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HomeMy WebLinkAboutItem 21 - Early Direction for the Fiscal Year 2026-27 Budget Finance and Management Services www.santa-ana.org/finance Item # 21 City of Santa Ana 20 Civic Center Plaza, Santa Ana, CA 92701 Staff Report April 7, 2026 TOPIC: Early Direction for the Fiscal Year 2026-27 Budget AGENDA TITLE Early Direction for the Fiscal Year 2026-27 Budget RECOMMENDED ACTION Provide direction to staff for the preparation of the proposed FY 2026–27 budget. GOVERNMENT CODE §84308 APPLIES: No EXECUTIVE SUMMARY The City’s General Fund is estimated to face a structural deficit of approximately $19 million before adjustments in FY 2026-27, driven by rising personnel costs, pension obligations, contractual commitments, and continued expenditure growth outpacing trends in recurring revenue. While the City remains financially stable in the current fiscal year, corrective action will be necessary to maintain long-term fiscal sustainability. As part of the FY 2026-27 budget development process, City Management is actively working with department directors to evaluate operations and identify opportunities to eliminate duplicative, outdated, or inefficient service delivery models. This review includes an assessment of discretionary programs, ongoing General Fund subsidies, internal service structures, and cost recovery practices to ensure that resources are aligned with core priorities. Staff is presenting this Early Direction report to provide the City Council with an opportunity to review potential strategies, including expenditure reductions and revenue enhancements, prior to development of the Proposed Budget. The objective is to ensure recurring expenditures are supported by recurring revenues while maintaining essential services and protecting the City’s long-term financial position. DISCUSSION This Early Direction agenda item marks the start of the City Council’s deliberations for the upcoming FY 2026–27 budget. The report has two purposes: to provide information relevant to the FY 2026–27 budget and future fiscal years, and to request direction from Early Direction for the Fiscal Year 2026-27 Budget April 7, 2026 Page 2 5 6 9 0 the City Council. City Council is scheduled to review the proposed budget in May, followed by a public hearing in June. Community Engagement City staff presented the FY 2026–27 Budget Calendar and Community Engagement Plan to City Council on December 5, 2025. Community engagement activities began in January 2026. These initial efforts marked the start of a broader outreach process designed to provide residents with multiple opportunities to learn about the budget and share input on spending priorities. Engagement activities will continue throughout early 2026 through Listening Tour visits in each City Council ward, where City staff will meet with residents to discuss the budget and hear their priorities for FY 2026–27. These visits will take place at neighborhood association meetings and community events across the City. Feedback gathered through these discussions, along with responses from the City’s year-round budget priorities survey available on the Budget Office website, will be summarized and shared with the City Council during scheduled budget workshops. Budget Process The City Manager’s Office and Finance and Management Services Agency have conducted internal budget meetings with departments to review budget requests and staff priorities. After reviewing these requests alongside City Council priorities identified during the Early Direction discussion and community input gathered through the budget outreach process, Finance will work with the City Manager’s Office to develop a proposed budget for City Council consideration in May. General Fund While the current FY 2025-26 General Fund budget is balanced, the City’s Ten-Year Outlook projected a potential deficit of approximately $8.5 million in FY 2026-27, indicating that expenditures were expected to outpace revenues in future years. During the City Council Goal Setting meeting on January 23, 2026, staff provided an updated early look at the FY 2026-27 budget reflecting new information and updated assumptions. Since the prior outlook was presented, additional cost pressures have emerged, including higher labor costs, updated CalPERS actuarial information, and revised revenue estimates. Based on updated information, the FY 2026-27 deficit could be as much as $19.0 million. The budget is still under development and this estimate will likely change as revenue estimates and expenditure costs are finalized. General Fund Ten-Year Outlook Assumptions The General Fund Ten-Year Outlook has been updated to reflect the latest available information. The following assumptions were used: Only recurring revenues and spending were included. Early Direction for the Fiscal Year 2026-27 Budget April 7, 2026 Page 3 5 6 9 0 Property Tax estimates from consultant for FY 2026-27 through FY 2030-31, 3.1% increase thereafter; Sales Tax estimates from consultant for FY 2026–27 through FY 2027–28, with 3.1% growth thereafter; prior forecast of 2.9% revised to 1.9% for FY 2026-27 in the updated outlook based on recent taxable sales figures; Inflation factor for all other revenues: increase of the Consumer Price Index (CPI), as forecasted by the California Department of Finance, at 3.1% beginning in FY 2026-27 and thereafter; Labor cost assumptions have been updated to reflect recently approved Memoranda of Understanding (MOUs). The prior outlook assumed increases of 2.5% for FY 2025-26 and 2.6% for FY 2026-27, which were based on projected CPI growth at the time. The approved MOUs provide for increases of 5% in FY 2025-26 and 4% in FY 2026-27; Employees at the top of their salary range: negotiated increases per approved MOU; 3.1% CPI assumed in years beyond current agreements; Employees below the top of their salary range: Negotiated increases per approved MOU plus 5% merit-step increases; 3.1% CPI assumed in years beyond the current agreement; Orange County Fire Authority contract increase of 3.0% in FY26-27 based on an early estimate from the Authority, and 4.5% annually thereafter; Contribution to OC Streetcar operations updated to as much as $2.0 million annually based on revised estimates from OCTA (prior outlook assumed $1.0 million); Debt retirements (800Mhz, Appellate Court Garage, and Animal Shelter) totaling $1.4 million in FY26-27, and a total of $1.5 million thereafter; Employee pension unfunded liability contributions updated based on CalPERS actuarial information received in August 2025, resulting in an additional $2.2 million in required contributions in FY 2026-27 compared to the prior outlook; Contributions to, and uses of, the Pension Stabilization Account have been included to smooth the pension debt fluctuations in future years; and Inflation Factor for all other spending. The Outlook does not include additional tax revenue from the Related Bristol development or the Village Santa Ana development. The following estimates were provided when the projects were approved. Early Direction for the Fiscal Year 2026-27 Budget April 7, 2026 Page 4 5 6 9 0 For the City to realize revenue from the Related Bristol development in 2036, construction would have had to begin in January 2026. The Outlook’s graphical results show that expenditures continue to outpace revenues. Beginning in FY 2026-27, this imbalance results in an estimated deficit and, absent structural adjustments, is expected to persist. When the Measure X rate decreases in 2029, the deficit is expected to widen further, increasing long-term fiscal pressure on the General Fund. Recommendations from the Measure X Oversight Committee Normally, this report would include budget recommendations from the Measure X Citizens Oversight Committee. Due to a lack of a quorum precipitated by three (3) vacant seats, the Committee’s December and March meetings were canceled, and the Committee has been unable to meet and develop recommendations. Balancing Strategies Staff intends to propose a balanced budget for City Council consideration. To facilitate discussion, staff has identified potential strategies, including expenditure adjustments and revenue enhancements, to ensure recurring expenditures align with recurring revenues. Early Direction for the Fiscal Year 2026-27 Budget April 7, 2026 Page 5 5 6 9 0 Expenditure Considerations Exhibit 1 provides a department-by-department breakdown of activities and programs categorized by spending priority, as defined below: Must-Have – Mandates required by law, Memoranda of Understanding (MOUs), bond covenants, public safety obligations, and land use regulations. Examples include records management, procurement compliance, and debt payments. Should-Have – Core services that protect City resources and minimize liability exposure. Examples include street and sidewalk maintenance and essential software services. Nice-to-Have – Programs and services that are not legally required but enhance quality of life. Examples include newsletters, mentoring programs, recreation and library programming, and City events. These spending categories are intended to support policy discussion by helping the City Council evaluate service levels and identify potential expenditure adjustments. If the City Council is interested in further evaluating any of the categories or specific programs, staff can conduct a more detailed review and provide an estimate of the fiscal impact of potential adjustments. As requested by City Council on March 17, 2026, during the Polling Results agenda item, a presentation of the detailed Measure X spending plan is attached to this report (see Exhibit 3). Staff has separated out the items in the spending plan that cannot be modified to balance the budget (e.g. Orange County Fire Authority contract increases, structural budget deficit that existed prior to the passage of Measure X, etc.). Credit Card Processing Fee Before February 2012, the City charged a flat $3.54 credit card processing fee per transaction to offset merchant service costs. The fee was removed to simplify transactions and encourage the use of online payment services. Since then, merchant service fees for credit card transactions have been absorbed by the General Fund. Over the past decade, credit card and online payments have increased significantly. As a result, merchant processing fees now constitute an ongoing operating expense for the City. Staff has evaluated reinstating a credit card processing fee as a cost-recovery measure. Based on current merchant costs, a 2.50% per-transaction fee is recommended. The proposed rate is designed to recover merchant processing costs associated with credit card transactions and would not exceed the City’s actual cost of service. This action is consistent with public entities outlined in Exhibit 2 and private sector businesses. If implemented, establishing the new processing fee is estimated to reduce General Fund expenditures by approximately $320,000 annually, based on current transaction volumes. The City currently maintains a $5,000 credit card transaction limit, established to manage processing costs while the General Fund absorbs merchant fees. If a processing fee is Early Direction for the Fiscal Year 2026-27 Budget April 7, 2026 Page 6 5 6 9 0 reinstated, staff would remove this administrative limit to provide greater flexibility for customers. Several neighboring cities charge a credit card convenience fee to offset merchant processing costs. A comparison of selected jurisdictions and their fee structures is included as Exhibit 2. Staff seeks City Council guidance on whether to add a 2.50% credit card processing fee to the Miscellaneous Fee Schedule. For reference, the estimated cost to a customer is typically $3.51 for typical transactions, although it varies with transaction value. Technology Fee Evaluation The City anticipates launching its new permitting and licensing system, Accela, in June 2026. This system is expected to enhance service delivery by improving processing times, increasing transparency, and providing a more user-friendly online experience for residents and businesses. As the system becomes operational, staff will continue to assess the full scope of ongoing costs associated with maintaining and supporting the enhanced technology to customers. These costs may include permitting and plan review software, online customer portals, electronic plan review platforms, GIS integration, hardware, cybersecurity measures, and system maintenance and support. At a future date, once sufficient operational data is available, staff may return to Council to discuss potential cost recovery options, which could include a technology fee. Any such fee would be evaluated for compliance with applicable state law and would not exceed the reasonable cost of providing the associated services. This item is provided for informational purposes only, and no Council action is requested at this time. One-Time General Fund Spending As reported in the Mid-Year Update on March 3, 2026, the estimated spendable fund balance for one-time expenditures in the General Fund is $11,617,075. The following are potential options for utilizing this one-time funding and are presented for City Council discussion. Staff will return with formal recommendations for Council consideration in the Proposed Budget. The recommendations for the one-time resource is summarized in the following table. Use Amount Workers Compensation Fund Balance addition $2.5 million General Liability Fund Balance addition $1.7 million Pension Stabilization Fund contribution $1.5 million Street Sweeping Interim Subsidy $0.9 million Early Direction for the Fiscal Year 2026-27 Budget April 7, 2026 Page 7 5 6 9 0 High-Priority One-Time Projects $2.0 million Remainder available for direction during May budget workshops $3.0 million Total One-Time Money Recommendations $11.6 million To address unforeseen needs and emerging priorities of aging infrastructure, staff recommends setting aside $2.0 million for high-priority projects that may arise throughout the fiscal year. This may include critical repairs and improvements to City-owned facilities, such as the Bowers Museum, Eddie West Field Stadium, the Santa Ana Jail, community centers, and fire stations. Of this amount, staff recommends allocating $1.0 million to the Public Works Agency to support facility-related needs and $1.0 million to the Non-Departmental budget to provide the City Council with flexibility to address time-sensitive priorities that may arise during the fiscal year. Workers’ Compensation Fund As previously reported in the August 5, 2025 staff report on the Citywide Insurance Program, actuarial valuations show that the Workers’ Compensation Fund reserves remain below the City’s target reserve level of 80% of actuarially determined liabilities. As of June 30, 2026, the actuarial present value of Workers’ Compensation liabilities is approximately $44.8 million. The City’s target reserve level is approximately $35.8 million, while the projected ending fund balance of $19.8 million reflects a reserve shortfall of approximately $16.0 million relative to the City’s policy target. In addition, as discussed in the March 3, 2026, Mid-Year Budget Report, the Fund continues to face elevated claim-related costs, including wage continuation, medical treatment, and legal expenses. Estimated benefit payments for the current fiscal year total approximately $9.7 million, yet only $5.9 was originally budgeted. To help replenish fund reserves and support long-term stability, staff recommends a one- time General Fund transfer of $2.5 million to the Workers’ Compensation Fund. This transfer would improve the Fund’s reserve position while Human Resources continues implementing operational improvements to manage claims activity and reduce future costs. Human Resources, in coordination with the City’s third-party claims administrator AdminSure, City departments, and the City Attorney’s Office, continues to focus on claim- reduction strategies, training initiatives, and enhanced oversight of treatment and return- to-work practices. These efforts are expected to mitigate long-term cost escalation and improve the Workers’ Compensation Fund’s overall financial position. General Liability Fund As previously reported in the August 5, 2025, staff report regarding the Citywide Insurance Program, actuarial valuations indicate that General Liability Fund reserves Early Direction for the Fiscal Year 2026-27 Budget April 7, 2026 Page 8 5 6 9 0 remain below the City’s target reserve level of 80% of actuarially determined liabilities. As of June 30, 2026, the actuarial present value of General Liability claims is approximately $18.6 million. The City’s target reserve level is approximately $14.9 million. The estimated ending fund balance of $13.2 million reflects a reserve shortfall of approximately $1.7 million relative to the City’s policy target. The General Liability Fund is used to pay claims and legal settlements arising from incidents involving the City. The City currently has various matters in different stages of review and litigation, including recent case developments that may not yet be fully reflected in prior actuarial projections. Maintaining adequate reserves supports the City’s ability to respond to potential claim activity and manage financial exposure. To strengthen the Fund’s reserve position, meet the City’s target-goal, and provide additional capacity for potential claim obligations, staff recommends a one-time General Fund transfer of $1.7 million to the General Liability Fund. Future Pension Costs Set-Aside – Section 115 Trust Since 2021, the City Council has consistently set aside funds in the Section 115 Trust as part of its long-term pension cost management strategy. The Council has approved deposits during each annual budget cycle when financially feasible, including a $1 million allocation in the current fiscal year. As of December 2025, the Section 115 Trust has a balance of approximately $49.8 million. The purpose of the Trust is to help mitigate future volatility in CalPERS-required contributions. CalPERS assumes an annual investment return of 6.8%. When investment performance falls below this assumption, the City’s unfunded liability increases, leading to higher required contributions in future years. Based on CalPERS’s latest projections, the City is expected to require approximately $189.2 million in contributions above the current budget level over the next 10 years. Consistent with the City Council’s adopted “Unfunded Employee Pension Liability Cost Reduction Policy,” staff recommends an additional one-time $1.5 million allocation to the Section 115 Trust for FY 2026-27 and requests City Council concurrence. This proposed deposit would continue the City’s multi-year strategy of proactively setting aside funds to earn investment returns and help offset future pension cost increases. Street Sweeping The Sanitation Fund supports the City’s street-sweeping program, which is provided under contract by Athens Services and billed on a per-curbed-mile basis at a rate of $54.87 per mile (rising to $56.52 per mile on July 1st). Based on current service levels, the City sweeps approximately 45,000 curb miles annually. Residential streets account for approximately 33,300 of those curb miles, representing the majority of total sweeping activity and cost. At current service levels, residential sweeping is estimated to cost approximately $1.8 million annually. Early Direction for the Fiscal Year 2026-27 Budget April 7, 2026 Page 9 5 6 9 0 Based on estimated revenues and contract costs, existing revenues are not sufficient to fully support current service levels on an ongoing basis. Staff is evaluating a range of options to address this gap, including potential adjustments to service frequency, operational efficiencies, and the feasibility of providing some services in-house. This includes exploring whether a portion of non-residential sweeping activities could be brought in-house, subject to operational feasibility, equipment needs, and staffing considerations. Staff is also reviewing whether eligible sweeping costs may, where allowable, be offset in part by restricted transportation-related funding sources, such as gas tax revenues. To maintain current service levels in the near term while these options are further evaluated, staff proposes utilizing approximately $0.9 million in one-time funding to offset the projected shortfall for FY 2026-27. This approach provides additional time to develop and implement a long-term strategy without impacting current service or fee rates. Recurring General Fund Spending As reported in the Mid-Year Update on March 3, 2026, the net recurring amount available to the General Fund was $3,070. Based on updated information, the City now estimates a deficit for FY 2026-27. Staff seeks City Council direction on the following recurring items. City Events The City Events budget for FY 2025-26 includes a recurring allocation of $983,000. This amount excludes Public Safety support costs, which are currently absorbed within existing department operating budgets. As part of the FY 2026-27 budget development process, staff proposes reducing the net General Fund cost of the City Events program. Staff is evaluating a combination of strategies to achieve this reduction, including securing increased sponsorship revenue, implementing or expanding participant and vendor fees where appropriate, and reviewing event scale and cost structures. The intent is to continue hosting key community events while increasing sponsorships and fees to reduce the amount of General Fund support required. A summary of the current FY 2025-26 events and associated budget allocations is provided in the table below. Event FY25-26 Budget Fiestas Patrias $498,000 Chicano Heritage $127,000 Tet/Lunar Festival $80,000 July 4 Celebration $115,000 5K/10K Event $93,000 Early Direction for the Fiscal Year 2026-27 Budget April 7, 2026 Page 10 5 6 9 0 Movies at the Park $30,000 Noche De Altares & Juneteenth $40,000 Total $983,000 Staff is seeking City Council direction and concurrence on this approach, including guidance on which events to prioritize or reconsider during the FY 2026-27 budget development process. Boards, Commissions, and Committees The City currently supports multiple Boards, Commissions, and Committees established through voter-approved measures, state law, and the Santa Ana Municipal Code (SAMC). These bodies provide advisory input to the City Council on a range of policy, regulatory, and community matters. Certain bodies are required by state law or voter-approved measures and cannot be eliminated without changes to those legal requirements. Others are established by ordinance in the SAMC and are discretionary in nature. Removal of a discretionary body would require City Council approval of an Ordinance amending the Municipal Code. The table below identifies each Board, Commission, and Committee, including whether it is legally required, the number of members, and meeting frequency. For this report, the estimated annual stipend cost for each body is also provided. Staff requests City Council direction such as providing additional information for potential consolidation, reduction, or elimination of certain boards and commissions. Early Direction for the Fiscal Year 2026-27 Budget April 7, 2026 Page 11 5 6 9 0 Miscellaneous Fees The City charges fees for services provided to individuals that do not benefit the public at large (e.g., building permits). Per state law, the City cannot charge more than the cost to provide these services. To keep pace with rising costs of doing business, including compensation and service-related expenses, staff recommends adjusting miscellaneous fees each year. Last year, the budget included a 4.76% increase, reflecting higher compensation for employees providing these services (including salary and benefits) and increased service-related costs. The Consumer Price Index for Los Angeles-Long Beach-Anaheim increased by 3.59% for the year ending December 2025. However, personnel costs, which account for a significant share of the cost of providing fee-based services, continue to increase at a rate above the CPI. Most employee bargaining groups have negotiated wage increases of 5% for FY 2025-26 and 4% for FY 2026-27, with SEIU and SEIU PTNCS bargaining groups still in negotiations. Costs for workers' compensation and general liability have risen by 10% and 9%, respectively, and employee pension unfunded liability contributions will increase by 14% for FY 2026-27. Inflationary factors are also driving increases in other service-related costs, such as contract services and operational expenses. Based on this information, an increase of up to 4% is justified to ensure the City remains in compliance with state law. Staff seeks City Council concurrence on a recommended 4% increase in miscellaneous fees for the FY 2026-27 budget. Santa Ana Regional Transportation Center The Santa Ana Regional Transportation Center (SARTC) serves as the City’s primary multimodal transit facility, providing regional rail and bus connections and serving as a gateway to Downtown and the Civic Center area. In addition to transit operations, the facility includes leasable commercial and office space. Since FY 2021-22, the General Fund has provided an annual subsidy of approximately $1.1 million to support facility maintenance, security, utilities, and related operating costs. In FY 2021-22, the City also provided $5.4 million in one-time funding for deferred maintenance improvements to address facility conditions, improve code compliance, and enhance the building’s overall marketability. These improvements were intended to better position the facility to attract tenants and increase long-term revenue potential. Despite these investments, the facility still has significant vacant leasable space. Staff will continue to actively pursue leasing opportunities and explore strategies to increase occupancy, generating additional revenue and improving cost recovery. The anticipated 2026 start of OC Streetcar operations may further enhance regional connectivity and activity around the transportation center, thereby supporting future leasing efforts. The City cannot continue to sustain the full $1.1 million annual General Fund subsidy without raising revenue or reducing service levels in other areas. Accordingly, the Public Works Early Direction for the Fiscal Year 2026-27 Budget April 7, 2026 Page 12 5 6 9 0 Agency will be expected to increase lease revenue and improve cost recovery, thereby reducing reliance on General Fund support. Animal Care Shelter The City of Santa Ana contracts with OC Animal Care, a division of the County of Orange, for animal shelter and related services. The City’s Animal Control Officers, under the authority of the Police Department, respond to calls for service, conduct investigations, and enforce animal-related regulations within City limits. Animals collected by City staff and those brought in by residents are transported to the County-operated shelter. The County’s cost allocation methodology is based on the level of animal shelter services provided to the City during the most recently completed fiscal year, including the number of animals received and the care provided. The total cost of services is reduced by fees collected at the shelter, such as animal licensing fees and owner-paid fees to reclaim their pets, resulting in the City’s annual net cost obligation. The County will use data from the most recent fiscal year to estimate the City’s projected cost for the upcoming year. The City’s annual animal shelter cost consists of two components: (1) operating costs associated with providing shelter and veterinary services, and (2) the City’s allocated share of costs associated with the construction of the County’s new animal shelter facility. A summary of these costs is provided in the table below. Fiscal Year Shelter Operating Costs New Shelter (Debt Service)Total Cost FY 21-22 $1,963,357 $782,467 $2,745,824 FY 22-23 $2,816,711 $776,649 $3,593,360 FY 23-24 $3,221,078 $770,852 $3,991,930 FY 24-25 $3,577,734 $764,999 $4,342,733 FY 25-26 (Estimated)$4,226,507 $755,549 $4,982,056 Since FY 2021-22, shelter operating costs have risen 216% from $1.96 million to an estimated $4.23 million in FY 2025-26. In comparison, General Fund revenue has increased by 7.5% over the same four years. During this period, the City has also contributed its allocated share of the costs to construct the County’s new shelter facility, with FY 2025-26 marking the final year of those payments. Although these construction- related costs will end in FY 2026-27 and are already reflected in the Ten-Year Outlook, shelter operating costs have continued to increase significantly. Given the continued growth in operating costs, staff believes it is appropriate to evaluate the long-term sustainability of the current cost structure. Cities across California are experiencing similar cost pressures related to animal shelter services and have implemented a variety of approaches to manage these expenses, including regional partnerships for shared shelter operations, contracting with nonprofit animal welfare Early Direction for the Fiscal Year 2026-27 Budget April 7, 2026 Page 13 5 6 9 0 organizations for certain services, adjusting cost-sharing methodologies to better reflect service demand, and enhancing licensing compliance to help offset shelter-related costs. Staff will review these practices and assess whether adjustments to the City’s current service delivery or cost structure may improve long-term fiscal sustainability while maintaining appropriate service levels. Internal Service Funds / Enterprise Funds Building Maintenance Operations The City currently accounts for Building Maintenance activities within an Internal Service Fund. Building Maintenance, a division of the Public Works Agency, provides routine maintenance, repairs, and facility support services to City facilities. Costs are allocated to user departments primarily based on square footage and specific service requests. While this structure allows costs to be charged directly to departments, it requires ongoing internal billings between funds, including the General Fund and enterprise funds. To simplify the administrative process and improve internal efficiencies, staff proposes to transition Building Maintenance operations to the General Fund beginning in FY 2026- 27. It is common practice among cities to account for building maintenance within the General Fund, with costs attributable to enterprise and other non-General Fund operations recovered through an established cost allocation methodology. The City’s Indirect Cost Allocation Plan, already in place and applied Citywide, would continue to be used to recover costs from non-General Fund operations using established methodologies, including square footage where appropriate. This change is administrative in nature and is not expected to result in an ongoing net fiscal impact on the General Fund, as costs will continue to be allocated to the appropriate funds. As part of this transition, the remaining spendable fund balance of the Building Maintenance Internal Service Fund, estimated at approximately $930,000, will be transferred to the General Fund. This transfer represents a one-time adjustment associated with the fund closure and is intended to support high-priority repairs to City- owned facilities. Developer Impact Fee Study Update The Public Works Agency is working with a consultant to prepare an updated Developer Impact Fee Study. The study will evaluate existing development impact fees and ensure they appropriately reflect the cost of infrastructure and facility improvements needed to support new development. Developer impact fees are one-time charges on new development that help fund capital improvements required to accommodate growth. In Santa Ana, these fees support infrastructure such as transportation improvements, traffic signal upgrades, street and intersection capacity enhancements, storm drainage facilities, and other public infrastructure necessary to maintain service levels as development occurs. Early Direction for the Fiscal Year 2026-27 Budget April 7, 2026 Page 14 5 6 9 0 Public Works staff will return to the City Council with the study's results and any proposed updates to the fee schedule. ENVIRONMENTAL IMPACT There is no environmental impact associated with this action. FISCAL IMPACT There is no direct fiscal impact at this time. City Council is scheduled to review the proposed budget in May, followed by a public hearing in June. EXHIBIT(S) 1. Programs by Department and Spending Priority 2. Credit Card Processing Fee Comparison 3. Detailed FY 2025-26 Measure X Spending Plan Submitted By: Alexander Trinidad, Executive Director, Finance and Management Services Agency Approved By: Alvaro Nuñez, City Manager PLANNING AND BUILDING Must-Have Should-Have Nice-to-Have •Budget, accounting, and asset management •Records Management •Building inspections •Enforcement of building codes •Fire safety regulations •Permit services •Commercial enforcement •Residential and neighborhood enforcement, rental enforcement •Agency and customer support services •Cannabis regulatory program •Historic preservation program •Housing production analytics and reporting to the State •Compliance with the California Environmental Quality Act (CEQA) •General Plan compliance •Land use permit compliance (e.g., issuance of development permits when required by State law) • Policy, contracts, and grants oversight • Quality of Life Team/Vacant property enforcement • GIS analytics and services •Neighborhood support services (Com-link support) and neighborhood initiatives programs outside of environmental justice efforts prescribed by the General Plan •Major development project webpage content posting and maintenance •Multilingual and translation services •Neighborhood reviews for historically sensitive neighborhoods •Human Resources-related services, such as onboarding/offboarding, salary step memos, recruitment tracking, payroll, leave of absence tracking, etc. •Information desk staffing that is solely funded by the Planning and Building Agency •Records specialist •Providing paper copies of responses to public records requests, e.g. provide online/digital links only. •Eliminate all paper records through implantation of new land management system •Over-the-counter plan checking services EXHIBIT 1 COMMUNITY DEVELOPMENT Must-Have Should-Have Nice-to-Have • Arts and Culture Commission to comply with SAMC and provide recommendations to City Council – SAMC Chapter 2, Article IV, Division 8, Section 2-550 to 2-553 Parking Meters, Parking Lots and Parking Structures to provide parking for older properties and their businesses that were not planned with sufficient parking – (SAMC: Chapter 36, Article VIII – Parking MetersArts and Culture Commission to comply with SAMC and provide recommendations to City Council - SAMC Chapter 2, Article IV, Division 8, Section 2-550 to 2-553 • Economic Development • Homeless Outreach Services • Art Funding - graffiti arts program, artist grant program, arts & culture programs, art walk, mural restoration, and other arts initiatives • Youth employment program • Downtown Santa Ana, Chamber of Commerce, and other community sponsorships LIBRARY Must-Have Should-Have Nice-to-Have • Student Success Cards – In California, local libraries and school districts are legally required to establish partnerships and create “Student Success Cards” ensuring every third-grader has access to a public library card by 2026 (SB 321, SB 1329). • Facility operations – basic building maintenance (HVAC, plumbing, electrical), basic tree and landscape maintenance, basic janitorial services, utilities (power, water, internet) • Safety & compliance – provide and maintain life safety systems (fire alarms, emergency lighting), ADA accessibility, basic safety policies and procedures • Patron account software – Integrated Library System (ILS) and public catalog to maintain patron account confidentiality by law, internet access for staff, and core technology support (hardware, network) • Collections – basic physical collections (books and media) • Staffing – minimum professional and support staffing to deliver basic public and administrative services • Governance – required to report to advisory/governing board or commission, per the State Education code • Internet & technology compliance – Federal e-rate and CIPA compliance (internet filtering if public computers are provided) • Security – basic contracted security services • Collections & resources – regularly updated collections reflecting community needs, and digital collections (eBooks, audiobooks, databases) • Technology & facilities – public computers/printers/copiers, equipment replacement cycle (computers, printers), wi-Fi upgrades and sufficient bandwidth • Staffing & service quality – adequate staffing levels to reduce service gaps, ongoing staff training and professional development • Programs & core engagement – basic youth and early literacy programming, digital literacy, and basic learning support. Basic recreational style programming for all ages. • Outreach – basic outreach to schools and community partners • Enhanced staffing (additional staffing) – expanded hours, outreach, and customer service • Enhanced collections – expanded multilingual and culturally responsive collections, and special collections • Local history room – curated collections, specialized programming, and a dedicated public facing space • Library of things – non-traditional lending (technology kits, tools, games, park passes, hot spots, and computers) • Expanded programming – STEAM, maker, arts, virtual programming, cultural programming, live tutoring services, author talks, book clubs, multilingual programming, and special events • Marketing & promotion – robust promotional content (newsletters, videos, social media), branded materials and storytelling about library impact • Community engagement – bookmobile, pop- up services, and teen centers (El Salvador and Garfield) • Facility enhancements – improved furnishings, study rooms, maker spaces/media labs, library self-service kiosks, and flexible community spaces • Technology/Digital Services – RFID/self- checkout technology, security gates, scanning and mobile printing • Security – integrated camera systems HUMAN RESOURCES Must-Have Should-Have Nice-to-Have • Personnel Records • Workers Compensation and General Liability Programs and Insurance • Employee Benefits • Labor Relations • Bargaining Group MOUs • Equal Employment Opportunity Commission and Civil Rights Department Investigations • Provide safety supplies/PPE • Ergonomic testing • Minimum HR staff levels • Safety Training • Training Tracking • Personnel Board and Secretary • Salary Schedules • Job Descriptions • Bi-lingual testing • Leaves administration program • Performance Evaluations • Disaster Preparedness Training • AED machines • 3rd party consultant to provide disability interactive process professional services under the ADA and Fair Employment and Housing Act • Insurance Review Program • Class and Comp Program • Security badges • Applicant tracking system • Recruitment advertising • Internal employees who are certified in providing Ergonomic evaluations and recommendations • Certificate of insurance (Third party vendors) – required verification of insurance coverage • Insurance broker that can provide short term insurance certificates for vendors at a reasonable price. • Staff development and training • Worker’s Comp Case accelerated process • General Liability claim accelerated process • Highly functioning HR Information System • Learning Management System • HR Monthly Newsletter • Internship program • Mentoring program • Employee appreciation and recognition PUBLIC WORKS Must-Have Should-Have Nice-to-Have • Debt payments for purchase of streetlights • Quality of Life Team (QOLT) Clean-Up Contract – contracted services to clean up homeless encampments • Quality of Life Team (QOLT) Public Works Support – City Public Works staff supporting homeless encampment clean- up operations • Streetlight pole Improvements – lighting installation in underlit areas • Alley improvement program • Sidewalk repair • Traffic calming • Pavement maintenance • Pothole repair services • Park maintenance enhancements • Armed security for parks • Park Facilities Personnel • Street Tree Maintenance (Tree Trimming) • Santa Ana Regional Transportation (SARTC) Center subsidy and maintenance • Fleet operating supplies • Median Landscaping • Crossing Guard • Engineering salaries for review of plan checks and permits • Protected bike lane sweeping program • PWA Graffiti Abatement Service Enhancement (Graffiti Removal) • Bus shelter maintenance FINANCE Must-Have Should-Have Nice-to-Have • Treasury support for revenue receipts and banking • Minimum level of revenue and tax collections • Vendor invoice processing • Payroll processing and reporting to comply with law and MOU’s • Purchasing requirements necessary to comply with restricted funding • General ledger accounting and financial reporting required by law and restricted funding • Budget preparation to comply with City Charter • Debt management to comply with debt covenants • Support Measure X Oversight Committee to comply with ballot measure • Proactive revenue and tax collection support to maximize receipts • Auditing and account analysis • Ability to invest idle funds in compliance with state law • Dedicated software systems to support functionality • Long-term financial planning • Mail and copy room services • Budget public communications • Award-winning financial documents PARKS, RECREATION, AND COMMUNITY SERVICES Must-Have Should-Have Nice-to-Have • Charter-required recreation funding – Santa Ana Charter Section 607 requires the City to budget funding for public recreation programs equal to at least six cents per $100 of assessed property value based on the prior fiscal year • Minimum facility operations and maintenance • Senior Transportation, Cooling and Heating Centers, and Emergency Center Operations • Permits and licenses - Required issuance of permits and enforcement of park use regulations • Park utility costs • Animal well-being program • Animal food and medication • Zoo veterinarian • Pest control program • Zoo facility maintenance • Overnight security for the Zoo • Visitor services and operations staff • Staff uniforms for the Zoo (to meet MOU requirements) • Records Retention • Congregate Meal Program for Seniors • Health and Wellness Initiatives • Zoo tree trimming • Conservation program • Public education staffing and programs • Public volunteer programs • Recreation program registration and facility reservation system • Landscape maintenance • Staff training program • Community engagement • Staff uniforms • Enhanced Part-time staffing • Cultura Magazine • Santiago Creek ECO Center • Butterfly Exhibit • Complimentary Parking • Resident Free-Days • Community Special Events • Senior Services Programming – excursions and activities at the Senior Center • Summer Programming – day camps, aquatics program, and other summer activities • After-school youth & teen programs/services • Contracted recreation classes (e.g., karate, art, dance • Athletic facilities CITY MANAGER’S OFFICE Must-Have Should-Have Nice-to-Have • City Charter • City municipal code • Administrative leadership • Budget oversight/preparation • Implementation of council decisions • Legal compliance • Legislative affairs • Policy research • Communications team for transparency • Citywide strategic planning • Council aides • Business expositions • Sister City • Public engagement events • Leadership training CITY CLERK Must-Have Should-Have Nice-to-Have • Process Public Records Requests in compliance with the California Public Records Act (CPRA) (Government Code §§ 7920.000–7931.000) • Conduct elections and related services as (CA Elections Code) • Prepare and distribute Council Meeting Agendas and Minutes (Government Code §§ 54950–54963) • Claims Intake and Processing as required under the Government Claims Act (Government Code §§ 810 -996.6.) • Publication and Noticing of Ordinances and Hearings (Government Code § 36933) • Support for City Boards and Commissions (Gov. Code §§ 54950–54963) • Records Management and Retention as required by Gov. Code § 34090 (retention of city records), and CPRA access requirements (Gov. Code §§ 7920.000 et seq.) • Voter Education and Engagement • Lobbyist Registration Program as mandate by Political Reform Act’s intent (Gov. Code §§ 81000–81013) • Contracts Management and Insurance Compliance: Gov. Code § 23005 (general authority of local agencies) • Commissions • Public searchable documents database • Streaming council meetings • Automated PRA requests • Electronic agenda management system Police Department Must-Have Should-Have Nice-to-Have Office of the Chief of Police: • Overall oversight of department operations • Policy creation, revision & compliance • Budget approval & strategic planning Internal Affairs Unit • Misconduct investigations • Policy compliance • SB 2 Reporting and Compliance Crime Prevention • Special events permitting Public Relations g Field Operations/Patrol • Citywide patrol and emergency response • Preliminary investigations Field Operations/ Operations Division: Directed Patrol N QOLT Nothing SRO Program • Leadership & organizational direction • Early intervention • Use of force tracking and review • Police plan check • Interdepartmental coordination • Medi Media relations & crisis communications • Community policing/engagement and problem solving • Community policing/engagement and problem solving • Interdepartmental coordination • Public relations and engagement • Patrol Vehicles • Radios • Computers • Patrol support and emergency response • Community policing/engagement and problem solving; app response • Homeless-related cleanup coordination • Patrol support; homeless-related issues • Community policing/engagement and problem solving • On-campus emergency response and crime prevention Must-Have Should-Have Nice-to-Have PAAL P.E.R.T Community Engagement Nothing Probation Task Force/AB109 Homeland Security Grant/UASI • UASI Grant Management • Grant-funded assets and resources Emergency Operations Center: • Emergency/Disaster planning and response • Major operations coordination and response • Emergency services grant administration Air Support Unit: • No • Community policing/engagement and problem solving • Mental health support • Training & support • City-wide camera management • Event operations and support • Citywide patrol and emergency response support • Area searches/officer safety • School support (school-funded, contractually required) • Community engagement/outreach • Crime prevention • Community policing /engagement / outreach and problem solving • Crime prevention • Community policing/engagement and problem solving • Crime Prevention • Interagency engagement & cooperation • Rehabilitation and reduction of recidivism • Interagency engagement and cooperation • Community engagement • Community engagement and outreach Must-Have Should-Have Nice-to-Have K9 Unit: o SWAT (ancillary assignment): Animal Control: o Downtown Business Directed Unit: No Field Operations/Traffic Division: Motors Collision Investigation Unit • Major/Fatal traffic collision investigation • Follow-up traffic-related criminal investigations (hit & run, etc.) Collision PSO Parking Control Unit O Investigations/CAP (Crimes Against Persons): • Citywide patrol and alarm response • Violent Criminal Apprehension • Missing Persons Searches • Citywide emergency response and support • High-risk incidents and warrants • Critical incident response and support • Enforcement of animal-related laws and regulations • Citywide vicious and injured animal response • Patrol support and emergency response • DUI checkpoints and enforcement • Citywide emergency response and support • Traffic collision investigation and support/ Traffic enforcement/public safety • Case preparation for prosecution • Minor traffic collision investigations • Traffic collision support • Supplemental traffic control • Parking enforcement • Community Engagement • Community Engagement and Outreach • Public education • Community policing/engagement and problem solving • Special event support • Community engagement and education • Special event support • Community engagement and education • Special event support • Community engagement and education • Special event support • Community engagement and education Must-Have Should-Have Nice-to-Have Homicide Unit • Follow-up hate crime investigations and DOJ reporting • Homicide investigations • Follow-up felony assault investigations • Follow-up kidnapping investigations • Case preparation for prosecution Cold Case Unit • Follow-up homicide investigations (cold case) • Case preparation for prosecution Missing Persons & Aggravated Assaults • Follow-up missing persons investigations • Follow-up assault investigations • Case preparation for prosecution • DOJ Validations Gang Suppression Unit • Gang-related investigations Court Liaison Unit • Case review and submission • Coordination of court appearances/Liaison w/DA’s Office and City Attorney’s Office • Subpoena processing Investigations/SID (Special Investigations Division) Career Criminal Apprehension Unit and US Marshall’s Task Force • Complex criminal investigations targeting career criminals & organized crime • Evidence analysis and warrant service • Support for homicide investigations • Evidence analysis • Support for assault investigations • Evidence analysis • Community engagement and problem-solving • Gang activity suppression • Case preparation for prosecution • Expert court testimony • Warrant preparation and service • Surveillance and surveillance support • Fugitive apprehension • Evidence analysis and warrant service • Expert court testimony • Case preparation for prosecution • Case follow-up for filing • Interagency coordination Must-Have Should-Have Nice-to-Have Vice Unit, OCRCFL, and OCHTTF • Suppression and investigation of vice-related crimes (prostitution, gambling, and narcotics) Narcotics Unit & RNSP TF • Suppression and investigation of major narcotics-related crimes • Expert court testimony Investigations/CID (Criminal Investigations Division) Robbery and Assault Unit • Robbery investigation • Misdemeanor assault investigation Special Crimes (Child Abuse, Sexual Assault, DV, and Sex Registrant Units • Child and elder abuse investigations • Sexual assault investigations • Domestic violence investigations and victim support • Sex registrant registration and compliance verification • Restraining order violations • Internet crimes against children Property Crimes (Auto Theft, Burglary, and Economic Crimes Units) • Auto theft-related investigations Sexual assault investigations • Burglary and theft investigations • Economic crimes investigations (ID theft, check fraud, credit card fraud/theft, embezzlement, financial elder abuse, and counterfeiting) • Vandalism, arson, animal abuse, and hate crime investigations • Surveillance and surveillance support • Interagency coordination • Expert court testimony • Case preparation for prosecution • Computer forensics • Human trafficking investigations • Surveillance and surveillance support • Interagency coordination • Patrol support and emergency response • Warrant preparation and service • Case Prep for Prosecution • Warrant preparation and service • Expert court testimony • Case preparation for prosecution • Warrant preparation and service • Interagency coordination and support • Case preparation for prosecution • Warrant preparation and service • ABC related investigations and organized retail theft • Interagency Cooperation • Interagency Cooperation • Interagency coordination and surveillance support • Community Engagement • Interagency Cooperation • Community outreach and Engagement Must-Have Should-Have Nice-to-Have Crime Analysis Unit • Jeanne Clery stat submission Forensic Services • Critical incident analysis and review Crime scene processing/evidence collection Administration/Human Resources Human Resources/Background Investigations/Recruitment Section • Hiring and recruitment • Background investigations • Personnel management (workers comp, transfers, complaints, etc.) • Promotional exam administration Administration/Training Training, Field Training Program, and Academy Support • Administration and coordination of POST-mandated training • Provides stats for community requests, monthly meetings • Provide end-user assistance in acquiring and implementing information system solutions and software infrastructure. • Assists Investigations Bureau with call detail record analysis, cellphone tower dumps, social media returns, sexual assault case linking, etc. • Suspect work-ups; social media leads • Assists with public records requests • Collect, clean and disseminate data • Tracks ghost guns, NIBIN hits; enter cold cases into FBI’s VICAP • Collection and submission of DNA evidence • Expert court testimony • Lab processing of collected evidence - critical to identifying suspects and prosecution efforts • Fingerprint analysis • Firearm analysis/Ballistics • Case preparation for prosecution • Technical skillset maintenance • Critical incident analysis and review • Assist in identifying and addressing emerging crime patterns • Interagency coordination and support Must-Have Should-Have Nice-to-Have • Administration and coordination of field training for new officers Administration/Administrative Support Division Fiscal Unit and CDC & Facilities Unit • Budget administration • Payroll • Payments • Procurement and distribution of required supplies and equipment • Building and property maintenance Administration/Communications Dispatch and TRU • 911 and non-emergency call taking • Dispatching field units • PRR; processing of call recordings • Monitor NCIC Teletype/ CLETS entries Administration/Records Division Records Unit and Evidence Unit • Report Storage and Management • Evidence/stored property disposition • NIBRS/UCR crime reporting compliance • Secure storage of evidence • Maintaining chain of custody Administrative/Information Services Division Information systems and Computer Services • Tracking and analysis of uses of force, pursuits and officer-related traffic collisions • Monthly firearms qualifications (Range) • Coordination of Academy-based training • Coordination and administration of in-house training courses • Housekeeping and cleaning services • Telephonic reports • E-Reports (online reporting system) • Tactical Dispatch Team (ancillary) • Monitoring officer safety • Records support for patrol and investigations • Records support for PRA and 1421 material • CAD/RMS administration • Digital evidence management • Software management • Cybersecurity • Computer and tech support • Community Outreach and Engagement • Recruitment Events Must-Have Should-Have Nice-to-Have Jail Administration • Booking and intake operations including identification, medical screening, classification, and documentation- • Transfers and transportation to county facilities, courts, and other jurisdictions • Jail records management including warrants, court orders, custody documentation, and releases • Facility operations including fire systems, emergency procedures, and security systems • Jail Contracts-Medical, JMS, Food Services, various vendors. (Compliance with Title 15 regulations, PREA standards, ADA requirements, and mandated inspections) • Ongoing correctional staff training and professional development • Enhanced inmate management system • Preventative facility maintenance and operational support services-infrastructure • Adequate staffing levels to maintain safe supervision ratios and reduce operational risk • Technology modernization and automation tools improving efficiency and reporting • Educational partnerships related to correctional services • Facility improvements that enhance workspace or operational efficiency beyond minimum requirements Regional Comparison Credit Card Processing Fees Agency Percentage Flat Fee Minimum Notes: Brea 6.00% Fee Study, variable rate with max of $4.00 per transaction; does not appear to be in effect. Costa Mesa 2.70% Cypress Varies N/A Actual Cost Fountain Valley 2.00% Garden Grove 2.20%2.00$ Huntington Beach 3.00% La Palma Varies N/A Actual Cost Lake Forest 3.00% Los Alamitos 3.50% Newport Beach 2.85% Orange 3.12%Applied as a percentage of charged fee Placentia 2.50% Seal Beach 3.00% Stanton 2.60% Tustin Varies N/A Actual Cost Westminster 3.00%Fee charged for amounts over $500 OC Treasurer 2.25%1.50$ CDTFA 2.30% *For entities assessing both a flat fee and a percentage-based fee, the percentage is calculated on the applicable user fee, and the flat fee is subsequently added to arrive at the total charge. EXHIBIT 2 FY2025-26 Measure X Spending Plan Spending Plan Type Category Description Department Responsible One-Time Total plan spending Mandatory Maintain Effective 9-1-1 Response Ambulance Service Contract increase to maintain service level FMSA 3,173,210 Mandatory Retaining Firefighters Orange County Fire contract increase to maintain service level FMSA 14,685,500 Mandatory Unrestricted General Revenue Purpose FY18-19 Budget Deficit - Planned Use of General Fund Reserve FMSA 10,200,000 Mandatory Unrestricted General Revenue Purpose FY18-19 Budget Deficit - Planned Staff Savings not implemented FMSA 1,500,000 Mandatory Unrestricted General Revenue Purpose New Debt Payments for Purchase of Streetlights PWA 800,000 Subtotal Mandatory Spending Items 30,358,710 Discretionary Addressing Homelessness Public Safety Response - Homelessness (Labor)PD 8,100,000 Discretionary Addressing Homelessness Public Safety Response - Homelessness (Contractual and Other)PD 1,200,000 Discretionary Addressing Homelessness QOLT Clean-Up Contract Homeless Services PWA 500,000 Discretionary Addressing Homelessness Homeless Outreach & Engagement CDA 574,880 Discretionary Addressing Homelessness Navigation Center Maintenance CDA 75,000 Discretionary Addressing Homelessness QOLT Clean-Up Staffing (2 Maint Workers II + Sanitation Inspect II)PWA 666,390 Discretionary Addressing Homelessness Code Enforcement Officers (2)PBA 323,109 Discretionary Fixing Streets Streetlight Pole work - Under lit Areas PWA 1,000,000 Discretionary Fixing Streets Alley improvement program PWA 1,500,000 Discretionary Fixing Streets Sidewalk and/or Street Repair PWA 1,000,000 Discretionary Fixing Streets Traffic Calming PWA 1,000,000 Discretionary Fixing Streets Pavement Maintenance PWA 2,000,000 Discretionary Fixing Streets Median Landscaping PWA 350,000 Discretionary Fixing Streets Maintain Asphalt Pothole Repair Services PWA 100,000 Discretionary Fixing Streets Business Area Road Improvements PWA X 1,500,000 Discretionary Fixing Streets Left Turn Signal at MacArthur & Flower PWA X 250,000 Discretionary Maintain Effective 9-1-1 Response Funding for additional police officers, traffic collision investigators; office assistants to relieve police officers stand-by pay, cash-outs and related benefits PD 5,184,590 Discretionary Maintain Effective 9-1-1 Response Police Department Overtime PD 2,870,170 Discretionary Maintain Effective 9-1-1 Response Public Safety Specialized Units: Criminal Investigations; Gang prevention and suppression; Communications; Enforcement; and Investigations and Support Service PD 2,024,905 Discretionary Maintain Effective 9-1-1 Response Human Resources Technician dedicated to Police Recruiting HR 103,000 Discretionary Maintaining Parks Park Maintenance and Repairs / Master Plan PRCSA/PWA 4,802,860 FY2025-26 Measure X Spending Plan Spending Plan Type Category Description Department Responsible One-Time Total plan spending Discretionary Maintaining Parks Armed Security for Parks PRCSA/PWA 1,667,000 Discretionary Maintaining Parks Park Facilities - Personnel PWA 1,999,540 Discretionary Maintaining Parks Park Ambassador PRCSA 20,075 Discretionary Youth Services Zoo and Recreation Personnel PRCSA 526,965 Discretionary Youth Services Zoo Contract & Supply Enhancements PRCSA 779,970 Discretionary Youth Services Crossing Guard PWA 220,000 Discretionary Youth Services Librarians and administrative Support (Personnel)Library X 559,610 Discretionary Youth Services Library Equipment & Expenses for Brach Reopening Library 235,320 Discretionary Youth Services Youth Employment Program CDA 100,000 Discretionary Youth Services Sports & Rec Equipment Lending + Additional Programming PRCSA 213,770 Discretionary Youth Services Centennial Park Lighting PRCSA X 1,330,000 Discretionary Unrestricted General Revenue Purpose Street Tree Maintenance (Tree-Trimming)PWA 678,330 Discretionary Unrestricted General Revenue Purpose Universal Legal Defense Fund for Dreamers & Parents CMO 300,000 Discretionary Unrestricted General Revenue Purpose Public Meeting Software & ADA Captioning City Clerk 90,000 Discretionary Unrestricted General Revenue Purpose Sales Tax Rebate - Volvo & Tac Energy CDA X 725,000 Discretionary Unrestricted General Revenue Purpose Santa Ana Regional Transportation Center Subsidy and Maintenance PWA 1,100,000 Discretionary Unrestricted General Revenue Purpose Support for Utility Billing, Business Retention and HR - Administrative FMSA 1,439,923 Discretionary Unrestricted General Revenue Purpose Principal HR Analyst HR 75,100 Discretionary Unrestricted General Revenue Purpose Permit Service Technician- PBA salaries PBA 125,624 Discretionary Unrestricted General Revenue Purpose Engineering Salaries for review of Plan Checks and Permits PWA 550,000 Discretionary Unrestricted General Revenue Purpose Vietnamese Community Liaison CMO 150,000 Discretionary Unrestricted General Revenue Purpose Part-Time staff salaries CMO 85,120 Discretionary Unrestricted General Revenue Purpose Executive Assistance CMO 136,400 Discretionary Unrestricted General Revenue Purpose (1) Full-time staff attorney position CAO 297,580 FY2025-26 Measure X Spending Plan Spending Plan Type Category Description Department Responsible One-Time Total plan spending Discretionary Unrestricted General Revenue Purpose Protected Bike Lane sweeping program (Equipment Operator)PWA 150,000 Discretionary Unrestricted General Revenue Purpose Support for City Clerk City Clerk 215,300 Discretionary Unrestricted General Revenue Purpose Increase the City Events budget PRCSA 331,160 Discretionary Unrestricted General Revenue Purpose Graffiti Arts Program CDA 100,000 Discretionary Unrestricted General Revenue Purpose Funding for Art Walk CDA 150,000 Discretionary Unrestricted General Revenue Purpose Arts & Culture Event Sponsorship Program / Arts Funding CDA 520,000 Discretionary Unrestricted General Revenue Purpose Economic Dev. Spec. I CDA 129,140 Discretionary Unrestricted General Revenue Purpose City Council, Contract Vendor Personnel Services CMO 420,000 Discretionary Unrestricted General Revenue Purpose PWA Graffiti Abatement Service Enhancement (Graffiti Removal)PWA 921,000 Discretionary Unrestricted General Revenue Purpose Zoning Code Updates PBA X 200,000 Discretionary Unrestricted General Revenue Purpose Fleet Operating Support - Operating supplies PWA 36,910 Discretionary Unrestricted General Revenue Purpose Bristol Parking Lot Improvements PWA X 250,000 Discretionary Unrestricted General Revenue Purpose Backflow Prevention Devices (Cross-Connection Control Program)PWA X 500,000 Discretionary Unrestricted General Revenue Purpose Fire Station Facilities Master Plan PWA X 250,000 Discretionary Unrestricted General Revenue Purpose Bus Shelter Replacement PWA X 250,000 Discretionary Unrestricted General Revenue Purpose Bus Shelter Maintenance PWA 250,000 Subtotal Discretionary Spending Items 53,203,740 FY2025-26 Measure X sPending Plan Total (All Items) 83,562,450