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2017 Accomplishments & 2018 Goals


he County of Orange is hard at work throughout each year, providing services to Orange County’s more than 3 million residents. This 2017 Accomplishments and 2018 Goals document highlights that work by noting significant accomplishments throughout the County in 2017, while looking forward to our most important goals and areas of expected achievement for 2018.

Each department across the County provides unique and vital contributions that, together, help construct an effective, innovative system for serving Orange County residents. County departments and individual employees build upon the successes of previous years to continually improve how the County operates and provides services. As you read through these accomplishments and goals, you’ll see how departments’ efforts fit together to contribute to the overall County mission: to make Orange County a “safe, healthy and fulfilling place to live, work and play, today and for generations to come, by providing outstanding, cost-effective regional public services.” I hope this document provides helpful information about the work going on in the County, and I look forward to achieving great things together in 2018.

- Frank Kim, County Executive Officer

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TABLE OF CONTENTS ASSESSOR . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 AUDITOR-CONTROLLER . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 CAMPAIGN FINANCE AND ETHICS COMMISSION . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 CHILD SUPPORT SERVICES. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 CLERK OF THE BOARD OF SUPERVISORS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 CLERK-RECORDER. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 COUNTY COUNSEL. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 COUNTY EXECUTIVE OFFICE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 DISTRICT ATTORNEY/PUBLIC ADMINISTRATOR . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 HEALTH CARE AGENCY/PUBLIC GUARDIAN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13 JOHN WAYNE AIRPORT. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 OC COMMUNITY RESOURCES OC ANIMAL CARE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 OC COMMUNITY SERVICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16 HOUSING & COMMUNITY DEVELOPMENT & HOMELESS PREVENTION . . . . . . . . . . . . 17 OC PARKS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 OC PUBLIC LIBRARIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 OC PUBLIC WORKS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 OC WASTE & RECYCLING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21 PROBATION DEPARTMENT. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 PUBLIC DEFENDER . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 REGISTRAR OF VOTERS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 SHERIFF-CORONER . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 SOCIAL SERVICES AGENCY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26 TREASURER-TAX COLLECTOR. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

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Completed the valuation and assessment work to produce the 2017-18 Annual Roll and delivered it to the AuditorController on June 27, one day earlier than last year, which showed a total of $557.8 billion, an increase of $31.67 billion over the previous year. This is only the third time since 2008 that the roll was delivered on time.

For a third consistent year, extended the Regular Appeals filing period from September 15 to November 30, and saved approximately $300,000 in mailing costs. Every year, according to state regulations, notification must be given to the Clerk of the Board to extend the appeals deadline to November 30, giving the taxpayer longer to file their appeal after they receive their property tax bill from the Treasurer-Tax Collector. Assessor Claude Parrish is always looking for more ways to save.

Opened a full-service South County office at no additional rent cost to serve the South County taxpayers.

Granted over $32,752,699,275 in value in property tax assessment reductions in 2017 to benefit homeowners, nonprofits, religious organizations, hospitals, schools, as well as veterans. This includes homeowners’ exemptions, other real property exemptions (nonprofits, religious organizations, hospitals, schools and veterans) and unsecured exemptions.

Gave back $1,475,433 of the fiscal year 2016-17 Assessor Department budget

SB 624 passing into California law

Reduced the number of assessment appeals filed with the Clerk of the Board from 23,615 in 2015-16 to 8,364 as of November 1, 2017, by more accurately valuing properties that are transferred, more accurately valuing Proposition 8 recoveries, and contacting the taxpayer to hear their concerns and thus potentially stipulating more appeals and reducing actual numbers that have to appear before the Assessment Appeals Board. Although the taxpayer may ask for an extension the Assessor Department almost never does. In order to bring closure and reduce outstanding appeals workload, the Assessor also closely monitors the workload of the Assessment Appeals Board members on The Appeals Boards No. 1, No. 2 and No. 3.

201 8 GOAL S


Reduce Assessment Appeals again in 2018.

Complete the valuation and assessment work to produce the 2018-19 Annual Roll accurately and deliver it early to the Auditor-Controller on or before June 28. (It is due on July, 1, 2018.)

Work on upgrades for the Assessment Tax Systems (ATS II), including trying to eliminate dependence from outside help with ATS II maintenance and create Assessor Department in-house employees to specialize in ATS II

To analyze the minimum cost of a tax bill to see if increasing the amount of the minimum bill ($30 currently) might produce substantial savings to the County of Orange by further reducing the number of small tax bills.

The Assessor is required to annually determine the deadlines for appeals. The Assessor will extend once again the deadlines to be November 30. Under state law only the county assessor is authorized to annually determine the deadline for appeals. There are only two dates available according to the state law, September 15 or November 30. The Assessor, once again, will inform the Clerk of the Board in writing that the appeals deadline will be November 30.

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In 2017, the Auditor-Controller Awarded over 15 Taxpayer Watchdog Awards to citizens and employees who demonstrated dedication to the protection of taxpayer funds and commitment to transparency in government finance.

Property Tax: ◦◦ Entered into contract with Enterprise Services LLC to rewrite the property tax system applications for the Auditor-Controller, Clerk of the Board and the Treasurer-Tax Collector. This will allow the application to be moved off the mainframe computer and onto a server-based system. ◦◦ Allocated and apportioned over $6.5 billion in property tax ◦◦ Maintained the County’s property tax rolls valued at over $557 billion

General Accounting: ◦◦ Received the Government Finance Officers Association (GFOA) Certificate of Achievement for Excellence in Financial Reporting for the Fiscal Year 2015-16 Comprehensive Annual Financial Report ◦◦ Received the GFOA Award for Outstanding Achievement in Popular Annual Financial Reporting for the FY 201516 Citizens’ Report ◦◦ Received the Financial Transactions Reporting Award from State Controller’s Office for its Year-End Financial Transaction Report for the fiscal year ended June 30, 2016 ◦◦ Approval of the FY 2017-18 Countywide Cost Allocation Plan by the State Controller’s Office ◦◦ Timely submittal of the Adopted Line Item Budget for FY 2017-18 to the State Controller’s Office

A-C Information Technology: ◦◦ Successfully performed the countywide VTI upgrade to version 5.0 on December 11, 2017 ◦◦ Successfully upgraded the CAPS+ HR system on May 22, 2017, to version 3.11 after being operational for six years on the prior version 3.8


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Launched so that public was aware that office opened in April 2017 and could easily find information related to the Campaign Finance and Ethics Commission

Launched new lobbyist registration, disclosure and payment portal

Completed review of the semiannual campaign disclosures for the period of January 1 – June 30, 2017

Fully assumed duties related to Conflict of Interest Code Amendment review

Fully assumed duties related to tracking Ethics (AB 1234) training and created electronic database to manage 250plus mandatory participants

Held first Campaign Finance and Ethics Commission meeting

201 8 GOAL S


Present completed plain language manual related to Campaign Finance Reform Ordinance to the Commission and Board of Supervisors for approval and distribute the manual

Present completed training program for elected official and staff employees to Commission and Board of Supervisors for approval and begin training

Complete independent campaign contribution tracking database

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Served more than 66,000 families this year and distributed more than $184.2 million in child support

Served more than 166,000 callers with an average wait time before speaking to a representative of 35 seconds

Served more than 41,000 visitors through Child Support Services’ (CSS) local office and resource center

Established 3,793 new support orders

Increased marketing efforts by increasing channels and frequency in OC print, online publications, social media and visibilities in areas throughout the county where potential CSS customers visit

201 8 GOAL S •

Continue to increase online public awareness of the wide array of services beyond child support payments available to both parents

Increase employer contact by conducting outreach with employers on newly established orders and continuing to host annual employer forums designed to educate and familiarize employers with CSS processes

Increase customer engagement by producing “What to Expect” in court videos and updating publications


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Worked with the Countywide Records Retention Schedule Committee to complete and provide training to staff with respect to the updated records retention policy and Countywide records retention schedule

Provided Conflict of Interest (COI – Form 700) assistance and training for filers and support staff under the jurisdiction of the Board of Supervisors

Participated in the Countywide Cyber Security Joint Task Force on the ongoing development of the new County Cyber Security Manual

Assisted the new Campaign Finance and Ethics Commission Director’s Office to get up and running and transitioned the AB 1234 Ethics Training and Lobbyist Registration to that office

201 8 GOAL S


Complete Tevora Cyber Security departmental assessment and implement recommendations to ensure data security protocols are in place and continue participation in the Countywide Cyber Security Joint Task Force

Serve as chair of the OC Agenda Governance Steering Committee and continue working toward production of a new countywide agenda management system

Provide Assessment Appeals Workshops to assist homeowners in preparing for their Assessment Appeal hearings

Implement and roll out the Online Data Entry System (ODESY), ensuring the system is ready for staff and the public to use for the 2018 assessment appeals filing period

Participate in the new Public Records Request system pilot project

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Reached a milestone in electronic recording history by surpassing 8.2 million electronically submitted and recorded documents. This milestone achievement maintains the department as a nationwide industry leader and is a testament to the department’s commitment to bringing the residents of Orange County fast and efficient services.

Received national recognition with an Achievement Award from the National Association of Counties (NACo) for its Auto-Indexing and Redaction – Increasing the Accuracy and Access to the Public Records Program. Some of the benefits of this system include allowing the Clerk-Recorder Department to make recorded real property documents available to the public 48 hours after the documents have been recorded, eliminating the need for an outside redaction vendor, cost savings and increasing the accuracy of the records by eliminating the manual entry of information.

Implemented a new electronic Fictitious Business Name Statement (FBN) filing system making applying for a Fictitious Business Name Statement more user-friendly for business owners and at the same time reducing the duration of phone calls received by department staff regarding FBN issues

Installed security cameras throughout the department’s locations to increase general security and to assist the District Attorney’s Office in fighting real estate fraud

Completed the redaction of Social Security numbers from about 5.475 million pages of real property records recorded from 1982 through 2008 as required by AB 1168 about which established a California Social Security number truncation program in 2007

201 8 GOAL S •

Complete implementation of the use of touch screen technology at public terminals throughout the department’s office locations

Complete development of the department’s mobile device application that will allow customers to conveniently submit their marriage license application via a mobile device

Create and install self-serve kiosks at the department’s locations allowing customers to pay and print for their real property documents on demand in an effort to reduce wait times


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Homelessness. Supported the Board, CEO and multiple County agencies in their efforts to address the homelessness challenge. Successfully negotiated two settlements to obtain the prompt dismissal of lawsuits that sought to prevent the clearing of a homeless encampment on the Santa Ana River and enabled the County to avoid litigation over the clearing of the Fountain Valley homeless encampment. Advised CEO Real Estate on homeless shelter facilities, including the Courtyard and the Bridges at Kraemer Place.

Ensuring an Equal Opportunity Work Environment. County Counsel now partners with Human Resource Services on (1) providing live, in-person sexual harassment prevention training to every County manager and supervisor, and (2) negotiating labor agreements with employee organizations.

Representative Government. County Counsel successfully persuaded the OC Sanitation District to no longer exclude elected representatives serving on its board (namely, the Chairwoman of the Board of Supervisors) from its closed session meetings.

Public Participation. At the Board’s direction, County Counsel drafted revisions to the Board of Supervisors Rules of Procedure that protected the public’s right to address their representatives and avoided litigation while eliminating procedures that were exploited by some speakers to advance their personal agendas. The revisions resulted in a quadrupling of public participation in Board meetings.

Transparency in Government. County Counsel responded swiftly to the California Supreme Court’s holding in the San Jose decision that public business conducted on private devices and accounts may be subject to disclosure under the Public Records Act. County Counsel developed policies and trainings consistent with the holding that now serve as models statewide and also developed a records retention policy that enables the County to more efficiently manage its data systems.

Stewardship of County Assets. Defended the Board’s award of interim Fixed Base Operator leases at John Wayne Airport. County Counsel assisted the airport in obtaining compensation from a former airport vendor that failed to comply with its contractual obligations and obtained compensation from a social services provider following its decision to breach its County contracts and cease operations in California.

Orange County Employees Association (OCEA) v. County of Orange. County Counsel attorneys prevailed in a longstanding lawsuit by OCEA challenging the Sheriff’s decision to classify Sheriff’s Special Officers as security officers. This result ensures the Sheriff can appropriately classify and utilize security for public safety.

201 8 GOAL S


Provide highly competent legal advice to clients on matters related to their public duties and responsibilities in the administration of the public’s business, in accordance with high ethical and professional standards.

Effectively prosecute and defend civil actions in which clients are involved.

Deliver all legal services to clients as efficiently and economically as possible.

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Homelessness. Director of Care Coordination collaborated with every county department, provided technical assistance to most of the 34 cities in the county, provided regional integration through the Service Planning Area meetings and engaged both state and federal legislative representatives on the critical issues of homelessness in our county.

Real Estate. Secured $4.3 million contribution to Phase II - Bridges at Kraemer Place through funding received from Southern California Home Financing Authority; managed finance process to obtain $152,400,000 through the California Municipal Finance Authority for the construction of Building 16, pursuant to Phase I of the Orange County Civic Center Facilities Master Plan, and conducted the ground-breaking for the new Building 16; released the Request for Proposal for Dana Point Harbor Revitalization and Board approval of the Selection of the Master Developer

Human Resources: Human Resource Services’ (HRS) benefits contract management and Wellness Program achieved a significant impact financially: $4.8 million in budget savings. HRS’ recruitment process re-engineering had a great impact on departments and improved overall average to fill vacancies.

Information Technology: OC Information Technology (OCIT) formally concluded the IT Shared Services pilot phase and received the Board’s approval on the integration of IT staff resources from the Probation Department into the model. The Shared Services model was recognized with a NACo Achievement Award – Best in Category.

Budget & Finance: In January 2017, the County received the Government Finance Officers Association Distinguished Budget Presentation Award for the Fiscal Year 2016-17 Budget.

201 8 GOAL S •

Further improve the overall responsiveness of the Homeless Services System of Care: Data system upgrade will provide live bed utilization tracking, Coordinated Entry System reboot will promote regional resource hubs for both individuals and families, Bridges at Kraemer place will open to full multiservice center operations, while The Courtyard and Whole Person Care work to address the needs of high utilizers of the Emergency Medical Services system, and the Anita Street property enters into design mode to fill a significant gap in the system of care for mental health crisis stabilization and addiction treatment.

Complete Community Facilities District (CFD) 2017-1 bond issuance for Phase III – Village of Esencia, located in Rancho Mission Viejo; implement the Computerized Maintenance Management System (CMMS) and Visual Lease, which will provide current and comprehensive data to support strategic planning for County real estate assets

Complete the Orange County Managers Association Classification and Compensation Study to create a potentially more sound, practical compensation structure

Make the June 2018 $50 million Vehicle License Fee Adjustment Amount (VLFAA) payment from the base budget, which will preserve the County’s General Fund reserve balance; present a FY 2018-19 Recommended Budget to the Board that includes the $55 million VLFAA payment in the base budget, without a draw from General Fund reserves

OCIT to finalize cybersecurity assessments utilizing Tevora Business Solutions and complete deployment of Cylance, an advanced threat protection technology; continue developing enterprise apps in collaboration with various County departments


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The Orange County Gang Reduction & Intervention Program (GRIP) incentives aim to keep at-risk students out of gang activity and focused on school by offering rewards for improved attendance, behavior and grades. This year was a resounding success with 1,900 students given the opportunity to attend a Los Angeles Angels of Anaheim practice and game, another 130 students were rewarded with a special VIP tour of the Ford Headquarters, and another 850 received a turkey dinner complete with sides to celebrate Thanksgiving with their families.

The Orange County Human Trafficking Task Force obtained several notable sentences to include Beau Dearborne, a parolee sentenced to 233 years to life for trafficking, kidnapping and raping one of his victims, and John Calhoun, who received 23 years to life for trafficking, pimping and pandering a 13-year-old girl, the youngest victim the HEAT Unit has filed for since its 2013 inception.

The Public Administrator (PA), partnered with Treasurer-Tax Collector Shari Freidenrich, affixed its first Medallion Transfer Guarantee Stamp, a valuable tool in liquidating and assigning assets from one entity to another. The PA and Treasurer worked together to increase the efficiency relating to the estates administered by the PA.

The Orange County District Attorney remains the nationwide leader in DNA technology through the use of its Rapid DNA Instrument, which generates a DNA profile within two hours. The rapid DNA program coupled with the Local OCDA DNA database played a critical role in solving crimes and assisting law enforcement with quicker identification of the perpetrator, preventing criminals from committing serial crimes.

The OCDA’s Appellate and Training Unit was appointed the statewide lead training agency in traffic safety for law enforcement and prosecutors by the Office of Traffic Safety (OTS). This expanded role includes the delivery of live trainings, roundtables, training videos and legal updates.

201 8 GOAL S


Continue to concentrate on the prosecution of violent felony crimes and strive to maintain the OCDA’s outstanding 90 percent felony conviction rate

Continue to work with our law enforcement partners across the County and country to educate the public on human exploitation and trafficking, which has become an increasingly prevalent issue in local communities

Continue to increase the OCDA’s social media presence to enhance public safety and promote accountability

Celebrate the 10th annual Victims’ Rights Rally with a memorable event and speakers, leaving attendees with a better understanding of Marsy’s Law and victims’ rights

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The Whole Person Care (WPC) pilot program officially began in July, promoting increased communication between hospital emergency rooms, CalOptima, community clinics, OC Health Care Agency (HCA) Behavioral Health Services and Public Health Services as well as recuperative care providers to improve access and navigation of services for Medi-Cal beneficiaries struggling with homelessness.

HCA, in partnership with members of the Orange County Board of Supervisors, presented a food safety seminar in Garden Grove in October. This first-of-its-kind seminar provided more than 330 attendees the opportunity to learn directly from HCA Health Inspectors how to achieve successful restaurant inspections and earn the coveted Award of Excellence for food safety and sanitation practices.

The Orange County Board of Supervisors accepted a three-year, $6 million Proposition 47 grant award in June after HCA partnered with the Probation Department, Orange County Sheriff’s Department, Public Defender, District Attorney, Collaborative Courts, community and faith-based organizations, and community members to form a local advisory committee and submit a proposal. The project aims to reduce recidivism in the criminal justice system, particularly for individuals with mental health and/or substance use issues. Funding will largely be utilized to create a contracted Community Support and Recovery Center to focus on re-entry issues for individuals being released from jail in Orange County.

In May, the Journal of Emergency Medical Services recognized HCA’s field implementation of an electronic system that enables the instantaneous sharing of a patient’s medical history from ambulance to hospital for its innovation. HCA’s Emergency Medical Services division became the first in the nation to fully launch the Search, Alert, File, Reconcile model of health information exchange in February 2017.

HCA released Orange County’s 2017-19 Health Improvement Plan in January on behalf of the Orange County Health Improvement Partnership (HIP), which lays out assessments, goals, objectives and strategies for addressing the priority health areas and overall public health system over the next three years. The HIP consists of over 35 public and private sector organizations that work together through a countywide initiative called Orange County’s Healthier Together.

201 8 GOAL S •

Enhance HCA’s current hospital trauma system by designating Children’s Hospital of Orange County as a Pediatric Trauma Center

Conduct a comprehensive assessment of the oral health needs and barriers in Orange County and, working with the community, establish a plan to increase access to, and utilization of, dental services

Expand chronic care clinic services to individuals who are incarcerated to incorporate additional disease processes

Site and develop a contracted Crisis Stabilization Unit in Orange County to provide emergency psychiatric evaluation and crisis stabilization to adults ages 18 and older on a 24-hour, 7-day per-week basis


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Exercised partial early redemption of $27,210,000 bonds effective July 1, 2017, that resulted in total future interest cost savings of $13,556,150. This redemption helped the airport maintain its current favorable bond ratings.

Selected as the Best Large Airport in the 2017 North America Airport Satisfaction Study by J.D. Power, based on responses from 34,695 North American travelers

Implemented free Wi-Fi, offering increased speed from 5 mps to 20 mps; one-step sign in; improved coverage throughout the terminal, ticketing areas and sidewalks; four hours of free connectivity; and no advertising

Made significant progress on the multi-year Terminals A and B Improvements Project, including new paint, lighting and carpeting, improvements to the Americans with Disabilities Act pedestrian ramps, and completion of about 90 percent of the structural column seismic retrofit

Completed the Federal Aviation Administration-mandated Triennial Full-Scale Disaster Exercise to test the Airport Emergency Plan and allow first responders to practice responding to a mass casualty incident

Released the 2017 Passenger Survey results, which showed that 91 percent of residential survey respondents and 94 percent of passenger survey respondents gave the airport a rating of either “satisfied” or “very satisfied” on a 5-point scale

Upgraded the 3D Flight Track Viewer, which includes mobile device capabilities with a user-friendly interface, making it easier for the public to view aircraft flight tracks originating or ending at JWA, as well as overflights within the surrounding airspace at any time

Completed the transition of the Eastside Fixed Base Operation (FBO) and Westside Hangars from Signature Flight Support to ACI Jet on April 1, 2017, with no interruption of services to General Aviation operations

Worked with a professional photographer to create 12 roadway banners on the upper roadway highlighting individual OC Parks, encouraging residents and guests to explore and discover these incredible treasures. The banners remained on display from July through November.

201 8 GOAL S


Obtain Port of Entry designation from U.S. Customs and Border Protection

Award and implement a new advertising program, Terminal Concessions, Rental Car Contract, General Aviation Improvement Program Financial Report, and issue request for proposal for new Fixed Base Operators

Complete the Paularino Gate Improvements Project

Select vendor and complete design for the Central Utility Plant back-up battery power system project to assist with normalizing power draw distribution among all airport electric power systems

Purchase and deploy a new Aircraft Rescue and Firefighting (ARFF) vehicle to replace an ARFF truck that has been in service since 1990

Complete the design and begin construction of an Airport Operations Center with an updated Communications Control Center operated by Orange County Sheriff’s Department/Airport Police Services along with a Maintenance Service Desk and a Level II Emergency Operations Center “Situation Room” that will be used to coordinate response to airport emergencies and events

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Placed more than 8,800 animals in new homes or with nonprofit animal rescue groups

Returned over 2,500 pets to their owners

Held more than 15 adoption events

Held the Get Meow-ta Here Event during which cat adoptions were free; 888 cats adopted from June to August

Participated in the nationwide Clear the Shelters annual event covered by NBC/Telemundo showcasing the animals for adoption

Improved live release rates for cats from 50 percent to 61 percent and dogs from 95 percent to 96 percent

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Open the new Animal Shelter on a 10-acre parcel in former Tustin Marine Corps Air Station site

Roll out the Strategic Plan for OC Animal Care in early 2018, which will include five strategic priorities as well as an organizational mission and vision


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OC COM MUNI TY RESO U RC ES - OC C ommunity Se r vi ces 2017 AC C OMPLI SHM E N T S •

Provided over 10,000 nights of shelter to victims of domestic violence through the Domestic Violence Shelter-Based Program

Received more than 62,000 visitors at Orange County One-Stop Centers

Provided 1,417,361 meals to seniors through the home-delivered and senior center meal programs

Provided over 100 veterans with employment and training services of which 72 percent found employment

Provided employment and training services to over 300 CalWORKs Welfare-to-Work participants

Received 8,926 total clients at the OC Veterans Service Office in Santa Ana

201 8 GOAL S


Participate in the Central Orange County and South County Job Fairs

Increase the number of benefits claims submitted to the United States Department of Veterans Affairs

Create a new logo and outreach materials for the Office on Aging

COUNT Y OF ORANGE 2017 Accom plishments and 201 8 Goals

OC C OMMUNI TY RESO U RC ES - Ho u sing & Comm uni t y D evel opm ent & Ho meless Pr eventi on 2017 AC C OMPLI SHM E N T S •

Operated a 400-bed low-barrier emergency shelter at the Courtyard, with 153 clients graduating to housing since opening in October 2016 to November 2017

Received the 2016 HUD Continuum of Care Grant Award, including $22,354,847 going to the OC Continuum of Care and $10,001,903 going directly to the County

Opened Phase 1 of Bridges at Kramer Place Multi-Service Emergency Shelter May 5, 2017, with 33 clients moving into housing from when the program opened in May through November 2017

Provided 29,376 bed nights at Armory Emergency Shelter Program (20,285 at Fullerton and 9,091 at Santa Ana) to 1,596 unduplicated clients (826 men, 580 women and 190 children) during the operational period of December 5, 2016 to April 15, 2017

Assisted over 550 homeless veterans with housing assistance through the Orange County Housing Authority in conjunction with support services from the Long Beach Veterans Administration

201 8 GOAL S •

Complete Phase 2 at Bridges at Kramer Place, which – once completed – will serve 200 men and women and will have office and meeting space to offer additional services

Enhance case management services by contractor at the Courtyard to assist clients in connecting to benefits and housing

Continue alignment of funding and resources toward the development of permanent supportive housing

Implement and develop programs (shelter, housing, services) that contribute and enhance the System of Care to address homeless needs


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Completed Saddleback Gateway and Library of the Canyons site (the former Silverado Elementary School site), which is operated by OC Parks in partnership with OC Public Libraries

Completed Wagon Wheel Creek restoration at Thomas F. Riley Wilderness Park

Provided 10 concerts during the annual OC Parks Summer Concert Series with an estimated attendance of 18,600 people

Launched Sunset Cinema Movie Night Series consisting of 12 events with an overall estimated attendance of 8,500 people

201 8 GOAL S


Complete OC Parks Strategic Plan

Complete construction on a 10,000-square-foot multipurpose facility at Mile Square Regional Park with indoor open space for events, plus restrooms and a food service area

Complete improvements on the entry of Aliso and Wood Canyons Wilderness Park to include a visitor center, restrooms and park staff offices

Complete construction of a new restroom building, ticket booth and interim entry plaza at the OC Zoo

COUNT Y OF ORANGE 2017 Accom plishments and 201 8 Goals

OC C OMMUNI TY RESO U RC ES - OC Public Libr ari es 2017 AC C OMPLI SHM E N T S •

Opened The Library of the Canyons in partnership with OC Parks, which replaced the Silverado branch, as a larger and more energy efficient facility featuring distinct areas for patrons including children, teens, adults and laptop users

Launched the Career Online High School, which offers qualified community members the opportunity to earn an accredited high school diploma and credentialed career certificate through Career Online High School, part of the world’s first accredited, private online school district

Launched Rita Recommends, a free, online readers’ advisory service providing personalized reading recommendations for readers of all ages, which was selected by the National Association of Counties (NACo) as one of the 100 Brilliant Ideas at Work

Launched a “Lucky Day” collection, making available in-branch only on a first-come/first-pick basis, popular titles, which typically have a long wait list

Hosted the first ever “Genealogy Orange” which featured speaker genetic genealogist CeCe Moore, also known as the DNA Detective, who discussed the various ways that DNA research has positively impacted individuals and families

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Launch OC Inspire, a new staff mentoring program which will match mentors and mentees among all levels of staff in OC Public Libraries, providing career guidance, personal empowerment, and succession planning for staff

Expand the Lunch at the Library program, which partners with a local school district to extend their free or reduced lunch program into the summer months to the Costa Mesa Donald Dungan, El Toro and San Clemente branches

Participate in 1,000 Books Before Kindergarten, a program that encourages parents and caregivers to read any book to their newborn, infant and/or toddler with the goal of reading 1,000 books before the child starts kindergarten, in order to give young children the confidence necessary to become strong readers and successful in school and life

Develop a makerspace at the Aliso Viejo, Garden Grove Main and Ladera Ranch branches where people can gather to create, invent and learn about STEAM (Science, Technology, Engineering, Arts and Math) Programming, Toddler Stay and Play, as well as gardening and culinary programs

Update the Brea branch using funding from the California State Library grant, “Maximizing Learning Spaces,” which provides plans from a professional architect to update the interior space of the building and provides $5,000 of funding for furniture


COUNT Y OF ORANGE 2017 Accom plishments and 201 8 Goals


Improved delivery of capital improvement projects: Substantially completed construction of the new OC Animal Care facility, completed Phase 1 of the Bridges at Kraemer Place completed the Dana Point Harbor Intersections Improvement Project, substantially progressed construction of the La Pata Avenue Project widening phase (Schedule B), completed the Lower Santa Ana River Sand Management Project, completed major site construction for the Central Utility Facility Infrastructure Upgrades Project, and demolished the former Building 16 and commenced construction on the new Building 16 development project as the first phase of the County’s 20-year Civic Center Facilities Strategic Plan

Increased efficiencies through technology and systems integration: Procured a Project Information Management System to manage the County’s $700 million capital improvement program, procured a Grants Management Software Solution and made substantial progress on the implementation of the Land Management System to electronically process development services requests

Enhanced customer service and branding: Launched the Customer Relationship Management System accessible at the MyOCeServices portal (, allowing the public to submit/track service requests, facilitated a Geographic Information Systems (GIS) upgrade for the County’s “Open Gov” portal to allow enhanced public access to information, installed telematics equipment on all eligible light-duty vehicles throughout the County and executed a service level agreement with the Sheriff’s Department for enforcement support within the Flood Control District facilities

Other 2017 accomplishments of note: Completed construction projects valued at $102 million and continued managing $81 million in horizontal projects; completed energy efficiency upgrades, resulting in $390,000 in annual savings and captured $600,000 in utility account savings through an enhanced auditing program; implemented vehicle “right-sizing” and standardizations for the fleet of over 20 departments producing savings of over $1 million; received “A” grades from Heal the Bay for 95 percent of the County’s 117 beaches; completed updates to the 2017 Design & Construction Procurement Policy Manual; enhanced County communities by repairing nearly 15,000 square feet of sidewalk, performing over 2,700 tree trimmings, removing over 1.6 million square feet of graffiti, capturing over 9,200 tons of debris from flood channels/storm drains, removed over 1,200 fallen trees, replaced 2,400 signs, swept over 15,000 curb miles and restriped 84,480 linear feet; processed over 13,100 development permits and completed over 38,500 building inspections; and facilitated a County ordinance to prohibit commercial cannabis activity

201 8 GOAL S


Increase customer service efficiencies through technology: Complete indexing of 90 percent of Net County Cost real estate assets (representing 50 percent of the Centralized Maintenance Management System implementation), complete a GIS-based condition assessment tool for Orange County Flood Control District Facilities, and complete development of training programs and initiate the public outreach campaign for the Land Management System

Enhance the built environment through infrastructure: Complete all building elements for Bridges at Kraemer Place; complete construction of structural elements for the new Building 16 project; complete all elements the Central Utility Facility Infrastructure Upgrades Project; complete Federal Emergency Management Agency approved repairs from the 2017 storms; facilitate construction award of 45 percent of Fiscal Year 2018-19 horizontal capital improvement projects; complete access equipment upgrades at all parking facilities; and encumber 90 percent of programmed funding for, and construct 70 percent of, FY 2017-18 SB1 Pavement Maintenance Projects; encumber 85 percent of programmed funding for, and construct 50 percent of, the FY 2017-18 maintenance improvement program projects

Improve quality of life elements through policy efforts: Complete comprehensive Orange to Green Zoning Code update for Planning Commission consideration, update and combine Northern & Central County Integrated Regional Water Management Plans, and complete the Countywide Policy on Vehicle Telematics (Phase 2) sustainability and safety features.

COUNT Y OF ORANGE 2017 Accom plishments and 201 8 Goals


Identified local options for managing organic waste within the Orange County landfill system and launched initiative committee to create a pilot composting project at one of the landfills

Completed comprehensive landfill soils and renewable technologies studies to address statewide waste-diversion mandates

Resumed responsibility for the operation and maintenance of the landfill gas collection and control system at the Coyote Canyon Landfill

Completed foundational activities to re-implement use of drones for objectives tied to site and construction project monitoring, contractor bids, safety, daily operations and more

Issued a Request for Quotation to site a renewable energy project at Coyote Landfill closed site and worked with CEO Real Estate on a Request for Proposal and selection of firm to develop the site into a golf course

Solicited proposals for $3 million (total) grant to fund programs that support organic waste diversion and education

Revitalized and standardized landfill tour program and launched OCWR Speakers Bureau

Received seven waste industry, engineering and communications awards

Welcomed and transitioned to new Director Tom Koutroulis

201 8 GOAL S •

Continue OCWR’s Good Neighbor approach for ongoing operations and future initiatives, including to: ◦◦ Launch pilot composting project at an Orange County landfill ◦◦ Develop full scale organics processing operation to serve the needs of jurisdictions as they respond to mandates of SB 1383, which requires organic waste diversion ◦◦ Begin construction of the last phase of Zone 1 (Phase D) at the Prima Deshecha Landfill. ◦◦ Implement localized community relations outreach

Secure permits: ◦◦ Revisions – from the cities of San Juan Capistrano and Brea to continue County landfill operations at current levels ◦◦ New – to begin development of Zone 4 at the Prima Deshecha Landfill

Launch state-of-the-art drone program for landfills and future organics processing sites

Complete development and implement Next Generation educational outreach program


COUNT Y OF ORANGE 2017 Accom plishments and 201 8 Goals


Submitted construction document drawings and specifications to the state for final review before proceeding to the construction phase of the Multipurpose Rehabilitation Center (MRC). The new facility, which is being funded through SB 81, will be built on the grounds of Juvenile Hall. Construction is planned for 2018 with an anticipated completion date of November 2019. The new site will provide additional facility space to enhance programming opportunities intended to transition youth offenders back into the community.

Partnered with other County departments to successfully increase the amount of residential treatment and other crime reduction services options to probation offenders at no cost to the County. The County received two rounds of RRG funding: $500,000 in Fiscal Year 2014-2015, and $250,000 in FY 2015-2016. Probation participated in a working group that included partner agencies that were represented in the Orange County Community Corrections Partnership (OCCCP) to establish a strategy for the grant program. This group identified transitional housing as a key need of Probation’s population closely followed by residential treatment and other crime reduction related services. During this past year, unspent RRG funding was awarded to five local providers that serviced the needs of the target population.

Secured a contract with the Council of State Governments Ltd. to determine whether Probation’s existing risk/needs assessment instrument is able to differentiate adult offenders into groups based on probability of committing new crime. This project comes at no cost to the County and is supported through state AB 109 and SB 678 funding. At the conclusion of the project, Probation will be able to modify its actuarial tool to identify groups into appropriate risk groups (i.e. low, moderate, high risk) and establish supervision strategies intended to keep the community safe while reducing long term recidivism.

Awarded a no cost technical assistance grant through the National Institute of Corrections for the establishment of a Continuous Quality Improvement (CQI) framework for Probation Department Operations that will ensure that the department is constantly focusing on the efficient and effective use of its staffing resources in the pursuit of its mission. Preliminary work will begin in 2018.

Purchased property in Laguna Hills to replace the South County Field Service Office, which closed in 2014. With an anticipated occupancy in June of 2018, we look forward to serving our South County population from a safe and newly refurbished base of operations.

201 8 GOAL S


Continue to provide cost effective and efficient public safety services through the delivery of evidence based supervision and support strategies intended to reduce long term recidivism for juvenile and adult offenders

Begin preliminary work toward establishing a Continuous Quality Improvement (CQI) framework for Probation Department Operations

Establish a juvenile facility usage plan

Facilitate the transition from Orange County Employees Association to Association of Orange County Deputy Sheriffs representation for sworn probation personnel

COUNT Y OF ORANGE 2017 Accom plishments and 201 8 Goals


Successfully implemented Phase II of the new legal case management system that provided access and greater efficiencies for the attorney and investigation staff

Paralegal staff collaborated with the Sheriff’s Department and provided Moral Reconation Therapy training for incustody AB 109 clients

Partnered with other County agencies at Bridges at Kraemer Place to provide legal and resource assistance to homeless individuals

Served on seven committees as part of the Stepping Up Initiative to divert low-level nonviolent offenders with mental illnesses away from jails and into more appropriate treatment services

In September 2017, staff members provided resource and legal assistance to attendees at the Expungement Fair at Santa Ana College

Partnered and collaborated with the District Attorney, Sheriff’s Department and the Integrated Law and Justice Committee to begin a pilot project with body-worn cameras

Provided the most attorney volunteers of all participating law firms to coach students in the Mock Trial competition

201 8 GOAL S •

Continue to provide high quality cost-effective legal representation to the indigent of Orange County

Integrate our legal case management system with the District Attorney’s Office, which will provide greater efficiencies

Continue to partner with the District Attorney, the Sheriff’s Department and the Integrated Law and Justice Committee on the pilot program for body-worn cameras, and further collaborate with the District Attorney, the Sheriff’s Department and the Courts to modernize the wireless network in the courtrooms to allow for streaming of e-discovery such as body-worn cameras, surveillance videos and dash cameras


COUNT Y OF ORANGE 2017 Accom plishments and 201 8 Goals


Created a project plan to support utilization of existing voting system nearing the end of its life cycle, which included comprehensive maintenance and service to inventory of entire voting system

Expanded public advisory board to include Voting Accessibility and Language Accessibility Community Engagement Working groups

Developed new methods of tracking critical election components and completed comprehensive updates to voting system inventory through newly enhanced inventory control system

Launched multiple initiatives aimed at improving the voter experience in 2018, including OC Ballot Express – realtime online tracking tool that will track ballots from printing to mailing to final tally

Successfully facilitated multiple outreach events in 2017, including support of the California Secretary of State High School Voter Education Weeks

Ongoing integration of VoteCal, California’s new statewide voter registration database, which has included year-long testing and analysis of data and mock statewide elections

201 8 GOAL S


Execute final plans for acquisition of new mailing system, which will incorporate new technology, and install in advance of midterm elections

Final implementation of Publishing Services’ Business Plan that includes modernization of printing equipment capable of high-speed variable data printing

Implementation of 2018 elections without major problems, or incidents, with a focus on improved voter experiences throughout the operation

Continue partnerships with federal and state partners to protect Orange County election systems against vulnerabilities and release cyber-protection playbook in advance of 2018 elections

Launch pilot program using electronic poll books to check-in and process voters in select polling places and gather data for improved methods of voting in 2019 and beyond

COUNT Y OF ORANGE 2017 Accom plishments and 201 8 Goals


Fully implemented the Orange County Homeless Outreach Team (OCHOT) and worked with County agencies to transition homeless individuals from some encampments along the Santa Ana Riverbed. OCHOT engaged in routine patrols of the riverbed area to mitigate public safety concerns while continuing to provide outreach services to the homeless.

Launched Stay Safe OC as a department-branded approach to reducing property crimes. This department-wide effort was prompted by impacts of recent statewide public safety policies (i.e., Propositions 47 and 57), which have presented new law enforcement challenges. Stay Safe OC held several seminars to educate the public on the best ways to reduce the likelihood of becoming a victim of property crime. Deputies received materials to pass out while on patrol at community events.

In keeping with the department’s efforts to improve technology, a new field-based reporting system was launched for deputies in the South East Division and at the Theo Lacy Facility. This program, which allows deputies to more efficiently and effectively file reports, is expected to be implemented departmentwide in 2018.

In 2016, a concerted effort to create a more contemporary recruitment system was launched, and work started in 2017 to focus on bringing quality hires to the department in both sworn and non-sworn capacities. Last year, emphasis was placed on driving laterals to the Orange County Sheriff’s Department. The department hired 39 laterals in 2017 compared to 11 in 2016 – a nearly 40 percent increase of experienced personnel joining our ranks.

Expanded the Custody Intelligence Unit to include jail-crime investigations. The unit, which is tasked with providing for the safety and security of Orange County’s jails, grew from two members to nine. Since July, the unit has handled more than 800 reports involving drugs and assaults in OC jails.

201 8 GOAL S •

Continue to implement OCHOT strategies and partner with County agencies to transition individuals living in the encampments from the riverbed. The riverbed is not a safe place to live, and OCHOT will continue to patrol the area to address public safety issues and offer resources until the encampments are cleared.

The Jail Diversity Council will continue to encourage constructive dialogue with members of various community groups to ensure the Sheriff’s Department is effectively handling issues unique to its diverse inmate population. The council, which will meet quarterly, will stay focused on open communication to gain a better understanding of social and cultural considerations of various inmate populations while maintaining the safety and security of OCSD facilities.

Work to mitigate the negative impact of SB 54, which limits local law enforcement’s communication with federal immigration authorities. The department will ensure it is compliant with SB 54 and continue to follow California’s TRUTH and TRUST acts. While the department will follow state law, OCSD will also continue to cooperate with federal authorities as the law allows to ensure serious and violent offenders are not released into the community.

With the legalization of marijuana and the continued rise of the opioid epidemic, the Sheriff’s Department commits to launching a more robust drug education program. OCSD will partner with every school in the department’s service area to provide programming targeted to youth, and will continue its well-founded outreach efforts for local families through the 3Gs (Guide, Guard, Govern) program, a drug education program targeted to teens and their families.


COUNT Y OF ORANGE 2017 Accom plishments and 201 8 Goals


Launched the “Be the One” public awareness campaign to raise awareness of the risks and indicators of the commercial sexual exploitation of children; major campaign deliverables include bus tails on 10 OCTA buses and a video message at John Wayne Airport

Received several awards and accolades for various Social Services Agency (SSA) programs and services including, but not limited to: ◦◦ Two awards for Mobile Response Vehicle Outreach at the Courtyard Transitional Center; 2017 Achievement Award from the National Association of Counties and Golden Hub of Innovation Award from the Association of California Cities – Orange County ◦◦ 2017 National Association of Counties Achievement Award for the Eliminating Racial Disparity and Disproportionality Fairness in Families video ◦◦ Named as one of Forbes 500 best employers for 2017

Received approval from the California Department of Social Services to implement the Restaurant Meals Program in a pilot capacity

The CalWORKs Work Participation Rate (WPR) that met federal work participation criteria increased to 40.1 percent in federal fiscal year 2016-2017 compared to the last fiscal year’s 31.8 percent WPR

Obtained a new case management software system, Binti, to better track recruitment, retention and placement milestones as children and families transition through the Resource Family Approval process

201 8 GOAL S


Continue to implement the Child Welfare Continuum of Care Reform, with a specific focus on transitioning the Orangewood Children & Family Center to a 10-day temporary shelter and continuing to improve the Resource Family Approval process

Continue to analyze SSA’s real estate footprint and assess opportunities for streamlining service delivery and cost reductions

Continue to improve the CalWORKs Work Participation Rate

Implement the pilot phase of the Restaurant Meals Program in the cities of Anaheim and Santa Ana

COUNT Y OF ORANGE 2017 Accom plishments and 201 8 Goals


Increased amount of electronic bank payments (eCheck) by taxpayers for property taxes by 13 percent or $223 million and increased total electronic payment by 2.4 percent or 316 million

Reached a record collection level for secured property taxes of 99.32 percent as of June 30, 2017

Added text reminder/informational options for property taxes and other subscription lists

Held a successful first-ever internet property tax auction for timeshare interval parcels

Successfully implemented the Medallion Signature Guarantee program

Successfully implemented Voice over Internet Protocol for the department

Protected the safety of the public funds entrusted to the Treasurer with no investment losses

201 8 GOAL S •

Report no investment compliance exceptions to the Investment Policy Statement

Protect the safety of the public funds entrusted to the Treasurer with no investment losses

Add under unclaimed funds online, lists of uncashed property tax checks

Complete upgrade to new version of investment accounting software

Continue to increase electronic payments by taxpayers to increase division cost efficiency


2017 Accomplishments & 2018 Goals  
2017 Accomplishments & 2018 Goals  

County of Orange Annual Accomplishments & Goals