HomeMy WebLinkAboutWSA - BUDGET DISCUSSION 2011-2012_COLORBUDGET DISCUSSION
CITY COUNCIL MEETING
MAY 167 2011
W. rm L y<«.
co
O �' =
� co Ln
3
cQ o ov
O
0 < Ln
� O (0 r-r � n
(D chi)
r--r
n -n
O �. tD O
ca �
3 6
Q � 3-
O
O
c�a Q
E n n' �,
n O
Q n Q, p
'rt - <
C/) CD
N �
M
n
�
�- O
L
r-t-
n�
7
LA 3 <
n Q
Q,
O
co
E3
cD
o E
v p
p
< Q
d
p
°
mr
Q
D
v Z
Q �
�
t)a
M
O
0
n�
6 O n m
�, — �
00
Vi-
n n
� ��-'- n co
c o
n cT �
0
n
Loom
Lo
L Q
n p
�_ OO n
O O :3 � � � COQ � �
Lo
Lo
n n;
-- n v
O (p
L
r-t-
n�
� n
n Q
S
Q Lo
D Ul) O<
E3
cD
= O
0 7C)
v p
p
< Q
p � N p c0 D
0 N O
U')
Q, O °' Ln (D
> n Qj
Di
O
O
D —.
� (0
O �
— 0
� n �
� (D
O O
3
cnD
(D
CD
s
n
0
a
/�J
W
V
S
o'
a
a
0
n�
Q Lo
v Z
Q �
�
t)a
O
0
n�
O
CIO
n.
'
n
O
X = =
_ =
V
(D
n
O
n ca
(D
Ln
N'
p n
0
O
h
rn
o 7
O
�.
7
O
Q)
r
N
N -
Q)
�.
d
—
_
'Z 0
ca
`OG
<
t1',
to
U')
n n --I
--
O
QJ O <:
0
E
n.
O
n
Q,
o
(D
m�
--h
O
O
n n > r
N p Q
cn p � Ln
V)V 7C5
O
O
D —.
� (0
O �
— 0
� n �
� (D
O O
3
cnD
(D
CD
s
n
0
a
/�J
W
V
S
o'
a
a
0
w*,on
winn|x. nJido
MAYOR PRO lcm
Claudia c.Alvarez
coJwc|Lmowucms
p. David nonavue,
ca,|m`eustamnote
Michele wmmnez
Vincent F. s:onienm
Sal Tinajero
May 16, 2011
'
Honorable Mayor and City Council Members:
/
F �� Cj1 1_ SA N TA A
cnYNiAwxGcn
David w.Ream
cnYxnonwsy
Joseph W. Heic|,c,
cI-enxofTHE Couwo/
Maria D. Huizar
We are pleased to present the budget for the City of Santa Ana for the 2011-2012 Fiscal Yea:
This budget reflects established priorities and maintains core services to the extent possible,
while responding to the impacts of the current economic climate on the City's financial
position. As you know, our global, national, state and local econorn|es are experiencing
challenges that have not been seen since the Great Depression. In times such as these, cities
such as Santa Ana are being forced to go back to the basics, and place the highest priority on
those programs most effective in achieving our mission: ""To provide quality service to enhance
the safety, livability and prosperity of our community."
Even during difficult economic times, the City continues to pursue 12 citywide goals that are
essential for achieving our mission. They are:
�
Ensure asafe community;
a Bea catalyst for the positive development of young people;
0 Foster neighborhood pride and community understanding;
0 Provide and maintain first-rate infrastructure and community facilities;
m Ensure an attractive and,vve|['rna|nta|ned city;
a Create an environment that stimulates the growth of arts and cultural opportunities;
w Recruit and retain a highly skilled and diverse workforce;
m Ensure the City 's long-term financial ability to deliver quality services;
0 Attract and retain a prosperous business community;
w
Optimize workforce effectiveness through training, techno\ogy, equipment and
facilities;
0 Develop and continuously improve systems to aSsure high-quality services to
customers; and
0 Assumne a leadership role in regional issuesofprimary importance to Santa Ana.
In the fall of 20081 the City Counci| reaffirmed these goals, and established four focused
priorities. They are to:
w Enhance public safety,
0 Improve transportation infrastructure;
20 c|mc cswmcn PLAZA 0 P.O. mox 1988 »xN/x AN A, CAL FOR wm 92702 TELepnowc (714) ao,'uyon
FAX (714) 647-695it
� Address minor deferred maintenance projects inaUpa[kzand
m
Ensure the City's long-term financial stability.
As a result of the global financial crisis and its impact on local and state reSOUrces,, ensuring the
[|h/s long-term financial stability has become even more important. The proposed FY 2011-
2012 budget has been developed to move Santa Ana closer to such stability, while maintaining
core programs and services to the extent possible.
Economic Outlook
The economic crisis at all levels of our country is being felt in many areas such as kzvv property
values and high unemployment levels—and Santa Ana is feeling these impacts as a community.
Median home prices have fallen over 40 percent, their lowest since 2003. The decline in
property values has spilled over into the commercial sector which is negatively impacting the
business cornmnunity and local redevelopment efforts. According to the County of Orange
Assessor's Office, property tax revenues will finally flatten-out during fiscal year 2011'I2 as
housing prices begin to stabilize. A recent report fromn the State of California Employment
Development Department (EDD) puts the preliminary Mach 201I unemployment rate in Santa
Ana at 14.3% the second highest in Orange County. These economic indicators mean Santa
Ana residents have less disposable income due to limited job growth and decreased home
values.
Discretionary spending has a major impact on both the businesses in our community and the
revenues we receive as a City. Although, sales tax revenues are improving, the gains are
considered nominal when compared to the losses experienced over the past three years. From
fisca|yearsIOO6'O7to2OO9'ZCithe[itv'ssa|estaxrevenueexper\enceda27percent(nver$12
million) drop. Business-to-business and construction sectors contributed heavily to the City's
overall sales tax declines.
The State of California continues to have its own budgetary challenges, which potentially puts
the City's revenues at risk. As part of the cur[ent budget the State proposes to eliminate the
current funding mechanism for all Redevelopment Agencies which mxzu|d prohibit existing
agencies from creating new contracts or obligations. Existing Redevelopment Agencies vvou|d
be disestablished and successor local agencies vvou|d be required to use the tax increment
revenues that local Redevelopment Agencies vvou|d otherwise have received to retire debts
and contractual obligations. Essentially, local Redevelopment Agencies would be eliminated.
This all comes on the heels of a $2.05 billion State raid of local Redevelopment funds of which
the City of Santa Ana was obligated to pay the County Supplemental Educational Revenue
Augmentation $2l.21VI over the past two years.
While the nation 1s experiencing mixed signals that the economy is rebounding, all indications
are that the decline in the economy has finally leveled off. However, there are events that are
occurring that Could derail any speedy recovery or relapse into a lingering recession. Primarily
2
the current European debt crisis and turmoil in the Middle Eastern countries have the potential
to negatively impact the US financial markets and thrust the US, economy into another
downward spiral. On the home fron� the most critical sector that could have a major impact
on the nation's economic recovery is comnnnercia| real estate. Many institutions are feeling the
effects of commercial real estate loan failures. It is estimated that the largest commercial real
estate loan losses will occur in 2011 and could be as high as $200-$300 billion. How the
financial markets react to these events will be important for a sustained recovery.
Even with these events |oorning on the horizon, the economy appears to be recovering.
Although commercial real estate continues to poses great concern, residential real estate ha,s
shown some indication that the worse |s behind us. Unfortunately, the City will continue tofeel
the effects of lower property values for a few years. In addition, unemployment has eased but
is still at unprecedented high levels. The national average remains at 8.8%, California at 12.3%�
while Santa Ana 1s estimated at 14.3Y8. Obviously, these rates have a direct impact on
consumer spending and on the City's sales tax revenue. Overall, we anticipate a very slow
recovery and growth in our revenue. In the meantime, ensuring long-term financial stability
for Santa Ana will require the courage to significantly reduce expenditures. In order to provide
quality City programs and services so they are financially sustainable in the future, the City must
look to reinvent itself through the elimination of redundancies, by consolidating programs,
contracting out, and seeking assistance from the various bargaining groups on wages and
benefits.
Budget s
The total estimated revenue for all city funds for FY2O11,2O12is $440,323,,344. Of this amount
$84.2 million represents the water, sewer, sanitation and refuse funds; $35 million comes from
grants and other special revenues for restrictive programs; $22.6 rnUUVn from grants for capital
projects; $88.5 million oznmes from redevelopment and housing assistance; and $21O million
represents the General Fund.
Total budgeted appropriations. for all city funds for 2011-2012ls$459,3G1,890 which |sa
decrease of2.Q% (or $13.lM) when compared to the prior year budget. Fiscal year 2Ol1'2O12
budget includes a capital inmprovemnent budget of $25.4 million; a water., sewer,, sanitation and
refuse budget of $92 million; redevelopment and housing budget of $89.8 million; special
revenues and grants of$42.1million; and a General Fund budget of$2lOmillion.
The General Fund budget supports the functions most cornnnonk/ associated with city
government: police, fire, recreation, Ubrnp& planning and building, street maintenance, and
general city administration. These services are being provided to an increasing population.
According to the State Department of Finance, Santa Ana's popu|atlon in January 2011 was
325,228 which is over a 50 percent increase over the past 20+ years. The General Fund's four
largest revenue Sources comprise 5496of total General Fund revenues. Those revenue Sources
are Sales Tax (17.1%), Property Tax (13%), Property Tax in Lieu of Motor Vehicle Fees /I2%\ and
Utility Users Tax (11.9%).
3
Despite depressed home sales, volatility in energy costs and high unemployment, the [hvs
General Fund largest revenue sources appear tobestabilizing. Sales Tax revenues are expected
to increase by 9.7% to just over $35.9 rnUUon as the economy begins to recover. Both Property
Tax and Property Tax In-Lieu of Motor Vehicle License revenues are expected to remain flat at
$27.8 and $25.2 million respectively as the housing markets stabilize. Utility Users Tax
revenues are expected to decline 5.5y& to $2S rnUUon as a result of te(ecornmmunica,tions
customer base shifting from land-line phones to wireless services. Revenues received from
charges for services are expected to decline by 5.9%, due to a drop in paramedic
charges and subscription service activity. Revenue transfers into the General Fund will increase
by over $10 million as a result of internal service borrowing to balance the budget. Overall,
General Fund revenues for the coming fiscal year are expected to increase by 6.596 from
budgeted FY 2010-2011^ primarily as a result of internal service fund borrowing.
Throughout the last three budget processes, we have provided information about Santa Ana's
financial challenges, and the need for usto grow smaller essm organization to beconne more
financially stable over the long term. The City had experienced rapid declines in revenues
which accelerated the need for significant budgetary reductions. The Mayor and City Council
agreed that we should continue to make budget reductions over the next two to three years.
Our original plan was to preserve high quality core services to the public and minimize the need
to layoff City employees by keeping vacancies opem, restricting travel, deferring large
equipment and materials purchases, and taking advantage of additional vacancies created by
the implementation of the 2.7Y6at 55 enhanced retirement formula.
Fortunately, as the revenue declines continued to emerge, we did not wait to take action.
Departments developed reduction plans and suspended non-critical expenditures. Overtime
was curtailed and/or eliminated. The Mayor and Council showed leadership in approving
series of budgetary adjustments throughout the 2009-2010 and ZOlO'Z011 fiscal years to
ensure fiscal stability by year end,
In terms of reserves, it becomes critical to contain and reduce expenditures quickly to prevent
the depletion of General Fund reserves. Like most California cities, Santa Ana relies on these
fund balance reserves to maintain a positive cash position during the course of the fiscal year,
and especially during the first five to six months of each fiscal year, since the majority of the
City's revenUes are not received Until December/January and April/May.
The rapid decline in the national and local economy has greatly complicated the process of
maintaining a balanced budget that is fair to both residents and employees alike. The City
relies on employees to, provide quality, front-line services to the public as well as to support
those direct service efforts. Costs associated with labor represent approximately 7496oftotal
openntlona|expend1tu[es. Consequently, reducing labor expenditures by reducing the number
of employees remains the City's best strategy for long-term susta|mabiUty.
In December of 2008 the Citvs Executive Management Team deferred salary increases and
performance-based merit pay equating to 10YG of their compensation. In July 2009, the
majority of the bargaining groups (POA, PMA, FBA, FMA, SAMA, CASA), with the exception of
-4-
SE/U, deferred their negotiated 4% salary increase and then deferred a2.SY6 increase inJanuary
ofZOlO for the period of one year. |n spite of these efforts, the City was forced to once again
reduce the number of employees, by issuing an additional 40+ layoff notices in May 2010.
While the first and second rounds of layoffs did not have a discernable impact on the front-'line
services provided to the public, the third and fourth rounds necessitated changes in how vve
provide certain services. Care was taken to minimize the impacts of these reductions on public
safety, which remains the City's most important priority. None of the layoffs have included
sworn personnel in our police or fire departments. In July 2010l these same bargaining groups
once again agreed to defer their negotiated salary increases and made several other salary and
benefit related concessions to reduce city costs and help preserve front-line services at their
current levels. SEW also agreed to various salary and benefit related concessions which
included furloughing its members. During fiscal year 2010-2011, the Executive Management
Teamn established several committees to evaluate cost saving opportunities to permanently
reduce City costs. This resulted ln $l.4 million in cost redoct1on strategies that will be
implemented during 2011'2012. In addition,, the City is currently conducting a citywide cost
allocation study as a means by which to allocate general fund costs to non-general fund sources
and assess the possibility of future cost recovery fees.
For 2011'2012' departmental budgets incorporate various assumptions which include
bargaining group concessions and the end of certain deferrals such as negotiated salary
increases and accrual cash-outs. For the most part, the Citv's budget is balanced through the
use of anticipated vacancy savings, restructuring of internal service fund cost allocations and
the use of one-time funds. As far as the proposed departmental reductions, all are being
accomplished through the elimination of vacancies that have been created due to. retirements.
The proposed budget decreases the full-time employee count by 3 positions for a total
workforce allocation of 1510. This workforce figure equates to a ratio of 4.6 employees per
2^000 residents and demonstrates a significant improvement, in operational efficiencies over
the past several years. For example, in FY 1986-87, the ratio was 7.5 employees per I,000
residents. Through a combination of reductions in our workforce, keeping a number of
positions vacant and generating savings through systems improvements resulting from our
continuous improvement efforts, the City continues to maintain its position of being one of the
most efficient at providing services when compared to the 11 largest cities in California and the
lOO largest cities |n the country.
Fiscal stability strategies incorporated into the proposed General Fund Budget include
reorganization of some departments and functions, elimination of service redundancies,
sh\ftingof|eg)timmeteexpensestonon'Genera|Fundsources,aodcontnact1ngoutserv|cesvvhen
the private sector can provide comparable or better quality service for less cost. For example,
the retirement of the Cit/s Library Director in ZOOB has provided an opportunity to merge tile
Library into the Parks Recreation and Community Services Agency, generating savings through
consolidation of administrative functions that can be used to maintain existing programs and
services. Several years ago the City contracted out park maintenance services to all but 13 park
sites. During fiscal year 2009-2010, the City along with leadership from the Mayor and City
[oundU agreed to contract out the renmain\ng park sites and Civic Center which resulted in
5
approximately $800,000 in, ongoing cost savings. Based on the experience of parks that have
been under private contract for maintenance, the condition of the parks have imoproved, as
private contractors have more personnel who can be devoted to providing the level of service
our busy park sites require.
While the General Fund struggles to match revenues with expenditures, Santa Ana continues to
receive significant funding for capital infrastructure improvements. The City's Capital
Improvement Program for FY 201I'2022 exceeds $25 million. In addition, during fiscal year
2009'2010 Santa Ana was the beneficiary of approximately $8 million in federal American
Recovery and Reinvestment Ac[ (ARRA) funds, intended to create jobs and help spur the
econorny. While this funding will definitely benefit Our community, most of it must be spent on
infrastructure improvements, job training and workforce development, or neighborhood
stabilization programs to address foreclosed homes. None of|twill directly benefit the City's
General Fund.
Achi�eving Established Council Priorities
In spite of the financial challenges Santa Ana is experiencing, we remain committed to providing
responsive, high quality services to the public. This fiscal year the [itu/s departments will
continue to align their efforts with the four established City Council priorities, while maintaining
many of the programs and services the community has come to expect. The following is e
synopsis of the activities, programs and projects incorporated in the proposed budget to
respond to these priorities.
Enhance Public S
The City will continue to dedicate significant resources to Police, Fire, Public Works, and
Planning and Building, which have primary responsibility for enhancing public safety. The City
demonstrates its commitment to this goal by providing public safety facilities that
accommodate current and future needs of the City; recruiting and retaining quality public
safety and mode enforcement personnel; effectively and equitably enforcing construction and
land use codes; and protecting the health of the comrnun1iy through high quality and reliable
water, sewer and refuse collection systems. Programs for FY 201I-2012 that will enhance the
City's public safety include the following:
� The City ofSanta Ana Police Department has applied for federal funding through the
COPS hiring program for 18 police officers. Thirteen officers have completed the police
academy and the field training process Five additional officers will be attending the
police academy |nJune.
�
The Santa Ana Police Department is the proud recipient of $400,000 Cal-GRIP Grant
which helped fund the expansion of the Santa Ana pmUre Activities Athletics League and
offer mnentoring, physical activities and development programs to more of the City's
I Me
youth. The program served 1-308 youth during this past year in various programs
including the "Fitness for 3APxAL" program at Jackson Elementary School.
w
Since its inception, the Cities of Santa Ana and Anaheim have been jointly awarded over
$68 million in UAS& funds to help coordinate and implement regional emergency
preparedness, response, and recovery from natural disasters and acts of terrorism for all
Orange County. In the coming year, grant staff from the Anaheim Police and Fire
Departments will be co-locating with the Santa Ana Police Department to streamline
effectiveness, eliminate duplication of efforts and decrease operating costs. Santa Ana
has taken a leadership role and has been cited as a model for other urban areas within
the country.
m
Santa Ana Police and the California Endowment /Santa Ana Building Healthy
Communities (SABHC) have partnered up to continue community education efforts
within the Building Healthy Community areas. Grant funding from the California
Endowment will allow the Police Department to lead a tearn of educators, social service
experts and Non-Profit entities to offer 16 courses to area residents. Courses such as ]R'
COP, the Teen Academy and the Parent Academy will address public safety issues and
empower residents to work with their neighborhoods for a safer and healthier
community.
* The Police Department will continue to work closely with the Santa Ana Police
Foundation to bring businesses and youth together, through business emergency
preparedness, youth gang prevention and direct departmental support.
� The Police Department has applied for $355,000 in additional funding from the
Department of Justice, Solving cold Case with DNA Grant. This grant provides overtime
salary to accelerate the process of submission of DNA evidence on older cases. If
awarded, the grant will fund in November 2011.
� The Computer Forensics Unit has completed its third year ofoperation and continues to
uncover vital evidence in all case types including discovering additional crimes,
identifying victims, suspects, and finding key evidence not found elsewhere including
evidence on murder cases. In the past year, the Unit assisted over 80 Santa Ana Police
Department and outside agency investigations, examined over 150 computers and
devices, obtained or assisted in preparing over a dozen search warrants, and has
testified in both Santa Ana Police Department and outside agency murder trials, all with
convictions. The Computer Forensics Unit will join with the FDBl, DA's office, and eight
other agencies later this year to form the new {}CRCFL The new multi-million dollar
facility will not only be a cost savings to Santa Ana, it will substantially increase the
commputer forensics resources, expertise, and networking valuable to the Santa Ana
Police Department.
� The $25,000 Project Safe Neighborhoods Grant ofthe Santa Nita Gang Injunction will
continue. This grant provides overtime funding for the Police Department and District
Attorney's Office to actively pursue gang members and ensure their prosecution.
-7-
� The Fire Department has received $32],221|n federal funding through the
Metropolitan Medical Response System Grant (&4MR3). The grant Supports the
integration of emergency management, health and rnedical systems by augmenting
existing local operational response systems before the incident occurs by funding
limited personnel time, tools, supplies and training. This year's grant funds are targeted
to upgrade Cardiac Mon ito'/Oefibr|Uators. The upgrade provides External Pacing that
m
The Fire Department is receiving an approximate $35,000 in federal funding through the
Emergency Management Performance Grant /EMPG\. The grant supports activities that
contribute to our capability to prepare for, militate against, respond to, and recovery
from disasters, whether natural or man-made. The focus is on training, Emergency
Operation Center facilities and equipment and personnel.
The Fire Department has received $20,000 in state funding through the Ca\EMA
Hazardous Materials Emergency Preparedness Planning Grant (HMEP). The grant
supports the required maintenance and updates of the [it»/s Hazardous Materials Area
Plan. The plan is a preparatory measure to inSUre safe transport of hazardous materials
through the City gs well as a response plan to mitigate releases.
w
The Fire Department has received $62,400 in federal funding through the Assistance to
Firefighter Grant (\FG). The grant supports the health and safety o[ the public and
firefighting personnel against fire and fire related hazards. The fire department focus
this year is the upgrade and purchase offirefighting gloves and boots.
w
The Fire Department has applied for $20,000 of designated state funding (Ca1EMA) that
is being allotted through Assembly Bill 2286. The bill requires all local government
agencies and regulated business to report hazardous materials Business Emergency
Response plans and chemical inventory to the State electronically by Janu ary 1, 2013.
The funds will be expended to connect our electronic files to the Orange Health'Care
�
The Fire Department continues to work collaboratively with the Orange County Health
Care Agency/Emergency Medical Services agency (OCI-11CA) in their effort to implement a
single integrated electronic data systern to connect patient data tracking between field
paramedics, local hospitals, ambulance companies and OCHCA, OCHCA has received
$375,,000 in federal fUnding through the Urban Areas SeCUrity Initiative (UASI) with the
intent to provide collaboration funding.
Improve Transportation InfrastrUcture
Transportation improvements continue to be a priority for the [jb/ in FY 20I1-2022. Funding
highlights include a return of competitive grants from [)CTAas part of the renewed MeaSu/e
M,2 as well as funding from the Federal Transit Agency for the Fixed Guideway project.
Programs for FY 2011-2012 that will improve the City"s transportation infrastructure include the
� The Residential Street Repair Program, the [im/s $72 rnUUon investment in residential
streets continues., with construction completion of the last two phases of the original
program anticipated in summer I0,I1. The original estimate for the program was to
repave lDO miles of residential streets )n five years. Thanks ln part to the innovative use
of the cold in-place recycling and full depth rec|arnat0on pavement technologies, the
current estimate |s that the budgetvvill enable 255 miles of streets to be repamed, or
1OOY8of the asphalt residential roads |n our community. The project |snovvexpectedto
be completed ln3.5 years, 1.5 years ahead ofschedule. The total budget for Residential
Street Repair in FY 2811'2012 is $725,000. These improvements will focus on
residential concrete streets within COB(S eligible areas.
m
Progress continues on the $225 million Bristol Street Widening Project from Warner
Avenue to 17 m Street. Phase | between McFadden and Pine was substantially
completed in February 2011. Bristol/Warner Intersection Widening Project is under
construction with completion anticipated |n winter 2O1l. The 8ristoK17"' Intersection
Widening Project is under construction and will be completed in spring 2012. Design
and property acquisitions for Phase |Y between Third Street and Civic Center Drive are
ongoing.. The city was awarded $6.24 rn|||lon of construction funding for Phase || as part
of the Arterial Capacity Enhancement (ACE) program of the renewed Measure K42.
Construction of Phase || is scheduled to begin in spring 2012. An additional $120,000 of
ACE funds was awarded by OCTA for design of a portion of Phase ||l from Washington
Avenue to m
� m
� Desi�n of Grand Avenue VV)�en1n� Project fn�rn I~ to 4~ is on�o>n0, with $3.S5
rn11Uon budgeted in FY 2011'2012 for final design and land acquisition. Additional
arterial improvements identified in the proposed budget include $3 million for the
rehabilitation of Lyon from Chestnut to First, McFadden from Euclid to 0evvhope,
McFadden from Harbor to Fait-view and a second year allocation to Hazard from Harbor
to Euclid.
wThe City's "Go Loca|"Transit Study proposes to build a fixed gu�ldeway systemtoprovide
high frequency transit service between the Santa Ana Regional Transportation Center
(SARTC) and Harbor Boulevard in the City of Garden Grove. The system WOUld provide a
last mile connection for rail commuters travelling frorn SARK to employment and
activity centers in Central {]range County. It vwou|d also function as an u[ban circulator
thrOUghOUt downtown Santa Ana and the Civic Center, serving schools, businesses, and
dense|ypopu|ated neighborhoods. To date, the project has received funding approval
from the OCTAGo Local Program in the arnount of $11.4 million for environmental
analysis, financial planning, project development and preliminary design. The project
will be environmentally cleared and a Locally Preferred Alternative adopted by March
2012. Preliminary design for this important transit project will start in the second half of
FY 2011-2012,
w The City applied for and received $1.5 million in funding from OCTA to develop a Master
Plan for the Santa Ana Regional Transportation Center (SARTC). |n March 2Ql[i the City
hired the iBl Group to prepare the plan. |B| has completed the draft conceptual design
and is working with staff to solicit feedback from various community and stakeholder
groups. The SARTC Master Plan is one of the key components of the Santa Ana-Garden
Grove Transit Vision. The goals for the SARTC Master Phan include: atnansportat|on
facility that integrates well with the surrounding community, provides new station areas
for different transit modes including the fixed guideway,, integrates land use and
transportation (TOD development), improves bus, pedestrian and bicycle access, and
creates an attractive, sustainable transportation facility with |ovv maintenance costs.
The study |s scheduled tobe completed on July l,2Ull.
Corn lete Minor Deferred Maintenance Projects in all Parks and Enhance Park Programs
Because the City ks built out, parks are a critical asset for our residents, providing place for the
oOmmrnumitv"s youth and families to enjoy nature and the outdoors. Santa Ana's parks are
extremely well used. With [educed City revenues, this is one priority that vviU be difficult to
fully address this fiscal yea[. Instead, our emphasis will be on maintaining green and dean
spaces, re-engineering rnuitip|e services so that they can still be offered to the public but with
less cost to the City and enhanced Park programs. Programs for FY 201I'2012 that will further
enhance the utility ofSanta Ana's parks and open space include the following:
m The proposed Capital Improvement Program includes park improvements in excess of
$8 million, which strongly address deferred maintenance including resurfacing Jerome
parking lot E\ Salvador and Jerome walkway reconstruction, Santiago roadway
reconstruction, security lighting improvements at Jerome Park Monte Vista School
Fencing, and Centennial Waterfowl Sanctuary. Additional park improvements include a
retaining vva|| at Dan Young Soccer Complex Field N4, and development of Willard
Intermediate Perk. Also, Parks and Recreation will take lead in improving the
Downtown's Fourth and French Plaza and a new park at McFadden/Orange.
�
In addition, the Parks Recreation and [onnrnunhw Services Agency is actively pursuing
grant funding to extend our bike trail system, such as Phase 2 of the Hower Street Bike
Trail, and a bike rest stop improvements at Maple/Occidental. We are also providing
fUnding for park improvements, and working with the Santa Ana Unified School' District
on additional joint use agreements for use of school sites, at Willard, Garfield, Monte
Vista and Roosevelt schools.
w The proposed budget maintains funding for youth surnnmer recreation programs and
Project PRIDE. Pork Ranger and field attendant services will continue for cornmmun1ty
youth sports organizations and funding for the senior lunch program and senior
transportation has been maintained. Partnerships with non-profits and leisure classes
will continue to be provided by instructors instead of City staff to ensure a variety of
programming for all ages continues.
Suez
0 A major emphasis of the last two years has been to enhance Library services 10 the
community. The successful tutoring program for youth is continuing through direct
federal fund|ngsupport.
0 'rhe Library has been able to obtain several grants that will enable it to enhance services
to the Community without impact on the General Fund. The largest of these 1s the
three-yea ��6B6,OO[iLauna8u���1 � Century Librarian grant from the federal Institute
for Museum and Library Services. The Library will provide opportunities for bilingual
teens and college-age young adults to learn about libraries and the library profession
and to pursue successful careers as librarians. In the first year of the grant, the library
has provided library employment and training for 20 high school and three college
students from the local community. The program will use long-term mmentoring and
employment to support the students into higher education.
w The California State Library awarded $28,000 to the Library for a project to train and
mentor a core of volunteer Youth Health Ambassadors to create bilingual health-related
videos for the community.
w
Two smaller grants from the State Library will enable Library staff to: l) support an
ongoing oral history program, Our lives, Our Histgry, \n which the library /s History Room
and teen volunteers interview residents of Santa Ana to record their place in 1he history
and heritage of the City, and; 2) through the "Skills to Work" program, provide the
community with an ongoing series of six biUn8ual classes in resume creation, online job
searching, and e-mail communication., as well as a Job Fair.
m The successful "Teen3pace° program at the Library successfully expanded as a satellite
initiative into the newly renovated Jerome Recreation Center. The TeenSpace at Jerome
will provide all of the amenities, programs, workshops, and computer access available at
the primary site in the Main library.
m
In addition, the Parks,� Recreation and Community Services, Agency is continuing its
partnership effort with the community to Build A Healthy Central Santa Ana through a
10-year community grant from The California Endowment. Through this effort PRCS4
will continue to demonstrate its commitment to help neighborhood and school
environments support improved health and healthy youth development.
�
Santa Ana's Art in the Park program brings art into the cornrnunh« for all toenjoy. Art in
the Park encourages residents to collaborate with artists and creatively transform public
spaces. Murals and sculptures enhance Santa Ana's natural environments toeduce\e,
delight, and motivate. The art reflects thc experiences of the community and honors
their history, building legacy that future generations can cherish. Santa Ana is on a
quest to produce more art throughout the City. This is made possible hm donated funds
and thededicated work of neighborhood volunteers.
w The Santa Ana Zoo at Prentice Park has improved its ability to attract greater attendance
because of the recent improvements in the animal collection. The public is learning how
11
giant anteaters., rheas, and guanacos |k/e in the grasslands, their natural habitats.
Knowlwood, the new zoo concessionaire, is getting positive praise from zoo visitors.
Ensure Long Term Financial St
To ensure Santa Ana's long term financial stability, staff will continue to irnp\ernerd a plan to
address the General Fund deficit using a combination of expenditure controls while we
continue to work towards improving the City's revenue base.
�
Organizational changes have been implemented to improve efficiency and shift
emphasis to core functions. As an example, the mobile field book|ngvan, mobile field
booking services and transport services by Correctional Officers will provide support for
Patrol, Investigations, and Traffic by relieving police officers of booking, transport, and
hospital guard duties thus increasing the manpower available for direct enforcement.
w To enhance revenue, the Jail bed capacity was increased from 480 to 532. As a result,
]o1l housing revenues have been increased to the point that the Jail operation is almost
fuUyfundedth rough contracts'
w Budget reductions to Parks, Recreation and Community Services were done in such a
way to prevent having to dose down any centers, libraries, or the zoo and to make sure
that the ability to maintain the parks green and clean was not compromised. The
consolidation of Parks and Recreation with Library Services hes been effective in
developing a more comprehensive plan that has enabled the use of staff more
efficiently.
w
Park Maintenance Inspection provides improved contract administration and inspection
to enhance the effectiveness of park landscape maintenance contracts on all park sites,
at the Santa Ana Zoo and along the C|t/s bike trails. By providing an efficient sVstenm,
PRCSA is able to provide the best level of service at lowest cost. We have already seen a
�
Facilities, Fleet Management, and Central Stores (FMCS) through new leadership, will
broaden its approach towards technology and renewable and sustainable energy. FMCS
will aggressively pursue the transition of the three /3\ business units towards renewable,
stainable alternative energy and fuels. FMCS will actively pursue a zero waste operation,
which will reduce the City's carbon footprint and greenhouse gas emissions by exploring
and expanding the use of alternative energy such as compressed natUral gas, hydrogen,
propane, ethanol, Nod|eseL electric as well as hybrid vehicles. Furthermore, FMCS will
pursue Leadership Environmental Energy Design (LEED) certification for the Corporate
Yard, including solar power and "Green- Purchasing Policy in the City Central Stores
operation.
-l2
w The American Recovery and Reinvestment Act (ARRA) awarded Santa Ana $2.8 million in
funding to be allocated over three-years for Homelessness Prevention and Rapid Re-
Housing (HPRP.) These programs provides financial assistance and services to either
prevent individuals and families from becoming homeless (Homelessness Prevention) or
to help those vvhoare exper)encing homelessness tobe quickly re-housed and stabilized
(Rapid Re-housing).
The WORK Center received anadditional $68,419 from the State of California to
implement the California New Start — Prison-to-Employment program for parolees. The
CA New Start — Prison-to-Employment program is a collaborative project that utilizes the
resources and service delivery mechanisms ofthe California Department o[Corrections
and Rehabilitation (CDCR), Employment Development Department (EDD,), and the City
of Santa Ana WORK Center. The primary goal of the program is to improve the
vocational aptitude of offenders while in custody and increase the likelihood of their
secured employment upon release from prison. CA New Start is vital in reducing
prisoner recidivism, and improving parolee reintegration by providing jobs.
� The City has applied for and received more than $l7 rnU|kzn through the federal
Neighborhood Stabilization Program (NSP), which is intended to help states, local
governments and consortiums. to purchase, rehabilitate and resell foreclosed residential
properties. These activities will heip reduce the negative social and economic impact of
residential foreclosures, by restoring p�nopedv values and bringing families back into
neighborhoods, local schools, and the 1oco| economy, both as employees and
customers. To date, the City's NSP activities have been among the mnost successfu\ in
the entire country, and Santa Ana has been recognized asa model others should foUov«
for Best Practices in Program Managenlent. The C\iv has exceeded all federal NSP
implementation standards, and has helped bring a total of 62 rental and owner
occupied units out of foreclosure. In addition, a 37-Unit new construction project is
being developed ona foreclosed vacant lot.
In keeping with our commitment to long-term planning, we will continue to dedicate our time,
energy and resoonces toward providing quality service to enhance the safety, livability and
prosperity of our community. In spite of the fiscal challenges the City is facing, the FY 2011-
2012 budget confirms our commitment to this purpose and incorporates the important
programs and projects you have requested in response to the community and its needs' On
behalf Of Our talented and dedicated workforce, I am proud to present the budget for the 2011-
2Ol2 Fiscal Year.
David N. Reamn
City Manager
lS
Cam,. -
ri ri I as F w r"I F
This Page
Intentionally
Left Blank
14
LJAPIL - -._
C_
yG1 2 Q 4 .LTD 1 N CI TY
l OL%RGID 'Iraq-
Total Annual
Budget
15
i
�J rA
ran wjd
�C
C
w
U
NV
M
M
N
M
O
Ilm WD
W
G�
C�
r�
w
N
O
N
i
O
N
NV
kn
0�0
M
O
0 0
V
C�
0
elk
M
41
ff ri
G�
V
O
G�
Fil
14
0
� o
M
r'L 00
cn "Zi-
C)
LO
♦--� LCD
tQ �
LL
0
L.
C)
N
Lt7
O N
M
ca c0
O o
m
U
06
U) a
Ln
00
_00
(1) M
moon% CO
O N
N
ca
U
� o
LL
Co
N
> 0-)
O
00
'v M
N
im tl�
cn
V
� o
.0 ti
U) M
Q 00
MOO
.— 00
O cM
_ �
16
(n
U
LL C
O
L
N
O
0 U O
N
� s-
� o
LL O
U) 'L 00 00
CL CO
O
LU
L LCD
t �
O
0
U) N
i
M
Lo
L
00
LU C-0
L LCD
O
U)
fbe
� N
~ N
0E O
O
� 07
>
� M
� bg
cn
LL C
® ~ o
N
o
C� U o
• ACV
LL
O
o
ao � `-
WN 0
� M
LO
� co
n M
N ,
1
N
o
cc
� N
co
06
QD
CD
m O
U
� ° V o�
LCD \ U. M c . t!� ti
0 C� M L m i o
o0 '� V i
. _ �, 0 LO
~ Q o0 . U W
L M �_ ti
M W ti ca o CO cri
-v N L N � � � N
C � 0 M cc � 0-)
CL fb� cn M: U{
I
17
V
CD
a�
a� o
E00
0. �
co
Cam,. -
ri ri I as F w r"I F
This Page
Intentionally
Left Blank
18
Li',f��l ZCII euN 1'Y 4-
��eerare�9r — — —
J
�I .0 v 3EN
rage )UNLIJ liftS car°
Total General Fund
Budget
19
rA
ci
0
�J
raq
e�
1p .7
O
N
elk
M
O
O
N
W
G�
r�
w
N
O
N
i
O
N
CO
LL
O
Lo
P--
N
o0
LL N
I
x
o I
U) M
L
� O
O
O
O
CO
O O
O
m 0
- N
CD I
O
>, O
o
L
� N
0
M
o0
L O
00
c O
H
06
�_
O
LL c
x
o
.v �
o
N
ca �
L
a. ti
491-
x 00
�
pr?S (-6
06 '
Cl)
MENEM
E 0
E c 0
N
�O
L r
0 O
Vn O
L
L O
N
O
� 00
O
.S O
O7
., 07
� M
>O
> �
w O
00
ti
V1 �
O
V� O
co
co
c
O{
CNT
L N
V
MENEM
�
J
20
O
O
m 0
- N
CD I
O
>, O
o
L
� N
0
M
o0
L O
00
c O
H
O
�o
�o
0
N fan
rm� N
rmo rr
(40
o
N
^� O
r— N
w�
C
a�
U
O
Q N
cn N
O
O 00
U �
� O
C
\°
C
� M
O
M
0 O
0-)
°
L CD
..
O
CO
O
c
\
^
o
LO
0?
O
C4.4
LO
N
°
I�
O
LO
O
O
00
�
�
LO
00
M
M
LO
.�
N
00
O
0-?
O
=3
00
E
'
O
{f}
{Nig
U
>,
t
°
C-
o
L
°
U
o
a)
Q
L
3
>1
U
m
U
CU
v o�
Ca
00
4J N
CZ N
U)
CO
Ca -r-
M {f}
21
N
00
F
�
O
�
O
N O
U LO
.0
n O
aD
U
(D
Cl)
.=3
m
U
O
n
ti
O
toa
U
\°
c
M
� M
O
O
O
0 O
L CD
..
o
CO
U)
0
M
z6e),
v o�
Ca
00
4J N
CZ N
U)
CO
Ca -r-
M {f}
21
N
00
F
�
O
�
O
N O
U LO
.0
n O
aD
U
(D
Cl)
.=3
m
U
O
n
ti
O
toa
U
!mm or 'y _
:- oy!lwmdr+IT I— T—•
A
-64 - A.MS
A —
F.! duLDEV4 city
RBL%PG[G r1 0
Workforce
Changes
22
O
~ N
W �
N
H
i
w
O �
;mm4
N�
CD _
0
� li.
N
r
r r
M
0
LO
O
r r
cn
M
� O
co
L
p r
00
� O
00
O 0
ti
LO
00
p O
ti
p O
LO W
O 0
C-0
ti
LO
p0
tiff
M �
O O
��
oo
m
N M
p O
rn
~
O
IT- I I I 1
p
~
p r
p O
co
�
0
o O
LO
ti
00 0
o 0
00
C~0
o O
Q0
w
C-0
CD
LO
� t0
0 0
o
C-0
o 0
C)
IT—
M
c0
G1 o
C-0
N m
G1
o
r N
ti
G1 0
0
C.0
o
o0
C
00 0
00 00
a�
C-0
' 00
�
0
00 0
0
0
0
0
0
0
0
0
N
�
�
23
0c
-4--9
U)
r.
O
w
_O
0.
E
W
LL
0
ti
TOM
LM
O
N
i
V
G1
s
V
L
0 cu
cn
L C:
O o
as
0�0 �
L U
V �
as
0
z
U)
O
.U)
O
N
LL
to
C�
U
_U)
m
4--j
O
to
Q
Additions /Deletions
Qty.
Finance & Management Services
City of Santa Ana
Proposed FY11 -12 Budget
FULL -TIME WORKFORCE CHANGES
Fiscal Impact
(1) Fleet Equipment Supervisor - Parts* (134,649)
(1) Store Keeper* (100,934)
(2) (235,583)
Public Works Agency
(1) Senior Office Assistant* (76,863)
(1) Equipment Operator -Motor Sweeper* (103,094)
(1) Construction Inspector I* (110,705)
(1) Asst. Engineer - Transportation (partial yr.)* (28,295)
2 Water Service Worker II* 1627368
1 Water Services Meter Repairer II* 89,131
(1) (67,458)
Total (3) (303,041)
*Non - General Fund
24
Reallocations
City of Santa Ana
Proposed FY11 -12 Budget
FULL -TIME WORKFORCE CHANGES
Qty. Fiscal Impact
City Attorney's Office
(1) Assistant City Attorney (MM) (195,555)
1 Chief Assistant City Attorney (MM) 209,295
13,740
Finance & Management Services
(1)
Fleet Equipment Supervisor*
(134,649)
1
Sr. Fleet Equipment Supervisor*
147,108
(1)
Supervising Accountant*
(153,450)
1
Accounting Manager (MM)*
176,930
(1)
Sr. Accounting Assistant*
(77,480)
1
Sr. Accounting Assistant/System Tech*
77,480
(1)
Computer Operator*
(94,220)
(1)
Micro Systems Programmer*
(132,770)
2
Micro Systems Technician*
176580
(1)
Executive Secretary
(98,120)
1
Finance Executive Secretary
98,120
(1)
Accounting Assistant
(84,890)
1
Purchasing Specialist
727180
(1)
Purchasing Supervisor
(114,620)
1
Buyer
947950
(46,851)
Parks Recreation and
Community Services
(1)
Senior Librarian
(100,141)
1
Principal Librarian
1087530
8,389
Public Works Agency
(1)
Engineering Tech II*
(109,771)
1
Engineering Aide*
1017309
(8,462)
*Non - General Fund
25
Total (33,184)
Positions to be Unfunded
Qty.
Finance & Management Services
City of Santa Ana
Proposed FY11 -12 Budget
FULL -TIME WORKFORCE CHANGES
Fiscal Impact
2 Fleet Tech II* (187,238)
1 Custodian Supervisor* (106,250)
1 Accountant II (92,820)
(386,308)
Planning &Building Agency
1 Associate Planner (128,876)
1 Deputy Building Official -New Construction (180,186)
(309,062)
Total 6
*Non - General Fund
26
(695,370)
t.
Ot
ra
dA
This Page
Intentionally
Left Blank
27
(A
W
W
0
J
a
W
W
H
J
J
LL
D
Z
Q
FM
oC
Q
2
u
Z
O
FM
a
N
Z
Q
C7
oC
O
28
C)
LO
U)
0
.U)
0
n
H
�a
0
N
LL
rt
a
_.
—. ul
r
iliP ai�lo: !°v r -il
Proposed
Miscellaneous Fees
& Fee Adjustments
29
PROPOSED NEW MISCELLANEOUS FEES
FIRE DEPARTMENT
1) Special Event Paramedic Standby
Proposed Fee: Varies — results in a $494.60 base rate plus additional hourly amounts.
Paramedics (2) per unit
• Four hour minimum $49 per hour per paramedic
Administration Costs
• Two hour minimum $45 per hour
Maintenance /Fuel Costs $3.15 per hour
0 Four hour minimum
Explanation: Frequently the Fire Department is asked to provide a Standby Paramedic Unit.
Most often, it is an insurance requirement for sporting events throughout our public parks,
Stadium and occasionally public venues. The requirement usually requires that the unit be out of
service to the community and on total standby for medical aid and possibly transport depending
on the nature of the incident. It is not feasible or appropriate to render SAFD paramedic units out
of service for long periods of time therefore, we recommend instituting a cost recovery fee for
staff overtime paramedics on a reserve medic unit plus administrative arrangements to assist with
standby requests.
POLICE DEPARTMENT
2) Inmate Cash Card Fee
Proposed Fee: $1.50
Explanation: Upon release from the Santa Ana Detention Facility, the inmate may choose to have
their remaining commissary money returned to them via a Cash (Debit) Card instead of the
regular check. If the Cash Card is requested, this fee will cover the actual banking cost associated
with the issuance of such a card. This fee will be taken from the balance remaining in the inmates
commissary account.
C
PROPOSALS TO MODIFY EXISTING FEES
Proposed modifications to existing fees are fee rate adjustments to the Miscellaneous Fees Schedule.
CLERK OF THE COUNCIL
1) Council Chambers /Room 147
Existing Fees: Rental Fee Per Hour $16.00
Security /Cleaning Deposit (Refundable) Deposit $103.00
Proposed Fees: Group 1 Group 2 Group 3 Group 4 Group 5
Council Chambers /Room 147
Up to 3 hours N/C 135.00 270.00 187.00 390.00
Each additional hour N/C 43.00 87.00 62.00 130.00
Cleaning Deposit
(may be refundable) 208.00 208.00 208.00 208.00 208.00
Building Rental Fees
Group 1 City of Santa Ana sponsored or cosponsored event or program; agencies with a reciprocal
facility use and fee schedule; and governmental agencies (serving Santa Ana residents) for
business meetings and programs.
Grou p 2 Resident not - for - profit civic, social, and religious organizations.
Group 3 Nonresident not - for - profit civic, social, and religious organizations.
Group 4 Resident commercial, business, and for - profit organizations.
Group 5 Nonresident commercial, business, and for - profit organizations.
Explanation: The proposed change in fee structure is to bring the rental of the council
chambers and room 147 in line with other existing and similar facility rentals.
FIRE DEPARTMENT
2) Various Medications
MEDICATIONS
Existing
Proposed
Adenosine
Each
90.77
28.90
Albuterol
Each
2.63
2.70
Amiodarone
Each
n/a
39.60
Atropine, Syringe
Each
25.73
10.56
Diphenhydramine
Each
9.65
3.46
Dextrose, Syringe
Each
34.73
15.84
Dopamine, with drip regulator
Each
64.88
8.62
Epinephrine, 1:1000 amp
Each
5.25
4.44
Epinephrine, 1:1000 30cc vial
Each
34.16
18.48
Epinephrine, 1:10000 syringe
Each
41.29
41.29
Glucagon
Each
193.02
210.20
Glucose solution
Each
14.69
6.16
31
MEDICATIONS
Group 2
Existing
Proposed
Lidocaine
Each
8.47
10.56
Morphine, amp
Each
21.77
3.20
Narcan, syringe
Each
64.88
44.74
Narcan, vial
Each
12.33
9 8.3 6
Nitro spray
Each
94.10
6.70
Normal saline IOcc vial
Each
2.52
1.70
Sodium Bicarb
Each
41.29
2.24
Versed
Each
34.73
6.12
Explanation: cost of medications increases and decreases due to market value and
availability.
PARKS, RECREATION AND COMMUNITY SERVICES
3) Public Space Special Event Fee
First Event Day:
Group 1
Group 2
Group 3
Group 4
Group 5
Existing Fee: 1,598.72
11598.72
1,598.72
11598.72
11598.72
Proposed Fee: N/C
639.49
959.23
1119.10
11598.72
Each Additional Day:
Group 1
Group 2
Group 3
Group 4
Group 5
Existing Fee: N/A
N/A
N/A
N/A
N/A
Proposed Fee: N/C
191.85
287.77
335.73
479.62
Explanation: This fee is being modified to provide discounted rates for resident and non-
profit groups that conduct park special events. In addition, a reduced fee for additional event
days is being established.
4) Vacation Recreation Program
Existing Fee:
Proposed Fee:
Resident per week
Per Child
75.00
75.00
Resident Additional Child- per week
Per Child
N/A
50.00
Additional Non - Resident Fee
Per Registration
12.81
12.81
Resident per day (two day minimum)
Per Child
N/A
1 5.00
Explanation: The Parks, Recreation and Community Services Agency is proposing to add two
new fees to the Vacation Recreation Program. To make the program more affordable for
residents who enroll more than one child, PRCSA is proposing to create a reduced fee of $50 for
each additional child enrolled. In addition, PRCSA is proposing to add a $15 per day fee for
parents who do not want to enroll their child for the full week. An estimated $500 to $1,000 will
be generated from these fees.
M
PROPOSALS TO MODIFY EXISITING FEES
(Continued)
PUBLIC WORKS
5) Metered Water Rates
Existing Fee:
Proposed Fee:
Base Rate
Per 100 Cubic Feet
$2.673
Tail Block Rate
Per 100 Cubic Feet
$3.097
Base Rate
Per 100 Cubic Feet
$2.727
Tail Block Rate
Per 100 Cubic Feet
$3.154
Explanation: The City owns and operates the local water utility and charges customers for the
water usage. The average Santa Ana household uses less than 44 units of water bi- monthly. One
unit is equal to 100 cubic feet (CCF) or 748 gallons. A bi- monthly cycle is used because water
bills are mailed out and due every two months. A customer whose bi- monthly usage exceeds the
base rate allocation of 44 units pays the tail block rate.
The proposed 2.0 % water rate adjustment consists of a 1.3% cost decrease for commodity
adjustment, a 0.7% CPI increase, and a 2.6% cost increase of providing metered water service to
fund additional capital improvements. The proposal will adjust the base rate by $.0537 and the
tail block rate by $.0565 per unit. The typical monthly water bill of 20 units would increase by
$1.08 and the typical bi- monthly bill of 40 units would increase by $2.16.
6) Sanitary Sewer Service Rates
Existing Fee:
Proposed Fee:
Unit Rate Per 100 Cubic Feet of metered water use $0.338
Or Per Month Per SFH $6.760
Unit Rate Per 100 Cubic Feet of metered water use $0.345
Or Per Month Per SFH $6.900
Explanation: The Sanitary Sewer Service fee is used to maintain the City's sanitary sewer
collection system. Services covered by the fee include repair and replacement of sewer mains
and laterals located within the street right of way. The fee is also used to fund ongoing
maintenance and cleaning of the sewer mains. The proposed increase is a $0.007 increase per
100 cubic feet of water used. The typical monthly residential sewer bill will increase by $0.14
and the typical bi- monthly bill will increase by $0.28.
For single family residential customers that do not receive water service from the City, a flat rate
based upon 20 CCF of water usage is charged. The 2010 -11 flat rate is $6.76 per month. The
2011 -12 flat rate will be $6.90 per month.
33
FiAr
le
e� .ckae[If CITY•
I SA°a ie FlkV IVaY J
Capital
Improvement
Program
34
CITY OF SANTA ANA
CAPITAL IMPROVEMENT PROGRAM (CIP)
FY 11 -12 CIP PROJECTS BY CATEGORY
PROJECTS TOTAL
I. NEIGHBORHOOD IMPROVEMENTS
Neighborhood Street Improvements
Neighborhood Traffic Management 1,300,000
Residential Street Repair Program 7251000
Subtotal Neighborhood Street Improvements 290259000
Curb, Gutter, Sidewalk
Omnibus Concrete 2501000
Subtotal Curb, Gutter, Sidewalk 2509000
TOTAL NEIGHBORHOOD IMPROVEMENTS 292759000
II. ARTERIAL IMPROVEMENTS
Arterial Widening
Grand Avenue Widening: First Street to Fourth Street
3,550,000
Project Development
1001000
Right -of -Way Management
10000
Fairview St. Corridor Traffic Signal Synchronization
761000
Subtotal Arterial Widening
Street Reconstruction /Resurfacing
397509000
Hazard: Harbor to Euclid
774,440
Lyon: Chestnut to First
7131000
McFadden Avenue: Euclid to Newhope
6981180
McFadden: Harbor to Fairview
680,505
Pavement Management
20000
Subtotal Street Reconstruction /Resurfacing 390669125
TOTAL ARTERIAL IMPROVEMENTS 698169125
III. TRAFFIC IMPROVEMENTS
Traffic Improvements
Bike Lane Project Development
451000
Circulation Element Update
50000
Euclid Ave. Corridor Traffic Signal Synchronization
301000
Fairview St. Corridor Traffic Signal Synchronization
761000
Fairview Street at Edna Drive -New Traffic Signal
44600
Fixed Guideway
51264,530
MacArthur Blvd /Talbert Ave. Corridor Traffic Signal Synchronization
551000
McFadden Avenue and Euclid Street - Traffic Signal Modification
3831800
McFadden Avenue and Lyon Street - Traffic Signal Modification
38300
Railroad Grade Crossing Enhancement and Quiet Zone Improvement
50000
Raitt Street and Adams Street - New Traffic Signal
4461000
Traffic Control Devices Inventory
601000
Traffic Management Plans
501000
Traffic Signal Equipment Replacement
1001000
Tustin Ave/Rose Dr Corridor Traffic Signal Synchronization
2800
Warner Ave Corridor Traffic Signal Synchronization
611000
Subtotal Traffic Improvements 894299130
TOTAL TRAFFIC IMPROVEMENTS 8.429.130
35
CITY OF SANTA ANA
CAPITAL IMPROVEMENT PROGRAM (CIP)
FY 11 -12 CIP PROJECTS BY CATEGORY
PROJECTS TOTAL
IV. INFRASTRUCTURE IMPROVEMENTS
Sewer
Sewer Main Hot Spot Repairs and Main Replacements 115001000
Sewer Main Relining /Rehabilitation 5001000
Subtotal Sewer 290009000
Water
Walnut Pump Station 2150000
Well No. 30 2501000
Subtotal Water 297509000
TOTAL INFRASTRUCTURE IMPROVEMENTS 497509000
V. PARK FACILITY IMPROVEMENTS
Park Facility Improvements /Renovation
Centennial (Santa Ana College) Land Conversion
3001000
Centennial Retaining Wall (DYSC #4)
1221550
Centennial Waterfowl Sanctuary
16000
El Salvador Walkway Reconstruction
1181000
Flower Street Bike Trail (Phase 2)
1,3871000
Fourth & French Plaza
20000
Jerome Park (South) Parking Lot Reconstruction
1441600
Jerome Park Security Lighting
202,250
Jerome Park Walkway Reconstruction
134,400
Jerome Park/Monte Vista School Fencing
2321268
Maple - Occidental Bike Trail
3811000
OC Jail /Stadium Feeding Area
681450
Santiago Park Roadway Reconstruction
15000
Spurgeon Ballfield Electrical Panel Replacement
6200
Willard Intermediate Park
4140000
Subtotal Park Improvements /Renovation
8,0631998
TOTAL PARK FACILITY IMPROVEMENTS 890639998
GRAND TOTAL 3093349253
C
CITY OF SANTA ANA
SEVEN -YEAR CAPITAL IMPROVEMENT PROGRAM
FY 11 -12 THROUGH FY 17 -18
PROJECTS
FY 11 -12
FY 12 -13
FY 13 -14
FY 14 -15
FY 15 -16
FY 16 -17
FY 17 -18
TOTAL
I. NEIGHBORHOOD IMPROVEMENTS
Neighborhood Street Improvements
2,02500
1,30000
1,30000
1,30000
1,30000
1,30000
1,30000
9,82500
Curb, Gutter, Sidewalk Improvements
25000
25000
25000
25000
25000
25000
25000
1,7501000
Total Neighborhood Improvements
2,275,000
1,550,000
1,550,000
11550,000
1,550,000
1,5501000
11550,000
11,575,000
II. ARTERIAL IMPROVEMENTS
Arterial Widening
3,75000
20000
20000
20000
20000
20000
20000
4,95000
Street Reconstruction/Resurfacing
3,066,125
4,838,598
5,054,962
5,256,715
5,479,066
5,712,535
5,957,677
35,365,678
Total Arterial Improvements
61816,125
5,0389598
5,2541962
5,456,715
5,6791066
51912,535
61157,677
40,3151678
III, TRAFFIC IMPROVEMENTS
Traffic Improvements
8,429,130
5671170
29000
30000
30000
31000
31000
10,506,300
Total Traffic Improvements
8,429,130
567,170
290,000
300,000
300,000
310,000
310,000
10,506,300
IV. INFRASTRUCTURE IMPROVEMENTS
Sewer
20000
2,50000
30000
3,50000
40000
4,50000
50000
24,50000
Water
2,75000
2,500,000
30000
3,500,000
40000
4,50000
5,000,000
25,25000
Total Infrastructure Improvements
4,750,000
5,000,000
6,0001000
7,000,000
8,000,000
9,0001000
10,000,000
49,750,000
V. PARK IMPROVEMENTS
Park Improvements /Renovation 8,063,998 0 0 0
Total Park Improvements
GRAND TOTAL
0 0
0 0
0 8,063,998
0 8,063,998
30,334,253 12,155,768 13,094,962 14,306,715 15,529,066 16,772,535 181017,677 120,210,976
37
t.
Ot
ra
dA
This Page
Intentionally
Left Blank
38