Reintroducing Chapman University & The City of Orange

Chapman and the City: Reintroducing Ourselves for a Stronger Future

The City of Orange, like many municipalities across California, is navigating significant financial pressures in the years ahead. As we examine how to maintain services, invest wisely, and serve our community’s evolving needs, it's time to think creatively and collaboratively. One of our most underutilized resources? The world-class academic engine in our backyard—Chapman University.

It’s time we move past the old narratives and embrace a partnership model that benefits both Chapman and the City. While there have been tensions in the past over housing, parking, and expansion, there’s now an opportunity for a reintroduction—one that reflects our shared interest in long-term economic resilience and civic engagement.

Offsetting Costs Through Innovation and Education

Take, for example, the number of vacant, underutilized, or dilapidated properties scattered throughout Orange. The City often lacks the resources to develop fully-vetted plans for how to best reposition these sites. Rather than absorbing the full cost of planning consultants or allowing properties to linger in limbo, we could work with Chapman’s real estate program to turn these locations into real-world case studies.

Students—supervised by faculty and aligned with City goals—can help determine the “highest and best use” of these parcels. Their analysis can explore alternatives that fit within the City’s General Plan, complement surrounding neighborhoods, and meet community needs. These studies could save the City tens of thousands in consultant fees while giving students practical experience and a direct role in shaping their city.

This approach isn’t just about cost savings—it’s about alignment. Chapman’s mission is to develop engaged, service-minded citizens. What better training than using their talent to help solve civic challenges?

A Two-Way Street of Support

The City also brings plenty to the table. Our public safety personnel, infrastructure services, and cultural institutions are a major reason why Chapman is such a desirable campus environment. Preserving that value through thoughtful policy, and making sure that Chapman continues to contribute its fair share to city costs—especially during revenue shortfalls—should be a structured and transparent conversation.

Time to Rebuild Trust, Together

Yes, there’s history. But there’s also an opportunity. With declining sales tax growth, rising service costs, and a changing economic base, the City needs partners—not just stakeholders. Chapman has long been one of our most prominent institutions. It’s time to formalize their role as a proactive partner in Orange’s success.

By integrating Chapman students and faculty into our civic planning efforts, especially in real estate, housing, and community development, we not only expand the City’s capabilities but also cultivate a shared sense of purpose between campus and community.

Let’s reintroduce ourselves. Chapman and Orange can’t afford to be strangers any longer.

Accountability in Expansion

Chapman University’s desire to expand—whether through new facilities, increased enrollment, or housing developments—cannot happen on autopilot. The City of Orange must no longer greenlight growth without a direct and defined return for our residents. Expansion is a privilege, not a right. For every request to grow, there must be a clear public benefit—whether that’s infrastructure investment, funding for public safety, or support for long-standing community priorities.

-Below is a Draft Memo to City Staff-

MEMO TO CITY STAFF
Subject: Operationalizing a Strategic Partnership with Chapman University

Team,

As the City of Orange faces sustained financial constraints, increasing service demands, and mounting capital improvement needs, we must seek out strategic alliances that help us stretch our resources and expand our capabilities. Chapman University is one of the most significant institutions within our boundaries and it is time we reintroduce ourselves with an eye toward mutual benefit, shared responsibility, and structured accountability.

Historically, the City’s relationship with Chapman has been marked by periods of tension over growth, land use, and resource impact. While those concerns remain valid, our current fiscal landscape demands a fresh approach. Chapman’s world-class faculty and students across real estate, planning, business, law, communications, data analytics, and public policy represent a vast and underutilized public asset. We must activate that capacity in a way that serves both the City's long-term interests and Chapman’s academic mission.

ACTION ITEMS

1. Leverage Chapman’s Academic Talent to Offset Consultant and Contract Costs

• All departments shall identify opportunities where Chapman students and faculty could support or supplement City initiatives, including:

  • Land-use or redevelopment studies

  • Public outreach campaigns

  • Housing affordability research

  • Economic impact modeling

  • GIS mapping and data visualization

  • Environmental and sustainability studies

• Departments must submit at least three project ideas to the City Manager’s Office by Q1 FY 2027 that could be scoped into a student-led, faculty-supervised collaboration.

• The intent is to develop formal partnerships with Chapman schools (e.g., School of Business, Dodge College, Schmid College, Fowler School of Law) to reduce reliance on outside consultants for exploratory or pre-development work while providing students with real-world civic experience.

2. Establish a City–Chapman Public Benefit Accountability Structure

• City Manager’s Office, in coordination with Finance and Legal, shall draft a Public Benefit Agreement (PBA) framework to be used in all future Chapman expansion requests (facilities, housing, or enrollment increases).

• The framework should outline clear and measurable returns to the City in exchange for growth approvals. These may include contributions to public safety, infrastructure maintenance, housing mitigation, or funding for community services.

• A preliminary draft of this structure should be ready for Council workshop no later than Q1 FY 2027-28.

GUIDING PRINCIPLE

Chapman University should not simply operate within Orange; it should contribute meaningfully to Orange’s future. Likewise, our City must move beyond a reactive posture and define the terms of a forward-thinking, mutually accountable relationship.

Let’s use the academic resources next door to amplify our reach, innovate on public service, and build a model of cooperation that serves our residents first.

Thank you for your leadership on this effort.