January 7, 2014 Honorable Mayor and City Council Members: I am pleased to present the City of Garden Grove’s Fiscal Year (FY) 2012-2013 Performance Report. This report highlights the most noteworthy accomplishments of each City department during the last fiscal year. The report is intended to assist in the evaluation of the City’s short and long-term goals, and to demonstrate our commitment to providing the highest quality of service as efficiently and effectively as possible. During this period, the second year of the City’s 3-year Fiscal Plan was implemented to guide the City’s budget, increase organizational efficiency and revenues, and ensure the financial stability of the organization. The plan, which was developed in response to the continuing effects of the economic recession and loss of redevelopment revenue, consists of cutting and containing costs, using reserve funds and implementing revenue-generating opportunities. Modest revenue gains have recently been realized as a result of new and stronger businesses and new housing developments in the City. Following the elimination of Redevelopment by the State in February 2012, focus within the organization centered on carrying out the enforceable obligations of Garden Grove’s dissolved redevelopment agency and meeting State Department of Finance requirements to ensure funding for the City’s major economic development projects. As a result of these efforts, especially by the City’s Finance Department, funding has been approved and progress has continued for the Great Wolf Lodge water park hotel, Hotel Site B2 on Harbor Boulevard, and the Brookhurst Triangle mixed-use development. Upon completion, these projects will create over 2,000 new jobs and generate substantial new tax revenues for the City. Citywide focus also centered on achieving the City’s core mission of providing responsible leadership and quality services. As a result of this focus, many successes were realized. In preparation for construction of the Great Wolf Waterpark Hotel, Public Works completed a variety of street improvements on Harbor Boulevard, which will facilitate the site development and allow for future landscaping to enhance the streetscape. Improvements included the relocation of utilities, median modifications, and construction of a storm drainage system, sewer lateral, and water line improvements. The award of over $4 million in federal and state grants facilitated

Bruce A. Broadwater Mayor

Dina Nguyen Mayor Pro Tem

Steven R. Jones Council Member

Christopher V. Phan Council Member

Kris Beard Council Member

GARDEN GROVE

FY 2012-2013 Performance Report January 7, 2014 Page 2 construction of new landscaped medians on Lampson Avenue, installation and modification of new traffic signals at various locations in the City and construction of the street improvements on Harbor Boulevard. During FY 2012-13, the Police and Fire Departments employed technology to enhance efficiencies and stay better connected to the community. Voice recognition software and equipment was implemented by the Police Department for use with their new automated report writing system. The transition to a paperless document management system for General Orders, training bulletins and CALEA standards was also completed. Documents can now be created, distributed, signed, and archived electronically eliminating the need for paper files and log sheets. Additionally, both the Police and Fire Departments created Facebook pages to provide information and updates to residents and businesses and to answer questions posted by the community. FY 2012-13 also provided Garden Grove residents with many wonderful community events and programs including the Summer Concert Series, Atlantis Park’s 50th Anniversary, the Christmas Tree Lighting Celebration, the Vietnam War Museum Speaker Series, enhancement of the City’s shop-local program with the addition of Buy in Garden Grove: Home Edition, and the launch of Re-Imagine Downtown. Moreover, the City re-branded its resort district as Grove District-Anaheim Resort. This is the result of collaboration between the City of Garden Grove and the City of Anaheim to market the area as a major tourist destination. This joint endeavor will promote the area as a major hospitality, entertainment and retail destination in the heart of Southern California’s prime tourist center. The accomplishments highlighted in this report demonstrate both the City Council and staff’s strong commitment to the City’s mission and vision. The leadership of the City Council and the commitment of our employees continue to enrich the quality of life for the residents of Garden Grove. By working together, the economic improvement we have been striving for appears poised to arrive. Sincerely,

MATTHEW FERTAL City Manager

INTRODUCTION

The mission of the City of Garden Grove is to provide responsible leadership and quality services as we promote safety, cultural harmony, and life enrichment. The organization of the City government consists of nine departments, which work together to provide unwavering service to the Garden Grove community with integrity, empathy, respect, and quality service to all. These departments can be further described as two interdependent halves; one half provides direct services and the other half provides indirect services. DIRECT SERVICE DEPARTMENTS The direct service departments provide support to those who live, work, play, shop, visit, and conduct business in Garden Grove. These departments are the most publicly visible part of the City organization, and are what most people think of as City services. � Police

� Fire

� Public Works

� Community Development

� Community Services

INDIRECT SERVICE DEPARTMENTS The indirect service departments, which are mostly unseen by the public provide vital support for the operations of the direct service departments. � City Manager’s Office

� Finance

� Information Technology

� Human Resources

The following pages present information on the mission of each department, its major accomplishments for Fiscal Year (FY) 2012 – 2013, and various photographs, charts, and graphs highlighting items of particular interests.

TABLE OF CONTENTS

Part I: Direct Services

Police Department……………………………………………………………………… 1 - 3

Fire Department………………………………………………………………………… 4 - 9

Public Works…………………………………………………………………………….. 10 - 14

Community Development……………………………………………………………. 15 - 21

Community Services…………………………………………………………………… 22 - 27

Part II: Indirect Services

City Manager’s Office…………………………………………………………………. 28 - 31

Finance Department…………………………………………………………………… 32 - 34

Information Technology……………………………………………………………… 35 - 38

Human Resources……………………………………………………………………… 39 - 40

PART I

DIRECT SERVICES

1

The Police Department consists of three Bureaus: Community Policing Bureau, Support Services Bureau, and Administrative Services Bureau. The significant achievements of FY 2012-2013 for the Police Department included the following:

AUTOMATED REPORT WRITING SYSTEM (AWRS) � During FY 2012-13, the Police Department purchased voice recognition software and equipment for use with the Automated Report Writing System (ARWS). The purchase was funded by a US Department of Justice COPS Office Technology grant, which was awarded to the Department in 2009. Department personnel were issued equipment and trained to use the software, which should significantly reduce the need for an outside contractor for dictation services.

WORKFORCE DIVERSITY RECRUITMENT PLAN

� During FY 2012-13, the Department developed a Workforce Diversity Recruitment Plan. The mission of the Plan is to recruit, select and mentor the most highly qualified men and women from various backgrounds and cultures, to better reflect the diverse community we serve. The plan uses realistic strategies to increase the representation of Asians, Blacks, Hispanics, and women in the workforce. Several strategies outlined in the plan were implemented during FY 2012-13, which resulted in three women being hired as academy recruits in 2013. This early “success” bodes well for the future effectiveness of this long-range plan.

POLICE DEPARTMENT

The mission of the Garden Grove Police Department, through a Community Partnership, is to improve the quality of life in the City and provide a sense of safety and security to community members.

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SOCIAL MEDIA � During FY 2012-13, the Department initiated a social media program for two-way information sharing with the community. The Department can now be found on Facebook, Nixle and AlertOC, and citizens can also log on to www.crimereports.com to view map-based crime activity in their neighborhood. � Nixle is a Community Information Service available only to local law enforcement and municipal agencies. It is an authenticated, secure, high-speed platform that delivers alerts via email and text message. � AlertOC is a mass notification system designed to keep Orange County residents and businesses informed of emergencies and certain community events. By registering with AlertOC, time-sensitive voice messages from the County or City in which someone lives or works may be sent to their home, cell or business phone. Text messages may also be sent to cell phones, e-mail accounts and hearing impaired receiving devices.

PAPERLESS DOCUMENT MANAGEMENT SYSTEM � During FY 2012-13, the Department completed the transition to a paperless document management system for General Orders, training bulletins and CALEA standards. The PowerDMS software suite allows documents to be created, distributed, signed, and archived electronically in a standardized format, and eliminates the need for paper files and log sheets

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POLICE DEPARTMENT FAST FACTS

During FY 2012-13 the Police Department responded to 43,961 calls for service with an average response time of four minutes, 35 seconds for priority calls. Specific statistics regarding calls for service and response times are contained in the following tables.

Calls for Service – FY 2012-13

Priority 1 Immediate Dispatch Lights and Sirens Authorized

1,941

Priority 2 Immediate Dispatch

Lights and Sirens NOT Authorized

11,581

Priority 3 Felony Just Occurred Crime Against Person Just Occurred Threat of Violence

Lights and Sirens NOT Authorized

8,812

Priority 4 Cold Felony Reports No Threat of Violence But Could Escalate Lights and Sirens NOT Authorized

6,917

Priority 5 Property Crime Just Occurred No Threat of Violence Lights and Sirens NOT Authorized

10,486

Priority 6 All Other Low Priority Calls

Lights and Sirens NOT Authorized

3,728

Priority 7 Phone Reports Abandoned Vehicles Sex and Drug Registrants

496

Total Calls for Service

43,961

Calls for Service/Response Times

FY 11-12

FY 12-13

% Change

Priority Calls for Service 12,600 13,522 7.32

Non-Priority Calls for Service 28,455 30,439 7.0

Total Calls for Service 41,055 43,961 7.08

Average Response Time - Priority 4 m 13 s 4 m 35 s 0m 22s

Incoming Phone Calls 185,126 179,802 -2.88

4

The Fire Department provides the community with efficient, cost effective fire and life safety protection, emergency medical services, and protection from hazardous materials releases. This is accomplished through department-wide proactive fire programs within two divisions: Operations Division and Administrative Division The significant achievements of FY 2012-2013 for the Fire Department included the following:

EMPLOYEE & WORKFORCE DEVELOPMENT The department continued to work on succession training, a component of the mentoring plan, with targeted improvements adopting best practices to better prepare interested incumbents in promotional opportunities. Succession training was developed and implemented in response to the high number of retirements and the elimination/lapsed positions that occurred during FY 2010-2011.

During FY 2012-2013, the department brought on eleven (11) new hires to fill the vacant entry level positions left after the completion of several promotional examinations which filled the vacancies left behind after the high number of retirements that occurred. Succession training has been a proactive way to focus on properly training interested candidates on specific components needed to succeed in the promotional testing process.

FIRE DEPARTMENT

The mission of the Fire Department is to promote excellence through rapid response, proactive training, prevention, and preparedness programs, while maintaining a high level of efficiency and well-being for our community.

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COMMUNITY CONNECTIONS THROUGH TECHNOLOGY

The department employed technology in several ways to stay connected to the community ensuring the needs of the residents, businesses, and visitors were met effectively and efficiently. � A Facebook page was created to provide updates to local residents and businesses, and utilized to provide answers to questions posted by the community. It features significant incidents, in addition to fire and rescue safety messages for the community. Weekly statistics are displayed with the amount and type of emergency calls being responded to by the Fire Department.

� Make a Comment (MAC) is an online comment system continued to be promoted in efforts to provide the best customer service possible to our culturally diverse community while focusing on bridging the gap between local businesses, fire prevention, and building inspections. MAC is both a resource for the community and an improvement tool for the fire department.

� eSubmit, continued to be implemented, a web-based portal that allows businesses in Orange County to electronically submit hazardous materials disclosure forms as mandated by Assembly Bill 2286. It is fully operational and the department continued to work on getting all of the Garden Grove businesses compliant.

CITIZEN EMERGENCY RESPONSE TEAM (CERT) TRAINING

� One entry-level academy was held training 16 new volunteers for the CERT program. CERT members are able to respond and assist in times of disasters. Members are programmed into an automated phone recall system, which is triggered from the City’s Police Dispatch Center.

� CERT participated in major community events and regional trainings. CERT manned First Aid booths at the Strawberry Festival and Tet Festival, which are considered “live-training” for the CERT members allowing them to practice the skills attained through CERT academy and recertification training. CERT was an integral part of the active shooter regional training held at Bolsa Grande High School.

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FACILITIES IMPROVEMENT PLAN

� The Department continued to work on the facilities plan for improvements at fire stations 2, 3, 4, and 5. The drawings for proposed exterior work at fire station #2 were completed. The exterior at fire station #3 was completed; and the work for station #4 is out for bid. Additionally, the department continued to work on the future plans for fire station #1 headquarters.

EMERGENCY PREPAREDNESS / COMMUNITY OUTREACH � The Fire Department continued to support and aid its community through public education and prevention programs for the entire resident population. The Department’s Assistance Program for People with Disabilities or Special Needs covers the five general categories of disability: mobility, visual, hearing, speech, and cognitive. This program is a free resource to assist Garden Grove residents with disabilities and other special needs during a declared disaster. The goal of the program is to put an evacuation plan in place that provides a way to notify and find the disabled and special needs residents in our community.

Proposed Fire Station #1 Headquarters

Completed Exterior Fire Station #3 Proposed Exterior Fire Station #2

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GRANT APPLICATIONS The Department continued to aggressively research and apply for grant opportunities that fit the department’s needs and priorities to offset equipment purchases and operation costs.

Grant Name Description Funded Amount

Department of Homeland

Security (FEMA) Assistance to Firefighters

Operations and Safety – Personal

Protective Equipment $128,976

State Homeland Security –

Emergency Services

Emergency Service Salary

Reimbursement $33,449

Department of Homeland Security (FEMA)

Urban Area Security Initiative (UASI)

Training and Personnel Cost Reimbursement

$35,909

Department of Homeland Security (FEMA)

Urban Area Security Initiative (UASI)

34 Individual Cache Suits - Personal Protective Equipment

$51,000 (value for 34 suits)

Orange County Health Care Agency

Mobile Data Collection Devices - Tablets for OCMEDS-ePCR

$26,730

Strawberry Festival Portable Gas & Carbon Monoxide

Detection Monitors (Commercial Grade for Responders)

$3,989

UVSA of Southern California

Fire Corp Volunteer Program &

Fire Helmet Shield Lights

$3,500

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Grant Name Description Funded Amount

Department of Homeland Security (FEMA)

Assistance to Firefighters

Operations and Safety – Personal Protective Equipment

$50,340

State Homeland Security – Emergency Services

Emergency Service Salary Reimbursement

$39,152

Strawberry Festival Fire Stations and CERT Trailer Retrofit $8,237

UVSA of Southern California Fire Corp

Volunteer Program $1,500

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FIRE DEPARTMENT FAST FACTS

During 2012 the Fire Department responded to 11,542 calls for service with an average response time of 4 minutes, 49 seconds.

Incidents in Jurisdiction 10,450

Fire 351

Medical 8,920

Hazardous Materials 69

Other Emergencies 437

Service 673

Incidents Outside Jurisdiction 687

Fire 175

Medical 475

Hazardous Materials 10

Other Emergencies 13

Service 14

Strike Teams 0

Total Calls for Service 11,137

COMPARISON 2012 2011

Incidents in Jurisdiction ↑3.67% 10,833 10,450

Incidents Outside Jurisdiction ↑3.20% 709 687 Total Calls for Service ↑3.64% 11,542 11,137

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The Public Works Department is responsible for the maintenance and construction of all municipal facilities, equipment, and associated infrastructure: streets, sidewalks, parks, public buildings, street trees, flood control channels, storm drains, traffic signals, City-owned vehicles and equipment, City's water and sewer system, managing trash, and recycling services. The significant achievements of FY 2012-2013 for the Public Works Department included the following:

HARBOR BOULEVARD STREET IMPROVEMENTS � The Harbor Boulevard Street Improvements involved the City and other entities assistance with the water park hotel development on the westerly side of Harbor Boulevard, between Palm Street and Lampson Avenue. This project included the relocation of utilities from the former Harbor Boulevard frontage road, modification of the medians along the frontage of the future water park hotel, construction of a storm drainage system, sewer lateral, and water line improvements. These improvements will address the needs of the future site development and allow for future landscaping to enhance the streetscape.

ARTERIAL & LOCAL STREET REHABILITATIONS � For the 2013 Arterial & Local Street Rehabilitations, Public Works rehabilitated pavement sections on major thoroughfares, such as Westminster Avenue, Trask Avenue and Chapman Avenue. Other local streets included Daniel Avenue, Kathy Avenue, Morgan Avenue, Jacalene Lane, Gail Lane, and Jennifer Lane.

PUBLIC WORKS

The mission of the Public Works Department is to preserve and enhance the health, safety, and environment of the community of Garden Grove through a team effort and responsible use of public resources.

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PRIVATE DEVELOPMENT OF RESIDENTIAL & COMMERCIAL PROJECTS � The Engineering Division’s Land Development Staff facilitated the private development of both residential and commercial projects, which include:

o Harmony Walk - 17 single-family homes on Trask Avenue. Completed. o Hope Street Apartments - 34 new apartment units (includes a set

percentage for affordable housing). In-progress. o Dale Street Apartments - 25 new apartment units (includes a set

percentage for affordable housing). In-progress. o St. Mark's Cottages - 18 single-family homes on Katella Street. In-

progress o New Condominiums Euclid Street/Hazard Avenue- Project includes over

60 housing units, street improvements and utility undergrounding. In-progress.

SUPPLEMENTAL TRANSMISSION MAIN PROJECT

� The West Garden Grove Supplemental Transmission Main Project has been completed. The project involved the construction of a new water transmission main from the east to west part of the City in lieu of construction of a replacement well in the west part of the City. The $5.3 million project included: the installation of approximately 6.5 miles of 6 to 18-inch diameter Polyvinyl Chloride (PVC) water pipe; jacking and boring under Orange County Flood Control Storm Drain Channel and Union Pacific Railroads; connection to the West Garden Grove Reservoir; and removal and/or abandonment of existing facilities.

BOOSTER PUMPING FACILITY REHABILITATION

� Rehabilitation of the West Garden Grove Booster Pumping Facility Project redesign has been completed. It is anticipated that the construction will start in February 2014. The $3.2 million project involves: the removal of the existing vertical turbine pumps, angle drives and natural gas engines; installation of new vertical turbine pumps, angle drive and natural gas engines; installation of a new LPG system; modification and/or reprogramming of controls PLC and SCADA; retrofit of the existing sump pump and roof systems; and other pertinent facility improvements.

WATER SYSTEM UPGRADES

� The Water Services Division Staff completed upgrades to the water system located at Trask Avenue, Lilly Street and Gloria Street. The $0.85 million water improvements consisted of replacing 3,400 linear feet of pipe, 48 new service lines, and five fire hydrants. The project will relieve fire flow capacity deficiencies, which the Water Master Plan identified as one of the high priorities.

SEWER SYSTEM IMPROVEMENTS � As part of the Sewer System Management Plan and to comply with Regional

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Water Quality Control Board’s Waste Discharge Requirements, the following improvement design and/or construction were completed:

o Lampson Avenue/Twintree Lane Sewer- The $1.0 million project relieved

sewer capacity deficiencies along Lampson Avenue between Volkwood Street and Jetty Street, as well as along Twintree Lane from Anzio Street to the end of cul-de-sac. This project included replacing approximately 3,400 linear feet of pipe and 19 new manholes.

o Euclid Street/Lampson Avenue Sewer – The $0.8 million sewer

improvements included approximately 2,900 linear feet of new sewer pipe and 13 manholes. This project relieved sewer capacity deficiencies along Euclid Street from Lampson Avenue to Main Street, Lampson Avenue from Euclid Street to Elmwood Street, Elmwood Street from Lampson Avenue to Jerry Lane.

o Traylor Way/Deannan Place Sewer - The $0.75 million project relieved

sewer capacity deficiencies along Traylor Way from Brookhurst Street to Dawson Street, as well as along Deannan Place from Hazard Avenue to Morningside Drive. This project included replacing approximately 2,300 linear feet of pipe and 8 new manholes.

o Chapman Avenue Sewer - The $1.0 million project relieved sewer capacity

deficiencies along Chapman Avenue between Brookhurst Street and Gilbert Street. This project included replacing approximately 3,000 linear feet of pipe and 12 new manholes.

o Belgrave Sewage PS Replacement Project - The design has been

completed and it is in the construction phase. The $2.4 million project will resolve storage capacity deficiencies and upgrade equipment in order to meet required capacity needs and operational demands.

RUBBERIZED SLURRY SEALING PROJECT

� The Streets Division completed the 2013 On-Call Recycled Asphalt Pavement (RAP) slurry sealing project on twenty-three (23) various residential and collector streets within the City. The project accomplished over 1.2 million square feet of rubberized slurry sealing.

RESIDENTIAL STREET REHABILITATION

� The Streets Division completed the 2013 Residential Street Rehabilitation Project on thirty-three (33) residential streets representing 3.89-center lane miles and 735,237 square ft. The project was funded from Gas Tax monies.

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� Streets crews, in conjunction with Petrochem Manufacturing Inc placed 12,000 square feet of Rubberized Asphalt Emulsion Slurry Seal (REAS) Type II on Lampson Avenue from West Street to Ninth Streets. This project was part of a test site for future selections of high quality slurry sealing products that would deliver longevity, increased traction and safety to the City’s heavily traveled collector and arterial streets.

ADA COMPLIANCE UPGRADES

� The Facilities Division completed the American Disabilities Act (ADA) compliance upgrades to the bathrooms in the Community Meeting Center and the Senior Center.

ENERGY MANAGEMENT SYSTEM

� The Energy Management System for controlling the heating, ventilation and air conditioning units has been installed at Fire Station #1 and the Police Station.

GEM THEATER RESTORATION

� The Gem Theater fire restoration project is complete.

PARK IMPROVEMENTS � Park improvements include a new picnic shelter installed at Eastgate Park, a new pour of playground-rubberized surface at Edgar Park and the rebuilding of a bridge at Atlantis Park.

GRANT APPLICATIONS & AWARDS

� The City received $900,000 in federal funds for the Lampson Avenue Raised Median Installation Project for construction of a raised, concrete median, between Manley Street and Knott Avenue. Construction components included the addition of a sub-surface, water-efficient drip irrigation system, drought-tolerant plantings, and solar irrigation controllers. � The City received two (2) Safe Routes To School Grants, totaling $180,000, for the installation and modification of traffic signals in the city. The remaining project balance was financed through Measure M2 revenues and Traffic Mitigations Fees for delivery of two new signals at Haster Street and Allard Avenue and signal phasing modifications at Westminster Avenue/Bowen Street and at Harbor Boulevard/Chapman Avenue. � The City received $485,000 of federal funds from the Environmental Protection Agency for the construction of the Twintree Lane/Harbor Boulevard Storm Drain Project, beginning at Twintree Lane and Harbor Boulevard and terminating at Bangor Street and Greentree Avenue. Improvements will provide ultimate extension of the Palm-Harbor Storm Drain.

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PUBLIC WORKS FAST FACTS

� Public Works responded to over 700 after-hour service calls during the year. � As part of the sewer maintenance program, City crews washed approximately 1,405,649 linear feet of sewer main lines. � The City maintains 133 traffic signals throughout the City. � Street crews repair over 2,000 potholes during the year. � Approximately 7,000 graffiti-related work orders were completed during FY 2012/13.

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The Community Development Department offers a broad spectrum of services to the community. Community Development also manages, reviews, and approves development plans for all properties located within the city boundaries. There are four divisions in the department: Planning Services Division, Building Services Division, Housing Authority Division, and Neighborhood Improvement/Code Enforcement Services Division. The significant achievements of FY 2012-2013 for the Community Development Department include the following:

NEW HOUSING DEVELOPMENT PROJECTS 10418 Katella Ave. � 18-unit small lot single-family residential subdivision on the south side of Katella at the old St. Mark's Lutheran Church. Developer is Brandywine Homes.

10901 Hazard Ave. � 56-unit small lot single-family residential subdivision at the northwest corner of Hazard and Euclid. Developer is City Ventures. This project is currently under construction.

11631 and 11641 Trask Ave. � 17-unit small lot single-family residential subdivision on the north side of Trask, east of Newhope. Developer is Olson Company.

COMMUNITY DEVELOPMENT

The mission of the Community Development Department is to provide quality services through creativity and collaboration.

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12662 Dale St. � 24-unit apartment complex on the north side Dale, north of Stanford. The developer is Brandywine. The project is under construction.

10222 Westminster Ave. � 34-unit apartment complex on the west side of Hope south of Westminster. The developer is Brandywine. This project is under construction. � Working on the tentative Tract map for Brookhurst Triangle and submittal of constructions drawings for the first phase of that project consisting of approximately 180 apartment units.

GROVE STREET PROJECT – SHELDON GROUP DEVELOPER � A proposal for 28 Residential Units on a portion of the parking lot immediately to the west of Main Street. The units are three-story townhouses designed to take advantage of a prime, walkable location in Garden Grove. � The project is required to provide parking for the new residential units and also maintain parking for the Main Street merchants. � Along Grove Street, there will be a 10 foot dedication for a new curb, gutter, and sidewalk along with new parkway plantings. � Open space will be provided in patios for each unit and through a public garden located along Grove Street at the corner of Garden Grove Boulevard.

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SITE PLANS, CONDITIONAL USE PERMITS & EXTENSIONS

� Processed Site Plan approval to expand the existing multi-tenant commercial building at the south west corner of Brookhurst Street and Chapman Avenue to open 36,918 square foot fitness center (CHUZE Fitness). � The new fitness center includes a swimming pool, cardio, weight training areas, cinema workout room, tanning rooms, and hydro massage rooms.

� Processed another time extension for a land use entitlement: including a three (3) year extension for the expansion of the Embassy Suites Hotel Development. This will include adding a new 17-story tower with 238 rooms added to the existing 374 hotel, and adding a 56,000 square foot new banquet hall. There are also plans to create a resort type hotel design adding a new restaurant, spa, and renovating on-site circulation.

MIND MIXER COMMUNITY ONLINE FORUM / RE:IMAGINE DOWNTOWN

� The Planning Division continues its efforts to bring together the community and identifying a sense of place and ownership and improving Garden Grove's Downtown by creating a Vision/Master Plan for the future. � Key components to a Downtown would be a Transit Station, Parking Garages, Commercial/ Residential, Bike Paths, and a more walkable Public Space for the community. � On December 6, 2012 an EDIC Charrette took place, where members of the City came together to gather ideas about: Land Use, Design, Transportation, and Branding for the Vision Master Plan. � On April 23, 2013 the Charrette ideas were presented to City Council. The City hired consultants to help create an online forum and on August 26, 2013 the City launched a Community Online Forum where visitors can share their ideas about what they think could enliven a downtown and help create a unique identity/character for the City of Garden Grove. � Although this Implementation Program and goal for the City's future downtown may take 20+ years to be fully established and completed, these developments together will generate more new jobs and annual tax revenue for the City and encourage visitors from outside the City to visit and buy in Garden Grove.

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BUILDING PERMITS & INSPECTIONS � Issued permits with a construction valuation of $55.6 million (7% increase). � Responded to 8,647 inspection requests.

BUILDING ABATEMENT � Opened 316 new cases and closed 284 cases. This is an increase over the previous year. � Continued to work with the Neighborhood Improvement Committee, which focuses on improving specific neighborhoods on an annual basis.

GARDEN GROVE GALLERIA PROJECT ( 10080 & 10082 GARDEN GROVE BLVD.)

� A proposed eight story mixed use building approved in 2005. Construction began April 2007 and due to economic reasons all construction ceased July 2009. Building permit expirations were extended over the next 2-½ years expiring in September 2012. � Over the last three years the project has been the center of litigation with the developer, the property owner and the bank. Currently the project only consists of a steel framed structure and a concrete parking structure. � July 2013 the City issued a Notice and Order to demolish and remove the structure within one year. The “Notice” was appealed by Cathay Bank and subsequently upheld by the Board of Appeals. � October 2013, City Building Inspector accompanied Engineers from Simpson, Gumpertz and Heger to verify the structural integrity of the parking structure.

10332 STANFORD AVE (SFR SEVERE SUBSTANDARD CONDITIONS)

� One-acre site, single-family residence, and various out buildings. Complaint received by the City August 2008 with regard to illegal structures and substandard housing conditions. Last five years, the list of violations and substandard housing conditions has increased. A Notice and Order to abate the violations went unheeded. � Assistance from the City Attorneys office was requested to assist in gaining compliance. The dwellings were posted “Unsafe to Occupy” and all structures were ordered to vacate. � This order was ignored and numerous inspections have occurred by Code Enforcement, Building Abatement and Police resulting in arrests, citations and notices of violations being issued. Recently a typhus outbreak developed from the cats and dogs on the property.

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� The City Attorney has filed criminal charges against the LLC, in conjunction with civil proceedings to place the property in receivership.

11461 WESTMINSTER AVE. (ABANDONED SFR, DESTROYED BY FIRE) � A vacant SFR located on the corner of Westminster and Newhope Street. A complaint was received from Code Enforcement on August 2013 about an abandoned fire damaged house. � A Notice and Order was issued September 2013 regarding maintenance of abandoned/vacant properties. The dwelling was destroyed by a fire and is not habitable. � The owner was ordered to submit plans or obtain a demolition permit by October 9, 2013. The Building Official granted an extension to November 11th to locate a contractor. The City Attorneys office is preparing a letter to send to the owner as a demand to abate the violations within the two-months allowed.

SECTION 8 MANAGEMENT ASSESSMENT PROGRAM (SEMAP) � The Housing Authority scored 100 percent and earned the designation for a “High-Performance Agency” for the fiscal year 2012-2013 from the Department of Housing and Urban Development.

HOUSING AUTHORITY RENTAL VOUCHERS � Assisted 2,337 low-income households through Section 8. � Contacted over 200 applicants from the new wait list to schedule initial qualification interviews. Applicants selected were Garden Grove residents with U.S. Veteran status or victims of domestic violence.

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HOUSING PORTABILITY PROGRAM � Administered an additional 300 tenants from Santa Ana through the Portability program. � By fully administering tenants from Santa Ana, the Housing Authority earns approximately $17,000 a month in administration fees.

HOUSING QUALITY STANDARDS & BUILDING & SAFETY CODES COMPLIANCE

� Conducted 304 initial and 4,693 annual and follow-up inspections, and 45 special inspections to ensure that subsidized units meet Housing Quality Standards and Building and Safety Codes.

HOUSING FAMILY SELF-SUFFICIENCY PROGRAM All of the Family Self-Sufficiency graduates signed a contract and are required to successfully complete classroom training or job training, become independent of welfare cash aide (if applicable) and obtain suitable full-time employment based on their training, skills, and education. Through their training and education they increased their earning capacity, obtained improved employment and became independent of welfare cash aide. As an outcome, the Housing Authority pays fewer subsidies and the client pays more subsides. In some cases, the clients no longer need housing assistance.

� Three participants of the Family Self-Sufficiency program successfully competed their 5-year contract.

NEIGHBORHOOD IMPROVEMENT PROGRAMS

Neighborhood Improvement oversees the Emergency Solutions Grant (ESG) program, which provides homeless prevention and intervention services, and the Community Development Block Grant (CDBG) program, which offers a variety of tools for public service grants and community improvement grants and projects. ESG and CDBG programs are funded by the U.S. Department of Housing and Urban Development (HUD). ESG program funded the following organizations: � Thomas House ($60,000) to provide shelter and resources to 141 individuals from formerly homeless families in service-enriched transitional housing apartments. � Women’s Transitional Living Center (WTLC) ($66,870) for essential services, homeless prevention, shelter, support services, substance abuse treatment and accessibility to other services for 959 survivors of family violence, including men, women, and their children. � Interval House ($113,599) to provide support services, homeless prevention and rapid re-housing to 286 victims of domestic violence.

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CDBG funded the following organizations: � Fair Housing Foundation ($34,923) helped provide fair housing services to 419 individuals. � Community SeniorServ, Inc ($21,000) to serve 648 Garden Grove seniors through daily hot lunches at the Senior Center and other congregate dining and delivered breakfast, hot lunch, and dinner every weekday. � H. Louis Lake Senior Center ($161,818) assisted the City to enhance services and provide meals to 359 individuals.

Additional Neighborhood Improvement Achievements:

� Provided 6 home improvement grants throughout the City. � Provided First Time Homebuyer Loans to 2 families. � Code Enforcement addressed 1,681 complaints of violations of the Garden Grove Municipal Code.

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The Community Services Department is one of the largest City departments whose programs can be seen throughout Garden Grove, from the parks and leisure classes, to group counseling and homework assistance, to special community events and cable television. The Department is comprised of three divisions: Recreation and Human Services – Programs include activities at the Buena Clinton Youth and Family Center, Community Meeting Center, H. Louis Lake Senior Center, Magnolia Park Family Resource Center, as well as park facilities, Park Patrol, and Recreation, which includes Aquatics, Day Camp, preschool programming, and youth sports. Office of Community Relations – Oversees the City’s Public Information Office, Special Events, and the Garden Grove Community Foundation and Vietnam War Museum of America Foundation subdivisions. Official City communications, including press releases, marketing materials, brochures, newsletters, social networking sites, as well as the City’s webpage content, originate from the Public Information Office, including several annual publicity campaigns. The Office of Community Relations is also responsible for City Council support and protocol at official City functions. Cable/City Website – Manages the City’s Government Access Channel 3 that produces and broadcasts news, public information, and promotional programming on the Time Warner, AT&T and Verizon FiOS cable systems. The Division’s additional outlets include

COMMUNITY SERVICES

The mission of the Community Services Department is to create community and facilitate positive communication with the City Council, residents, co-workers, and regional audiences. The various subdivisions (Cable, Community Meeting Center, Family Resource Centers, GGCF Support, Park Patrol, Public Information, Recreation, Senior Center, and Special Events) serve our youth, residents, co-workers and regional audiences with parks, programs, quality written materials and innovative video productions, while providing top-of-the-line customer service to all.

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social networking sites such as Facebook, Twitter, and YouTube. The City’s webmaster is responsible for supporting the City’s website for the public as well as internal websites for employees and other groups. The significant achievements of Fiscal Year 2012-2013 for the Community Services Department include the following: 50TH

ANNIVERSARY OF ATLANTIS PLAY CENTER � Atlantis Play Center marked a significant milestone on June 15, 2013 – 50 years of creating cherished memories for families. The public was invited to help celebrate Atlantis’ golden anniversary. Approximately 1,100 people celebrated with the Mayor and City Council and former dignitaries that played a role in constructing the center.

� On display at the event were hundreds of photos collected from the public, some of which were as old as the park itself, and photos including sections of the park when it first opened. News articles featuring the numerous groups that donated funds for construction of the park were also on display.

� The event itself was filled with the sounds of music from the 1960’s and retro picnic-style games featuring a three-legged-race, egg toss, and bobbing for apples, classic carnival games and a modern-day bounce house. The hot dog lunch was sponsored by 7-Eleven and Farmers and Merchants Bank and Garden Grove’s oldest family-owned business, Zlaket’s Market, sold nostalgic treats.

FAMILY RESOURCE CENTERS The Community Services Department oversees the operation of two Family Resource Centers, one in the Buena Clinton neighborhood and the other at Magnolia Park. Both centers provide no-to-low-cost programs and services focused on youth enrichment, safety, and community involvement/mobilization. Listed below are the achievements for fiscal year 2012-2013:

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� Buena Clinton Youth and Family Center (BCYFC)

o In September 2012, the Buena Clinton Neighborhood Coalition held its third annual Back to School event with the goal of helping children prepare for school by providing health screenings, resources, and school supplies. 260 backpacks were collected.

o BCYFC raised $6,885 from its revenue generating programs (Homework Club, Improve Your English, Study Lounge, Summer Program, Summer Drop-In, Summer Teen Passes, summer t-shirts and Summer VolunTeen).

� Magnolia Park Family Resource Center (MPFRC)

o Served 457 families and 1,110 individuals. o 138 individuals participated in individual, family, and group counseling

services offered by MPFRC.

o 199 families were able to receive comprehensive case management services

provided by the MPFRC’s Family Advocates.

o The Foster, Adoptive, and Kinship Family Program assisted 41 individuals, who participated in family activities for foster and respite care services.

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o Provided 2,106 referrals to 1,773 individuals that called or walked in to MPFRC In collaboration with Community Action Partnership, OC Social Services Agency, and Children’s Health Initiative of Orange County, MPFRC was able to assist 201 families in applying for government programs such as food stamps, insurance, and cash aid assistance.

FAMILY-FUN EVENTS � Annual events include Winterfest, Eggs-cavation, Atlantis Play Center 50th Anniversary, Family Campout, and Jack O’Lantern Jamboree

� Cost for most of these family-friendly events was $8 per person and each event served approximately 1,000 people.

� Revenue from these events was over $17,500.

SENIOR CENTER PROGRAMMING

� Continued to offer low and no-cost recreational activities and classes promoting active living for seniors ages 50 and over.

� Served 28,329 meals at the Center. The meals are free for seniors 60 years of age and over, with a suggested donation of $3.00 and $5.00 for seniors under 60.

� Volunteers delivered 100,392 meals daily to homebound seniors in a collaborative effort with Community SeniorServ.

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AQUATICS � One of the most popular recreational activities offered are swim lessons during the spring (one week) and throughout the summer at three park pools (Gary Hall, Magnolia, and Woodbury) and the pool at Pacifica High School. � Revenue for Fiscal Year 2012-2013 totaled $275,000 a 10% increase from FY 2011-2012. � Recreational swim open to the public brought in over $10,500 in revenue.

OFFICE OF COMMUNITY RELATIONS Public Information Office � Disseminated news and information from the City of Garden Grove to local, regional, and national media outlets (English, Vietnamese, Spanish, Korean). Also produced City newsletters, brochures, marketing and publicity materials, and developed promotional campaigns directed to residents, businesses, and visitors. � Continued to strengthen ties with the Vietnamese community and media through the Vietnamese Community Liaison, who also manages the Vietnamese language webpage on the City’s website. � Promoted and collaborated in the following programs and campaigns, utilizing several forms of public outreach including media, signage, website, collateral, and other communication resources:

o Buy in Garden Grove o Buy in Garden Grove: Home Edition o The Grove District o Great Wolf Water Park Hotel o Atlantis 50th Anniversary o Graduate Recognition Program o VWMAF Speaker Series o Coyote Prevention o State of the City

CABLE DIVISION � Provided production and promotional support to the Garden Grove Community Foundation, Vietnam War Museum of America Foundation, the City’s Agency for Community Development, all City special events and public information campaigns.

Awards � The City’s Government Access Channel 3 took home the gold in four categories at the Western Access Video Excellence Awards (WAVE). The first place awards were in the following categories:

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o Talk Show – Working Wardrobes o Life Style – Garden Grove Pride

o Special Audience – Acacia Adult Day Services

o Programming for Youth and Family – Every 15 Minutes at Tustin High

School � City of Garden Grove productions won three awards and two honorable mentions.

� City Website/Webmaster

o The City’s Webmaster updates the website for the public as well as internal websites for employees and other groups. The following is a list of accomplishments for Fiscal Year 2012-2013:

o The International West website was changed over to the Grove District

website (http://www.grovedistrict.com).

o The Garden Grove Community Foundation website (http://www.ggcf.com) was upgraded.

o The Buena Clinton Youth and Family Center website was launched

(http://www.buenaclinton.org).

o Facebook fan pages were set up for the following:

� Garden Grove Police Department � Garden Grove Fire Department � Garden Grove Community Foundation � Atlantis Play Center � Vietnam War Museum of America Foundation � Grove District

o The Buy in Garden Grove campaign was enhanced on the website, allowing

for an easier user upload. o The voting set up was enhanced for both Garden Grove Pride and Business

Beautification Awards.

PART II

INDIRECT SERVICES

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The City Manager's Office is responsible for implementing the decisions of the Garden Grove City Council and coordinating those efforts through the various departments. The City Manager's Office includes legislative support, policy implementation, budget development, strategic planning, liaison, and ombudsman services to community constituencies and legal service functions of the City. Additionally, the Office manages the City Council meeting agenda, elections, and public records. The Office also monitors and responds to federal and state legislative issues, and represents the City's interests throughout the region and beyond. The significant achievements for the City Manager’s Office for FY 2012-2013 included the following:

ECONOMIC FOCUS

� Following the elimination of Redevelopment by the State in February 2012, the City Manager’s Office has monitored City departments, its Successor Agency, and Oversight Board in carrying out the enforceable obligations of Garden Grove’s dissolved redevelopment agency and meeting State Department of Finance (DOF) requirements to ensure funding for the City’s major economic development projects. As a result of citywide efforts, especially by the City’s Finance Department, funding for a majority of these projects has been approved and an important “Finding of Completion” was issued by the DOF. Among these projects are the Great Wolf Lodge water park hotel, Hotel Site B-2 on Harbor Boulevard, and the Brookhurst Triangle mixed-use development. Upon completion, these projects will generate over 2,000 new jobs and substantial new tax revenues for the City.

CITY MANAGER’S OFFICE The mission of the City Manager’s Office is to assist the City Council in establishing community goals and policies and provide leadership and direction in the administration of all City Departments and services.

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3-YEAR FISCAL PLAN

� The second year of the City’s 3-Year Fiscal Plan was implemented to guide the City’s budget, increase organizational efficiency and revenues, and ensure the financial stability of the organization. The Plan was developed in response to the continuing effects of the economic recession and loss of redevelopment revenue. Primary components of the Plan consist of cutting and containing costs, using reserve funds and implementing revenue-generating opportunities. Modest revenue gains have been realized recently as a result of new and stronger businesses and new housing developments in the City.

KEY PROJECTS FOR 2013

� Key City goals and projects were established, pursued and monitored through a scoreboard tracking process and monthly meetings. The projects for 2013 included: implementation of the second year of the 3-Year Fiscal Plan; completion of Hotel B-2 Resort milestones including site clearance and site plan development; creation of a “new economic strategy” for the City; implementation of an employee mentoring program, neighborhood improvement projects in targeted areas of the City, and improvements on Harbor Boulevard that support expansion of the City’s resort district.

Key Projects for 2013 (Organizational Wildly Important Goals) Implement New 3-Year Fiscal Plan (Year 2)

Hotel B-2 Resort

New Economic Strategy

Mentoring Program

Neighborhood Improvement

Sports Complex

Harbor Boulevard Improvements

The mission of the City of Garden Grove is to provide responsible leadership and quality services as we promote safety, cultural harmony, and life enrichment.

�% Complete �% Remaining

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EMPLOYEE MENTORING PROGRAM

� An organizational mentoring program was implemented to facilitate a positive work experience in the City and help prepare employees for future promotional opportunities. The program was supported by all Central Management Team members and consisted of the following components:

� Series of group lunch discussions in which Central Management Team members shared career history, responsibilities, experiences and bits of wisdom they learned along the way

� Mentoring Friday’s where employees were encouraged to meet with department directors, division heads and supervisors to discuss mentoring topics of their choice

� Internal training and education programs

� Peer group mentoring in which employees were encouraged to come together with peers to discuss learning interests and needs

� Individual mentoring on an informal basis

CUSTOMER SERVICE TRAINING

� Working through the Customer Service Coaches Committee, the customer service training program for new employees was updated and refined. Changes were based on the citywide customer service training program that was developed in 2012 for all city employees. Core training elements include Garden Grove’s commitment to excellence, why excellent customer service is vital to public agencies, government sector challenges, what customers want most, principles of customer service, tools for working with difficult customers, and a review of customer service resources.

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LIVING WITH COYOTES COMMUNITY SEMINAR

� In response to an increase in coyote sightings in the City and to remind residents of important safeguards to protect pets and property against coyotes, the City partnered with State and County agencies to host a community educational seminar. Agency experts discussed coyote ecology, causes of coyote-human conflicts, tips for protecting pets, and ways to discourage the wild animals from entering yards and neighborhoods.

OFFICE OF THE CITY CLERK � The Office of the City Clerk safeguards all official records of the City, conducts municipal elections, and oversees legislative administration including all City Council and dependent agency agendas. The City Clerk’s Office also provides reliable, accurate, and timely information to the City Council, staff, and the general public. Achievements specific to this function included:

� As the Election Official, and per the California Elections Code, conducted the

November 2012 Election. Two members of the City Council and the Mayor were sworn-in and seated at the December 11, 2012, City Council meeting.

� Continued to provide support to the City’s elected and appointed officials for their filings of required forms as mandated by the Fair Political Practices Commission.

� Provided City Clerk services for the City of Fountain Valley.

� Provided live video streaming and archived media of City Council meetings, and electronic access to agendas, staff reports, and meeting minutes via the City’s website.

� Continued to adhere to the California Public Records Act by maintaining the City’s public records and providing responses to public records requests.

� Continued to manage the Municipal Code revision project, coordinating efforts between revising departments, the City Attorney, and the Clerk’s Office.

� Maintained public access to the Municipal Code and other related documents electronically via the City’s website.

� Continued to be a resource to the City’s Commission Secretaries on uniform processes and procedures to assure efficiency and compliance with the Brown Act.

� Continued to be an official Acceptance Agency for US Passports, with 673 passports processed, generating net revenue of $19,745 for FY 2012-13.

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The Finance Department provides services to the following operations: The City of Garden Grove, the Garden Grove Sanitary District, Water Enterprise Operations, Garden Grove Agency for Community Development, Street Lighting Assessment District, Orange County Regional Airport Authority, Garden Grove Community Foundation, Fire Training Authority, Garden Grove Housing Authority, and the Garden Grove Cable Corporation. The significant achievements for the Finance Department for FY 2012-2013 included the following: � Consistent with the goal of protecting City Assets and shielding the City from major risk exposures, the Finance Department successfully completed the annual renewal process of the City’s insurance policies including property, boiler and machinery, employee dishonesty and faithful performance bonds, computer fraud, pollution, excess workers’ compensation and necessary excess liability coverage. � The City Budget embodies the first year of the City’s new 3-year Fiscal Plan, which was constructed to address the effects of the declining economy. Preparation, adoption, and execution are an ongoing process, which is modified, to consider the fluid status of funds availability, organizational needs and policy direction. � Staff has been working closely with the Information Technology Department to implement a new Purchasing System, which further enhances the procurement process. The new system incorporates the electronic requisition system and is a more efficient system that allows for less handling of paperwork and a more transparent process. � The City received the Certificate of Excellence in Financial Reporting award from Government Finance Officer’s Association for its Comprehensive Annual Financial Report (annual financial statements). The audit was completed in December 2012 and an unqualified opinion was issued.

FINANCE DEPARTMENT

The mission of the Finance Department is to provide financial and related organizational services to City staff, the City Council, and citizens of the community, which are timely, accurate, and in accordance with, or exceeding, industry standards.

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� In light of current economic uncertainties, participating in low cost Internet training and free seminars enhanced job knowledge and skills. Specific training included:

� California Society of Finance Officers: Key Steps & Success Strategies � California Municipal Revenue and Tax Association Quarterly Training and Annual

Conference � GFOA: Annual GAAP Update � MHM: GASB Update � MGO Annual Client Service Training � White Nelson Diehl Evans LLP: Government Tax Seminar � PERS: My CalPERS reporting updates – webinar & live trainings � Public Works/Construction Law � Purchasing Law � Contract Risk Management

ECONOMIC DEVELOPMENT In June 2012, the state legislature approved AB-1484, clean-up legislation for the Redevelopment Dissolution Act (ABx1-26) signed into law in June of 2011. AB-1484 clarified lingering issues in ABx1-26 and created a process for successor agencies to follow in order to facilitate the dissolution process. This process included an inventory of former redevelopment agency assets and cash, and payback of surplus cash to the county auditor-controller for distribution to the taxing entities. Although complying with the mandates set forth in AB-1484 was a major priority, the Economic Development Division continued to work on the DOF approved obligation development projects of the former agency as well as economic development projects now with the City as the sponsoring agency. Significant achievements for the Economic Development Division for FY 2012-2013 include the following: � July 2012 saw the completion and submittal of the Housing Asset Transfer list to the Department of Finance (DOF). � On July 17, 2012, the City was awarded a $2.9 million grant from the Department of Commerce for street and infrastructure improvements on Harbor Boulevard. The improvement area spans approximately 2,200-feet, from the site of the future Great Wolf Lodge® water park hotel, to Twintree Avenue. The Projects scope included new sewer and water line installations, storm drain line installations, electrical conduits, and curb and gutters. Complementing the preventative measures will be aesthetic enhancements that include new landscape and hardscape, sidewalks, medians, and traffic signals. � In August 2012, the Successor Agency and Oversight Board approved the Recognized Obligation Payment Schedule (ROPS) for the period covering January – June 2013, and submitted it to the DOF. Initial approval by the DOF was received on September 17, 2012, and after a meet and confer with the DOF regarding two items on the ROPS, final approval was received on December 18, 2012.

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� The Housing Asset Due Diligence Review was completed in November 2012. � In December 2012, the Successor Agency applied for a Final and Conclusive Determination from the DOF for the Waterpark Hotel project. On February 6, 2013, the Final and Conclusive Determination was granted by the DOF. � In February 2013, the Successor Agency and Oversight Board approved the ROPS for the period covering July – December 2013, and submitted it to the DOF. DOF approval was received on May 17, 2013. � In early 2013, the Successor Agency completed its Non-Housing Due Diligence review and submitted it to the DOF for review. This process was completed in April 2013. � On March 26, 2013, the City Council approve the “Settlement Agreement” for 12302 Harbor Boulevard with Mike Abeyta for the business relocation of Joe’s Italian Ice. The business is located at the North East corner of Twintree Lane and Harbor Boulevard and is part of the Site C Hotel Project site. � The City of Garden Grove has acquired fee title to three parcels at the northeast corner of Harbor Blvd. and Twintree Lane as part of the final land assembly for the Site “C” development project. � On April 9, 2013, the City Council Approved the Grove District Resort Hotel Development Agreement (“Agreement”) by and between the City of Garden Grove and Land & Design, Inc. (the "Developer"). The Developer has proposed a development project consisting of a combination of hotels, retail, restaurant, and entertainment venues, and related parking facilities (the “Project”), for an approximately five (5) acre site located at the northeast corner of Harbor Boulevard and Twintree Lane (the “Site”). The City owns a small portion of the Site, and the former Garden Grove Agency owns the remainder of the Site. � In May 2013, the Successor Agency applied for a Finding of Completion from the DOF. The Finding of Completion indicates that the Successor Agency has completed all required steps of the dissolution process and made all required payments as outlined in AB-1484. On May 15, 2013, the Successor Agency received its Finding of Completion from the DOF. � On May 29, 2013, the Successor Agency submitted to the DOF, its Oversight Board approved Long Range Property Management Plan for review and approval. � Property Management and Maintenance for all Successor Agency owned properties. � Completed the demolition of the final four parcels on Site B2. � Completed the land assembly for the Site C Hotel project by acquiring three parcels at the northeast corner of Harbor Blvd. and Twintree Lane.

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The Information Technology (IT) Department continues to support the entire agency with a combination of in-house customized software, purchased software and Open-Source technology. IT continues to look for the best solution for each City Department while safeguarding the City’s Data and Network infrastructure. The use of Open Source software and in-house programming has enabled IT to continue to provide advance features, stability, flexibility and integration while realizing substantial cost savings. The significant achievements for the Information Technology Department for FY 2012-2013 included the following:

SYSTEMS / PC TECHNICAL SUPPORT

Implemented the following systems:

� Migrated LAND application to new ESRI GIS system

� Migrated Code Enforcement CDBG map to new ESRI GIS system

� Created Housing Abatement System

� Updated Recreation system with new features

� Upgraded Housing system to Housing Pro

� Implemented mobile clients for Housing on Ipads

� Completed roll out of BYOD WiFi network

� Accounts Payable, Payroll, and General Accounting Updates

� Integrated new Vehicle Maintenance Gas Consumption system

� Implemented Backup Process for Virtual Servers

� Upgrades and Enhancements to Public Works Asset Management System

� Create State Controller Payroll Report

� Facilitated Temporary Move of Engineering Division

� Storm Water Quality Permitting System

� Sanitation Asset Management Maintenance System

INFORMATION TECHNOLOGY The mission of the Information Technology Department is to provide effective and efficient communication, analysis, and tools that promote leadership, public safety, and an informed and involved public while using integrated systems based on open technology.

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� Upgrade Virtual Server Software

� Implement Third Party Jail Booking Systems

� Implement Third Party PD Document Management System

� Implemented bar-coding and address verification resulting in automated mail rates

for water bills.

� Replaced SAN

� Replaced on-site backup storage (30 day backup)

� Completed upgrading PD computers to Windows 7

� Support field testing of MDC replacements

� Implemented 2nd factor authentication system for PD.

� Moved Police field offices, command post, and court liaison office to 4G network.

� Expand use of separated Internet connection for WiFi to PD, City Hall, Public Works

and public meeting rooms.

� Expanded network at public works yard.

� Extended network for new fuel management system.

� Building Inspection IVR RFP

� Improvements to cross connections system.

� Improvements to new business license system.

� Added two IT tech support interns.

WORD PROCESSING / GRAPHICS The Word Processing and Graphics Division manages document and graphics needs for all departments and is very involved in numerous City sponsored special events. The following is a list of projects handled by this division: Document/Spreadsheet Support for:

� Updates to Quarterly Budget Spreadsheets and Budget Preparation Details

� Budget Book

� Maintained City Telephone Directory & Updates to Online Directory

� Update of Engineering Specifications

� Creation of Electronic Forms & Paper Forms

� Resolutions and Recruitment Brochures for Human Resources

� Garden Grove Pride research, address labels

� New Business Cards

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� New Letterhead

� Buy In Garden Grove Support

� Intranet Updates

� Fed-Ex Shipments

Artwork for:

� The Grove District Brochures, Surveys and fliers

� Quarterly Parks and Recreation Guides

� CityWorks Water Bill Insert

� City Calendars

� Various Water Bill Inserts

� Food for Thought Luncheon

� Employee Service Awards

� Garden Grove Pride

� Strawberry Ball

� Mayor's Prayer Breakfast

� Mayor's Business Breakfast

� Garden Grove Community Foundation Summer Concert Series

� Garden Grove Community Foundation Golf Tournaments / Other Fundraising Events

� Police Quarterly Employee Recognition

� Community Services Volunteer Recognition Dinner

� Newsletters and Flyers for Various Departments and Events

� Police Annual Report

� Tree Lighting Ceremony

� Retirement Announcements/Receptions

� Vietnam War Museum Logos, Letterhead, Speaker Series, Golf Tournament, etc.

� Winterfest/Jack-O-Lantern Jamboree/Eggscavation Flyers, Posters

� Chamber of Commerce Events

� Senior City Events

� Multi-lingual Police Brochures

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REPROGRAPHICS / MAILROOM The Reprographics and Mailroom Division manages the City’s internal and external mail and printing needs. This division prints most of the documents and artwork produced by the Word Processing and Graphics Division. From July 1, 2012, to June 30, 2013, this division produced: � 1,039,332 offset prints

� 262,989 color photo-copies

� 679,000 black and white photo-copies

The following is a list of major duties during this time period: � Sort and deliver incoming mail

� Weigh and stamp outgoing mail (163,979 pieces, $100,951 postage)

� Deliver outgoing mail

� Various folding and envelope stuffing jobs

� Various print jobs on 2-color press

� Various print jobs on both black and white and color copiers

� Binding, hole punching and production of tabs for large documents

� Maintenance of all City copiers

� Bulk scanning for Finance Department

� Print, fold, and stuff business license renewals and notices

� Produce bound copies of the City Budget

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The Human Resources Department provides responsive, timely, accurate support and information to departments, employees and the general public. The significant achievements for the Human Resources Department for FY 2012-2013 included the following:

� Planning and implementation of necessary changes for Affordable Care Act compliance � Negotiated new contracts for Police Union and Police Management Union.

� Worked with Police, Public Works, and Fire departments on substantive reorganizations.

� In partnership with Community Health Charities, developed and implemented the Health Matters at Work campaign for City employees.

� Managed the Worker’s Compensation process for 107 employee injuries, reducing lost work time by 15 percent.

� Administered 37 recruitments for eight City departments.

� Processed 15 employee retirements.

Human Resources The mission of the Human Resources Department is to provide guidance and support to our diverse community of employees and applicants, and to promote the City of Garden Grove as a great place to work and thrive. Human Resources places and emphasis on fairness and consistency in the recruitment, selection, retention and personal and professional development of the City’s most important asset-our employees.

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Human Resources Fast Facts

Hiring and termination activity (calendar year basis): Category 2008 2009 2010 2011 2012 2013

New Hires 117 57 50 56 50 77

Promotions 59 30 28 41 16 30

Reclassifications 12 5 4 15 9 2

Resignation 41 29 23 21 21 31

Retirements 15 7 42 8 26 41

Dismissal/Rejected on Probation 5 7 2 6 1 1

Abandonment 0 1 0 0 0 0

Layoff 0 0 6 3 0 0

Death 1 0 0 1 1 1

End of Temporary Employment 0 9 6 9 23 18

0

20

40

60

80

100

120

New Hires Promotions Reclassifications

Recruitment Activity

2008

2009

2010

2011

2012