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City of Santa Ana <br />s <br />FY2021-FY2025 Strategic Plan <br />STRENGTHS, WEAKNESSES, OPPORTUNITIES & THREATS/TRENDS <br />Central Location/County Seat <br />Vibrant downtown area <br />Dense/walkable city <br />Diversity of revenue sources <br />Local sales tax <br />Appealing for development <br />Housing <br />Cultural diversity, strong heritage <br />Forward -thinking mindset <br />Innovative Business <br />3b & 0Generation businesses <br />Parks & Recreation <br />Community events, entertainment <br />Arts, museums and cultural institutions <br />Youth population <br />Active and engaged neighborhood associations <br />Strong community participation <br />Translation Services <br />Code Enforcement <br />Use of technologyto collect input <br />Active nonprofits <br />Strong, dedicated, resilient workforce <br />Dedicated leadership <br />Diverse, highly capable Citystaff <br />Institutional knowledge of long-term emploveee <br />Resistance to economic development as'gentrification' <br />Not considered businessfriendly <br />Funding/lack of resources <br />Safety / Not enough police force <br />Deferred maintenance of City assets (Streets, facilities, equipment) <br />Facilities that need to be upgraded <br />Parking <br />Lack of activities outside of downtown Santa Ana <br />Inability to meet legal mandates <br />Not enough digital services <br />Inadequate financial transparency with residents <br />Communicating and informing/educating the community <br />Inequalities in education compared to other cities in Orange <br />County <br />Powerful unions <br />Lack of focused goals & priorities <br />Antiquated processes <br />Contradicting policies <br />High turnover <br />City staffing is lean compared to population size <br />Quality of work compromised due to insufficient staff support <br />Lack of staff professional development <br />11 <br />Impacts of COVIDT 9 <br />Economic Recession/Fiscal Sustainability <br />Homelessness <br />Infrastructure & City Maintenance/Repair <br />Crime <br />Increasing demands to meet mandates <br />4`h most dense city in nation/demand on services is high <br />Overdevelopment/population density <br />Civic center losing some functions <br />Housing shortage <br />Skew younger than many CA cities <br />Anticipate more residents moving away forjobs <br />Anticipate seniors aging in -place <br />Perception Santa Ana has a high sales tax <br />Cost to provide city services <br />Low Income Community <br />Lack of open space <br />Traffic congestion and parking scarcity <br />Lack of community political participation <br />Aging workforce and loss of institutional memory <br />Staffing to meet growing demands <br />High turnover <br />Rising pension costs <br />Increased employee costs <br />City location /position as County Seat <br />Urbanization & redevelopment of Downtown <br />Streetcar project <br />Federally -designated opportunity zone <br />Converting industrial or commercial -zoned areas to residential <br />Diverse Business Sector <br />Environment/location attractive to investment <br />Diverse housing developments & creative design/concepts <br />Development /Redevelopment /Revitalization opportunities <br />Green Development <br />Preservation of history and culture <br />Deep labor market <br />Invest in Youth <br />Improve City Parks & Rec Facilities <br />More Recreation Centers and a Community Center <br />Modernize and downsize services to a leaner/meaner model <br />Digitize more of the work and processes <br />Center government in OC <br />Stream city meetings online <br />Community education & engagement <br />Accessibility to educational institutions <br />Grass root neighborhood associations <br />Staff training opportunities <br />Good employee benefits and talented staff <br />