Loading...
HomeMy WebLinkAboutPresentation - Item 40 - FY 2024-25 Budget-compressedCITY COUNCIL PUBLIC HEARING City of Santa Ana June 4, 2024 Finance & Management Services Agency City of Santa Ana 1 1 Approve the first reading to adopt the budget for Fiscal Year 2024-25 (FY24-25) 2 Adopt the Classification/Compensation Resolution 4 Adopt the Seven-Year Capital Improvement Program (CIP) beginning FY24-25 through FY30-31 3 Adopt the Uniform Schedule of Miscellaneous Fees Resolution Agenda 2 CITY BUDGET 3 April 2/ May 16 June 4 June 18/ July 16 July 31 Budget Process Staff has updated the proposed budget based on the direction provided by City Council Santa Ana’s City Charter requires the City Manager to propose a budget for City Council consideration during the Public Hearing If the City Council approves the recommended action, the Ordinance will return to be considered for adoption Santa Ana’s City Charter requires the City Council to adopt the annual budget 4 •The proposed recurring budget is balanced •18% operating reserve of recurring annual revenue is maintained ($73,174,921 for FY24-25) •Overall revenue increased by 2.2% •Recurring expenditures increased by 3.6% •The proposed budget includes a contribution to the 115 Trust General Fund Recap 5 Citywide Spending -$735.8M *Some funds have been consolidated in this chart for visual/ illustrative purposes only. 6 General Fund Revenue -$406.5M 7 General Fund Expenditures -$408.5M 8 CITY COUNCIL & COMMUNITY PRIORITIES 9 10 1 2 3 CDA Arts Funding -$120,000 Pursuant to request from the City Manager’s Office, create an Arts in Public Places (Percent for Art) Update the 2016 Arts Master Plan and prepare a Preliminary Funding Plan Art in Public Places Restoration –Purchase of materials for anti- graffiti coating Enhance Arts Activities$60k $50k $10k 11 $446K $330K $250K $120K $100K $129K $40KCamp Operations $100K $100KSalgado Gym Protective Flooring New & Expanded Initatives General Fund $120K Add Economic Development Staff Zoo Operations & Maintenance related to new animals & exhibits Bus Stop Maintenance Senior Services Programming Arts Funding Pot Holes Repair Non -General Fund (Cannabis Spending) Additional Teen Excursions Children’s Zoo 12 Current proposed budget includes $1,658,000 to provide one hour free parking on evenings and weekends Alternative :free parking on Sundays and Art Walk Day instead of one -hour free parking,resulting in a General Fund net savings of $1,200,000 If City Council directs staff to move forward with the Alternative, then we would return with specifics and recommended budget adjustments Downtown Santa Ana Parking Update 13 14 10-Year General Fund Outlook •Recurring a mounts only •Debt pay-o ffs •Measure X rate decrease (1.5% to 1.0% in 2029) •Inflationary increases FY25-26 and later, based on the California Department of Finance forecast of CPI •City’s contribution to OC streetcar ope rations begins in FY25-26 ($1M estimated) •Planned wage increases •Orange County Fire Authority contract increase of 4.5% annually •Contributions to, and uses of, the P ension Stabilization Account have been included to smooth the pension debt fluctuations The Outlook includes the following assumptions: 15 The City received $128.4 million in federal ARPA funding To date, the City has spent/obligated $85.2 million Federal deadline to obligate funds is December 31, 2024 City’s internal deadline to commit to allocations, timelines and procurements is June 30, 2024 The federal spending deadline is December 31, 2026 Revive Spending Plan Status Update 16 Project Categories Proposed FY 24-25 Budget Street Improvements $21,208,270 Traffic Im p rovem ents $ 10 ,8 8 1,4 10 City & Park Facility Im provem ents $4,250,000 Grand Total Proposed CIP Projects $36,339,680 Capital Improvement Program (CIP) 17 $680KBristol Street Rehab Completion $4.7MSafe Routes To School Projects $1.3MTraffic Signals: Segerstrom Ave/Raitt St & Segerstrom Ave/Flower St $3.4MBike Lane Projects $1MLogan/Chepa’s Park Redesign $450KOutdoor Library at Jerome Park Notable CIP Projects 18 19 DEPARTMENT PRESENTATIONS 20 CITY COUNCIL 21 City Council Organization Chart Residents of the City of Santa Ana City Council City Attorney City Manager City Clerk 22 City Council Proposed FY 24-25 Budget 23 CITY MANAGER 24 City Manager Organization Chart City Manager’s Office Operations Communications Administrative Support Full-Time: 8 Part -Time: 3 Full-Time: 2 Part -Time: 2 Full-Time: 5 Positions Positions Positions 25 City Manager Proposed FY 24 -25 Budget 26 City Manager Proposed FY 24 -25 Budget City Manager’s Office HIGHLIGHTS1 2 3 In 2023, the Communications staff issued 56 press releases and media advisories, added over 2,500 Facebook followers and 5,700 Instagram followers (increasing Facebook page visits by 26.3% and Instagram page visits by 22.1%), and responded to over 200 requests for communications, marketing and video assistance across all City departments. Successfully implemented City Hall's new reception desk in the main lobby, elevating community engagement and enhancing accessibility for Santa Ana residents. Worked with the City Attorney’s Office and Police Department to the Police Oversight Commission, with its inaugural meeting on October 6, 2023. 27 City Manager’s Office GOALS1 2 3 Facilitate cross -departmental collaboration among City departments to champion economic development that promotes sustainable growth through business -friendly initiatives that lead to an increase in property tax revenue through development, sales tax revenue business attraction and retention, and income through workforce development. Conduct a comprehensive review of the City’s current commitments, and reprioritize actions and resources to ensure successful and timely completion of projects and initiatives approved by the City Council. Strengthen relationships and collaboration with local and regional elected officials to ensure local, state, and federal support aimed at securing resources that benefit the City and legislative actions that protect the City’s ability to maintain local control, while conforming to State legislative mandates. 28 CITY ATTORNEY 29 City Attorney Organization Chart City Attorney’sOffice Transactional Litigation Police OversightCommission Rent Stabilization Enforcement Police LegalAdvisor *To be filled + Added FY 24-25 Budget Full-Time: 11 Attorneys:7 Paralegals: 2 Full-Time: 5 Attorneys:3 Paralegals:2 +*Sr. Legal Management Analyst: 1 *City Attorney’s Office Executive Legal Assistant: 1 Full-Time: 4 *Attorneys:3 *Paralegals:1 Full-Time: 2 Attorney:1 Paralegal:1 Full-Time: 1 *Management Analyst: 1 Positions Positions Positions Positions Positions 30 * Increase in budget reflects new Rent Stabilization Program, Police Oversight Commission, and one time capital project. City Attorney Proposed FY 24 -25 Budget 31 1 2 3 4 City Attorney Responded to 1,465 requests for legal service (as of May 1) including preparations of agreements, ordinances, resolutions, and general legal advice. Defended in-house 80 litigation matters brought against the City and its employees and managed an additional 37 litigation matters assigned to outside counsel. Initiated 6 nuisance abatement and eminent domain matters, as well as, several inspection warrants. Provided legal advice to all City departments on various matters including continued implementation of the Rent Stabilization Ordinance, election matters including drafting ballot measures, claims, internal HR matters, police operations, development projects, public construction projects, City events, and City Council policy implementation.HIGHLIGHTS32 City Attorney GOALS1 2 3 4 5 Provide efficient and expert legal support and advice to the City Council, City Commissions, and all City departments. This includes continuing to implement and utilize technology to increase efficiency and service. Continue to aggressively defend the City and its employees in lawsuits. Support Council driven initiatives and projects. Pursue nuisance abatement actions to gain compliance with the City’s Municipal Code provisions and improve quality of life. Provide training to City departments including issues of risk management, compliance with laws related to public records and subpoenas, and ethics. 33 CITY CLERK 34 City Clerk Organization Chart City Clerk Administration Legislative Elections RecordsManagement Boards and Commissions Full-Time: 7 Part -Time: 2 Positions 35 City Clerk Proposed FY 24-25 Budget 36 City Clerk HIGHLIGHTS1 2 3 NetFile Electronic Filing System Recertification Completed Fair Political Practices Commission -required recertification of NetFile, the electronic-filing system for Statements of Economic Interest (Form 700) and Campaign Disclosure Forms Responsiveness/Timeliness/Compliance Brought approval of City Council and Authority/Agency minutes current from a six -month backlog; reduced overall median/average response times by two (2) days over prior fiscal year for Public Records Act requests; implemented multi-factor communications protocol to bring Statement of Economic Interest filings to 97% compliance year -to -date Records Management Processed over 840 contracts/agreements; digitized over 124,000 pages of City records; administered and processed over 2,300 Public Records Act requests and approximately 600 subpoenas/summons/legal documents/claims 37 City Clerk GOALS1 2 3 2024 General Municipal Election Conduct the 2024 General Municipal Election consisting of the Mayoral seat, three (3) by-ward Councilmember seats, and multiple ballot measures (two (2) as of 6/4/2024); perform outreach to the community about the election process and what will be on the ballot Conflict of Interest Code Conduct comprehensive biennial review and update of the City’s Conflict of Interest Code and designated positions Boards and Commissions Training/Guidance Create and present training and guidance materials for department/agency boards and commissions liaisons and recording secretaries to implement best practices and consistency across the City 38 COMMUNITY DEVELOPMENT 39 Community Development Organization Chart Community Development Agency Administration EconomicDevelopment HomelessServices HousingServices RentStabilization Full-Time: 10 Part -Time: 0 Full-Time: 30 Part -Time: 11 Full-Time: 3 Part -Time: 0 Full-Time: 29 Part -Time: 5 Full-Time: 7 Part -Time: 0 Positions Positions Positions Positions Positions 40 Community Development Proposed FY 24 -25 Budget 41 Community Development Agency HIGHLIGHTS1 2 3 4 Awarded over $1.4 million in grant funds to various recipients including artists and arts organizations, small business as part of City’s Rent & Debt Relief Grant Program. Provided paid internships for over 295 youth. Awarded over $1.2 million in grant funds to provide workforce services to Dislocated Workers and paving pathway towards employment for justice-involved population. $10 million investment in affordable homeownership opportunities which includes $7.7 million for development of affordable homeownership projects and $2.3 million for down payment assistance for new homebuyers. Completed the acquisition of the State Building and Navigation Center properties.42 Community Development Agency GOALS1 2 3 4 5 Expand homeownership opportunities for low to moderate income families through implementing various programs to help make homeownership possible. Increase efforts to work with property owners and developers to facilitate redevelopment of underutilized commercial properties into revenue generating projects that will benefit community and local economy. Plan for development of the second floor of the Navigation Center to generate leasing revenue from service providers and facilitate programs, activities and classes for shelter clients. Begin process of developing a Civic Center Master Plan for future development of the Civic Center Campus. Begin process of working cooperatively with the County to create Transit- oriented Development at the County Yard and Train Station. 43 HUMAN RESOURCES 44 Administration Human Resources Operations EmployeeRelations RiskManagement Organizational Development & Training Full-Time: 4 Full-Time: 13 Full-Time: 7 Full-Time: 6 Full-Time: 1 Positions Positions Positions Positions Positions 45 Human Resources Proposed FY 24 -25 Budget 46 Human Resources HIGHLIGHTS1 2 3 4 Completed MOUs with POA and CASA. Added leadership training for all employees and Employee Relations Academy for Managers. Revived cost recovery efforts for City property. Initiated regular meetings with labor groups in order to improve relationships. 47 Human Resources GOALS1 2 3 Expand current training offering to add Risk Management awareness & financial wellness topics. Complete a citywide salary survey. Negotiation of successor MOU with POA. 48 Information Technology 49 Information Technology Organization Chart InformationTechnology Administration ApplicationsDivision InfrastructureDivision Geographic InformationSystems (GIS)Technical Support Full-Time: 4 Full-Time: 4 Full-Time: 4Full-Time: 3Full-Time: 9 Positions Positions Positions Positions Positions 50 Information Technology Proposed FY 24 -25 Budget 51 Information Technology HIGHLIGHTS1 2 3 4 Specialized System Upgrades -Upgraded the Fleet Management system and migrated to the Cloud. -Upgraded Cityworks Asset Management System to maintain support levels. -Upgraded Housing Authority document management system. Land Management System Updates Implemented functionality for solar permitting, including online payments, added online payments for PWA Planning module, added SD-84 zoning warning, and automated year- end fee uploads. Completed HR/Payroll & Financial System Upgrades Upgraded the City’s financial system and the human resource/payroll system as mandated by the software vendors in order to remain on supported versions. Migrated the system servers to supported version and upgraded environment components (Portal, Security, Process Flow, LBI ). Police Department Infrastructure Projects Completed several infrastructure projects with PD IT staff, including an upgrade/migration of the network firewall, upgrade of NetMotion system for vehicle connectivity, and technology upgrade of the interview room.52 Information Technology GOALS1 2 3 4 Implement Enhanced Cybersecurity Protection The City’s cybersecurity program involves annual projects to provide protection of City systems and data. Implement Timekeeping System Implement the timekeeping module of the City’s payroll system and deploy to departments. Interface time data from PD’s scheduling system to payroll system. Upgrade Laserfiche Document Management System Upgrade the City’s Laserfiche document management system from version 10 to version 11. Replace PWA EDMS with new Laserfiche version. Roll Out Windows 11 To End -User Devices The City’s current Operating System standard is Microsoft Windows 10 which has an end -of-life of October 2025. All PCs, laptops, and tablets will need to updated. 53 Library Services 54 Library Services Organization Chart LibraryServices Administration OutreachServices AdultServices YouthServices YouthServicesYoung Adult Services Full-Time: 6 Part -Time:0 Full-Time: 4 Part -Time:5 Full-Time: 5 Part -Time:4 Full-Time: 7 Part -Time:14 Full-Time: 4 Part -Time:5 Full-Time: 12 Part -Time:24 Positions Positions Positions Positions Positions Positions Technology & Support Services 55 Library Services Proposed FY 24-25 Budget 56 Library Services HIGHLIGHTS1 2 3 4 Completed design of the Main Library Transformation Project and Outdoor Library at Jerome Park in an effort to establish Santa Ana’s standing as the preeminent public library system in Orange County. Bid out all capital improvement projects, including Main Library, Newhope and Delhi Branches, and the Outdoor Library at Jerome Park. In an effort to raise community awareness regarding programs and services, the Library increased patron engagement and outreach in the community by 26% from 17,940 to 22,581 total program attendees. Received a Building Forward Grant from the State of California adding $1.087 million in new funding for the Newhope Library Renovation Project. 57 Library Services GOALS1 2 3 4 Begin construction of the Main Library Transformation Project that will revitalize and restore Santa Ana’s historic Main Library, while also providing a new, interactive learning space for children. Complete construction of the Delhi Branch and Outdoor Library at Jerome Park that will provide the community with it’s first location in south Santa Ana and a new model for outdoor library services in the City. Complete bidding and begin construction of the Newhope Library Renovation Project that will include an innovative STEAM learning center inside the Library. Complete a specialized design, build and delivery of a 2nd larger bookmobile equipped with new technologies, including a custom mounted television monitor for gaming, movies and more. 58 Parks, Recreation & Community Services 59 Parks, Recreation & Community Services Organization Chart Parks, Recreation & Community Services Recreation & Community Services Santa Ana Zoo Administration Full-Time: 36 Part -Time:180 Full-Time: 22 Part -Time:34 Full-Time*: 7 Part -Time:1 *Includes Executive Director & Executive Secretary Positions Positions Positions 60 Parks, Recreation, & Community Services Agency Proposed FY 24-25 Budget 61 Parks, Recreation & Community Services HIGHLIGHTS1 2 Services •Awarded a $6.69 million dollar contract from the California Department of Social Services to provide low-to no-cost After School Programming •Produced City Events: Fourth of July, Chicano Heritage, Fiestas Patrias and Fiestas Patrias Parade, International Older Adults Celebration, Mid-Autumn Festival, Indigenous Peoples’ Day, Plaza Navidena, Santa Ana Winter Village, Tet Festival in collaboration with Santa Ana Public Library, Egg-cellent Egg Hunt, Santa Ana Fun Run, Movies in the Park, Summer Concert Series, Boo at the Zoo •Awarded California Parks and Recreation Society (CPRS) Award of Excellence for:⚬Creating Community through Santa Ana’s Community Teaching Gardens ⚬Marketing and Communications: Printed Publication or Materials for CULTURA: A Community Connection Guide Santa Ana Zoo at Prentice Park •Completed design of Santa Ana Zoo EcoCenter exhibits at Santiago Park •Initiated design work on multiple projects including HIVE Education Hub Building •Opened new Goat Trail and Goat Encounter Zone in Children’s Zoo •Expanded community programming for residents through story-t ime, ECO Park Pop -ups, Nature in Action programs, College Resource Fair, and collaborations with SAUSD 62 Parks, Recreation & Community Services GOALS1 2 3 5 4 New Park Sites •Continue to work to add/develop new parks sites⚬Gerardo Mouet Park (Standard & McFadden)⚬10th and Flower Capital Improvements •Complete of the Santa Ana Zoo pathway accessibility projects •Demolish and reconstruct of Memorial Park Pool •Construct Madison Park & Thornton Park Splash Pads •Installation of Playful Learning Landscape elements at Madison and Angels Park Open Space •Continue to find opportunities to acquire additional open space Accreditation •AZA (Association of Zoos & Aquariums) at Santa Ana Zoo Fundraising Opportunities •Initiate the Primate Forest Capital Campaign with the Friends of the Santa Ana Zoo •Continue to develop Sponsorships/Partnerships to attract corporate sponsors/partners 63 Planning & Building 64 Positions Positions Positions Positions Planning & Building Organization Chart Planning & BuildingAgency Planning Building Safety Code Enforcement AdministrationServices Full-Time: 19 Part -Time:4 Full-Time: 31 Part -Time:1 Full-Time: 16 Part -Time:12 Full-Time: 29* *2 Code Enforcement Officer positions added for CDA-Rent Stabilization Program 65 Planning & Building Proposed FY 24-25 Budget 66 Planning & Building HIGHLIGHTS1 2 3 4 5 Initiated the Zoning Code Update and development of the Public Realm Plans, which is a comprehensive effort to update the City’s zoning code to implement the goals and policies of the new General Plan. Released pre-approved plans for accessory dwelling units (ADU) available to the public, which streamline the ADU review process and reduce fees for owners by reducing review time at City Hall for permit issuance. Under the Revive Santa Ana Initiative, completed the Commercial Property Compliance Assistance Program (CP-CAP) which promoted commercial revitalization, encouraged private investment, and enhanced the aesthetic appeal of commercial corridors. Implementation of electronic plan review for all permit submittals such as solar, architectural, structural, mechanical, plumbing, and electrical project plans. Issued over 9,500 permits with a total valuation of over $772 million.67 Planning & Building GOALS1 2 3 4 Continue progress with the Comprehensive Zoning Code Update and Public Realm Plans. The Planning Division also hopes to advance Historic Preservation efforts and continue to protect the quality of life for the community by modernizing its zoning code. Enhance enforcement strategies and programs to address diverse commercial property conditions using City interdepartmental coordination to address public nuisance concerns, land use and environmental justice related concerns. Continue implementation of electronic records management system and upgrade land management system that allows online permitting to streamline customer service. Strengthen core counter services by improving workflow efficiencies and continue preparation for conducting business and development services in the digital environment.68 Police Department 69 Police Department Organization Chart PoliceDepartment Chief’s Office Field OperationsBureau InvestigationsBureau AdministrationBureau Jail Bureau Full-Time: 16 Part -Time:7 Full-Time: 307 Part -Time:20 Full-Time: 122 Part -Time:20 Full-Time: 109 Part -Time:20 Full-Time: 97 Part -Time:16 Positions Positions Positions Positions Positions 70 Police Department Proposed FY 24-25 Budget 71 Police Department Proposed FY 24-25 Budget 1 2 3 4 Police Department HIGHLIGHTSQOLT &Santa Ana Business Presence Patrols The Quality of Life Team (QOLT)was expanded to provide continuous support to the community and Field Operations in response to concerns related to homeless encampments,public intoxication and street level drug use .In addition to the expansion of the QOLT teams,the Department also re -allocated resources to focus on visibility and enforcement in and around the business corridors of the City.The presence included the deployment of Mounted Enforcement and the K9 Unit . Street Narcotics Team The establishment of a Street Narcotics Team was formed in a direct response to community complaints regarding the use of drugs in the community. A dedicated Street Narcotics Team provides focused and effective enforcement against drug -related activities, leading to a significant reduction in street level narcotics use and distribution within our community.The reduction in the sales and use of narcotics also has tangible impacts on other types of crime and quality of life concerns . CommunityEngagement The Community Engagement Team completed two Community Police Academies which have been a success .The reviews from the program have been positive and the demand continues to increase each year . The SAPAAL program continues to expand its programming providing a vast array of opportunities for youth to grow and learn in a positive environment.The SAPAAL currently serves over 3,000 kids within the community. Recruitment Efforts Attended various job fairs and events to recruit applicants for vacant positions ;Held 2 nd Wo m e n’s Hiring Expo in February 2024;Engaged consultant to assist with background investigations .72 Police Department GOALS1 2 3 4 Recruitment Continue to actively attract, recruit, and hire sworn officer positions through a dynamic recruitment platform and hiring incentives; with a focus on diversity, equity and inclusion of candidates Response Times Maintain continuous efforts to reduce Priority 1 call response times Quality -of-Life Issues Improve and foster multi-disciplinary approach to address quality-of-life issues impacting residents and the business community Technology Enhancements Leverage technology tools that enhance community based policing strategies and community engagement (i.e., Dispatch citizen engagement software to automate notifications via text messages) 73 Fire & Emergency Medical Services 74 Orange County Fire Authority Organization Chart OCFADivision 6 Operations Community RiskReduction Community Education Administration Battalion Chiefs: 3 Captains:42 Engineers: 42 Firefighters:84 Assistant Fire Marshal: 1 Fire Inspectors: 4 Office Service Specialist: 1 Division Chief: 1 Administration Captain: 1 Administration Assistant:1 Education Specialist: 1 Positions Positions Positions Positions 75 76 Proposed FY 24-25 BudgetProposed FY 24-25 Budget Proposed FY 24-25 Budget 77 Proposed FY 24-25 Budget OCFA Division 6 HIGHLIGHTS1 2 3 4 31,872 Calls for Service in Santa Ana Accounts for nearly 20% of all OCFA Service Calls. Top 2 busiest ladder trucks serve the city of Santa Ana. 270 Community Outreach Events Santa Ana had at least 35% more community outreach events than all other OCFA cities last year. Call volume significantly increases every year As our city continues to become more dense with mixed-used occupancies being built, we will need to add additional resources to meet these demands = personnel and equipment Capital Improvements continue to make headway Since July of 2023, we have replaced one roof, flooring in one station, and security fencing to one station. 78 Total Cost Increase$1,943,662 Orange County Fire Authority ~ Breakdown of OCFA Budget Increase Resulting in Estimated 4.06% Santa Ana Service Charge Increase 79 2023 Fire Call Statistics ~ Other includes: Ruptures, Hazardous Conditions, Good Intent, False Alarms, Cancelled, and Miscellaneous Calls 80 2018 -2023 Fire Calls 81 OCFA Division 6 GOALS1 2 3 4 Increase Safety Training Classes Continue providing safety classes such as CERT (partnered with PD), and Hands -Only CPR training. Increase Contact with the Public in non -emergent way Expanding community outreach to include events such as "Coffee & Donuts with our Firefighters, Neighborhood Meetings, Open Houses”, and provide education to reduce the impacts of fire, drowning, and other public safety issues. Emphasize involvement in Career Fairs and Recruitment We will continue to educate our youth about careers in the fire service, including non-firefighting positions, Education Specialists, Fire Prevention, Dispatchers and Mechanics. Continue Station/Facility Capital Improvement Process Continue collaboration with Santa Ana Public Works and establish a long- term plan that includes station assessments and lifespans.82 Public Works 83 Public Works Organization Chart Public WorksAgency AdministrativeServices EngineeringServices MaintenanceServices Parks, Fleet, &General Maintenance Water Resources Full-Time: 34 Part -Time:4 Full-Time: 72 Part -Time:37 Full-Time: 69 Part -Time:18 Full-Time: 100 Part -Time:24 Full-Time: 42 Part -Time:10 Positions Positions Positions Positions Positions 84 Public Works Proposed FY 24 -25 Budget 85 Public Works HIGHLIGHTS1 2 3 4 Received an award for the Best Tasting Tap Water from Berkeley Springs International Water Tasting Competition Received two 2023 Project of the Year Awards from the APWASC for Ed Caruthers Park and the San Lorenzo Sewage Lift Station Initiated community beautification projects including community monuments improvements at Pacific Park and Wilshire Square and constructed a new Little Saigon monument, bus stop artwork, and the city’s first art crosswalk. Awarded $50 million in grant funds for a variety of capital improvement projects for street improvements, parks and facilities, urban greening, facility renovations and more. 86 Public Works GOALS1 2 3 4 Identify projects that reduce traffic congestion and improve air quality in conjunction with OCTA’s Congestion Management Plan. Develop a Master Plan and policies for the electrification of fleet vehicles. Implement improved technology to manage the water distribution system to ensure the delivery of safe drinking water supply to the community. Review a variety of fees and costs of services, including the Mitigation Fee Program, User Fees, grant -billable activities and develop cost recovery strategies. 87 Finance & Management Services 88 Finance & Management Services Organization Chart Finance & ManagementService Agency Management & Budget Office Accounting AdministrativeServices Treasury &Customer Service Full-Time: 7 Part -Time:3 Full-Time: 19 Part -Time:2 Full-Time: 16 Part -Time:4 Full-Time: 28 Part -Time:10 Positions Positions Positions Positions 89 Finance & Management Services Proposed FY 24-25 Budget 90 Finance & Management HIGHLIGHTS1 2 3 4 Technology Modernization Implemented new dog license software. Completed major upgrades of cashiering and utility billing software. Community Safety Completed an Emergency Medical Services Transportation & Optimization Study, including recommendations to improve oversight and funding. Balanced Budget Worked with Cannabis Industry to improve tax collection. Applied to state programs and used federal funding to improve water and sewer collections. Communications Earned awards for budget document and annual financial statements. Implemented a new financial reporting standard requiring review of every Software agreement. Expanded budget community engagement with a budget video and mailed postcards to every household.91 Finance & Management Services GOALS1 2 3 4 Technology Modernization Implement new business license software and a new employee timekeeping system. Continue supporting procurement of a new ERP system for financials, payroll and human resources. Community Safety Work with Ambulance Contractor and Orange County Fire Authority to implement recommendations for improving oversight and funding. Balanced Budget Continue to support federal ARPA compliance to maximize dollars retained for Santa Ana, and continue to offer strategies to balance the General Fund budget. Communications Continue community budget engagement efforts throughout the fiscal year.92 Questions? Contact us to get more info BudgetOffice@santa-ana.org 20 Civic Center PlazaSanta Ana, CA 92701 www.santa -ana.org/budget Finance & Management Services Agency City of Santa Ana 93