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Home My WebLink AboutPresentation- #16�1 �� `I F O 71 City Budget Fiscal Year 2022- 2023 City of Santa Ana City Council Meeting June 7, 2022 ➢ City Manager Overview ➢ City Budget • Proposed FY 22-23 Citywide Budget • Proposed FY 22-23 General Fund Revenue • Proposed FY 22-23 General Fund Expenditures ➢ City Council & Community Priorities • New Proposed General Fund Recommendations • Other Initiatives • Aggregate Spending for Youth • Aggregate Spending for City Infrastructure ➢ Department Presentations • Organizational Chart • Proposed Budget • Highlights & Goals 2 The General Fund budget is balanced and maintains the 18% Reserve of $70.2 million We have a long-range plan to prepare for the Measure X rate reduction in 2029 Budget increases have gone to services prioritized by City Council and the Community Significant spending for Youth services and Infrastructure/Facility maintenance Each department will present an overview of highlights and goals With introduction of the ordinance tonight, to be amended with new recommendations, the City Council will be ready to adopt the budget on June 21 3 2 Other Restricted Funds, 7%, $53.82M Grant Funds, 12%, $88.23M Special Revenue, 3%, $22.13M Enterprise Funds, 199,,', $145.62M $31.43 M Pension Debt, 2%, $15.33M k" Cannabis Tax, 6%, 22.2M Hotel Vistor's Tax, 2%, 8.5 M Business Tax, 49/o, 15.OM Jail Revenue, 49/6, 16.5M Utility Users' Tax, 6%, 24.4M Other GF Revenue, 17%, 66.73 M Sales Tax(Bradley Burns), 179/o, 64.55M Sales Tax (Measure X), 23%, 88.1M ;y Tax and In Lieu of VLF, 21%, 84.12M *Cannabis Tax Includes: Adult -Use Retail Tax ($19.OM), Commercial Cannabis Taxes ($2.35M), and Medical Marijuana Taxes ($0.85M) M Pension Liability, 109,o, $39.3M , Fire Services, 14%, $54.OM Police Department, 36%, $142.8M ' Other Includes: Cannabis Set -Aside, Community Development, Human Resources, Museum Contribution, Subsidies for Internal Service and Enterprise Funds, Project Transfers Other*, 12 , $47.6M Parks & Recreation, 39/o, $13.33M Public Works, 119/o, $43.4M Planning & Building, 59/o, $19.55M Finance, 3%, $11.7M Transfer for Debt Payment, 29/o, $9.04M General Government, 29/o, $9.4M Library 2%, $6.3M General Government Includes: City Attorney, City Manager, Clerk, & City Council 7 0000 CITY COUNCIL & COMMUNITY PRIORITIES 0000 Recurring �0 Pavement Maintenance - $2M Artists Grant Program - $100K "Teen Time" after -school programming at 2 locations - $350K Sports & Recreation Equipment + Additional Programming - $200K Police Oversight - $1M One -Time , Traffic Calming - $3M Start -Up Grants for non -profits serving youth for mental health, LGBTQ+ needs, re-entry, counseling and preventative services - $150K • Refurbishments of Neighborhood Entry Monument Signs - $150K ❖ Seek out a sponsor to donate free roller-skates for Santa Ana youth. A ❖ Staff to propose a shift in the REVIVE spending plan to provide a continued allocation for CityNet ❖ After Cypress Fire Station conversion to a multi -use facility, initiate process to find 1 1 a non-profit to provide programming ® ❖ Explore providing space at Community Centers for non-profit Mental Health hotlines ❖ Staff provides referrals to low-cost spay/neuter services ❖ Explore an opportunity to obtain space from a new development for a Southside Police Substation ❖ Riverview - work with constituents to determine feasibility of a park ❖ Explore potential location for a third brick & mortar library location �� ❖ Bristol Street - develop an option to advance money to complete the widening project { •3 Roll -out second Library Knowledge Mobile 10 Public Works* $15.7 $31.9 103.2% Community Development $3.9 $7.8 100.0% Parks, Recreation & Community Services $23.3 $30.4 30.7% Planning & Building $15.5 $19.5 25.8% Library $5.9 $6.3 7.9% u�ll Fire & Emergency Medical Services $51.6 $54.0 4.5% Police Department $141.1 $142.8 1.2% * Excludes $16.6 million Parks & Facility Maintenance currently reflected in PRCSA proposed budget. 11 Aggregate Spending for Youth I FY 21-22 $20.8M Youth Services • $5.1M increase for youth employment • $2.4M increase in Library and PRCSA to administer youth programs & services • $1.2M increase for youth programs & services • Reduction in Cannabis Fund due to one-time projects for Park Improvements FY 22-23 $26.3M 13 YOUTH SERVICES SPECIFICS Youth Employment Storytime Events Explorer Program Youth Internship Services: Program Paid Work Experience Online Tutoring Services Police Athletic & Summer Cam • and Job Training Activities League (PAAL) p Reading Programs Youth Sports • Paid Work Experience Teen Academy Gardening 101 Focused On Food Teen Programs Insecurity, Climate Jr. COP Youth Community Action and COVID19 Summer Tech Club Service Projects Recovery 500 Chrome Books Santa Anita Park Improvement All youth programs are accessible to LGBTQ+ community 14 Aggregate Spending for City Infrastructure FY 22-23 Capital Improvement Program Funding Source Enterprise Fur $5.8M, 12.991 Lig al Revenue - GF 4.2M, 9.3% Tra Improv $2.2M $44.9M Utility/Drainage/ Services i Facility ments 34.8% FL: Parks Maintenance General Fund $14.9M FY 21-22 $16.6M FY 22-23 17 Sidewalks $0.5M, 5.4 Pavement, Sidewalks & Traffic Calming* FY 21-22: $9.24M Traffic Calming $0.5M, 5.4% I�i $8.24M, 89.2% Pavement Maintenance $5M investment in Pavement Maintenance and Traffic Calming in addition to the General Fund budget increases FY 22-23: $15.42M Traffic Calming $4M, 25.9% Sideu $1M, o.D-ro Pavement Maintenance $10.42M, 67.6% *Traffic Calming includes raised crosswalks, speed humps, traffic circles, left -turn arrows, and median modifications/additions IN May 12 Budget Workshop included a comprehensive update of all spending categories and programs/projects that were completed, are active or upcoming/under development. The Spending Plan includes the following priorities heard during the budget workshops: • Mental Health Recovery ❖Youth Violence Prevention Programs ❖After-School/Youth Sports ❖Sexual Assault Intervention ❖Re -Entry Programs ❖Upgrade Park Restrooms Addition of Park/Open Space •:,Community Center Renovations ❖Transformation of Central Library ❖Pedestrian & Mobility Improvements ❖Neighborhood Safety Streetlights By August, staff plans to return with a Revive Spending Plan update, including recommendations for the second $64 million tranche received from the federal American Rescue Plan Act 19 General Fund Summary Estimated Revenue Recurring Baseline Spending Proposed Additions to Recurring Transfer to Pension Stabilization Net Recurring Activity Proposed One -Time Spending $ 390,112,940 Estimated Beginning Balance $97,462,861 362,038,301 Net Activity 18,121,149 Less One -Time Spending 7,748,811 Estimated Ending Balance $ 2,204,679 18% Reserve Requirement $ 23,157,310 Excess Available 2,204,679 (23,157,310) $76,510,230 70,220,329 $ 6,289,901 20 0000 DEPARTMENT PRESENTATIONS 0000 City Council (:::RESI:DE:NTS OF :AN E CITY ANTA A City Council City Attorney I I City Manager I I Clerk of the Council Note: each City Council Member has a $60,000 budget for contracted aides 23 City Council Total Budget 0.1% of Citywide Budget Genera! '� Fund Y o.o4s o - My Council Total Budget Internal Service Grants Funds Q,l]% biterprise Restr�eten Ii.Q% WNW U1) 24 City Manager's Offic e 25 Equity & Inclusion Management Analyst Coordii I I Executive Assi Management Aide Management Intern 41 j Executive Assistant Administrative Aide .Administrative Secretary Manager (Exempt) Senior Cler=Aide O Full Time (Non -Exempt) OPart Time (Non -Exempt) Administrative Intern Management Analyst Vietnamese Community Liaison Sr. Administrative Intern Sr. Administrative Intern PT Homeless Services Manager City Manager Office Total Budget 0.4% of Citywide Budget !11 ;4ecial DO%t City Manager Office internalTotal Budget Service Fundsnues her 0.0% Grants Restricted i:rrtarprise 0.2Y 03% lftkt 6 �� so.t 27 Ak Id City Managers Office Highlight #1 Launched a new city website built on a series of guiding principles focused on human -centered -design ensuring that everyone has equitable access to Ak information and functionality. Highlight #2 Launched Revive Santa Ana initiative, which has distributed millions of dollars in direct assistance programs to residents in need. Highlight #3 Increased the City's social media following by 21% bringing in 10,138 new followers across all platforms; over 2 million social media impressions. Highlight #4 Provided administrative support to the City Council scheduling over 2,500 meetings, completing over 900 follow-up requests and preparing over 1,000 certificates of recognition. W'? City Manager's Office Goal #1 Comprehensive update of department policies and procedures to reflect equitable processes, best practices, and a 215t century government approach. Goal #2 Complete the administration of the $4-million dollar Health Equity and Literacy grant, continue the administration of the Revive Santa Ana initiative and actively pursue additional funding opportunities that support the city's strategic plan goals and objectives. Goal #3 Expand the city's critical communication methods through multiple platforms including the installation of digital signage and mobile applications. Goal #4 Continue oversight of the contracted City Council policy aides and update the council handbook to reflect the role and responsibilities of the new contracted positions. 29 City Attorneys Office 1_ _ i L . _ 1 � - � E•_ _ T Administration Pn.qitinnc Full-time: 4 Part-time: 0 City Attorney's Office Transactional Group Pnsitinn-q Full-time: 7 Part-time: 0 General Counsel Group Pn.qitinnc Full-time: 4 Part-time: 0 Police Legal Advisor Pnsitinn-q Full-time: 2 Part-time: 0 31 0.1% Attorney Office Total Budget �senerdi Fund City Attorney 0 Office Internal �— Total Eudget Service specia Funds Revenues 7tfEe 0.0% 'Grants Restrictea L Eekerprise 0,0% $ ) n.9rro-O�) wj City Attorneys Office Highlight #1 Responded to 1411 requests for legal service (as of April 30) including preparation of agreements, ordinances, resolutions, and general legal advice. Highlight #2 Defended in-house 57 litigation matters brought against the City and its employees and managed an additional 28 litigation matters assigned to outside counsel. Highlight #3 Initiated nuisance abatement litigation regarding several residential properties. Highlight #4 Provided legal advice regarding ARPA funding and processed a multitude of ARPA funded agreements. 33 City Attorney's Office Goal #1 Provide well reasoned and thoughtful legal support and advice to the City Council, all City departments, and many City Boards and Commissions. Goal #2 Assist with any necessary legal advice and counsel regarding the upcoming 2022 General Municipal Election. Goal #3 Continue to aggressively defend the City and its employees in all lawsuits. Goal #4 Initiate nuisance abatement actions, inspection and abatement warrants, and utilize other legal procedures when appropriate and necessary. Goal #5 Support Council driven initiatives and projects. M Clerk of the Council 35 Administration Legislative Clerk of the Council Elections Positions Full-time: 7 Part-time: 4 Records Boards & Communications W Clerk of the COACH Total Budget r 0.2% of Citywide Budget I~Zer�eral C41k:1 Fr,nd SLI W Clerk of the Guuncil fatal Budget Inkernai Service Funds �th�r 017°ti ttiP1'{H xf gestoc C. SM4 1 37 Clerk of the Council •'• Public Engagement • Conducted 12 community outreach and 12 Council -led public hearing meetings regarding the redistricting process. ❖ Moving Mountains of Paper (and Digital) Documents • Processed 3,079 public records requests, 36 boards and commissions appointments, 270 Statement of Economic Interest Form 700 filings, 24 campaign filings, 1,200 contracts/amendments/projects, 22 meetings, 91 resolutions, 19 ordinances, 222 subpoenas, 121 summons/legal documents, and 223 claims. ❖ Ensuring Santa Ana Residents' Right to Vote • Collaborating with City staff, stakeholders, and Registrar of Voters staff to retain voting locations, ballot boxes, and lighting fixtures. ❖ One -Stop Shop for Legislative Records • Continued development and training of an online Legislative Information Center (PrimeGov) for all legislative records (launched January 2021). 10'? Clerk of the Council ❖ A Smooth General Election • Manage the November 8, 2022 General Municipal Election. ❖ Streamlining Document Workflow • Implement effective and efficient internal policies and processes for records, lobbyist, and agreements. •'• Retention Schedule • Finalizing the Retention Schedule (pursuant to Government Code § 12236). ❖ Train, Support & Continue to Excel • Maintain ongoing mandated filings, training, and support for Council, boards, commissions, and committees. 39 Community Development Agency We Community Developme Ag OrLyanizational [Community Development Administrative Services Economic Development Homeless Services Housing Services Positions Positions Positions Positions Full-time: 6 Full-time: 28 Full-time: 3 Full-time: 25 Part-time: 0 Part-time: 9 Part-time: 2 Part-time: 5 41 l:armmunity 6erelnpmentAg Total Budget 14% of Citywide Budget General Funs L4k. j,g°/u Community ® Ceuelupment'gencv TotalEudget Internal Service Grants Funds � usher 86.7 -, h�: _ Restricted S7s,5un�� 1.5 SE 2 S26,9 0.0% 42 II Community Development agency • Santa Ana Multi -Disciplinary Homeless Response Team • Established the Santa Ana Multi -Disciplinary Homeless Response Team (SMART) to have specially trained response teams engage with individuals experiencing homelessness. The team responds to reports made on the mySantaAna app, non -emergency 911 calls and/or calls to the Community Phone line. •'• Emergency Rental Assistance • Disbursed over $26 million in emergency rental assistance since the beginning of the pandemic to assist over 3,300 families. •'• Job Traininiz & Work Experience • Provided 395 formerly incarcerated and justice -involved individuals with job training and work experience. ❖ Rent Stabilization Ordinance & Just Cause Eviction • Implemented Rent Stabilization Ordinance and Just Cause Eviction Ordinance and conducted three months of outreach and education. 43 Community Development agency Goal #1 • Continue administration of council -approved economic development ARPA programs (Business Assistance Grants, Artist Grants, Parking Structure Murals). Goal #2 • Allocate $6.1 million in HOME -ARP Program funds for permanent supportive housing and supportive services for people experiencing homelessness. Goal #3 • Award $18 million and 25 Projects -Based Vouchers to various affordable housing projects. Goal #4 • Open the new Homeless Navigation Center and transition guests from the temporary shelters to the new site. MA Hum an Resources 7 -. SOB ft__ 45 Administration Positions Full-time: 5 Part-time: 1 Human Resources Operations Positions Full-time: 14 Part-time: 0 Human Resources Employee Relations Positions Full-time: 6 Part-time: 0 Risk Management Positions Full-time: 5 Part-time: 1 Organizational Development & Training Positions Full-time: 1 Part-time: 0 M, .Human ReSOUPCPS Total Sod" I% , of Citywide Budget 6e eral L 14 Fund B'B I't1% Human Resources S ICU Budget Internal Service G,6oQ Funds 32% t^t3r'ori 51.5% /-U,G% ( � ( 4� 47 Human Resources ❖ Employee and Labor Relations & OD Training Divisions • Created dedicated Employee and Labor Relations and OD & Training Divisions ❖ Initiated numerous safety and compliance projects • Including Council Chambers ADA compliance project ❖ Reinstituted New Employee Orientation ❖ Enhanced the Rideshare and Wellness programs • Setting up for increased participation •'• Advertising • Expanded advertising presence for recruitments Human Resources ❖ Expand training and development programs • Enrich staff capabilities through creation and expansion of Citywide training and development program including supervisory and management training, implementing a Learning Management System, and improving the performance management process. ****.Efficient Technology • Streamline processes and implement efficiencies through technology. •'• Benefit Programs • Enhancement of Citywide benefit programs. ****.Security & Safety • Continue Citywide security and safety enhancement projects and compliance modifications. ❖ Creation of or revisions to City regulations and policies. Information Technology 50 Information Technology Applications Infrastructure Geographic Administration Division Division Information Technical Support System (GIS) Positions Positions Positions Positions Positions Full-time: 3 Full-time: 9 Full-time: 4 Full-time: 3 Full-time: 4 Part-time: 1 Part-time: 3 Part-time: 0 Part-time: 0 Part-time: 0 51 Information Technolagy Total r 2% t of Citywide budget LD 52 Information Technology ❖ Cybersecurity Improvements • Enhanced Cybersecurity awareness for City staff including monthly Phishing tests and additional training. • Replaced Anti Virus with an Endpoint Detection and Response (EDR) solution that provides complete coverage and deep visibility into network endpoints in real-time. • Conducted in-depth Cybersecurity Critical Security Controls assessment. ****Land Management/Permitting Enhancements • Started multi -year implementation project to replace the City's Land Management System (LMS). • Added online payments for building permits and plan checks in current system. • Added Citation module for Code Enforcement in current system. *,**.Digital Transformation • Developed paperless Accounts Payable processing solution. • Implemented digital Plan/Permit solution for PBA/Building. • Created automatic contract renewal solution for Purchasing. ❖ Infrastructure Enhancements • Migrated City Hall phone circuits to new SIP transport technology. • Implemented SCCM tool to deploy PC images, patch workstations, install applications and more. • Homeless shelter technology: Designed & installed network, firewall, Wi-Fi, and internet. ❖ Application Enhancements • Implemented various department and enterprise upgrades, including Payroll, Financials, Utility Billing, Central Cashiering, Asset Management, Fleet, and the Utility IVR. 53 Information Technology •'• Cybersecurity Enhancements • Complete several cybersecurity projects to increase the City's protection against any harmful intrusions. ❖ Data Center Enhancements • Complete several projects to enhance and modernize the City's data center, including upgrading the A/C, upgrading the UPS, and implementing an HCI solution for servers and storage. •'• Citywide Wi-Fi Upgrade Upgrade and replace the City's outdated Wi-Fi equipment. •'• Application Enhancements • Continue the multi -year LMS replacement project. • Begin project to upgrade/replace City's Financial System. • Implement Payroll System re -configuration project and begin Timekeeping implementation project. • Replace CityDesk Intranet Site. 54 11 , Library Services 55 Administration Positions Full-time: 5 Part-time: 1 Adult Services Positions Full-time: 4 Part-time: 3 Library Services Youth Services Positions Full-time: 6 Part-time: 19 Young Adult Services Positions Full-time: 6 Part-time: 13 Tech & Support Services Positions Full-time: 11 Part-time: 26 M Library Total Budget 1.0% of Citywide 8udgei PIA General Fund $8.4 M 0.0°l Library IS4.a nternal Total Budget Service Special Funds Revenues 0.5%tl�er 0.0% d� 3Ey;g Wer notedSalk_ Enterpri3• 0.0% 0.0% a6 J 0.0% 50.0 `—" 57 Library Services Digital Literacy/ STEM program Developed a wide variety of new digital literacy/STEM programs along with a special "Library of Things" collection utilizing Revive Santa Ana funding. Received the new "Knowledge -Mobile" / "Know-Mo" Bookmobile service that will officially launch in mid -June. ❖ Introduced a variety of flexible self-service technologies Such as laptop dispensing kiosks and library materials dispensing kiosks in key locations throughout the City to improve access to the public library and its services. ••• Initiated design services Used for the Library's three capital improvement projects: the Main Library Transformation Project, Newhope Library Renovation Project, and the Jerome Park "Library in the Park" Project. '• Upgraded the Library's check-out and inventory system Include self -checkout and RFID-based circulation and collection management. LJ Library Services Complete the design phase of the Library's capital improvement projects Includes the Main Library Transformation Project, Newhope Library Renovation Project, and Jerome Park "Library in the Park" Project. Initiate a long-term Library Master Plan To evaluate locations, services, and staffing with community input. ❖ Continue to expand and diversify all library collections Expand in both digital and print formats, and further develop the Library's Vietnamese language collection, in order to better meet the diverse needs of all Santa Ana residents. ❖ Hybrid Service Model Further develop the Library's new hybrid service model that offers both in -person and online services, with a particular focus on early education to create lifelong learners throughout the community. •• Continuously evaluate and adapt bookmobile services schedule Ensure equitable and accessible programming that meets the diverse needs of the community. 59 Parks, Recreation, & Community Service Recreation & Community Services Positions Full-time: 28 Part-time: 134 Parks, Recreation, & Community Services Agency Santa Ana Zoo Positions Full-time: 18 Part-time: 28 Administration Positions Full-time: 7 Part-time: 1 61 Parks, Rec. E Community Services TotaI Audget 2% of Citywide Budge# M Parks, Recreation, & Community Services agency Adopted a plan that providE principals to prioritize facility, the community a 10-year strategic roadmap with guiding program and parkland needs as identified by Over 2,000 residents were surveyed throughout the 18-month project with input from 24 partner organizations, 6 City Commissions and a newly established PMP Advisory Group Recreation Programs and Events are Back! Produced a Movies in the Park Series, installed the first Santa Ana Park Host at Thornton Park, offered multiple Free Teen Excursions providing a wide variety of youth sports programming Installation and Upgrades of Amenities at Park Facilities PRCSA designed, planned and installed a number of new park amenities including the redesign of the El Salvador Basketball Courts, installation of 8 Fitness Courts and Delhi Mini -Pitch as well as upgrades to site lighting Development of New Park Sites Design, groundbreaking and development of Raitt & Myrtle Park (February 2023) and Standard & McFadden Park (December 2023) 63 Parks, Recreation, & Community Services agency ****.Renovation & Addition of Park Amenities Updating Sport and Site Security Lighting throughout the parks system, adding new synthetic turf soccer fields, communication marquees and completing the Santa Ana Stadium upgrades. ****.Renovation & Addition of Recreational Facilities Renovation of Santa Anita Park and Centennial Lake and adding new features such as Santiago Park Gas House Area Development, the Santa Ana Zoo Giant River Otter Exhibit, Primate Trails and Zoo Nature Center Acquisition of New Open Space Three sites are currently being acquired (101"/Flower, Bristol/Tolliver and Bristol/181"), while 2 new sites are being evaluated (151/Lowell and Santa Anita Park Expansion) New & Exciting Recreational Opportunities Production of community wide cultural special events, Concerts in the Park, Birch Summer Night Series and Winter Village Ice Skating Rink & Tree Lighting. Grand Opening of the Teen Hub at Salgado Center and the introduction of Adult Futsal League at Delhi Park. Planning &Building Agency I W Planning & Building Agency Administrative Services I I Building Safety I I Code Enforcement I I Planning Positions Positions Positions Positions Full-time: 16 Full-time: 29 Full-time: 29 Full-time: 20 Part-time: 5 Part-time: 6 Part-time: 1 Part-time: 5 .. 5.0 % I Plaening I} Building Agency Total Budget 3% of Citywide Budget general 32EL3 M 0.09E Fund Planning B Building :lad Agency Internal Total Budget Service Special Funds Revenues i! ; 0.0% Grants 0.0% 2.2 % M Planning & Building Agency ❖ Interagency collaborations addressing quality of life and unlawful activities Illegal casinos, cannabis businesses in residential properties Abandoned, vacant, and unsecured structures, accumulation of trash and debris, public nuisances and unlawful occupancies Recovered over $200,000 in abatement costs ❖ "NOTICE of Enforcement Action" sign program Advise and inform responsible party, city residents, and interest parties of property maintenance expectations and requirements Public nuisance prevention ❖ Implemented digital plan check (Avolve) Communicate, review, and approve construction and development plans digitally Streamline permitting and reduce submission costs for the applicant ❖ Processed over 2,600 land use and zoning applications and 26 Mills Act Contracts ❖ Issued over 8,000 permits with a total valuation of over $350 million Planning & Building Agency Build capacity to meet the demand for cannabis enforcement and administration services Implement enforcement programs addressing unlawful violations adversely impacting quality of life. Implement enforcement strategies and programs Address diverse commercial property conditions using City interdepartmenta coordination to address public nuisance concerns. �g Upgrade records & systems Implement electronic records management system and upgrade the land management system to a more efficient permit system to improve customer service. Enhance the core counter service team Recruit qualified staff to facilitate application reviews, issuance of permits, and completion of inspections in a timely manner. General Plan Update Commence implementation of the General Plan Update and commence a comprehensive Zoning Code Update. M Police Department l� Chief's Office Positions Full-time: 24 Part-time: 8 Administrative Bureau Positions Full-time: 87 Part-time: 17 Police Department Investigation Bureau Positions Full-time: 125 Part-time: 24 Field Operations Bureau Positions Full-time: 297 Part-time: 20 Jail Bureau Positions Full-time: 98 Part-time: 16 71 Police UepartmertTatal Budget 19% of Citywide Budget 72 Police Department Highlight #1 Continued talent acquisition strategy to attract, recruit, hire and promote 74 positions throughout the department during FY 21-22 to date Highlight #2 Continued to incorporate and expand de-escalation and bias -based training into comprehensive training program; approx. 7,312 hours of training provided Highlight #3 During calendar year 2021, efforts to remove guns off the streets led to a 81.43% increase in ghost gun seizures and 19.23% increase in all gun seizures Highlight #4 Reduced response times for Priority 1 calls for three consecutive calendar years; 7 :36 in 2019, 6:25 in 2020, 5 :31 in 2021 73 Police Department Goal #1 Establish District Policing Liaison for each City council ward, in line with enhancement of directed patrol enforcement initiatives Goal #2 Continue efforts to increase participation in the Police Explorer Program, PAAL program, Police Cadets, Teen Academy and other youth oriented programs/activities Goal #3 Continue to collaborate and partner with non-profit providers on non - emergency homeless calls via the SMART program and monitor results Goal #4 Continue to enhance transparency efforts to build and sustain community trust 74 Orange County Fire Authority 75 Operations Pn-qitinn.q 3 Battalion Chiefs 42 Captains 42 Engineers 84 Firefighters OCFA Division 6 Community Risk Reduction Positions 1 Assistant Fire Marshal 4 Fire Inspectors 1 Office Service Specialist Community Education Pn-qitinn.,q 1 Education Specialist Administration Pncitinn.q 1 Division Chief 1 Administration Captain 1 Administration Assistant 76 Everal Eire B Emergency g®,q 13.7% Internal Medical ServiceService Special iaW Budgets Funds Bra+ot� Rastr'rcted Gunit dIS) 15 0.0% 0,0% $A.D 'Special Revenues consist of Fire Facilities FAA Orange County Fire Authority ❖ 28,435 calls for service in Santa Ana • Accounts for nearly 20% of all OCFA Service Calls ❖ COVID-19 Pandemic Response • Through the vaccination clinic at Santa Ana College, over 128K members were vaccinated from this site alone ❖ 86 Community Outreach Events • Santa Ana had at least 45% more community outreach events than all other OCFA cities last year, while everything was on Covid-19 Lockdown! ••• Carnegie Homeless Shelter Opening • OCFA worked diligently with Santa Ana Building/Planning Division & City Manager's Office to assist with opening the "Women's Section" of the shelter •'• Changed our Explorer program to Cadet Program • This streamlined our ability to process application and onboarding of students Personnel Costs, $84,304 , 9% Counseling Behavioral Health, $18,734 , 2% IT (Station Altering, Software, and Telephone), $121,772, 13% Fire Station Equipment Maintenance & Repair, $65,570, 7% Fire Station Utilities $112,405 , 12% Apparatus Maintenance/ Repair & Fuel Costs, $337,214, 36% Workers Comp/ Liability Insurance, $196,709 , 21% 79 Other, 6,358, 22% Fire, 714, 3% EMS, 21,363, 75% • Other Includes: Ruptures, Hazardous Conditions, Good Intent, False Alarms, Cancelled, and Miscellaneous Calls •X Orange County Fire Authority •:Station/Facility Capital Project Improvement Process • To identify a long range plan to fund capital improvement projects (i.e. Underground fuel tank upgrades at Stations 71, 74 & 75, Security Fencing, Roofs, gender accommodation upgrades, etc.) •'� Expanded Cadet Program • To provide greater opportunities to local youth •:Continue to partner with City, County, State and Federal Agencies • Be an active partner in looking for ways to continue to support each other in areas of Public Safety •:Continued Community Outreach through Education • Reduce the impacts of fire, drowning, and other public safety issues through events and outreach :1 r 4 stiJ :1 Public Works Agency Public Works Agency & Fleet, Administrative Engineering Parks, Maintenance Services Services General Water Resources Services Maintenance Full-time: 22 Part-time: 5 Full-time: 67 Part-time: 26 r",— .1itions Full-time: 70 Part-time: 20 "I )sitions Full-time: 97 Part-time: 32 Full-time: 46 Part-time: 7 a PuhRe Works Total Budget 31% cf Citywide Budget Hi General u.G Fund 526,5 M' PAlic Warks Internal 760�19 Speclal Total Budget Service Revenues Funds G.796 Other Grants restricted 33,3 0 Enterpme Funds S- 1 965 [/]D Y $144,4 -- .A . Public Works Agency Water Resources Awarded over $25M in water and sewer capital improvement projects; recognized as best medium sewer collection in the State by California Water Environment Association 2021/22. Maintenance Services Planted 500 street trees throughout the City before the end of the FY 2021/22, exceeding grant requirement by 200; expedited $1.71VI in sidewalk concrete replacement at approximately 1,000 locations citywide. Parks, Fleet & General Maintenance Completed AQMD-MSRC grant ML12014 contract to purchase 9 heavy-duty vehicles and install 4 EV Charging Stations at various City locations. Engineering Services Delivered 14 Capital Improvement Projects and received $21M+ in grants. Administrative Services Clean City Initiatives Programs included in Solid Waste Services Agreement with Republic Services, effective July 1, 2022; Submitted $6,100,703 in Caltrans and $6,103,099 in OCTA reimbursement requests by April 2022. E'R Public Works Agency Crime Prevention Complete standard designs, taking crime prevention through environmental design practices into consideration. Comprehensive Master Plan Continue assessment and consolidation of completed infrastructure plans (Water, Sewer, Storm Drain, Street Tress, Traffic Signals, Pavement Management) into comprehensive master plan. Facility Assessment Complete a standardized, scheduled Facility Assessment for All City facilities to develop a 10-year facilities CIP plan. Efficient Pothole Repair Service Improve pothole repair service to 48-hour response time by utilizing and marketing the City's MySantaAna App leading to a faster response and resolution. Implement Improved Technology To manage the water distribution system and enhance customer service. Continue delivery of safe drinking water supply to contribute to the health of the community. Finance & Management Services Agency 0 Finance & Management Service Agency Accounting Administration & Purchasing & Payroll Treasury & Budget Office Central Services Customer Service Positions Positions Positions Positions Positions Full-time: 18 Full-time: 7 Full-time: 9 Full-time: 7 Full-time: 27 Part-time: 2 Part-time: 3 Part-time: 0 Part-time: 1 Part-time: 13 f 1% of Citywide Budget General Finance Department T®tal 9udoet Finance ' De artment lot"" ecial Totp al Hudget 5eruice s�..__..__ h ds � �tfier G• �21 I�€atricted iira+rts Finance & Management Services Agency •'• Financial Highlights • Refinanced pension debt to save millions of dollars and implemented a Pension Stabilization strategy for future years •'• Modernization Highlights • Upgraded cashiering and utility billing systems in preparation for Automated Meter Infrastructure (AMI) Project ❖ Communications Highlights • Implemented Budget Engagement Simulation Tool (BEST), budget surveys and expanded community outreach strategies to solicit public input on the City Budget. ❖ Other Highlights • Actively supporting compliance and reporting for federal stimulus money a Finance & Management Services Agency •'• Balanced Budget Goal • Complete multiple revenue audits for Cannabis Tax, Business License Tax, Hotel Visitors Tax and Utility Users Tax ****.Modernize Goal • Upgrade cashiering system to include chip & pin, encrypted transaction information, and payment stations at Recreation centers •'• Efficient City Services Goal • Business License Tax Ballot Measure for equitable tax and streamlined calculations, followed by system upgrade •'• Other • Ongoing support of compliance and reporting for federal stimulus money 91 0000 QUEStTIONS ? 0000