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Item 33 - FY 206-2027 to FY 2031-2032 Five-Year Strategic Plan
'per City Manager's Office ♦''� www.santa-ana.gov/cm Item # 33 City of Santa Ana 20 Civic Center Plaza, Santa Ana, CA 92701 Staff Report August 4, 2026 TOPIC: FY 206-2027 to FY 2031-2032 Five-Year Strategic Plan AGENDA TITLE City of Santa Ana FY 2026-27 to FY 2031-32 Five-Year Strategic Plan RECOMMENDED ACTION Adopt the City of Santa Ana FY 2026-27 to FY 2031-32 Five-Year Strategic Plan. GOVERNMENT CODE 484308 APPLIES: No DISCUSSION In accordance with Section 2-157 of the Santa Ana Municipal Code, the City Manager is responsible for preparing and submitting a five-year Strategic Plan to the City Council. The Strategic Plan establishes the City's long-term vision, strategic priorities, goals, and performance measures to guide organizational decision-making, resource allocation, and service delivery over the next five fiscal years. The Plan also provides the flexibility to adjust annual initiatives based on available resources and evolving community needs. The City's previous Strategic Plan covered Fiscal Years (FY) 2020-21 through 2024-25. Over the past five years, the City has made significant progress toward achieving the goals established in that plan while continuing to respond to changing economic conditions, infrastructure needs, community priorities, and organizational challenges. Adoption of a new five-year Strategic Plan ensures the City continues to maintain a clear organizational direction and complies with the requirements of the Sunshine Ordinance. Development of the FY 2026-27 through FY 2031-32 Strategic Plan began in July 2025 with two (2) Executive Management Team goal-setting sessions on July 30, 2025 and August 8, 2025. In December 2025, the City's polling consultant conducted a scientific survey of 623 likely voters, which provided a 95% confidence level with a 3.9% margin of error. FY 206-2027 to FY 2031-2032 Five-Year Strategic Plan August 4, 2026 Page 2 Although funding interest was not the primary purpose of the survey, the survey included questions to gauge support for various City services. Survey results indicated that voters are predominantly interested in funding public works and public safety. On January 23, 2026, the City Council participated in a public strategic planning workshop to provide feedback and recommendations directly to the Executive Management Team. City staff also conducted outreach presentations to introduce the draft Strategic Plan to the community and gather feedback regarding the priorities and services that the City should focus on over the next five years. Presentations were held at a Neighborhood Association Leaders' meeting on March 24, 2026, a Santa Ana Communication Linkage Forum (Com-Link) on March 26, 2026, and at Latino Health Access on April 6, 2026, and April 29, 2026. This enhanced community feedback emphasized expanding housing opportunities, supporting youth through educational programs and paid internships, improving transportation infrastructure including roads, sidewalks, bus stops, parking, and street lighting, and enhancing parks, libraries, and recreational amenities. Residents also expressed support for cleaner neighborhoods, assistance for small businesses, expanded services for individuals experiencing homelessness, improved pedestrian safety, and additional programs for residents of all ages. Following completion of the outreach process, the Executive Management Team refined the City's goals, performance measures, and strategic direction to develop the proposed Strategic Plan in alignment with the adopted budget priorities. The updated plan maintains the City's five Strategic Priorities: 1. Financial Stability: Protect and enhance revenue streams while maintaining a healthy reserve balance to provide for the expenditure of funds in support of the long-term priorities of the City's strategic plan. 2. Community Safety: Provide a safe environment for residents and visitors while reducing crime and addressing the impacts of homelessness on our quality of life. 3. Modern Facilities and Infrastructure: Ensure maintenance and preservation of City facilities and roadways to better serve the population and visitors. 4. Efficient City Services: Streamline the methods of providing services to help ensure doing business with the City is easier and more efficient. 5. Economic Diversification and Expansion: Enhance economic vitality by growing revenue streams, attracting quality jobs, and diverse businesses, developing housing opportunities, and desired amenities for residents. FY 206-2027 to FY 2031-2032 Five-Year Strategic Plan August 4, 2026 Page 3 Each Strategic Priority includes measurable goals and performance measures that are designed to guide City operations over the next five years. Consistent with prior practice, department-specific strategic initiatives will continue to be developed annually in support of these goals through the City's budget and work planning processes. The proposed Strategic Plan is included as Exhibit 1. ENVIRONMENTAL IMPACT There is no environmental impact associated with this action. FISCAL IMPACT There is no fiscal impact associated with this action. EXHIBIT(S) 1. City of Santa Ana FY2026-27 to FY2031-32 Strategic Plan Submitted By: Sylvia Vazquez, Deputy City Manager Approved By: Alvaro Nunez, City Manager /1 © t 1111 111 DRAFT EXHIBIT 1 1111 111 STRATEGIC LAN r, 000 AIF, ri, rr r ,� rr ff T, oi FINANCIAL COMMUNITY MODERN EFFICIENT ECONOMIC STABILITY SAFETY FACILITIES & CITY DIVERSIFICATION INFRASTRUCTURE SERVICES & EXPANSION FY 2026 - 27 to FY 2031 - 32 ti in rrr � • ��, `. SANTA � -1869 - � `� / • _ r rf`�u " 2 7 \. 'fir - � ♦ �f�F � .t 'I e ii� DRAFT EXHIBIT 1 LETTER FROM THE CITY MANAGER Mayor, Mayor Pro Tern, and Members of the City Council, It is my honor to present the City of Santa Ana's FY 2026-27 to FY 2031-32 Five-Year Strategic Plan. This Strategic Plan seeks to establish the City's vision for the future and serves as the blueprint for our investment of resources, delivery of exceptional public services, and continued organizational excellence over the next five years. Since the adoption of the previous strategic plan, the City has made meaningful progress in modernizing critical infrastructure and parks, expanding public safety initiatives, enhanced City services, strengthened financial practices, and advanced projects and programs that improve the quality of life for our residents. These achievements reflect the leadership of the City Council, the dedication of City employees, and a steadfast commitment to serving our community with distinction. This Strategic Plan reaffirms the City's commitment to excellence and continuous improvement. As we look to our future, our responsibility is to maintain this momentum and to build upon the progress already achieved. Santa Ana continues to evolve as one of California's most dynamic and diverse cities, creating new opportunities to grow our economy, improve our neighborhoods, modernize our infrastructure and parks, and deliver the high-quality municipal services our residents deserve. The priorities and initiatives outlined in this plan will guide annual budgets, departmental work plans, capital investments, and performance measurement. They also provide a disciplined framework for allocating resources, tracking results, and adapting to changing community needs and economic conditions. The plan was developed with input from the City Council, Executive Management Team, and community stakeholders. Their valuable input helped shape a plan that reflects the current priorities of our community while positioning the City for continued success in the years ahead. I extend my sincere appreciation to the Mayor, City Council, City employees, and our community partners for their leadership and continued dedication to our City. I look forward to working together to implement this Strategic Plan and continue moving Santa Ana forward. Sincerely, Alvaro Nunez, City Manager City of Santa Ana City of Santa Ana 2 S-Year Strategic Plan DRAFT EXHIBIT 1 SANTA ANA CITY COUNCIL The City Council is elected by Santa Ana voters and leads policy making and decisions on how to allocate resources to services. n� NEI p r Valerie Amezcua Mayor Thai Viet Phan Phil Bacerra Councilmember Ward 1 Councilmember Ward 4 Benjamin Vazquez Johnathan Ryan Hernandez Councilmember Ward 2 Councilmember Ward 5 Jessie Lopez David Penaloza Councilmember Ward 3 Mayor Pro Tern Ward 6 Contact information, meeting agendas, the ward map, and other information is available on the City's website at: https://www.santa-ana.org/departments/city-council/. DRAFT EXHIBIT 1 TABLE OF CONTENTS LETTER FROM THE CITY MANAGER...............................................................................................................2 SANTA ANA CITY COUNCIL............................................................................................................................3 Purposeof the Strategic Plan........................................................................................................................6 Structure of the Strategic Plan......................................................................................................................6 CurrentState Summary ................................................................................................................................8 CommunityInput..........................................................................................................................................8 Community Budget Priority Survey Responses...........................................................................................10 FIVE-YEAR STRATEGIC DIRECTION ..............................................................................................................14 Mission....................................................................................................................................................15 Shared Values and Guiding Principles.....................................................................................................15 StrategicPriorities...................................................................................................................................16 Five-Year Vision.......................................................................................................................................16 FINANCIAL STABILITY..................................................................................................................................17 CurrentState...........................................................................................................................................18 Strategic Goals&Supporting Initiatives.................................................................................................19 COMMUNITYSAFETY..................................................................................................................................21 CurrentState...........................................................................................................................................22 Strategic Goals&Supporting Initiatives.................................................................................................24 MODERN FACILITIES& INFRASTRUCTURE..................................................................................................27 CurrentState...........................................................................................................................................28 Strategic Goals&Supporting Initiatives.................................................................................................31 EFFICIENTCITY SERVICES............................................................................................................................33 CurrentState...........................................................................................................................................34 Strategic Goals&Supporting Initiatives.................................................................................................36 ECONOMIC DIVERSIFICATION & EXPANSION .............................................................................................38 CurrentState...........................................................................................................................................39 Strategic Goals&Supporting Initiatives.................................................................................................42 City of Santa Ana 4 5-Year Strategic Plan DRAFT EXHIBIT 1 00 Lid11 In i ANA —1869 STRATEGICPLAN OVERVIEW FINANCIAL COMMUNITY MODERN EFFICIENT ECONOMIC STABILITY SAFETY FACILITIES & CITY DIVERSIFICATION INFRASTRUCTURE SERVICES & EXPANSION DRAFT EXHIBIT 1 Purpose of Plan As required by the City's Sunshine Ordinance (SAMC Section 2-157), this strategic plan sets the City of Santa Ana's over-arching direction for the next five years with goals and performance measures. This strategic plan was designed to allow for the appropriate adaptability so that annual initiatives can be pursued based on resources available. Overview of the Planning Process Executive Management Team .. l Setting • July 15, 2025 • August 7, 2025 City Council .. l Setting • January 23, 2026 Executive Management Team Review • March 5, 2026 Public Meetingsw • March 24, 2026 - Neighborhood Leaders Meeting • March 26, 2026 - Santa Ana Communication Linkage Forum (Com-Link) • April 6, 2026- Latino Health Access • April 27, 2026 - Latino Health Access (Youth) City Council Adoption • August 4, 2026 Structure of In 2020, the City adopted five Strategic Priorities identified in the following graphic to achieve the City's vision for its future: Financial Stability, Community Safety, Modern Facilities & Infrastructure, Efficient City Services, and Economic Diversification & Expansion. As policy makers, the City Council will ensure the City maintains its focus on Strategic Priorities, and provide support by allocating resources. Strategic Goals have measurable outcomes and are obtained through completion of initiatives. The City Manager will ensure accountability and progress towards the goals in support of Strategic Priorities. Strategic Initiatives are individual or department specific projects to achieve Strategic Goals. The Executive Management Team will identify the level of effort and resources necessary to complete the Initiatives in support of the Strategic Goals and hold their departments accountable for completion. City of Santa Ana 6 5-Year Strategic Plan DRAFT EXHIBIT 1 00 In 1 11 i Lid ANA —1869 CURRENT STATE FINANCIAL COMMUNITY MODERN EFFICIENT ECONOMIC STABILITY SAFETY FACILITIES & CITY DIVERSIFICATION INFRASTRUCTURE SERVICES & EXPANSION DRAFT EXHIBIT 1 Santa Ana is the heart of Orange County, known to be a business-friendly environment with low , , unemployment, high quality of life, and i:: DOWNTOWN plentiful access to public parks and open 6, o ANGE couNTy spaces. Orange County continues to grow as a ' major metropolitan center within California. Santa Ana has a unique cultural diversity and a great location near the California coast to live, work, and do business. Over the last five years, the City completed a comprehensive General Plan update, establishing a forward-looking vision for community growth and prosperity over the next 20 years. The City is actively taking necessary steps to implement the adopted plan, and has made significant investments in infrastructure and City facilities using federal money from the America Rescue Plan Act of 2021 (ARPA), other restricted funding including earmarks and grants, as well as general revenue from the local sales tax and cannabis business tax. The general revenue has also funded enhanced services such as a higher level of park maintenance, more youth programs, faster permitting and clean-up related to graffiti and the homeless. To thrive in the long-term, Santa Ana must continue investing in its existing infrastructure so it can support anticipated development. The City must also continue to diversify its economy to realize more jobs in the community, more urban renewal, and expanded revenue to support the growing demands for City services. The City must make budget decisions to balance the needs of the community with the City's long-term viability, which will require maximizing revenue, investing to improve service delivery efficiency, and preparing for increased demands on the City's infrastructure and for more services as this community grows. Community • In accordance with SAMC 2-157(a),the City Manager prepared and submitted to the City Council a strategic plan setting forth the City's mission, values, five-year goals with performance measures, and detailed initiatives to achieve the goals. Prior to submitting the strategic plan to the City Council, the City Manager conducted public meetings to review a draft of the plan with the public and receive input from the public regarding the plan. Moving forward, the City Manager will conduct an annual public meeting to present the City's five-year strategic plan to the community.The purpose of the meeting will be to review the City's progress in achieving its plan and goals with the community and to gain public input on any issues related to the city's five-year strategic plan. City of Santa Ana 8 5-Year Strategic Plan DRAFT EXHIBIT 1 In December 2025,the City's polling consultant conducted a scientific survey of 623 likely voters, which provided a 95% confidence level with a 3.9% margin of error. Although the primary purpose of the survey was to test a potential revenue ballot measure, the survey included questions to test support for various City services. Results indicate that voters are primarily interested in funding public works and public safety. The noted percentage of respondents strongly or somewhat favored the following: • 91% - Removing graffiti and cleaning up piles of trash and litter along streets, sidewalks, and in public areas. • 90% - Keeping parks and playgrounds safe, clean, and well-maintained. • 90% - Fixing potholes and paving/maintaining city streets. a 89% - Providing quick responses to 911 emergencies. • Repairing aging infrastructure including storm drains, bridges, sidewalk, and public facilities. • 88% - Providing fire protection and paramedic services. • 84% -Addressing homelessness . The following graphic was included in the final report of the scientific survey and summarized the response to an open-ended question about changes to improve the City. FIGURE 4 CHANGES TO IAIPROU E LITI Address homeless issues Improve public safety 14 S Improve infrastructure,roads 10.9 Not sure/Cannot think of anything specific 9.6 Cleanup,beautify City 8.6 Address parking issues 8.1 Reduce traffic congestion 5A Provide more affordable housing 4.9 Enforce traffic laws 4.1 Improve parks,rec facilities 3.6 Improve schools,education 3.5 Other(unique responses) 3.3 Provide more police presence,response 3.1 Reduce cost of living 3.1 Limit growth,development 2.9 Improve public transportation 2.7 Address ICE issues 2.7 Reduce taxes,fees 2.6 Address rent control issue 2.4 No changes needed/Everything is fine 2.2 Address illegal immigration issues 2.1 Enforce city codes 1.9 Fix,upgrade rundown buildings 1.6 Fewer bike lanes 1.5 Ban illegal fireworks LS 17 is 20 ;s 7C %Respo rde nt: The City's Budget Office has an open budget priority survey on the City's website, available throughout the fiscal year. The following graphics are a dashboard snapshot of results from the beginning of FY 2025-26 through June 18, 2026. City of Santa Ana 9 5-Year Strategic Plan DRAFT EXHIBIT 1 FY 2026-27 Community Budget Priority Survey Responses 2,095 Total Responses (09* 84% Completion Rate Areas for Budget Spending Public Safety Pavement Repairs E. Youth Programs Housing Challenges Mental Health Other: Arts&Cultural Programs Areas for Budget Cuts Arts&Cultural Programs Housing Challenges Pavement Repairs Mental Health Public Safety Other: Youth Programs City of Santa Ana 10 5-Year Strategic Plan DRAFT EXHIBIT 1 How Did You Find the Survey? 700 629 600 500 400 377 381 336 300 200 158 100 � 36 33 0 O`�ea Budget Process Satisfaction Very satisfied Not Sure/Don't Know 130 Satisfied 319 145 413 Not Satisfied Neutral 758 City of Santa Ana 11 5-Year Strategic Plan DRAFT EXHIBIT 1 Street Improvements Road&Pavement Repairs Sidewalk Improvements Streetlight Enhacement Traffic Safety Measures Bike/multi Mobility Infrastructure Other 0 10 20 30 40 Parks Improvements More Parks and Facilities New or Renovaated Restrooms Increased Park Lighting Better Community Centers Better Playground Equiptment Other 0 10 20 30 40 City of Santa Ana 12 5-Year Strategic Plan DRAFT EXHIBIT 1 Weekly Survey Submissions 450 400 350 300 250 200 150 100 50 OHO OHO OHO O�� OHO OHO OHO OHO OHO OHO Monthly Responses 1200 979 1000 800 600 392 400 320 265 200 23 65 60 37 o October November December January February March April May City of Santa Ana 13 5-Year Strategic Plan DRAFT EXHIBIT 1 00 Lid11 In i ANA —1869 FIVE =YEAR STRATEGICDECISION FINANCIAL COMMUNITY MODERN EFFICIENT ECONOMIC STABILITY SAFETY FACILITIES & CITY DIVERSIFICATION INFRASTRUCTURE SERVICES & EXPANSION DRAFT EXHIBIT 1 Santa Ana is a city that promotes the health and wellness of all residents, with a civic culture that actively embraces the power of diversity. Our city invests in resources that create economic opportunities for the next generation, and it is a community that celebrates our past while working together to create a sustainable future. MissionAMM111- 11 To deliver efficient public services in partnership with our community which ensures public safety, a prosperous economic environment, opportunities for our youth, and a high quality of life for residents. - • Values and Guiding Principles Shared values include community well-being, inclusion, collaboration, competence, professionalism, accountability, and innovation. Guiding principles include: • Accountability: We provide information openly and hold ourselves accountable to the public regarding our actions and decisions. • Collaboration: We actively engage and include all community stakeholders. • Efficiency: We are a results and performance-driven organization that continuously seeks to streamline operations and focuses on the productive use of resources. • Equity: We strive to provide equal and fair opportunity in the access and allocation of community resources. • Excellence: We attract, develop, and retain dedicated public servants who are committed to quality customer service. • Fiscal Responsibility: We utilize financial assets and resources in a prudent manner to ensure core service delivery, economic stability, and growth. • Innovation: We promote a culture that encourages creativity and entrepreneurship in delivering valuable public services. Operational Realities: • Public demand for service can stretch the City too thin to adequately address shared values; and • Unfunded mandates, such as increasing housing requirements without funding for the supportive infrastructure, limit the City's flexibility to provide the highest priority services for the community. Moving forward, we must commit to quantifying the full fiscal impact of decisions including maintenance and long-term replacement; and staffing multipliers for facility, support, and management. We must also commit to prioritization based on community input, core services, and risk management. City of Santa Ana 15 5-Year Strategic Plan DRAFT EXHIBIT 1 Strategic Priorities • Financial Stability: Protect and enhance revenue streams while maintaining a healthy reserve balance to provide for the expenditure of funds in support of the long-term priorities of the City's strategic plan. • Community Safety: Provide a safe environment for residents and visitors while reducing crime and addressing the impacts of homelessness on our quality of life. • Modern Facilities & Infrastructure: Ensure maintenance and preservation of City facilities and roadways to better serve the population and visitors. • Efficient City Services: Streamline the methods of providing services to help ensure doing business with the City is easier and more efficient. • Economic Diversification & Expansion: Enhance economic vitality by growing revenue streams, attracting quality jobs, and diverse businesses, developing housing opportunities, and desired amenities for residents. Five-Year Vision By 2031, Santa Ana will honor its rich cultural history as it becomes a thriving urban center with welcoming green spaces and world-class amenities, services, and infrastructure.The efficient and financially stable City government will support further diversification of Santa Ana's housing and economy, increase the community's safety, and support programs and services that enhance residents' quality of life. City of Santa Ana 16 5-Year Strategic Plan DRAFT EXHIBIT 1 00 Lid11 In i ANA —1869 FINANCIAL STABILITY FINANCIAL COMMUNITY MODERN EFFICIENT ECONOMIC STABILITY SAFETY FACILITIES & CITY DIVERSIFICATION INFRASTRUCTURE SERVICES & EXPANSION DRAFT EXHIBIT 1 StabilityFinancial Protect and enhance revenue streams while maintaining a healthy reserve balance to provide for the expenditure of funds in support of the long-term priorities of the City's strategic plan. Current State Santa Ana maintains diversified revenue sources, balanced budgets, AA credit rating, and a reserve balance equal to 18% of annual revenue or approximately $76.9 million. These reserves provide financial stability for emergencies and support of cash flow. Santa Ana serves as the seat of Orange County, and has a large number of properties owned by public agencies, not-for-profit groups, and social and religious institutions that do not generate tax revenue, yet utilize the services of public safety and right-of-way maintenance. In addition, the OC Streetcar in Santa Ana requires City resources for safety and maintenance. Public safety and construction costs, which are community priorities, continue to increase faster than the City's revenue sources. fix Orange County cities rely on a variety ' T ; i i �1 of revenue sources to support essential services. In Santa Ana, voters have demonstrated their commitment to I� CC® + investing in the community by � approving a local sales tax measure and authorizing locally regulated cannabis businesses,creating important General Fund revenue streams. Over the last three years,the local sales tax add-on (20% of General Fund) and Cannabis business tax (3% of General Fund) have experienced a decreasing trend. The 1.5% local sales tax add-on is scheduled to decrease by 0.5% on April 1, 2029, reducing General Fund revenue by up to $30 million annually. As a full developed community, Santa Ana's offers opportunity for infill development and redevelopment of private property. The City Council approved two of the largest mixed-use communities in the region under the 2022 General Plan growth strategy. Located within the South Bristol Street Focus Area, the Related Bristol project is expected to generate net revenue of $7.9 million when fully built out as early as 2036. The Village project is expected to generate net revenue of $2.3 million when fully built out as early as 2045. These two significant projects will increase the City's revenue by only approximately 2.5% in 2026 dollars, with completion nearly 20 years in the future. As the civic capital of Orange County, Santa Ana also has unique opportunities to leverage its role as the region's governmental and civic center to attract investment,strengthen partnerships,and enhance economic activity that benefits residents and businesses. The City must focus on long- term stability with prioritized spending in key areas that promote economic growth, protecting the City's revenue sources, renegotiating use agreements for City-owned property, improving development prospects, and examining cost-based fees. City of Santa Ana 18 5-Year Strategic Plan DRAFT EXHIBIT 1 GoalsStrategic • • • GOAL PERFORMANCE Protect and maximize collection of local General Fund revenue increases by more than revenue sources 2% per year INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD Provide local sales tax information and ask $17,000 election cost for Assistant City the voters to remove the sunset and ballot measure. Manager maintain the current rate. Without action, the current 1.S% rate will decrease to 1.0% on April 1, 2029 and the City will lose approximately$30 million of General Fund revenue. Develop and execute a plan for the Executive Director of California State University of Fullerton Community (CSUF) lease for the Grand Central property Development in downtown Santa Ana to achieve a net positive cash flow. The current term of the lease ends January 1, 2029. Complete the Development Impact Fee Executive Director of study and make recommendations. Public Works GOAL PERFORMANCE ME Reduce General Fund subsidy to City Decreasing annual trend of General Fund facilities including River View Golf Course, subsidies Santa Ana Zoo, and Santa Ana Regional Transit Center INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD Develop and execute a plan to increase Cost of materials and Executive Director of revenue from the River View Golf Course, improvements. Parks, Recreation & including service and rental enhancements. Community Services Continue implementation of the Santa Ana Cost of materials and Executive Director of Zoo Master and Strategic Plan to increase improvements. Parks, Recreation & visitation and revenue. Community Services Update the staff-developed plan for the Cost of materials and Executive Director of Eddie West Stadium, and develop improvements. Parks, Recreation & recommendations to continue increasing Community Services usage and resulting revenue. Develop and execute a plan to increase Cost of materials and Executive Directors of revenue from the Santa Ana Regional improvements. Public Works and Transportation Center. Community Development City of Santa Ana 19 5-Year Strategic Plan DRAFT EXHIBIT 1 GOAL PERFORMANCE Reduce City legal liability Demonstrate a decreasing trend of payments for claims filed 2026 or later INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD Make improvements to facilities and Cost of improvements. Executive Director of practices to reduce general liability. Public Works Rework the workers compensation process. Executive Director of Human Resources Reduce liability through early intervention Contracted services with Executive Director of systems and return-to-work programs. medical professional(s). Human Resources Implement a return-to-work program Contracted services with Executive Director of Citywide. medical professional(s). Human Resources Implement loss prevention Cost of recommended Executive Director of recommendations from the City's risk pool. improvements. Human Resources GOAL M PERFORMANCE Control costs Propose a balanced recurring General Fund budget every fiscal year INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD Explore a solution for animal shelter services Police Chief and make a recommendation to City Council to control costs. Install smart monitoring systems in major Cost to install monitoring Executive Director of City facilities to reduce energy use. systems. Public Works � . PERFORMANCE Pursue external funding for City services An increasing trend of new awards and infrastructure development INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD Increase the number of grant applications City Manager's Office and interactions with state and federal and Executive Director elected officials. of Public Works PERFORMANCE ME Ensure fiscal stability of water and sewer Recommendations are delivered to City Council enterprises. by June 30, 2027. INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD Complete recommendations for rate Executive Directors of adjustments for City Council consideration. Public Works and Finance City of Santa Ana 20 5-Year Strategic Plan DRAFT EXHIBIT 1 00 In 1 11 i Lid ANA —1869 COMMUNITY ET FINANCIAL COMMUNITY MODERN EFFICIENT ECONOMIC STABILITY SAFETY FACILITIES & CITY DIVERSIFICATION INFRASTRUCTURE SERVICES & EXPANSION DRAFT EXHIBIT 1 Protect life, property, and quality of life through proactive policing, traffic safety and Vision Zero strategies, strategic partnerships, constitutional enforcement, and data-driven deployment of resources aligned with the City's long-term strategic priorities. Santa Ana continues to prioritize community safety as a foundational service and core responsibility of local government. The Police Department provides 24-hour patrol services, specialized investigations, traffic enforcement, gang suppression, narcotics enforcement, fi _ homeless outreach, and emergency r► 4 response. The Orange County Fire Authority responds to a high demand for service, with more than 70% of calls for emergency medical services. The Code •�.�... Enforcement Division provides for community preservation and revenue generation through addressing g g g unpermitted work and business operations on private properties, and through administration of the City's Commercial Cannabis regulatory program. The City faces unique public safety challenges as the County seat of Orange County. Government buildings, courts, and regional transit hubs generate high daytime populations, increasing calls for service and demands on infrastructure. Government-owned properties do not generate tax revenue yet require full public safety services. The OC Streetcar introduces new enforcement, safety, and maintenance demands requiring coordination across multiple agencies. Traffic safety is also a critical component of community safety. The City Council adopted the Santa Ana Vision Zero Action Plan in 2024, establishing a data-driven framework to eliminate traffic-related fatalities and serious injuries by 2040. Through coordinated engineering, education, enforcement, community engagement, and evaluation, the City will continue prioritizing high-risk corridors and incorporating pedestrian- and bicycle-safety improvements into future transportation projects. Calls for service remain high, and complex incidents, including mental health crises, homelessness-related issues, retail theft, gang activity, narcotics distribution, and traffic collisions, continue to require significant personnel resources. Public safety costs, including personnel, equipment, training, and liability exposure, continue to rise faster than traditional revenue sources. City of Santa Ana 22 5-Year Strategic Plan DRAFT EXHIBIT 1 The City has implemented Quality of Life Teams(QOLT),targeted traffic enforcement,community policing strategies, and technology enhancements, including license plate readers , and digital evidence systems to increase efficiency and effectiveness. However,staffing levels, infrastructure demands, and state legislative mandates continue to place pressure on operational capacity. Long-term sustainability requires balancing proactive crime prevention, constitutional policing, community trust, officer wellness, and fiscal responsibility. The City must strategically deploy resources, leverage technology, mitigate liability exposure, and strengthen partnerships to maintain and enhance public safety outcomes. City of Santa Ana 23 5-Year Strategic Plan DRAFT EXHIBIT 1 GoalsStrategic • • • GOAL PERFORMANCE Prioritize police response effectiveness Decreasing trend of Priority 1 response time annually INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD Implement and evaluate the Drone as First Equipment, FAA Police Chief Responder (DFR) program. compliance budget, additional staffing. � . . � . Prioritize addressing property and violent Decreasing trend of Part 1 and violent crime crime, including human trafficking and statistics annually organized crime. INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD Expand data-driven deployment and real- Technology investment Police Chief time crime analysis. and staff training. Prioritize traffic safety and advance Vision Decreasing trend of fatal, serious-injury and Zero Plan DUI collisions, including those involving pedestrian and bicyclists INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD Target traffic enforcement in high-injury Prioritized Police Officer Police Chief corridors. Assignments. Teach pedestrian and bike safety at City Police Chief events and work with school districts to support the initiative. Incorporate Vision Zero engineering Executive Director of treatments into capital improvement and Public Works street rehabilitation projects, with an emphasis on pedestrian, bicycle, and intersection safety. � . . � . Prioritize constitutional policing to reduce Decreasing trend in claims filed 2026 or later liability INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD Maintain ongoing implementation of Training budget. Police Chief constitutional police training and supervisory oversight. City of Santa Ana 24 5-Year Strategic Plan DRAFT EXHIBIT 1 GOAL PERFORMANCE Prioritize police officer recruitment and Decreasing vacancy rate retention INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD Enhance police officer recruitment strategies, Prioritized Police Police Chief and support officer wellness. Department administrative resources. Prioritize community trust and engagement Increasing trend of community satisfaction via survey results, and the number of community participation engagements INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD Expand community engagement initiatives Communication Police Chief and transparency reporting. materials budget. 7shelter . � . ,uce adverse impacts of homelessness Decreasing number of homeless individuals improve unhoused accessibility to identified in each point-in-time count and resources INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD Develop a long-term plan for the future of Executive Director of the Navigation Center inclusive of Community preventative maintenance and identification Development of alternative funding sources. Develop additional methods to encourage Executive Director of self-sufficiency to decrease the length of Community shelter stays. Development Enforce reservation of beds for Santa Ana Executive Director of residents at the Yale Navigation Center. Community Development Lobby with State and Federal for money to Deputy City Manager help with homeless issues. City of Santa Ana 25 5-Year Strategic Plan DRAFT EXHIBIT 1 GOAL PERFORMANCE Improve Emergency Medical Response There is a decreasing trend of emergency medical response time INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD Move forward with an EMS coverage study, Coordination with the Executive Director of looking for data-driven opportunities to City's fire service Finance and Assigned restructure resources, bifurcate call provider and other public Deputy Chief of the response, and improve 911 call routing safety partners. Orange County Fire efficiency. Consulting services and Authority related costs to conduct the EMS coverage study, as well as potential additional funding needed to implement recommendations that may result from the study. City of Santa Ana 26 5-Year Strategic Plan DRAFT EXHIBIT 1 00 Lid11 In i ANA —1869 MODERN FACILITIES INFRASTRUCTURE FINANCIAL COMMUNITY MODERN EFFICIENT ECONOMIC STABILITY SAFETY FACILITIES & CITY DIVERSIFICATION INFRASTRUCTURE SERVICES & EXPANSION DRAFT EXHIBIT 1 Modern : Infrastructure Ensure maintenance and preservation of City facilities and roadways to better serve the population and visitors. Current State W Santa Ana has an extensive infrastructure network and public facilities. The transportation network is comprised of 454 miles of roadways, 800 miles of sidewalk, 16,000 street lights and 326 signalized intersections serving average traffic volumes of approximately 600,000 vehicle, 17,000 bicyclist and 53,000 pedestrian trips per day. As part of this transportation network the City maintains an urban forest of approximately 50,000 street trees and storm drainage facilities including approximately 90 miles of storm drains. The City roadway network's average Pavement Condition Index, a measure of roadway quality, is 76.8(a newly paved street is 100). Falling below 75 will result in more costly street improvement treatments. 100 C 60 - C 40 - -. ----' -------- - ---' E M 0 d 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Pavement Life (Years) According to the most recent Pavement Management Plan study, the City needs to invest about $20M annually,just on street pavement alone, to maintain the PCI at its current level. A major concern is the condition of the City's sidewalks. Defects are reported by the community and confirmed by staff. These defects have been temporarily addressed via asphalt ramps or grinding but will need to be reconstructed at some point. The present quantified sidewalk investment need is approximately $14.6 million. Staff estimates of unreported sidewalk defects may be 2 to 3 times the number of reported locations. Funding to maintain the transportation network primarily comes from Gas Taxes ($17.4 million in FY 2025-26),the County-wide Measure M2 local sales tax measure ($6.3 million in FY 2025-26) and the City's General Fund ($18.5 million). In order to receive Measure M2 funds the City must spend a minimum amount called the Maintenance of Effort(MOE)from the General Fund toward the transportation network. The MOE requires at least $10.3 million in General Fund spending toward eligible roadway expenditures. Since the adoption of the local sales tax add-on, the City has been able to invest additional General Fund dollars to improve the transportation network City of Santa Ana 28 5-Year Strategic Plan DRAFT EXHIBIT 1 and meet Measure M2 requirements. The added funding has allowed the City to make significant investments in the roadway network but more is needed, as the cost of construction continues to outpace overall inflation and revenue. The Construction Cost Index for California has grown 61% over the last 10 years. 12,000 Construction Cost Index 10,000 8,000 6,000 4,000 2,000 0 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Santa Ana's water and sewer utilities are award-winning and comprised of approximately 480 miles of water main, 21 groundwater wells,7 pump stations, 10 reservoirs with a storage capacity of 49 million gallons. The system has an average daily demand of 30 million gallons from its roughly 45,500 metered service connections. The sanitary sewer system consists of approximately 400 miles of sewer main, 7,000 manholes, 46,000 sewer laterals, and two sewage lift stations. The cost to keep these critical assets operational and invest in their replacement comes from the water and sewer rates charged to and collected from the community they serve. The California Constitution, via Proposition 218, mandates that all revenue collected from water and sewer charges is solely used for water and sewer operations and infrastructure related expenses. Per- and Polyfluoroalkyl ��,�! Substances (PFAS) �, .ems ,� _ ciie x C;P emerged as a known contaminant in recent years, and in 2024 the Environmental Protection -• Agency adopted a maximum contaminant level requiring public - water systems to treat and remove PFAS from drinking water. This new Salvador Quintana Park,•712 S Bristol St,Santa Ana,CA treatment requirement has added an unplanned significant increase in capital, maintenance, and City of Santa Ana 29 5-Year Strategic Plan DRAFT EXHIBIT 1 operational expenses. Furthermore, 50%of the water distribution infrastructure is past its useful life and an estimated 70% will reach its useful life by 2040. Similarly, the sewer system requires an average of four (4) miles of pipe replacement per year for the next 100 years, but currently, only about one (1) mile of replacement per year can be afforded. The City has conducted a water and sewer rate study and the City Council will be asked to increase rates during 2026. Santa Ana also maintains over 370 acres of public parks, 13 miles of trail corridors, as well as public buildings including City Hall, the City Corporate Yard, 12 community centers, 5 aquatic facilities, 4 public library locations and 10 fire stations. Many of the parks, libraries, and public facilities have benefited from major renovations and improvements made possible by one-time funds from the American Rescue Plan (ARPA) and other grants, but a majority of the City's public buildings are still in need of major renovations and system upgrades. Funding for the maintenance and replacement of these facilities relies heavily on the City General Fund. However, replacement and improvements are typically supplemented by developer impact fees and grants when available. The City must focus on maintaining the existing assets to reduce exposure to liability and ensure they serve the public through their planned useful r lifespan as well as plan for the replacement of the facilities that have surpassed their useful life. City of Santa Ana 30 5-Year Strategic Plan DRAFT EXHIBIT 1 GoalsStrategic • • • GOAL PERFORMANCE Timely completion of City Council Increasing trend of the percentage of CIP approved and funded capital budget spent each fiscal year improvement projects INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD Improve project readiness before budget Executive Director of authorization. Public Works Strengthen project management practices Training budget. Executive Director of to minimize delays and additional costs. Public Works Streamline procurement and contracting to Training budget. Executive Director of secure best value, as opposed to focusing on Public Works the lowest bid without fully assessing other value-added factors; and incentivize early project completion. Prioritize allocation of General Fund Increasing trend of percentage of General Fund surplus and increased revenues to revenue used for infrastructure repair and infrastructure repair and improvement improvement INITIATIVE RESOURCES NECESSARY FRESPONSIBLE LEAD Prepare recommendations to allocate Executive Director of increasing revenue, one-time surplus, and Public Works and relieved revenue resulting from efficiencies Finance to infrastructure, including roads, storm drains and sidewalks, as external funding is not sufficient to meet the City's needs. GOAL PERFORMANCE MEASUREMENT Prioritize infrastructure projects based on The Seven-Year Capital Improvement Plan professional studies includes specific prioritized projects, both funded and unfunded INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD Develop a plan of prioritization for unfunded Executive Director of CIP projects identified by master plans. Public Works Implement a methodical sidewalk repair Executive Director of program. Public Works Prioritize fire station rehabilitation and Executive Director of identify funding source(s). Public Works City of Santa Ana 31 5-Year Strategic Plan DRAFT EXHIBIT 1 GOAL PERFORMANCE Establish a plan for future Civic Center A plan is publicly presented to City Council by Development December 2027 INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD Establish a plan for future Civic Center FY25-26 budget includes Assistant City Development. $1 million for planning Manager, Executive purposes. Additional Director of funding may be needed. Community Development, Executive Director of Public Works Continue to work with the County to obtain Assistant City control of assets surrounding City property. Manager City of Santa Ana 32 5-Year Strategic Plan DRAFT EXHIBIT 1 00 Lid11 In i ANA —1869 EFFICIENT CITY SERVICES FINANCIAL COMMUNITY MODERN EFFICIENT ECONOMIC STABILITY SAFETY FACILITIES & CITY DIVERSIFICATION INFRASTRUCTURE SERVICES & EXPANSION DRAFT EXHIBIT 1 Efficient City Services Streamline methods of providing service to ensure public interactions with the City are accessible, timely, consistent, efficient, and less burdensome on City resources. Current State Santa Ana provides a wide range of municipal services to a large and growing population. Residents and businesses increasingly expect timely and convenient interactions with the City, including online services, faster approvals, and clear communication regarding City processes. Over the last several years, the City has taken significant measures to improve service delivery through process improvements, technology investments, and staffing enhancements in key departments. These efforts have resulted in faster response times in several areas, including permit processing, graffiti removal, and maintenance services. Public Works transitioned its plan-review process online, reducing paper use, storage needs, delays, and in-person visits. The Information Technology Department updated the My Santa Ana application so residents can report maintenance and safety concerns in English, Spanish, and Vietnamese. Finance expanded secure and convenient payment options through online Santa Ana Zoo ticketing, citywide chip-enabled payment terminals, and online and in- 4 R`s person Rental Registry Fee 5 payments. Parks, Recreation and Community Services streamlined athletic-field permitting and reduced duplicative information requirements. The Library expanded access through ` mobile services, an additional location at the Delhi Community Center, and a self- service outdoor library at Outdoor Library at Jerome Park;2115 West McFadden Avenue,Santa Ana,CA Jerome Park. Planning and Building expanded expedited services through PBx, the Pod, and the 7-Day ADU Program, along with online payments, electronic plan review and self-service workstations. Plan- check response times have improved from 10 days to zero to seven days for small projects and from 30 days to zero to 23 days for major projects, with some permits issued the same day. Development-related services have undergone substantial modernization. The City updated the General Plan Land Use Element to support mixed-use residential and non-residential City of Santa Ana 34 5-Year Strategic Plan DRAFT EXHIBIT 1 development along key investment corridors and initiated a comprehensive Zoning Code Update to establish clearer standards and streamline development review. Major projects enabled by these efforts include the$2.9 billion Related Bristol Specific Plan and the$1.5 billion Village Santa Ana Specific Plan. The City has invested more than $7 million for several major technology upgrades, including a new Land Management System and an Enterprise Resource Planning (ERP) system. These systems are expected to modernize internal operations, improve coordination between departments, and provide better data to guide decision-making. Implementing these systems requires significant staff training and updates to existing workflows. Many existing processes were designed for manual or fragmented systems and must be streamlined to fully realize the benefits of modern technology. To meet community expectations P and provide more sustainable . '�� services, Santa Ana must continue improving operational efficiency by modernizing systems, simplifying procedures, expanding digital services, and �� ensuring departments are aligned around consistent service \ T� standards. The City must also preserve accessible in-person and �l multilingual assistance for residents who need additional support navigating City services. City of Santa Ana 35 5-Year Strategic Plan DRAFT EXHIBIT 1 GoalsStrategic • • • GOAL O. Improve the speed of permitting Decreasing trend of the number of days to issue planning permits and building permits INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD Resolve permitting process issues, instead of Executive Director of only focusing on existing regulations. Planning & Building Ensure the technology systems are working together to maximize efficiency and streamlined response. Develop business-friendly approaches for Executive Directors of easy navigation of the permitting process Planning & Building and speedy approvals. and Community Development GOAL 111ML, PERFORMANCE Complete new major system Systems are live and in-use by December 2027 implementations, including Enterprise Resource Planning (ERP) and integration of the Business Tax system with the new Land Management System INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD Complete the ERP system implementation Staff overtime. Executive Directors of (Oracle). Consulting time and the Information hardware/software costs Technology, Human of implementation are Resources, and included in the budget or Finance otherwise provided for in a set-aside of IT internal service fund balance. City of Santa Ana 36 5-Year Strategic Plan DRAFT EXHIBIT 1 GOAL PERFORMANCE Expand access to library reference and Modern technology is implemented and information services by implementing available to the public, providing expanded modern technology to help patrons service access beyond traditional service hours navigate library resources and community and demonstrating increased community usage information while supporting the work of and satisfaction. library staff. INITIATIVE RESOURCES NECESSARY I RESPONSIBLE LEAD Evaluate, procure, and implement a modern Cost of a technology Executive Directors of technology reference solution that helps platform integration, Information patrons locate information, library vendor support and staff Technology and materials, programs, and community training. Library resources, while directing complex research and service requests to staff. City of Santa Ana 37 5-Year Strategic Plan DRAFT EXHIBIT 1 00 Lid11 In i ANA —1869 ECONOMIC DIVERSIFICATION EXPANSION FINANCIAL COMMUNITY MODERN EFFICIENT ECONOMIC STABILITY SAFETY FACILITIES & CITY DIVERSIFICATION INFRASTRUCTURE SERVICES & EXPANSION DRAFT EXHIBIT 1 Economic Diversification • . • Enhance economic vitality by growing revenue streams, attracting quality jobs and businesses, maintaining a strong and skilled workforce, developing a range of housing opportunities, and creating desired amenities for residents. Current State Santa Ana has a large and diverse local economy supported by its central location in Orange County, its role as the County seat, and a strong entrepreneurial culture. The City is home to more than 25,000 active businesses and over 150,000 local jobs, and continues to attract new businesses each year across a wide range of industries. Cultural destinations, restaurants, and entertainment venues also contribute to economic activity, with approximately 900,000 visitors annually generating significant spending in the local economy. Private investment in the community has increased in recent years. In FY 2025-26 alone, development activity totaled more than $610 million in construction value, reflecting continued interest from developers and businesses seeking to invest in Santa Ana. Several major redevelopment projects are planned or underway that will bring new housing, commercial space, and amenities to the City. Santa Ana is experiencing significant residential development and is implementing its certified 6th Cycle Housing Element for the 2021-2029 planning period.The City's Regional Housing Needs Allocation calls for 3,137 new units, including 606 very-low-income, 362 low-income, 545 moderate-income, and 1,624 above-moderate-income units. During the 6th Cycle Housing Element planning period, permits have been issued for 4,757 units: 400 very low-income (including 126 extremely low-income), 469 low-income, 271 moderate-income, and 3,617 above moderate-income units. Although the City has exceeded its overall allocation, continued efforts are needed to meet the remaining need for 206 very low-income and 274 moderate-income units. In the last five years within —the planning - period, f _�_ �.. ._�• j _ r permits have r been issued *4 Flow for 291 for- _ sale housing units and 4,466 rental units. iRobinson Pharma;3501 West Segerstrom Avenue,Santa Ana CA City of Santa Ana 39 5-Year Strategic Plan DRAFT EXHIBIT 1 Housing Units Issued Building Permits Year Own/Rent #of Units Issued Building Permits 2021 Own 118 Rent 616 2022 Own 12 Rent 889 2023 Own 87 Rent 2,455 2024 Own 58 Rent 206 2025 Own 16 Rent 300 Subtotal Own 291 Rent 4,466 Total Units Issued Permits 4,757 While rental housing will continue to be an important part of the City's housing supply, expanding attainable for-sale housing and homeownership opportunities will be important to creating greater housing choice, household stability, and long-term generational wealth building opportunities for Santa Ana residents. Housing development helps address regional housing demand and increases the City's population. It also increases demand for commercial services, employment opportunities, and neighborhood-serving businesses. Ensuring that job creation and commercial development keep pace with residential growth will be important to maintaining a balanced local economy and expanding employment opportunities for residents. Through the Santa Ana WORK Center and regional partnerships, the City connects residents with education, job training, career pathways, and employment opportunities while helping businesses recruit, develop, and retain skilled workers. Santa Ana's proximity to UC Irvine, Cal State Fullerton, Chapman University, and Santa Ana College also creates opportunities to strengthen partnerships with educational institutions and - _ major employers, including - Anduril, Medtronic, and Behr Paint, to align workforce development efforts with !, - current and emerging industry '" �,I M® _ _ �i , �i _ ■ fig,, needs. 1 }T 3 The City also administers a Rent Stabilization and Just Cause Eviction Ordinance to promote stability for renters. Rent nduril Industries Harbor Logistics Center;3100 South Harbor Blvd.,Santa Ana CA City of Santa Ana 40 5-Year Strategic Plan DRAFT EXHIBIT 1 stabilization, and expanded homeownership opportunities support household economic security by helping residents manage housing costs, retain purchasing power, and spend more of their income on goods and services within the local economy, which help neighborhood serving businesses, and Santa Ana's broader economy. To complement the growing housing production, 1,269,395 square feet of industrial space has been constructed or is nearing completion since 2020. Significant projects include the South Coast Technology Center, IDS Industrial Building, Harbor Logistics Center,and the Hines Industrial Building, which recently sold to Robinson Pharma for expanded operations. Industrial projects underway include Park 55, the OmniPrint Industrial Building, and a new Amazon distribution facility, which would bring another 290,870 square feet online when completed. Commercial projects include the MainPlace Specific Plan, where expanded retail and entertainment uses are under review, as well as four new revenue-generating service stations to be completed within the next two years. Although Santa Ana's economy is strong and continues to attract investment, the City faces several structural challenges that affect how and where future economic growth can occur. Santa Ana is largely built out, and most new development occurs through redevelopment of existing property uses rather than through construction on vacant land. In addition, property values and development costs in Orange County remain among the highest '" in the nation, which can make it difficult for some businesses to establish or expand within the V City. Some commercial corridors -; and older commercial centers also h - require reinvestment and infrastructure improvements to A P support modern businesses and attract new investment. Frances Xavier Residences,801 East Santa Ana Boulevard,Santa Ana, CA Despite these challenges,Santa Ana continues to see steady business activity and redevelopment interest. Major mixed-use developments, including the Related Bristol and Village Santa Ana projects, are expected to bring new housing, commercial space, and employment opportunities in the coming years. By continuing to streamline development processes, invest in infrastructure improvements, revitalize commercial corridors, and strengthen partnerships with the business community, Santa Ana can support long-term economic growth, attract diverse industries, and expand job opportunities for residents. City of Santa Ana 41 S-Year Strategic Plan DRAFT EXHIBIT 1 GoalsStrategic • • • GOAL PERFORMANCE Strengthen household economic stability There is an upward trend of the number of for- and local purchasing power through sale housing units and Santa Ana residents homeownership opportunities, housing assisted with homeownership opportunities, choice, and rent stabilization and meeting of RHENA goals INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD Prioritize affordable housing funds for the Inclusionary Housing Executive Director of development of for-sale housing units Funds, Community Community Development Block Development Grant Funds, Home Investment Partnership Funds Streamline and restructures Down Executive Director of Payment Assistance Programs. Community Development Increase public awareness of the Rent Executive Director of Stabilization and Just Cause Eviction Community Ordinance, including allowable annual rent Development and increases, tenant protections, and Public Information landlord responsibilities, through ongoing Officer multilingual outreach, education, and marketing. Continue implementing the 6th Cycle Executive Director of Housing Element and facilitate housing Planning and Building development across all income levels to meet the City's Regional Housing Needs Allocation. GOAL M PERFORMANCE Improve business development and There is an upward trend of the number of retention businesses in the City INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD Update City marketing & branding to FY25-26 budget includes Deputy City Manager attract new business. $150,000 for branding. Provide concierge-style economic Executive Director of development services. Community Development Implement a proactive communications Media budget. Executive Director of strategy that regularly highlights positive Community City initiatives, community achievements, Development and and business opportunities. City of Santa Ana 42 S-Year Strategic Plan DRAFT EXHIBIT 1 Public Information Officer Establish a Buy Local, Build Local program Media and materials Executive Director of to promote local business and encourage budget. Community business-to-business relationships to Development prioritize sourcing local goods and services locally. Increase proactive outreach to local Executive Director of business groups. Community Development Enhance programs to connect residents Media and materials Executive Director of with higher education and the business budget. Community community for job training, career Development pathways, and employment opportunities. Increase property tax base Assessed valuation increases by more than 3% per year INITIATIVE Increase NECESSARY RESPONSIBLE LEAD Collaborate with City of Garden Grove to External public City Manager, develop a joint strategy for revitalization meetings budget. Assistant City of Willowick Golf Course. Manager and Executive Director of Community Development District revitalization through land-use Executive Director of regulations. Planning & Building Prioritize permitting along major corridors Executive Director of and development plan districts. Planning & Building Develop a recommendation for a vacant Executive Director of property levy. Finance City of Santa Ana 43 5-Year Strategic Plan DRAFT EXHIBIT 1 GOAL PERFORMANCE Increase sales tax base There is an upward trend of taxable sales in the City INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD Establish a Cannabis Festival to showcase Potential partial subsidy Executive Director of the City's regulated cannabis industry, and/or support for the Community promote responsible consumption, event. Development support local operators, and attract visitors. Develop a plan for 2028 Olympic related Cost of marketing Executive Directors activities in support of local hotels and materials. of Community restaurants. Development and Parks, Recreation & Community Services City of Santa Ana 44 5-Year Strategic Plan