08.01 Proposed Budget FY 2019-20 - 2 Work PlansFY 20 Budget
CITY COUNCIL CITY GOVERNMENT
PROGRAM DESCRIPTION
The City Council provides policy direction for the City of Orange and enacts all municipal legislation. The
City Council serves in a quasi-judicial role on certain administrative appeals. The City Council directs the
administration of its policy decisions through the City Manager for delegation to appropriate city staff.
SERVICE OBJECTIVES
1. Provide for financial stability through strong financial oversight and strategic planning.
2. Provide the resources required to maintain and improve the City’s infrastructure, public safety, and city
services.
3. Promote the City’s interest in the development of a business retention and attraction program through
active City Council participation.
4. Support legislation that benefits city and local government service delivery.
5. Approve business, industrial, and residential developments that strengthen the City’s financial future
and integrates land uses while not overextending existing and planned public infrastructure.
6. Recognize exemplary service by city employees through an employee recognition program.
7. Maintain the City’s website to ensure that Orange residents and businesses maintain access and are
connected to the City.
8. Conduct City Council meetings in a manner that recognizes legitimate differences of opinion yet fosters
mutual respect and courtesy among all participants.
WORK PLAN FOR 2019-20
1. Provide policy direction that ensures financial stability while preserving community character and
maintaining a positive organizational direction through June 2020. [2a]
2. Provide the necessary resources to public safety to ensure the community remains among the safest
cities in California through June 2020. [1a]
3. Work closely with the State of California legislative representatives representing Orange to ensure that
the needs of Orange residents and business are addressed through June 2020. [4d]
4. Provide legislative leadership that ensures maximum accomplishment of the City’s Mission Statement
and goals through June 2020. [4d]
5. Facilitate and provide policy direction to develop parking solutions to preserve and enhance the
economic viability of Old Towne through June 2020. [3a]
6. Work with the County of Orange, adjacent cities, care providers, and other stakeholders to effectively
address the problem of homelessness in the community, the North Orange County Service Planning
Area, and region wide through June 2020. [1e, 3e]
7. Facilitate a positive relationship with Chapman University leadership and cultivate community
engagement opportunities through June 2020. [5c]
8. Evaluate options to assist businesses with processing City land use entitlements and other business
development activities through June 2020. [2e]
9. Enhance the City’s economic base by continuing to attract quality businesses to the City’s commercial
corridors and industrial areas through June 2020. [2c]
10. Act as the Successor Agency to the Redevelopment Agency; responsibly and proactively wind down
the activities of the former RDA to minimize the fiscal impacts to the City’s general fund through June
2020. [4a]
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FY 20 Budget
11. Continue to look for options to enhance seamless interaction between residents and businesses
through the City’s website through June 2020. [4c]
12. Monitor statewide efforts to address the rising costs of maintaining the CalPERS retirement system and
provide leadership in managing its impacts to the City’s financial stability through June 2020. [2b]
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FY 20 Budget
CITY MANAGER MANAGEMENT OF CITY OPERATIONS
PROGRAM DESCRIPTION
The City Manager serves as the Council-appointed Executive Manager of the City. The City Manager is
responsible for the administration and implementation of policies and programs adopted by the City Council,
for providing timely and accurate information to the City Council, and for maintaining a valuable
communication link that allows the Orange City Council to formulate policy, set direction, adopt programs
and projects, and establish city service levels.
SERVICE OBJECTIVES
1. Provide leadership and direction for balanced economic growth to enhance the long-term fiscal viability
of the City.
2. Promote and foster an organizational culture that strives to provide excellent customer service at all
levels.
3. Ensure that the City remains one of the safest communities in which to work, live, and visit by allocating
the necessary tools and resources to public safety operations.
4. Implement an organizational strategic plan that directs and responds to the diverse needs of the
community while providing long term focus of city resources.
5. Encourage innovation to develop programs or services that help improve service delivery.
6. Lead employee driven professional development at all levels of the organization to create a strong work
force.
WORK PLAN FOR 2019-20
1. Provide stewardship to maintain economic viability of the downtown area including evaluation of short
and long term infrastructure needs through June 2020. [1b, 2d]
2. Work with the City Council and Department Heads to ensure short-term and long-term organizational
and financial stability by June 2020. [2a, 4d]
3. Lead the development of the Fiscal Year 2019-2020 (FY20) Operating and Capital Improvement
Budgets by June 2020. [2a]
4. Provide the City Council with frequent financial status reports for the FY20 budget as well as updates
to a multi-year revenue and expenditure projection model by June 2020. [2a]
5. Coordinate efforts to address the problem of homelessness with city departments, local agencies, and
community partners through June 2020. [1e, 3e]
6. Communicate the City’s financial status to city staff and to the community by June 2020. [4a, 4d]
7. Foster an environment of support for employee development through the TEAM Orange program
through June 2020. [2a]
8. Continue to review and evaluate the City’s Strategic Plan through June 2020. [2a]
9. Provide guidance for several critical land use projects including: The Village at Orange, Town and
Country developments, and the Orange Collection at the Outlets of Orange through June 2020. [2a]
10. Lead and pursue business development opportunities to facilitate retention and attraction efforts that
will generate new property tax revenue, new local sales tax revenue, and the creation of new
employment opportunities through June 2020. [2e]
11. Monitor and address critical regional and statewide issues that impact Orange, such as pension
legislation and the activities of adjacent cities through June 2020. [4d]
12. Facilitate the enhancement of customer service delivery throughout the organization through June
2020. [4b, 4d]
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13. Assess the structure of the organization to ensure that it can effectively adapt to economic expansions
and contractions through June 2020. [2b]
14. Maintain a positive relationship with Chapman University leadership and cultivate community
engagement opportunities in the Old Towne area through June 2020. [5c]
15. Participate in regional partnerships with such groups as the North Orange County cities and OC Animal
Care as a means to providing municipal services in the most cost efficient and effective manner through
June 2020. [4d]
16. Actively participate in the implementation of operations policies for the County Animal Shelter in an
effort to monitor the City’s investment through June 2020. [3e]
17. Enhance the City website to include automated forms and other automation to improve usability for
residents and businesses by June 2020. [4c]
18. Promote employee outreach in the City Manager eNewsletter and encourage participation at
department meetings and quarterly Brown Bag lunches through June 2020. [4d, 4e]
19. Facilitate the implementation of the citywide Facilities Master Plan including project prioritization and
identifying funding options through June 2020. [1b, 2d]
20. Facilitate development opportunities, specifically along the Katella Gateway area (Orange SR-57
Freeway to Main Street) and medical related uses along the South Main Street/West Chapman Avenue
corridor through June 2020. [2e]
21. Work collaboratively with Old Towne property owners and stakeholders in continuing enhancement of
the Old Towne Orange business environment and addressing overall parking in the Old Towne area
through June 2020. [2e]
22. Coordinate closely with Community Development, Public Works, and other departments on the
processing of projects that support economic development in the City through June 2020. [2e]
23. Promote business development outreach with the local brokerage community and through the City
website to facilitate retention efforts of businesses seeking expansion opportunities through June 2020.
[2e]
24. Work with Fire and Police departments to enhance public safety services through June 2020. [1a]
25. Continue to assess options to maintain and update city facilities and infrastructure including addressing
the relocation of the Fire Headquarters through June 2020. [1a]
26. Work with community stakeholders in the further implementation of the Grijalva Park Master Plan. [3a]
27. Assess options to merge the waste franchise agreement and street sweeping agreement to improve
efficiency. [2a]
28. Continue to proactively engage with city leadership to encourage effective succession planning in city
departments. [2e]
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CITY MANAGER INTERNAL AUDIT
PROGRAM DESCRIPTION
The Internal Audit program provides a framework to determine the adequacy and effectiveness of internal
controls through an on-going and comprehensive internal assessment of operations within each
department, including the monitoring of contractor compliance.
SERVICE OBJECTIVES
1. Audit appropriate financial provisions of contractual services or other city business relationships.
2. Audit citywide internal control systems including, but not limited to, purchasing, personnel, payroll,
disbursements, cash receipts, and treasury transactions.
3. Assess and monitor electronic data processing controls.
4. Coordinate audits of revenue sources.
5. Audit any decentralized financial operations and department-managed inventories.
6. Evaluate the strength and effectiveness of internal controls in all city departments.
7. Assist city departments to develop and implement cost-effective, practical solutions to business issues
and needs.
WORK PLAN FOR 2019-20
1. Coordinate specific internal audits as identified in the Fiscal Year 2019-2020 (FY20) Audit Plan by June
2020. [2a]
2. Schedule and coordinate meetings for the City of Orange Internal Audit Committee through June 2020.
[2a]
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CITY ATTORNEY LEGAL SERVICES
PROGRAM DESCRIPTION
Provides legal advice and services to the City Council, all city advisory bodies and city departments, as well
as the defense and initiation of lawsuits involving the City and their respective officers and employees.
SERVICE OBJECTIVES
1. Provide efficient and expeditious legal services to the City Council, all city advisory bodies and city
departments by assigning staff members to respective fields based on their areas of expertise.
2. Provide maximum use of in-house staff to reduce the need and costs associated with the use of outside
counsel.
3. Effectively supervise and monitor outside legal (contract special) counsel.
4. Minimize exposure to liability by practicing preventive law, providing training and workshops to city
officers and employees, and ensuring that employee complaints are appropriately and thoroughly
investigated.
5. Provide minimum turnaround time on day-to-day legal service assignments without sacrificing quality
and keeping requesters informed of progress of work as appropriate.
6. Review contracts and advise departments as to any legal ramifications of their contents.
7. Provide legal advice and services at meetings of the City Council, Planning Commission, Traffic
Commission, Design Review Committee (DRC), and other boards and committees as required.
8. Provide advice and guidance in personnel matters at early stages to reduce city exposure from
grievances and lawsuits.
WORK PLAN FOR 2019-20
1. Provide mandatory training to city staff, appointed and elected officials regarding ethics and sexual
harassment through June 2020. [4d, 4e]
2. Provide ongoing training to designated employees regarding potential claim and claim investigations
through June 2020. [4d, 4e]
3. Provide ongoing training to designated employees and departments regarding public records requests
through June 2020. [4d, 4e]
4. Review and assist in the processing of the Trails at Santiago project through June 2020. [1d, 3c]
5. Review consultant and professional services agreements for updates and proposed changes to
streamline the process through June 2020. [4d]
6. Assist in updates of city parking code and sign code by June 2020. [2e, 3c]
7. Continue to collaborate with the City Manager regarding local and countywide efforts to address matters
such as homelessness through June 2020. [2e, 3c, 4d]
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FY 20 Budget
CITY ATTORNEY RISK MANAGEMENT
PROGRAM DESCRIPTION
Risk Management’s mission is to efficiently prevent, control, and reduce the City's financial risk while
providing optimum services to city employees and residents. Services include the oversight of the following
programs: workers’ compensation, safety and environmental health, liability management, financial
recovery, regulatory compliance, insurance procurement, industrial disability retirements, ergonomics,
training, and emergency preparedness.
SERVICE OBJECTIVES
1. Resolve workers’ compensation claims by achieving a balance between employee advocacy and loss
control.
2. Serve as the gatekeeper of all parties involved in the workers’ compensation process, including
departments, employees or retirees, medical providers, defense attorneys, and third party
administrator.
3. Monitor performance of third party vendors through continuous assessments and evaluations of
services.
4. Investigate, negotiate, and resolve property claims against the City.
5. Assist city departments to comply with Cal/OSHA, state, and federal regulations by conducting self-
audits, work fitness evaluations, commercial driver license examinations, hearing examinations, and
drug and alcohol testing. Maintain all related documents, files, logs, and databases as tools for
monitoring risk.
6. Utilize current educational and training materials, both online and in the classroom, to ensure
employees take precautionary measures for their individual safety as well as the community’s.
7. Provide recommendations in the areas of insurance to protect the City against the financial
consequences of catastrophic accidental loss.
8. Pursue opportunities for financial recovery through subrogation and restitution efforts.
WORK PLAN FOR 2019-20
1. Building on the foundation of the existing safety program, increase awareness of compliance standards
to identify potential areas of improvement through June 2020. [2d]
2. Periodically evaluate the performance of service providers including defense attorneys, healthcare
providers, and the third party administrator to maintain the gradual decrease of the number of litigated
claims, frequency of new claims, and severity of incurred costs through June 2020. [2d]
3. Track all open workers’ compensation claims closely with periodic file reviews to set up strategic plans
of action and identify trends and opportunities for improvement through June 2020. [2d]
4. Streamline the third party liability recovery program through proper identification of financial recovery
opportunities and adequate follow-up through June 2020. [2d]
5. Process all industrial disability retirement applications in accordance with the latest CalPERS
standards. This is accomplished through proactive communication and subject matter expert
evaluations through June 2020. [2a] [2d]
6. Enhance compliance with state and federal safety regulations using self-assessment forms, self-audits,
facility inspections, and post-incident investigations through June 2020. [2d]
7. Provide safety trainings to prevent injuries and reduce liability to the City and expand integration of an
online learning management system through June 2020. [2d]
8. Educate employees on risk management related updates and tips via a periodic newsletter through
June 2020. [1a]
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9. Enhance emergency preparedness with supplies, trainings, business continuity plans, and drills
through June 2020. [1c]
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CITY CLERK LEGISLATIVE HISTORY, RECORDS MANAGEMENT, AND
ELECTION OPERATIONS
PROGRAM DESCRIPTION
In accordance with state mandated duties and deadlines, produce City Council and Successor Agency
agendas and minutes; process all legal documents; process City Council and Successor Agency directives;
Index city documents through the City’s automated document management system for immediate retrieval;
and codify all supplements for inclusion in the Orange Municipal Code. Conduct general elections every
two years and special elections as required by City Council direction.
SERVICE OBJECTIVES
1. Serve as the City’s information center disseminating information concerning City activities, programs
and regulations to the public.
2. Conduct municipal elections and enforce campaign-filing regulations for office holders and active
campaign committees.
3. Maintain Orange Municipal Code.
4. Maintain Records Retention Schedule for all departments incorporating electronic, as well as paper
storage.
5. Monitor Maddy Act regulations relating to City Council appointments to all Boards, Committees and
Commissions.
6. Provide access to public documents through the City’s website, the Hotline, and at the public counter.
7. Provide agenda information through the City’s cable television and the City’s website.
8. Accept U.S. passport applications from the public on behalf of the United States Department of State.
WORK PLAN FOR 2019-20
1. Conduct 2019 Special Municipal Election by November 2019. [4b]
2. Coordinate all Fair Political Practices Commission filings for candidate campaigns for the November
2019 Special Municipal Election and all Conflict of Interest filings by June 2020. [4b]
3. Install and implement agenda management software for more efficient agenda workflow by December
2019. [4b]
4. Update Boards, Commissions, and Committees manual by June 2020. [4b]
5. Complete 2019 citywide destruction of records by June 2020. [4c]
6. Assist other departments with their imaging projects to convert paper to electronic records and
effectively utilize the Laserfiche Records Imaging and Retrieval system by June 2020. [4c]
7. Update all office procedures regarding the imaging of all permanent records currently filed in Clerk’s
office by June 2020. [4b]
8. Continue to cross-train staff to effectively use resources as required by June 2020. [4b]
9. Management of the citywide Records Management Program by editing the Records Management
Retention Schedule, updating policies related to records retention, and scanning by June 2020. [4b]
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FINANCE PURCHASING AND ACCOUNTS PAYABLE
PROGRAM DESCRIPTION
Provides a centralized buying and accounts payable service for all departments to ensure that the purchase
and invoice payments of construction projects, services, equipment, and materials are at the lowest
possible cost commensurate with quality needs. Serves as a central store for commonly used supplies and
deliveries to all affiliate locations and handles all outside printing and duplicating needs for departments.
SERVICE OBJECTIVES
1. Provide courteous, efficient service to all internal and external customers.
2. Process all informal bids within 24 hours of receipt of specifications.
3. Procure all goods and services to meet departments’ specific needs to meet Federal, State, and City
laws, regulations, and policies while delivering goods requested from the warehouse within 24 hours of
receipt of requisition.
4. Process purchase orders, invoices, and warehouse requisitions annually.
5. Ensure daily mail, supply delivery, and pick-ups are made to all city mail locations.
6. Assist in preparation of Request for Proposal (RFP) and Request for Qualifications (RFQ)
requirements.
7. Process purchase orders, invoices, and warehouse requisitions annually.
8. Manage and audit the CAL-Card procurement program on an ongoing basis.
9. Ensure the payments of all goods and services through the Accounts Payable Division are done so in
accordance with all Federal, State, and City laws, regulations, and policies.
10. Conduct annual citywide training sessions on procurement and payment processes.
WORK PLAN FOR 2019-20
1. Make available the New Vendor Form and New Supplier Form in Seamless Documents on the City’s
Employee Portal by December 2019. [2d]
2. Continue implementation of Amazon Business Solutions to obtain cost savings for items frequently
purchased by the City by December 2020. [2a]
3. Increase purchases of Green and Recycled Products by 25% for city use within the warehouse
inventory to promote healthier environment and to improve image of goodwill by May 2020. [2d]
4. Research payments through ACH banking system by June 2020. [2a]
5. Develop a plan to automate the City’s Procurement credit card (Cal Card) using Eden templates entered
by each department by June 2020. [2d]
6. Obtain credit card resources for Emergency Operations Center by July 2019. [2a]
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FINANCE GENERAL REVENUE
PROGRAM DESCRIPTION
General Revenue manages the collection of various revenues and maintains payment records for the City.
This includes processing Transient Occupancy Taxes (TOT) and business license taxes in accordance with
the Orange Municipal Code. Cashiering is also provided for business license payments, miscellaneous
receivables including TOT, and some accounts receivable payments. General Revenue is a collector of
business information and maintains continuous records of all business activity taking place in the City.
SERVICE OBJECTIVES
1. Provide outstanding customer service to both external and internal customers by processing and
reconciling payments from counter customers, mailed-in payments, faxes, and on-line renewals or
applications. Also provide on-line business searches and new business listing for inquiring customers.
2. Prepare monthly reports of business license registrations for the Fire Department, Police Department,
Public Works Department, Economic Development Department, and others as needed.
3. Process and send out certificates to new business license applicants and renewals, frequently
generated online, and send out delinquent notices and close-outs as necessary.
4. Monitor business regulatory permits including massage therapists, secondhand dealers, firearm
dealers, tow truck drivers, solicitors, and others.
5. Annually follow up and process non-compliant or delinquent businesses, plus new business license
leads.
6. Perform annual gross receipts and sales tax audits.
7. Scan records into Laserfiche.
8. Monitor TOT for motels and hotels.
9. Research leads from the Franchise Tax Board, fictitious business name registrations from the Orange
County Clerk Recorder’s office, and seller’s permit holders from the State Board of Equalization.
10. Review all building permits issued by the City, checking all contractors, architects, engineers, and
others for business license compliance.
WORK PLAN FOR 2019-20
1. Encourage on-line business license renewals to increase participation by June 2020. [4c]
2. Continue to provide customers with the option to accept emailed renewal reminders instead of mailed
renewal notices in order to reduce postage costs by June 2020. [2a,4c]
3. Continue to monitor and refine the Business License web page to meet customer needs by June 2020.
[4c]
4. Continue to refine the revenue team approach to streamline compliance and inspection procedures,
thereby providing timely and customer friendly follow-up to increase revenue recovery by June 2020.
[2b]
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FY 20 Budget
FINANCE UTILITY BILLING
PROGRAM DESCRIPTION
The Utility Billing Division provides the billing, collection, and data management of all utility accounts for
water, City sanitation services, and the voluntary paramedic subscription program. All customer inquiries
regarding the billing of these services are handled within this division. In addition, this program has the
responsibility of managing petty cash and accounts receivables, which processes all city department
invoices.
SERVICE OBJECTIVES
1. Provide customer service for all utility billing related questions or comments via phone, counter, or e-
mail.
2. Prepare, calculate, and send out utility bills with 99% accuracy within two days of the meter being read.
3. Process closing bills and send accounts to collections for non-payment.
4. Create and process electronic work orders (Closing/opening readings, meter exchanges, high
consumptions, leaks, re-checks, door hangers, repairs/replacement of parts, and delinquent turn-offs).
5. Create, process, and maintain Landlord Continue Service Agreements.
6. Create, process, and manage customers on the Paramedic Subscription Program.
7. Download and process electronic payments daily (lockbox, ACH “Automatic Clearing House”, online,
phone, and bill pay banking payments). In addition, collect payments via the counter and night deposit
box daily.
8. Provide an online customer portal for customers to view and pay utility bills, as well as the ability to
setup automatic payments via checking accounts and credit cards.
9. Accounts Receivable creates and sends first, second, and third invoices for all city departments.
(developer billing, expense reimbursement for grant funds, hydrant rentals, false alarms, damage to
city property, city permits, disturbance calls, lease agreements, and other miscellaneous invoices). In
addition, Accounts Receivable collects payments for all invoices and sends accounts to collections for
non-payment.
WORK PLAN FOR 2019-20
1. Promote more electronic and automatic payment options and services, including online, automatic
telephone system, and e-Billing for Utility Billing customers by June 2020. [4c]
2. Investigate option to upgrade mCare, a mobile work order system by December 2019. [4c]
3. Investigate the possibility of accepting online payments for Accounts Receivable by February 2020.[4c]
4. Create Standard Operating Procedure manuals for all Utility Billing position by December 2019. [4d]
5. Analyze and update policies and procedures to improve customer service by June 2020. [4d]
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FY 20 Budget
FINANCE ADMINISTRATION AND GENERAL ACCOUNTING
PROGRAM DESCRIPTION
Administration and General Accounting are responsible for monitoring cash and ensuring the investment
of the City’s funds are in compliance with State law and the City’s Investment Policy. Additionally,
Administration and General Accounting are also responsible for maintaining a system of internal controls
that safeguard the City’s assets and provides financial management and reporting, budgeting, payroll,
accounts payable, and accounting services for the City, consistent with the highest professional standards,
and in accordance with legal requirements and generally accepted accounting principles.
SERVICE OBJECTIVES
1. Invest all funds in accordance with state law and the City’s Statement of Investment Policy and keep
current on financial and economic indicators affecting the investment market.
2. Review monthly Treasurer’s report in accordance with the City’s Statement of Investment Policy and
hold quarterly meetings with the Investment Advisory and Investment Oversight Committees.
3. Maintain up-to-date cash flow information and monitor compliance with cash receipts policy.
4. Maintain annual certifications for investment brokers.
5. Update Statement of Investment Policy annually.
6. Coordinate all financial audits including the City’s annual audit, the Federal Single Audit, Gas Tax, Air
Quality Management District (AQMD), various state and federal grants, and Proposition 172.
7. Prepare the City’s Comprehensive Annual Financial Report (CAFR), Annual Street and State
Controller’s Reports, Annual Budget, and Capital Improvement Plan documents.
8. Maintain, update, and troubleshoot Eden (the accounting financial software program) and provide Eden
training and translation to personnel in every department.
9. Maintain financial records and provide assistance to every department in reconciling and analyzing
their specific financial activities.
10. Process biweekly payroll for more than 750 employees and prepare quarterly payroll tax returns in
compliance with federal and state reporting requirements.
11. Issue W-2s, prepare annual sick leave conversion calculation, process open enrollment changes, and
annual leave accruals and payoffs by January of each year.
12. Process all benefit and/or compensation changes per Memorandum of Understanding (MOU) or Letter
of Understanding (LOU) for 19 different salary groups.
13. Process the net benefits, leave pay-outs, and salary of an employee’s retirement or separation from
the City.
14. Assist in the set-up and tracking of Capital Improvement Plan (CIP) expenditures for new and on-going
City projects.
15. Administer and monitor financial activity to ensure that it reflects the adopted budget.
16. Coordinate the continued wind-down of the former Redevelopment Agency.
WORK PLAN FOR 2019-20
1. Update the Statement of Investment Policy and make recommendations for enhancement to the City
Council by June 2020. [2d]
2. Review and update the Treasurer’s Reference Manual by June 2020. [2d]
3. Update the Master Schedule of Fees and Charges as part of the budget process by June 2020. [2b]
4. Evaluate the current banking services and future needs by February 2020. [2d]
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5. Continue to monitor and refine developer billing implementation in conjunction with Eden’s Accounts
Receivable module and the Community Development, Community Services, SMART Committee and
Public Works Departments by June 2020. [4d, 4e]
6. Develop succession planning for Payroll Division through June 2020. [4d, 4e]
7. Continue to evaluate positions and duties within each division to ensure proper segregation of duties
to safeguard the City’s assets through June 2020. [4d, 4e]
8. Review and update the security settings for all Eden users through June 2020. [4d, 4e]
9. Continue to identify employee reimbursements to process through Payroll rather than through Accounts
Payable to comply with any W-2 reporting requirements by April 2020. [2a]
10. Continue to migrate budget accomplishments and work plans to Eden by December 2020. [4d, 4e]
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HUMAN RESOURCES PERSONNEL ADMINISTRATION & SELF
INSURANCE / EMPLOYEE BENEFITS
PROGRAM DESCRIPTION
Personnel Administration is responsible for contract negotiations and administration, job classification and
compensation, employee training and development, state and federal employment law compliance,
disciplinary actions, and processing of all human resource matters related to employment, recruitment and
selection, and benefits administration. Self-Insurance/Employee Benefits provides for payment of dental
insurance and unemployment claims. Outside administration of dental claims is also provided under this
program.
SERVICE OBJECTIVES
1. Establish all hiring policies and practices and provide a process for all departments to recruit, select,
and retain qualified employees.
2. Apply the highest pre-employment background investigation review standards.
3. Establish and maintain job classification and compensation programs commensurate with the Strategic
Plan of the City.
4. Administer and review the various benefit programs and plans including all retirement, medical, dental,
vision, life, and long-term disability insurance plans.
5. Meet and confer with employee bargaining units to resolve labor issues related to the wages, hours,
and working conditions within the City.
6. Ensure compliance with state and federal laws that impact the workforce.
7. Assist with the process of resolving employee grievance and disciplinary issues within the workplace.
8. Develop and implement training programs to address issues related to employee management and
development.
9. Recognize long-term employees and their dedication and contributions to the City through the
Employee Service Award program.
10. Comply with regional emission reduction goals through administration of the City’s Trip
Reduction/Rideshare Program.
11. Minimize unemployment insurance benefits claim costs.
WORK PLAN FOR 2019-20
1. Continue to review, analyze, propose, revise, and enact changes to the City’s employment process to
comply with new and current rules and regulations set by State and Federal laws through June 2020.
[4e]
2. Achieve minimum wage law compliance by conducting a salary review and adjustment of classifications
affected by California minimum wage law by January 2020. [4e]
3. Achieve compliance with new California anti-harassment training requirements for all employees by
January 2020. [4e]
4. Work with the City Attorney and City Manager’s Office to commence labor negotiations for various
bargaining units by December 2019. [2d, 2e]
5. Work with the City Manager’s office to thoroughly analyze every vacant position to determine
appropriate action (fill, freeze, job share, etc.) through June 2020. [4e]
6. Provide guidance to departments on handling grievances, disciplinary actions, organizational changes,
and any employment issues through June 2020. [1a]
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7. Complete and file the Equal Employment Opportunity bi-annual report by September 2019. [4e]
8. Recognize long-term city employees through the Employee Service Award program through June 2020.
[1a]
9. Conduct recruitments and employee onboarding for the City’s summer recreation programs by May
2020. [4e]
10. Organize and conduct the annual Employee Rideshare/Health Fair and Employee Open Enrollment
process by October 2019. [3e]
11. Administer the City’s grant funded Trip Reduction Program. Complete the annual employee
transportation survey and annual report in an effort to meet the region’s air quality mandates by June
2020. [3e]
12. Meet Average Vehicle Ridership requirements as set forth by the South Coast Air Quality Management
District to secure the necessary grant in order to maintain the City’s Trip Reduction Program through
June 2020. [2d]
13. Coordinate with the California Public Employees’ Retirement System to conduct a retirement seminar
by August 2020. [4e]
14. Continue to respond to all unemployment insurance claim requests for information, providing separation
information that should be considered by the California Employment Development Department when
determining unemployment insurance benefits eligibility through June 2020. [2a]
15. Work with insurance broker to forecast, tailor, and negotiate the most appropriate quality and cost
effective rates and benefit programs for employees through June 2020. [2d]
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FY 20 Budget
INFORMATION TECHNOLOGY SERVICES AND OPERATION
PROGRAM DESCRIPTION
The Information Management Services program assists city departments with the City’s various data
development, collection, and retrieval systems. The program provides technical support to the City’s
computer network, servers, personal computers, printers, website, specialized technologies of specific city
departments (image systems, records management and dispatch systems, library automation systems,
etc.), and software associated with each operation.
SERVICE OBJECTIVES
1. Maintain current service level of responding to all city calls for after-hour emergency Information
Technology (IT) support within 30 minutes.
2. Conduct weekly meetings between the Finance Director (the City’s IT contract administrator) and the
Account Manager for the IT outsourcing vendor to thoroughly review the status of the City’s IT
operations and assets.
3. Maintain current service level of responding to all city employee desktop computer problem requests
within four hours.
4. Maintain and continue to enhance the City’s website to ensure that it is an effective communication tool
to the residents and businesses of Orange.
5. Evaluate technology resources in the marketplace to determine appropriate technology upgrades to
ensure city business needs are being met.
WORK PLAN FOR 2019-20
1. Provide support for additional applications as the City continues to expand its IT assets through June
2020. [4c]
2. Assist with the implementation of enterprise-level surveillance activities of city facilities, including video
surveillance and access control, by June 2020. [1b, 2d, 4c]
3. Implement enhancement of the upgraded document management system, LaserFiche, and provide
staff with support and training through June 2020. [4c]
4. Continue expansion of GIS functionality across city operations by June 2020. [4c]
5. Perform server refreshes and server memory expansions by June 2020. [4c]
6. Implement an enterprise-level backup software solution by June 2020. [4c]
7. Implement a mobile device management platform by June 2020. [4c]
8. Assist in the evaluation of a replacement for Maintstar, the City’s maintenance management system
that has reached end of life and is no longer supported, by June 2020. [4c]
9. Replace uninterruptible power supplies (UPS) at fire stations by June 2020. [1b, 4c]
10. Assist in the implementation of an agenda management system by December 2019. [4c]
11. Evaluate, repair and expand the City’s fiber network dedicated to City IT assets through June 2020.
[2d, 4c]
12. Install audio/visual equipment in various conference rooms by June 2020. [4c]
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FY 20 Budget
LIBRARY SERVICES LIBRARY ADMINISTRATION
PROGRAM DESCRIPTION
Library Administration provides planning, direction, management, and ongoing evaluation of the Library
Services Department, seeks and administers library-related grants, and oversees library building
maintenance, remodeling, and renovations. Library Administration also coordinates the Volunteer and
Literacy Programs and serves as liaison to the Library Board of Trustees, the Library Foundation, the
Friends of the Library, and other community support groups.
SERVICE OBJECTIVES
1. Communicate the Library’s vision, mission, and goals to the community via services and facilities.
2. Work with the Library Board of Trustees in the performance of its duties and responsibilities through
the preparation, distribution, and posting of agendas and recording of all board meetings.
3. Maintain and strengthen relationships and communications among and between the Library’s primary
groups – Trustees, staff, Foundation, Friends, city management, and City Council.
4. Collaborate with the Library’s support groups to strengthen public/private partnerships in order to
provide contributions for library facilities, programs, and services.
5. Implement organizational development, team building, and staff training activities through staff
meetings, task forces, ad-hoc committees, employee appreciation activities, and in-service training.
6. Maintain the appearance and condition of the Library facilities, furnishings, and equipment.
7. Recruit, place, and oversee volunteers to enhance services.
8. Provide programs and services to address literacy needs in the community.
WORK PLAN FOR 2019-20
1. Expand marketing efforts and strategies for the Library using its new Instagram account, Pop-Up
Library, and other means by September 2019. [3b]
2. Initiate new processes in registering volunteer groups then seek out new partnerships, such as
businesses, school clubs, and Scouts groups by December 2019. [3e]
3. Coordinate the planning and presentation of Library Staff Development Day by January 2020. [4e]
4. Build a Literacy “Tutor Share” program where the tutors come together at regular opportunities to share
their experiences and successes with one another to keep skills and engagement levels high by April
2020. [3e]
5. Identify opportunities to enhance services through Orange Public Library branches by June 2020. [4b]
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FY 20 Budget
LIBRARY SERVICES TECHNOLOGY AND SUPPORT SERVICES
PROGRAM DESCRIPTION
The Technology and Support Services Division orders, receives, catalogs, and processes all library
material. It is responsible for maintaining a quality catalog database that provides access to library materials
from within the Library facilities or online from home, school, or office. Maintaining the automated library
system, the automated internet sign-up system, public-access computers at all libraries, wireless access at
all libraries, and information presented on the Library’s web page are all part of this program. In addition,
maintaining, planning, and helping to implement new developments to the Library’s computer network
infrastructure, equipment, and software are also included.
SERVICE OBJECTIVES
1. Order, catalog, and process purchased and donated materials in an efficient manner.
2. Provide total access to library collections, including electronic resources through the internet.
3. Coordinate implementation and maintenance of the Library’s network infrastructure, equipment, and
software with the City’s Information Technology (IT) department.
4. Plan and present technology literacy training for staff.
5. Coordinate and maintain the Library’s web pages.
WORK PLAN FOR 2019-20
1. Amend the Bibliotheca agreement to purchase RFID self-check and security gates for Taft and El
Modena Branch Libraries and present to Council for authorization by December 2019. [4c]
2. Implement new patron services that result from re-negotiation of the SirsiDynix SaaS agreement by
May 2020. [4c]
3. Replace legacy RFID tags on all library materials located at the Taft and El Modena Branch Libraries
in preparation for implementation of self-check machines and new security gates by June 2020. [4c]
4. Continue cleanup of the patron and bibliographic databases by June 2020. [4c]
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FY 20 Budget
LIBRARY SERVICES LENDING SERVICES
PROGRAM DESCRIPTION
The Lending Services Division provides public services including new library card registrations, check-out
and check-in of library materials, and collection of fines and fees at Orange Public Libraries. In addition,
Lending Services staff members sort and re-shelve returned library materials, oversee library borrowers’
accounts, and coordinate the services of a collection agency. This division also manages the routine
mechanical operations of the Automated Materials Handling System (AMHS) and self-checkout machines.
SERVICE OBJECTIVES
1. Provide control of materials on loan to the public by checking materials in and out and collecting fines
and fees owed to Orange Public Library.
2. Provide library card registration to new library users.
3. Sort and re-shelve returned library materials promptly to ensure public access to them.
4. Assist in maintaining prompt, problem-free operation of self-checkout, automated check-in, and sorting
activities to optimize use of technology to facilitate library use and manage operational costs.
WORK PLAN FOR 2019-20
1. Investigate opportunities to highlight the Pop-Up Library at events or venues in the City of Orange and
around Orange County by July 2019. [3e]
2. Explore, facilitate, and organize donation drives to help residents of Orange and surrounding
communities by September 2019. [3e]
3. Create and implement a procedure manual for the Page staff that includes daily operations, duties,
policies, and procedures by January 2020. [4e]
4. Compose and implement a customer service handbook that sets service expectation for Clerks, Pages,
and Library Assistants assisting patrons by June 2020. [4e]
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FY 20 Budget
LIBRARY SERVICES ADULT AND BRANCH SERVICES
PROGRAM DESCRIPTION
The Adult and Branch Services Division provides access to library materials and technology in various
formats for adults and also provides programming to educate, enrich, entertain, and inform. A History
Center at the main branch provides specialized staff and collections preservation of, and public access to,
Orange’s unique and important heritage at the Orange Public Library & History Center. The Adult and
Branch Services Division also oversees the Taft and El Modena Branch Libraries.
SERVICE OBJECTIVES
1. Provide reference services for adults at the Orange Public Library & History Center, Taft, and El
Modena Branch Libraries.
2. Maintain a print, digital, and audio-visual collection that provides reading, listening, and viewing
materials including popular non-fiction and support to the local educational curriculum.
3. Provide enriched library services to adults, including bibliographic and computer instruction, reader’s
advisory service, and local history assistance.
4. Facilitate public online access to information through subscription databases and public internet
resources.
5. Provide cultural, educational, and informational programs for the community.
6. Promote awareness of, and access to, local history by collecting and preserving print and non-print
materials relating to Orange’s past.
WORK PLAN FOR 2019-20
1. Investigate a partnership with Orange Unified School District to offer the “Lunch at the Library” summer
program at the El Modena Branch Library by May 2020. [3e]
2. Contact and survey adult special needs organizations in the community to collaborate on programs or
volunteer opportunities by October 2019. [3e]
3. Investigate business partners to offer classes on social media or computer skills at the Taft Branch
Library by February 2020. [3e]
4. Celebrate the 135th anniversary of Orange Public Library through programming and community
partnerships by June 2020. [5d]
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FY 20 Budget
LIBRARY SERVICES CHILDREN’S AND TEEN SERVICES
PROGRAM DESCRIPTION
The Children’s and Teen Services Division provides access to library materials and technology in various
formats, as well as programming, in order to educate, enrich, entertain, and inform children, teens, and
their families. This division includes the Children’s and Teen Homework Centers.
SERVICE OBJECTIVES
1. Provide reference services, including reader’s advisory and digital instruction to children, teens, and
their families.
2. Provide enriched library outreach services to children, teens, and families including class visits and
tours, school visits, and after-school homework assistance to children in grades 1-6 and teens in grades
7-12.
3. Provide materials in print and digital format to support homework assignments along with popular and
recreational reading materials for children and teens.
4. Facilitate online access to subscription databases and public internet resources through information
literacy instruction.
5. Provide cultural, educational, and informational children’s and teen programs for the community.
WORK PLAN FOR 2019-20
1. Review and update Homework Center Volunteer procedures to improve recruitment, training, and
oversight as well as make improvements to Homework Center marketing materials and webpages by
September 2019. [3b]
2. Investigate resources for staff-led coding instruction and programs for Global Computer Science Week
by December 2019. [3b]
3. Improve the physical attributes of the Children’s Homework Center to increase seating capacity and
allow for diverse uses by January 2020. [3a]
4. Research local homeschooling communities, then establish relationships with these communities and
build a strategic plan for future partnerships by March 2020. [3e]
5. Create staff-led and self-directed tours for school visits by May 2020. [3b]
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FY 20 Budget
FIRE DEPARTMENT FIRE CHIEF
PROGRAM DESCRIPTION
The Office of the Fire Chief provides overall management of the fire protection and life safety resources
necessary to maintain an effective level of service to the community. Program emphasis is organizational
vision and planning and providing direction for the administrative, prevention, training, paramedic, rescue,
and fire suppression functions of the Fire Department.
SERVICE OBJECTIVES
1. Provide staff assistance to the City Council and City Manager as required and perform as an effective
member of the City Manager’s executive management team.
2. Serve as a strong advocate for fire and life safety issues relating to citizens, businesses, and visitors
to the City of Orange.
3. Manage the fiscal, physical, and human resources of the Fire Department and assure the appropriate
allocation and best utilization of those resources.
4. Guide the development of plans, policies, and procedures required for the effective delivery of high
quality customer service within the current city setting as well as annexation areas and new
development.
5. Provide for firefighter safety through practices, procedures, equipment, and safety clothing.
6. Maintain a collaborative working relationship with labor organizations to assure the Department
services are optimal and employees are supported in an appropriate work environment.
7. Review and analyze Fire Department practices, procedures, and equipment to assure excellent service
is provided to department customers.
8. Proactively guide grant application processes to create the highest possibility of grant awards.
9. Develop and maintain close working relationships with other city departments, neighboring fire
departments, and allied organizations.
10. Improve communication with the public and other city departments.
WORK PLAN FOR 2019-20
1. Brainstorm, study, and report options to increase scalability of Emergency Medical Services delivery in
the City of Orange through July 2019. [4b]
2. Research ways to enhance the training program, which could include the addition of a Training
Battalion Chief through July 2019. [2a] (Fire.097)
3. Organize the Orange County Fire services to create an Urban Search and Rescue joint powers
authority to ensure the sustainability of this service for the entire county by January 2020. [2a]
4. Rebuild the apparatus bay at Fire Station 2 to fit current and future apparatus through February 2020.
[4b]
5. Foster outstanding communications throughout the Fire Department through June 2020. [4c]
6. Produce design and engineer plans for a new Fire Headquarters building for the Water Street property
by January 2020. [4b]
7. Develop future leaders within the Department through training, mentoring, and work-related
assignments through June 2020. [4d]
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FY 20 Budget
FIRE DEPARTMENT ADMINISTRATION
PROGRAM DESCRIPTION
The Fire Administration program provides the development, coordination, control, and management of Fire
Department fiscal resources. The program provides other administrative functions including personnel,
workers’ compensation, payroll, policy and procedure development, facility, apparatus, and equipment
management. The Fire Administration program is managed by the Services Deputy Chief/Fire Marshal as
directed by the Fire Chief.
SERVICE OBJECTIVES
1. Provide administrative staff assistance to the Fire Chief and other Chief Officers as directed.
2. Provide timely acquisition, delivery, and documentation of supplies, services, repairs, and other
activities needed for the day-to-day operations of the Fire Department.
3. Provide grant research, application, and administration.
4. Manage the department budget in a fiscally responsible manner by oversight of program costs through
management techniques, while maintaining efficiency.
5. Respond to special studies and information requests.
6. Provide Fire Department liaison to other city departments and county agencies.
7. Provide oversight of the Fire Department’s records management system.
8. Administer Fire Department Emergency Services programs, providing direction for future programs,
facilities, and supplies.
WORK PLAN FOR 2019-20
1. Conduct annual safety inspections of all personnel, apparatus, and facilities to ensure compliance with
applicable rules, regulations, and industry standards by October 2019. [1b]
2. Pursue all reimbursement due to the City from Strike Team or Overhead Resource assignment
expenditures through June 2020. [2e]
3. Pursue all grant opportunities available to the Fire Department’s mission and administer all awarded
programs through June 2020. [2e]
4. Search out opportunities for increased efficiency and improved service levels in all Fire Department
operations through June 2020. [2b]
5. Plan and coordinate the Fire Department’s role in the construction of a new apparatus bay at Fire
Station 2 by February 2020. [1b]
6. Plan and coordinate the Fire Department’s role in the design and engineering phase of a new Fire
Headquarters by December 2019. [1b]
7. Continue planning, development, implementation, and coordination with Public Works for the Signal
Preemption program throughout the City through June 2020. [1b]
8. Prepare the Department’s annual budget including any needed revisions by May 2020. [1b]
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FY 20 Budget
FIRE DEPARTMENT FIRE SERVICES
PROGRAM DESCRIPTION
The Services Division, which encompasses fire prevention, emergency preparedness, arson
investigation, CERT, and fire station construction and improvement; is charged with the responsibility of
decreasing the potential for occurrence of fire, loss of life, or personal injury due to fire, explosion, or
other hazardous conditions. This is accomplished through fire and life safety code inspections, code
enforcement processes under the authority of city ordinances and state aw, public education programs for
residents and organizations in the community, and fire cause/arson investigation policies and procedures.
The Fire Prevention Program is managed by the Services Deputy Chief under the direction of the Fire
Chief.
SERVICE OBJECTIVES
1. Provide administrative staff assistance to the Fire Chief as directed.
2. Maintain the department’s Records Management System (RMS) database and integrate all pertinent
processes.
3. Conduct Records Management System training for all fire suppression and prevention personnel.
4. Present business inspection, hazardous material inspection, code enforcement, fire investigation,
scene management, and wildland interface/fuel modification code training to fire suppression
personnel.
5. Conduct 48 mandatory annual high-rise building inspection reports. Submit 48 annual inspection
reports to the California State Fire Marshal.
6. Conduct state-mandated jail inspections and forward reports to the California State Fire Marshal and
the California Department of Corrections.
7. Provide fire and life safety recommendations through plan review and inspection of hazardous
occupancies, new construction, underground tanks, wildland interface fuel management design,
hospitals, schools, state licensed care facilities, and specialized fire and life safety activities.
8. Maintain the mandated hazardous materials program as required by state and federal law.
9. Provide hazardous materials information for fire suppression companies to use in emergency
situations.
10. Conduct the Weed Abatement Program as required by dity ordinance.
11. Manage the fuel modification reporting requirements for homes in the wildland interface.
12. Investigate promptly the cause, origin, and circumstances of each and every fire involving loss of life
or injury to person, or destruction or damage to property.
WORK PLAN FOR 2019-20
1. Implement an electronic plan review program in collaboration with the Community Development
Department by January 2020. [4c]
2. Assist Orange County Health with the Hazardous Materials First Responder Module by August 2019.
[4c]
3. Strive for 100 percent compliance with hazardous material disclosures from regulated businesses by
March 2020. [1d]
4. Collaborate with the Police Department with two new-member CERT classes, one in-person
continuing education class, and one online continuing education class by June 2020. [1c,1e]
5. Increase volume of in-house fire plan checks to 70 percent by January 2020. [1a]
6. Implement a Fire Department social media platform by December 2019. [1e, 4c]
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FY 20 Budget
FIRE DEPARTMENT EMERGENCY MEDICAL TRANSPORTATION
PROGRAM DESCRIPTION
The Emergency Medical Transportation Program provides ambulance transportation from the scene of a
medical emergency to a hospital. Personnel assigned to the rescue ambulances are “Dual-Function.” In
addition to providing medical service, they respond to structure fires and other life/property threatening
incidents in the community.
SERVICE OBJECTIVES
1. Provide highly professional and courteous emergency medical transportation 100% of the time.
2. Maintain the budget for the Emergency Medical Transportation Program in a fiscally responsible
manner.
3. Reduce morbidity and mortality from citizens experiencing medical emergencies.
WORK PLAN FOR 2019-20
1. Investigate and deploy a controlled access storage cabinet to ensure the security and accountability
for controlled medications through June 2020. [1b]
2. Utilize Administrative and Quality Improvement (QI) reports for ongoing monitoring of patient care and
compliance with regulations and standards of care using Street EMS software and Image Trend
NEMSIS III compliant software through June 2020. [1a]
3. Implement an electronic medical supply accountability system by June 2020. [2a]
4. Research and monitor the ability to scale the delivery of emergency medical services with increasing
call volume through June 2020. [2b]
5. Increase membership in the Paramedic Subscription Plan through increased visibility, marketing, and
re-branding through June 2020. [1a]
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FY 20 Budget
FIRE DEPARTMENT FIRE OPERATIONS
PROGRAM DESCRIPTION
The Fire Operations program is administered from eight fire stations located throughout the community and
coordinates with the Police Department to form an “all risk” emergency response system. The Fire
Operations program is tasked with responding to, and mitigating fire, medical, physical rescue, explosion,
and hazardous condition emergencies. This program also conducts annual fire safety inspections, public
education, and fire training. Other areas of responsibility include station, apparatus, and equipment
maintenance.
SERVICE OBJECTIVES
1. Maintain appropriate staffing levels to provide emergency services to the public.
2. Provide the apparatus, equipment, and supplies needed to handle emergency responses.
3. Provide and utilize automatic and mutual aid agreements to/from surrounding communities in
accordance with state and local agreements.
4. Provide public education programs that will help prevent emergencies and enhance the quality of life
in the community.
5. Provide the safest working environment possible for all personnel.
6. Provide quality improvement reviews for operational effectiveness.
7. Conduct annual pump/ladder/equipment tests for all apparatus.
8. Post Incident Analysis of all command incidents and multi-victim incidents.
9. Provide fire inspections and fire prevention programs to prevent emergencies in the community.
WORK PLAN FOR 2019-20
1. Provide multi-agency and agency-specific in-service training for all department personnel through June
2020. [1a]
2. Provide comprehensive career development training for those seeking promotion using available
funding through June 2020. [4d]
3. Mentor those individuals who seek promotional opportunities with staff rides, live fire, and leadership
training through June 2020. [4d]
4. Deliver an Engineers Promotional Eligibility List, by August of 2019. [4e]
5. Replace all mobile data computers with tablet devices by December 2019. [1a]
6. Up-fit two new fire engines, a Code 3 Battalion Chief vehicle, and a Code 3 utility vehicle by September
2019. [1b]
7. Inspect all stations, grounds, and apparatus by October 2019. [1b]
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FY 20 Budget
FIRE DEPARTMENT PARAMEDICS
PROGRAM DESCRIPTION
The Paramedic Program provides Advanced Life Support (ALS) treatment capabilities to the community.
The program provides an extension of the Base Station Hospital’s emergency services into the field. The
program also provides resources for response to emergencies such as fires and other life or property
threatening incidents.
SERVICE OBJECTIVES
1. Provide ALS treatment in accordance with various protocols and requirements designated by County
and State Emergency Medical Services (EMS) Agencies.
2. Maintain the budget for Paramedics in a fiscally responsible manner.
3. Maintain documentation of current appropriate licenses or certifications for all personnel assigned to
the Paramedic Program as required by law.
4. Provide EMS education and skills maintenance training programs for ALS and basic life support
providers, in conjunction with the Orange Fire Department Training Captain.
5. Further develop and maintain the formal Fire Department Quality Assurance (QA) Plan.
6. Provide and maintain adequate medical supplies and equipment to ensure that EMS duties can be
performed in the safest manner possible for the public and City personnel.
WORK PLAN FOR 2019-20
1. Coordinate consolidated EMS Training at North Net Fire training with EMS training in fire stations to
keep units in first-due areas through June 2020. [1a]
2. Implement new ALS devices/equipment and procedures as directed by Orange County Emergency
Medical Services (OC-EMS) through June 2020. [1a]
3. Continue customization of Street EMS software providing electronic data collection/patient care record
system and integration with Orange County Medical Emergency Data System (OC-MEDS) through
June 2020. [1a]
4. Continue use of Orange City Fire Department’s Quality Improvement (QI) process to ensure
compliance with OC-EMS standing orders through June 2020. [1a]
5. Implement succession plans to meet the anticipated need for new Paramedics by June 2020. [1a]
6. Complete OC-EMS Paramedic accreditation for three Firefighters as Paramedics by December 2019.
[1a]
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FY 20 Budget
FIRE DEPARTMENT TRAINING
PROGRAM DESCRIPTION
The Training Program delivers and facilitates training activities to all operations personnel, including
research, development, and implementation of a variety of training courses. This includes basic and
advanced firefighting techniques, administrative, and supervisory training. This program coordinates and
administers Firefighter recruitment and promotional exams. Additionally, the Training Program manages
training academies for the ranks of Firefighter, Engineer, Captain, and Battalion Chief. This program
maintains a strong working relationship with Santa Ana College, Urban Areas Securities Initiative (UASI),
and the California Firefighter Joint Apprenticeship Commission (CFFJAC). In addition to training functions,
the members of this program also serve as the department’s Safety Officer, ensuring compliance with
common safety practices.
SERVICE OBJECTIVES
1. Coordinate and direct department activities as they relate to training, employee development, and
safety.
2. Coordinate the development of entry-level and promotional examination processes in cooperation with
the Human Resources Department.
3. Provide the development, implementation, and monitoring of recruit training, apparatus operator
training, officer training, and company performance standards based on evaluations.
4. Provide training standards to meet Federal regulations, CAL-OSHA regulations, and safety/operational
requirements.
5. Coordinate the Research and Development Committee and Safety Committee programs.
WORK PLAN FOR 2019-20
1. Manage in-service training for department personnel through June 2020. [1a]
2. Coordinate UASI grant funded training through June 2020. [2a]
3. Coordinate and conduct Firefighter, Fire Engineer, and Fire Captain promotional processes with related
academies by June 2020. [1a]
4. Coordinate and conduct a Firefighter recruit academy by January 2020. [1a]
5. Provide safety inspections of fire stations and grounds by October 2019. [1b]
6. Manage the Target Solutions web-based training program through June 2020. [1a]
7. Conduct collaborative Firefighter skills/training/recruit academies with neighboring agencies through
June 2020. [1a]
8. Identify and implement innovative training solutions to train new supervisors for high number of
retirements projected through June 2020. [1a]
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FY 20 Budget
POLICE OFFICE OF THE CHIEF
PROGRAM DESCRIPTION
The Office of the Chief is responsible for public safety as it relates to reporting, investigating, and
preventing crime in the community. The Office of the Chief is also responsible for the overall leadership,
management, and mission of the Police Department.
SERVICE OBJECTIVES
1. Provide an organizational work atmosphere that allows employees to reach their highest level of
ability.
2. Develop a highly trained and professional staff of law enforcement personnel dedicated to the
department and the community.
3. Serve and protect the community by providing the highest level of professional police services.
4. Facilitate the development of a strong management team that identifies and addresses the future
needs of the Department and the community.
WORK PLAN FOR 2019-20
1. Continue the CompStat crime control model with the goal of effectively and efficiently coordinating
resources to control crime through June 2020. [1a]
2. Develop future leaders within the department through training, mentoring, and work-related
assignments through June 2020, three sessions per year. [4e]
3. Utilize the Department website, social media platforms, public service announcements, and public
events to provide crime prevention and department information through June 2020. [1e]
4. Continue to monitor department functions and monthly staffing levels, to identify cost-saving
opportunities through June 2020. [2a, 2b]
5. Continue to foster relations with Chapman University Office of Public Safety by providing a
department liaison and holding quarterly meetings through June 2020. [1e]
6. Expand the use of Twitter, Instagram, and other appropriate social media to increase communication
with the community through June 2020. [1e]
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FY 20 Budget
POLICE SUPPORT SERVICES
PROGRAM DESCRIPTION
The Support Services Division is responsible for numerous diverse functions in support of Police
Department operations including fiscal affairs, information technology, timekeeping, personnel and
training, crime prevention, volunteer program, emergency management coordination, facility and fleet
services. The Division is also responsible for grant administration, contracts, and technological
advancements within the Department.
SERVICE OBJECTIVES
1. Recruit, conduct backgrounds, and hire top-quality applicants for all sworn and civilian positions.
2. Provide employees with relevant training designed to improve skills and performance.
3. Provide employees with state-of-the-art technology to improve efficiency and effectiveness.
4. Administer the Department’s budget and control expenditures.
5. Identify and administer department grants.
6. Provide and maintain an effective in-service volunteer staff.
7. Direct crime prevention efforts through the planning process, community education, social media
platforms, and crime analysis.
8. Coordinate with building and fleet services for police facility, vehicle, and related services.
9. Educate the community on police-related topics.
WORK PLAN FOR 2019-20
1. Participate in recruitment events, job fairs, and find new ways to advertise job opportunities to attract
qualified applicants for sworn and civilian positions through June 2020. [1a]
2. Hire and train employees to fill all current unfrozen positions by June 2020. [1a]
3. Maintain focused briefing training series to increase the knowledge base and improve service delivery
by June 2020. [4e]
4. Maintain POST mandated and other applicable training for sworn and civilian employees by June
2020. [4e]
5. Expand and formalize our Police Cadet Program in preparation for full-time sworn and civilian
positions by June 2020. [1a]
6. Provide two Citizen Academy courses to develop community-police relations, partnerships, and
educate the public by June 2020. [1e]
7. Provide Child DNA services at three city-sponsored events by June 2020. [1e]
8. Conduct safety and security inspections at construction sites, schools, residences, and businesses
through June 2020. [1d]
9. Complete an inventory of the Department Armory by December 2019. [1a, 1b]
10. Replace deteriorated cabinetry throughout the Department by June 2020. [1b]
11. Renovate the City’s Emergency Operations Center located at the Police Department by June 2020.
[1c]
12. Renovate the Department lobby kiosk and Training Bureau library to comply with Americans with
Disabilities Act requirements by June 2020. [1b]
13. Hold 36 Neighborhood Watch meetings by June 2020. [1e]
14. Research and acquire a new Mobile Audio & Video system for the patrol fleet by June 2020. [1b]
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FY 20 Budget
POLICE DISPATCH
PROGRAM DESCRIPTION
Dispatch answers all incoming 9-1-1 and business calls for police service. Employees are responsible for
correctly routing and prioritizing emergency and routine calls, as well as disseminating vital information to
police employees or other appropriate agencies. Dispatch provides support for field officers by
coordinating activities and providing information through a complex network of computerized systems.
Computerized dispatch functions include phone (VIPER), radio, and Computer Aided Dispatch (CAD)
systems. Dispatchers input all necessary call data into the CAD system, which provides a historically
accurate synopsis of calls later used for court and statistical purposes.
SERVICE OBJECTIVES
1. Provide professional customer service to citizens and co-workers. Prioritize tasks in a timely and
efficient manner including handling 9-1-1 and routine calls in a predetermined way to best handle the
needs of both callers and responders.
2. Facilitate leadership development of shift supervisors to enhance consistent supervision on all shifts
to monitor workload and performance, as well as provide a foundation for leadership, direction, and
cooperation between communications and patrol.
3. Facilitate leadership development of training officers to enhance consistent training of all new
dispatchers.
4. Maximize the use of technology to further serve the public and co-workers by providing the necessary
information to maximize investigations and to contact and arrest repeat offenders in a continual effort
to make Orange the safest city.
5. Maintain a consistent training program and current manual consisting of four distinct training phases
for new-hires, facilitating professional development of all personnel to enhance leadership and
decision-making skills.
WORK PLAN FOR 2019-20
1. Schedule training for all dispatchers to comply with bi-annual POST continuing professional training
requirements by June 2020. [4e]
2. Evaluate service levels, personnel deployment, and dispatch schedule effectiveness with each shift
change through June 2020. [1a]
3. Conduct random audits of audio recordings and radio traffic handled by Dispatchers to comply with
emergency dispatching standards and protocols by June 2020. [4d]
4. Collaborate with California Office of Emergency Services and various vendors to secure State
Emergency Telephone Number Account funding for Customer Premises Equipment upgrades to the
Dispatch Intrado Viper 911 phone system, and VPI audio recording system by June 2020. [1b, 2b, 3e]
5. Collaborate with Orange County Communications and the Orange County Sheriff’s Department
Technology Division to ensure an effective and successful installation of the countywide “Project 25”
(P25) radio system by June 2020. [1c, 3e]
6. Continue effective community outreach services and programs to promote public safety through the
active participation of Neighborhood Watch, Citizens Academy, National Night Out, and 9-1-1 For
Kids through June 2020. [1e]
39
FY 20 Budget
POLICE RECORDS
PROGRAM DESCRIPTION
The Records Bureau maintains and protects the integrity of the department’s crime reports and other
documents. Included in this function is the file maintenance of the Records Management Computer
System, warrant/subpoena processing, data input, and maintaining the Mobile Audio Video (MAV)
system. The Records Bureau is also responsible for complying with State mandated regulations and
responding to public inquiries.
SERVICE OBJECTIVES
1. Provide professional and courteous customer service to the public, law enforcement agencies, and
department co-workers.
2. Process all reports for investigators, the court system, and other State and Federal agencies.
3. Maintain records, computer files, and original documents to comply with mandated State law.
4. Comply with regulations on the California Law Enforcement Teletype System (CLETS), Criminal
Justice Information System (CJIS), and National Crime Information Center (NCIC).
5. Maintain all criminal department warrants in accordance with “due diligence” requirements.
6. Serve as a liaison between the courts, District Attorney, and officers for subpoena service and
mandated court appearances.
7. Maintain, collect, and report statistical information for the uniform crime reports.
WORK PLAN FOR 2019-20
1. Conduct Department of Justice required “less than full access operator” CLETS Teletype
recertification proficiency exam and waiver by June 2020. [4e]
2. Purge all insignificant crime cases for 2009-2011 by June 2020. [4c]
3. Digitize significant crime cases for 2006-2007 by June 2020. [4c]
4. Continue to conduct due diligence on warrants through June 2020. [1a]
5. Evaluate records schedule effectiveness and make needed adjustments with each shift change
through June 2020. [1a]
6. Schedule Records Clerk personnel to attend POST Records Clerk course by June 2020. [4e]
7. Supervisory personnel will attend four California Law Enforcement Association of Records Supervisor
(CLEARS) meetings through June 2020. [4e]
8. Upgrade the Police Department’s tube system centrally located in the Records Bureau by June 2020.
[4c]
40
FY 20 Budget
POLICE PATROL
PROGRAM DESCRIPTION
The Patrol Division is responsible for general law enforcement duties, patrol activity, and proactive
policing efforts intended to reduce the number of crime victims in Orange. Special functions within the
Division include the Traffic Bureau, Communications Center, Bike Team, Canine Unit, Special
Enforcement Detail (SED), SWAT, Reserve Officers, Police Service Officers, Gang Unit, substation at
The Outlets at Orange, and Explorer Post #266.
SERVICE OBJECTIVES
1. Maintain the highest level of professionalism with everyone encountered.
2. Utilize daily briefing settings to continuously and deliberately train field personnel in core
competencies of patrol work that maximize contact with high-frequency offenders.
3. Demonstrate leadership by collaborating with various stakeholder groups throughout the community
to improve the quality of life through education and enforcement.
4. Regularly plan and prepare for both routine and unanticipated events through continued practical
training, application of technology, and the proper scheduling of personnel.
5. Apply the strategies of the CompStat policing model to reduce crime. The four components of
CompStat are accurate and timely intelligence, effective tactics and strategy, rapid, focused
deployment of resources, and relentless follow-up.
6. Continually and proactively address recurring issues with the transient population and persons with
mental illness to efficiently reduce victimization and direct individuals to appropriate community
resources.
7. Coordinate the volunteer police chaplains to assist department personnel and the community in
reducing the personal impact of trauma.
WORK PLAN FOR 2019-20
1. Utilize monthly CompStat meetings to proactively analyze and direct the deployment of resources to
efficiently address crime trends through June 2020. [1a]
2. Coordinate and lead two crime reduction operations utilizing units throughout the Department through
June 2020. [1a]
3. Collaborate with the Training Bureau to provide three leadership-training courses for all Sergeants
and Lieutenants to coincide with each shift change through June 2020. [4e]
4. Utilize Patrol's specialized units and regular personnel, conduct regular probation/parole sweeps in
"hot spot areas" identified by the Crime Analysis Unit in the context of CompStat through June 2020.
[1a]
5. Collaborate with other city departments, County Public Works, and the Orange County Sheriff’s
Department to conduct regular transient outreach within the City, including Santiago Creek through
June 2020. [3e]
6. Participate in semi-monthly briefing discussions with The Outlets at Orange security staff to maintain
a positive working relationship and share enforcement techniques through June 2020. [3e]
7. Arrange semi-monthly meetings with Chapman University Office of Public Safety to effectively
address student and community relations through June 2020. [3e]
41
FY 20 Budget
POLICE DETECTIVES
PROGRAM DESCRIPTION
The Detectives Division is responsible for identifying suspects who commit crimes and bringing them to
justice. Cases are referred to the Division for follow-up after being reported to a Police Service Officer
(PSO) or Patrol Officer. After analyzing interviews and interpreting evidence, the Division works closely
with the District Attorney’s Office to bring charges against the offending party. Detectives proactively
address juvenile crime problems by coordinating efforts of School Resource Officers (SRO) and juvenile
investigators. The SRO works closely with schools to monitor alternative programs for youthful offenders
and pre-offender juveniles, referring minors to community and social service programs designed to
minimize adverse pre-delinquent behaviors. One of these innovative programs is the Gang Reduction
Intervention and Partnership initiative. Officers coordinate with leaders in the community and local schools
to raise gang awareness and prevention for at-risk youth.
SERVICE OBJECTIVES
1. Respond and assist Patrol Officers at crime scenes where the need exists for immediate investigative
follow-up.
2. Respond to inquiries from victims and provide community education related to the prevention of both
property and violent crimes.
3. Utilize federal, state, and local resources to assist with unsolved crimes and prosecute them to the
fullest extent of the law.
4. Identify “at-risk” youth, provide pre-offender counseling, and pro-actively address the growing concern
for juvenile delinquency.
5. Investigate financial crimes including identity theft, credit card fraud, counterfeit checks, embezzlement,
internet and computer-based fraud, financial elder abuse, forgery, and various “theft by scam” cases.
6. Through participation in the CompStat process, collaborate with the Patrol Division to develop crime-
fighting strategies and deploy resources to reduce crime.
WORK PLAN FOR 2019-20
1. Conduct four presentations on current fraud trends to senior citizen groups and businesses by June
2020. [1e]
2. Conduct a minimum of 50 “bait” operations utilizing GPS technology. The operations will be in response
to emerging crime trends in high-crime areas identified through the CompStat process by June 2020.
[1a]
3. Conduct one public presentation to the Orange Unified School District on the topic of School Violence,
Safety, and Security by June 2020. [1e]
4. Participate in the Orange County District Attorney’s Gang Reduction Intervention Partnership program
with five identified schools through June 2020. [1e]
5. Support patrol during crime trend operational periods and document activity for the Crime Analyst
through June 2020. [1a]
6. Conduct four in-house training exercises on domestic violence investigations at patrol briefings by June
2020. [1a]
7. Receive quarterly in-house training on topics directly related to investigations (search warrants,
interviews, interrogations, case management, digital evidence, etc.) by June 2020. [4e]
42
FY 20 Budget
POLICE GANGS
PROGRAM DESCRIPTION
The Gang Unit is responsible for the suppression and investigation of crimes involving criminal gangs,
including traditional street gangs and other criminal associations subject to the Street Terrorism
Enforcement and Prevention Act. The Gang Unit is also responsible for monitoring subjects who are on
active parole or probation and suppressing graffiti activity through prevention and investigation. Additional
responsibilities include enforcing gang injunction violations and working with the Orange Unified School
District (OUSD) and the District Attorney’s Office with the Gang Reduction Intervention Program (GRIP).
SERVICE OBJECTIVES
1. Identify and monitor the activities of criminal gangs, their associates, and leaders to suppress criminal
activity and reduce crime through aggressive enforcement, surveillance, the use of informants, and
conducting thorough investigations.
2. Respond, provide leadership, and assist Patrol Officers at crime scenes where the need exists for
immediate investigative follow-up related to gang cases.
3. Provide training to and exchange intelligence information with patrol officers, school resource officers,
detectives, school administrators, and outside agencies.
4. Reduce graffiti through enforcement, working closely with OUSD, satellite schools, and private
businesses.
5. Increase intelligence and apprehension efforts of subjects responsible for acts of graffiti while working
with City of Orange Public Works Department and allied agencies.
6. Continue collaboration with the Orange County District Attorney’s Office with GRIP and participating
schools on a regular basis to help prevent young persons from becoming involved in a gang by
intervening, counseling, and providing resources regarding the dangers and consequences of gang
involvement.
7. Develop and maintain adequate sources of criminal street gang intelligence through informants, school
meet-ups, literature, allied agency contacts, use of technology, and attending monthly Gang
Investigators Association meetings.
WORK PLAN FOR 2019-20
1. Conduct at least four surveillance operations of frequently vandalized locations within the City to
apprehend the offenders involved through June 2020. [1a]
2. Hold four meetings with staff and students of OUSD to educate students and staff on ways to suppress
graffiti and other gang-related activity on school campuses through June 2020. [1e]
3. Complete three probation compliance operations of known taggers in the City through June 2020. [1a]
4. Complete at least two gang injunction compliance checks through June 2020. [1a]
5. Conduct 200 probation or parole searches on known gang members and their associates, including
gang-related juveniles through June 2020. [1a]
6. Conduct two truancy sweeps in conjunction with GRIP by June 2020. [1a]
7. Assist allied law enforcement agencies with criminal investigations, warrant services, probation and
parole searches, or other gang enforcement activity, 20 times through June 2020. [3e]
8. Conduct two operations, in conjunction with patrol personnel, to maximize gang enforcement during
spring break and the first month of OUSD’s summer recess by June 2020. [1a]
9. Conduct two gang education and prevention presentations to community groups by June 2020. [1e]
43
FY 20 Budget
POLICE SPECIAL INVESTIGATIONS UNIT
PROGRAM DESCRIPTION
The Special Investigations Unit is responsible for public affairs presentations on the subject of narcotic and
drug use, maintaining communications with other local, state, and federal agencies, and providing training
to personnel on the issue of drug use and trafficking patterns in the City. Detectives create a deterrent to
those selling drugs by taking a proactive approach through enforcement strategies, enforcing the laws
related to vice offenses and alcohol beverage control violations, and by promoting community awareness
in drug enforcement. In addition, two detectives assigned to a federal drug task force and one detective
assigned to a county narcotics task force target large-scale narcotics traffickers operating in the area.
SERVICE OBJECTIVES
1. Identify, investigate, and arrest drug traffickers who supply users.
2. Assist other law enforcement agencies with investigations of local drug traffickers in the City.
3. Conduct proactive enforcement targeting low-level street dealers selling drugs.
4. Investigate and seek prosecution against those engaging in acts of prostitution.
5. Monitor alcohol establishments to ensure compliance with Alcohol Beverage and Control (ABC) laws
and prevent sales to minors.
6. Monitor establishments that sell tobacco products to prevent minors from possession and use of these
products.
7. Provide training and exchange intelligence information with field services personnel.
8. Investigate ABC licensing inquiries and applications.
9. Assist the Field Services Division with crime trends and focused enforcement efforts.
WORK PLAN FOR 2019-20
1. Conduct two ABC alcohol decoy operations by June 2020. [1a]
2. Conduct 40 probation checks for individuals with prior narcotic offenses by June 2020. [1a]
3. Conduct two tobacco decoy operations, one by December 2019 and one by June 2020. [1a]
4. Conduct four massage parlor inspection operations to ensure compliance with all state and local laws
by June 2020. [1d]
5. Conduct four briefing training exercises for patrol in the area of narcotic operations and current drug
trends through June 2020. [1a]
6. Assist patrol with crime reduction efforts as needed through June 2020. [1a]
7. Complete annual address verification for registered sex offenders by June 2020. [1e]
8. Deploy GPS technology as an investigative measure to identify criminals within the City by June 2020.
[1a]
9. Work with the Vice Unit to conduct quarterly compliance checks of liquor licenses and Conditional Use
Permits at The Outlets at Orange and monitor special events at all ABC-licensed establishments
through June 2020. [1a]
44
FY 20 Budget
POLICE LAB/PROPERTY
PROGRAM DESCRIPTION
The Lab is responsible for forensic analysis of physical evidence from crime scenes for future court use.
The Lab works to identify suspects through latent print analysis and compares prints to known individuals
in the statewide fingerprint identification database, California Identification (CAL-ID). The Lab also
processes items for DNA evidence to identify suspects. The Property Unit is responsible for packaging,
storing, controlling, and disposition of evidence and other property collected through the normal course of
law enforcement duties in the community.
SERVICE OBJECTIVES
1. Liaison with forensic units throughout the County to provide accurate and timely processing of all
evidence gathered at crime scenes.
2. Identify suspects through fingerprinting and the CAL-ID computer system.
3. Coordinate processing of DNA and gun evidence with regional and national unsolved-crimes, sexual
offender, and firearm databases to assist in identifying additional suspects and cases.
4. Provide on-going training to department personnel related to evidence collection and submission.
5. Maintain the Digital Imaging Management System (DIMS) for digital photographs and other digital
media.
6. Keep current all policies on the use, storage, and management of digital photographs and other digital
media.
7. Maintain all property and evidence according to accepted legal practices and procedures.
8. Complete annual narcotic and gun destructions, consistent with applicable laws and regulations.
9. Dispose of all property that has been stored more than three years and not required for court
proceedings.
WORK PLAN FOR 2019-20
1. Conduct two inspections and one audit of the Property/Evidence room and off-site storage areas.
Controls will include records review, storage of drugs, weapons, money, and random spot-checks of
other miscellaneous property by June 2020. [1b]
2. Complete an inventory of the Property/Evidence outdoor storage containers by June 2020. [1b]
3. Complete and submit latent prints to the CAL-ID as quickly as practical. The County notifies the
examiner and corresponding supervisor each time a match identifies a suspect through June 2020. [1a]
4. Conduct four crime-scene training exercises for personnel of the Field Services Division in conjunction
with shift changes. Training exercises will address the need and methods to collect both fingerprint
and DNA evidence by June 2020. [4e]
5. Dispose of items stored as evidence, safekeeping, and found property promptly while following
Department policy to increase available storage by 10 percent through June 2020. [1b]
6. Annual audit and comparison of 2018-2019 latent prints performed by contracted Lead Forensics
Specialist by June 2020. [1a]
7. Renew a three-year contract agreement with Orange County Sheriff’s Department to maintain the
Department’s Lead Forensics Specialist for enhanced fingerprint examination and related services by
July 2019. [1a]
45
FY 20 Budget
POLICE TRAFFIC SERVICES
PROGRAM DESCRIPTION
The Traffic Bureau is responsible for traffic-related education and enforcement aimed at reducing injury and
property damage in the community. Traditional traffic law enforcement and educational programs such as
impaired driver suppression patrols and DUI checkpoints facilitate the process. The Bureau investigates
traffic collisions and provides primary enforcement of local and state laws relating to the movement of
vehicles and parking ordinances. The Bureau provides crossing guards to ensure the safe passage of all
children to and from school. The Bureau is also responsible for the planning and coordination of police
involvement at all special events that take place in the City.
SERVICE OBJECTIVES
1. Provide enforcement of all traffic laws regulating the flow of traffic within the City.
2. Provide special enforcement aimed at addressing specific traffic safety concerns, while providing public
safety education related to vehicles, pedestrians, motorcycles, and bicycles.
3. Address traffic matters related to impaired driving through enforcement and educational programs to
reduce DUI related traffic fatalities and collisions.
4. Utilize technology and crime data information to enforce vehicle code violations relative to commercial
vehicles and other traffic safety violations.
5. Provide leadership through traffic safety education and enforcement programs by participating in
community events such as National Night Out, Open House, Walk to School, and Citizen’s Academy.
6. Investigate all major traffic collisions and criminal cases to comply with the Uniform Crime Reporting
(UCR) Program and Investigative Division standards.
WORK PLAN FOR 2019-20
1. Utilize Crossroads Traffic Collision database software to produce reports and analyze data to effectively
direct enforcement efforts through June 2020. [1a]
2. Partner with Public Works Traffic Division to manage and prevent traffic collisions through June 2020.
[1a]
3. Provide monthly traffic reports that document collision, DUI arrests, and enforcement data during
CompStat meetings by April 2020. [1a]
4. Conduct nine DUI/driver’s license checkpoints as required by the Office of Traffic Safety (OTS) grant
through June 2020. [1e]
5. Complete ten DUI saturation patrols as required by the OTS grant through June 2020. [1e]
6. Conduct twelve traffic enforcement operations in support of Distracted Driving Awareness, Motorcycle
Safety, and Click-it-or-Ticket campaigns by June 2020. [1e, 2e]
7. Participate in three commercial countywide enforcement checkpoints through June 2020. [1e, 3e]
8. Participate and provide semi-monthly skills training for motor officers that promote and enhance general
riding and safety through June 2020. [4e]
9. Monitor and maintain the new automated parking permit and citation processing program through June
2020. [4c]
10. Provide training to crossing guard personnel to become well versed in procedures associated with
crossing guard services through June 2020. [4e]
11. Conduct random crossing guard audits to assure crossing guard services are being delivered properly
and courteously through June 2020. [1a]
12. Conduct monthly audits to review and examine all open traffic cases by June 2020. [1a]
46
FY 20 Budget
POLICE HOMELAND SECURITY
PROGRAM DESCRIPTION
The Homeland Security Unit is responsible for coordinating the resources of all city departments relative
to emergency services and homeland security. This Unit is also responsible for the maintenance and
operational capability of the City’s Emergency Operations Center (EOC) located at the Police
Department.
SERVICE OBJECTIVES
1. Assist all city departments with preparation for major emergencies and disasters.
2. Coordinate the development of emergency plans and operational procedures.
3. Maintain and provide citywide training on EOC procedures.
4. Assist the City Council, City Manager, Department Managers, and key staff during EOC activations.
5. Coordinate with the Department of Homeland Security, California Office of Emergency Services, and
the Orange County Operational Area to ensure that the City maintains essential programs and
services and receives appropriate training.
6. Represent the City of Orange in all-hazard related activities at the local, regional, and state level.
7. Provide Community Emergency Response Team (CERT) disaster preparedness training to the
public.
8. Coordinate EOC emergency preparedness drills within the department.
WORK PLAN FOR 2019-20
1. Facilitate two EOC related training or table-top exercises for all City of Orange EOC responders by
June 2020. [1c]
2. Collaborate with the Fire Department to provide two new-member CERT courses, one in-person
continuing education class and one online resource continuing education class for graduates of
CERT by June 2020. [1c]
3. Continue participation and education in the Terrorism Liaison Officer (TLO) Program to maintain 50
percent of sworn personnel through quarterly training exercises specific to terrorism and homeland
security by June 2020. [1e]
4. Provide public and private schools in the City of Orange with general safety and active shooter
training for enhanced security and preparedness for officer response to emergencies by June 2020.
[1e]
5. Participate in operational area preparedness drills and exercises to plan for disasters and
emergencies the City of Orange may encounter through June 2020. [1e]
6. Monitor set-up procedures for the EOC through regular inspections conducted by police staff to
ensure proper protocol is being followed through June 2020. [1c]
7. Develop an emergency notification protocol in conjunction with Human Resources to register and
audit all City personnel within the Alert OC system by June 2020. [1c]
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48
FY 20 Budget
PUBLIC WORKS GENERAL ADMINISTRATION AND SUPPORT
PROGRAM DESCRIPTION
This program provides management and staff support to achieve the Department’s mission statement and
support overall departmental activities including budget, personnel, discipline and labor relations, customer
service, emergency management, clerical support, training, and special projects.
SERVICE OBJECTIVES
1. Represent the Public Works Department before the Mayor, City Council, City Boards and Commissions,
and other agencies, organizations, and community groups in a manner that brings recognition and
credit to the organization.
2. Provide accurate and timely support to divisional activities in the areas of budgeting, personnel, labor
relations, training, administrative support, filing, and public counter support.
3. Prepare the annual departmental budget and supporting documents in a timely fashion and present
the Department’s budget before the City Manager and City Council.
4. Prepare and submit all county, state, and federal reports.
5. Review department organization each year to ensure the most efficient utilization of authorized staffing
and cost effective service delivery.
6. Review progress of all departmental goals and objectives and coordinate new goals for the following
fiscal year.
WORK PLAN FOR 2019-20
1. Continue to review the Department’s goals and management activities for future asset management
needs by June 2020. [2d]
2. Submit annual report for solid waste diversion to the California Department of Resources Recycling
and Recovery by August 2019. [2a]
3. Review annual Maintenance Management System plans and meet quarterly with all maintenance
divisions to review plan progress through June 2020. [4c]
4. Coordinate the submittal of grant applications and administer successful grant awards through June
2020. [2a]
5. Execute an outreach and strategic plan to assist the City’s commercial waste accounts in response to
legislation approved by the Governor regarding organics and recycling by December 2019. [2d]
6. Establish an outreach plan with Waste Not OC and other organizations to facilitate restaurant food
recovery programs by December 2019. [2d]
7. Continue to assess the existing Public Works electronic databases and provide recommendations by
December 2019. [3e]
8. Participate in North Orange County Coalition: Energy Partnership to focus on finding energy efficiency
projects for the City through June 2020 [2d]
9. Provide sustainable opportunities for City facilities and infrastructure through June 2020 [2d]
10. Assess waste management in the City plaza and provide plan to increase capacity and efficiency by
February 2020. [2e]
11. Review waste and street sweeping contracts. [2d]
12. Continue to review the Department’s goals and management activities [4d]
49
FY 20 Budget
PUBLIC WORKS ENGINEERING AND CONSTRUCTION MANAGEMENT
PROGRAM DESCRIPTION
This program provides design, inspection, and construction management for public improvements; real
estate and property management services including appraisals and disposal of real property; prepares
mapping and other special studies necessary to support departmental and city programs; and assists in
the development of the annual Capital Improvement Plan (CIP).
SERVICE OBJECTIVES
1. Coordinate with Orange County Transit Authority (OCTA) for regional grant programs including the
Comprehensive Transportation Funding Program, renewed Measure M, and Federal funding packages.
2. Continue to refine and manage the City’s Pavement Management Plan.
3. Ensure completion of all approved projects in the CIP within budget and as scheduled.
4. Prepare an annual 5-year CIP Program relating to roadways, facilities, sewer and storm drains, and
facilities while coordinating the program review and approval process with the City Manager, Mayor,
and City Council.
5. Prepare and submit county, state, and federal reports.
6. Acknowledge all Public Works inquiries within 24 hours and strive for resolution/response within 72
hours.
7. Provide engineering services to other city departments for capital improvement projects.
8. Provide contract administration and construction inspection for all public improvements and
encroachment permits.
9. Complete all property sales and acquisitions on time and within budget.
WORK PLAN FOR 2019-20
1. Update the Pavement Management Plan through June 2020. [1b, 2d]
2. Provide project management and engineering support for the new Fire Station 1 and Headquarters
project through June 2020. [1b, 2d]
3. Work with Community Services and the County of Orange to pursue grant funding for the Santiago
Creek Multipurpose Trail Extension project through December 2019. [3a, 3d]
4. Schedule and complete annual pavement maintenance projects by June 2020. [1b, 4b]
5. Examine sewer hot spots list and select segments for replacement by March 2020. [1b, 4b]
6. Complete federal and state funded grant projects through June 2020. [3a]
7. Pursue grant opportunities from OCTA – Measure M2, state and federal agencies, and other available
external funding options through June 2020. [2a, 2b]
8. Complete rehabilitation on eight city bridges by June 2020. [2d]
50
FY 20 Budget
PUBLIC WORKS DEVELOPMENT SERVICES/GIS
PROGRAM DESCRIPTION
This program provides engineering services for public and private improvements, maintains all survey data
from private development, issues permits, checks plans, and establishes requirements for public
improvements including street, alley, sidewalk, curb and gutter, sewer, and storm drains. This program
coordinates the annual special assessments and/or Community Facilities Districts and the City’s
Geographic Information System (GIS) database.
SERVICE OBJECTIVES
1. Process, coordinate, review, and record all subdivisions of land including tract maps, parcel maps, lot
line adjustments, and certificates of compliance.
2. Facilitate development activity within the city by completing all plan checks within the established time
schedule (two weeks for first plan check), accurately calculating all fee payments, and responding to
permit applicants on schedule.
3. Review and approve permit applications for all public utility and construction activities on public streets
and other street detours and closure requests.
4. Maintain an accurate library of all infrastructure data and respond to all requests for information within
72 hours.
5. Review and approve sewer lateral connections and facilitate out-of-area sewer connection requests.
6. Issue new street addresses to developments and utility services and maintain the city address
database.
7. Operate and maintain GIS for all city infrastructures and property related data and review all special
district assessments annually for accuracy and compliance with financing agreements.
8. Conduct annual review of revenue requirements for Landscape Maintenance Districts including
preparation of Annual Engineering Reports, conducting public hearings, and inclusions of the
assessment on the County Tax rolls.
9. Administer Federal Emergency Management Agency (FEMA), National Flood Insurance Program
(NFIP), and the City Flood Reduction Ordinance for the City. Coordinate with federal, state, and local
agencies on Floodplain Management programs. Administer the FEMA Community Rating System
(CRS) program. Maintain flood information, respond to resident inquiries, and file FEMA flood letters
and map documents. Maintain citywide street address information, including street name and house
number assignments.
WORK PLAN FOR 2019-20
1. Review submittals for developments including parcel and tract maps, grading, and other infrastructure
improvements through June 2020. [1d, 3c]
2. Manage a GIS for atlas maps and infrastructural databases including updates and start user
implementation phase to the upgraded Local Government Model through June 2020. [4b, 4c]
3. Update sewer, storm drain, and water databases throughout the City by June 2020. [1b]
4. Review expenditures in all Landscape Maintenance Districts, prepare the Engineer’s Report, and
schedule a public hearing for annual levy of assessments by June 2020. [3a]
5. Organize engineering project central files including scanning, filing, and record management through
June 2020. [4b, 4c]
6. Review and approve Encroachment Permit applications by utility companies and private developments
through June 2020. [1b, 1d, 4b]
51
FY 20 Budget
PUBLIC WORKS STREET MAINTENANCE
PROGRAM DESCRIPTION
This program utilizes city personnel or private contracts to clean, repair, maintain, and improve roadways,
bridges, public walks, and related facilities. Crews are involved in asphalt and concrete maintenance, graffiti
removal, street signage, and pavement markings.
SERVICE OBJECTIVES
1. Maintain streets, sidewalks, alleys, and other rights-of-way in a safe and operable condition for the
public health, safety, and welfare.
2. Acknowledge all complaints within 24 hours (non-weekend) of receipt and strive for response/resolution
within 72 hours.
3. Maintain an overall safety program to provide a safe work environment for all employees.
4. Prepare and submit on time all necessary county, state, and federal reports.
5. Complete all scheduled projects, including capital improvement project items, within budget and as
scheduled.
6. Review annually, all policies and procedures applicable to job performance to improve safety and
productivity.
WORK PLAN FOR 2019-20
1. Implement the new maintenance management plans for the Old Towne Plaza (Plaza) and newly
constructed Old Towne West Metrolink Parking Structure utilizing both city crews and contractual
services to enhance and provide added care through June 2020. [2b]
2. Manage custodial services, and Plaza steam cleaning contracts through June 2020. [4b]
3. Continue to assess methods for an efficient and effective Plaza closure plan through June 2020. [1b]
4. Coordinate with the Engineering Division to prepare plans and specifications for capital projects
involving sewer main replacement, pavement slurry sealing, asphalt overlay, sidewalk, American
with Disabilities Act ramps, and curb and gutter repair/replacement through June 2020. [1b, 3a]
5. Patch and repair two million square feet of street, utilizing both city crews and contract construction
through June 2020. [1b, 3a]
6. Repair two miles of sidewalk and two miles of curb and gutter, utilizing both city crews and contract
construction by June 2020. [1b]
7. Expediently track and remove graffiti throughout the City through June 2020. [4b]
8. Maintain traffic signs, street name signs, and pavement markings to be compliant with Manual on
Uniform Traffic Control Devices and Federal Highway Administration reflective sign requirements and
standards through June 2020. [1b]
9. Implement division-wide training programs through June 2020. [4e]
10. Inspect and install banners as requested through June 2020. [1b]
11. Assist in the production of city events and the implementation of emergency road closures through
June 2020. [1b]
52
FY 20 Budget
PUBLIC WORKS REFUSE AND SANITATION SERVICES
PROGRAM DESCRIPTION
This program provides sanitation services to residential and commercial properties, including street tree
maintenance, street sweeping, sewer and storm drain maintenance, weed abatement, and environmental
compliance/code enforcement. The program also manages the City’s solid waste franchise, administers
various grants, and operates a public education program for solid waste, hazardous waste, and recycling.
SERVICE OBJECTIVES
1. Administer the citywide refuse collection contract in compliance with applicable city, state, and federal
regulations to ensure quality service.
2. Continue administering programs to promote public awareness of, and compliance with, the need to
recycle solid, liquid, and hazardous wastes generated by the City.
3. Regularly conduct CCTV video inspection, cleaning, and service (as required) of the City’s sanitary
sewer and storm drain systems.
4. Acknowledge all complaints within 24 hours and strive for resolution/response within 72 hours.
5. Annually review all county, state, and federal regulations and submit required reports to ensure
continued city compliance with mandated programs.
6. Administer sewer cleaning/pump station maintenance to ensure quality service and compliance with
city, state, and federal regulations.
7. Administer contracts for regular sweeping of all public streets, bike lanes, municipal parking lots, and
alleys in accordance with established performance standards.
8. Maintain and manage the City’s urban forest, specifically street right-of-way trees, to include tree
maintenance, removals, and planting.
9. Replace deficient, aging, or damaged sewer lines.
WORK PLAN FOR 2019-20
1. Clean 700,000 linear feet sewer main lines and video inspect up to 90,000 linear feet of sewer main
lines by June 2020, utilizing both city crews and contractor services. [1b]
2. Trim and maintain over 5,000 street trees by June 2020. [4b]
3. Clean 200 catch basins for storm water quality by June 2020. [1b]
4. Complete 3,000 sanitation and right-of-way related inspections for trash service, news racks,
encroachments, and nuisance abatements in the public right-of-way by June 2020. [3b, 3c]
5. Coordinate with the Engineering Division in the preparation of plans and specifications to replace
deficient sewer mains through June 2020. [2d]
6. Implement division-wide training programs through June 2020. [4e]
53
FY 20 Budget
PUBLIC WORKS FLEET SERVICES
PROGRAM DESCRIPTION
This program provides for the acquisition, repair, maintenance, and disposal of all city vehicular equipment
and the operation of a parts warehouse.
SERVICE OBJECTIVES
1. Acquire, service, and salvage, where appropriate, all city vehicles, including cars, trucks, and other
non-wheeled equipment, to ensure safe and reliable operation.
2. Prepare and submit county, state, and federal reports.
3. Prepare an annual vehicle replacement observation list, with staff recommendations, for review and
approval by the City Manager, Mayor, and City Council.
4. Develop policies and procedures to ensure proper service and operation of all equipment, enhance
safety, and reduce repair costs.
5. Maintain all authorized equipment at a fully functional level on a continual basis.
6. Complete all routine repairs within two working days for non-emergency vehicles and within 24 hours
for emergency equipment.
7. Annually conduct a parts inventory to ensure a sufficient number of required parts are available to meet
operational standards.
8. Maintain and ensure regulatory compliance on fuel dispensing systems.
WORK PLAN FOR 2019-20
1. Complete 1,200 preventative vehicle maintenance services and 2,000 repairs to the City’s fleet by June
2020. [1b]
2. Continue to integrate the fuel management system into the City’s vehicle maintenance in current asset
management software through June 2020. [2d]
3. Develop a vehicle-purchasing schedule for annual vehicle replacements by February 2020. [2d]
4. Complete all standard budgeted vehicle replacement purchases by June 2020. [2d]
5. Dispose of surplus vehicles and equipment in a timely fashion to maximize salvage value by June 2020.
[2d]
6. Implement division wide training programs by June 2020. [4e]
7. Continue to evaluate opportunities to purchase alternative fuel vehicles through June 2020. [3b]
54
FY 20 Budget
PUBLIC WORKS SURFACE WATER QUALITY
PROGRAM DESCRIPTION
This program provides for compliance with federal and state water quality regulations, primarily under the
National Pollution Discharge Elimination System (NPDES) for storm water quality and the Waste Discharge
Requirements (WDR) for sewer management. These programs strive to improve surface water quality in
the City of Orange and eliminate sewer overflows from the City’s sewer system.
SERVICE OBJECTIVES
1. Promote public education to businesses and residents regarding proper practices and procedures to
manage urban runoff and minimize the discharge of fat, oil, and grease into the sewer system.
2. Prepare and submit all county and state reports as required.
3. Inventory, conduct, and complete required industrial, commercial, and municipal surface water quality
inspections.
4. Inventory, conduct, and complete required restaurant NPDES and WDR inspections.
5. Review annually all county, state, and federal regulations to ensure city compliance with mandated
programs and regulations.
6. Participate in county and regional committees to remain informed and compliant with new water quality
and WDR requirements.
7. Provide training to city departments on regulatory programs.
WORK PLAN FOR 2019-20
1. Prepare and submit the annual Performance Evaluation Assessment report to comply with storm water
permit requirements by November 2019. [3b]
2. Inspect all low, medium, and high priority industrial, commercial, and municipal sites as required by the
Municipal Separate Storm Sewer System (MS-4) permit by June 2020. [3b]
3. Inspect food service establishment sites (approximately 500) to comply with current waste discharge
permit requirements by June 2020. [3b]
4. Respond to surface water quality complaints citywide through June 2020. [3b]
5. Inspect 25,000 lineal feet of open drainage channels by August 2019. [3c]
6. Review new development Water Quality Management Plans as needed by June 2020. [3c]
7. Analyze revised fecal coliform total maximum daily loads through June 2020. [3b]
8. Assess revised nutrient total maximum daily loads through June 2020. [3b]
9. Provide training to city departments on new NPDES requirements through June 2020. [3c]
55
FY 20 Budget
PUBLIC WORKS FACILITY MAINTENANCE
PROGRAM DESCRIPTION
This program provides maintenance services for public buildings and city facilities, administers annual
contracts for mechanical systems, site specific facility maintenance, and manages new and/or existing
building improvement projects and contracts.
SERVICE OBJECTIVES
1. Work with various departments to address maintenance needs and schedules for the City’s 26
buildings.
2. Provide expedient and courteous service to all city departments.
3. Respond to facility maintenance requests within 48 hours.
4. Assist all departments with development of building capital improvement requests.
5. Provide cost-effective maintenance programs to assure satisfactory, reliability, and performance of
building-related facilities.
WORK PLAN FOR 2019-20
1. Use Facilities Master Plan to plan and budget maintenance work as necessary through June 2020. [2d]
2. Review and monitor all facility annual service contracts through June 2020. [1b]
3. Coordinate and implement building improvements and facility modifications through June 2020. [1b]
4. Perform general maintenance and repairs for all public buildings and appurtenant facilities through
June 2020. [1b]
5. Conduct periodic building inspections to better maintain facilities and provide exceptional customer
service through June 2020. [1b]
56
FY 20 Budget
PUBLIC WORKS TRANSPORTATION PLANNING
PROGRAM DESCRIPTION
This program identifies current and future transportation system needs and implements programs to meet
identified needs, including freeways, arterials, bikeways, pedestrian corridors, bus lines, railways, and
parking lots. Furthermore, the Transportation Planning section conducts traffic and transportation studies,
makes recommendations to the City Council and Traffic Commission for transportation system
improvements, attends regional meetings, and plans, designs, and constructs a variety of transportation
system improvement projects.
SERVICE OBJECTIVES
1. Improve mobility, safety, and reduce congestion through optimum use and operation of existing traffic
signals, signs, street striping, street lights, and other traffic control devices.
2. Annually review all city transportation plans to ensure compliance with applicable guidelines and
implement programs as needed to promote efficient movement of people and goods.
3. Acknowledge all citizen inquiries within 24 hours and strive for resolution/response within 72 hours or
24 hours in emergency situations.
4. Maximize the amount of grant funding obtained by the City to design, develop, and maintain public
traffic systems to satisfy the transportation needs of the residential and business community.
5. Promote development and use of a city intermodal transportation system.
6. Annually review all Transportation System Improvement Program (TSIP) fees to ensure regulatory
compliance and consistency with transportation needs.
7. Review development proposals to ensure uses and traffic impacts are analyzed and mitigated
accordingly.
8. Prepare and submit county, state, and federal reports.
WORK PLAN FOR 2019-20
1. Provide staff support to the City Traffic Commission through June 2020. [1b]
2. Identify priorities to improve traffic safety and circulation for the City’s annual Capital Improvement Plan
through June 2020. [4d]
3. Pursue grant opportunities from Orange County Transportation Authority (OCTA) – Measure M2, State
– Active Transportation Program (ATP), Federal – Highway Safety Improvement Program (HSIP), and
other available external funding options through June 2020. [1b]
4. Continue to monitor and assess the need to update the Circulation Element of the General Plan and
Traffic Impact Analysis Guidelines due to changes in state law that include an amendment to the
General Plan Environmental Impact Report (EIR) through June 2020. [2e, 3b]
5. Collaborate with the Community Development Department on review of the City’s Traffic Impact
Analysis (TIA) Guidelines in relation to new traffic impact analysis requirements of the California
Environmental Quality Act (CEQA) . The work is expected to result in an update to the city’s TIA
Guidelines as needed by June 2020. [2e, 3b]]
57
FY 20 Budget
PUBLIC WORKS TRAFFIC OPERATIONS
PROGRAM DESCRIPTION
This program plans, designs, installs, and repairs traffic signals, signal components, signal coordination,
street lights, and other warning lighting devices to provide efficient operation of the City’s traffic control
system. This program manages the City’s Traffic Management Center.
SERVICE OBJECTIVES
1. Maintain the highest level of safety and efficiency for the traffic control systems of the City through a
vigorous maintenance, repair, and replacement program.
2. Promote utilization of advanced state-of-the-art technology for the operation/monitoring of the City’s
transportation system.
3. Acknowledge all citizen inquiries within 24 hours and strive for resolution/response within 72 hours or
within 24 hours in emergency situations.
4. Prepare and submit county, state, and federal reports.
WORK PLAN FOR 2019-20
1. Implement additional wireless and fiber optic communication links between traffic signals, video
cameras, and the Traffic Management Center (TMC) through June 2020. [4d]
2. Maintain a monthly monitoring and routine maintenance program for signalized intersections and
warning flasher locations through June 2020. [1b]
3. Conduct biweekly evening street light outage field surveys and maintain newly acquired Southern
California Edison (SCE) streetlights through June 2020. [1b]
4. Manage traffic signal controller change-outs, upgrade traffic signal cabinet, and TMC equipment
through June 2020. [4d]
5. Implement multi-jurisdictional traffic signal synchronization along Katella Avenue, Garden Grove
Boulevard and Main Street as part of Measure M2 Project P- Regional Traffic Synchronization Program
through June 2020 [4d]
6. Implement the construction of protected left-turn phasing of two intersections at Glassell Street/Walnut
Avenue and Chapman Avenue/James Street; modification of the Katella Avenue/Struck Avenue
intersection to add a fourth leg; and upgrade of traffic signal equipment at Tustin Street/La Veta Avenue
intersection through June 2020. [4d
7. Implement design of 12 radar feedback signs on La Veta Avenue, Collins Avenue, and Chapman
Avenue and protected left-turn phasing of three intersections at Chapman Avenue/Batavia Street,
Chapman Avenue/Grand Street, and Chapman Avenue/Cambridge Street by June 2020. [4d]
58
FY 20 Budget
PUBLIC WORKS WATER ENGINEERING AND PRODUCTION
PROGRAM DESCRIPTION
This program ensures the City’s residents, visitors, and business will have an adequate supply of potable
water for all necessary municipal and private uses including fire protection through the operation and
maintenance of all sources of supply and pumping facilities. This program also provides engineering
services for development and capital projects and is responsible for water quality activities to ensure the
purity and safety of the City’s water supply is in conformance with county, state, and federal guidelines.
SERVICE OBJECTIVES
1. Provide a reliable supply of potable water to the City through a coordinated program of groundwater
production and use of imported supplies.
2. Ensure completion of all approved projects in the Water Capital Improvement Plan (CIP) within budget
and as scheduled.
3. Prepare an annual 5-year CIP and coordinate its review and approval by the City Manager, Mayor, and
City Council.
4. Regularly test the City’s water supply to ensure compliance with all local, state, and federal water quality
assurance standards.
5. Assure reliability of all water production facilities through a proactive program of ongoing maintenance
and replacement.
6. Prepare and submit mandated county, state, and federal water quality reports.
7. Acknowledge all citizen inquiries within 24 hours and strive for resolution/response within 72 hours or
within 24 hours in emergency situations.
WORK PLAN FOR 2019-20
1. Begin the design of Water Well 28 as part of the on-going groundwater development program and develop
a pocket park that highlights Orange history and enhances the Old Town Plaza area by June 2020. [1b,
3a, 5d]
2. Purchase, install, and integrate a Supervisory Control and Data Acquisition system to current water
standards to provide for a more advanced automatic telemetry system by June 2020. [2a, 2d]
3. Prioritize, design, and construct approximately two miles of pipe per year, to replace high maintenance
pipe and enhance the reliability of the water system by June 2020. [1b]
4. Update Water System Master Plan by June 2020. [1b, 2b]
5. Turn off water production equipment during peak time of use to save on electricity costs by June 2020.
[1b]
6. Implement vulnerability assessment measures for water system through June 2020. [1b, 4b]
7. Complete and distribute the annual water quality “Consumer Confidence Report” by June 2020. [1b, 4b]
8. Conduct or contract for the collection and analysis of all required water quality testing per the State Water
Resources Control Board regulations by June 2020. [1b, 4b]
9. Keep and maintain a comprehensive record of all water production from wells, imported water
connections, pump stations, interties, and flow control facilities through June 2020. [1b, 4b]
10. Continue to develop water conservation programs with Municipal Water District of Orange County and
promote water conservation through city publicity mediums by June 2020. [3e]
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FY 20 Budget
PUBLIC WORKS WATER DISTRIBUTION
PROGRAM DESCRIPTION
This program maintains, repairs, and replaces all facilities dedicated to the safe delivery of potable
water to the residents, visitors, and businesses of the City including pipelines, valves, fire hydrants,
pump stations, and storage tanks and provides for the reading, maintenance, and replacement of all
meters in the system.
SERVICE OBJECTIVES
1. Ensure the reliable and timely delivery of potable water to the community for all purposes through a
proactive distribution system maintenance program.
2. Acknowledge all citizen inquiries within 24 hours and strive for resolution/response within 72 hours or
within 24 hours in emergency situations.
3. Ensure satisfactory performance of all meters, valves, and fire hydrants.
WORK PLAN FOR 2019-20
1. Replace 1,800 small meters per year as part of the 15-year small meter replacement program by June
2020. [1b]
2. Test and calibrate large meters (3” and above) as part of a three-year program through June 2020. [1b]
3. Retrofit meters to radio read in specific locations and maintain all network data collectors as part of the
Advance Metering Infrastructure system by June 2020. [1b]
4. Conduct daily security and technical inspections to all water facilities through June 2020. [1b]
5. Conduct annual fire hydrants flushing and flow test, including data collection for GIS/asset management
by June 2020. [1b]
6. Recoat/repaint 1,100 fire hydrants by June 2020. [1b]
7. Proactively replace/renew water service line laterals before street renovation projects through June
2020. [1b]
8. Perform annual maintenance of automatic control valves at various water facilities such as wells, pump
stations, and pressure reducing stations by June 2020. [1b]
9. Exercise and lubricate all plug valves in the distribution system by June 2020. [1b]
10. Perform annual inspection and repair of the corrosion protection systems for steel water tanks by June
2020. [1b]
60
FY 20 Budget
COMMUNITY DEVELOPMENT ADMINISTRATION
PROGRAM DESCRIPTION
Administration provides the needed coordination between divisions, other departments, the City Manager
and the City Council and provides the payroll, personnel, purchasing, and policy management for the
Department.
SERVICE OBJECTIVES
1. Attend/conduct weekly meetings to coordinate activities of divisions within the Department and activities
with other departments.
2. Maintain ongoing communication as needed with the City Council and community on development
issues.
3. Maintain payroll, personnel, and budget records for the Department in a timely manner.
4. Provide courteous, timely, and helpful customer service to patrons.
5. Maintain or enhance regular communication between department staff and with other departments.
6. Conduct department meetings to keep all employees updated on administrative changes,
projects/activities, and other items.
7. Ensure that all staff receives training and stay current with changes in the development industry.
WORK PLAN FOR 2019-20
1. Continue to evaluate and implement methods to simplify the development review process through June
2020. [2e]
2. Support the City’s Economic Development efforts through the Business Enhancement Support Team
(BEST) review process and outreach through June 2020. [4b]
3. Utilize cost-effective training opportunities that address pertinent topics of interest that will advance
staff’s understanding of job parameters through June 2020. [4e]
4. Brief the City Council and Planning Commission on upcoming planning and development issues
through June 2020. [4a]
5. Track activity levels regarding development projects and workload demands and analyze creative
solutions to staffing constraints through June 2020. [4a]
6. Closely monitor revenues and expenditures throughout the Community Development Department’s
budget in order to effectively ensure that trends are recognized and addressed through June 2020. [2e]
7. Evaluate and implement technology solutions to improve the customer experience and employee
productivity through June 2020. [4c]
8. Implement an employee recognition program to support positive staff morale through June 2020. [4d,
4e]
9. Develop a natural disaster response plan to accommodate streamlined review of building repair and
reconstruction in the instance of a catastrophic event with a particular focus on the management of
compromised historic structures through June 2020. [5b]
10. Remodel the Community Development and Public Work’s front counter by providing more work space
behind the counter and install new work stations for better file storage and setup by June 2020. [4b]
61
FY 20 Budget
COMMUNITY DEVELOPMENT ADVANCE PLANNING
PROGRAM DESCRIPTION
Advance Planning provides comprehensive, long-range land use, environmental, and policy planning to
the City of Orange consistent with the City’s quality of life objectives including maintaining and
implementing the General Plan, facilitating inter-agency coordination, coordinating annexations, reviewing
proposed legislation, and ensuring compliance with legislative mandates. This program provides expert
environmental review guidance to the City, focusing on environmental legal compliance for capital
improvement projects and review of environmental documents referred to the City from other public
agencies. To provide land use, environmental and demographic information to the public, and city staff in
order to facilitate an ongoing understanding of the community, as well as the physical conditions affecting
growth and change in Orange.
SERVICE OBJECTIVES
1. Maintain and implement the City’s General Plan as a long-term visionary document to guide city
decision-making that benefits residents and businesses while improving the quality of life in Orange.
2. Develop and revise city standards, guidelines, and public education materials related to land use and
environmental conditions so that policies and practices are relevant, legally adequate, and internally
consistent. Ensure that they are aligned with the City’s long-term quality of life and economic
development objectives for guiding positive changes to the physical environment and keeping citizens
and businesses informed.
3. Maintain the City’s General Plan and Zoning Ordinance to ensure compliance with changes in state
law.
4. Coordinate demographic, statistical, and environmental information and data relating to the city and
make this information available in a user-friendly manner for informational and analytical purposes.
5. Coordinate environmental review for all city capital improvement projects, working to provide
adequate legal protection to the city and minimize adverse environmental effects on the community
while meeting city project objectives and timelines.
6. Develop and revise public education materials related to land use, environmental conditions, and
demographics in order to inform citizens and businesses.
WORK PLAN FOR 2019-20
1. Update the General Plan Housing Element to address recent state housing policy and updated
Regional Housing Needs Allocation (RHNA) figures including preparation of an environmental
document in compliance with the California Environmental Quality Act (CEQA) through June 2020.
[3c]
2. Collaborate with the Public Works Department on review of the City’s Traffic Impact Analysis (TIA)
Guidelines in relation to new traffic impact analysis requirements of the California Environmental
Quality Act (CEQA) . The work is expected to result in an update to the city’s TIA Guidelines as
needed by June 2020. [2e, 3b]
3. Continue focused amendments to streamline the Zoning Ordinance related to development standards
and review processes including landscape requirements, wall height, and the public noticing for new
development in order to make the Code a more user-friendly and effective document through June
2020. [2d]
4. Continue phased processing of General Plan/Zoning Map Amendments to reconcile inconsistencies
as required by State Law with a focus on public property developed with parks, open space, and
institutional uses through June 2020. [2d]
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FY 20 Budget
5. Ensure completion of environmental review/compliance for various Capital Improvement Plan (CIP)
projects including parks, trails, and street infrastructure projects through June 2020. [2d]
6. Participate in the U.S. Census Bureau 2020 census process involving community outreach and
coordination with the Cal State Fullerton Center for Demographic Research and Orange County
Council of Governments by April 2020. [3e]
7. Monitor changes in State planning and housing law in order to determine if amendments are needed
to the City’s General Plan or Zoning Ordinance through June 2020. [3c]
63
FY 20 Budget
COMMUNITY DEVELOPMENT CURRENT PLANNING
PROGRAM DESCRIPTION
Current Planning facilitates property reinvestment and development consistent with the City’s economic
development and quality of life objectives by coordinating the development review process and providing
stewardship to the City’s historic districts. This program implements the City’s General Plan by
administering the Zoning Ordinance and all development and design related documents which contribute
to a livable community and a high quality built environment. This program also includes the Planning
Commission and Design Review Committee. The Planning Commission reviews and evaluates individual
development proposals for conformance with City-adopted codes, ordinances, and the General Plan. The
Design Review Committee (DRC) is an advisory committee to the City Council and Planning Commission
on architectural and landscape matters. The DRC evaluates projects in Old Towne and major projects
citywide for conformance with city design standards. Current Planning provides staff support to both bodies.
SERVICE OBJECTIVES
1. Enhance the Department’s high level of customer service by maintaining user-friendly public
information materials and easily accessible records related to property-specific entitlement history and
land use activity to better serve the public and support real estate transactions and economic
development activity, and approaching each question with emphasis on the customers’ development
goals.
2. Respond in a timely and solution-oriented manner to inquiries from Orange residents, businesses,
developers, outside agencies, other city departments, and members of the public regarding land use
matters and Code interpretations involving business licenses, capital projects, and private property
matters.
a. Review initial and subsequent application submittals within the State mandated 30-day review
period and advise applicants with written project status.
b. Return all phone calls within two business days.
c. Conduct final planning inspections within two business days of request.
d. Complete Zoning Verification Letters within ten business days of receipt.
e. Complete Public Records Requests within ten calendar days of receipt.
3. Facilitate new business and property investment by guiding applicants through the development review
process and manage project review with other City departments for compliance with regulatory
documents through pre-application assistance, and weekly Streamlined Multi-Disciplinary Accelerated
Review Team (SMART) project review.
4. Balance the application of the provisions of the Zoning Code and other adopted documents with
customer development goals and City expectations.
5. Conduct and/or participate in regular Planning Commission, DRC, City Council, and Zoning
Administrator meetings to ensure that new development is well-planned and designed, and consistent
with good planning principles. Also provide necessary support to decision making bodies through
briefings and study sessions on the adoption and maintenance of the City’s General Plan, Zoning
Ordinance, discretionary development projects, and land use issues of special significance to the City.
6. Manage the Mills Act Program.
7. Ensure projects in the Old Towne and Eichler Historic Districts are in conformance with the Secretary
of Interior Standards for the Treatment of Historic Properties and applicable design standards.
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FY 20 Budget
WORK PLAN FOR 2019-20
1. Serve approximately 5,000 customers at the front counter and guide the applicants through the City’s
development review process, providing timely and accurate entitlement case processing through June
2020. [4b]
2. Continue to streamline and improve the public’s understanding of property records and the
development review process through better use of technology including improved cross-referencing
between archived paper records and the City’s permit tracking and LaserFiche systems, updated
application and informational materials, easy online access to a “one-stop-shop” website with contact
information for key staff and access to resources, as well historic district property records through June
2020. [2e, 4b, 5b]
3. Implement two Mills Act contract cycles per year, update application materials and website information,
and conduct state-required inspections of Mills Act properties for conformance with contract-listed
improvements, with a particular focus on the new Eichler Historic Districts through June 2020. [5b]
4. Provide dedicated staff to support and facilitate Chapman University development projects with a
particular focus on the University’s specific plan and neighborhood engagement efforts through June
2020. [5b]
5. Develop self-guided walking tour materials for the Old Towne and Eichler Historic Districts in a printed
and/or web-based format through June 2020. [5a]
6. Explore establishment of Neighborhood Character Area designations for neighborhoods such as
Orange Park Acres, the Cypress Barrio, El Modena, and the Old Towne Railroad Corridor to
acknowledge the role these neighborhoods played in the history and physical development of the city
through June 2020. [5a]
7. Establish a student volunteer and cross-training program to support the Current Planning and Historic
Preservation functions including developing relationships with local universities through June 2020. [4e]
65
FY 20 Budget
COMMUNITY DEVELOPMENT BUILDING INSPECTION
PROGRAM DESCRIPTION
The Building Inspection program provides services that assist the community in their building and
development projects. Professional, trained staff perform field inspections at various phases during
construction. Inspections are conducted in order to verify that the construction work is in conformance
with city building codes and the plans approved in plan check. Additionally, inspection staff work closely
with other city department and outside agencies to provide guidance and coordinate the building process.
Inspection staff maintain office hours both in the morning and the afternoon to answer questions and
update Building Division records.
SERVICE OBJECTIVES
1. Strive to provide inspection services for all inspection requests within one, but no more than three
business days.
2. Maintain early morning and late afternoon office hours to serve customers.
3. Ensure a coordinated and comprehensive inspection process by working closely with other inspection
agencies during the building process.
4. Provide professional and courteous service to all customers.
5. Develop knowledge of the latest code updates and new materials through the International Code
Council (ICC), National Fire Protection Association (NFPA) code seminars, and other professional
organizations in order to provide technically accurate service.
6. Efficiently maintain accurate inspection records through the use of the City’s Trakit database system.
WORK PLAN FOR 2019-20
1. Complete approximately 25,000 inspection stops: 12,500 by December of 2019 and 12,500 more by
June 2020. [4b]
2. Develop knowledge of 2019 California Building Codes through updated code books and attending
training provided by in-house, California Building Officials (CALBO) and ICC by June 2020. [4e]
3. Expand accessibility training opportunities to inspectors with the goal of additional Certified Access
Specialist (CASp) personnel through June 2020. [1d]
4. Participate in the Local Implementation Plan (LIP) of the National Pollution Discharge Elimination
System (NPDES) by conducting required compliance inspections of construction projects through
June 2020. [1b]
5. Provide a comprehensive and comparative building inspection activity report to the City Manager by
August 2019 with an update by February 2020. [1a]
6. Enhance disaster preparedness by reviewing and updating policies and procedures by June 2020.
[1a, 1c]
66
FY 20 Budget
COMMUNITY DEVELOPMENT CODE COMPLIANCE
PROGRAM DESCRIPTION
The Code Compliance program provides enforcement of the City’s Municipal Code as it relates to
neighborhood and community issues including property maintenance violations, building code violations,
non-conforming signage, sub-standard housing conditions, land use violations, and violations of the
boardinghouse ordinance. Working closely with other agencies, the fundamental goal of the Code
Compliance program is to seek compliance with the City’s Code to achieve a safe, clean, and healthy
living and working environment. Cases are generated through reported violations and officer surveys and
self-initiated cases within their assigned areas in a proactive approach if necessary. Through a
combination of research and field inspections, violations are documented and orders to comply are
issued. The Code Compliance officer follows their casework upon receiving a complaint, conducting an
investigation, and taking necessary measures to see that compliance is achieved.
SERVICE OBJECTIVES
1. Continue to provide quality customer service.
2. Provide ongoing observation of areas with active enforcement efforts to preserve acceptable levels of
compliance.
3. Seek voluntary compliance in 100% of all cases with assistance from the City Attorney’s office.
4. Keep current with the latest methods and technology through continued education and association
with professional organizations such as California Association of Code Enforcement Officers
(CACEO) and International Code Council (ICC).
WORK PLAN FOR 2019-20
1. Process approximately 2,000 Code Compliance cases: 1,000 by December 2019 and another 1,000
throughJune 2020. [4b]
2. Assist approximately 1,400 Code Compliance related visits to thefront counter through June 2020.
[4b]
3. Coordinate Special Event Permit application process, with emphasis on providing other city
departments with the identification of dates, times, and needed information of special events held in
the Old Towne area. Facilitate the issuance of permits, compliance with requirements, and
communication with applicants through June 2020. [4b, 4d]
4. Review Code Compliance strategy to make best use of staffing resources including officer
enforcement and an emphasis on blighted neighborhoods through June 2020. [2a, 4e, 5b]
5. Increase paperless operations by migrating case management solely onto TRAKiT to reduce
workload redundancy through June 2020. [4c]
6. Explore alternative enforcement options with City Attorney’s office to increase efficiency through June
2020. [1a]
7. Meet with community groups such as Old Towne Preservation Association (OTPA) to develop
effective strategies to help maintain historic resources by June 2020. [4a, 4b, 4c]
8. Provide a comprehensive and comparative Code Compliance activity report to the City Manager by
August 2019 and an update by February 2020. [4a]
9. Participate in the Neighborhood Watch Program, annual National Night Out event, and other city
sponsored events through June 2020. [4b]
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FY 20 Budget
COMMUNITY DEVELOPMENT PERMIT SERVICES
PROGRAM DESCRIPTION
The Permit Services program answers and directs general inquiries, provides technical, permit and
support functions at the public counter, and provides plan check services for all plans, computations, and
other data filed by an applicant for a permit. All building improvement plans are received and coordinated
through this program, including plans for Planning, Fire, and Police Departments. Permit Services
provides plan review functions for simple projects, issues building permits for all approved construction
projects, and coordinates the maintenance of all records in a digital archive system. The Plan Check
function reviews all documentation to ensure compliance with all local and applicable state requirements
and coordinates the plan check process with other regulatory agencies such as Fire, Police, Health, and
Public Works in order to provide a comprehensive approval process.
SERVICE OBJECTIVES
1. Provide prompt, efficient, and friendly customer service.
2. Process plan check applications and issue building-related permits while working closely with other
agencies during the process.
3. Provide counter plan check services for simple, smaller projects such as patio covers and solar
panels.
4. Prepare all construction-related documentation for digitizing.
5. Work with and maximize the utility of computerized permit tracking software.
6. Provide user-friendly handouts to assist customers through processes including the Building Division
Procedures Manual.
7. Provide an initial plan check on 80% of all plans within three business weeks.
8. Keep current on the latest code updates and new materials through professional development
seminars.
9. Participate in regular coordination meetings with Fire, Police, Public Works, and other regulatory
agencies.
10. Coordinate multi-departmental simultaneous plan checks for all major projects.
11. Manage and administer all provisions of the City’s Building Codes and perform Code interpretation
duties of the Building Official.
12. Provide technical assistance for all customers including city projects.
WORK PLAN FOR 2019-20
1. Process approximately 3,000 building permits: 1,500 by December 2019 and 1,500 by June 2020.
[4b]
2. Serve approximately 7,500 customers at the public counter: 4,000 by December 2019 and another
3,500 by June 2020. [4b]
3. Continue to utilize permit technicians to conduct at minimum 200 simple or smaller plan checks by
June 2020. [4b]
4. Expand online permit application and digital plan submissions for review through June 2020. [4b]
5. Expand accessibility training opportunities to Permit Services staff with the goal of increasing the
number of Certified Access Specialist (CASp) personnel in the City through June 2020. [1d]
6. Develop knowledge of 2019 California Building Codes through training by attending in-house,
California Building Officials (CALBO) and International Code Council (ICC) training through June
2020. [4e]
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FY 20 Budget
7. Provide a comprehensive and comparative Permit Services activity report to the City Manager by
August 2019 with an updatet by February 2020. [4a]
8. Complete approximately 600 plan checks, 300 by December 2019 and another 300 plan checks by
June 2020. Oversee the work of contract plan check consultants on an as-needed basis through June
2020. [4b]
9. Attend SMART meetings through June 2020. [4e]
10. Continue to implement digital plan submittal and reviews, and work to enhance this process with
newer technology through June 2020. [4b]
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FY 20 Budget
COMMUNITY DEVELOPMENT HOUSING
PROGRAM DESCRIPTION
The Housing Division is responsible for the management, administration, and oversight of all activities that
receive Community Development Block Grant (CDBG) and HOME Investment Partnerships (HOME) funds.
These financial resources enable the City to provide various public services, complete infrastructure
improvements, and create and retain affordable housing for Low and Moderate Income residents.
SERVICE OBJECTIVES
1. Administer the CDBG and HOME Programs and ensure compliance with Federal CDBG and HOME
regulations.
2. Provide technical guidance to existing and potential CDBG subrecipients including nonprofit agencies
and city departments.
3. Involve citizens in the development of the Annual Action Plan and allocation of CDBG and HOME funds.
WORK PLAN FOR 2019-20
1. Complete and submit the Program Year 2018 Consolidated Annual Performance and Evaluation Report
to the U.S. Department of Housing and Urban Development (HUD) by September 2019. [3e]
2. Provide administrative oversight of the Program Year 2019 CDBG Program and HOME Program
through June 2020. [3e]
3. Prepare and submit the 2020-2025 Consolidated Plan to HUD by May 2020. [3e]
4. Prepare and submit the Analysis of Impediments (Fair Housing Act) to HUD by May 2020. [3e]
5. Solicit and review up to 10 to 15 funding requests from nonprofit agencies and city departments for the
Program Year 2020 CDBG by January 2020. [3e]
6. Conduct five public meetings and two technical assistance trainings for the Program Year 2020 CDBG
Program by May 2020. [4a]
7. Complete and submit the 2020 Action Plan to HUD by May 2020. [3e]
8. Monitor the affordability and occupancy covenants of HOME-assisted rental units through June 2020.
[3c]
9. Monitor the CDBG subrecipients for compliance with CDBG program regulations through June 2020.
[3e]
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FY 20 Budget
COMMUNITY SERVICES ADMINISTRATION
PROGRAM DESCRIPTION
Administration manages the financial and logistical operations of the Community Services Department,
which includes Park Maintenance, Recreation, Human Services, Landscape Maintenance (Public Right-Of-
Ways and Assessment Districts), Recreational Trails, and Park Planning and Development.
SERVICE OBJECTIVES
1. Facilitate public/private partnerships to collaborate with the City in order to provide in-kind and/or
financial contributions for the support and development of department programs, services, and
amenities.
2. Provide administrative and management support for all department employees, enabling them to
provide quality service to the community.
3. Provide advice and support to the City Manager on matters relating to park maintenance and
management, recreation, human services, park planning and development, and public information,
along with revenue-generating programs.
4. Work closely with the Public Works Department, Community Development Department, City Manager’s
Office, and other departments on capital improvement, development projects, and operational issues
that affect multiple departments.
5. Administer department grants and actively research new funding opportunities.
6. Develop, monitor, and evaluate the Department’s annual budget.
7. Evaluate current staffing and resources to ensure that critical service areas are covered with the
appropriate amount of staff at the appropriate level of the organization.
WORK PLAN FOR 2019-2020
1. Actively seek alternative funding mechanisms for projects, programs, and services through June 2020.
[2b]
2. Work with community partners to identify opportunities for collaboration and alternative ways to offer
programs and services to enhance city-funded efforts through June 2020. [2e]
3. Successfully administer an after-hours Parks Security Program and coordinate with other city
departments and track statistics and results in an effort to ensure that city parks remain aesthetically
pleasing and safe community resources for the public to enjoy through June 2020. [4b]
4. Explore ways in which technology can increase the efficiency and effectiveness of the Department
through June 2020. [4c]
5. Monitor the receipt of developer fees for park improvements and strategically prioritize capital projects
for maximum community benefit and public safety through June 2020. [2d]
6. Manage Community Services web pages on the City website, ensuring timely and accurate information
to the public through June 2020. [4c]
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FY 20 Budget
COMMUNITY SERVICES PUBLIC AFFAIRS AND INFORMATION
PROGRAM DESCRIPTION
Public Affairs and Information manages the media relations, public relations, marketing, and
communications for the City, which includes the City’s quarterly publication “Our Orange”, social media
outreach, interactions with the press and mass media, advertising, and commercial film permits.
SERVICE OBJECTIVES
1. Act as the spokesperson for the City to the media.
2. Generate news releases, news stories, and public information pieces promoting the City’s services,
programs, and activities.
3. Manage and protect the City’s identity, including identification of its brand, use of logos, website, graphic
standards, and letterhead for consistency of its message.
4. Work closely with all levels of city staff to gather information and data as required to craft the City’s
official narrative.
5. Work with the media to facilitate information requests and maintain the City’s brand.
6. Write articles, speeches, letters, and other content as required by City Council and top management.
7. Administer the City’s social media programs.
8. Oversee the content creation, design, printing, and distribution of the City’s “Our Orange” publication.
9. Oversee the City’s Crisis Communication Plan.
10. Administer the City’s Commercial Film Permit Process and operations.
11. Oversee marketing, advertising needs, and efforts to promote the City.
12. Monitor the media for coverage of the City and respond when appropriate.
WORK PLAN FOR 2019-2020
1. Expand the City’s social media reach, including expanding to additional platforms where appropriate
through June 2020. [4a]
2. Manage workflow for the City’s social media platforms and assist other departments in their ongoing
social media efforts with emphasis on promoting citywide programs, and to “tell our story” through June
2020. [4a]
3. Assist other departments in their ongoing social media efforts through June 2020. [4c]
4. Administer and edit four issues of Our Orange through June 2020. [4a]
5. Produce the City’s internal and external employee electronic newsletter through June 2020. [4c]
6. Partner with city departments to increase public awareness of good stewardship of city tax dollars
through June 2020. [4d]
7. Evaluate options for refreshing the City’s website to ensure access to helpful and timely information
through June 2020. [4c]
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FY 20 Budget
COMMUNITY SERVICES LEISURE SERVICES
PROGRAM DESCRIPTION
Leisure Services provides programs in the following areas: after-school recreation, summer day camps,
youth excursions, and recreation classes for youth and adults. In addition, staff administers and monitors
park and facility permits. Programs such as these are critical to the City’s vibrant community and offer
parents and families much-needed options that are safe and of high-quality for children.
SERVICE OBJECTIVES
1. Monitor fall, winter, and spring quarters of after-school recreation sites under full-service contract with
the Youth Centers of Orange, providing services for 300 children who participate in supervised sports,
arts/crafts, tutoring, games, special events, and excursions with the use of CDBG funds.
2. Lead the development of the Community Services section of the “Our Orange” community activity
brochure four times a year, promoting classes, events and facility use.
3. Provide high quality recreational programming, including day camps and year-round classes for the
community.
4. Provide and monitor space for the community to host meetings, events, parties, picnics, and organized
activities in open cities, park buildings, picnic shelters, and fields.
WORK PLAN FOR 2019-2020
1. Evaluate current class offerings and identify new ones to ensure the needs of the community are met
through June 2020. [4b]
2. Continue to market the new recreation software CivicRec and evaluate the software’s capabilities for
extended use of facility rentals and program registration by August 2019. [4c]
3. Continue to partner with the City’s Gang Reduction Intervention Program and promote youth programs
through June 2020. [3b]
4. Continue to enhance existing Teen Action Committee to include activities created and promoted by the
teens through June 2020. [3e]
5. Operate three summer day camps and one Teens for Team Orange summer camp, and excursions for
over 1,500 youth participants through June 2020. [3b]
6. Maintain three 10-week recreation classes sessions and one 14-week recreation class session of
quality contract classes for over 4,100 participants through June 2020. [3b]
7. Process over 1,900 permits and monitor over 15,000 bookings for park buildings, fields, picnic shelters,
and open space reservations utilized by the general public through June 2020. [4b]
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FY 20 Budget
COMMUNITY SERVICES SPORTS AND AQUATICS
PROGRAM DESCRIPTION
Sports and Aquatics provide sports programming such as adult softball and adult basketball, youth sports
programs, annual sports field allocation, permitting and monitoring of athletic fields, a 9-week City-staffed
summer aquatics program, and a contract aquatics program in spring, summer, and fall.
SERVICE OBJECTIVES
1. Provide four seasons of adult softball under full-service contract with Major League Softball for
approximately 675 teams, in which approximately 10,780 adults participate.
2. Oversee and schedule the use of city athletic fields for the community and general public.
3. Provide a safe and high quality summer aquatics program at Hart Park Pool.
4. Partner with Orange Regional Competitive Aquatics (ORCA) to provide an 8-week summer, 8-week
fall, and 8-week spring aquatics programs utilizing a local pool, serving over 800 participants for
swimming lessons, youth swim team, and youth water polo.
5. Execute four seasons of an adult basketball league in which approximately 197 teams and 1,576 adults
participate.
6. Provide indoor open gym pickleball and basketball play for 4,680 participants.
7. Work with local youth sports organizations on a bi-annual use calendar, according to sports season,
for approved allocated use at city parks and facilities.
WORK PLAN FOR 2019-2020
1. Certify pool management team to train instructors in American Red Cross aquatic and life-saving
programming by May 2020. [3b]
2. Research opportunities to offer Hart Park children’s birthday pool party package options by March 2020.
[4b]
3. Evaluate options to contract adult basketball league by December 2019. [3b]
4. Coordinate the use of city athletic fields by approved Orange community youth groups ensuring
equitable distribution and a priority for resident recreation-based programs through June 2020. [3e]
5. Process/manage approximately 300 athletic permits from approved Orange community youth groups,
youth/adult sports leagues and the general public through June 2020. [3b]
6. Provide a 9-week full service summer aquatics program at Hart Park Pool, at which over 1,600
participants register for swimming lessons and 6,500 swimmers participate in recreation swim through
June 2020. [3b]
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FY 20 Budget
COMMUNITY SERVICES SPECIAL EVENTS
PROGRAM DESCRIPTION
Special Events provides for the coordination and implementation of the following citywide special events:
Concerts in the Park, 3rd of July Celebration, Treats in the Streets Autumn Festival, Veterans Day Tribute,
Tree Lighting Ceremony and Candlelight Choir Procession, Children’s Holiday Breakfast, and other park
dedications and events. These events have become a part of the hometown feel and culture of Orange,
and help to unify the community by bringing together residents in a common celebration.
SERVICE OBJECTIVES
1. Continue to provide six high-quality, citywide annual special events attended by over 46,500
participants.
2. Promote private and non-profit partnerships that bring together members of the community in support
of citywide special events.
WORK PLAN FOR 2019-2020
1. Identify community partners who may be interested in assuming a larger role in the production of city
special events in order to relieve the City’s financial burden in both funding and staff resources for
events by June 2020. [3e]
2. Achieve a sponsorship goal of raising $100,000 for the 2019 Special Event Season by December 2019.
[3e]
3. In partnership with Community Master Chorale, continue to enhance the long-standing program at the
3rd of July special event by June 2020. [3e]
4. Plan and execute the relocation of the annual 3rd of July citywide special event due to the construction
at Fred Kelly Stadium by July 2019. [3e]
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FY 20 Budget
COMMUNITY SERVICES PARK PLANNING, ACQUISITION, AND
DEVELOPMENT
PROGRAM DESCRIPTION
This program provides for the planning, acquisition, and development of parks, recreational facilities, and
trail projects within the community.
SERVICE OBJECTIVES
1. Provide quality parks, athletic fields, facilities, and open space for Orange residents.
2. Identify capital projects in the Capital Improvement Plan budget based on the Master Plan of Parks,
Recreation and Facilities, the Open Space/Conservation Elements of the Orange General Plan that
reference Park and Trails Development, and the Recreational Trails Master Plan.
3. Maintain and utilize department planning documents:
Master Plan of Parks, Recreation, and Facilities;
Open Space/Conservation Elements of the Orange General Plan that describe Park and Trails
Development;
Recreational Trails Master Plan; and
Quimby Ordinance.
4. Identify grant-funding opportunities for viable park acquisition, development, and renovation of open
space, parks, trails, facilities, and equipment.
5. Work with the community, local non-profits, and partner agencies to manage, maintain, and expand the
City’s trail network.
WORK PLAN FOR 2019-2020 _______
1. Complete installation of shade sails at Grijalva Park over the tot lot by June 2020. [2d]
2. Collaborate with community stakeholders to advance the planning and implementation of the Santiago
Creek Bike Trail – Extension trail project through June 2020. [3d]
3. Assist with the installation of a video surveillance system at El Camino Park by June 2020. [1b]
4. Initiate the phased maintenance renovation at El Modena Park to include field renovation, irrigation
improvements, and asphalt and concrete repairs by June 2020. [3a]
5. Update the Grijalva Master Plan, considering community interest for the undeveloped portion of the
park site by October 2019. [2d]
6. With support from Townsend Public Affairs, pursue in-fee ownership of the sections of Hart and Handy
Parks currently owned by CalTrans by June 2020. [3a]
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FY 20 Budget
COMMUNITY SERVICES PARKS MAINTENANCE
PROGRAM DESCRIPTION
Parks Maintenance provides landscape and facility maintenance at parks and open space areas throughout
the City. The Division also provides management and administration for landscape maintenance of city
facilities, which include fire stations, libraries, Civic Center, recreation trails, freeway overpasses, medians,
landscape easements, and rights-of-way.
SERVICE OBJECTIVES
1. Maintain safe and functional park infrastructure to include picnic areas, tot lots, courts, athletic fields,
park amenities, and equipment.
2. Provide and oversee general landscape maintenance services at all city parks and facilities.
3. Provide skilled maintenance services at all city parks.
4. Provide ongoing technical and maintenance training to Parks’ maintenance employees.
5. Administer, evaluate, and modify current and future park maintenance contracts. Prepare bid
documents for bidding contract maintenance services.
6. Provide landscape technical assistance, plan check services, and perform field inspections for all city
projects.
7. Conduct regular inspections of contract landscape maintenance services at city parks, city facilities,
and rights-of-way with contractors in order to ensure compliance with maintenance specifications.
8. Provide administrative service for projects in parks, city facilities, and landscape assessment districts.
9. Operate clean, safe, and functional facilities for the community’s needs.
WORK PLAN FOR 2019-2020
1. Continue to improve administrative processes and practices for managing contract services, drafting
bid documents, completing Agenda Reports and related documents, and tracking all agreements and
bidding actions and documentation through June 2020. [2d]
2. Continue implementing practices in parks and city facilities to refine irrigation programming and
maximize water conservation by June 2020. [2d]
3. Develop a more proactive Tree Replacement Program to include integrating mobile technology to help
efficiently manage the tree inventory, using park-specific tree palettes, and refining the procedure for
tree replacement through June 2020. [2d]
4. Continue efforts to manage impacts resulting from transient activity and abandoned property in park
facilities through June 2020. [1a]
5. Manage the Park Security Program contract to ensure appropriate patrol coverage and make
modifications as necessary for protection of city property and safety during closed park hours through
June 2020. [4b]
6. Evaluate options for ongoing maintenance of the Santiago Creek to ensure continued visibility, safety,
and cleanliness by June 2020. [4b]
7. Continue to identify turf and other landscaped areas within the parks that are best opportunities for re-
landscaping with drought tolerant plant material and low flow irrigation through June 2020. [2d]
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FY 20 Budget
COMMUNITY SERVICES DEL RIO COMMUNITY FACILITIES
DISTRICT 06-1
PROGRAM DESCRIPTION
Del Rio Community Facilities District (CFD) provides contract administration and supervision for landscape
maintenance services for the Del Rio Community Facilities District (CFD) 06-1.
SERVICE OBJECTIVES
1. Provide landscape contract administration and supervision of maintenance services for the CFD in a
cost-effective manner.
2. Respond to public concerns, research and resolve issues, follow through, and complete maintenance
requests in a timely manner.
3. Provide quality maintenance of landscapes, walkways, and other infrastructure and maintain
expenditures within budgetary constraints.
4. Monitor irrigation systems and evaluate water management programs to reduce costs and conserve
water.
5. Conduct regular walk-through inspections at the CFD with the landscape contractor for compliance with
the maintenance specifications.
6. Maintain a cyclical maintenance and replacement program for the bridge, concrete walks, fencing, and
other amenities.
7. Maintain the bio-swales and water retention features in a manner that meet the design intent.
WORK PLAN FOR 2019-2020
1. Continue to make repairs to existing landscape where plant material has died and slopes require
erosion control through June 2020. [3a]
2. Provide landscape and other facilities maintenance to meet city standards that will maintain the efficacy
of the bio-swales through June 2020. [3a]
3. Initiate the bid process and secure the contract for replacement of the pedestrian bridge by June 2020.
[3a]
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FY 20 Budget
COMMUNITY SERVICES SANTIAGO HILLS LANDSCAPE
MAINTENANCE DISTRICT 86-2/15-1
PROGRAM DESCRIPTION
Santiago Hills Landscape Maintenance District provides contract administration and supervision for
landscape maintenance services for the Santiago Hills Landscape Assessment District 86-2 and 15-1.
SERVICE OBJECTIVES
1. Provide landscape contract administration and supervision of maintenance services for the
Maintenance District.
2. Respond to homeowner concerns, research and resolve issues, follow through and complete
maintenance requests in a timely manner.
3. Continue with ongoing repair of existing irrigation systems of old or damaged components to ensure
optimum system efficiency.
4. Ensure that the landscape contractor implements water saving measures through efficient use of the
central irrigation management system.
5. Effective management of maintenance funds and adjust priorities as challenges or opportunities
present themselves.
6. Ensure the landscape contractor is compliant with the maintenance specifications.
7. Assist the Public Works Department in the preparation of the annual reports for the Assessment District.
WORK PLAN FOR 2019-2020
1. Continue to closely monitor overall landscape and tree maintenance in conjunction with community
input received, focusing on replacement of plant material in existing landscape as needed through June
2020. [2d]
2. Work with the City’s landscape contractor to continue to improve management of the Calsense Irrigation
Control Systems and ensure efficient use of irrigation water by June 2020. [2d]
3. Continue to work with the Santiago Hills Community to address budget decisions, maintenance
practices, and renovation plans focusing on environmental and financial sustainability by June 2020.
[3a]
4. Continue to identify opportunities to improve overall maintenance and maintenance practices of the
District through June 2020. [2d]
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FY 20 Budget
COMMUNITY SERVICES SYCAMORE CROSSING LANDSCAPE
MAINTENANCE DISTRICT 94-1
PROGRAM DESCRIPTION
Sycamore Crossing Landscape Maintenance District provides contract administration and supervision for
landscape maintenance services for the Sycamore Crossing Landscape Assessment District 94-1.
SERVICE OBJECTIVES
1. Provide landscape contract administration and supervision of maintenance services for the Assessment
District in a cost-effective manner.
2. Respond to homeowner concerns, research and resolve issues, follow through and complete
maintenance requests in a timely manner.
3. Identify options and opportunities to reduce maintenance costs to maintain expenditures within
budgetary constraints.
4. Monitor irrigation systems and evaluate water management programs to reduce costs and conserve
water.
5. Conduct regular walk-through inspections at the Assessment District with the landscape contractor for
compliance with the maintenance specifications.
6. Assist the Public Works Department in the preparation of annual reports for the Assessment District.
WORK PLAN FOR 2019-2020
1. Continue to identify areas of opportunity for landscape renovations to move towards a drought tolerant
landscape through June 2020. [2d]
2. Initiate program to renovate existing irrigation system by June 2020. [3a]
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FY 20 Budget
COMMUNITY SERVICES SENIOR SERVICES
PROGRAM DESCRIPTION
Senior Services provides for the support of the Orange Senior Citizens Center, Senior Services programs,
and other related services. These programs are vital to the City’s mission and help to strengthen the
community as a whole. These services provide support to patrons who are in need and offer a facility to
serve special populations.
SERVICE OBJECTIVES
1. Support and monitor the activities of the Orange Senior Center, run and managed by Orange Elderly
Services, Inc.
2. Collaborate with Orange Elderly Services to facilitate the senior transportation contract with Orange
County Transit Authority (OCTA), which provides over 9,800 trips annually.
WORK PLAN FOR 2019-2020
1. Provide continued assistance to the Orange Senior Center in the areas of facility maintenance, program
and service delivery, and transportation services through June 2020. [3a]
2. Continue to support Senior Center’s Orange Elderly Services transportation program, Go Orange, to
provide senior transportation services consistent with funding availability through June 2020. [3d]
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