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Home My WebLink About60A - DRAFT OF FY 2020-21 TO FY 2024-25 STRATEGIC PLANREQUEST FOR COUNCIL ACTION CITY COUNCIL MEETING DATE: MAY 19, 2020 TITLE INTRODUCE THE DRAFT OF THE CITY OF SANTA ANA FY 2020-21 TO FY 2024-25 STRATEGIC PLAN AND PROVIDE DIRECTION TO STAFF CLERK OF COUNCIL USE ONLY: ❑ As Recommended ❑ As Amended ❑ Ordinance on 11' Reading ❑ Ordinance on 2n° Reading ❑ Implementing Resolution ❑ Set Public Hearing For_ CONTINUED TO /s/ Kristine Ridge FILE NUMBER CITY MANAGER RECOMMENDED ACTION Introduce the draft "City of Santa Ana FY 2020-21 to FY 2024-25 Strategic Plan" and provide direction to staff. DISCUSSION In accordance with the Santa Ana Municipal Code Section 2-157, every five years the City Manager is responsible for preparing and submitting to the City Council a strategic plan. A strategic plan sets goals for an organization and outlines a plan to achieve them. Strategic Planning is a best practice for all organizations, both public and private. With input from constituents, the City's Strategic Plan represents a shared vision for the future of Santa Ana. The last five-year strategic plan was prepared in FY 2013-14, covering the five years from July 1, 2014 to June 30, 2019. With the adoption of the FY 2019-20 budget, the City Council approved a one-year extension of the previous strategic plan. Beginning in FY 2020-21, a new strategic plan is required. At the beginning of the calendar year, the City issued a Request for Proposals from strategic planning consultants and selected OnStrategy based upon their extensive experience, including local government (including past experience with the City and County of San Francisco (CA) and the City of Reno (NV)). The process to develop the plan initiated in March 2020 and took place over the proceeding three months. Due to the impacts of the COVID-19 pandemic, all meetings took place digitally over the phone or utilizing virtual sessions. The process included data collection, interviews with the councilmembers, and an initial executive staff survey. These results were synthesized into focus areas that were then further refined by two strategic planning sessions with City management. Subsequent to those efforts, two virtual community meetings were conducted to obtain public input using social media platforms. Live events were held across Facebook Live, YouTube, and Instagram. In addition, the City posted a Strategic Plan survey on its website for two weeks to maximize public input. The community input was incorporated to refine the strategic goals and short-term initiatives. 60A-1 Introduce the Draft Five -Year Strategic Plan May 19, 2020 Page 2 Results showed the City Council, City management, and the public share many of the same goals. The proposed Plan (Exhibit 1) includes the following Strategic Priorities (not listed in order of importance): 1. Financial Stability 2. Community Safety 3. Modern Facilities & Infrastructure 4. Efficient City Services 5. Economic Diversification & Expansion Each Strategic Priority has associated goals and performance measurements for the next five years. The draft Strategic Plan also includes initiatives that will be developed one year at a time, using the Strategic Priorities and Goals as a guide. City management has internally developed specific initiatives for Fiscal Year 2020-21 to support each goal. The final plan will be presented for City Council consideration along with the presentation of the final proposed citywide budget. FISCAL IMPACT There is no fiscal impact associated with this action. Exhibit: 1. Draft Five -Year Strategic Plan 60A-2 City of Santa Ana FY2020/21 to FY2024/25 Strategic Plan Draft as of 5.19.2020 PRODUCED By OnStrategy City of Santa Ana FY2021-FY2025 Strategic Plan LETTER FROM THE CITY MANAGER Mayor and City Council, I'm proud to present to you the City of Santa Ana's five-year Strategic Plan. This document provides a vision for the Citys goals and priorities in preparation for the near -term and long-term future. The unprecedented challenge of the COVID-19 pandemic during the creation of this plan was a stark reminder of the uncertainties that the future may hold. Therefore, having a strong plan in place is essential for the City of Santa Ana to achieve success. Yet if the pandemic has taught us anything, it's that any plan also must be flexible and adaptable for when unexpected obstacles arise — and they assuredly will. The five strategic priorities identified in the plan are: 1. Financial stability 2. Community safety 3. Modern facilities and infrastructure 4. Efficient city services 5. Economic diversification and expansion These focus areas will help us ensure that resources are properly distributed and services programmed to best serve our community. Our goal is to provide safe neighborhoods and streets along with high -quality services and community facilities. At the same time, we are at a crucial moment when we need to diversify the local economy, create jobs and foster growth. To decide upon the five strategic priorities, we used City data, interviews of City Councilmembers, collaboration with the executive management team and public input sessions. That last piece, community feedback, was an essential component, but also presented a challenge to achieve through traditional means. During the pandemic stay-at-home order, we were unable to have in -person community meetings as planned, so we held two virtual public input sessions instead. Using social media and other technologies during the sessions, we outlined the goals of the strategic plan and were able to have the public participate and provide feedback. We had over 22,800 views by community members of these sessions across our online platforms. After all, Santa Ana isn't just a collection of buildings or the municipal government that provides services. Its a multiethnic and multilingual array of unique and proud neighborhoods with a deep history. Its a vibrant business sector and a destination for food, art and culture. Its about the love of family, education and community. Under this Strategic Plan and your leadership, we can guide the City of Santa Ana into a prosperous future. Respectfully, Kristine Ridge City Manager City of Santa Ana FY2021-FY2025 Strategic Plan SANTA ANA CITY COUNCIL Mayor Miguel Pulido First Elected: November 1994 Term Expires: December 2020 Email: mou1ldoC3)santa-ana.org Mayor Pro Tem Juan Villegas Ward 5 First Elected: November 2016 Term Expires: December 2020 Email: ivillegasPsanta-ana.org Councilmember Vicente Sarmiento Ward 1 First Elected: November 2008 Term Expires: December 2020 Email: vsarmientoCo)santa-ana.org Councilmember David Penaloza Ward 2 First Elected: November 2018 Term Expires: December 2022 Email: doenalozaPsanta-ana.org CouncilmemberJose Solorio Ward 3 First Elected: November 2016 Term Expires: December 2020 Email: isolorioPsanta-ana.org Councilmember Phil Bacerra Ward 4 First Elected: November 2019 Term Expires: December 2022 Email: pbacerraPsanta-ana.org Councilmember Cecilia Iglesias Ward 6 First Elected: November 2018 Term Expires: December 2022 Email ciglesiasPsanta-ana.org 20 Civic Center Plaza, M-31 • PO Box 1988 • Santa Ana, CA 92702 • Phone: (714) 647-6900 • Fax: (714) 647-6954 3 City of Santa Ana FY2021-FY2025 Strategic Plan TABLE OF CONTENTS StrategicPlan Overview................................................................................................................................................. 6 Overviewof the Planning Process..................................................................................................................................................6 StrategicPlan Elements....................................................................................................................................................................7 StrategicPlan Structure.............................................................................................................................................. 8 CurrentState.................................................................................................................................................................10 CurrentState Summary ..................................................................................................................................................................10 Strengths, Weaknesses, Opportunities &Threats/Trends.....................................................................................................11 CommunityInput..............................................................................................................................................................................12 5-Year Strategic Direction...........................................................................................................................................14 Mission- What is Our Purpose?...................................................................................................................................................14 GuidingPrinciples - How Do We Behave?..................................................................................................................................14 5-Year Vision - What Does Success Look Like?.........................................................................................................................14 Strategic Priorities - How Will We Succeed?..............................................................................................................................15 1. Financial Stability............................................................................................................................................17 2. Community Safety..........................................................................................................................................19 3. Modern Facilities & infrastructure..................................................................................................................21 4. Efficient City Services......................................................................................................................................23 5. Economic Diversification & Expansion...........................................................................................................25 FY2020-21 Strategic Initiatives...................................................................................................................................27 1. Financial Stability..........................................................................................................................................................................27 2. Community Safety........................................................................................................................................................................28 3. Modern Facilities & Infrastructure...........................................................................................................................................29 4. Efficient City Services...................................................................................................................................................................29 5. Economic Diversification & Expansion....................................................................................................................................30 4 Economic Diversification Financial & Expansion Stability r jy� y {v i. knmunity Safety Modern Facilities & Infrastructure -1.M■Sr4rrJW. 4 =` O W N City of Santa Ana FY2021-FY2025 Strategic Plan PURPOSE OF THE STRATEGIC PLAN As required by the Citys 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 The process to develop the City of Santa Ana's fiscal year 2021 to 2025 strategic plan was initiated in March of 2020 and took place over a 3-month period. Due to the impacts of the COVID-19 pandemic during the planning period, all meetings took place virtually. The following summary provides an overview of the planning process, by phase. Assessment - March 2020 Data Collection - Planning documents and data were collected to inform the current state of the City. Materials included the current strategic plan, division plans, performance measures, and secondary data to establish community trends. Council Member Interviews - Individual interviews were conducted with each of the Council members, to gather individual perspective into the current state and future priorities of the City. EMT Survey- The Executive Management Team (EMT) provided their perspective via an online qualitative survey. The survey consisted of qualitative questions related to the current state, SWOT and strategic direction of the City. Assessment results were analyzed and synthesized providing valuable suggestions and insights for focus areas of the strategic plan. Themes were developed from this data and incorporated throughout the following stages of the planning process. Plan Development - April 2020 EMT Planning Sessions -Two Planning Sessions were held with the City Manager and Executive Management Team to develop the strategic direction of the City. Session #1 resulted in draft priorities and goals to present to the public for feedback. Session #2 resulted in refined goals, performance measures, and an initiative roadmap. Community Workshops -April 2020 Two public input sessions were held to engage citizens and secure their input for the Citys 5-year strategic plan. Events were conducted virtually, using social media platforms, due to public health restrictions in place from COVID-19. Live events were held across Facebook Live, YouTube and Instagram, and community feedback was collected using Poll Everywhere. Virtual workshops were well -attended: Facebook Live (2 events) - 554 views at the April 23' and 2,416 views at the April 241h event resulting in a total of 2,970 views. Instagram Live - 419 views on April 241h YouTube - 202 views on April 23' . This workshop occurred during the regular, monthly CommLink meeting with neighborhood association representatives. Members of the public that were unable to attend the live virtual meetings, were able to watch the video on Facebook or YouTube and share input with the City by completing an online survey; 76 people completed this survey. The virtual workshop recordings were also shared on the Citys website. As of May 2020, these videos have over 22,800 views. City of Santa Ana FY2021-FY2025 Strategic Plan Finalize the Plan - May 2020 Community input was incorporated to refine strategic goals and short-term initiatives and the 2021-25 Strategic Plan was submitted for approval in May 2020. Implementation -July 2020 to June 2025 City Council approval will be sought prior to the beginning of fiscal year 2020/2021. Following Council approval of the strategic plan, there will be a robust communication plan both internally as well as externally through multiple platforms. For each of the fiscal years covered by the five year strategic plan, staff will collaborate and develop the planned annual initiatives in support of each Goal. This is a critical component to successful execution as initiatives articulate the focus for the year and specific actions to achieve the City's goals. STRATEGIC PLAN ELEMENTS The key elements of a Strategic Plan answer the following questions. 1. Where are we now? (Current State/SWOT) 2. What does success look like? (Vision) 3. Why do we exist? (Mission) 4. How will we behave? (Guiding Principles) 4. What are our long-term priorities? How are we going to succeed? (Strategic Priorities) 5. What is most important right "now? (Strategic Goals & 2021 Initiatives) 6. How will we measure success? (Performance Measures) City of Santa Ana FY2021-FY2025 Strategic Plan STRATEGIC PLAN STRUCTURE How the Strategic Priorities are cascaded and who is accountable for doing what is articulated by the following structure, 1 Plan Element & DescriptionWin Strategic Priorities Describe the strategic focus areas of the plan. City Council Long - Term/5- Years Goals & Performance Measures Executive Management Outcome statements that are measurable (SMART) either by Team 1.1 completion or a metric or based on the successful completion of (as champion or isupport 3-5 Years supporting Initiatives. of cross -divisional effort) Require cross -divisional effort. Strategic Initiatives Division /Agency Directors 1.1.1 Projects, processes needed that are individual or department- or Managers <1 year specific. Accountabilities City Council - As the policy makers, the City Council will ensure the City maintains its focus on the Strategic Priorities of the plan and that resources, budget and effort support the Priorities. City Manager - As the chief executive officer, the City Manager will ensure progress against the goals in fulfillment of the strategic priorites and accountability from the organization. Executive Management Team - The department directors will lead definition of the goals and needed intitiatives to achieve those goals for their respective operational departments and cross functionally. Division Managers - These individuals are responsible for seeing that annual initiatives they are championing have the resources needed to achieve the desired outcome. Economic Diversification Financial & Expansion Stability Modern Facilities & Infrastructure a• car; 1:_: knmunity Safety City of Santa Ana FY2021-FY2025 Strategic Plan CURRENT STATE SUMMARY Santa Ana is a unique, historic, urban city with significant opportunities to capitalize on its many assets (diverse, multi- cultural community, great location to live, work and do business, public facilities and services). Santa Ana is at a crucial turning point: in order to continue to thrive, the City must invest in its existing infrastructure so that it can support the growth experienced in the past several decades as well as anticipated growth. 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 on City services. Key to the City's success is making budget decisions that balance the needs of the community with the Citys long-term viability which will require prioritizing budgets and preparing for increased demands on the City's infrastructure and for more services as this community grows. 10 City of Santa Ana s FY2021-FY2025 Strategic Plan STRENGTHS, WEAKNESSES, OPPORTUNITIES & THREATS/TRENDS Central Location/County Seat Vibrant downtown area Dense/walkable city Diversity of revenue sources Local sales tax Appealing for development Housing Cultural diversity, strong heritage Forward -thinking mindset Innovative Business 3b & 0Generation businesses Parks & Recreation Community events, entertainment Arts, museums and cultural institutions Youth population Active and engaged neighborhood associations Strong community participation Translation Services Code Enforcement Use of technologyto collect input Active nonprofits Strong, dedicated, resilient workforce Dedicated leadership Diverse, highly capable Citystaff Institutional knowledge of long-term emploveee Resistance to economic development as'gentrification' Not considered businessfriendly Funding/lack of resources Safety / Not enough police force Deferred maintenance of City assets (Streets, facilities, equipment) Facilities that need to be upgraded Parking Lack of activities outside of downtown Santa Ana Inability to meet legal mandates Not enough digital services Inadequate financial transparency with residents Communicating and informing/educating the community Inequalities in education compared to other cities in Orange County Powerful unions Lack of focused goals & priorities Antiquated processes Contradicting policies High turnover City staffing is lean compared to population size Quality of work compromised due to insufficient staff support Lack of staff professional development 11 Impacts of COVIDT 9 Economic Recession/Fiscal Sustainability Homelessness Infrastructure & City Maintenance/Repair Crime Increasing demands to meet mandates 4`h most dense city in nation/demand on services is high Overdevelopment/population density Civic center losing some functions Housing shortage Skew younger than many CA cities Anticipate more residents moving away forjobs Anticipate seniors aging in -place Perception Santa Ana has a high sales tax Cost to provide city services Low Income Community Lack of open space Traffic congestion and parking scarcity Lack of community political participation Aging workforce and loss of institutional memory Staffing to meet growing demands High turnover Rising pension costs Increased employee costs City location /position as County Seat Urbanization & redevelopment of Downtown Streetcar project Federally -designated opportunity zone Converting industrial or commercial -zoned areas to residential Diverse Business Sector Environment/location attractive to investment Diverse housing developments & creative design/concepts Development /Redevelopment /Revitalization opportunities Green Development Preservation of history and culture Deep labor market Invest in Youth Improve City Parks & Rec Facilities More Recreation Centers and a Community Center Modernize and downsize services to a leaner/meaner model Digitize more of the work and processes Center government in OC Stream city meetings online Community education & engagement Accessibility to educational institutions Grass root neighborhood associations Staff training opportunities Good employee benefits and talented staff City of Santa Ana FY2021-FY2025 Strategic Plan COMMUNITY INPUT Through live, virtual community workshops and an online survey, Santa Ana residents offered several priorities for the City's strategic plan along with recommendations for how to achieve each priority. The themes for priorities are in bold with bulleted items reflecting recommendations. Community Safety* More City Services • More youth programs • Increase library services • Mental health services • More community/senior/youth centers • More online services • Immigration services • More bilingual staff Fiscal Responsibility • Eliminate political expenditures • Reduce labor costs • Increase taxes (e.g., on alcohol) MOST MENTIONS Affordable Housing • Provide more counseling and resources Homelessness • Prevent other communities from'dumping homeless in Santa Ana • More collaboration with non -profits • Don't criminalize Community Engagement / Communication SOME MENTIONS More / Designated Parking Street Repairs and Beautification Bike Lanes Historic Preservation Business Development & More Job Opportunities Tech park I ncu bato r/sta rt u p fu nd More help to existing businesses Lower license fees More Parks / Open Space / Recreation Downtown Infill abandoned buildings Cityjail Free / More Public Transit *Community safety received the most mentions and there were a number of people who conveyed the concept that Santa Ana could reduce its cost of police if it invested in more prevention programs (e.g., youth programs, safer parks with park rangers, reduced homelessness, addressed abandoned buildings, more affordable housing, etc.). 12 OL Economic Diversification Financial & Expansion Stability Modern Facilities & Infrastructure !AFA 011 k Am .'. knmunity Safety is City of Santa Ana FY2021-FY2025 Strategic Plan MISSION — WHAT IS OUR PURPOSE? 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. GUIDING PRINCIPLES — HOW DO WE BEHAVE? 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 economic stability and growth. Innovation We promote a culture that encourages creativity and entrepreneurship in delivering valuable public services. Transparency We provide information openly and hold ourselves accountable to the public regarding our actions and decisions. 5-YEAR VISION — WHAT DOES SUCCESS LOOK LIKE? By 2025, Santa Ana honors 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 further diversify Santa Ana's housing and economy, increase the community's safety, and support programs and services that enhance residents' quality of life. Word cloud representing Santa Ana residents' input on the City's 5-year vision historic equitable individuals walkable families ensures (,youth.educacion s u sta i n a b success f rotectin }new crime education aoinvestment to yv C I ` neighborhoods i histor oc yClea n equality obs focunclusi c �S a f et riving -E' halllncluslve cdlverse o vibrantbusinesses Yhousingmoving ', students family dumping free 3ln community -oriented providing 14 City of Santa Ana s FY2021-FY2025 Strategic Plan STRATEGIC PRIORITIES - HOW WILL WE SUCCEED? Through the planning process, City Council and the executive management team (staff) with input from Santa Ana residents, five strategic priorities were identified to serve as the framework of Santa Ana's five-year strategic plan. The Priorities are numbered for reference only, not to indicate any prioritization. 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 & 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 & Expansion: Enhance economic vitality by growing revenue streams, attracting quality jobs, diverse businesses and desired amenities for residents. 15 I � FINANCIAL STABILITY City of Santa Ana FY2021-FY2025 Strategic Plan 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. Current State Santa Ana has diversified revenue and good reserve balances, but the City needs to focus on long-term stability or prioritized spending with a global view. Degree of Effort Needed to Achieve Success Over the next 5 years, Santa Ana will need to make a substantial shift from its current efforts. Goals 1.1 BALANCED BUDGET: Planned expenditures do not exceed expected revenues for the next 10 years by controlling labor costs, focusing spending on primary functions of the City and improving financial flexibility. (Finance) 1.2 DEVELOPMENT: Entice developers to build attractive businesses and housing to increase property values, resulting in an overall 10% increase in assessed valuations over the next 3 years and increased tax revenue. (Community Development) 1.3 MODERNIZE: Reduce costs by 3% over the next 5 years by streamlining administrative processes and providing easy -to -access online services to operate efficiently. (Information Technology) Performance Measures Based on the Priority and Goals, City staff identified the 5-year trajectory of each measure, either: • Steady - maintain FY2019-20 actual or estimate or realize only slight improvement. • Modest - gradual improvement from the FY2019-20 actual or estimate. • Significant - significant improvement from the FY2019-20 actual or estimate. Each Performance Measure's annual targets for future years will be set in conjunction with the annual budget process and annual initiative planning. Reserves Revenue Performance Steady $67.8M $56M Steady Projected revenue will 4% 5% recover from COVID-19 impact in FY22-23 Budget Variances Steady Expenditure savings due to hiring No significant variances freeze from adopted budget Cost Reductions Directly Modest $0 $1.OM Related to Modernization 17 COMMUNITY SAFETY 60A-20 City of Santa Ana FY2021-FY2025 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. Current State SAIVTA A1A The level of officer engagement is low, partially due to the disconnect between the expectations of elected officials and police efforts. The City has a record number of homeless, dated facilities' designs enable criminal activity, and there is a growing presence of gang and vice activities. Degree of Effort Needed to Achieve Success Over the next 5 years, Santa Ana will need to make an incremental shift from its current efforts. Goals 2.1 HOMELESSNESS RESPONSE: Reduce the number of Santa Ana's Unsheltered Homeless. (Community Development) 2.2 EMERGENCY POLICE RESPONSES: Reduce response times to emergency calls for service. (Police) 2.3 SAFETY & PERCEPTION OF SAFETY: Enhance public safety by reducing and proactively targeting gang and violent crime. (Police) 2.4 COMMUNITY POLICING: Further implement community -based policing programming as a way of doing business; enhance transparency and community engagement. (Police) 2.5 21ACENTURY POLICING TRAINING: Focus on contemporary, best and'next' practices of de-escalation and techniques to minimize liability through technology. (Police) 2.6 CRIME PREVENTION: Implement programs and facility/infrastructure improvements that will prevent crime and reduce the demand on Santa Ana Police. (Public Works & Planning) Performance Measures Based on the Priority and Goals, City staff identified the 5-year trajectory of each measure, either: • Steady - maintain FY2019-20 actual or estimate or realize only slight improvement. • Modest - gradual improvement from the FY2019-20 actual or estimate. • Significant - significant improvement from the FY2019-29 actual or estimate. Each Performance Measure's annual targets for future years will be set in conjunction with the annual budget process and annual initiative planning. Measure 1� .Trajectory1 • 1 • i Police Response Time to Steady 7.46 minutes 5% Decrease Priority One Calls for Service Police Youth Programs Modest 81 15%Increase *Number of Youth Community Engagement Modest 52 20%Increase Meetings Homeless Outreach - Police assigned to Homeless Significant 5 Sworn Personnel 25% Increase Outreach and Engagement 19 MODERN FACILITIES & INFRASTRUCTURE City of Santa Ana FY2021-FY2025 Strategic Plan 3 MODERN FACILITIES & INFRASTRUCTURE Ensure maintenance and preservation of City facilities and roadways to better serve the population and visitors. Current State Facilities were constructed, but do not have adequate funding for operations and maintenance. The existing infrastructure lacks a plan for renovation and modernization. Degree of Effort Needed to Achieve Success Over the next 5 years, Santa Ana will need to make a substantial shift from its current efforts. Goals 3.1 PARKS MASTER PLAN: Develop and implement master plans for parks and facilities. (Parks & Recreation) 3.2 INFRASTRUCTURE MASTER PLANS: Develop and implement master plans for utilities, infrastructure, and roadways. (Public Works) Performance Measures Based on the Priority and Goals, City staff identified the 5-year trajectory of each measure, either: • Steady - maintain FY2019-20 actual or estimate or realize only slight improvement. • Modest - gradual improvement from the FY2019-20 actual or estimate. • Significant - significant improvement from the FY2019-20 actual or estimate. Each Performance Measure's annual targets for future years will be set in conjunction with the annual budget process and annual initiative planning. r r r I . Potholes Significant 30% 60% Pavement Index Modest 66 70 Sidewalk, Curb & Gutters Modest 0% 20% Outdoor Park Amenities Modest 0% 20% Replacements Park Infrastructure Modest 0% 20% Replacement 21 t EFFICIENT CITY SERVICES 60A-24 City of Santa Ana FY2021-FY2025 Strategic Plan 4. EFFICIENT CITY SERVICES SANTA A1A Streamline the methods of providing services to help ensure doing business with the City is easier and more efficient. Current State Santa Ana's services are slowly improving, butthere is an imbalance of demands and resources. Some of the Citys policies, processes, equipment and systems are dated and only support in -person delivery of services. Degree of Effort Needed to Achieve Success Over the next 5 years, Santa Ana will need to make an incremental to substantial shift from its current efforts. Goals 4.1 TECHNOLOGY MODERNIZATION: Enhance the City's capabilities to allow the public to perform more services online. (Information Technology) 4.2 EFFECTVVE, EFFICIENT POLICIES & PROCESSES: Streamline policies and processes for staff and residents to reduce the time it takes to complete City services. (Planning & Building and PWA) 4.3 COMMUNICATION & OUTREACH: Aim to reach and engage all audiences through a variety of communication outlets. (Public Information Officer) Performance Measures Based on the Priority and Goals, City staff identified the 5-year trajectory of each measure, either: • Steady - maintain FY2019-20 actual or estimate or realize only slight improvement. • Modest - gradual improvement from the FY2019-20 actual or estimate. • Significant - significant improvement from the FY2019-20 actual or estimate. Each Performance Measure's annual targets for future years will be set in conjunction with the annual budget process and annual initiative planning. Days to Provide Response to Applicants in the Plan Check Modest 7 Process - Small Projects Days to Provide Response to Applicants in the Plan Check Modest 20 Process - Major Projects 10 Time to Respond to Public Modest <10 Days Records Requests Number of City Services Significant 61 75 Offered Online Number of Public Significant 14 28 EmzaQement Meetings 23 77. Economic Diversification & Expansion 401 I'kl [0 01\VIa;#bl1214WA1140 WA 11.`1 140 City of Santa Ana FY2021-FY2025 Strategic Plan '® S. ECONOMIC DIVERSIFICATION & EXPANSION Enhance economic vitality by growing revenue streams, attracting quality jobs, diverse businesses and desired amenities for residents. Current State While historic economic growth in Santa Ana has been solid, the City's commercial areas are not generating revenue like comparable communities and commercial areas are negatively impacting neighborhoods. Additionally, the City's residents are in need of better paying jobs. Degree of Effort Needed to Achieve Success Over the next 5 years, Santa Ana will need to make a substantial shift from its current efforts. Goals 5.1 REDUCE HOMELESSNESS: Reduce the number of Unsheltered Homeless to reduce the negative impacts of homelessness on the community and to ensure Santa Ana is clean and safe. (Community Development) 5.2 INCREASE JOB OPPORTUNITIES: Increase the availability of qualityjobs for Santa Ana residents by attracting and retaining businesses. (Community Development) 5.3 TOURISM & VISITORS: Create jobs and increase City revenue by attracting investments in tourism -based development that showcases Santa Ana as an international destination. (Community Development) 5.4 ECONOMIC DEVELOPMENT: Enhance Santa Ana's business -friendly environment as a place where businesses thrive. Performance Measures Based on the Priority and Goals, City staff identified the 5-year trajectory of each measure, either: • Steady - maintain FY2019-20 actual or estimate or realize only slight improvement. • Modest - gradual improvement from the FY2019-20 actual or estimate. • Significant - significant improvement from the FY2019-20 actual or estimate. Each Performance Measure's annual targets for future years will be set in conjunction with the annual budget process and annual initiative planning. 25 Economic Diversification & Exr)ansion Sery I SANTA . Modern Facilities & Infrastructure Financial Stability .. FYZUZU=ZL ` a INITIATIVE F i •T�M - 1 City of Santa Ana FY2021-FY2025 Strategic Plan 1. FINANCIAL STABILITY FY20-21 Strategic Initiatives 1.1 BALANCED BUDGET Comprehensive review and recommendations for labor MOD's. Planned expenditures do not exceed expected revenues for the next 10 years by Inform the City Council and public of progress on the City's primary functions controlling labor costs, focusing spending on primary functions of the City and with monthly public information. improving financial flexibility. Propose methods to control pension costs. Lead: Finance Director / City Treasurer 1.2 DEVELOPMENT Catalog the issues developers have with Santa Ana. Entice developers to build attractive businesses and housing to increase Comprehensive review of developer fees and assessment district opportunities. property values, resulting in an overall 10% increase in assessed valuations over the Prepare an update to the business license code for voter approval. next 3 years and increased tax revenue. Lead: Community Development Director 1.3 MODERNIZE Research best practices and survey our customers for optimal service models. Reduce costs by 3% over the next 5 years by streamlining administrative processes and providing easy -to -access online Comprehensively plan a schedule of technology upgrades and necessary services to operate efficiently. resources, maximizing economies of scale and inter -department solutions. Lead: Information Technology Director 27 City of Santa Ana FY2021-FY2025 Strategic Plan 2. COMMUNITY SAFETY ..FY20-21 Strategic Initiatives 2.1 HOMELESSNESS RESPONSE Isolate vulnerable homeless, prevent spread of COVID-19. Reduce the number of Santa Ana's Unsheltered Homeless. Lead: Community Development Director 2.2 EMERGENCY POLICE RESPONSES Complete Calls for Service policy analysis.. Reduce response times to emergency calls for service. Lead: Police Chief 2.3 SAFETY & PERCEPTION OF SAFETY Complete community satisfaction survey. Enhance public safety, by reducing and proactively targeting gang and violent crime. Lead: Police Chief 2.4 COMMUNITY POLICING Create youth mentorship pathways. Further implement community -based policing programming as a way of doing business; enhance transparency and community engagement. Lead: Police Chief 2.5 21ACENTURY POLICING TRAINING Publicize crime data information. Focus on contemporary, best and 'next' practices of de-escalation and techniques Conduct leadership training. to minimize liability through technology Lead: Police Chief 2.6 CRIME PREVENTION Increase code enforcement efforts over vacant private properties. Implement programs and facility/infrastructure improvements that will prevent crime and reduce the demand on Incorporate design considerations in public infrastructure improvements to Santa Ana Police. better deter undersirable activity. Lead: Public Works Director & Planning Director 28 City of Santa Ana FY2021-FY2025 Strategic Plan 3. MODERN FACILITIES & INFRASTRUCTURE 3.1 PARKS MASTER PLAN Identify funding, hire consultant, and start the Parks master planning process. Develop and implement master plans for parks and facilities. Lead: Parks & Recreation Director 3.2 INFRASTRUCTURE MASTER PLAN Identify funding, hire consultants, and start the Infrastructure master planning Develop and implement master plans for process. utilities, infrastructure, and roadways. Lead: Public Works Director 4. EFFICIENT CITY SERVICES 4.1 TECHNOLOGY MODERNIZATION Enhance the Citys capabilities to allow the public to perform more services online. Lead: Information Technology Director 4.2 EFFECTIVE, EFFICIENT POLICIES & PROCESSES Streamline policies and processes for staff and residents to reduce the time it takes to complete City services. Lead: City Clerk 4.3 COMMUNICATION&OUTREACH Aim to reach and engage all audiences through a variety of communication outlets. Lead: Public Information Officer 29 Establish electronic Plan Checking. Implement Agenda Management System. Implement Appointment Scheduling System for Public. Digitize records. Develop election filing procedures. Citywide records management. Daily or weekly new/press release/public address. Develop a comprehensive communication plan. City of Santa Ana FY2021-FY2025 Strategic Plan S. ECONOMIC DIVERSIFICATION & EXPANSION .. Increase the presence of QOLT during dusk, dawn and weekends. 5.1 REDUCE HOMELESSNESS Reduce the number of unsheltered Supplement existing QOLTwith procurement of contractors for maintenance homeless to reduce the negative impacts services and establish additional COLT teams to commence in October 2020. of homelessness on the community and to ensure Santa Ana is clean and safe. Expand pathwayto affordable housing opportunities. Lead: Community Development Director Develop Homeless Kit. 5.2 INCREASE JOB OPPORTUNITIES Strengthen and expand citywide business attraction efforts in order to achieve Increase the availability ofqualityjobs the Citys full employment potential. for Santa Ana residents by attracting and retaining businesses. Promote new and retention of existing job -producing businesses that provide Lead: Community Development Director living -wage employment opportunities. 5.3 TOURISM & VISITORS Assist in the planning/strategy execution to establish public -private partnerships Create jobs and increase City revenue by to develop new permanent facilities/attractions. attracting investments in tourism -based development that showcases Santa Ana as an international destination. Lead: Community Development Director Attract and retain businesses with high positive net revenue implications for local 5.4 ECONOMIC DEVELOPMENT Enhance Santa Ana's business -friendly government, particularly business -to -business taxable sales transactions. environment as a place where businesses thrive. Lead: Community Development Director 30 Economic Diversification Financial & Exr)ansion Stability Sery I SANTA . Modern Facilities & Infrastructure