06.01 Third Budget Study Session 2 - WorkplansFY 21 Budget
City Council
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 2020-21
1. Provide policy direction that ensures financial stability while preserving community character and
maintaining a positive organizational direction through June 2021. [2a]
2. Provide the necessary resources to public safety to ensure the community remains among the safest
cities in California through June 2021. [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 2021. [4d]
4. Provide legislative leadership that ensures maximum accomplishment of the City’s Mission Statement
and goals through June 2021. [4d]
5. Facilitate and provide policy direction to develop parking solutions to preserve and enhance the
economic viability of Old Towne through June 2021. [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 2021. [1e, 3e]
7. Facilitate a positive relationship with Chapman University leadership and cultivate community
engagement opportunities through June 2021. [5c]
8. Evaluate options to assist businesses with processing City land use entitlements and other business
development activities through June 2021. [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 2021. [2c]
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FY 21 Budget
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
2021. [4a]
11. Continue to look for options to enhance seamless interaction between residents and businesses
through the City’s website through June 2021. [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 2021. [2b]
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FY 21 Budget
City Manager
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 2020-21
1. Provide stewardship and outreach to property owners and stakeholders to maintain economic viability
of the downtown area including developing a strategy for the development of a second parking structure
on the east side of the Plaza through June 2021. [1b, 2d]
2. Work with the City Council and Department Heads to ensure short-term and long-term organizational
and financial stability through the budget process and communicate the City’s financial status to staff
and the community through June 2021. [2a, 4d]
3. Continue to facilitate a regional solution to homelessness while addressing local impacts through June
2021. [1e, 3e]
4. Foster an environment of support for employee development through the TEAM Orange program and
promote employee outreach through regular employee newsletters, brown bag lunches, and updates
through June 2021. [2a]
5. Continue to review and evaluate the City’s Strategic Plan through June 2021. [2a]
6. Pursue business development opportunities that will generate new sources of tax revenue and the
creation of new employment opportunities through June 2021. [2e]
7. Issue bonds for the construction of the Fire headquarters and the Police Department roof projects by
June 2021. [1a, 1b]
8. Develop a pension management strategy that reduces the PERS unfunded liability and the annual
PERS payment obligation through June 2021. [2a, 2b]
9. Monitor and address critical regional and statewide issues that impact Orange, such as housing
legislation and the activities of adjacent cities through June 2021. [4d]
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10. Facilitate the enhancement of customer service delivery throughout the organization through June
2021. [4b, 4d]
11. Work with local community groups for the development of recreational and community facilities at
Grijalva Park through June 2021. [3a, 3b]
12. Implement district-based elections while encouraging the importance of a “one city” approach, and
adopt a series of ordinances and policies to address the effects of districting on appointments to boards
and commissions through June 2021. [[4d]
13. Assess the structure of the organization to ensure that it can effectively adapt to economic expansions
and contractions and encourage effective succession planning in City departments through June 2021.
[2b]
14. Process the Chapman Specific Plan that balances the growth demands of the university while
minimizing impacts to our neighborhoods through June 2021. [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 2021. [4d]
16. Enhance the City website to include automated forms and improve the design, layout, and usability for
residents and businesses by June 2021. [4c]
17. 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 2021. [2e]
18. Coordinate closely with Community Development, Public Works, and other departments on the
processing of projects that support economic development in the City through June 2021. [2e]
19. Work with Fire and Police departments to enhance public safety services through June 2021. [1a]
20. Implement a citizen reporter solution to provide a user friendly platform for residents and businesses to
report items to the City by June 2021. [1a]
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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 2020-21
1. Coordinate specific internal audits as identified in the FY 20-21 Audit Plan by June 2021. [2a]
2. Schedule and coordinate meetings for the City of Orange Internal Audit Committee through June 2021.
[2a]
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City Attorney
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 to 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 2020-21
1. Provide mandatory training to city staff, appointed and elected officials regarding ethics and sexual
harassment through June 2021. [4d, 4e]
2. Provide ongoing training to designated employees regarding potential claim and claim investigations
through June 2021. [4d, 4e]
3. Provide ongoing training to designated employees and departments regarding consultant and
professional services agreements and public records requests through June 2021. [4d, 4e]
4. Review and assist in the Referendum process for the Trails at Santiago Creek project through June
2021. [1d, 3c]
5. Defend CEQA lawsuits in the Tuskatella and Trails at Santiago Creek cases through June 2021. [4d]
6. Review, assist, and monitor the district elections through November 2020. [3e]
7. Assist in updates of city parking code, sign code, and accessory dwelling unit code revisions by June
2021. [2e, 3c,]
8. Assist and provide staff with advice and guidance with extensive state legislation related to affordable
housing through June 2021. [1d, 5b]
9. Assist with the update to the City's Housing Element through June 2021. [1d]
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FY 21 Budget
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 the third party
administrator.
3. Monitor performance of third party vendors through continuous evaluations of services.
4. Investigate, negotiate, and resolve property claims against the City.
5. Assist city departments 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 and procure 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 2020-21
1. Building on the foundation of the existing safety program, increase awareness of compliance standards
to identify potential areas of improvement through June 2021. [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 2021. [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 2021. [2d]
4. Streamline the third party liability recovery program through proper identification of financial recovery
opportunities and adequate follow-up through June 2021. [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 2021. [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 2021. [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 2021. [2d]
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8. Enhance emergency preparedness with supplies, trainings, business continuity plans, and drills through
June 2021. [1c]
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City Clerk
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, hotline and at the public counter.
7. Provide citywide 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 2020-21
1. Conduct 2020 General Municipal Election by November 2020.{4b}
2. Coordinate all Fair Political Practices Commission filings for candidate campaigns for the November,
2020 General Municipal Election and all Conflict of Interest filings by June 2021. [4b]
3. Install and implement agenda management software for more efficient agenda workflow by December
2020. [4b]
4. Update Boards, Commissions, and Committees manual by June 2021. [4b]
5. Complete 2020 citywide destruction of records by June 2021. [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 2021. [4c]
7. Update all office procedures regarding the imaging of permanent records currently filed in Clerk’s office
by June 2021. [4b]
8. Continue to cross-train staff to effectively use resources as required by June 2021. [4b]
9. Increase transparency for public to access City records through Laserfiche by June 2021 [4c]
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City Treasurer
PROGRAM DESCRIPTION
Provides for the investment of the City’s funds in compliance with State law and the City’s Statement of
Investment Policy. Monitors revenues, cash flow needs, and cash controls.
SERVICE OBJECTIVES
1. Invest all funds in accordance with State law and the City’s Statement of Investment Policy.
2. Review monthly Treasurer’s report in accordance with the City’s Statement of Investment Policy.
3. Keep current on financial and economic indicators affecting the investment market.
4. Maintain up-to-date cash flow information to ensure the City’s liquidity needs are met.
5. Participate in quarterly meetings of the Investment Advisory Committee and Investment Oversight
Committee.
6. Monitor compliance with cash receipts policy.
7. Monitor and analyze revenue, prepare revenue budget, and prepare compliance reports for revenue
disclosure.
8. Maintain annual certifications for investment brokers.
9. Update Statement of Investment Policy annually.
WORK PLAN FOR 2020-21
1. Update the Statement of Investment Policy and make recommendations for enhancement to the City
Council by June 2021. [2d]
2. Review and update the Treasurer’s Reference Manual by June 2021. [2d]
3. Update the Master Schedule of Fees and Charges as part of the budget process by June 2021. [2b]
4. Update the development impact fees for park, library, police, and fire during the budget process by June
2021. [2b]
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FY 21 Budget
Administration
PROGRAM DESCRIPTION
Administration is responsibly for maintaining internal controls that safeguard the City's assets and provides
budgeting, financial management, investments, and reporting for the City, consistent with the highest
professional standards and in accordance with legal requirements.
SERVICE OBJECTIVES
1. Invest all funds in accordance with State law and the City's Statement of Investment Policy.
2. Review of monthly Treasurer's report in accordance with the City's Statement of Investment Policy.
3. Keep current on financial and economic indicators affecting the investment market.
4. Maintain up-to-date cash flow information to ensure the City's liquidity needs are met.
5. Participate in quarterly meetings of the Investment Advisory Committee and Investment Oversight
Committee.
6. Monitor compliance with cash receipts policy.
7. Monitor and analyze revenue, prepare revenue budget, and prepare compliance reports for revenue
disclosure.
8. Maintain annual certifications for investment brokers.
9. Update Statement of Investment Policy annually.
10. Prepare the Annual Budget and Capital Improvement Plan documents.
11. Provide assistance to every department in reconciling and analyzing their specific financial activities.
12. Administer and monitor financial activity to ensure that it reflects the adopted budget.
WORK PLAN FOR 2020-21
1. Update the Statement of Investment Policy and make recommendations for enhancement to the City
Council by June 2021. [2d]
2. Review and update the Treasurer's Reference Manual by June 2021. [2d]
3. Update the Master Schedule of Fees and Charges as part of the budget process by June 2021. [2b]
4. Evaluate the current banking services and future needs by February 2021. [2d]
5. Continue to evaluate positions and duties within each division to ensure proper segregation of duties to
safeguard the CIty's assets through June 2021. [4d, 4e]
6. Continue to implement OpenGov budget components. [2d]
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FY 21 Budget
General Revenue
PROGRAM DESCRIPTION
General Revenue manages the collection of various revenues and maintains payment records for the City.
This includes processing Transient Occupancy Taxes (TOT) and business license taxes in accordance with
the Orange Municipal Code. Cashiering is also provided for business license payments, miscellaneous
receivables including TOT, and some accounts receivable payments. General Revenue is a collector of
business information and maintains continuous records of all business activity taking place in the City.
SERVICE OBJECTIVES
1. Provide outstanding customer service to both external and internal customers by processing and
reconciling payments from counter customers, mailed-in payments, faxes, and on-line renewals or
applications. Also provide on-line business searches and new business listing for inquiring customers.
2. Prepare monthly reports of business license registrations for the Fire Department, Police Department,
Public Works Department, Economic Development Department, and others as needed.
3. Process and send out certificates to thousands of new business license applicants and renewals,
frequently generated online, and send out delinquent notices and close-outs as necessary.
4. Monitor hundreds of business regulatory permits including massage therapists, secondhand dealers,
firearm dealers, tow truck drivers, solicitors, and others.
5. Annually follow up and process thousands of non-compliant or delinquent businesses, plus new
business license leads.
6. Perform hundreds of annual gross receipts and sales tax audits.
7. Scan thousands of records into Laserfiche.
8. Monitor TOT for motels and hotels.
9. Research thousands of leads from the Franchise Tax Board, hundreds of fictitious business name
registrations from the Orange County Clerk Recorder’s office, and hundreds of seller’s permit holders
from the State Board of Equalization.
10. Review all building permits issued by the City, checking all contractors, architects, engineers, and
others for business license compliance.
WORK PLAN FOR 2019-20
1. Encourage on-line business license renewals to increasing participation by June 2020. [4c]
2. Continue to provide customers with the option to accept emailed renewal reminders instead of mailed
renewal notices 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 21 Budget
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 2020-21
1. Promote more electronic and automatic payment options and services, including online, automatic
telephone system, and e-Billing for Utility Billing customers by June 2021. [4c]
2. Investigate option to upgrade mCare, a mobile work order system by December 2020. [4c]
3. Investigate the possibility of accepting online payments for Accounts Receivable by February 2021.[4c]
4. Create Standard Operating Procedure manuals for all Utility Billing position by December 2020. [4d]
5. Analyze and update policies and procedures to improve customer service by June 2021. [4d]
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FY 21 Budget
Purchasing and Warehouse
PROGRAM DESCRIPTION
Provides a centralized buying and accounts payable service for all departments to ensure that the purchase
and invoice payments of construction projects, services, equipment, and materials are at the lowest
possible cost commensurate with quality needs. Serves as a central store for commonly used supplies,
makes daily mail and supply deliveries to all affiliate locations and handles all outside printing and
duplicating needs for departments.
SERVICE OBJECTIVES
1. Provide courteous, efficient service to all internal and external customers 100% of the time.
2. Process all informal bids within 24 hours of receipt of specifications.
3. Procure all goods and services meeting departments’ specific needs at the best value available.
4. Ensure daily mail and supply delivery and pick-ups are made to all city mail locations.
5. Deliver goods requested from the warehouse within 24 hours of receipt of requisition.
6. Assist in preparation of Request for Proposal (RFP) and Request for Qualifications (RFQ)
requirements.
7. Ensure the purchase of all goods and services procured through the Purchasing Division are done so
in accordance with all Federal, State, and City laws, regulations, and policies.
8. Process thousands of purchase orders, invoices, and warehouse requisitions annually.
9. Manage and audit the CAL-Card procurement program on an ongoing basis.
10. Ensure the payments of all goods and services through the Accounts Payable Division are done so in
accordance with all Federal, State, and City laws, regulations, and policies.
11. Conduct annual citywide training sessions on procurement and payment processes.
WORK PLAN FOR 2020-21
1. Make available the New Vendor Form and New Supplier Form in Seamless Documents on the City’s
Employee Portal by September 2020. [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 2021. [2d]
4. Research payments through ACH banking system by June 2021. [2a]
5. Develop a plan to automate the City’s Procurement credit card (Cal Card) using Eden templates entered
by each department by June 2021. [2d]
6. Obtain credit card resources for Emergency Operations Center by February 2021. [2a]
7. Update the current Procurement Manual by May 2021. [2d]
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FY 21 Budget
General Accounting
PROGRAM DESCRIPTION
General Accounting is responsible for maintaining a system of internal controls that safeguard the City’s
assets and provides financial management and reporting, payroll, accounts payable, and accounting
services for the City, consistent with the highest professional standards and in accordance with legal
requirements and generally accepted accounting principles.
SERVICE OBJECTIVES
1. Coordinate all financial audits including the City’s annual audit, the Federal Single Audit, Gas Tax, Air
Quality Management District (AQMD), various State and Federal grants, and Proposition 172 audits.
2. In conjunction with the financial audit, prepare the City’s Comprehensive Annual Financial Report
(CAFR).
3. Prepare the Annual Street and State Controller’s Reports.
4. Maintain, update, and troubleshoot the Eden accounting system and provide Eden training and
translation to personnel in every department.
5. Maintain financial records for over one hundred separate funds.
6. Provide assistance to every department in reconciling and analyzing their specific financial activities.
7. Process biweekly payroll for more than 750 employees with less than a 1% error rate.
8. Prepare quarterly payroll tax returns in compliance with Federal and State reporting requirements.
9. Prepare and calculate position budgeting for the annual budget.
10. Issue W-2s, prepare annual sick leave conversion calculation, process open enrollment changes, and
annual leave accruals and payoffs by January of each year.
11. Process all benefit and/or compensation changes per Memorandum of Understanding (MOU) or Letter
of Understanding (LOU) for 19 different salary groups.
12. Upon an employee’s retirement or separation from the City, conduct multiple manual calculations to
ensure proper processing of the net benefits, leave pay-outs, and salary included in the final paycheck.
PERS and deferred compensation reporting is an additional component of this task.
13. Assist in the set-up and tracking of Capital Improvement Plan (CIP) expenditures, including related
salary costs, and revenue sources under Project Accounting for new and on-going City projects.
14. Administer and monitor financial activity to ensure that it reflects the adopted budget.
15. Coordinate the wind-down of the former Redevelopment Agency and help with financial reporting,
budgeting, and Oversight Board actions.
WORK PLAN FOR 2020-21
1. 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 2021. [4d, 4e]
2. Develop succession planning for Payroll Division through June 2021. [4d, 4e]
3. Review and update the security settings for all users of the accounting financial software program, Eden
through June 2021. [4d, 4e]
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FY 21 Budget
4. Continue to identify employee reimbursements to process through Payroll rather than through Accounts
Payable to comply with any W-2 reporting requirements by April 2021. [2a]
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Administration
PROGRAM DESCRIPTION
Human Resources Administration is responsible for the recruitment and selection of a qualified workforce,
contract negotiations and administration, job classification and compensation, employee training and
development, employee benefits administration, State and Federal employment law compliance, and
employee relations.
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 hiring policies and practices and provide a process for departments to recruit, select, develop
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 City’s
Strategic Plan.
4. Administer and review employee benefit programs and plans including all retirement, medical, dental,
vision, life, and disability insurance plans.
5. Meet and confer with employee bargaining groups to resolve labor issues related to employee wages,
hours, and working conditions.
6. Ensure compliance with State and Federal laws that impact the workforce.
7. Assist with the process of addressing and resolving employee relations issues within the workplace.
8. Develop and implement training programs to support employee growth and development.
9. Recognize long-term employees and their loyalty and contributions to the City through the Employee
Service Award program.
10. Meet regional emission reduction goals through administration of the City’s Trip Reduction/Rideshare
Program.
11. Minimize unemployment insurance benefits claim costs.
WORK PLAN FOR 2020-21
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 2021.
[4e]
2. Achieve minimum wage law compliance by conducting a salary review and adjustment of classifications
affected by California minimum wage law by January 2021. [4e]
3. Achieve compliance with California anti-harassment training requirements for all employees by January
2021. [4e]
4. Update Memoranda of Understanding for eight bargaining units, as well as process changes in third
party contracts to provide contractually agreed upon employee benefits by September 2020. [2d, 2e]
5. Work with the City Manager’s Office to analyze vacant positions to determine appropriate hiring action
(fill, freeze, job share, etc.) through June 2021. [4e]
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FY 21 Budget
6. Provide guidance to departments on handling grievances, disciplinary actions, organizational changes,
and any employment issues through June 2021. [1a]
7. Recognize long-term city employees through the coordination of the Employee Service Award program
through June 2021. [1a]
8. Conduct recruitments and employee onboarding for the City’s Community Services Department
Summer programming by May 2021. [4e]
9. Organize and conduct the annual Employee Rideshare/Health Fair and Employee Open Enrollment
process by October 2020. [3e]
10. Administer the City’s grant funded Trip Reduction Program, and complete the annual employee
transportation survey and annual report in an effort to meet the region’s air quality mandates by June
2021. [3e]
11. 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 2021. [2d]
12. Coordinate with the California Public Employees’ Retirement System to conduct a retirement seminar
by August 2020. [4e]
13. Continue to respond to all unemployment insurance claim requests for information, providing employee
separation information that should be considered by the California Employment Development
Department when determining unemployment insurance benefits eligibility through June 2021. [2a]
14. Work with insurance broker to forecast, tailor, and negotiate the most appropriate, quality and cost
effective benefit programs and rates for employees through June 2021. [2d]
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FY 21 Budget
Information Management
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, the City’s 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. Maintain current service level of responding to all city employee desktop computer problem requests
within four hours.
3. 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.
4. Evaluate technology resources in the marketplace to determine appropriate technology upgrades to
ensure city business needs are being met.
WORK PLAN FOR 2020-21
1. Provide support for more applications as the City continues to expand its IT assets through June 2021.
[4c]
2. Assist with the implementation of enterprise-level surveillance activities of City facilities, including video
surveillance and access control, by June 2021. [1b, 2d, 4c]
3. Implement enhancement of the upgraded document management system, LaserFiche, and provide
staff with support and training through June 2021. [4c]
4. Continue expansion of GIS functionality across City operations by June 2021. [4c]
5. Implement a mobile device management platform by June 2021. [4c]
6. Assist in the evaluation and selection of a replacement of the City’s maintenance management system
through June 2021. [4c]
7. Assist in the implementation of an agenda management system by July 2020. [4c]
8. Evaluate, repair and expand the City’s fiber network dedicated to City IT assets through June 2021.
[2d, 4c]
9. Install audio/visual equipment in various conference rooms by June 2021. [4c]
10. Assess replacement of data center protected uninterrupted power supply (UPS) systems through June
2021. [4c]
11. Assist efforts to deploy equipment in Council Chambers for new voting technology and adoption for
Council Districts by August 2020. [4c]
12. Enhance and upgrade the City’s website by December 2020. [4c]
13. Continue to enhance information technology security posture through June 2021. [4c]
14. Migrate City’s email system to Microsoft Exchange online by June 2021. [4c]
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FY 21 Budget
15. Assist in the migration from current in-car video to integrated in-car and body-worn video for the Police
Department. [1a, 4c]
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FY 21 Budget
Administration
PROGRAM DESCRIPTION
Library Administration provides planning, direction, management, and ongoing evaluation of the Library
Services Department, seeks and administers library-related grants, and oversees library building
maintenance, remodeling and renovations. Library Administration also coordinates the Volunteer Program
and Literacy Program and serves as liaison to the Library Board of Trustees, the Library Foundation, the
Friends of the Library, and other community support groups.
SERVICE OBJECTIVES
1. Communicate the Library’s vision, mission, and goals to the community via services and facilities.
2. Work with the Library Board of Trustees in the performance of its duties and responsibilities through the
preparation, distribution, and posting of agendas and recording of all Board meetings.
3. Maintain and strengthen relationships and communications among and between the Library’s primary
groups – Trustees, staff, Foundation, Friends, city management, and City Council.
4. Collaborate with the Library’s support groups to strengthen public/private partnerships in order to provide
contributions for library facilities, programs, and services.
5. Implement organizational development, team building, and staff training activities through staff meetings,
task forces, ad-hoc committees, employee 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 2020-21
1. Create descriptions for Library interns, including General, Local History, and Social Media, for
recruitment from local colleges and universities by September 2020. [3e]
2. Investigate alternative platforms to expand the amount of products available for downloadable and
streaming music for Library users by November 2020. [3c]
3. Investigate elimination of extended use fees for Library materials in conjunction with potential automatic
renewals by February 2021. [4b]
4. Implement new Adult Literacy Program book clubs to bring learners together at the Orange Public Library
& History Center and El Modena Branch Library by May 2021. [3b]
5. Continue to train, mentor, and prepare staff for leadership roles as part of the Library’s succession
planning, in conjunction with evaluation of current staffing and organizational models by June 2021. [4d]
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FY 21 Budget
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 2020-21
1. Amend the agreement with Comprise Technologies for pay-for-print kiosks and credit card machines for
Taft and El Modena Branch Libraries and present to Council for authorization by August 2020. [4c]
2. Implement pay-for-print solution for Taft and El Modena Branch Libraries by December 2020. [4c]
3. Work with City Website Committee to complete Library website migration by January 2021. [4c]
4. Implement Data Control from SirsiDynix for maintenance of the patron and bibliographic databases by
April 2021. [4c]
5. Continue cleanup of the patron and bibliographic databases by June 2021. [4c]
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FY 21 Budget
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 2020-21
1. Investigate an electronic, pre-registration library card sign-up kiosk for the Orange Public Library &
History Center in order to reduce service wait time, expedite Library services, and improve the customer
service experience by September 2020. [4c]
2. Produce and implement a Mends manual for Library Pages to enhance proper mending of Library
materials, training, and procedures by January 2021. [4e]
3. Create and implement a Driver Page handbook with delivery routes, safety guide, and job expectations
to help streamline training and deliveries by June 2021. [4e]
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FY 21 Budget
Adult and Branch Services
PROGRAM DESCRIPTION
The Adult and Branch Services Division provides access to library materials and technology in various
formats for adults and also provides programming in order to educate, enrich, entertain, and inform adults.
A History Center with specialized staff and collections provides preservation of, and public access to,
Orange’s unique and important heritage at the Orange Public Library & History Center. The Adult and
Branch Services Division also oversees the Taft and El Modena Branch Libraries.
SERVICE OBJECTIVES
1. Provide reference services for adults at the Orange Public Library & History Center, Taft, and El Modena
Branch Libraries.
2. Maintain a print, digital, and audio-visual collection that provides reading, listening, and viewing materials
including popular non-fiction and support 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 2020-21
1. Identify ways to improve book recommendations for Adult readers in the Library and through the Library’s
website by October 2020. [3b]
2. Explore opportunities and partnerships to enhance citizenship programming and resources at the El
Modena Branch Library by November 2020. [3e]
3. Investigate a partnership opportunity with Chapman University to create a student film collection by
December 2020. [3e]
4. Create and implement a training manual for the Reference staff that includes daily operations, duties,
policies, and procedures by January 2021. [4e]
5. Investigate partnerships with local businesses and organizations to offer Library patrons free or
discounted access to local attractions by May 2021. [3e]
6. Plan, coordinate, and present Heritage Days, a program celebrating Orange history, in partnership with
Library support groups, local historical organizations, and other City departments by June 2021. [5c]
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FY 21 Budget
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 2020-21
1. Assess patrons’ use of physical audio materials and recommend changes to collection development
strategies based on findings by December 2020. [4b]
2. Investigate opportunities to collaborate with local 4-H clubs by December 2020. [3e]
3. Seek out funding opportunities and partnerships to increase the amount of technology-based programs
offered to children and teens by April 2021. [3e]
4. Research and implement “1000 Books Before Kindergarten” literacy program by June 2021. [3b]
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FY 21 Budget
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 2020-21
1. Brainstorm, study, and report options to increase staffing on Truck 1 from three to four persons through
July 2020. [1a]
2. Research ways to enhance the training program, which could include the addition of a Training Battalion
Chief through July 2020. [2a] (Fire.097)
3. Foster outstanding communications throughout the Fire Department through June 2021. [4c]
4. Produce engineered plans for a new Fire Headquarters building for the Water Street property through
December 2020. [4b]
5. Develop future leaders within the Department through training, mentoring, and work-related assignments
through June 2021. [4d]
6. Improve infrastructure of Fire Stations 3 and 5, which are in need of major repairs through September
2020. [4b]
7. Continue to research ways to enhance the wildland fire pre-notification system. [1e]
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FY 21 Budget
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. Strive to control 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 2020-21
1. Conduct annual safety inspections of all personnel, apparatus, and facilities to ensure compliance with
applicable rules, regulations, and industry standards by October 2020. [1b]
2. Pursue all reimbursement due to the City from Strike Team or Overhead Resource assignment
expenditures through June 2021. [2e]
3. Pursue all grant opportunities available to the Fire Department’s mission and administer all awarded
programs through June 2021. [2e]
4. Search out opportunities for increased efficiency and improved service levels in all Fire Department
operations through June 2021. [2b]
5. Plan and coordinate the Fire Department’s role in the design and engineering phase of a new Fire
Headquarters by December 2020. [1b]
6. Continue planning, development, implementation, and coordination with Public Works for the Signal
Preemption program throughout the City through June 2021. [1b]
7. Prepare the Department’s annual budget including any needed revisions by May 2021. [1b]
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FY 21 Budget
Prevention
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 law, public education programs for residents
and organizations in the community, and fire cause/arson investigation policies and procedures. The Fire
Prevention program is managed by the Services Deputy Chief under the direction of the Fire Chief.
SERVICE OBJECTIVES
1. Provide administrative staff assistance to the Fire Chief as directed.
2. 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 City 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 2020-21
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 2020.
[4c]
3. Strive for 100 percent compliance with hazardous material disclosures from regulated businesses by
December 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 2021. [1c, 1e]
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FY 21 Budget
5. Maintain volume of in-house fire plan checks at 70 percent through June 2021. [1a]
6. Enhance and advertise the Fire Department social media platform by December 2020. [1e, 4c]
7. Update the Fire Department's "Ready, Set, Go" campaign to include the Police Department's Evacuation
Plan and "Alert OC" registration information. [1c, 1e]
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FY 21 Budget
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 2020-21
1. Investigate, trial, and purchase new monitor/defibrillators and automatic chest compression devices by
June 2021. [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 2021. [1a]
3. Implement interoperability between electronic patient care records and the electronic medical supply
accountability system by June 2021. [2a]
4. Research and monitor the ability to scale the delivery of EMS with increasing call volume through June
2021. [2b]
5. Increase membership in the Paramedic Subscription Plan through increased visibility, marketing and re-
branding through June 2021. [1a]
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FY 21 Budget
Operations
PROGRAM DESCRIPTION
The Fire Operations program is administered from eight fire stations located throughout the community and
coordinates with the Police Department to form an “all risk” emergency response system. The Fire
Operations program is tasked with responding to, and mitigating fire, medical, physical rescue, explosion,
and hazardous condition emergencies. This program also conducts annual fire safety inspections, public
education, and fire training. Other areas of responsibility include station, apparatus, and equipment
maintenance.
SERVICE OBJECTIVES
1. Maintain appropriate staffing levels to provide emergency services to the public.
2. Manage the budget for Fire Operations in a fiscally responsible manner.
3. Provide the apparatus, equipment, and supplies needed to handle emergency responses.
4. Provide and utilize automatic and mutual aid agreements to/from surrounding communities in
accordance with State and Local agreements.
5. Provide public education programs that will help prevent emergencies and enhance the quality of life
in the community.
6. Provide the safest working environment possible for all personnel.
7. Provide quality improvement reviews for operational effectiveness.
8. Conduct annual pump/ladder/equipment tests for all apparatus.
9. Post Incident Analysis of all command incidents and multi-victim incidents.
10. Provide fire inspections and fire prevention programs to prevent emergencies in the community.
WORK PLAN FOR 2020-21
1. Provide multi-agency and agency-specific in-service training for all department personnel through June
2021. [1a]
2. Provide comprehensive career development training for those seeking promotion using available
funding by June 2021. [4d]
3. Mentor those individuals who seek promotional opportunities with staff rides, live fire, and leadership
training by June 2021. [4d]
4. Hire 8-15 New Firefighters by February 2021. [1a]
5. Provide 1-2 Probationary Firefighter Academies by May 2021. [1a]
6. Promote 5-7 Fire Captains by February 2021. [1a]
7. Promote 2-3 Chief Officers by February 2021. [1a]
8. Promote 3-5 Engineers by February 2021. [1a]
9. Administer a Fire Captain Academy by March 2021. [1a]
10. Administer a Fire Captain Promotional Exam by April 2021. [1a]
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FY 21 Budget
11. Up-fit one new fire engine, Fire Chief Vehicle, a Code 3 utility vehicle, one emergency EMS responder
vehicle, and a Code 3 Passenger Van by June 2021. [1b]
12. Inspect all stations, grounds, and apparatus by November 2020. [1b]
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FY 21 Budget
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 2020-21
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 2021. [1a]
2. Implement new ALS devices/equipment and procedures as directed by Orange County Emergency
Medical Services (OC-EMS) through June 2021. [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
2021. [1a]
4. Continue use of Orange City Fire Department’s Quality Improvement (QI) process to ensure compliance
with OC-EMS standing orders through June 2021. [1a]
5. Continue succession plans to meet the anticipated need for new Paramedics by June 2021. [1a]
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FY 21 Budget
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 2020-21
1. Manage in-service training for department personnel through June 2021. [1a]
2. Coordinate UASI grant funded training through June 2021. [2a]
3. Coordinate and conduct Firefighter, Fire Engineer, and Fire Captain promotional processes with related
academies by June 2021. [1a]
4. Coordinate and conduct two Firefighter recruit academies by June 2021. [1a]
5. Provide safety inspections of fire stations and grounds by October 2020. [1b]
6. Manage the Target Solutions web-based training program through June 2021. [1a]
7. Conduct collaborative Firefighter skills/training/recruit academies with neighboring agencies through
June 2021. [1a]
8. Identify and implement innovative training solutions to train new supervisors for high number of
retirements projected through June 2021. [1a]
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FY 21 Budget
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 2020-21
1. Continue the CompStat crime control model with the goal of effectively and efficiently coordinating
resources to control crime through June 2021. [1a]
2. Develop future leaders within the department through training, mentoring, and work-related assignments
through June 2021. [4e]
3. Utilize the Police Department website, social media platforms, public service announcements, and public
events to provide crime prevention and department information through June 2021. [1e]
4. Continue to monitor department functions and monthly staffing levels, to identify cost-saving
opportunities through June 2021. [2a, 2b]
5. Continue to foster relations with Chapman University Office of Public Safety by providing a department
liaison and holding monthly meetings through June 2021. [1e]
6. Expand the use of Twitter, Instagram, and other appropriate social media to increase communication
with the community through June 2021. [1e]
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FY 21 Budget
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,
armory, cadet program, 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 Police 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 Facility Maintenance and Fleet Services for police facility, vehicle, and related services.
9. Educate the community on police-related topics.
WORK PLAN FOR 2020-21
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 2021. [1a]
2. Hire and train employees to fill all current vacant positions by June 2021. [1a]
3. Maintain focused briefing training series to increase the knowledge base and improve service delivery
by June 2021. [4e]
4. Maintain POST mandated and other applicable training for sworn and civilian employees by June 2021.
[4e]
5. Maintain the deployment of Cadets and provide continuous training and mentorship in preparation for
full-time sworn and civilian positions by June 2021. [1a]
6. Provide two Citizen Academy courses to develop community-police relations, partnerships, and
educate the public by June 2021. [1e]
7. Provide child DNA services at three city-sponsored events by June 2021. [1e]
8. Conduct safety and security inspections at construction sites, schools, residences, and businesses
through June 2021. [1d]
9. Audit the department's Armory by December 2021. [1a, 1b]
10. Replace deteriorated cabinetry throughout the department by June 2021. [1b]
13. Hold 30 Neighborhood Watch meetings by June 2021. [1e]
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FY 21 Budget
14. Acquire, implement, and train employees on a new Mobile Audio & Video and/or Body Worn Camera
system for the patrol fleet by June 2021. [1b]
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FY 21 Budget
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/Vestal), radio, Text-To-911, 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. Efficiently use 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
keep City of Orange residents and businesses safe.
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 2020-21
1. Schedule dispatcher training to comply with bi-annual Continuing Professional Training requirements
offered by Peace Officer Standards and Training resources by June 2021. [4e]
2. Evaluate service levels, personnel deployment, and dispatch schedule effectiveness with each shift
change through June 2021. [1a]
3. Conduct random audio recording audits of phone calls and radio traffic handled by dispatchers to comply
with emergency dispatching standards and protocols by June 2021. [4d]
4. Collaborate with the California Office of Emergency Services, Public Safety Answering Point managers
in the region, and network vendors Atos and CenturyLink to ensure a successful and seamless transition
to the Next-Generation 9-1-1 system by June 2021. [1b, 1c, 4c]
5. Collaborate with neighboring public safety agencies by attending regional meetings and training
seminars through June 2021. [3e, 4d]
6. Continue effective community outreach services and programs to promote public safety through active
participation of Neighborhood Watch, Citizens Academy, National Night Out, and 9-1-1 For Kids through
June 2021. [1e, 4a]
44
FY 21 Budget
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, Criminal Justice
Information System, and National Crime Information Center.
5. Maintain all criminal department warrants in accordance with “due diligence” requirements.
6. Serve as a liaison between the courts, District Attorney's Office, and officers for subpoena service and
mandated court appearances.
7. Maintain, collect, and report statistical information for the uniform crime reports.
WORK PLAN FOR 2020-21
1. Purge all crime cases pursuant to the City's retention schedule for 2011-2012 by June 2021. [4c]
2. Digitize crime cases requiring retention, based on statute of limitations for 2006-2007 by June 2021. [4c]
3. Evaluate records schedule effectiveness and make needed adjustments with each shift change through
June 2021. [1a]
4. Schedule three Records clerk's to attend the Peace Officer Standards and Training Records Clerk
course by June 2021. [4e]
5. Supervisory personnel will attend four California Law Enforcement Association of Records Supervisor
meetings through June 2021. [4e]
6. Evaluate and upgrade the current mobile retractable filing system, currently retaining nine years of
department incident reports, to a more reliable high-density storage system by June 2021. [1b]
45
FY 21 Budget
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, SWAT, Homeless
Engagement and Resource Team, Reserve Officers, Police Service Officers, 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 2020-21
1. Utilize monthly CompStat meetings to proactively analyze and direct the deployment of resources to
efficiently address crime trends through June 2021. [1a]
2. Coordinate and lead two Crime Scene Investigation (CSI) trainings for patrol officers to educate officers
on CSI basics and the latest techniques through June 2021. [1a]
3. Collaborate with the Training Bureau to provide two leadership-training courses for all Sergeants,
Lieutenants, and Corporals to coincide with each shift change through June 2021. [4e]
4. Utilize Patrol's specialized units and regular personnel to conduct regular probation/parole compliance
checks in "hot spot areas" identified by the Crime Analysis Unit in the context of CompStat through June
2021. [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
2021. [3e]
6. Participate in monthly discussions with The Outlets at Orange security staff to maintain a positive
working relationship and share enforcement techniques through June 2021. [3e]
7. Conduct monthly meetings with Chapman University Office of Public Safety to effectively address
student and community relations through June 2021. [3e]
46
FY 21 Budget
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 2020-21
1. Conduct four presentations on current fraud trends to residents and businesses by June 2021. [1e]
2. Conduct “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 2021. [1a]
3. Conduct one public presentation to the Orange Unified School District on the topic of School Violence,
Safety, and Security by June 2021. [1e]
4. Participate in the Orange County District Attorney’s Gang Reduction Intervention Partnership program
with five identified schools through June 2021. [1e]
5. Support patrol during crime trend operational periods and document activity for the Crime Analyst
through June 2021. [1a]
6. Conduct four in-house training exercises on domestic violence investigations at patrol briefings by June
2021. [1a]
7. Receive quarterly in-house training on topics directly related to investigations (search warrants,
interviews, interrogations, case management, digital evidence, etc.) by June 2021. [4e]
47
FY 21 Budget
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 with criminal street gang affiliation and suppressing graffiti activity through
prevention and investigation. Additional responsibilities include enforcing gang injunction violations,
working with the Orange Unified School District (OUSD) and the District Attorney’s Office with the Gang
Reduction Intervention Program (GRIP), and educating the public on gang activity and prevention methods.
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.
8. Create and foster partnerships with community members to encourage reporting and enhance police
response to gang activities.
WORK PLAN FOR 2020-21
1. Conduct at least four surveillance operations of frequently vandalized locations within the City to
apprehend the offenders involved through June 2021. [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 2021. [1e]
3. Complete three probation compliance operations of known taggers in the City through June 2021. [1a]
4. Complete at least two gang injunction compliance checks through June 2021. [1a]
5. Conduct 200 probation or parole searches on known gang members and their associates, including
gang-related juveniles through June 2021. [1a]
6. Assist allied law enforcement agencies with criminal investigations, warrant services, probation and
parole searches, or other gang enforcement activity through June 2021. [3e]
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FY 21 Budget
7. 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 2021. [1a]
8. Conduct three gang education and prevention presentations to community groups by June 2021. [1e]
49
FY 21 Budget
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 2020-21
1. Conduct two ABC alcohol decoy operations by June 2021. [1a]
2. Conduct 40 probation checks for individuals with prior narcotic offenses by June 2021. [1a]
3. Conduct two tobacco decoy operations, one by December 2020 and one by June 2021. [1a]
4. Conduct four massage parlor inspection operations to ensure compliance with all state and local laws
by June 2021. [1d]
5. Conduct four briefing training exercises for patrol in the area of narcotic operations and current drug
trends through June 2021. [1a]
6. Assist patrol with crime reduction efforts as needed through June 2021. [1a]
7. Complete annual address verification for registered sex offenders by June 2021. [1e]
8. Deploy GPS technology as an investigative measure to identify criminals within the City by June 2021.
[1a]
9. Conduct quarterly compliance checks of liquor licenses and Conditional Use Permits, and monitor
special events at all ABC-licensed establishments through June 2021. [1a]
50
FY 21 Budget
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 2020-21
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 2021. [1b]
2. Complete an inventory of the Property/Evidence outdoor storage containers by June 2021. [1b]
3. Complete and submit latent prints to Orange County Crime Lab (OCCL) CAL-ID as quickly as practical.
The County notifies the Forensic Services Unit who notifies the appropriate investigator and supervisors
each time a suspect is identified through June 2021. [1a]
4. Conduct crime-scene related trainings for personnel of the Field Services Division. Training will address
the areas of evidence collection, photography, DIMS, and general CSI by June 2021. [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 2021. [1b]
6. Annual audit and comparison of 2019-2020 latent print exams performed by contracted OCCL fingerprint
analyst by June 2021. [1a]
7. Liaison with the OCCL to maintain the department's contract for enhanced fingerprint examination and
related services by July 2021. [1a]
51
FY 21 Budget
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
Program and Investigative Division standards.
WORK PLAN FOR 2020-21
1. Department-wide implementation of Crossroads Traffic Collision database software to produce reports
and analyze data to effectively direct enforcement efforts through June 2021. [1a]
2. Partner with Public Works Traffic Division to manage and prevent traffic collisions through June 2021.
[1a]
3. Provide monthly traffic reports that document collision, DUI arrests, and enforcement data during
CompStat meetings through June 2021. [1a]
4. Conduct eleven DUI/driver’s license checkpoints as required by the Office of Traffic Safety (OTS) grant
through June 2021. [1e]
5. Complete twelve DUI saturation patrols as required by the OTS grant through June 2021. [1e]
6. Conduct forty traffic enforcement operations in support of Distracted Driving Awareness, Motorcycle
Safety, and Click-it-or-Ticket campaigns by June 2021. [1e, 2e]
7. Participate in three commercial countywide enforcement checkpoints through June 2021. [1e, 3e]
8. Participate and provide semi-monthly skills training for motor officers that promote and enhance general
riding and safety through June 2021. [4e]
9. Provide training to crossing guard personnel to become well versed in procedures associated with
crossing guard services through June 2021. [4e]
10. Conduct random crossing guard audits to assure crossing guard services are being delivered properly
and courteously through June 2021. [1a]
52
FY 21 Budget
11. Conduct monthly audits to review and examine all open traffic cases by June 2021. [1a]
53
FY 21 Budget
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 2020-21
1. Facilitate two EOC related training or table-top exercises for all City of Orange EOC responders by June
2021. [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 2021. [1c]
3. Continue participation and education in the Terrorism Liaison Officer Program to maintain 50 percent of
sworn personnel through quarterly training exercises specific to terrorism and homeland security by June
2021. [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 2021. [1e]
5. Participate in operational area preparedness drills and exercises to plan for disasters and emergencies
the City of Orange may encounter through June 2021. [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 2021. [1c]
54
FY 21 Budget
Administration
PROGRAM DESCRIPTION
This program provides management and staff support to achieve the Department’s mission statement and
support all departmental activities including budget, personnel, 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, organizational studies, clerical support, filing, and public counter support.
3. Prepare the annual departmental budget and supporting documents as aligned with the City's budget
timeline 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 the progress of all departmental goals and objectives and coordinate new goals for the following
fiscal year.
WORK PLAN FOR 2020-21
1. Continue to assess the Department’s current asset management activities and set goals for future asset
management needs by June 2021. [2d]
2. Submit annual report for solid waste diversion to the California Department of Resources Recycling
and Recovery by August 2020. [2a]
3. Review annual Maintenance Management System plans and meet as needed with all maintenance
divisions to review plan progress through June 2021. [4c]
4. Coordinate the submittal of grant applications and administer successful grant awards through June
2021. [2a]
5. Execute an outreach and strategic plan to assist the City’s commercial and multifamily solid waste
accounts in response to legislation approved by the Governor regarding organics and recycling through
June 2021. [2d]
6. Bring forth ordinance changes and enforcement polcies that align with Senate Bill 1383 and other state
mandates. [2d]
7. Continue to assess the existing Public Works electronic databases and provide recommendations
through June 2021. [3e]
8. Participate in North Orange County Coalition: Energy Partnership to focus on finding energy efficiency
projects for City facilities and infrastructure through June 2021. [2d]
9. Assess Corp Yard functionality and provide recomendations with a focus on capacity and efficiency by
June 2021. [2e]
10. Administer the solid waste and street sweeping franchsie agreement through June 2021. [2d]
55
FY 21 Budget
Engineering and Construction Management
PROGRAM DESCRIPTION
This program provides design, inspection, and construction management for public improvements. Real
estate and property management services include appraisals and disposal of real property, preparation of
maps and other special studies necessary to support departmental and city programs. This program also
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 all county, state, and federal reports.
6. Acknowledge all Public Works inquiries within one business day and strive for resolution or response
within 72 hours.
7. Provide engineering services for capital improvement projects to other city departments .
8. Provide contract administration and construction inspection for all public improvements, grading permits,
and encroachment permits.
9. Complete all property sales and acquisitions on time and within budget.
WORK PLAN FOR 2020-21
1. Update the Pavement Management Plan through June 2021. [1b, 2d]
2. Provide project management and engineering support for the new Fire Station 1 and Headquarters
project through June 2021. [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 through June 2021. [3a, 3d]
4. Schedule and complete annual pavement maintenance projects by June 2021. [1b, 4b]
5. Examine the sewer hot spots list and select segments for replacement by March 2021. [1b, 4b]
6. Complete federal and state funded grant projects through June 2021. [3a]
7. Pursue grant opportunities from OCTA's Measure M2, state and federal agencies, and other available
external funding options through June 2021. [2a, 2b]
8. Complete rehabilitation on eight city bridges by June 2021. [2d]
9. Complete Fire Station 2 apparatus bay by July 2020. [1b, 4b]
10. Complete Engineering Phase of critical intersection widening at Cannon Street & Serrano Avenue by
June 2021. [1b, 4b]
56
FY 21 Budget
Development Services & GIS
PROGRAM DESCRIPTION
This program provides engineering services for public and private improvements, 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, 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 (three weeks for first plan check) and accurately calculate all fee payments and respond to
permit applicants on schedule.
3. Review and approve permit applications for all public utility and construction activities on public 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's address
database of street name and house number assignments.
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.
WORK PLAN FOR 2020-21
1. Review submittals for developments including parcel and tract maps, grading, and other infrastructure
improvements through June 2021. [1d, 3c]
2. Manage a GIS for atlas maps and infrastructural databases including updates and continue user
implementation phase to the upgraded Local Government Model through June 2021. [4b, 4c]
3. Update sewer, storm drain, and water databases throughout the City by June 2021. [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 2021. [3a]
5. Organize engineering project central files including scanning, filing, and record management through
June 2021. [4b, 4c]
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FY 21 Budget
6. Review and process encroachment permit applications by utility companies and private developments
by June 2021. [1b, 1d, 4b]
7. Collaborate with Community Development's Building Division in transittioning to a new permitting and
plan check system by June 2021. [1d, 4b, 4c]
8. Upgrade and update sewer video inspection system and database by June 2021. [1d, 4b, 4c]
9. Create and implement the Citizen Reporter application to allow the public to submit non-emergency
problems from a smart phone, tablet, or computer. [4c]
10. Create an ArcGIS Tracker application to track the location of Fire Department assets and report the
satus via a dashboard application on a smart device. [4c]
11. Expand the use of asset tracking and data collection by Public Works field crews via the collector
application on smart devices. [4c]
58
FY 21 Budget
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's health, safety, and welfare.
2. Acknowledge all inquiries within one business day of receipt and strive for response or 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 2020-21
1. Continue implementing maintenance management plans for the Old Towne Plaza and newly
constructed Metrolink Parking Structure utilizing both city crews and contractual services to enhance
and provide added care through June 2021. [2b]
2. Manage custodial services and Old Towne Plaza steam cleaning contracts through June 2021. [4b]
3. Continue to assess methods for an efficient and effective Plaza closure plan through June 2021. [1b]
4. Coordinate with the Engineering Division to prepare plans and specifications for capital projects
involving sewer main replacement, strorm drain replacement, pavement slurry sealing, asphalt overlay,
sidewalk, American with Disabilities Act ramp, and curb and gutter repair through June 2021. [1b, 3a]
5. Patch and repair two million square feet of street utilizing both city crews and contract construction by
June 2021. [1b, 3a]
6. Repair two miles of sidewalk and two miles of curb and gutter utilizing both city crews and contract
construction by June 2021. [1b]
7. Expediently track and remove graffiti throughout the City through June 2021. [4b]
8. Maintain traffic signs, street name signs, and pavement markings to be compliant with the Manual on
Uniform Traffic Control Devices and Federal Highway Administration which outlines reflective sign
requirements and standards by June 2021. [1b]
9. Implement division-wide training programs through June 2021. [4e]
10. Inspect and install banners as requested through June 2021. [1b]
11. Assist in the production of City events and the implementation of emergency road closures through
June 2021. [1b]
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FY 21 Budget
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. Annually review 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 2020-21
1. Prepare and submit the annual Performance Evaluation Assessment report to comply with storm water
permit requirements by November 2020. [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 2021. [3b]
3. Inspect food service establishment sites (approximately 500) to comply with current waste discharge
permit requirements by June 2021. [3b]
4. Respond citywide to surface water quality complaints by June 2021. [3b]
5. Inspect 25,000 lineal feet of open drainage channels by August 2020. [3c]
6. Review new development Water Quality Management Plans as needed by June 2021. [3c]
7. Analyze revised fecal coliform total maximum daily loads by June 2021. [3b]
8. Assess revised nutrient total maximum daily loads by June 2021. [3b]
9. Provide training to city departments on new NPDES requirements by June 2021. [3c]
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FY 21 Budget
Refuse and Sanitation Services
PROGRAM DESCRIPTION
This program provides sanitation services to residential and commercial properties, including street
sweeping, sewer and storm drain maintenance, weed abatement, and environmental compliance & code
enforcement. The program also manages the City’s solid waste and street sweeping franchise agreement,
administers various grants, and operates a public education program for solid waste, hazardous waste,
organic recycling, edible food recovery, and recycling.
SERVICE OBJECTIVES
1. Administer the citywide solid waste and street sweeping franchise agreement 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 solids, liquids, organics, and hazardous wastes generated by the City.
3. Regularly conduct CCTV video inspections, cleaning, and service as required of the City’s sanitary sewer
and storm drain systems.
4. Acknowledge all complaints within one business 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. Ensure street sweeping of all public streets, bike lanes, municipal parking lots, and alleys in accordance
with established performance standards.
8. Replace deficient, aging, or damaged sewer and storm drain lines.
WORK PLAN FOR 2020-21
1. Clean 700,000 linear feet sewer of main lines and video inspect up to 90,000 linear feet of sewer main
lines by June 2021, utilizing both City crews and contractor services. [1b]
2. Clean 200 catch basins for storm water quality by June 2021. [1b]
3. Complete 3,000 sanitation and right-of-way related inspections for trash service, news racks,
encroachments, and nuisance abatements in the public rihgt-of-way by June 2021. [3b, 3c]
4. Coordinate with the Engineering Division in the preparation of plans and specifications to replace
deficient sewer mains and storms drains by June 2021. [2d]
5. Implement division-wide training programs by June 2021. [4e]
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FY 21 Budget
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, when 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 2020-21
1. Complete 1,200 preventative vehicle maintenance services and 2,000 repairs to the City’s fleet by June
2021. [1b]
2. Continue to integrate the fuel management system into the City’s vehicle maintenance in current asset
management software through June 2021. [2d]
3. Develop a vehicle-purchasing schedule for annual vehicle replacements by February 2021. [2d]
4. Complete all standard budgeted vehicle replacement purchases by June 2021. [2d]
5. Dispose of surplus vehicles and equipment in a timely fashion to maximize salvage value by June 2021.
[2d]
6. Implement division wide training programs by June 2021. [4e]
7. Continue to evaluate opportunities to purchase alternative fuel vehicles through June 2021. [3b]
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FY 21 Budget
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 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 one business day and strive for resolution or response
within 72 hours
4. Assist all departments with the development of building capital improvement requests.
5. Provide cost-effective maintenance programs to assure the satisfaction, reliability, and performance of
building-related facilities.
WORK PLAN FOR 2020-21
1. Use the Facilities Master Plan to plan and budget maintenance work as necessary by June 2021. [2d]
2. Administer all facility annual service contracts by June 2021. [1b]
3. Coordinate and implement building improvements and facility modifications by June 2021. [1b]
4. Perform general maintenance and repairs for all public buildings and appurtenant facilities by June 2021.
[1b]
5. Conduct periodic building inspections to better maintain facilities and provide exceptional customer
service through June 2021. [1b]
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FY 21 Budget
Transportation Planning
PROGRAM DESCRIPTION
This program identifies current and future transportation system needs and implements programs to meet
those needs for 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 one business day and strive for a resolution or response within
72 hours.
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 development traffic impacts are analyzed and
mitigated accordingly.
8. Prepare and submit county, state, and federal reports.
WORK PLAN FOR 2020-21
1. Provide staff support to the City Traffic Commission through June 2021. [1b]
2. Identify priorities to improve traffic safety and circulation for the City’s FY21 Capital Improvement Plan
through June 2021. [4d]
3. Pursue grant opportunities through OCTA's Measure M2, State's Active Transportation Program (ATP),
Federal's – Highway Safety Improvement Program (HSIP), and other available external funding
opportunities through June 2021. [1b, 3d]
4. Provide staff support to review and develop traffic control requirements for special events and
construction projects through June 2021. [1b]
5. Prepare Local Roadway Safety Plan to provide a framework to identify, analyze, and prioritize roadway
safety improvements on city streets through June 2021. [1b]
6. Perform required traffic data collection, including citywide traffic counts and speed surveys, needed to
maintain grant funding eligibility and enforceable speed limits through June 2021. [1b]
7. Conduct traffic investigations in response to resident and motorist input and, where appropriate,
recommend and implement operational changes through June 2021. [1b]
8. Perform a comprehensive review and update of the City's TSIP fees to better align with the city's future
infrastructure needs by June 2021. [1b, 2b]
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FY 21 Budget
9. Participate in project development activities to represent the City's interests on interagency regional
transportation planning and design projects through June 2021. [1b, 4d]
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FY 21 Budget
Traffic Operations
PROGRAM DESCRIPTION
This program plans, designs, installs, maintains, operates, and repairs traffic signals, street lighting, warning
beacons, and other electrical traffic control and safety devices in the roadway, providing for efficient
operation of the City’s traffic and transportation system. This program is also responsible for overseeing
and expanding the City's traffic signal communications network, providing for traffic signal synchronization
on critical corridors, and operating the City’s Traffic Management Center.
SERVICE OBJECTIVES
1. Maintain the highest level of safety and efficiency for the traffic control system of the City through a
vigorous maintenance, repair, and replacement program.
2. Promote the utilization of advanced state-of-the-art technology to operate and monitor the City’s
transportation system.
3. Acknowledge all citizen inquiries within one business day and strive for resolution or response within 72
hours.
4. Prepare and submit county, state, and federal reports.
WORK PLAN FOR 2020-21
1. Implement additional wireless and fiber optic communication links between traffic signals, video
cameras, and the Traffic Management Center (TMC) through June 2021 [4d]
2. Maintain monitoring and preventive maintenance program for traffic signals, street lights, and flashing
beacons through June 2021. [1b]
3. Provide timely corrective maintenance of traffic signal equipment, street lights, and traffic signal
communications system on an as-needed basis through June 2021. [1b]
4. Manage traffic signal controller and TMC equipment upgrades through June 2021. [4d]
5. Implement OCTA-funded multi-jurisdictional traffic signal synchronization projects along Katella
Avenue, Garden Grove Boulevard and Main Street by June 2021. [4d]
6. Implement traffic signal improvements at three intersections at Glassell Street & Walnut Avenue,
Chapman Avenue & James Street, and Chapman Avenue & Batavia Street; an intersection modification
of the Katella Avenue & Struck Avenue in order to add a fourth leg; and upgrade of traffic signal
equipment at the Tustin Street & La Veta Avenue intersection through June 2021. [4d]
7. Implement 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 2021. [4d]
8. Design and construct a new traffic signal at the intersection of Palm Avenue and Lemon Street by June
2021. [1b]
9. Design a new traffic signal at the intersection of Glassell Street and Palmyra Avenue by June 2021.
[1b]
10. Replace aging streetlight fixtures and equipment under the ongoing streetlight replacement program
through June 2021. [1b]
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FY 21 Budget
Water Engineering and Production
PROGRAM DESCRIPTION
This program ensures that the City’s residents, visitors, and businesses 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
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 one business day and strive for a resolution or response within
72 hours.
WORK PLAN FOR 2020-21
1. Complete the drilling phase of Water Well 28 as part of the on-going groundwater development program
and develop a pocket park that highlights Orange's history and enhances the Old Towne Plaza area by
June 2021. [1b, 3a]
2. Complete the Supervisory Control and Data Acquisition system to current water standards to provide
for a more advanced automatic telemetry system by June 2021. [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 2021. [1b]
4. Design Water Well 29 as part of the on-going groundwater development program through June 2021.
[1b, 3a]
5. Turn off water production equipment during peak time of use to save on electricity costs by June 2021.
[1b]
6. Conduct Risk and Resilience Assessment of the water system and an develop Emergency Response
Plan per the American Water Infrastructure Act by June 2021. [1b, 4b]
7. Update and distribute the annual water quality Consumer Confidence Report by June 2021. [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 2021. [1b, 4b]
9. Keep and maintain comprehensive records of all water production for wells, imported water
connections, pump stations, interties, and flow control facilities through June 2021. [1b, 4b]
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FY 21 Budget
10. Continue to develop water conservation programs with the Municipal Water District of Orange County
and promote water conservation through city publicity mediums by June 2021. [3e]
11. Continue to monitor and perform rehabilitation to water production wells and to ensure their availability
during peak demand periods by June 2021. [1b]
12. Evaluate well head treatment options with the Orange County Water District regional program to clean
up the groundwater basin by June 2021. [1b]
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FY 21 Budget
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 one business day and strive for resolution or response within 72
hours.
3. Ensure the satisfactory performance of all meters, valves, and fire hydrants.
WORK PLAN FOR 2020-21
1. Replace 1,800 small meters per year as part of the 15-year small meter replacement program by June
2021. [1b]
2. Test and calibrate large meters that are 3” and above as part of a three-year program through June
2021. [1b]
3. Retrofit meters to radio-read at specific locations and maintain all network data collectors as part of the
Advance Metering Infrastructure system by June 2021. [1b]
4. Conduct daily security and technical inspections to all water facilities through June 2021. [1b]
5. Conduct annual fire hydrant flushing and flow tests, including data collection for GIS and asset
management by June 2021. [1b]
6. Recoat and repaint 1,100 fire hydrants by June 2021. [1b]
7. Proactively replace or renew water service line laterals before street renovation projects by June 2021.
[1b]
8. Perform annual maintenance of automatic control valves at various water facilities such as wells, pump
stations, and pressure reducing stations by June 2021. [1b]
9. Exercise and lubricate all plug valves in the distribution system by June 2021. [1b]
10. Perform annual inspection and repair of the corrosion protection systems for steel water tanks by June
2021. [1b]
11. Install a National Pollution Discharge Ellimination System cover for material storage bins by June 2021.
[1b]
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FY 21 Budget
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 service to users of the Department.
5. Maintain or enhance regular communication between Community Development staff and other
development-related departments.
6. Conduct department meetings to keep all employees updated on administrative changes,
projects/activities, and other issues.
7. Ensure that all staff receive training and stay current with changes in the development industry.
WORK PLAN FOR 2020-21
1. Continue to evaluate and implement methods to simplify the development review process through June
2021. [2e]
2. Utilize cost-effective training opportunities through coordination with local professional organizations
and webinars that address pertinent topics of interest that will advance staff’s understanding of job
parameters through June 2021. [4e]
3. Brief the City Council and Planning Commission on upcoming planning and development issues on an
ongoing basis through June 2021. [4a]
4. Track activity levels regarding development projects and workload demands on an ongoing basis and
analyze creative solutions to staffing constraints through June 2021. [4a]
5. 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 2021. [2e]
6. Evaluate and implement technology solutions to improve the customer experience and employee
productivity through June 2021. [4c]
7. Implement an employee recognition program to support positive staff morale through June 2021. [4d,
4e]
8. Continue development of 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 2021. [5b]
9. 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 2021. [4b]
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FY 21 Budget
10. Make significant progress in the scanning of large scale plans and re-indexing of scanned Laserfiche
records to improve searchability of archived files and document cross-referencing through June 2021.
[4c]
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FY 21 Budget
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 informational and analytical land use, environmental and demographic information to
the public, and city staff in order to facilitate an ongoing understanding of the community, as well as the
physical conditions affecting growth and change in Orange.
SERVICE OBJECTIVES
1. Maintain and implement the City’s General Plan as a long-term visionary document to guide City
decision-making that benefits residents and businesses while improving the quality of life in Orange.
2. Develop and revise City standards, guidelines, and public education materials related to land use and
environmental conditions so that policies and practices are relevant, legally adequate, and internally
consistent. Ensure that they are aligned with the City’s long-term quality of life and economic
development objectives for guiding positive changes to the physical environment and 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
making 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 2020-21
1. Make substantial progress on the state mandated update to 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 2021. [3c]
2. Make substantial progress on SB2 Grant funded projects intended to facilitate and streamline housing
development by preparing a specific plan for North Tustin Street, a small lot subdivision ordinance, and
transfer of development rights ordinance through June 2021. [2e, 3c]
3. Continue focused amendments to streamline the Zoning Ordinance related to development standards
and review processes, landscape requirements, sound wall height, and refinement of the land use matrix
in order to make the code a more user-friendly and effective document through June 2021. [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 2021. [2d]
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FY 21 Budget
5. Ensure completion of environmental review/compliance for various Capital Improvement Plan (CIP)
projects including fire stations, water wells, parks, and street infrastructure projects through June 2021.
[2d]
6. 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 2021. [3c]
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FY 21 Budget
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 approaching each question or case in a
solution-oriented manner with emphasis on the customers’ development goals and ensuring that
handouts and public information materials are clear, user-friendly, and easily accessible both at the
public counter and on the City’s website.
2. Respond in a timely and solution-oriented manner to Orange residents, businesses, developers, other
agencies, city departments, and other members of the public through phone calls, written requests,
emails, and the approximately 5,000 personal interactions at the front counter. Specifically:
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. Provide pre-application assistance in coordination with staff from other departments involved in
development review and Economic Development staff in order to facilitate new business and property
reinvestment.
4. Guide applicants through the City’s development review process and project manage City review of
development projects with other City departments for compatibility with regulatory documents through
the weekly Streamlined Multi-Disciplinary Accelerated Review Team (SMART) project review meetings.
5. Balance the application of the provisions of the Zoning Code and other adopted documents with
customer development goals and City expectations.
6. Conduct approximately 40 Planning Commission and DRC meetings annually and provide staff to
additional City Council and Zoning Administrator meetings as needed to review, rule, or make
recommendations on land use proposals and development projects to ensure that new developments
are well planned, well designed, and consistent with good planning principles.
7. Process Mills Act contracts and perform at least 40 required annual inspections on existing Mills Act
contracts.
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FY 21 Budget
8. Provide necessary support to the Planning Commission recommendations to the City Council on the
adoption and maintenance of the City’s General Plan, Zoning Ordinance, and designated discretionary
development projects involving land use.
9. Hold study sessions with the Planning Commission and DRC as needed to review and develop policies
addressing land use issues of special significance to the City.
10. 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.
11. Provide support to other city departments regarding land use matters and Code interpretations involving
business licenses, capital projects, and private property matters.
12. Maintain 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.
WORK PLAN FOR 2020-21
1. Serve approximately 5,000 customers at the front counter and guide the applicants of the expected 100
projects through the City’s development review process to provide timely and accurate entitlement case
processing through June 2021. [4b]
2. Continue to streamline and improve the public’s understanding of the development review process
through better use of technology including making the Land Use Application a fillable form and
developing informational handouts that address recent code updates for easy online access through
June 2021. [4b]
3. Continue to improve access to property information by improved cross-referencing between archived
paper records and the City’s permit tracking and LaserFiche systems, and integration of property records
into the City’s GIS program through June 2021. [2e, 4b]
4. Implement two Mills Act contract cycles per year through June 2021. [5b]
5. Continue conducting state-required periodic inspections of participating Mills Act properties for
conformance with contract-listed improvements through June 2021. [5b]
6. 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
2021. [5b]
7. Develop self-guided walking tour materials for the Cypress Barrio in a printed and/or web-based format
through June 2021. [5a]
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FY 21 Budget
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. These inspections are conducted in order to verify that the construction work is in
conformance with City building codes and the plans approved in plan check. Additionally, inspection staff
work closely with other City 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 our 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 of our customers.
5. Develop knowledge of the latest code updates and new materials through the International Code Council
(ICC) and the National Fire Protection Association (NFPA) code seminars and professional
organizations in order to provide technically accurate service.
6. Efficiently maintain accurate inspection records through the use of the City’s Trakit database system.
WORK PLAN FOR 2020-21
1. Complete approximately 25,000 inspection stops: 12,500 by December 2020 and another 12,500 by
June 2021. [4b]
2. Develop knowledge of 2019 California Building Codes through obtainment of new Code books and
attending training provided by in-house, California Building Officials (CALBO), and ICC through June
2021. [4e]
3. Expand accessibility training opportunities to inspectors with the goal of additional Certified Access
Specialist (CASp) personnel through June 2021. [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
2021. [1b]
5. Provide a comprehensive and comparative building inspection activity report to the City Manager by
August 2019 with an update by February 2021. [1a]
6. Enhance Disaster preparedness by reviewing and updating past policies and procedures through June
2021. [1a, 1c]
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FY 21 Budget
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 2020-21
1. Process approximately 2,000 Code Compliance cases: 1,000 by December 2020 and another 1,000 by
June 2021. [4b]
2. Assist approximately 1,400 Code Compliance related visits to the front counter through June 2021. [4b]
3. Coordinate the special event permit application process, with emphasis on providing other City
departments with needed information of special events held in the Old Towne area. Facilitate the
issuance of permits, compliance with requirements, and communication with applicants by June 2021.
[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 2021. [2a, 4e, 5b]
5. Increase paperless operations by migrating case management solely onto TRAKiT to reduce workload
redundancy by June 2021. [4c]
6. Explore alternative enforcement options with City Attorney’s office to increase efficiency through June
2021. [1a]
7. Meet with Community groups such as Old Towne Preservation Association (OTPA) to develop effective
strategies to help maintain historic resources by June 2021. [4a, 4b, 4c]
8. Provide a comprehensive and comparative Code Compliance activity report to the City Manager by
August 2020 and an update of the report to the City Manager by February 2021. [4a]
9. Participate in city sponsored events through June 2021. [4b]
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FY 21 Budget
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 2020-21
1. Process approximately 3,000 building permits: 1,500 by December 2020 and another 1,500 by June
2021. [4b]
2. Serve approximately 7,500 customers at the public counter: 4,000 by December 2020 and another 3,500
by June 2021. [4b]
3. Continue to utilize permit technicians to conduct at minimum 200 simple or smaller plan checks by June
2021. [4b]
4. Continue to implement digital plan and permit application submittal and review and work to enhance this
process with new technology through June 2021. [4b]
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FY 21 Budget
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 2021. [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 2021. [4e]
7. Provide a comprehensive and comparative Permit Services activity report to the City Manager by August
2020 with an update by February 2021. [4a]
8. Complete approximately 600 plan checks: 300 by December 2020 and another 300 plan checks by June
2021. Oversee the work of contract plan check consultants on an as-needed basis through June 2021.
[4b]
9. Attend SMART meetings through June 2021. [4e]
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FY 21 Budget
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 2020-21
1. Complete and submit the Program Year 2019 Consolidated Annual Performance and Evaluation Report
to the U.S. Department of Housing and Urban Development (HUD) by September 2020. [3e]
2. Provide administrative oversight of the Program Year 2020 CDBG Program and HOME Program through
June 2021. [3e]
3. Solicit and review up to 10 to 15 funding requests from nonprofit agencies and city departments for the
Program Year 2021 CDBG by January 2021. [3e]
4. Conduct three public meetings and two technical assistance trainings for the Program Year 2021 CDBG
Program by May 2021. [4a]
5. Complete and submit the 2021 Action Plan to HUD by May 2021. [3e]
6. Monitor three HOME-funded affordable housing projects for compliance with the affordability agreement
through June 2021. [3c]
7. Monitor three CDBG subrecipients for compliance with CDBG program regulations through June 2021.
[3e]
8. Provide technical guidance to nonprofit entities and various City Departments to ensure program
compliance through June 2021. [3e]
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FY 21 Budget
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 2020-2021
1. Continue to actively seek alternative funding mechanisms for projects, programs, and services through
June 2021. [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 2021. [2e]
3. Coordinate with other city departments to 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 2021.
[4b]
4. Explore ways in which technology can increase the efficiency and effectiveness of the Department
through June 2021. [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 2021. [2d]
6. Manage Community Services web pages on the City website, ensuring timely and accurate information
to the public through June 2021. [4c]
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FY 21 Budget
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 City and respond when appropriate.
WORK PLAN FOR 2020-2021
1. Expand the City’s social media reach, including expanding to additional platforms where appropriate
through June 2021. [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
2021. [4a]
3. Administer and edit four issues of Our Orange through June 2021. [4a]
4. Assist in the production of the City’s Team Orange employee bi-monthly electronic newsletter through
June 2021. [4c]
5. Partner with city departments to increase public awareness of good stewardship of city tax dollars
through June 2021. [4d]
6. Assist in the procurement and production of the City’s new website to ensure access to helpful and
timely information to the public through June 2021. [4c]
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FY 21 Budget
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
much-needed recreation options that are high-quality and safe.
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. Operate three summer day camps and one Teens-4-Team Orange summer camp, and excursions for
over 1,500 youth participants.
4. Maintain three 10-week recreation class sessions and one 14-week recreation class session of quality
contract classes for over 4,200 participants.
5. Process over 1,800 permits and monitor over 15,000 bookings for park buildings, fields, picnic shelters
and open space reservations utilized by the general public.
WORK PLAN FOR 2020-2021
1. Evaluate current class offerings and identify new ones to ensure the needs of the community are met
through June 2021. [4b]
2. Create tutorial material to assist customers with navigating through the CivicRec recreation software and
easily register for online services by March 2021. [4b]
3. Continue to partner with the City’s Gang Reduction Intervention Program and promote youth programs
through June 2021. [3b]
4. Continue to enhance existing Teen Action Committee to include activities created and promoted by the
teens through June 2021. [3e]
5. Plan and execute the relocation of Handy Day Camp due to the Handy Park Renovation project by June
2021. [3a, 3b]
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FY 21 Budget
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 680 teams, in which approximately 10,930 adults participate.
2. Coordinate the use of city athletic fields by approvedOrange community youth groups ensuring equitable
distribution and a priority for resident recreation-based programs.
3. Process/manage approximately 200 athletic field permits from approved Orange community youth
groups, youth/adult sports leagues, and the general public.
4. 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.
5. 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 400 participants for swimming
lessons,youth swim team, and youth water polo.
6. Execute four seasons of an adult basketball league in which approximately 194 teams and 1,552 adults
participate.
7. Provide indoor open gym pickleball and basketball play for 4,680 participants.
8. 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 2020-2021
1. Evaluate options to contract the City adult basketball league by December 2020. [3b]
2. Research opportunities to offer a family friendly evening swim event by March 2021. [3b]
3. Research additional sports leagues and activities to use gym space at the Sports Center at Grijalva Park
by December 2021. [3a]
4. In partnership with Stop Drowning Now and the Orange County Drowning Prevention Task Force, host
an anti-drowning event at Hart Park pool by June 2021. [1c, 3e]
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FY 21 Budget
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 2020-2021
1. Identify new 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 2021. [3e]
2. Achieve a sponsorship goal of raising $110,000 for the 2020 Special Event Season by December 2020.
[3e]
3. In partnership with the Orange County Healthcare Agency, develop procedures that the City’s
participating nonprofit organizations can follow so they are compliant with current health codes by June
2021. [3e]
4. Evaluate options to update the Treats in the Streets Old Towne merchant marketing décor by September
2020. [3e]
5. Research stage options for all City special events, considering cost, logistics, and safety by August 2020.
[3e]
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FY 21 Budget
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:
a. Master Plan of Parks, Recreation, and Facilities;
b. Open Space/Conservation Elements of the Orange General Plan that describe Park and Trails
Development;
c. Recreational Trails Master Plan; and
d. 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 2020-2021
1. Complete installation of shade sails at El Camino Park over the tot lot by June 2021. [3a]
2. Complete design in preparation for initiation of construction for the Handy Park Maintenance
Renovation by June 2021. [3a]
3. Initiate replacement of the tennis court sports lighting at El Camino Park, considering energy efficiency
for cost savings and potential rebate programs by June 2021. [3a]
4. Initiate the phased maintenance renovation at El Modena Park focusing on irrigation improvements by
June 2021. [3a]
5. Complete electrical panel replacement at Killefer Park and McPherson Athletic Center by December
2020. [3a]
6. Complete renovation of the highly used kitchen at Olive Park, with new appliances, flooring, countertops
and refinished cabinets by June 2021. [3a]
7. Initiate design for the Park Monument and park Entry Sign Replacement project at Eisenhower, El
Modena, El Modena Basin, La Veta, and Hart Parks by June 2021. [3a]
8. Continue to pursue in-fee ownership of the sections of Hart and Handy Park currently owned by
CalTrans by June 2021. [3a]
9. Complete energy efficiency improvements at Hart Park, improving electricity usage by June 2021. [2a]
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FY 21 Budget
10. Complete installation of a separate irrigation controller, allowing electronic activation of the irrigation
system for the two softball fields, at Steve Ambriz Memorial Park by June 2021. [3a]
11. Initiate evaluation of all restrooms at all City park facilities in order to develop a scope for renovation in
subsequent years by June 2021. [3a]
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FY 21 Budget
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, Santa Fe Depot, Senior 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
and private development 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 2020-2021
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 2021. [2d]
2. Continue to learn and implement practices in parks and city facilities to refine irrigation programming
and maximize water conservation by June 2021. [2d]
3. Continue implementation of the Tree Replacement Program to include integrating mobile technology to
help efficiently manage the park tree inventory, using park-specific tree palettes, and refining the
procedure for tree replacement through June 2021. [3a]
4. Continue efforts to manage impacts resulting from transient activity and abandoned property in park
facilities through June 2021. [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 2021. [1a]
6. Manage an ongoing maintenance of the Santiago Creek to ensure continued visibility, safety, and
cleanliness by June 2021. [1a]
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 2021. [2d]
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FY 21 Budget
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. Manage a maintenance program for the concrete walks, fencing, and other amenities.
7. Maintain the bio-swales and water retention features in a manner that meets the design intent.
WORK PLAN FOR 2020-2021
1. Continue to make repairs to existing landscape where plant material has died and slopes require erosion
control through June 2021. [3a]
2. Provide landscape and other facilities maintenance to meet city standards that will maintain the efficacy
of the bio-swales through June 2021. [3a]
3. Complete construction of a replacement pedestrian bridge by June 2021. [3a]
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FY 21 Budget
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 Assessment
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. Continue 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 2020-2021
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 2021.
[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 2021. [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 2021.
[3a]
4. Continue to identify opportunities to improve overall maintenance and maintenance practices of the
District through June 2021. [2d]
5. Continue with landscape renovations focusing on completion of Skylark Place between Canyon View
Avenue and Presidio Way, median renovations along Canyon View Avenue, Skylark Place, and White
Oak Ridge, and corner renovations at White Oak Ridge and Newport Boulevard through June 2021. [2d]
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FY 21 Budget
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 2020-2021
1. Continue to identify areas of opportunity for landscape renovations to move towards a drought tolerant
landscape through June 2021. [2d]
2. Initiate small landscape repairs to improve areas that have declined over time by June 2021. [2d]
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FY 21 Budget
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 12,190 trips annually.
WORK PLAN FOR 2020-2021
1. Provide continued assistance to the Orange Senior Center in the areas of facility maintenance, program
and service delivery, and transportation services through June 2021. [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 2021. [3d]
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