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HomeMy WebLinkAbout75A - BUDGET FY 2010- 2011 - EXHIBIT2010 -2011 Proposed Budget Discussion City Council Meeting June 21, 2010 � � � � � � � � � � � � � � � � � � � � � � � � � Q � � � � ■� � � mc �m � � Q � � MIR 1p 2 / -C & / �2 �2 E / E O U & \ U 0 /0 �Z- & / U-) / & � � '\ u O .u) D & .% 0 � 2 � \ X r � � \ 0 O 0 & E U U 2 Z- E 2 0 V & � E 2 0 0 w E & U E 2 -D 2 .g E 2 E � � & � F- m\ \ 0 Q \ E © *3G E g ( u //2 -E- 0 z\ \ / \/ _a e Q- u E y% \ \0« a s u -\ y_E \ \ \ / 2 e./ \.Q o s l 20 } 0 ®5/ -© 0 E /2G / / E � \ f Q— 47 ./ > u k� <? Q � / 2 & \ \\ uj /3 -E- 0 z\ \ / \/ _a e Q- u E y% \ \0« a s u -\ y_E \ \ \ / 2 e./ \.Q o s l } 0 c -© 0 E / / E _ / / E } f Q— 47 o u E / \ > 3 G / \ a 0 % 2 / co f \ / o u @= U » Q 0 4 \ £ t 2 / % s ® � { e -- u /( a f o-= E k 6// j -R ® \ g2f\ E » g E 2 E r =o ou 0 / / j) \ ms Es » / \ u § E m u 0 Q- >xo co m \ E 22E U I / 0 / E -o / e \.\ / 2 ui G 2= r s c= 2 & / 2 & » 6 u \ - ba e s / 0 E y \ E\ /M2�\ E'c 2/ 5 z\ \ / \\ \u0 O 4� 2 o / ± R u \ & �tJS7 V) � % G 4 = j -R ® \ g2f\ E » g E 2 E r =o ou 0 / / j) \ ms Es » / \ u § E m u 0 Q- >xo co m \ E 22E U I / MAYOR Miguel A. Pulido MAYOR PRO TEM Claudia C. Alvarez COUNCIL MEMBERS P. David Benavides Carlos Bustamante Michele Martinez Vincent F. Sarmiento Sal Tinajero May 28, 2010 Honorable Mayor and City Council Members: CITY QF SANTA. ANA CITY MANAGER David N. Ream CITY ATTORNEY Joseph W. Fletcher CLERK OF THE COUNCIL Maria D. Huizar We are pleased to present the budget for the City of Santa Ana for the 2010 -2011 Fiscal Year. This budget reflects established priorities and maintains core services to the extent possible, while responding to the impacts of the current economic climate on the City's financial position. As you know, our global, national, state and local economies are experiencing challenges that have not been seen since the Great Depression. In times such as these, cities such as Santa Ana are being forced to go back to the basics, and place the highest priority on those programs most effective in achieving our mission: "To provide quality service to enhance the safety, livability and prosperity of our community." Even during difficult economic times, the City continues to pursue 12 citywide goals that are essential for achieving our mission. They are: • Ensure a safe community; • Be a catalyst for the positive development of young people; • Foster neighborhood pride and community understanding; • Provide and maintain first -rate infrastructure and community facilities; • Ensure an attractive and well- maintained city; • Create an environment that stimulates the growth of arts and cultural opportunities; • Recruit and retain a highly skilled and diverse workforce; • Ensure the City's long -term financial ability to deliver quality services; • Attract and retain a prosperous business community; • Optimize workforce effectiveness through training, technology, equipment and facilities; • Develop and continuously improve systems to assure high- quality services to customers; and • Assume a leadership role in regional issues of primary importance to Santa Ana. In the fall of 2008, the City Council reaffirmed these goals, and established four focused priorities. They are to: • Enhance public safety; • Improve transportation infrastructure; 20 CIVIC CENTER PLAZA • P.O. BOX 1988 SANTA ANA, CALIFORNIA 92702 TELEPHONE (714) 647 -6900 FAX (714) 647 -6954 • Address minor deferred maintenance projects in all parks; and • Ensure the City's long -term financial stability. As a result of the global financial crisis and its impact on local and state resources, ensuring the City's long -term financial stability has become even more important. The proposed FY 2010- 2011 budget has been developed to move Santa Ana closer to such stability, while maintaining core programs and services to the extent possible. Economic Outlook The economic crisis at all levels of our country is being felt in many areas, such as depressed retail sales, declining property values, and increased unemployment —and Santa Ana is feeling these impacts as a community. Median home prices have fallen over 40 percent, their lowest since 2 003. It is estimated that the declining property values will now spill over into the commercial sector. A recent report from the State of California Employment Development Department (EDD) puts the preliminary April 2010 unemployment rate in Santa Ana at 14.8 %, the second highest in Orange County. These economic indicators mean Santa Ana residents have less disposable income due to job losses and decreased home values. Consequently, discretionary spending is down, which has a major impact on both the businesses in our community and the revenues we receive as a City. Since revenue high's in 2006 -07, the City's sales tax revenue has experienced a 27 percent (over $12 million) decline and is expected to flatten -out during fiscal year 2010 -11. Major declines within auto sales, business -to- business and construction sectors have contributed heavily to the City's overall sales tax declines. Property tax revenues will continue to decline due to a high number of assessment appeals combined with depressed housing prices associated with foreclosures The State of California continues to have its own budgetary challenges, which potentially puts the City's revenues at risk. In its May Budget Revise, the State's deficit was estimated at $19.1 billion ($7.7 for the current year, $10.2 billion for the coming year with a reserve of $1.2 billion). As part of the current state budget, the State decided to raid $2.05 billion in local redevelopment funds. Although a challenge of the transfer was made to the Sacramento Superior Court, on May 4 the California Redevelopment Association request for a stay was denied. As a result, the City of Santa Ana was obligated to pay the County Supplemental Educational Revenue Augmentation fund $17.8 million by May 10 with an additional $3.4 million scheduled during next fiscal year. In March, the Governor signed the Gas Tax Swap. In effect the legislation eliminated the protection established under Proposition 42 by repealing the sales tax on gasoline and increasing the excise tax instead. The current plan which calls for a deferral o f I ocal cities allocations jeopardizes the City's ability to meet its continued debt obligations on the Residential Street Repair Program without impacting other existing capital projects. Staff is currently working with its lobbyist, Townsend Public Affairs, to introduce language that will exempt the City in participating in the deferral program. -2- While the nation waits for signs that the economy is rebounding, all indications are that the decline in the economy has finally leveled off. However, there are events that are occurring that could derail any speedy recovery or relapse into a lingering recession. Primarily the current European debt crisis has the potential to negatively impact the US financial markets and thrust the US economy into another downward spiral. On the home front, the most critical sector that could have a major impact on the nation's economic recovery is commercial real estate. Many institutions are beginning to feel the effects of commercial real estate loan failures. It is estimated that the largest commercial real estate loan losses will occur in 2011 and could be as high as $200 -$300 billion. How the financial markets react to these events will be important for a sustained recovery. Even with these events looming on the horizon, there are some mixed signals that could mark the beginning of a slow recovery. Although commercial real estate poses great concern, residential real estate has shown some indication that the worse is behind us. Unfortunately, the City will continue to feel the effects of lower property values for a few years. In addition, unemployment has eased but is still at unprecedented high levels. T he national average remains at 9.6 %, California at 12.6 %, while Santa Ana is estimated at 14.8 %. Obviously, these rates have a direct impact on consumer spending and on the City's sales tax revenue. Overall, we anticipate a very slow recovery and growth in our revenue. In the meantime, ensuring long -term financial stability for Santa Ana will require the courage to significantly reduce expenditures. In order to provide quality City programs and services so they are financially sustainable in the future, the City must look to reinvent itself through the elimination of redundancies, by consolidating programs, contracting out, and seeking assistance from the various bargaining groups on wages and benefits. Budget Overview The total estimated revenue for all city funds for FY 2010 -2011 is $446,053,320. Of this amount $84.9 million represents the water, sewer, sanitation and refuse funds; $33.6 million comes from grants and other special revenues for restrictive programs; $28.7 million from grants for capital projects; $101.7 million comes from redevelopment and housing assistance; and $197.1 million represents the General Fund. Total budgeted appropriations for all city funds for 2010 -2011 is $472,518,919 whic In is a decrease of 16.7% (or $94.6M) when compared to the prior year budget. Fiscal year 2010 -2011 budget includes a capital improvement budget of $43.0 million; a water, sewer, sanitation and refuse budget of $92.3 million; redevelopment and housing budget of $100.6 million; special revenues and grants of $39.5 million; and a General Fund budget of $197.1 million. The General Fund budget supports the functions most commonly associated with city government: police, fire, recreation, library, planning and building, street maintenance, and general city administration. These services are being provided to an increasing population. According to the State Department of Finance, Santa Ana's population in January 2010 was 357,754 which is over a 50 percent increase over the past 20+ years. The General Fund's four largest revenue sources comprise 56.4% of total General Fund revenues. Those revenue -3- sources are Sales Tax (16.6 %), Property Tax (13.6 %), Property Tax in Lieu of Motor Vehicle Fees (13.5 %) and Utility Users Tax (12.7 %). Depressed home sales, volatility in energy costs and the decrease in the growth of personal discretionary income continue to affect the General Fund's two largest revenue sources, sales tax and property tax. Sales tax revenue is expected to decline by 10.3% to $32.7 million and property tax revenues are expected to decline by 7.8% to $26.8 million. Utility Users Tax revenue is expected to decline 5.5% to $26.5 million and Property Tax in Lieu of Motor Vehicle Fees is expected to decline 9.5% to $25.1 million. Revenues received from charges for services are expected to decline by 26.5 %, primarily due to a drop in building and construction activity. Revenue transfers into the General Fund will decrease by 39.8% to $7.3 million. Overall, General Fund revenues for the coming fiscal year are expected to decrease an additional 8.5% from budgeted FY 2009 -2010, and most likely establish the new revenue base line as we head into a slow economic recovery. Throughout the last two budget processes, we have provided information about Santa Ana's financial challenges, and the need for us to grow smaller as an organization to become more financially stable over the long term. The Mayor and City Council agreed that we should begin to make budget reductions over the next two to three years. Our original plan was to preserve high quality core services to the public and minimize the need to layoff City employees by keeping vacancies open, restricting travel, deferring large equipment and materials purchases, and taking advantage of additional vacancies created by the implementation of the 2.7% at 55 enhanced retirement formula. Unfortunately, the City has continued to experience rapid declines in revenues which accelerated the need for significant budgetary reductions. It became critical to contain and reduce expenditures quickly to prevent the depletion of General Fund reserves. Like most California cities, Santa Ana relies on these fund balance reserves to maintain a positive cash position during the course of the fiscal year, and especially during the first five to six months of each fiscal year, since the majority of the City's revenues are not received until December /January and April /May. Fortunately, as the revenue declines continued to emerge, we did not wait to take action. Departments developed reduction plans and suspended non - critical expenditures. Overtime was curtailed and /or eliminated. The Mayor and Council showed leadership in approving a series of budgetary adjustments throughout the 2009 -2010 fiscal year to ensure fiscal stability by year end. The rapid decline in the national and local economy has greatly complicated the process of maintaining a balanced budget that is fair to both residents and employees alike. The City relies on employees to provide quality, front -line services to the public as well as to support those direct service efforts. Costs associated with labor represent approximately 72.5% of total operational expenditures. Consequently, reducing labor expenditures by reducing the number of employees remains the City's best strategy for long -term sustainability. In December of 2008 the City's Executive Management Team deferred salary increases and performance -based merit pay equating to 10% of their compensation. In July 2009, the majority of the bargaining groups (POA, PMA, FBA, FMA, SAMA, UC), with the exception of SEIU, deferred their negotiated 4% salary increase and then deferred a 2.5% increase in January of 2010 for the period of one year. These same bargaining groups made several other salary and benefit related concessions to reduce city costs and help preserve front -line services at their current levels. Over the last six months, several meetings have been held with the City's various bargaining groups to discuss opportunities to permanently and systematically reduce the City's salary and benefit costs on an on -going basis thereby reducing the need for further layoffs and helping the City's cash position. In spite of these efforts, the City has been forced to once again reduce the number of employees, by issuing an additional 40+ layoff notices in May 2010. While the first and second rounds of layoffs did not have a discernable impact on the front -line services provided to the public, the third and fourth rounds necessitated changes in how we provide certain services. Care has been taken to minimize the impacts of these reductions on public safety, which remains the City's most important priority. None of the layoffs have included sworn personnel in our police or fire departments. For 2010 -2011, every department has reduced their ongoing operational budgets. Reductions range from 8% to 12% for public safety departments and 7% to 17% for non - safety departments. Departmental budgets incorporate various assumptions which include bargaining group concessions. The City is optimistic that we will reach consensus over the next following months. As far as the proposed departmental reductions, the majority are being accomplished through the elimination of funded positions that have been vacant for some time, as well as vacancies that have been created due to retirements and layoffs. In order to more accurately reflect actual staffing, the proposed budget also eliminates unfunded positions that have been vacant for more than two years. The proposed budget decreases full -time employee count by 123 positions for a total workforce allocation of 1512. This workforce figure equates to a ratio of 4.22 employees per 1,000 residents and demonstrates a significant improvement in operational efficiencies over the past several years. For example, in FY 1986 -87, the ratio was 7.5 employees per 1,000 residents. Through a combination of reductions in our workforce, keeping a number of positions vacant and generating savings through systems improvements resulting from our continuous improvement efforts, the City continues to maintain its position of being the most efficient at providing services when compared to the 11 largest cities in California and the 100 largest cities in the country. Fiscal stability strategies incorporated into the proposed General Fund Budget include reorganization of some departments and functions, elimination of service redundancies, shifting of legitimate expenses to non - General Fund sources, and contracting out services when the private sector can provide comparable or better quality service for less cost. For example, the retirement of the City's Library Director in 2009 has provided an opportunity to merge the Library into the Parks, Recreation and Community Services Agency, generating savings through consolidation of administrative functions that can be used to maintain existing programs and services. Several years ago the City contracted out park maintenance services to all but 13 park -5- sites. During fiscal year 2009 -2010, the City along with leadership from the Mayor and City Council agreed to contract out the remaining park sites and Civic Center which resulted in approximately $800,000 in ongoing cost savings. Based on the experience of parks that have been under private contract for maintenance, the condition of the parks are anticipated to improve, as private contractors have more personnel who can be devoted to providing the level of service our busy park sites require. The irony is that while the General Fund struggles to match revenues with expenditures, Santa Ana continues to receive significant funding for capital infrastructure improvements. The City's Capital Improvement Program for FY 2010 -2011 exceeds $53 million. In addition, during fiscal year 2009 -2010 Santa Ana was the beneficiary of approximately $9 million in federal American Recovery and Reinvestment Act (ARRA) funds, intended to create jobs and help spur the economy. While this funding will definitely benefit our community, most of it must be spent on infrastructure improvements, job training and workforce development, or neighborhood stabilization programs to address foreclosed homes. None of it will directly benefit the City's General Fund. Achieving Established Council Priorities In spite of the financial challenges Santa Ana is experiencing, we remain committed to providing responsive, high quality services to the public. This fiscal year the City's departments will continue to align their efforts with the four established City Council priorities, while maintaining many of the programs and services the community has come to expect The following is a synopsis of the activities, programs and projects incorporated in the proposed budget to respond to these priorities. Enhance Public Safety The City will continue to dedicate significant resources to Police, Fire, Public Works, and Planning and Building, which have primary responsibility for enhancing public safety. The City demonstrates its commitment to this goal by providing public safety facilities that accommodate current and future needs of the City; recruiting and retaining quality public safety and code enforcement personnel; effectively and equitably enforcing construction and land use codes; and protecting the health of the community through high quality and reliable water, sewer and refuse collection systems. Programs for FY 2010 -2011 that will enhance the City's public safety include the following: • The City of Santa Ana has applied for federal funding through the COPS hiring program for 18 police officers. Ten officers have completed the police academy and are currently in the field training process. Eight additional officers are currently attending the police academy. This program will enable the City to deal with reduced staffing levels due to vacancies and retirements. • The Santa Ana Police Department is the proud recipient of a $400,000 Cai -GRIP Grant which helped fund the expansion of the Santa Ana Police Activities Athletics League and offer mentoring, physical activities and development programs to more of the City's youth. The program served 1,308 youth during this past year in various programs including the "Fitness for SAPAAL" program at Jackson Elementary School. We are working to expand the program for next year. • In addition, the second three -month Cal -GRIP project has started where ten CHIP officers are working on an overtime basis with our gang suppression teams. This effort has been cited as a model partnership by the CHIP Commissioner and the Governor's Office. • Since its inception, the Cities of Santa Ana and Anaheim have been jointly awarded over $57 million in UASI funds to help coordinate and implement regional emergency preparedness, response, and recovery from natural disasters and acts of terrorism for all Orange County. In the coming year, grant staff from the Anaheim Police and Fire Departments will be co- locating with the Santa Ana Police Department to streamline effectiveness, eliminate duplication of efforts and decrease operating costs. Santa Ana has taken a leadership role and has been cited as a model for other urban areas within the country. • The $300,000 Department of Justice, Solving Cold Cases with DNA Grant will continue throughout this next year. This grant provides overtime salary to accelerate the process of submission of DNA evidence on older cases. • The Computer Forensics Unit will join with the FBI, DA's Office and eight other agencies this year to form the new Orange County Regional Computer Forensics laboratory. The new multi - million dollar facility will not only be a cost savings to Santa Ana, it will substantially increase the computer forensics resources, expertise, and networking valuable to the Santa Ana Police Department. • The $25,000 Project Safe Neighborhoods Grant of the Santa Nita Gang Injunction will be continued. This grant provides overtime funding for the Police Department and District Attorney's Office to actively pursue gang members and ensure their prosecution. • The Fire Department has received $321,221 in federal funding through the Metropolitan Medical Response System Grant. The grant supports the integration of emergency management, health and medical systems by augmenting existing local operational response systems before the incident occurs by funding limited personnel time, tools and supplies. • The City of Santa Ana has applied for federal funding through the SAFER Hiring program for additional firefighters. If awarded, the City will receive full funding for salary and benefits for six firefighters for two years. This will allow the City to recognize significant savings on overtime expenses. -7- Improve Transportation Infrastructure The improvement of arterial streets has always been a priority for the City, and this continues in FY 2010 -2011 with over $53 million in capital improvement program funding. Great strides are continuing to be made for the residential streets as well. FY 2010 -2011 is the final year of the Residential Street Repair Program. Major funding for this program is made available through CDBG revenues at the Federal level, Gas Tax revenues at the State level and through the issuance of $60 million in Gas Tax Revenue Certificates of Participation (COP) in December 2007. Programs for FY 2010 -2011 that will improve the City's transportation infrastructure include the following: • The Residential Street Repair Program, the City's three -year $72 million investment in residential streets will utilize $10 million in COP funding in FY 2010 -2011. The total budget for Residential Street Repair this next year is $10.9 million. The original estimate for the program was to repave 100 miles of residential streets in five years. Thanks in part to the innovative use of the cold in -place recycling and full depth reclamation pavement technologies, the current estimate is that the Project Restore budget will enable 260 miles of streets to be repaved, or 100% of the asphalt residential roads in our community. The project is now expected to be completed in three years, or by the first quarter of 2011, almost two years ahead of schedule. • Considerable progress has been made on the $225 million Bristol Street Widening Project from Warner Avenue to 17th Street. Phase I between McFadden and Pine is under construction and will be complete in September 2010. In FY 2010 -2011, the City will move forward with construction of the Bristol /17th and Bristol /Warner intersection widening projects, along with design and property acquisitions for Phase II between Third Street and Civic Center Drive. Construction for Phase II is scheduled for FY 2011- 2012. Also in FY 2010 -2011, the revalidation of the environmental documents for Phase III from Civic Center to 17th and Phase IV from Warner to St. Andrews is underway to position these phases for future federal funding. • Design of the Alton Avenue Overcrossing at the State Route 55 Freeway is ongoing, with an additional $300,000 budgeted in FY 2010 -2011, Additional arterial improvements identified in the proposed budget include $6.4 million for the rehabilitation of Broadway from Anahurst to First, Broadway from Civic Center to Santa Clara, Chestnut from Standard to Elk, First from Grand to Interstate 5 Freeway, Hazard from Harbor to Euclid and Raitt from Warner to St. Gertrude. In addition, funding is included to design several minor arterial streets to position the City for a future Jobs Bill requiring "shovel ready" projects. • The City's "Go Local" Transit Study, which will result in the establishment of a local transit system connecting the Santa Ana Regional Transportation Center with the Civic Center and the Pacific - Electric Right of Way to Garden Grove, has received Phase II funding approval from the Orange County Transportation Authority. Preliminary design and environmental analyses will start for this important transit project in FY 2009 -2010. IN:M Complete Minor Deferred Maintenance Protects in all Parks and Enhance Park Programs Because the City is built out, parks are a critical asset for our residents, providing a place for the community's youth and families to enjoy nature and the outdoors. Santa Ana's parks are extremely well used. With the decline in City revenues, this is one priority that will be difficult to fully address this fiscal year. Instead, our emphasis will be on maintaining green and clean spaces and re- engineering multiple services so that they can still be offered to the public but with less cost to the City. Programs for FY 2010 -2011 that will further enhance the utility of Santa Ana's parks and open space include the following: • The proposed Capital Improvement Program includes park improvements in excess of $1.8 million, which strongly address deferred maintenance projects such as resurfacing of Adams, Campesino, El Salvador, Rosita and Southwest Senior Center parking lots; re- roofing of two restrooms at Centennial Park; reconstruction of the golden loop bike trail, Madison Park walkway, Sandointe walkway and Memorial sports court and walkway. Additional park improvements will include Edna Park and restroom renovation, Fisher Park bird and butterfly garden, and Stadium synthetic turf replacement. • In addition, the Parks, Recreation and Community Services Agency is actively pursuing grant funding to extend our bike trail system, provide funding for park improvements, and working with the Santa Ana Unified School District on additional joint use agreements for use of school sites. • The proposed budget maintains funding for youth summer recreation programs and Project PRIDE. Park Ranger and field attendant services will continue for community youth sports organizations and funding for the senior lunch program and senior transportation has been maintained. City provided after school programs during the academic year; Rookie Ball, Flag Football, and track & field had to be eliminated. Partnerships with non - profits and leisure classes will be provided by instructors instead of City staff to ensure a variety of programming for all ages continues, • A major emphasis of the last two years has been to enhance Library services to the community. The successful tutoring program for youth is continuing through direct federal funding support. Unfortunately, the Library's periodical section had to be discontinued due to diminishing demand for this type of service. • The successful "TeenSpace" program at the Library is being expanded as a satellite initiative into the newly renovated Jerome Recreation Center. Summer programming will focus on developing employment -based computer skills training, college preparation and financial assistance, and community service. • In addition, the Parks, Recreation and Community Services Agency (PRCSA) is continuing its partnership effort with the community to Build A Healthy Central Santa Ana through a 10 -year community grant from The California Endowment. Through this effort, PRCSA will continue to demonstrate its commitment to help neighborhood and school environments support improved health and healthy youth development. • The Santa Ana Zoo at Prentice Park has improved its ability to attract greater attendance because of the recent opening of a major new exhibit, the Tierra de las Pampas. The public is learning how giant anteaters, rheas, and guanacos live in the grasslands, their natural habitats. In addition, starting in July, the free Santa Ana resident's day will be switching from the first Tuesday of the month to the third Sunday of the month. Ensure Long Term Financial Stability To ensure Santa Ana's long term financial stability, staff will continue to implement a plan to address the General Fund deficit, using a combination of expenditure controls while we continue to work towards improving the City's revenue base. • Organizational changes have been implemented to improve efficiency and shift emphasis to core functions. As an example, the mobile field booking van, mobile field booking services and transport services by Correctional Officers will provide support for Patrol, Investigations, and Traffic by relieving police officers of booking, transport, and hospital guard duties thus increasing the manpower available for direct enforcement. • To enhance revenue, the Jail bed capacity was increased from 480 to 532. As a result, Jail housing revenues have been increased to the point that the Jail operation is almost fully funded through contracts. • Budget reductions to Parks, Recreation and Community Services were done in such a way to prevent having to close down any centers, libraries, or the zoo and to make sure that the ability to maintain the parks green and clean was not compromised. The consolidation of Parks and Recreation with Library Services has been effective in developing a more comprehensive plan that has enabled the use of staff more efficiently. • The creation of four Park Maintenance Inspector positions will provide improved contract administration and inspection to enhance the effectiveness of park landscape maintenance contracts on all park sites, at the Santa Ana Zoo and along the City's bike trails. These positions also will prevent the layoff of two full -time park maintenance workers and the rehire of two part time park maintenance workers that were previously laid off as we move from being a direct service provider to full contracting of park maintenance. We recently completed contracting out the remaining park sites and Civic Center maintenance. The previously contracted park sites, bike trails, and custodial maintenance will be renewed in FY 2010 -2011. Privatizing park maintenance will save the City's General Fund approximately $800,000 more per year, while providing comparable or better service. We have already seen a vast improvement in the maintenance quality of our parks. -10- • Fleet Management, through new leadership, will broaden its approach towards technology and renewable and sustainable energy. Fleet will aggressively pursue the transition of the entire fleet towards alternative fuels. It will actively pursue a zero waste operation, which will reduce the City's carbon footprint and greenhouse gas emissions by exploring and expanding the use of alternative fuels such as compressed natural gas, propane, ethanol, biodiesel, electric as well as hybrid vehicles. • City of Santa Ana has undertaken the California Green Jobs Corps as a pilot program funded by the American Recovery and Reinvestment Act. This program provides green education, paid work experience, and community service opportunities for 28 young adults ages 16 -24. The program will give youth an opportunity to receive training in green careers. • The American Recovery and Reinvestment Act (ARRA) awarded Santa Ana funding for a Homelessness Prevention and Rapid Re- Housing (HPRP) program that provides financial assistance and services to either prevent individuals and families from becoming homeless (Homelessness Prevention) or to help those who are experiencing homelessness to be quickly re- housed and stabilized (Rapid Re- housing). • Through the Neighborhood Stabilization Program (NSP) the Department of Housing and Urban Development (HUD) allocated $3.92 billion to communities nationwide of which $5,795,151 was allocated to the City of Santa Ana. As a part of the City's NSP 1 program, five programs will be implemented: Downpayment Assistant; Acquisition & Rehabilitation of Single Family Homes; Acquisition & Rehabilitation of Condominiums and Historic Homes; Acquisition & Rehabilitation of Rental Housing; and Redevelopment. The American Recovery and Reinvestment Act of 2009 provided additional funding for NSP 2 activities to states, local governments, nonprofits, and a consortium of nonprofit entities on a competitive basis. The City was awarded an additional $10 million to undertake the same activities /programs as NSP 1. In keeping with our commitment to long -term planning, we will continue to dedicate our time, energy and resources toward providing quality service to enhance the safety, livability and prosperity of our community. In spite of the fiscal challenges the City is facing, the FY 2010- 2011 budget confirms our commitment to this purpose and incorporates the important programs and projects you have requested in response to the community and its needs. On behalf of our talented and dedicated workforce, I am proud to present the budget for the 2010- 2011 Fiscal Year. 94?/�Polz_ David N. 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City Manager's Office (1) Assistant City Manager (EM) (1) Clerk of the Council (1) 1 0 City Attorney's Office City of Santa Ana Proposed FY10 -11 Budget FULL -TIME WORKFORCE CHANGES Assistant Clerk of the Council (MM) Senior Office Specialist (1) Assistant City Attorney (MM) (1) Community Developm (1) (1) (1) (1) (2) (3) (2) (1) (12) ent Agency Community Development District Manager Economic Development Aide Secretary * Tenant Services Technician Workforce Specialist IV Workforce Specialist I * Senior Office Assistant Senior Office Specialist Finance & Management Services (1) Accounting Assistant (2) Buyer (1) Senior Office Assistant (1) Revenue and Contract Compliance Auditor (1) Revenue Processing Assistant (5) Custodian* 1 Building Maint. Technician (Transfer from FD)* (1) Web Entry Specialist* (1) Systems Technician* (12) Fiscal Impact (249,890) (249,890) (155,810) 65,657 (90,153) (203,925) (203,925) (131,518) (94,747) (86,901) (75,871) (251,965) (252,786) (167,634) (73,980) (1,135,402) (70,055) (202,005) (56,580) (99,900) (76,990) (122,819) (97,815) (79,115) (79,620) (884,899) Additions /Deletions Fire Department City of Santa Ana Proposed FY10 -11 Budget FULL -TIME WORKFORCE CHANGES Qty. Fiscal Impact (1) Executive Secretary (95,065) (1) Receptionist (67,345) (1) Fire Safety Specialist 0 (1) Fire Education Specialist 0 (1) Stock Clerk (82,205) (1) Systems Technician (85,320) (1) Fire Training Coordinator 0 (1) Fire Alarm & Maintenance Leader 0 (1) Principal Management Analyst (AM) (139,540) (1) Senior Office Assistant (77,380) (1) Fire Alarm & Maint. Technician (Transfer to FMSA) (97,815) (11) (644,670) Parks, Recreation & Community Services (1) Executive Secretary (97,163) (2) Senior Office Assistant (154,957) (1) Associate Park /Landscape Planner (141,884) (1) Zoo Education Specialist (75,945) (2) Zoo Keeper 1 (152,964) (2) Zoo Keeper Aide (125,100) (1) Park Superintendent (MM) (208,837) (1) Recreation Superintendent (MM) (186,655) (1) Recreation Coordinator (98,665) (1) Recreation Leader (72,498) (1) General Maintenance Worker 0 (1) General Maintenance Leader 0 (2) Park Maintenance Worker 0 (1) Park Maintenance Leader 0 (1) Library Aide (58,997) (1) Library Specialist (61,453) (1) Periodicals Technician (85,983) 1 Community Services Manager (MM) 195,209 (20) (1,325,891) Personnel Services (1) Liability Claims Processor* (83,900) (1) Liability Claims Coordinator* (125,105) (1) Personnel Operations Manager (MM) (210,000) (1) Benefits and Compensation Manager (MM)* (202,200) (4) (621,205) Additions /Deletions City of Santa Ana Proposed FY10 -11 Budget FULL -TIME WORKFORCE CHANGES Qty. Fiscal Impact Planning & Building Agency (3) Assistant Planner 1 (328,575) (1) Assistant Planner 11 (121,966) (1) Associate Plan Check Engineer (171,075) (2) Permit Technicians (188,750) (1) Permit Processor (88,500) (1) Electrical Inspector (107,485) (6) Community Preservation Inspector (641,121) (3) Senior Office Assistant (244,887) (18) (1,892,359) Police Department (10) Sr. Records Specialist (640,000) (6) Sr. Corrections Records Specialist (480,000) (5) Sr. Office Assistant (234,000) (2) Correctional Officers (201,000) (1) Crime Analyst 0 (1) Lead Correctional Records Specialist 0 (1) Management Aide 0 (1) Rangemaster (95,100) (2) Accounting Assistant (172,600) (1) Sr. Office Specialist (52,755) (1) Tech /Support Administrator (MM) 0 (31) (1,875,455) Public Works Agency (1) Senior Civil Engineer* (174,630) (1) Asst. Traffic Operations Engineer* (136,027) (1) Senior Land Surveyor* (193,588) (1) Street Painter* (88,644) (1) Equipment Operator* (85,470) (4) Water Services Worker* (331,000) (1) Construction Inspector 11* (112,398) (2) Assistant Engineer 11* (290,765) (1) Senior Transportation Analyst* (183,441) (13) (1,595,963) Net Total Deletions (123) (10,519,812) *Non - General Fund Note: Approximately 83 of the 123 net deletions are vacant positions rllw -1 Vq This Page Intentionally Left Blank Reallocations City of Santa Ana Proposed FY10 -11 Budget FULL -TIME WORKFORCE CHANGES Qty. Fiscal Impact City Attorney's Office (1) Chief Assistant City Attorney 1 Assistant City Attorney (54,660) Community Development Agency (1) Economic Development Specialist II* 1 Economic Development Specialist III* 5,957 Parks, Recreation & Community Services (5) Recreation Supervisors 5 Community Services Supervisors 30,825 (1) Recreation Coordinator 1 Community Services Supervisor 17,578 (1) Park Maintenance Supervisor 1 Sr. Park Maintenance Supervisor 19,665 (1) Senior Librarian 1 Principal Librarian 0 Personnel Services (1) Senior Office Specialist* 1 Senior Personnel Services Specialist* 5,250 Public Works Agency (1) 1 (1) 1 (1) 1 Assistant Engineer II* Associate Park and Landscape Planner* 7,659 Transportation Manager (MM)* Transit Program Manager (MM)* 0 Street Light Maintenance Worker* Projects Manager* (18,784) Police Department (1) Management Aide* 1 Management Analyst* 4,300 Total Reallocations 0 17,790 *Non - General Fund Positions to be Unfunded Qty. City of Santa Ana Proposed FY10 -11 Budget FULL -TIME WORKFORCE CHANGES Finance & Management Services 1 Accountant I (In -lieu of Senior Accountant)* Public Works Agency 1 1 1 Police Department 2 1 1 2 1 1 Total 12 *Non - General Fund Senior Assistant Engineer* Assistant Engineer II* Office Supervisor* Police Lieutenant Police Records Manager (RM) Police Property & Facilities Manager (RM) Parking Control Officer Communications Supervisor Dispatcher Fiscal Impact (129,820) (138,194) (121,184) (80,637) (460,000) (150,000) (150,000) (155,000) (123,200) (108,565) (1,616,600) � o � N W W O J a W W 2 F— J J LL 0 z Q F- u z O F- N z O Q Q Q z Q cn LL 0 U LU LL 0 z LU 0 LU J U Z �QO U U c O U O U w 0) m U 0 E o � Q� U rn rn �0,3 N IL m C U_ Qo N N ) I� E U E o a) c° co o >Q U � 06 U) �E� m LL U O N LL N U_ r Q 7 d .6 T C U) C (6 3 E U co ry U M 1; U) O U) O H LL m LL0 H 0 LL Proposed Miscellaneous Fees & Fee Adjustments PROPOSED NEW MISCELLANEOUS FEES FIRE DEPARTMENT 1) Fire Access Lane Parking Citation SAMC 14 -25 Existing Fee: None Proposed Fee: $116.00 The fire department has discontinued issuing parking citations in fire access lanes through the Central Court system and has adopted the citation tool used by the Police Department. This allows for cost savings in citation books and brings the total revenue back to the city. Since the fire department can legally only cite through the adopted fire code and not the California Vehicle Code we must establish our own fee schedule. The proposed fee mirrors the Police Department fee. An estimated $500 in revenue will be generated from this fee. 2) Fire Incident Report/Photographs on Computer Disc (CD) Existing Fee: None Proposed Fee: $20.00 per disc This fee provides the public the opportunity to receive requested incident reports and photographs in a digital format. An estimated $7,500 in revenue will be generated from this fee. 3) Motor Vehicle Incident Mitigation Fees (Subject to City Council approval of implementing ordinance.) Existing Fee: None Proposed Fee: Level 1 response $240.00 per hour Level 1 of service involves scene stabilization and hazardous materials assessment. This is a typical response of a single Engine or Truck company. Existing Fee: None Proposed Fee: Level 2 response $480.00 per hour Level 2 of service involves scene stabilization, hazardous materials assessment and clean up and disposal of any of gasoline and or automotive fluids. This is a typical response with a single Engine or Truck company and the Hazardous Materials Transport Unit. FIRE DEPARTMENT (CONTINUED) Existing Fee: None Proposed Fee: Level 3 response $720.00 per hour Level 3 of service involves traffic accident responses on the freeway, advanced scene stabilization and hazardous materials assessment. This is a typical freeway response of two (2) Engine companies and or Truck companies. This fee will replace the current "Haz -Mat Recovery" fee. An estimated $30,000 in revenue will be generated from these fees. PARKS, RECREATION AND COMMUNITY SERVICES 4) Reservation Cancellation /Transfer Fee Existing Fee: None Proposed Fee: $15.00 This fee will be charged to youth and adult organizations that use athletic and recreation facilities. In 2009 there were over 900 cancellations, no- shows, and transfers for athletic field /court reservation permit holders. These changes require a significant amount of staff time. Charging this fee will partially cover the cost to provide this service and may encourage sport organizations to plan their league seasons more effectively, thus reducing the number of changes requested. If the cancellation /transfer is made less than three days in advance, the full reservation fee, all special fees, and the Cancellation /Transfer are charged. If the cancellation /transfer is made more than three days in advance, the full reservation fee and special fees are refunded, and only the Cancellation /Transfer fee is charged. An estimated $4,000 in revenue will be generated from this fee. 5) Reservation No -Show Fee Existing Fee: None Proposed Fee: $25.00 Organizations that reserve but do not use athletic and recreation facilities prevent others from reserving and using the facilities. Charging this fee may encourage sport organizations to plan their league seasons more effectively, thus making more time available for other organizations to reserve facilities that are in high demand. In addition to the No -Show fee, the full reservation fee and all special fees are charged. An estimated $1,625 in revenue will be generated from this fee. PARKS, RECREATION AND COMMUNITY SERVICES (CONTINUED) 6) Reservation Permit Processing Fee Existing Fee: None Proposed Fee: $25.00 The processing of annual permits requires a significant amount of staff time. This fee will help partially recover the costs of Reservations staff time needed to process the 30 City annual permits. An estimated $750 in revenue will be generated from this fee. 7) Portable Restroom Fee Existing Fee: None Proposed Fee: $2.76 per hour Portable restrooms are provided at Willard, Monroe, Spurgeon, and Dan Young Soccer Complex Field 94 for use by patrons utilizing the fields for athletic field reservations. The fee is based on an average of the annual cost to provide the service at each site divided by the number of hours of use per year. The fees will partially cover the cost of providing this service. An estimated $13,800 in revenue will be generated from this fee. 8) Santa Ana Senior Center Classroom Fee Group 1 Group 2 Group 3 Group 4 Group 5 Existing Fee: None None None None None Proposed Fee: N/C 17.00 34.00 24.72 49.45 This fee is being added to make this room available for reservation. This fee is comparable to fees charged for similar rooms in our recreation and senior centers and is projected to generate $800 per year. POLICE DEPARTMENT 9) Vehicle Citation Sign Off — SAPD Existing Fee: None Proposed Fee: $5.00 The fee will recover staff time costs associated with signing off vehicle citations issued by Santa Ana Police Department. The proposed fee increase will generate an estimated $5,000 per year. POLICE DEPARTMENT (CONTINUED) 10) Digital Media Reproduction Existing Fee: None Proposed Fee: $25.00 The Forensic Services Section has been tasked with the reproduction of video evidence either from analog or digital sources to digital media. The cost to copy said evidence can be time - consuming as often times the duplication requires a one -to -one transfer and cannot be sped up. The estimated cost of $25 per disk is based upon the estimated average employee and material costs to reproduce an evidentiary video. An estimated $1,345 per year is projected from this fee. Other Agencies Fees: City of Orange $15.00 City of Anaheim $50.13 City of Garden Grove $50.00 11) Public Dance Establishments — Extraordinary Police Services (Subject to City Council approval of implementing ordinance.) Existing Fee: None Proposed Fee: $500.00 This fee will cover the costs of extraordinary police services that are associated with establishments that request a Dance Permit fee. It has been determined that such establishments result in an average of an additional 10 hours of Police Officer services per year. An estimated $6,000 per year is projected from this fee. PLANNING AND BUILDING AGENCY 12) Self- nomination of properties to the Santa Ana Register of Historical Properties Existing Fee: None Proposed Fee: $4,754.00 This fee will be charged to private individuals wishing to have their home added to the Santa Ana Register of Historical Properties. The fee represents a 100% cost recovery and includes all of the administrative costs, research, staff presentations to the Historic Commission, as well as all indirect costs associated with this application type. An estimated $166,390 in annual revenue will be generated from this fee based on a 5 -year average of 35 applications submitted per year. PROPOSALS TO MODIFYEXISTING FEES Proposed modifications to existing fees are fee rate adjustments to the Miscellaneous Fees Schedule. FIRE DEPARTMENT 1) Administrative Penalty Fee Schedule Administrative Penalty /Citation Fee as indicated in the Health & Safety Code, section 25514.5. These penalties are set in an escalating tiered manner. The Health & Safety Code "class II" violation is the Fire Department's "1St Administrative Citation." The "class I" violation is the Fire Department's "2nd Administrative Citation." Each penalty in either "class" is for each day the violation(s) occurs. The "new" fees are due to changes in the California Health & Safety Code. The citations listed below shall be issued for the following violations on a per day basis: a. Failure to electronically submit annual certification by specified date. Existing Fee: $0.00-new Proposed Fee: $2, 000 - class II / $5, 000 class I b. Failure to establish and or implement a Business Emergency Plan (H & S Code Sec 25503.5) Existing Fee: $392.50 Proposed Fee: $2, 000 - class II / $5, 000 class I c. Failure to provide a complete Business Plan (H & S Code Sec 25504) Existing Fee: $235.75 Proposed Fee: $2, 000 - class II / $5, 000 class I d. Failure to complete annual inventory forms (H & S Code Sec 25504 a & 25509) Existing Fee: $235.75 Proposed Fee: $2, 000 - class II / $5, 000 class I e. Emergency Response Plan absent or incomplete (H & S Code Sec 25504 b) Existing Fee: $0.00-new Proposed Fee: $2,000 -class II / $5, 000 class I £ Employee training program is inadequate (H & S Code Sec 25504 c) Existing Fee: $0.00-new Proposed Fee: $2, 000 - class HI $5, 000 class I FIRE DEPARTMENT (CONTINUED) g. Failure to submit Business Emergency Plan (H & S Code Sec 25505) Existing Fee: $235.75 Proposed Fee: $2,000 -class III $5, 000 class I h. Failure to review and or update Business Emergency Plan (H & S Code Sec 25505 c) Existing Fee: $0.00-new Proposed Fee: $2, 000 - class II / $5, 000 class I i. Failure to annually submit Hazardous Materials Inventory form (H & S Code Sec 25505 d) Existing Fee: $0.00-new Proposed Fee: $2,000 -class 111$5,000 class I j. Failure to immediately report a release or threatened release. Existing Fee: $0.00-new Proposed Fee: $5,000— class I (only) k. Site Map is incomplete or insufficient (H & S Code Sec 25509 a 5) Existing Fee: $0.00-new Proposed Fee: $2, 000 - class H / $5, 000 class I 1. Business Owner /Operator information is incomplete or needs updating (H & S Code Sec 25510) Existing Fee: $235.75 Proposed Fee: $2,000 -class III $5, 000 class I m. Failure to update Hazardous Materials inventory (H & S Code Sec 25510) Existing Fee: $235.75 Proposed Fee: $2, 000 - class II / $5, 000 class I n. Failure to provide name, title and 24hr. phone number of emergency contact (H & S Code Sec 25509 a 7) Existing Fee: $0.00-new Proposed Fee: $2,000 -class 111$5,000— class I The fee increases are to conform to the California Health and Safety code section 25514. An estimated $7,500 per year is projected from this fee increase. PARKS, RECREATION AND COMMUNITY SERVICES 2) Jerome Recreation Center Gymnasium Group 1 Group 2 Group 3 Group 4 Group 5 Existing Fee: N/C 29.87 60.77 43.26 87.05 Proposed Fee: N/C 63.00 126.00 90.00 181.00 This fee increase will bring the fees for the Jerome Center Gymnasium in line with the fees charged for the Salgado Center Gymnasium. Jerome Recreation Center is going through a major renovation, which will include a higher quality gym than what was previously in place. An estimated $13,600 per year is projected from this fee increase. 3) Vacation Recreation Existing Fee: $43.52 per week Proposed Fee: $75.00 per week This fee increase will partially recover the cost of providing Vacation Recreation programming for children ages 6 -12 during the summer months at the City's 5 recreation centers, which is approximately $180,000. The current revenue generated for this program is approximately $63,000 and the increase will further reduce the City's subsidy. An additional $37,775 is projected from this fee increase. 4) Youth Sports Registration Fee Existing Fee: $14.78 Proposed Fee: $25.00 This fee increase is being proposed to help reduce the General Fund subsidy for the youth sports program. Other Orange County cities, including Fountain Valley, Garden Grove and Anaheim charge between $40 and $75 for comparable programs. An additional $5,110 is projected from this fee increase. 5) Athletic Field Lighting Fees Existing Fee: Adult Non - Resident /Profit: $40.00 per hour Adult Non- Resident/Non- Profit: $35.00 per hour Adult Resident /Profit $25.00 per hour Adult Resident /Non - Profit $20.00 per hour Proposed Fee: Adult Non - Resident /Profit: $44.00 per hour Adult Non- Resident/Non- Profit: $39.00 per hour Adult Resident/Profit $29.00 per hour Adult Resident/Non- Profit $24.00 per hour The Parks, Recreation and Community Services Agency estimates that it subsidizes $300,000 in athletic field lighting expenses on an annual basis. The proposed fee increase will help reduce the city's subsidy. An additional $9,100 is projected from the fee increase. PARKS, RECREATION AND COMMUNITY SERVICES (CONTINUED) 6) Santiago Lawn Bowling Greens Existing Fee: $350.00 per month Proposed Fee: $700.00 per month This fee provides access to the two greens, small office area and restroom facilities. The proposed fee increase will generate approximately $950 and will help offset the General Fund subsidy for this facility. POLICE DEPARTMENT 7) Citation Sign Off — Non -SAPD Existing Fee: $10.00 Proposed Fee: $15.00 The fee will recover staff time costs associated with signing off vehicle citations issued from other agencies. The proposed fee increase will generate an estimated $600 per year. PUBLIC WORKS AGENCY 8) Newsbox Permits and Inspection Existing Fee: Initial /Renewal Permit Fee (per publication) $157.91 Proposed Fee: Initial /Renewal Permit Fee (per publication) $160.00 Existing Fee: Initial Inspection Fee (per newsbox) $24.23 Proposed Fee: Annual Inspection Fee (per newsbox) $41.61 To effectively manage the City's right -of -way, the City issues an annual permit for each publication. This process includes a review of insurance documents, updating the city's database and a visual inspection of each newsbox. When the program was developed, the fee structure included a one -time newsbox inspection. However, in practice an annual inspection is required to insure compliance with placement and maintenance requirements of the Municipal Code. Currently program costs exceed revenues by approximately $20,000 annually. An estimated $20,000 per year will be generated from these modifications to make the program self sustaining. Staff has reviewed the fees of 19 cities in Orange, Los Angeles, Riverside, and other California counties. Most cities impose an annual newsbox fee that ranges from $10.00 to $134.40. The proposed Annual Inspection Fee of $41.61 is in line with the findings, and in many cases is lower than average. The existing Initial Permit Fee and Renewal Permit Fee have also been increased to make the program self sustaining. PUBLIC WORKS AGENCY (CONTINUED) 9) Notice of Abatement Fee — Multiple Posting Fee in 12 -Month Period Existing Fee: $35.00 Proposed Fee: $58.00 The City Council has authorized the imposition of a standard charge to recover additional administrative costs incurred by the City for parcels requiring more than one (1) notice of abatement in any twelve -month period. The Notice of Abatement Multiple Posting Fee has not been increased since its adoption in 1996. The proposed increase will help offset staff costs of posting the same property more than once in a twelve month period and will cover costs associated with inspection, posting and notice preparation. Currently, the City does not recover its cost for posting the first Notice to Clean Premises, during a twelve month period. 10) Permit Parking Fee Option 1 Bi- Annual Renewal Cycle Retained Existing Fee: $35.47 1permit (Bi Annual Renewal) Proposed Fee: $90.00 1permit (Bi- Annual Renewal) Option 2 New Annual Renewal Cycle Employed Existing Fee: $35.47 1permit (Bi Annual Renewal) Proposed Fee: $50.00 1permit (Annual Renewal) The proposed increase offsets staff costs associated with operating the day -to -day permit parking program. Currently, the city subsidizes $220,000 /year to run this program. The proposed fee helps recover the remaining public works agency costs to run this program. Capital Improvement Program CITY OF SANTA ANA CAPITAL IMPROVEMENT PROGRAM (CIP) FY 10 -11 CIP PROJECTS BY CATEGORY PROJECTS TOTAL I. NEIGHBORHOOD IMPROVEMENTS Neighborhood Street Improvements Neighborhood Traffic Management 1,000,000 Golden Circle Street Rehabilitation 526,167 Residential Street Repair Program 10,455,000 Subtotal Neighborhood Street Improvements 11,981,167 Curb, Gutter, Sidewalk Omnibus Concrete 250,000 Subtotal Curb, Gutter, Sidewalk 250,000 TOTAL NEIGHBORHOOD IMPROVEMENTS 12,231,167 II. ARTERIAL IMPROVEMENTS Arterial Widening Alton Avenue Overcrossing @ SR -55 303,827 Bristol Street Widening: Phase I - McFadden to Pine 1,200,000 Bristol Street Widening: Phase II - Third to Civic Center 7,300,000 Bristol Street Widening: Phase III - Civic Center to 17th 175,000 Bristol Street Widening: Phase IV - Warner to St. Andrew 175,000 Bristol /17th Intersection Widening 7,283,800 Bristol/Warner Intersection Widening 2,275,000 Project Development 87,000 Right -of -Way Management 85,000 Raitt Street: Warner to Saint Gertrude 526,882 Subtotal Arterial Widening 18,884,627 Street Reconstruction/Resurfacing Broadway: Anahurst to Edinger 224,794 Broadway: Edinger to McFadden 769,000 Broadway: McFadden to First 365,216 Broadway: Civic Center to Santa Clara 2,160,500 Chestnut: Standard to Elk 895,000 First Street: Grand to I -5 Fwy_ 1,100,000 Hazard: Harbor to Euclid 355,563 Minor Arterial Street Design 400,000 Pavement Management 200,000 Raitt Street: Warner to Saint Gertrude 526,882 Subtotal Street Reconstruction/Resurfacing 6,996,955 TOTAL ARTERIAL IMPROVEMENTS 25,881,582 III. TRAFFIC IMPROVEMENTS Traffic Improvements Citywide Speed Limit Study 100,000 Railroad Grade Crossing Safety Enhancement and Quite Zone Improvement Projects 789,845 Traffic Management Plans 30,000 Traffic Signal Equipment Replacement 70,000 Traffic Signal System Upgrade, Phase I - IV 1,190,000 Subtotal Traffic Improvements 2,179,845 TOTAL TRAFFIC IMPROVEMENTS 2,179,845 CITY OF SANTA ANA CAPITAL IMPROVEMENT PROGRAM (CIP) FY 10 -11 CIP PROJECTS BY CATEGORY PROJECTS TOTAL IV. INFRASTRUCTURE IMPROVEMENTS Sewer Sewer Main Hot Spot Repairs and Main Replacements 1,900,000 Sewer Main Relining /Rehabilitation 500,000 Subtotal Sewer Water 2,400,000 Water Main Replacements 4,700,000 Subtotal Water TOTAL INFRASTRUCTURE IMPROVEMENTS V. CITY FACILITY IMPROVEMENTS City Facility Improvements 4,700,000 7,100,000 Santa Ana Public Facilities Renovation 2,576,630 Santa Ana Regional Transportation Center Improvements 100,000 Subtotal City Facility Improvements VI. PARK FACILITY IMPROVEMENTS Park Facility Improvements /Renovation 2,676,630 17th Street Triangle Trail Access Site 42,615 Adams Park Parking Lot Reconstruction 75,000 Birch Park Improvements 61,385 Campesino Park Parking Lot Reconstruction 65,000 Centennial Park Restroom Roof Reconstruction 110,000 Edna Park Trailside Rest Area 42,615 El Salvador Park Parking Lot Reconstruction 90,000 Fisher Park Butterfly & Bird Habitat 150,000 Golden Loop Bike Trail Rehabilitation Project 357,600 Madison Park Concrete Walkway Reconstruction 186,000 Memorial Park Sports Court & Walkway Renovation 100,000 Rosita Park Parking Lot Reconstruction 50,000 Sandpointe Park Concrete Walkway Replacement - Phase 1 130,000 Santa Ana Stadium Synthetic Turf Upgrade 150,000 Santa Ana Zoo - Amazon's Edge Filtration System 50,000 Southwest Senior Center & Corbin Center Parking Lot Reconstruction 180,000 Subtotal Park Improvements /Renovation 1,840,215 TOTAL PARK FACILITY IMPROVEMENTS 1.840.215 GRAND TOTAL 51,909,439 CITY OF SANTA ANA SEVEN -YEAR CAPITAL IMPROVEMENT PROGRAM FY 10 -11 THROUGH FY 16 -17 PROJECTS FY 10 -11 FY 11 -12 FY 12 -13 FY 13 -14 FY 14 -15 FY 15 -16 FY 16 -17 TOTAL Water 4,700,000 3,500,000 4,000,000 4,500,000 5,000,000 5,500,000 6,000,000 L NEIGHBORHOOD IMPROVEMENTS Total Infrastructure Improvements 7,100,000 6,400,000 7,400,000 8,400,000 9,400,000 109400,000 10,900,000 Neighborhood Street Improvements 11,981,167 1,294,000 1,408,700 1,408,700 1,408,700 1,524,000 1,524,000 20,549,267 Curb, Gutter, Sidewalk Improvements 250,000 250,000 250,000 250,000 250,000 250,000 250,000 1,750,000 Total Neighborhood Improvements 12,231,167 1,544,000 1,658,700 1,658,700 1,658,700 1,774,000 1,774,000 22,299,267 IL ARTERIAL IMPROVEMENTS VI. PARK IMPROVEMENTS Arterial Widening 18,884,627 38,365,000 34,365,000 37,665,000 9,465,000 165,000 165,000 139,074,627 Street Reconstruction/Resurfacing 6,996,955 1,869,437 5,063,000 5,268,000 5,553,000 5,636,000 5,848,000 36,234,392 Total Arterial Improvements 25,881,582 40,234,437 39,428,000 42,933,000 15,018,000 5,801,000 6,013,000 175,309,019 HI. TRAFFIC IMPROVEMENTS Traffic Improvements 2,179,845 580,000 290,000 290,000 300,000 400,000 310,000 4,349,845 Total Traffic Improvements 2,179,845 580,000 290,000 290,000 300,000 400,000 310,000 4,349,845 IV. INFRASTRUCTURE IMPROVEMENTS Sewer 2,400,000 2,900,000 3,400,000 3,900,000 4,400,000 4,900,000 4,900,000 26,800,000 Water 4,700,000 3,500,000 4,000,000 4,500,000 5,000,000 5,500,000 6,000,000 33,200,000 Total Infrastructure Improvements 7,100,000 6,400,000 7,400,000 8,400,000 9,400,000 109400,000 10,900,000 60,000,000 V. CITY FACILITY IMPROVEMENTS Facility Improvements 2,676,630 0 0 0 0 0 0 2,676,630 Total City Facility Improvements 2,676,630 0 0 0 0 0 0 2,676,630 VI. PARK IMPROVEMENTS Park Improvements/Renovation 1,840,215 0 0 0 0 0 0 1,840,215 Total Park Improvements 1,8409215 0 0 0 0 0 0 1,840,215 GRAND TOTAL 51,9099439 48,758,437 489776,700 53,281,700 26,3769700 18,375,000 18,997,000 266,474,976