The URL can be used to link to this page

Home My WebLink AboutPresentation - #52City Council Budget Hea ift- June 6, 2023 City of Santa Ana - ♦ + �' 4 S r • - . lip - _ ILI 4 r I axis 11181111 # A• `.'. Finance & Management Services Agency 1 Agenda 777--M r fi ;% `Sf rr . Amt s M ti City Council & Community Priorities y Council and the Camti,un,ty. City Budget lk epartment Presentations • t�rc r�.{ fit:,! �� Budut,: • • • Today * Public Hearing- Consider an Ordinance to Adopt FY23-24 Budget * Approve Annual Investment Policy for FY23-24 * Changes to Basic Classification & Compensation Plan Miscellaneous Fee Schedule * 7-Year CIP through FY2029-30 * Deposit of $18.94M into Section 115 as part of C i ty's Debt Strategy June 20 * 2nd Read i ng to Adopt FY2023-24 Budget * Establish Appropriations Limit for FY23-24 (GANN Limit state lava) Ask S r r■. of, 9 WIbW A" ■4, T 0 �[l�i��•I��I�11�[• 7L. Debt Service Fund Total, $11.76M,1.S4% Capital Fund 542.25M. 5.5: Enterprise Funds, $124.08M, 16.24% Other Restricted Funds S54.27M, 7,10% General Fund, $413.94M, 54.18% Grant Funds, S1A1.53M, 13.29% Specia' 516.28M, 2.13% 4 Other GF Revenue, $40.58M, 10.12% Hotel Visitor's Tax, $8.50M, 2.12% Business Tax, $15.O0M, 3.74% Cannabis Tax, $16.06M, 4.01% Jail Revenue, $17.50M, 4.37% Utility Users' Tax, J $25.80M, 6.43% Sales Tax Measure X, $88.62M, 22.10% lien: Charges for Service, Licenses & Permits, $24.82M, 6.19% Franchise Fees, $10.95M, 2.73% Property Tax and In Lieu of VLF, $88.39M, 22.05% Sales Tax (Bradley Burns), $64.72M, 16.14% 'Cannabis Revenue includes: Adult -Use Retail Tax ($15.1M), Commercial Cannabis Taxes ($4i6K), Medical Marijuana Tax ($528K) 6 �_J a I Parks, Rec. & Community Service 515.21M, 3.67% Finance Department $11.97M, 2.89% City Attorney 54.37M, 1.05% City Council 51.02M, 0.25% Pension liability Paydown 530.67M, 7.41°% Community Development S6.19M, 1.49% Planning & Building 520.15M, 4.87'% e m s!* I J■ I• Public Works S419.94M- 12-GRU Other' Police Department 5146.81M, 35.47% Dtrtit Svrv,ci- City Manager S3.14M, 0.76% City Clerk's Mice 52.41 M, 0.589E Human Resources 54.28M, 1.03% • 'Other includes Cannabis Set -Aside, Museum Contribution, 3rd & Broadway, Subsidies for lnternol Services and Enterprise Funds, Employee Compensation increases, & Project Transfers 6 CITY COUNCIL & COMMUNrlY PRIORITI ES 7 Community Budget Meetings 11: Survey Respondents 203% Increase in survey Responses from FY22-23 19769 Earned Media Spotlights Engagements 41 • In Social Media Reach s Public Safety - $207-8M Expand & Enhance Community & Youth Intervention Programs, Police Department City Infrastructure - $592M Increase Roadway/Sidewalk Rehabilitation & Maintenance Homelessness -Reduction Programs - $22,1M Enhance outreach efforts, encampment cleanup, coordinate with other orange County cities Parks - $38.2M Maintain & Expand the City Park System 9 New & Expanded Ineltatelves General Fund • Community Interventions • Roadway Improvements Asphalt Pothole Repairs Traffic Safety • Equipment replacements & public facility improvements • Public Safety Cameras • Climate Action Plan ,q44 Non -General Fund "qqq $20OK' .Community Interventions $75K • Rent Stabilization Ordinance $2.81VI $SOOK � . Opioid Remediation $601K $92,5K 0 • Chepa's Park Master Design $SOOK • PAAL ADA Restrooms $SOOK $7'9M •Pavement/Street Repairs $27.6M $100K fool Pavement Treatment $750K Madison/Campesino $12SK ••0 •00 11 cit--,y oun i E, City Council Organizational Chart Residents of the City of Santa Ana City Council City City City Clerk Attorney Manager i 04rommi fm,l am* 0.1% of Citywide Budges Hi 14 City Manag I .4� ' loom ml Positions Full-time: 7 Part-time: 3 Manayer atinnal Chs Positions Full-time: 3 Part-time: 2 Positions Full-time: 5 Part-time: 0 16 :Imr:i•[: U dol -*T*'L::.Ti ■ =L' AVAL I!Y.f "IS :1 i re r: f: Diener Id ILI% City moop ORn Tahl Bit / 0.4% of Citywide Be* 1 Other Restricted Cary 1lanow tlffice Funds ILA TaW Budget ` Specie Grants Revenues arc 17 City Manager O�b ■ Partnered with community organizations to distribute ready -to -eat meals and groceries, having fed approximately 171,000 individuals as of April 2023 • In 2022, issued 62 press releases and media advisories, produced 21 event and public service announcement videos, and added 3,000 new followers on 1^acebook and 9,000 on I nstag ra m • Prepared 16 amendments to the City Charter to modernize the Charter and streamline operations • Conducted community engagement and prepared an ordinance to establish the City's first Police Oversight Commission 0 ■ a�o City Manager ■ Conduct a study to assess language literacy among Santa Ana residents to identify opportunities to improve communications and community engagement between the City government and residents ■ Improve service delivery at City Hall by making in -person services easy to use and work for everyone, and use digital tools, such as a constituent -relationship management (CRM) system, to make services accessible and available online • As directed by the City Council, work with City departments to administer City Council subcommittees to facilitate specific policy discussions • Launch a cross -departmental legislative affairs working group to leverage the City Council's legislative priorities with advocacy opportunities 19 M. City Attorney 1 W� Full-time: 4 Part-time: 0 Boards[Commissions SuRQorted: Police Oversight Commission Full-time: 7 Part-time: 0 Full-time: 4 Part-time: 0 ' • r Full-time: 4 Part-time: 0 Full-time: 2 Part-time: 0 21 A% i fi•] Id I I: 0.6°a of Citywide Budget b RQLA Cut► Aft "I o ics Total &wwt General "Immw7Aeriaf Fund ievenu City Attorney Office TQUI Budget Q.1°J�a 6 City Attorney • Responded to 1,411 requests for legal service (as of April 30) including preparation of agreements, ordinances, resolutions, and general legal advice ■ Defended in-house 57 litigation matters brought against the City and its employees and managed an additional 28 litigation matters assigned to outside counsel • Initiated nuisance abatement litigation regarding several residential properties • Provided legal advice regarding APPA funding and processed a multitude of APPA funded agreements 23 0 01. 1 0 Till 9 � City Attorney • Provide well reasoned and thoughtful legal support and advice to the City Council, all city departments, and many City Boards and Commissions • •Assist with any necessary legal advice and It counsel regarding the upcoming 2022 General Municipal Election • continue to aggressively defend the city and its employees in all lawsuits • Initiate nuisance abatement actions, inspection and abatement warrants, and utilize other legal procedures when appropriate and necessary e support council driven initiatives and projects 24 City Clerk X City Clerk Organizational Chart City Clerk Administration 0 0 0 Legislative Elections Records Boards and Management 0 Commissions TGW�� 27 City Clerk Conducted the 2022 General Municipal Election consisting of the Mayoral seat, three (3) by -district Councilmember seats, and two (2) ballot measures • Administered and processed over 1,800 Public Records Act requests and over 400 subpoenas/summons/legal documents Processed over 900 contracts/agreements and digitized over 45,000 pages of city records • conducted biennial review and update of the City's conflict of Interest code and designated positions 28 0 ■ City Clerk Update Citywide Records Retention Schedule to incorporate updated legislative mandates, increase transparency, and ensure industry best practices Implement Lobbyist Registration Program pursuant to Santa Ana Municipal Code Chapter 2, Article X1 * Reprise, update, and/or create policies and procedures to streamline operations and increase transparency; Implement a training program for agency and City staff on City Clerk -related topics such as Public Records Act requests, records management, boards and commissions, etc. * offer Notary Public services to members of the public 29 ►' Community► Development 'i - X v7so NQZ R 30 r Positions Full-time: 8 01d-Of--. Positions Full-time: 25 Part-time: 9 Board slCommissions Supported: Arts & Culture Commission Community Development Commission Workforce Development Board ( Developme atinnal Charl Positions Full-time: 3 11 Homekss Services is o multi -agency effort of the City Manager's Office, Plonning and Building (Code Enforcement,! Public Woks and Police Department Staff. Positions Positions Full-time: 28 Full-time: 8 Part-time: 5 "The Pent Stabilization Program is supported by seven staff members for Legal (City Attorneys Office,! Enforcement (Code Enforcement) and Financial (Accounting) serviexs . Ikkullic my some r__ J do . T.17{ J. 16% of citywide Budg General Cmvmmy Too Budget Liter '- A 32 ■■ J .. . ■ ■ w w n.Community Development • Distributed over $4.2 million in relief grants to downtown businesses Disbursed $500 vehicle incentive rebates to 1,509 residents Delivered $300 stimulus Visa gift cards to over 17,000 residents in low-income census tracts Assisted over 200 low income youth w/Santa Ana Youth Employment Program At Awarded $250,000 in scholarships for job training and $927,000 for workforce services provided to people with barriers to employment • Awarded $2.2 million to Habitat for Humanity 5 affordable homes, disbursed $5.2 million to WISEPlace for 47 permanent supportive housing (PSH) units Received 25 vouchers for foster youth Graduated 12 families from the Family Self -Sufficiency Program with $200,877 in savings 6 housing projects under construction that will provide 402 affordable, PSH units 33 • Finalize Acquisition of State Building and lead planning of inter -departmental coordination for Civic Center Campus modernization • Finalize Acquisition and develop plans for additional improvements of 7 200 bed Navigation Center l • Establish Rental Housing Board • Implement rental registry, continue outreach to tenants and landlords, and overseeing petition processes • Administer Council -approved business assistance, artist grants, and public art programs • Issue RFP for affordable ownership opportunities, expand down payment assistance, award funding for 11 PSH units on Bewley Street, and apply for additional homeless outreach and housing funding i Human Recources Positions Full-time: 4 Part-time: 2 Boards/Commissions Supported: Personnel Board Full-time: 13 Part-time: 0 Positions Full-time: 8 Part-time: 0 Positions Full-time: 6 Part-time: 1 2• • Full-time: 1 Part-time: 0 36 an Pasourec General 71A of Citywide Budget 1w:,mad Irderrw Spr-Arp I" L*m 000 I±Pe Human Resources • Implementation of Organizational Development and Training Program, including the role out of a Supervisory Academy • Council Chambers ADA compliance and implementation of new security card system • Completion of multiple labor negotiations 38 opo Human Resources Enrich staff capabilities through creation and expansion of Citywide training and development program including supervisory and management training, and improving the performance 0' management process ■ • Streamline processes and implement efficiencies through technology f Enhancement of Citywide benefit programs Continue Citywide security and safety enhancement projects and compliance modifications • Creation of or revisions to City regulations and policies 39 Information Technology r Adman Information Technology Organizational Chart Information Technology Applications Infrastructure Division 0 Division Geographic Information Systems (GIS) Technical Support i1 ■ Ian 14 [■] I= 9:4" a 1 a[*] [iI■ J dr-il •TO-T_�f-:.1 i :L &pAL rVAf AM : i ITi l • [ w r.drowl, Tonal 2% of Citywide Budge m 42 Information Technology • Worked with Payroll teary) to eliminate the use of the salary matrix for calculating payroll and convert to a bi-weekly payroll schedule • Updated the Business Tax system to handle City Council approved rate changes, support a tax holiday, and support cannabis rate changes Upgraded the City's financial system and the human resource/payroll system as mandated by the software vendors in order to remain on supported versions • implemented all new servers and storage in City data centers to replace older hardware that had come to the end of their useful life. New hype converged infrastructure is a software - defined, unified system that simplifies management of storage, compute, and network 43 R Information Technology • The City's cybersecurity program involves annual projects to provide protection of City systems and data • The wireless equipment at the City's 23 facilities, that is utilized for both the internal network as well as the ■ public WiFi, is 10 years old and requires upgrading • Many of the City's 300+ servers are approaching end -of - support. Projects are planned to migrate the applications on these servers to newer versions • The IT Department, along with the Finance and Human Resource Departments are working on an RFP to select a new ERP (Enterprise Resource Planning) system which includes Financial, Human Resource, and Payroll modules 44 0 1 .N PAP ► , . eons Full-time: 6 Part-time: a a.Ivrary �erv�ces Ibroanizational Cha pgEigigns Full-time: 4 Part-time: 3 R2aiti4D Full-time: 6 Part-time: 16 Pis Full-time: 9 Part-time: 12 P2sitigns Full-time: 12 Part-time: 25 46 a — In 1► I I -1 i J mr•l *To :.,,,I 0 J,-O 1.0% of Citywide Budget HI $8.4 M Library Total Budget 6eneriI3-----,0-ec1aI Fund Revenue Library Total Budget 0.2% 47 iMmi[ Library Services • Completed design of the Newhope Library Project, with ongoing design of the Main Library Transformation Project and Outdoor Library at Jerome Park • Executed a 10-year lease with the Delhi Community Center for a new library branch to better serve the community • Expanded youth programs and services to include TeenTime Centers, Summer Tech Institute, a large scale Diia de Los Ninos event, along with a wide variety of special performances, STEM, music and art activities • Expanded public hours at the Main Library by adding an additional eight hours of service each week • Expanded the Library of Things (Lois) collection to include roller skates, park passes, Chromebooks, photography equipment, CoPro cameras and more 48 4' Library Services Complete bidding and begin construction of the Main Library Transformation Project that will revitalize and restore our historic Main Library • Complete bidding and begin construction of the City's first Outdoor Public 9' Library at Jerome Park A Complete construction of the �lewhope Library Penovation Project to transform the branch library into a center for culture, connection, and creativity • Complete construction of the Deihi Center Library Branch that will provide a new and innovative public library experience to the community • Complete a custom build and delivery of a 2nd larger Bookmobile that will enhance mobile library services throughout the City 49 Parks, Recreation & Community Services Parks, Recreation &Community Services Recreation & Community Services Organizational Chart Parks, Recreation & Community Services Administration Santa Ana Zoo Parks, Recreation & Community Services Age Proposed FY23=24 Budget 6 2% of comae Budget `'„IWO Grants s, Rec. & 1189i rnty srrrlm a! Sudgt! PECI ey-en es Parks,, Recreation & Community Services • Fourteen city -produced events • Zoo Fund Raising Event: Zoofari • Flight: A live butterfly experience • Elimination of SO -Monkey deed minimum through Prentice Family • Planning, design, and publication of the new Cultura: A Community Connection Guide • Re -introduction of a city -managed aquatics program and Adult Sports Leagues • Expansion of youth, teen and senior programming • Collaborative Partnership with SAPD PAAL Program at Roosevelt/Walker Community Center • Completion (Est. July 2023) of the new Ed Caruthers Park (Raitt & Myrtle) • Installation of Donated PePlay Mini Pitch at Cesar Chavez Campensino & Artistic Basketball Court overlay at Portola Park • Awarded a contract to add two additional primate habitats to the Giant River Otter Habitat Project at the Santa Ana Zoo 53 Parks,, Recreation & Community Services • Continue to work to add/develop new parks sites Standard & McFadden 1011, and Flower is, and Mou nta i nview • Continue to work to add/renovate park amenities/facilities: Santa Anita Memorial Park - Santiago Park Sasser Park o Splash Pads at Madison and Thornton Park o Rename Mabury Street and Elk Lane to Zoo Lane from l -5 to C hestn ut ■ Continue to find opportunities to acquire additional open space ■ Brew at the Zoo (July 2023), Community Engagement developing Sponsorship/Partnership Deck to attract corporate sponsors/partners • AZA Accreditation (Association of Zoos & Aquariums) at Santa Ana Zoo 54 Plann ing & Building Mannina A Ruildine 0 1 If* �-. IN] 14 rel 0 1 K " 2'1-: Positions Positions i i n POSW20S Full-time: 24 Full-time: 33 Full-time: 33* Full-time: 16 Part-time: 4 Part-time: 1 Part-time: 14 02 Code Enforcement Officer positions added for CDA- Rent Stabilization Program R RgIL* Planning Commission Historic Resources Commission 56 Mannino A Ruildine Plannug 6 Bwld+ng Agency i Toul Budget 3 of Citywide Budget GenerI Grants Funding 57 �D Planning ui* I d'i n g • Adoption and Certification of the 2021-2029 Housing Element • Updated the Zoning Code to strengthen the City's ability to address critical land use issues regarding noxious uses, proliferation of massage establishments, and mental health service uses • Resolved City Council and community Code Enforcement concerns impacting the quality of life and the local business environment resulting from the proliferation of illegal sidewalk food vending activities • Addressed Council directed policies and goals regarding cannabis, digital billboards and post COVID-19 outdoor dining Formed the Neighborhood Initiatives and Environmental Services section within the Planning Division and created a new Principal Planner position to oversee the section 58 D Planning &Building J_1 • Continue the implementation of the updated General Plan and initiate the comprehensive Zoning Code update e Enhance enforcement strategies and programs to address diverse commercial property conditions using City ■ interdepartmental coordination to address public nuisance concerns, land use and environmental justice related concerns Continue implementation of electronic records management system and upgrade land management system that allows online permitting to streamline customer service • Strengthen core counter services by improving workflow efficiencies and continue preparation for conducting business and development services in the digital environment 59 Police Department t ■ 0 Poitiana Full-time: 25 Part-time: 7 • r. eositions Full-time: 310 Part-time: 20 . 1 4 1 ■ 7 PaliLe Department Positions Full-time: 118 Part-time: 20 r Position Full-time: 90 Part-time: 20 Poltions Full-time: 97 Part-time: 16 61 2nilets ID F-I Te. ■ 18% of C itywide 8 udget 1 Gewal Politer Oepertment Fund Total Budget A S pecia I Rawnues Urams : 11 r• r-• I': Poise Department Total Budget Lj 62 Q Police Department 3 TEAR 911 EMERGENCY RESPONSE TIME COMPARISQK �ponse Timr.5 a c Continued reduction of Priority 1 call response times = Cal CM over the past three years by -20% 4 Crime Reduction Z i Actively solved investigations and removed guns off the streets ms M1 2022 • 77% of homicide cases solved in 2022 and successfully recovered S57 firearms during the Gun Buy -Back Program event, resulting in a 74.S% increase in firearms seized compared to 2021 Liaison Program Implemented District/Ward Senior Officer Liaison program for the Mayor and each City Council ward to enhance communication and logistics when requiring pre -planned police services Recruitment Efforts Enhanced the PD's social media presence and strategy, and collaborated with the Recruitment Team to actively recruit to fill vacancies throughout the department • Held is= Women's Hiring Expo in October 2022 - I'll in the County • Committed to 30% by 2030 initiative (hire 30% female sworn officers by 2030) - lu in the County 63 � Police Department Recruitment Continue to actively attract, recruit, and hire sworn officer positions through a dynamic recruitment platform and hiring incentives; with a focus on diversity, equity and inclusion of candidates; recently extended police officer job offer to lawful permanent resident, non -US citizen Community Intervention and Partnership Re-establish and strengthen community interactions with neighborhood associations, working cooperatively with various non-profit organizations to enhance youth gang prevention efforts; j and facilitate the CERT (Community Emergency Response Team) Program in partnership with the aC FA SAPAAL and Community Engagement Collaborate with the Parks, Recreation & Community Services Agency to open an additional SAPAAL program location and continue to increase and enhance community engagement events/programs P fti g trategy_ Continued focus on the Department's dual policing strategic plan of Community Based and Traditional Policing efforts; with focus on constitutional policing within the Renewal Call to Action in support of the 21s1 Century Policing Framework (original release 2014; Renewal 2023) New Pehabifitation Programs Partner with Santa Ana Library to launch a new "Book of the Month" club for inmates and collaborate with the Carnegie Navigation Center to create a direct referral program Fire & Emergency Medical Service s ,•4% • Positions Battalion Chiefs: 3 Captains: 42 Engineers: 42 Firefighters: 84 County Fire Authc daniiatinnal Chart Positions Assistant Fire Marshal: 1 Fire Inspectors: 4 Office Service Specialist: 1 Positions Education Specialist: i Positions Division Chief: 1 Administration Captain: 1 Administration Assistant: 1 66 0k; Fi :)rnnncar� Gener Fund 12 Fire S Emergency t�'j Medscal Services Total Budget 6% of E itywid a Budget Fire 6 Emergency Medical Services Total Budget, 0 1 0 1 : *$5.5M not included in total for ambulance and billing services "Special Revenue consists of Fire Facilites Fund 67 + o Fire & Emergency Medical Services ■ 36,631 Calls for Service in Santa Ana -- nearly 20% of all OCFA Service Calls. Top 2 busiest ladder trucks serve the city of Santa Ana ■ 112 Community Outreach Events -- Santa Ana had at least 40% more community outreach events than all other OCFA cities last year ■ Call volume has consistently gone up 10% a year. As our city continues to become more dense with mixed -used occupancies being built, we will need to add additional resources to meet these demands = personnel and equipment ■ Since July of 2022, we have replaced three roofs, flooring in one station, added security fencing to stations 75 & 79. Abated asbestos in two stations ■ Cadet Hector Mora was awarded the Brian Dierkens Memorial Scholarship Award for his contributions to OCFA, the cadet program and to the City of Santa Ana. In addition, Cadet Post 75 had the most female cadets participate in the Annual Girl's Empowerment Camp hosted by OCFA i Breakdown of OCFA Budget Increase Resulting in Estimated 3.99% Santa Ana Service Charge Increase Workers' Comp, 6% Hr., _ Inturante/Medkare. ty Management. M til.11+.:r, 4 lglis1, Ilt . R (Station Alectbig, So(tware, crud ie k phone ). i% Ser►rrccr, � 5uptrirlri, 3!i Personnel C! 69% 69 * ° 2022 Fire all Statistics Olhct, 1.736 •iL •� yt {t lI��J, 86% Went Totals-30,637 'Other Includes: Ruptures, Hazardous Conditions, Good intent, False Alorms, Cancelled, and Miscellaneous Calls 70 31,Q00 I 30,500 30,000 29,500 29rODO 28,500 28,000 27,500 2 7,QU0 26,500 1- 2018 2018m2022 Fire Calls 2M9 2020 2021 30,631 COVID-79 Lockdown in 2020* 2022 n Fire & Emergency Medical Services Increase our presence on social media and on the City website • We must find new ways to engage our community and especially our youth • Increase Contact with the Public in non -emergent way • Expanding community outreach to include events such as "Coffee & Donuts with our Firefighters, Neighborhood Meetings, open Houses", and provide education to reduce the impacts of fire, ■ drowning, and other public safety issues • Emphasize involvement in Career Fairs and Recruitment • We will continue to educate our youth about careers in the fire service, including non -firefighting positions, Education Specialists, Fire Prevention, Dispatchers and Mechanics • Continue Station/Facility Capital Improvement Process • Continue collaboration with Santa Ana Public Works and establish a long-term plan that includes station assessments and lifespans Continue to partner with City, County, State & Federal Agencies through collaboration, coordination and communication 72 '0 Public Works y f L� r Full-time: 33 Part-time: 5 VMR --'a Full-time: 71 Part-time: 33 Full-time: 67 Part-time: 21 Boards/Commissign-s_ 5upporte : Environmental & Transportation Advisory Committee (ETAC) Full-time: 42 Part-time: 9.5 Full-time: 100 Part-time: 32.5 74 U I 1. 1 1 f.i'.' ir. mr■T:T.-T�-f -:..: ■ =h'AOFAIL 'EV: i IT: r-a F: Public works Tatal Budget Fa l of Citywide Budget w trj A�Ok Public Works • Executed and implemented new enhanced security services contract for parks and city facilities • Transitioned to the new solid waste services provider (pepublic Services) and implemented Clean City Initiatives, including Abandoned Item Collection and Sidewalk Cleaning citywide ■ Utilized $2.2M to repair over 1,200 locations of damaged sidewalk within 13 neighborhoods, throughout all 6 Council Wards • Managed over 50 construction projects, representing over $140M of investment in public infrastructure . Reviewed over 1,800 plan sets and issued over 1,200 permits for work in the public right-of-way 76 A�ak Public Works Improve pedestrian mobility and roadway conditions for motorists by mitigating hazardous conditions citywide Continue to implement improved technology to manage the water distribution system, enhance customer service, A and ensure the delivery of safe drinking water supply to the community • Increase security measures by installing video surveillance to help deter and/or reduce crime at city parks and facilities • Complete infrastructure improvements in residential neighborhoods consistent with the City's Capital Improvement Program a� Finance & Management Services once A L4ananampnt Service s T 1%+:_I 21- k'k-.1 i F•l 2 Ta K" i Positions Positions Positions Positions Full-time: 19 Full-time: 7 Full-time: 16 Full-time: 27 Part-time: 2 Part-time: 3 Part-time: 0 Part-time: 10 Boards/Commissions Supported: Measure X Oversight Committee 79 once 8 M4,, Drnnncai anaaement Sarvicip 4 ■E' Genera Fund 61�&" Fumes Department Total Budget 0 1 * I . so (DIEfficient Cty Services 8 Modernization Goals Communications Highlight. Prepared & Implemented voter -approved ballot measure for Business License Tax equity and tax holiday Modernization Highlights Successfully transitioned away from the antiquated salary matrix and implemented bi-weekly payroll Communications gtwgh Earned awards for the budget document and annual financial statements, and implemented a new financial reporting standard requiring review of every City contract with a lease component Financial Highlights Completed multiple revenue -source audits 81 0 Cam' Finance & Management Services Efficient City. Services & Modernization Goals • Implement new dog license software. Go -Live expected summer 2023 Work with other departments to improve payment -processing for the permit counter and the Zoo • Obtain City Council approval for acquisition of new business license software (delayed for preparation, support and implementation of Measure w) • Support procurement of a new EPP system for financials and payroll 82 Qu V BudgetOffice@ santa-ana.org 19 4 Civic Center Plaza Santa Ana, CA 92701 83