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HomeMy WebLinkAboutCorrespondence - Item 25 Zuniga, Diana From: Jorge Rivera < Sent: Wednesday, May 28, 2025 10:11 PM To: eComment Cc: Vazquez, Benjamin; Lopez, Jessie; Hernandez, Johnathan Subject: Public Comment on Agenda Item 25 — Executive Management Raises Attention: This email originated from outside of City of Santa Ana.Use caution when opening attachments or links. Dear Mayor and City Councilmembers, I am writing as a concerned resident regarding Item 25 on the agenda. I previously commented when the City Manager received a raise, one that 1, along with many in the community, felt was not merited. Since then, I've seen little evidence of meaningful progress under this leadership. While the Mayor continues to highlight supposed achievements, many residents, myself included, are witnessing troubling trends: a rise in violent crime, including gang-related incidents and stabbings at our high schools. These are not signs of effective city management. Now, with Item 25, we are being asked to approve raises for the City Manager's executive management team. Why?They have no track record. It would seem the smart thing to do would be to give them a year and see how they do before you throw more money at them. How many other people get raises before they prove themselves?The Deputy City Manager, for example, often appears disengaged during council sessions. This is deeply alarming. Watching council meetings, it is apparent how the City Manager often leaves his staff vulnerable to public and Council scrutiny without stepping in to support them. A strong leader stands by their team, weak leaders blame their team. Additionally, the justification for these raises is unclear. We see high-level positions with compensation exceeding $200,000 per year while employees who directly serve our residents have yet to be brought to the bargaining table. Prioritizing raises for the highest-paid employees before addressing the needs of those who actually do the work sends a troubling message about the city's values and priorities. It is also becoming increasingly clear to residents that the City Manager's allegiance appears more to the Mayor and Councilman Becerra than to the city as a whole. While Councilwoman Lopez raises valid concerns and ask pointed questions, others seem uncritically supportive. This imbalance fosters a perception of favoritism and undermines public trust. Leadership should be measured not just by internal loyalty or polished presentations, but by transparency, accountability, and tangible improvements in our community. Unfortunately, many residents feel those qualities are lacking in our current city leadership. Thank you for the opportunity to provide comment. I hope you consider the broader implications of these decisions and listen to the concerns of the community you were elected to represent. Sincerely, Jorge Rivera i Zuniga, Diana From: Jackie Angel Investor < Sent: Monday, June 02, 2025 11:23 AM To: eComment Cc: Vazquez, Benjamin Subject: Santa Ana's proposed $778 million budget for 2025-26 is up for review Attention: This email originated from outside of City of Santa Ana.Use caution when opening attachments or links. Santa Ana's proposed $778 million budget for 2025-26 is up for review The city's general fund the main pot of money that pays for everyday services is expected to bring in $413.8 million in revenue for the fiscal year. https://www.ocregister.com/2025/06/02/santa-anas-proposed-778-million-budget-for-2025-25-is-up-for- review/amp/ Man found fatally shot in Santa Ana https://ktla.com/news/local-news/investigation-underway-after-man-found-shot-to-death-behind-o-c-liduor- store/amp/ Santa Ana Mayor Valerie Amezcua is asking OC leaders to help pay for local crossing guards after they allocated funds to Orange. In Santa Ana, the city is phasing out its paid crossing guard program and transitioning to a volunteer-based model. This transition is due to a dispute between the city council and the Santa Ana Unified School District over funding. While paid crossing guards will be maintained through at least 2026, with an expansion to eight charter schools, the city is working on developing a volunteer program. https://voiceo foc.org/2023/07/can-thousands-of-santa-ana-school-kids-rely-on-volunteer-cross ing- guards/#:—:text=Santa%20Ana%20school%20kids%20walking,It%20adds: 1 1 City of Santa Ana "Special Tax" Report 4 Retail Adult-Use Cannabis 1 Marijuana pipe dream turned into another bureaucratic nightmare Expenditures Report 5 City Attorney $ 491 33 6 Finance & Mgmt $116,999 7 Library $8795135 8 Parks & Ree S7,542,780 9 Police Dept S2,885,060 10 Planning & Bldg $9301081 II Expense $12,603,424 12 �- 13 COMMERCIAL CANNABIS REVENUE SUMMARY 14 FY 20 -2024 15 Adult-Use Retail $13,4641904 16 Cultivation $9 ,218 17 Distribution S1 ,0455213 Is Manufacturing $ 73,485 19 Medical Retail Q Shared Manufacturing $01089 27 Testing Facility $6, 35 22 Income $1115,7118,245 z 1 City of Santa Ana Perking Revenue enue - Structures and Meters 3 Parking Facilities Revenue and Expenditures 4 City of Santa Ana Fiscal Year 7/2023-6/2024 Broadway Structure GONE* 6 Spurgeon Structure S497.,551 .71 7 Eiireln StructureS509.,422.22 Main Structure S286,776.69 9 Total Revenue $1 , 9 ,7 0.6 10 11 Total Expenditures $1 a 818, 0 0. 4 12 Yearly Difference !- -' , 0.0 -$ 4.8c 1 14 City of Santa Ana Fiscal Year 7/20 - /2024 15 Parking deters Revenue $1 ,6479 07.61 16 Parking Meters Expenditure $1 ,844,562.71 17 Diff. Tot., 18 Yearly Difference +1- -$1 7,0 .1 $ 1119 19 0 *Broadway Parking Structure was sold during fiscal year 2022, 1 3 A B Santa Anal Proposed Budget 2 F ' 224-202 3 4 Department Proposed ' 5 City Manager 3,963,160 City Council 19043,9701 7 General Non-Departmental '19 ,720 Transfers for Projects 179999,970 City Clerk 19934,570 10 City 1 ttorney 49500,350 11 Human Resources 49393,370 12 Finance 139268, 160 13 Library 79916,230 14 Bowers Musuem 19715,320 15 Parks & Recs 1 ,0 3,960 .1 16 Police 1629545,030 . 17 Fire & Emergency Medical 579837,370 18 Planning & Building 189731 ,2 19 Public works 519968,800 0 Community Development 49327,760 1 Pension Liability 36,6449110 22 Total General Fund 406977 ,060 2 4 From: Monisha Parker To: eComment Subject: Good afternoon Date: Monday,June 02,2025 1:18:01 PM Attention:This email originated from outside of City of Santa Ana.Use caution when opening attachments or links. Revenues - $413.79M Expenditures - $424.23M Total Deficit- $-10,440 General Fund Revenues - $413.79M 'Other GF Revenue,549.53M, 12% Sales Tax{Bradley Burns), 559.91M,15% Jaii Revenue, $10.85M,3% Franchise Fees, $13.60M,3% Charges for Service,Licenses& PermJts,$31.16M,8% _Sales Tax)Measure X), $83.95M,20% Cannabis Tax,$I2.65M,3% Business Tas,$17.50M,4%..' Hotel Vistor's Tax,$9.50M,2%�' Sn ility Users'Tax.$29.25M,7% Property Tax and In Lieu of VLF, $95.88M,23% 'Other GF Revenue: Fines,Intergovernmental,Investment Earnings,&Misce0oneous Income T TABLE OF CONTENTS General Fund Expenditures - $424.23M Uhrary,$&55M,2% 'Other,$23.77M,6% Pension Liability Payment, $42.45M,10% Police Public Works, - _ Department, 558.14M, $161.56M,38% Fire&Emergency Medical.= Services,$61.26M,14IV Planning&Building, $17.81M,4% Parks,Rec.&Communit - Service,$15.251 4% **Administration, $30.44M,7% 'Other:Cannabis Set-Aside,Debt Service Payments,Museum Building Maintenance,Subsidies for Internal Service Funds,Enterprise Fund,&Project Transfers —Administration:Includes City Council,City Manager,City Attorney,City Clerk,Finance,and Human Resources E TABLE OF CONTENTS Explaining the revenue and expenditures for the budget years 2025-2026 and 2026-2027 for the City of Santa Ana,California requi res a structured approach.Here's how you could present the information: 1.Overview of the Budget Process Importance of Budgeting:Explain that budgeting is a critical process fnr cities as it outlines planned revenues and expenditures,ensuring that funds are allocated to various services and prt>jects. Fiscal Responsibility Emphasize the importance of maintaining a balanced budget and the need for fiscal responsibility to sustain city servioes and infrastructure. 2.Projected Revenues Sources of Revenue:©utli ne the main sources of revenue for Santa Ana,which typically include: Taxes:Property taxes,sales taxes,business taxes,and transient occupancy taxes. Fees and Charges:Service fees from vardous city departments(e.g.,permits,recreation services). Grants and Siate/Federal Funding:Funds received for specific projects or for operational support. Fines and Penalties:Revenue from code enforcement and Bather regulatory fines. Growth Trends:Briefly discuss any expected changes in these revenue sources due to economic conditions,housing developments,or changes in state law that may impact funding. 3.Projected Expenditures Key Areas of Spend ng:identify the major expenditure categories,such as: Public Safety:Funding for police,fire services,and emergency response. Public Works:tnfrastructure maintenance,mad repairs,and construction projects. Parks and Recreation:Funding for community parks,recreation centers,and programs. Social Services:Budget allocated for services supporting community welfare,housing,and health initiatives. Administration:General city operations,personnel costs,and other administrafive expenses. Debt Service:Payments on any existing municipal bonds or loans. Incremental Changes:Discuss any significant changes in expenditures expected over the two years,such as increased costs for labor,capital projects,or new initiatives. 4.Budget Highlights and Challenges Priorifies for Investment:Highlight specific projects or initiatives that the city plans to invest in, such as public safety enhancements,affordable housing,economic development,or sustainability,initiatives. Economic Challenges:Discuss any challenges the city might face,such as fluctuations in the economy affecting revenue(e.g.,sales taxes during economic downturns)and increased demand for services. 5.Public Engagement and Transparency Community Involvement:Emphasize the importance of public input in the budgefing process and any planned community meetings or feedback opportunities. Transparency Measures:Highlight efforts to make the budget process transparent,such as publishing the budget online,providing summaries,or hawing budget workshops for cifizensto attend. 6.Conclusion Looking Ahead:Briefly touch on the long-term financial outlook for Santa Ana and how the city plans to adapt its budget in response to changing needs and priorities. Call to Action:Encourage residents to participate in the budget review process and provide feedback on community spending priorities. Additional Considerations • Use charts and graphs to visually represent revenue sources and expenditures to make the information more digestible. • Ensure that you provide context for numbers,such as comparisons to previous budget years or percentages to illustrate changes, This structured explanation will provide a comprehensive overview of the anticipated revenue and expenditures for the City of Santa Ana's budgets for 2025-2026 and 2026-2027,while also encouraging community engagement and transparency. Strengthening and reducing expenditures in various departments such as Public Safety,Public Works, Parks and Recreation,Social Services,Administration,and Debt Service for the City of Santa Ana, California,requires a strategic approach that balances budgetary constraints with the need for effective public service.Here are some strategies that could be considered: 9-Public Safety Community Policing:Implement community policing strategies that empower community members and reduce the need for extensive policing operations,potentially lowering overtime and operational costs. Partnerships:Collaborate wlth non-profit organizations for outreach and crisis intervention,helping to address issues like homelessness or menial health without solely relying on police resources. Technology Investments:Invest in technology(e,g.,body cameras,data analytics)that can enhance efficiency,accountability,and effectiveness,potentially reducing the number of lawsuits which can incur costs. 2.Public Works Preventive Maintenance:Shift focus from reactive maintenance to preventive maintenance to extend the fife of infrastructure and reduce long-term costs. PLblio-Private Partnerships:Explore public-private partnerships(PPPs)for certain projects or services, which can lead to cost-sharing and efficiency improvements. Funding Opportunities:Actively seek grants and federallstate funding for public works projects,reducing reliance on city funds. Leverage Technology:Utilize smart city technologies for traffic management and resource allocation which can optimize city operations and reduce costs. 3.Parks and Recreation Volunteer Programs:Enhance volunteer programs for park maintenance and community engagement, reducing expenditures on labor while fostering community involvement. Department Collaboration:Combine forces with other departments for joint programming or events, sharing costs while serving multiple community needs. User Fees:Adjust usar fees for facilities and programs so that they contribute more evenly to their operational costs without discouraging access. Sponsorships and Grants:Seek sponsorships from local businesses and apply for state and federal grants specifically aimed at enhancing community parks and recreational services. 4.Social services Needs Assessment:Conduct a comprehensive needs assessment to determine the most effective services for residents and allocate resources accordingly to avoid overlap and redundancy. Leveraging Non-Profits:Partner with local non-profits to provide services more efficiently,potentially reducing costs while enhancing service delivery. Digital Access:Use online platforms for social services applications and resources to reduce administrative overhead and improve service delivery afficiency. S-Administration Process Improvement:Implement Lean Six Sigma or other process improvement methodologies to streamline operations,reduce wasted resources,and enhance service delivery across departments. Shared Services:Explore shared services with nearby municipalities to lower administrative costs while maintaining service levels. Training and Development:Invest in staff training to enhance efficiency,and effectiveness,ultimately aiming to reduce turnover and associated hiring costs. 6-Debt Service Refinancing:Assess current debt obligations and consider refinancing for better rates;this can provide significant long-term savings. Debt Prioritization:Review and prioritize debt obligations,parlicularly those that do not provide direct services,to find opportunities for reduction or consolidation. Creating a Debt Management Policy:Establish clear policies that limit future borrowing,ensuring that debt levels remain manageable and sustainable. Long-Term Financial Planning:Develop and maintain a long-term financial plan that includes debt reduction strategies and identifies sustainable funding sources for ongoing services. General Strategies Budgeting Practices:Implement zero-based budgeting approaches where departments mustjustify all expenditures,encouraging cost-efficient practices. Citizen Engagement:Engage residents in budget discussions to ascertain priorities,which may lead to more effective allocation of resources that enrich community engagement and buy-in. Data-Driven Decisions:Use data anslytics to inform decision-making,identifying areas of waste and opportunities for efficiency gains in every department. Grant Writing and Fundraising:Actively pursue grant opportunities and engage in fundraising activities to support various departments without burdening the general fund. Performance Metrics:Develop performance metrics to regularly assess the effectiveness and efficiency of programs,allowing for timely adjustments and accountability. By integrating these strategies,the City of Santa Ana can enhance its operations while reducing costs in critical areas,ultimately leading to a more sustainable financial future and improved service to its residents. The term"Homeless Industrial Complex"is a critical and often pejorative phrase used to describe the network of government agencies, non-profit organizations, service providers, and other entities that are involved in addressing homelessness.The term suggests that these organizations and systems may have a vested interest in maintaining the status quo of homelessness rather than effectively solving the problem, due to the funding,jobs, and institutional structures that depend on the existence of homelessness. Key aspects of the"Homeless Industrial Complex"critique include: 1. Bureaucracy and Inefficiency: Critics argue that the complex web of organizations and regulations can lead to inefficiencies,where a significant portion of resources is spent on administrative costs rather than directly helping those in need. 2. Dependency: There is a concern that the system may create dependency rather than empowerment,with homeless individuals becoming reliant on services without a clear path to self-sufficiency. 3. Lack of Accountability:The complexity and fragmentation of services can make it difficult to hold organizations accountable for outcomes, leading to a lack of transparency and measurable progress. 4. Funding and Incentives: The flow of funding to these organizations can create perverse incentives,where the focus shifts from solving homelessness to sustaining the organizations themselves.This can lead to a focus on short-term fixes rather than long- term solutions. 5.Systemic Issues:The critique often points to broader systemic issues such as lack of affordable housing, mental health services,and economic inequality,which are not adequately addressed by the current system. The term is often used by activists,scholars,and critics who advocate for more radical or systemic changes to address homelessness,such as increasing the supply of affordable housing, implementing universal basic income, or reforming mental health and addiction services.They argue that without addressing these root causes,the "Homeless Industrial Complex"will continue to perpetuate the problem rather than solve it_ Ending homelessness is a complex challenge,but the approaches taken by countries like Finland,Norway,Ireland, and Japan provide valuable insights.Here's a framework to adapt these models to SantaAna,California,based on their successful elements: 1.Adopt a"Housing First"Approach Finland's Model • Emphasize the importance of providing immediate access to permanent housing without preconditions like sobriety or employment. • develop an aggressive strategy to provide affordable housing units,potenti ally using vacant properties and encouraging newdevelopments. Implementation Steps for Santa Ana • Partner with local developers and nonprofits to create more affordable housing units. • Leverage state and local funding,along with private donations,to subsidize housing projects for the homeless. 2.Comprehensive Support Services Norway and Ireland's Approach • Provide comprehensive support services that include mental health care,addiction treatment,job training, and social services integrated into housing solutions. • Use a case management model to connect individuals to these resources. Implementation Steps for Santa Ana • Establish a central hub for services where homeless individuals can easily access housing,healthcare,and employment services. • Collaborate with local health organizations,mental health providers,and workforce development programs to create a seamless service delivery system. 3.Prevention and Early Intervention Lessons from Japan • Focus on preventing horrelessness through early intervention programs aimed at at-risk populations, including families and i ndividual s facing eviction. Implementation Steps for Santa Ana • Implement programs to assist those threatened with eviction or who are in precarious housing situations. • Create an emergency fund or provide rental assistance to help people stay in their homes during Crises. d.Data-Driven Policies and Coordination All Models ■ Use data to track homelessness trends,service needs,and effectiveness of programs.Coordination among various agencies and organizations is essential to avoid duplication of efforts and to maximize resources. Implementation Steps for Santa Ana ■ develop a centralized,database-driven approach to track homelessness and the effectiveness of interventions. • Foster partnerships between city agencies,nonprofits,and the community to ensure program transparency and accountability. S.Community Engagement and Education All Models • Engage the community to build understanding and support for homeless initiatives,addressing misconceptions and stigma associated with homelessness. Implementation Steps for Santa Ana • Launch public awareness campaigns to educate the corrvnunity about homelessness,its causes.and the necessary support systems. • Involve local businesses and residents in volunteer programs or initiatives that support homeless individuals, fostering a sense of community involvement. 6.Sustainable Fundinq Models All Models ■ Explore diverse funding sources including federal/state grants,private investments,and social impact bonds. Implementation Steps for Santa Ana ■ Research and apply for grants specifically aimed at homelessness and affordable housing. • Explore partnerships with local businesses for corporate sponsorships and contributions. 7.Rol icy Advocacy All Models • Advocate for policies at state and federal levels that support funding for affordable housing,mental health services,and addiction recovery,as well as zoning laws that facilitate the creation of more housing. Implementation Steps for Santa Ana • Encourage local government and advocacy groups to lobby for policies that create more affordable housing options and improve services for the homeless population. Conclusion Implementing a comprehensive plan to end homelessness in Santa.Ana using these models requires collaboration, innovation,and a comrntment to prioritize housing as a fundamental right.By tailoring the successful strategies of Finland,Norway,Ireland,and Japan,SantaAna can create a more supportive environment for its homeless population,ensure that they have access to necessary services,and eventually reduce and eliminate homelessness.