b]
8. Preservation staff will oversee consultants conducting State required periodic inspections of
participating Mills Act properties for conformance with contract listed improvements through June 2017.
[5b]
9. Assess the establishment of the City as a Certified Local Government per the State of California and
National Park Service requirements by March 2017. [5b]
10. Planners will continue to assist Code Compliance staff with cases as requested through June 2017.
[4d]
11. In accordance with the 2012 Organizational Assessment and the philosophy of "continuous
improvement," staff will continue to implement process related improvements including: developing
additional resource materials to familiarize customers with the development and environmental
processes and develop resource materials to advise customers of the most common processing
problems and how to avoid them through June 2017. [4b]
12. Provide staff project support and facilitate neighborhood engagement for Chapman University
development efforts through June 2017. [5b]
13. Process plans for new infill projects including the Olson Company, Orange Unified School District
(OUSD)surplus properties, and Chapman University projects through June 2017. [5b]
14. Assist applicants of entitled projects to ensure conformity with all conditions of approval including:
Eleven 10 apartments; Marywood; MBK Homes; The Irvine Company; and Chapman's Science and
Technology building through June 2017. [4b]
15. Train new and existing Design Review Committee and Planning Commission members through
briefings, study sessions, and local training conferences through June 2017. [4b]
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Cit��af FY 17 Budget
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COMMUNITY DEVELOPMENT I HOUSING
PROGRAM DESCRIPTION
The Housing Division is responsible for the management, administration, and oversight of all activities that
receive or have received 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 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 2016-17
1. Complete and submit the FY 2015-16 Consolidated Annual Performance and Evaluation Report to the
U.S. Department of Housing and Urban Development(HUD) by September 2016. [3e]
2. Provide administrative oversight of the FY 2016-17 CDBG Program and HOME Program through June
2017. [3e]
3. Solicit and review up to 40 FY 2017-18 CDBG funding requests from nonprofit agencies and City
departments by January 2017. [3e]
4. Conduct five public meetings and two technical assistance trainings for the FY 2017-18 CDBG Program
by May 2017. [4a]
5. Complete and submit the FY 2017-18 Action Plan to HUD by May 2017. [3e]
6. Monitor the affordability and occupancy covenants of HOME-assisted rental units through June 2017.
[3c]
76
L�t�,� FY 17 Budget
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COMMUNITY DEVELOPMENT I 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 staff
provides plan review functions for simple projects and 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 including answering and directing public
inquiries.
2. Process plan check applications and issue building-related permits 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. Working with and maximizing 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 two business weeks.
8. Keep current on the latest code updates and new materials through professional development
seminars.
9. Participate as the Building Division representative in approximately 50 Streamlined Multi-Disciplined
Accelerated Review Team (SMART)meetings.
10. Participate in regular coordination meetings with Fire, Police, Public Works, and other regulatory
agencies.
11. Coordinate multi-departmental simultaneous plan checks for all major projects where staff from each
development-related department participates simultaneously in plan checking.
12. Manage and administer all provisions of the City's Building Codes and perform Code interpretation
duties of the Building Official.
13. Provide technical assistance for all customers including City projects.
WORK PLAN FOR 2016-17
1. Process approximately 3,000 building permits, 1,500 by December 2016, and 1,500 by June 2017.
[4b]
2. Serve approximately 7,500 customers at the Department's public counter with 4,000 by December
2016 and another 3,500 by June 2017. [4b]
3. Utilize permit technicians to conduct at least 200 simple or smaller plan checks by June 2017. [4b)
4. Develop proficiency with the TRAKiT permit system, and expand use of the E-TRAKiT online
functions by increasing the use of online permit issuance through June 2017. [4b]
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City of FY 17 Budget
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5. Refine procedures to allow for expanded online permit application and receive digital plans for review
by June 2017. [4b]
6. Provide a comprehensive and comparative Permit Services activity report to the City Manager by
August 2016 with an update by February 2017. [2a, 4a]
7. Complete approximately 600 plan checks, 300 by December 2016 and another 300 plan checks by
June 2017. Oversee the work of contract plan check consultants on an as needed basis. [4b]
8. Develop knowledge of 2016 California Building Codes through training by attending in-house,
California Association of Licensed Building Officials (CALBO) and the International Code Council
(ICC)training through June 2017. [4e]
9. Expand training opportunities to inspectors related to accessibility with the goal of additional Certified
Accessibility Specialist(CASp) personnel through June 2017. [1a]
10. Attend Streamlined Multi-Disciplined Accelerated Review Team (SMART) meetings through June
2017. [4e]
11. Update the Building Division Procedures Manual through June 2017. [4e]
12. Seek and employ an expert to provide an updated survey of unreinforced or under-reinforced
masonry buildings throughout the City by June 2017. [1 b]
13. Implement digital plan submittal and reviews through June 2017. [4b]
14. Develop plan to improve the Community Development and Public Works lobby area at City Hall to
enhance the customer experience and provide streamlined permitting services by June 2017. [4b]
78
Communit Services
v
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Cit��af FY 17 Budget
T°��Il��.'
COMMUNITY SERVICES I 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, Park Planning and Development, and administrative
support to the Park Planning and Development Commission.
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.
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 DepartmenYs 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 2016-17
1. Actively seek alternative funding mechanisms for projects, programs and services through June 2017.
[2b]
2. Work with community partners to identify opportunities for collaboration and alternative ways to offer
programs and services in light of fiscal reductions through June 2017. [2e]
3. Support the T.E.A.M. Orange initiative with staff resources for activities and events; develop employee
development programs citywide, including mentorship, leadership training, coordination of training
needs for employee's citywide, and providing content for news items through June 2017. [1a]
4. Explore ways in which technology can increase the efficiency and effectiveness of the Department such
as tablets for field crews, YouTube training videos, etc. through June 2017. [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 2017. [2d]
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City c�f FY 17 Budget
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COMMUMNITY 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 meets the design intent.
WORK PLAN FOR 2016-17
1. Make repairs to existing landscape where plant material has died and slopes require erosion control by
October 2016. [3a]
2. Replace existing pedestrian bridge over the bio-swale by October 2016. [3a]
3. Evaluate existing bio-swale landscape to determine if renovation work may be needed by October 2016.
[3a]
4. Provide landscape and other facilities maintenance to meet City standards that will maintain the efficacy
of the bio-swales through June 2017. [3a]
80
�;kty�,{ FY 17 Budget
�'�����
COMMUNITY SERVICES I HUMAN SERVICES
PROGRAM DESCRIPTION
Human Services provides for the support of the Orange Senior Citizens Center, Human Services programs
and other services. These programs are vital to the City's mission and help to strengthen neighborhoods
and the community as a whole. They provide a vehicle for reaching out to families who are in need and in
cases,such as the services provided through Orange Elderly Services,offer a focal point for serving special
popu lations.
SERVICE OBJECTIVES
1. Support and monitor the activities of the Orange Senior Center and oversee the senior services contract
with Orange Elderly Services, Inc.
2. Monitor the senior transportation contract with Orange County Transit Authority(OCTA),which provides
over 10,000 trips annually.
3. Reach out to potential partners to work with the City in the provision of Health and Human Service
Programs for the community.
WORK PLAN FOR 2016-2017
1. Provide continued assistance to the Orange Senior Center in the areas of facility maintenance,program
and service delivery, and transportation services through June 2017. [3a]
2. Assist with the bid process and subsequent transition for renewal of transportation services in July
2016. [3a]
3. Renew the transportation funding agreement with OCTA in July 2016. [3a]
81
�;�tt,�,{ FY 17 Budget
I'��1��+�'
COMMUNITY SERVICES I 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 Friendly Center,providing services for 300 children who participate in supervised sports,arts/crafts,
tutoring, games, special events, and excursions.
2. Lead the development of the"Our Orange"community activity brochure four times a year.
3. Operate two summer day camps and one Teens for Team Orange summer camp, and excursions for
over 600 youth participants.
4. Maintain three 10-week recreation class sessions and one 14-week recreation class session of quality
contract classes for over 7,000 participants.
5. Process/monitor over 1,000 building reservations, and over 2,000 picnic, moon bounce, band shell,
athletic courts, and open space reservations utilized by the general public.
WORK PLAN FOR 2016-2017
1. Evaluate available options for new recreation-based software system to replace the expiring CLASS
software system by June 2017. [4c]
2. Explore the possibility of offering an additional summer day camp at the Sports Center at Grijalva Park
by December 2016. [4c]
3. Identify new class offerings that meet the needs of the community through June 2017. [4b]
4. Evaluate current class offerings and adjust them as needed based on registration and community needs
through June 2017. [4b]
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Cit��c>f FY 17 Budget
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COMMUNITY SERVICES I 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 Program 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 current and useful department planning documents through annual review and update:
• 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;
• Quimby Ordinance; and
• City of Orange Bikeways Master Plan.
4. Identify grant-funding opportunities for viable park acquisition, development, and renovation of open
space, parks, trails, facilities, and equipment.
WORK PLAN FOR 2016-17
1. Complete year three of a Booster Pump Installation Program at City parks, improving water delivery
efficiency by June 2017. [2d]
2. Oversee design, environmental reviews, and City approval for construction of the Shaffer Park
renovation to include a new community building, re-orientation of the ball field, new ball field lighting,
replacement of concrete pathways, a new concession building and restroom, and enhanced
landscaping treatments with construction anticipated to begin in Spring 2017. [3a]
3. Install HVAC Delta Control systems at EI Camino, Olive, Handy, Killefer, and Steve Ambriz Parks to
increase efficiency and reduce energy costs by October 2016. [2d]
4. Complete first year of asphalt resurfacing of parking lots (Killefer, Eisenhower, and EI Camino Real
Parks) by June 2017. [2d]
5. Complete installation of Calsense weather-based irrigation system at Santiago Hills, Serrano,
Belmont, and Barrera Parks by June 2017. [2d]
6. Complete design and installation of a landscape renovation project for turf removal and replacement
with drought-tolerant landscaping treatments in the Santiago Hills Assessment District Trails End
entry by October 2016. [2d]
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Citv af FY 17 Budget
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COMMUNITY SERVICES I 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. Provide and oversee general landscape maintenance services at all City parks and facilities.
2. Provide skilled maintenance services at all City Parks.
3. Provide ongoing technical and maintenance training to Parks' maintenance employees.
4. Administer, evaluate and modify current and future park maintenance contracts. Prepare bid
documents for bidding contract maintenance services.
5. Provide landscape technical assistance, plan check services, and perform field inspections for all City .
projects.
6. 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.
7. Provide landscape development design and administrative service for projects in parks, City facilities,
and landscape assessment districts.
WORK PLAN FOR 2016-17
1. Work with supervisory staff to improve the administrative processes and practices for managing
contract services, drafting bid documents, and utilizing support staff to assist in tracking and producing
documents by September 2016. [2d]
2. Work with staff to ensure all necessary programming and data is entered into the new Calsense
irrigation systems to optimize their operation by August 2016. [3a]
3. Continue tracking water use in parks and refine irrigation programming to maximize use of the allowable
water amount while still meeting the stated mandate by September 2016. [2d]
4. Continue to work with other City departments to identify an asset management system that can be used
by most departments and can incorporate the use of mobile technology by field personnel to improve
efficiencies, better track work efficiencies, and help manage assets to help forecast budgets for capital
and operational expenditures through June 2017. [2d]
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Cit��of FY 17 Budget
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COMMUNITY SERVICES I 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, and advertising.
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 City, and respond when appropriate.
WORK PLAN FOR 2016-17
1. Expand the City's social media reach, including additional platForms where appropriate, and create
workflow for new social media platforms through June 2017. [4a]
2. Administer and edit four issues of the City's quarterly publication through June 2017. [4a]
3. Produce the City's internal and external employee electronic newsletter through June 2017. [4c]
4. Partner with City departments to increase public awareness of good stewardship of City tax dollars
through June 2017. [4d]
5. Create a partnership with Chapman University for media interns to assist with growing social media
pressures through June 2017. [4d]
6. Integrate information and expand usage of social media to market Community Services and citywide
programs through June 2017. [4a]
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L�tj,�,{' FY 17 Budget
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COMMUNITY SERVICES I SANTIAGO HILLS LANDSCAPE
MAINTENANCE DISTRICT 86-2
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 Assessment
District utilizing a combination of professional services and staff.
2. Respond to homeowner concerns, research and resolve issues, follow through and complete
maintenance requests in a timely manner.
3. Engage with contract maintenance management services to oversee work of maintenance and repair
contract services. Ensure that the maintenance management contractor develops punch lists, and
maintains written documentation and communication with contractor.
4. Ensure that the repair and replacement of irrigation components is ongoing as necessary.
5. Ensure that the landscape contractor implements water saving measures through efficient use of the
central irrigation management system.
6. Effectively manage funding to improve maintenance service levels.
7. Ensure that regular walk-through inspections at the Assessment District with the landscape contractor
are conducted for compliance with the maintenance specifications.
8. Assist the Public Works Department in the preparation of the annual reports for the Assessment District.
WORK PLAN FOR 2016-17
1. Effectively program new maintenance funding derived from Assessment 15-1 to begin to restore
maintenance to previous levels and begin a renovation effort of existing landscapes in the District to
convert to a more drought tolerant design by June 2017. [2d]
2. Work with the City's maintenance oversight contractor and the landscape contractor to improve
management of the Calsense Irrigation Control Systems and insure efficient use of irrigation water to
meet the necessary reduction mandates by June 2017. [2d]
3. Repair and replace electrical and lighting infrastructure, as needed and as funding allows, to address
basic safety and operational needs through June 2017. [2d]
4. Work with staff and the maintenance management contractor to implement a coordinated
communication effort with the newly established resident liaison committee to help improve the
dissemination of information to the residents regarding budget decisions, maintenance concerns, and
renovation plans by June 2017. [3a]
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City af FY 17 Budget
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COMMUNITY SERVICES I SPECIAL EVENTS
PROGRAM DESCRIPTION
Special Events provides for the coordination and implementation of the following citywide special events:
Concerts in the Park, 3�d 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 special events to 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 2016-2017
1. Achieve a sponsorship goal of raising$55,000 for the 2016 Special Event Season by December 2016.
[3e]
2. 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 these
events by June 2017. [3e]
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City of FY 17 Budget
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COMMUNITY SERVICES I SPORTS AND AQUATICS
PROGRAM DESCRIPTION
Sports and Aquatics provide sports programming such as adult softball and adult basketball, youth sports
programs, bi-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 790 teams, in which approximately 12,640 adults participate.
2. Support the Orange Community Foundation's Foundation Games by qualifying youth athletes to
advance to regional competition in track and field.
3. Coordinate the use of City athletic fields by approved Orange community youth groups, ensuring
equitable distribution and a priority for recreation-based programs.
4. Process/manage approximately 148 athletic field permits from approved Orange community youth
groups, youth/adult sports leagues and the general public.
5. Provide a 9-week 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.
6. Partner with Orange Regional Competitive Aquatics(ORCA)to provide an 8-week summer, 8-week fall
and 8-week spring aquatics programs utilizing EI Modena High School pool, serving over 800
participants for swimming lessons, youth swim team, and youth water polo.
7. Execute four seasons of an adult basketball league in which approximately 187 teams and 1,683 adults
participate.
WORK PLAN FOR 2016-2017
1. Work on training opportunities for Orange's approved youth sports organizations in field maintenance
and preparation in order to help maintain the quality of City field assets through June 2017. [2d]
2. Propose one-day adult basketball tournament play options by September 2016. [5c]
3. Host an Ad Hoc meeting with all of the Approved Youth Sports User Groups to review the current field
allocation policies and procedures, and receive input on any necessary changes or modifications by
September 2016. [3e]
88
Git��of FY 17 Budget
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COMMUNITY SERVICES I SPORTS CENTER AT GRIJALVA GYM
PROGRAM DESCRIPTION
Sports Center at Grijalva Gym provides contract recreation classes and facility room reservations for the
community. Program options 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. Operate a clean, safe, and functional facility for the community's recreational needs.
2. Monitor facility reservations for class, dance rooms, and the gymnasium.
3. Work with local youth sports organizations on an annual calendar, according to sport season, for
approved allocated use of the gymnasium.
4. Maintain three 10-week recreation class sessions and one 14-week recreation class session of quality
contract classes for over 1,400 participants.
WORK PLAN FOR 2016-2017
1. Continue to maintain the facility and park grounds to provide a safe and functional environment for
programs and services by June 2017. [1 b]
2. Implement new teen activities and events in collaboration with other City departments and local non-
profit groups by February 2017. [3e]
3. Continue to look for expanded program and service opportunities for the community using Sports
Center facilities through June 2017. [2b]
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_ L���,� FY 17 Budget
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COMMUNITY SERVICES I 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 2016-17
1. Maintain expenditures at a sustainable level within available revenue levels through June 2017. [2d]
2. Maintain water consumption at a sustainable rate to keep expenditures within budgeted amount by
June 2017. [3a]
90