CITY MANAGER’S OFFICE
BUDGET SUMMARY
The City Manager’s Office (CMO) oversees all City operations to ensure that City departments deliver quality services and to provide direction to ensure City Council policies are implemented effectively. The CMO oversees Great Park planning and development, real property and economic development, legislative and public affairs, performance management, organizational culture, health and wellnesses, and diversity, equity, and inclusion functions of the City. The office keeps the City Council and community informed on issues, facilitates and manages key community partnerships and service delivery to Irvine residents, promotes and supports multicultural organizations, and fosters Irvine’s international relationships. The CMO’s budget includes General Fund expen ditures of $7,068,238 for FY 2023-24 and $7,105,227 for FY 2024-25. The budget includes funding for 37 full-time and 0.5 part- time employees. The CMO’s organizational structure, the services it provides during the year, and the revenues and expenditures required to implement the services are detailed on the subsequent pages. Developed Great Park Framework Plan and finalization of Phase 1 Great Park Projects, transitioning the Great Park Framework Plan from concept planning to project design development and laying the ground work to start construction. Commenced critical infrastructure upgrades to the Great Park Sports Park and facilitated installation of 166 electric vehicle chargers at the Sports Park. Commenced demolition activities to remove derelict buildings from future development sites at the Great Park. Proposed Gateway Preserve program to acquire and close All American Asphalt plant concurrent with a land dedication from the Irvine Company and creation of a new open space preserve and new residential village. Began the process to create a new Economic Development operation in close partnership with the City’s Hotel Improvement District to attract, retain, and promote businesses and tourism to Irvine. Established a Health and Wellness Steering Committee of local stakeholders and subject matter experts from within the City and from throughout the City and created a City health and wellness operation to assess the City’s current internal health and wellness activities and coordin ate an assessment to identify gaps locally in meeting social determinants of health in Irvine. Accomplishments Continued dedication to Diversity, Equity and Inclusion through facilitating transition of the City’s DEI committee to a standing committee and adding culturally- focused events to the City’s calendar. Adopted and implemented One Irvine team-oriented approach focused on the values of humility, innovation, empathy, passion, and integrity across all City departments.
FY 2023-25 Adopted Budget
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