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HomeMy WebLinkAboutItem 18 - Measure M2 Funding Eligibility 2026-27 Renewal Public Works Agency www.santa-ana.org/pw Item # 18 City of Santa Ana 20 Civic Center Plaza, Santa Ana, CA 92701 Staff Report June 2, 2026 TOPIC: Measure M2 Funding Eligibility 2026-27 Renewal AGENDA TITLE Resolutions to Maintain Measure M2 Funding for the FY 2026-27 Eligibility Cycle Per the Orange County Transportation Authority Measure M2 Eligibility Guidelines (Non- General Fund) RECOMMENDED ACTION 1. Adopt a Resolution confirming the status and update of the Pavement Management Plan per Orange County Transportation Authority 2026-27 Measure M2 eligibility requirements. RESOLUTION NO. 2026-XXX entitled A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA ANA CONCERNING THE STATUS AND UPDATE OF THE PAVEMENT MANAGEMENT PLAN FOR THE MEASURE M2 PROGRAM 2. Adopt a Resolution confirming the status and update of the City's 2026 Local Signal Synchronization Plan to maintain eligibility for Measure M2 Program funding. RESOLUTION NO. 2026-XXX entitled A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA ANA CONCERNING THE UPDATE OF THE LOCAL SIGNAL SYNCHRONIZATION PLAN FOR THE MEASURE M (M2) PROGRAM GOVERNMENT CODE §84308 APPLIES: No DISCUSSION In November 1990, Orange County voters approved Measure M, a one-half cent sales tax increase for 20 years, to fund transportation projects in Orange County. In November 2006, voters approved the Renewal of Measure M (M2) for an additional thirty years, effective April 2011. The Orange County Transportation Authority (OCTA) administers Measure M2 revenues and expenditures. In total, OCTA expects to receive over $13.2 Billion over the 30-year period that Measure M2 is in effect (2011-2041). Measure M2 Funding Eligibility 2026-27 Renewal June 2, 2026 Page 2 OCTA collects the one-half cent sales tax revenue and distributes it among freeway, transit, and local street improvements as shown in the following graphic: Funding Distribution co C ENVIRONMENTAL "Ai 5 of C.K,..n 1% gnu,ew Enniwnn nnWM4y.liu.i PSs{ydm Au Wl o/]-hdd--.li OC{N, „ I. d!�/ CO1FA "�^'E.9 .r.]sRNbcand to br* y Santa Ana receives Measure M2 funds in two categories: Local Fair-Share (LFS) (formulaic distribution) and Competitive Grants. Generally LFS funding is utilized by the City to maintain and rehabilitate streets based on the City's Pavement Management Program, while Competitive Grant funds are used to construct transportation projects such as street widenings and bike lanes in accordance with the adopted General Plan's Mobility Element and the County's Master Plan of Highways. In order to qualify for both funding categories, Santa Ana (along with all Orange County Cities) must adhere to strict requirements and satisfy 13 eligibility categories. Fulfilling M2 eligibility requirements allows the City access to over $6 million annually in LFS funding. Since the implementation of Measure M2 in April 2011, the City of Santa Ana has received approximately $71.9 million in Local Fair Share funding and approximately $185.2 million in Competitive Grant funding. LFS has been a funding source for various street improvement projects primarily funding an annual neighborhood Local Street Preventative Maintenance (slurry seal) project. Additionally, LFS funds have contributed toward both the Warner Avenue Improvements projects and the Bristol Street Improvements as well as the Main Street Slurry Seal and Resurfacing project. Future uses of LFS funds in the fiscal year 26/27 Capital Improvement Program include Bristol Street Corridor Regional Traffic Synchronization and Industrial Street Repairs in addition to the annual neighborhood Local Street Preventative Maintenance project. Measure M2 Funding Eligibility 2026-27 Renewal June 2, 2026 Page 3 The City has been successful in being awarded Measure M2 Competitive Grant funding for a number of projects. Grant funds allowed for the construction of the Bristol and Warner corridor improvements as well as 10th & Flower Park stormwater capture, bus stop improvements, and various traffic signal synchronization projects. Future grant funded projects are to be determined as future awards are announced but will include Fairview Street Improvements (91" St. to Trask Ave.). OCTA determines local agency annual eligibility for M2 funds based upon the local agency's successful and timely submittal of required documentation. As part of the requirements due by June 30, 2026, the City must update, and adopt via resolution, a Pavement Management Plan (PMP) biennially (Exhibit 1). The PMP is the City's strategic plan to manage the preservation, rehabilitation, and maintenance of paved roads by analyzing pavement life cycles, assessing overall system performance costs, and determining alternative strategies and necessary costs to improve paved roads (Exhibit 2). A copy of the PMP with a certification must be submitted to OCTA by June 30, 2026. Additionally, the City must update and adopt via resolution the Local Signal Synchronization Plan (LSSP) every three years (Exhibit 3). The LSSP is a planning document that helps guide traffic signal synchronization and related capital investment (Exhibit 4). The purpose of traffic signal synchronization is to relieve congestion on the arterial roadway system during peak traffic demand and avoid formation of gridlock conditions. Measure M2 includes a robust Regional Traffic Signal Synchronization funding program to aid in regional signal synchronization. The City's 2026 update to LSSP is required to be consistent with OCTA's Regional Traffic Signal Synchronization Master Plan, and must be affirmed via resolution by June 30, 2026, to continue eligibility for Net Revenues as part of Measure M2. Staff recommends City Council adopt the proposed resolutions. Adoption of these resolutions by June 30, 2026 is required to meet Measure M2 Program guidelines, ensure that the City continues to receive Measure M2 Local Fair Share funds each year, and remain eligible for Comprehensive Transportation Funding Program (CTFP) grant funding. ENVIRONMENTAL IMPACT There is no environmental impact associated with this action. Measure M2 Funding Eligibility 2026-27 Renewal June 2, 2026 Page 4 FISCAL IMPACT There is no fiscal impact at this time. The recommended actions will maintain the City's eligibility to receive Measure M2 funds. Upon meeting OCTA eligibility requirements, the City of Santa Ana is anticipated to receive $6,198,919 in LFS funds (as of February 2026 estimate) and an undetermined amount in M2 competitive funds for FY 2026-27. If the recommended action is not approved, the City stands to lose Measure M2 LFS revenue and eligibility to apply for various future OCTA comprehensive funding programs. EXHIBIT(S) 1. Resolution for Pavement Management Plan 2. 2026 Pavement Management Plan 3. Resolution for Local Signal Synchronization Plan 4. 2026 Local Signal Synchronization Plan Submitted By: Rodolfo Rosas, P.E., Acting Executive Director, Public Works Agency Approved By: Alvaro Nunez, City Manager EXHIBIT 1 RESOLUTION NO. 2026-XX A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA ANA CONCERNING THE STATUS AND UPDATE OF THE PAVEMENT MANAGEMENT PLAN FOR THE MEASURE M2 PROGRAM BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SANTAANAAS FOLLOWS: Section 1. The City Council of the City of Santa Ana hereby finds, determines and declares as follows: A. The City of Santa Ana is required to meet eligibility requirements and submit eligibility verification packages to the Orange County Transportation Authority ("OCTA") in order to remain eligible to receive Measure M2 funds. B. On a biennial basis, the City of Santa Ana is required to adopt and update a Pavement Management Plan ("PMP"), using the required format, regarding the status of road pavement conditions and implementation of the PMP. C. The City of Santa Ana is required to provide a plan that manages the preservation, rehabilitation, and maintenance of paved roads by analyzing pavement life cycles, assessing overall system performance costs, and determining alternative strategies and costs necessary to improve paved roads. Section 2. The City Council hereby declares that the PMP is in conformance with the PMP Submittal Template provided in the Countywide Pavement Management Plan Guidelines. Section 3. The City of Santa Ana hereby adopts a PMP and has provided an updated PMP report, using the required format, to OCTA. Section 4. The City Council authorizes the Executive Director of the Public Works Agency, the City Engineer, or his or her designee to sign the PMP certification form. Section 5. This Resolution shall take effect immediately upon its adoption by the City Council, and the City Clerk shall attest to and certify the vote adopting this Resolution. Resolution 2026-XX Page 1 of 2 EXHIBIT 1 ADOPTED this day of , 2026. Valerie Amezcua Mayor APPROVED AS TO FORM: Sonia R. Carvalho, City Attorney By, 11)At Koj e Nellesen Assistant City Attorney AYES: Councilmembers NOES: Councilmembers ABSTAIN: Councilmembers NOT PRESENT: Councilmembers CERTIFICATE OF ATTESTATION AND ORIGINALITY I, JENNI FER L. HALL, do hereby attest to and certify the attached Resolution No. 2026- XX to be the original resolution adopted by the City Council of the City of Santa Ana on Date: City Clerk City of Santa Ana Resolution 2026-XX Page 2of2 i - 1 F i •$tip - � V�\C WO r �, Q ors * JIr 'k SANTA ANA ' • � 1 1 1 � � • � 1 Aw.'M .. ... P, _ i EXHIBIT 2 TABLE OF CONTENTS TABLEOF CONTENTS ................................................................................................................i EXECUTIVE SUMMARY.......................................................................................................... E-1 1.0 INTRODUCTION .................................................................................................................1-1 2.0 METHODOLOGY ................................................................................................................2-1 2.1 Inventory ........................................................................................................................2-1 2.2 Planning .........................................................................................................................2-2 2.3 Data Collection...............................................................................................................2-2 2.4 Data Entry......................................................................................................................2-2 2.5 Analysis..........................................................................................................................2-2 3.0 PAVEMENT NETWORK .....................................................................................................3-1 3.1 Functional Classifications...............................................................................................3-2 3.2 Pavement Condition Index.............................................................................................3-4 3.3 Existing Pavement Condition .........................................................................................3-5 4.0 MAINTENANCE AND REHABILITATION STRATEGIES ..................................................4-1 4.1 Treatment Types and Associated Costs........................................................................4-1 4.2 Funding ..........................................................................................................................4-5 4.3 Budget Alternatives .......................................................................................................4-6 4.3.1 Existing Funding....................................................................................................4-7 4.3.2 Alternative Funding Levels Required To Maintain Existing PCI..........................4-10 4.3.3 Alternative Funding Levels Required To Improve PCI ........................................4-13 APPENDIX A: ENTIRE PAVEMENT NETWORK PCI REPORT APPENDIX B: ARTERIAL STREETS 7-YEAR M&R PLAN APPENDIX C: LOCAL STREETS 7-YEAR M&R PLAN APPENDIX D: OCTA PAVEMENT MANAGEMENT COMPLIANCE REPORT 2024 - Pavement Management Plan Certification - Quality Assurance / Quality Control Plan - Executive Summary City of Santa Ana 2026 Pavement Management Program i EXHIBIT 2 Table Of Contents FIGURES Figure E-1: PCI Distribution for 2022, 2024 and 2026.............................................................. E-1 Figure 2-1: Sample Pavement Deterioration Curve...................................................................2-3 Figure 3-1: Entire Pavement Network Summary .......................................................................3-1 Figure3-2: Arterial Street...........................................................................................................3-2 Figure3-3: Local Street .............................................................................................................3-3 Figure 3-4: Current PCI Distribution (Entire Pavement Network) ..............................................3-5 Figure 3-5: Current PCI Distribution (Arterial Network)..............................................................3-6 Figure 3-6: Current PCI Distribution (Local Network) ................................................................3-7 TABLES Table E-1: Funding Alternatives Summary............................................................................... E-4 Table 3-1: Current Entire Pavement Network Summary............................................................3-1 Table 3-2: Pavement Condition Index and Treatment Type ......................................................3-4 Table 3-3: PCI Distribution Comparison (2022, 2024 vs. 2026) ................................................3-5 Table 3-4: PCI Distribution.........................................................................................................3-8 Table 4-1: Cost by Condition (Arterial Network) ........................................................................4-3 Table 4-2: Cost by Condition (Local Network) ...........................................................................4-3 Table 4-3: Existing Funding (Entire Pavement Network)...........................................................4-8 Table 4-4: Existing Funding (Arterial Network) ..........................................................................4-8 Table 4-5: Existing Funding (Local Network).............................................................................4-9 Table 4-6: Alternative Funding Levels Required To Maintain Existing PCI (Entire Pavement Network)....................................................................................4-11 Table 4-7: Alternative Funding Levels Required To Maintain Existing PCI (Arterial Network) ...................................................................................................4-11 Table 4-8: Alternative Funding Levels Required To Maintain Existing PCI (Local Network)......................................................................................................4-12 Table 4-9: Alternative Funding Levels Required To Improve PCI (Entire Pavement Network)....................................................................................4-14 Table 4-10: Alternative Funding Levels Required To Improve PCI (Arterial Network) ...................................................................................................4-14 Table 4-11: Alternative Funding Levels Required To Improve PCI (Local Network)......................................................................................................4-15 City of Santa Ana 2026 Pavement Management Program ii EXHIBIT 2 ACRONYMS AC Asphalt Concrete ASTM American Society of Testing Materials AV Avenue BLVD Boulevard CDBG Community Development Block Grant CIP Capital Improvement Program CIR Circle CIR Cold In-Place Recycling City City of Santa Ana COMM Common CT Court CTB Cement Treated Base DR Drive EB East Bound FDR Full Depth Reconstruction FWY Freeway FY Fiscal Year GIS Geographical Information System GN Glen GPCE General Plan Circulation Element HUTA Highway Users Tax Account LN Lane M&R Maintenance and Rehabilitation MPAH Master Plan of Arterial Highways NB North Bound OCTA Orange County Transportation Authority PCC Portland Cement Concrete PCI Pavement Condition Index PCIaW Average Area-Weighted Pavement Condition Index PDC Pavement Deterioration Curve PL Place PMP Pavement Management Program RD Road RR Railroad RSRP Residential Street Repair Program SB South Bound SF Square Feet ST Street WB West Bound WY Way City of Santa Ana 2026 Pavement Management Program EXHIBIT 2 EXECUTIVE SUMMARY The City of Santa Ana (City) Public Works Agency utilizes StreetSaver and geographical information system (GIS) to develop the Pavement Management Program (PMP) to provide an accurate inventory of the current and projected pavement condition of all public roadways and to implement a seven-year roadway maintenance and rehabilitation (M&R) program to maximize the return from available existing funding for street pavement. The PMP's ultimate goal is to effectively strategize short and long-term usages of current and future limited funding to restore and maintain the entire street pavement network at "Good" condition or better. The City currently manages 454 miles of streets for a total of approximately 93.4 million square feet (SF) of paved surfaces. To be consistent with the City General Plan Circulation Element Master Plan of Streets and Highways and the Orange County Transportation Authority (OCTA) Master Plan of Arterial Highways (MPAH), the entire street pavement network is organized into two networks (arterial and local) depending on its functional classifications (i.e. major, primary, secondary, and collector arterial streets; residential and non-residential local streets). There are 129.3 miles (28% of entire pavement network) in the arterial network and 324.5 miles (72% of entire pavement network) in the local network. To assist planning maintenance needs, the streets are also arranged into over 4,170 sections and classified by surface types — Asphalt Concrete (AC) or Portland Cement Concrete (PCC). Figure E-1: PCI Distribution for 2022, 2024 and 2026 PCI Distribution (FY 2022 thru 2026) 60.0% Entire Network Arterial Network Local Network 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% ' Errt,re Arterial Local Network N etwo rk Network ■very Good 96.1DD 0 Good 75.95 0 Fair 60-74 D Poor 41.54 ■ver'j Pocr v-=v City of Santa Ana 2026 Pavement Management Program E-1-1 EXHIBIT 2 Executive Summary Pavement condition inspections are performed biennially for both the arterial and local networks. Figure E-1 shows a comparison of the Pavement Condition Index (PCI) distribution between the 2022, 2024 and 2026 inspections. The PCI is a numerical value ranging from 0 for deteriorated pavement with virtually no remaining life to 100 for new or recently rehabilitated pavement. Generally, the PCI value is expressed as an area-weighted PCI (PCIaW) to provide a more representative value. A PCI value is computed for each street section based on the pavement distresses found within that section during an inspection. Inspections provide the data utilized in analysis and surface treatment recommendations for each street section; however,the PCI values shall be utilized for planning purposes in determining the surface treatment types and are not intended to replace sound engineering judgment. In general, the City's strategies involve the utilization of surface seals, such as crack sealing or slurry sealing for preventive maintenance and rehabilitation (M&R) of streets in "Good" condition and major M&R plans typically consist of overlays, such as thin overlays, for "Fair" condition streets; resurfacing, such as structural overlays or cold-in-place recycling (CIR), for"Poor" condition streets; and reconstruction, such as cement-treated base (CTB) or full depth reconstruction (FDR), for "Very Poor" condition streets. A fully integrated PMP has had a positive effect on improving the City's entire pavement network by developing efficient M&R strategies and analyzing the effect of various funding alternatives on the pavement conditions. The strategies include forecasting optimal time for M&R needs, providing cost-effective alternatives for halting the deterioration of existing pavement, improving the overall condition of the entire pavement network, and reducing the backlog of M&R work over the next seven years. To carry forward one of the City's main objectives in providing a safe, reliable, efficient, and comfortable driving environment, this PMP report analyzes various M&R strategies, the effect of the City's existing Capital Improvement Program (CIP) funding on the street pavement system, and projected funding to both maintain and improve existing PCIaW over a seven-year plan. With existing funding of just under $115 million for the entire pavement network over the seven- year period from Fiscal Year (FY) 2026/27 through FY 2032/33, the entire pavement network existing PCI,,of 75.2 is projected to decrease by eight (8) percent to 69 at the end of the seven- year cycle under existing funding levels. Individually, the arterial and local networks are projected to experience a negative result in existing PCI, eleven (11) percent arterial decrease and eight (8) percent local decrease. Furthermore, the backlog for the entire pavement network is projected to increase by 58 percent from $325.6 million in the first year to $595.6 million in the seventh year. If the existing PCIaW of 75.2 were to be maintained at the end of the seven-year cycle, a total of $36.3 million in additional funds calculated at about $5.1 million annually would be required; thus providing for a total alternative funding level of just over$150.5 million through FY 2032/33. The additional funding would be applied to both the arterial and local networks at 62 percent ($22.5 million) and 38 percent($13.8 million), respectively. Furthermore, with this additional funding, the backlog for the entire pavement network is projected to increase by 42 percent from $325.6 million in the first year to $462.8 million in the seventh year. If the existing PCIaW were to be improved by three (3) points to 78.2 at the end of the seven-year cycle, a total of $46.0 million in additional funds calculated at about $6.5 million annually would City of Santa Ana 2026 Pavement Management Program E-1-2 EXHIBIT 2 Executive Summary be required; thus providing for a total alternative funding level of over $160.2 million through FY 2032/33. The additional funding would be applied to both the arterial and local networks at 62 percent ($28.5 million) and 38 percent ($17.5 million), respectively. Furthermore, with this additional funding, the backlog for the entire pavement network is projected to increase by 21 percent from $325.6 million in the first year to $393.4 million in the seventh year. Overall, the conclusion drawn from this PMP report is that the backlog for the entire pavement network is evenly distributed across both the arterial and the local network. Additionally, existing funding levels in the City CIP will not keep pace with rehabilitation needs over the next seven years. Since preserving street condition and performance should be a priority to provide motorists with safety assurances, the City's goal over the next seven years is to acquire sufficient pavement M&R funding to sustain the entire street pavement network at "Good" condition or better. By achieving this goal, the City will remain eligible for the reduced local match requirements for the renewed Measure M2 Competitive grant until FY 2032/33. City of Santa Ana 2026 Pavement Management Program E-1-3 N N O CO N 00 � O) LO co M CO CF) r CO m « O M LO N ti N 00 W = J CD O M 't N CO co x Z C\l cq Gr> Ef} 6q 6{} S9 W LL N ONO 04- O O 000 M o N m o 0 o M O N N LO LO LO 00 0') Cl) M > > L f� ti O 't � N m o 0 9} Efl lu4 ff3 N � N Q Z 6 E!} Efl } � L > _ O Q O Q E a O p 00 It LC) N 00 0M N O ~ 0 o04 CD W > z co M El? 60 64 °� N N d E!> 60, > } >i c cM LL � a3 M E 0 N 00 CO N 00 O E N p 0 L LO co co m co 00 Cn a) M m O M O Lf� N CO - - o Lo N M N a3 O 13 J ~ ~ O f- It N CD T Lf) aa) LL C') �' 6. i U Z 4crk 4 GF> 6c> 6c} 69 6g 0)'� O N N N a cn i CO ul .� p S= 0 N L1) O N N Y 0 o m LL N L 00 't � CD CD co 0) o N } " O f- O O r N Tf' N U- N tll X N �: N N LC) O Ln LC) N M o O N > W ItN r- r- CO � � {{} ff} 06 - LL I` N � > .O Q Z Et} Ef} ° E � o 0 ++ i p 7 2NM1 -a co CO 't CD O � EnY cV m O .� i Q O N i M 0') M CD O O � u�i Q } M 3 s N 00 r` LO N 00 f- � U O o o Q � E 3 LO � � c�i ti r` � Ln o � � m . � E ors WdZ r` LO •� mM > � 000 � 60, U > Q ti Q' .U) N L i LL LO 00 co CO O a) r,- > 06 N Q .c O f� ti O ti N O � Q� o � a J O 04 CD M � 01), oa 06 s o w '� a LL a)) M E z EF? 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N M M R >. >. >+ >+ >� p N •T CO M OM (D L cn L U) L U) L L Qj O O O O X O X O a �'X �+ X �+ X �+-a 5, NNNml-- nnnn +�'+ N W N W N Q LL LL � W � W r- W r- Q r� Q z - C'4. m m V EXHIBIT 2 1.0 INTRODUCTION Since public streets are utilized for moving people and freight and they are vital to the City of Santa Ana (City) economy, preserving their condition and performance should be a priority. The City Public Works Agency has developed the Pavement Management Program (PMP) to monitor and maintain the City street system utilizing StreetSaver, MyRoads®and geographic information system (GIS). The City's PMP has been developed to assist City personnel generate a solid and reliable Capital Improvement Program (CIP) based on the Pavement Condition Index (PCI) of the streets to sustain a desirable level of pavement performance on a network scale. The PMP's ultimate goal is to effectively strategize short and long-term usages of current and future limited funding to restore and maintain the entire pavement network at "Good" condition or better. Additionally, StreetSaver was selected as the pavement management software to be utilized by the Orange County Transportation Authority(OCTA) and all member agencies in Orange County; therefore, with the City of Santa Ana's ongoing management of StreetSaver, the City's PMP is in compliance with this OCTA requirement. The purpose of the PMP is to: • Provide an accurate current inventory and pavement conditions of all public roadways; • Predict future pavement condition with and without work; • Develop a roadway maintenance program; • Prioritize and recommend the most cost-effective roadway repairs; • Implement a 7-year roadway maintenance and rehabilitation (M&R) program; • Maximize the return from available funding for street pavement. Pavement is a dynamic structure where deterioration is constantly occurring. Therefore, as part of the development of the PMP, a survey of the City street pavement condition must be conducted on a regular basis to identify the type of severity and quantity of pavement distresses (refer to Section 2.0 Methodology and Appendix D: Quality Assurance/Quality Control Plan). The pavement management database needs to be updated frequently to reflect the changes in pavement conditions and pavement maintenance histories. Upon completion of the survey and database updates, StreetSaver generates a new PCI value, which assists in the selection of the most cost-effective roadway M&R strategy. The PCI value, which was developed by US Army Construction Engineering Research Laboratory and adopted as standard procedure by the American Society of Testing Materials (ASTM) and the American Association of State Highway and Transportation Officials, has been utilized by numerous municipalities nationwide. City of Santa Ana 2026 Pavement Management Program 1-1-1 EXHIBIT 2 2.0 METHODOLOGY 2.1 INVENTORY All streets within the City are categorized as either arterial or local streets and are grouped as such into their respective networks; collectively they comprise the entire pavement network. Within each network, the streets are ranked based on their functional classifications (refer to Section 3.0 Pavement Network) and are assigned a letter that corresponds with the rank. In the case of the arterial network, the letter 'B' is assigned to major arterial streets, the letter `P' is assigned to primary arterial streets, the letter`S' is assigned to secondary arterial streets, and the letter `C' is assigned to collector arterial streets. In the case of the local network, the letters 'E' and `I' are assigned to residential and non-residential streets, respectively. Each street, or branch, is divided into segments, or sections, at intersecting streets and railroads. For example, Main Street from First Street to Second Street and Grand Avenue from Railroad to Chestnut Avenue.Additionally, a section break is introduced where a change in pavement surface is encountered mid-block. For example, if the pavement surface were to change from Asphalt Concrete (AC) to Portland Cement Concrete (PCC) at any point along Main Street from First Street to Second Street, then the resulting sections would be Main Street from First Street to AC- PCC Transition and Main Street from AC-PCC Transition to Second Street; where one section has an AC surface and the other has a PCC surface. In an effort to help identify and sort the streets efficiently, identifying numbers are assigned to each branch and section. A Branch ID is a six-digit number assigned to each branch and is numbered increasingly with numbered streets listed first followed by the remainder of the streets listed in alphabetical order. A Section ID is a four-digit number assigned to each section and is numbered increasingly based on geography from west to east and from south to north. For example, the westernmost or southernmost section of a branch would have a Section ID with the lowest number and the easternmost or northernmost section of a branch would have a Section ID with the highest number. Furthermore, the four-digit Section ID number may be followed by a letter such as N, S, E, or W that denotes the direction of travel (north, south, east, and west, respectively) along a street. This letter is used to differentiate between the two halves of a street when it is divided as such. For example, Section ID 1100N and Section ID 1100S would denote the northbound and southbound sides of a section, respectively. Additionally, other sort features are available to assist in further grouping segments with similar characteristics. For example, to identify streets within pre-defined geographical areas, each section is labeled with a number that corresponds to either a neighborhood or a non-neighborhood area. A neighborhood area, which is typically comprised of churches, schools, and residential properties, is defined as the boundary established through a collaboration of the City's Community Development Agency (CDA) and local residents based on both geographic and social components. Currently, there are 64 neighborhoods established in the City,which meet with CDA staff regularly to develop strategies to shape it for the better and sustain it for the long term. A non-neighborhood area refers to the zone located outside of the established neighborhood boundaries comprising of mostly commercial and industrial uses. City of Santa Ana 2026 Pavement Management Program 2-2-1 EXHIBIT 2 2.0 Methodology 2.2 PLANNING Preparation prior to performing pavement surveys involves three major components: inspector training, survey type selection, and identifying sample units. • Inspector Training - In order to be familiar with the inspection guidelines, inspectors are prompted to read the StreetSaver Asphalt & Concrete Distress Manuals, complete the web-based Pavement Management software training and learn the data input application for the StreetSaver program prior to inspecting. Additionally, the inspection routes are planned in a time-efficient manner to efficiently capture the pavement data. • Survey Types - There are two types of surveys allowable: "windshield" and "walking" surveys. A windshield survey consists of examining the pavement from a vehicle moving at no more than 10 miles per hour (MPH), while a walking survey allows an inspector to examine from the pavement surface itself. Although, for safety reasons, walking surveys on arterial roadways may be performed from a safe place adjacent to the pavement such as a sidewalk, center median, or shoulder. • Sample Units - Random areas, known as sample units, within a street section are inspected as a representative of the whole segment. A sample unit for an asphalt street section contains a total area of 2500 square feet (SF) ±1000 SF, and a sample unit for a PCC street section contains a total number of 20 slabs ±8 slabs. 2.3 DATA COLLECTION The pavement distresses found within a sample unit are identified by type, classified by severity, measured/counted, and recorded as they are encountered in the field. A number of sample units are randomly selected for re-inspection to assure consistent and accurate results among inspectors. Refer to Appendix D: Quality Assurance/Quality Control Plan for further details on quality control/quality assurance. 2.4 DATA ENTRY The collected pavement distress data is input into StreetSaver, creating an inspection record for each sample unit. 2.5 ANALYSIS Based on the latest inspection data and several other factors, including surface type, functional classifications, last construction date, and PCI, pavement deterioration curves (PDCs) or pavement condition prediction models are generated separately for the local and arterial networks. These curves are imperative for a complete PMP to predict future pavement performance and determine maintenance and rehabilitation (M&R) requirements. Figure 2-1 shows a sample PDC with the appropriate M&R. City of Santa Ana 2026 Pavement Management Program 2-2-2 EXHIBIT 2 2.0 Methodology Figure 2-1: Sample Pavement Deterioration Curve Zoo Very Good Do Nothing 85 — — — — — — — — — — — — — — — — — — — — Good Surface Seal a75 — — — — — — — — — — — — — — — — _ — — — — — — — — — 0 Fair Overlay 60 } — — — — — — — — — — — — — — — — — — — — — — — - — — — — — — — - 0 Poor Resurfacing 40 - - - - - v M Very Poor Reconstruction 0 - Pavement Life(yrs) To develop an accurate PDC, "suspicious" data / anomalies outside of the maximum and minimum envelopes generated from StreetSaver are filtered out. For example, data with PCI increase significantly with age (recording error) or lack of past inspection data must be removed because pavements are load carrying structures, which degrade over time due to the combined action of environmental and traffic. This data filtering processing is critical because pavements with unusual performance would have substantial impact on the PDC behavior and the pavement life cycle consequently. The final PDCs illustrate that the rate of deterioration is fairly slow in the early years of the pavement's design life. During the first 65 percent to 75 percent of a pavement's design life, which varies based on functional classifications and surface type, a pavement deteriorates approximately 40 percent of its quality, i.e. from a PCI of 100 ("Very Good" condition) to a PCI of 60 ("Fair" condition). However, the rate of deterioration starts to increase rapidly with age after a pavement reaches this point in its life cycle. Typically, a pavement can deteriorate 40 percent in its quality (PCI quickly drops from 60 ("Fair" condition) to 20 ("Very Poor" condition)) in the next 15 percent to 25 percent of its design life. Although the local and arterial networks have different design life spans, both PDCs share similar characteristics because the pavement will crack and these cracks will propagate out and become severe with continued traffic loadings and weathering without any M&R treatment. Therefore, a PCI of 60 is assigned as the critical PCI for both the arterial and local networks. The critical PCI is defined as the PCI value after which a pavement section is expected to deteriorate rapidly with age or where the rate of PCI loss increases significantly with time. City of Santa Ana 2026 Pavement Management Program 2-2-3 EXHIBIT 2 3.0 PAVEMENT NETWORK Currently, the City's entire street pavement network has approximately 454 miles consisting of approximately 93.4 million square feet of paved surfaces. To assist planning maintenance needs, the entire pavement network is organized into two networks (arterial and local)depending on their importance in the whole roadway system. The arterial and local networks include 129.3 miles (28 percent) and 324.6 miles (72 percent), respectively. To be consistent with the City General Plan Circulation Element Master Plan of Streets and Highways and the Orange County Transportation Authority (OCTA) Master Plan of Arterial Highways (MPAH), the streets in each network are ranked based on their functional classes; the arterial network is comprised of Major, Primary, Secondary arterial streets and Collector Streets, and the local network is comprised of Residential and Non-Residential streets. Additionally, these streets are classified by surface types—Asphalt Concrete (AC) or Portland Cement Concrete (PCC); and they are divided into 4,174 sections (refer to section 2.0 Methodology) for ease of tracking their pavement conditions, pavement history and M&R requirements. Table 3-1 and Figure 3-1 summarize the current City pavement networks information. Table 3-1: Entire Pavement Network Summary ale#work Surface Type Area(SF) Mileage Arterial AC 33,130,507 125.5 .......................................;.......................................:.......................................a....................................... Arterial PCC 494,500 3.9 ...............................................................................¢.............................................................................. Local AC 55.177.836 300.1 .......................................¢.......................................,.......................................¢....................................... Local PCC 4,590.069 24.5 Entire Pave men# Network 33,392,912 453.9 Pavement Area Distribution (SF) by Street Classification Local PCC; 4,513,314, 5% _ - Arterial AC; 33,130,S07; 35% Local AC; Arterial PCC; 55,122,938; 59° 4944,5w; 1% ■ arterial AC ■ Arterial PCC ■ Local AC ■ Local PCC Figure 3-1: Entire Pavement Network Summary City of Santa Ana 2026 Pavement Management Program 3-3-1 EXHIBIT 2 3.0 Pavement Network 3.1 FUNCTIONAL CLASSIFICATIONS One of the critical factors affecting the roadbeds and pavement deterioration rate is the quantity and associated vehicle weight of traffic utilizing the streets. The volume and type of vehicular usage for the abovementioned arterial network's four functional classifications are: • Major Arterial — Generally consists of a six-travel lane, divided roadway connecting various parts within the City of Santa Ana and adjacent cities. A major arterial is designed to accommodate between 30,000 and 50,600 vehicle trips daily. This facility type comprises approximately 58 centerline miles or 55.2 percent of City arterial network. • Primary Arterial — Generally consists of a four-lane, divided roadway serving as a major access route to regional destinations (such as downtown and similar major focal points within the City). A primary arterial is designed to accommodate between 20,000 and 30,000 vehicle trips daily. This facility type comprises approximately 9 centerline miles or 8.6 percent of City arterial network. • Secondary Arterial — Generally consists of a four-lane, undivided roadway serving intra- city mobility. A secondary arterial is designed to accommodate between 10,000 and 20,000 vehicle trips daily. This facility type comprises approximately 35 centerline miles or 33.3 percent of City arterial network. • Collector Street—Generally consists of a two-lane, undivided roadway. A collector street is designed to accommodate between 7,500 and 10,000 vehicle trips daily. This facility type comprises approximately 3 centerline miles or 2.9 percent of City arterial network. Figure 3-2: Arterial Street i The local network is comprised of two functional classifications as described below: City of Santa Ana 2026 Pavement Management Program 3-3-2 EXHIBIT 2 3.0 Pavement Network • Non-Residential Street — Generally a low-speed two-lane, undivided roadway with parking allowed on both sides of the street. Businesses are located on both sides of the street. A non-residential street is designed to accommodate less than 6,000 vehicle trips daily. This facility type comprises approximately 32 centerline miles or 10 percent of City local network. • Residential Street—Generally a low-speed and low-volume two-lane, undivided roadway providing access to individual properties in a neighborhood. A residential street is designed to accommodate less than 6,000 vehicle trips daily. This facility type comprises approximately 285 centerline miles or 90 percent of City local network. Figure 3-3: Local Street - '' City of Santa Ana 2026 Pavement Management Program 3-3-3 EXHIBIT 2 3.0 Pavement Network 3.2 PAVEMENT CONDITION INDEX The City utilizes PCI output from StreetSaver as the rating mechanism to describe the City street pavement condition. This numerical index ranges from PCI of "0" for a failed and/or badly deteriorated pavement with virtually no remaining life to PCI of "100" for a pavement in perfect condition. A street section with proper engineering design and construction begins its life cycle as anew or recently rehabilitated street with a PCI of"100". As the condition of the street surface begins to deteriorate, the PCI decrease reflects the surface deterioration based on the signs of distress noted during the field surveys (refer to Section 2.0 Methodology and Appendix D: Quality Assurance/Quality Control Plan). Although the surface treatment recommendation for each street section utilizes the PCI value as the basis, the PCI values shall be used for planning purposes only and are not intended to replace sound engineering judgment. An engineering review of the pavement condition shall take place prior to any actual construction work at a particular street section because the review may indicate that a particular pavement section needs attention earlier than the other street sections in its localized area. In general for planning and budgeting purposes, the correlation among the PCI, pavement quality and signs of distresses are summarized in Table 3-2: Table 3-2: Pavement Condition Index and Treatment Type Pavement Quality PCI Pavement Description The pavement is new or almost new with very little or no roughness Very Good 86-100 and surface distress (except utility patches if any), including minimal hairline cracks and/or weathering. The pavement structure is sound and no oxidation occurs. The pavement has minor roughness and little to slight surface Good 75-85 distresses (except utility patches if any), including slight cracking, slight to moderate weathering. The pavement structure is sound and no oxidation occurs. The pavement may have noticeable roughness and slight to Fair 60-74 moderate distresses are surfacing, including severe weathering, non-load-related cracking, depressions, and material loss. The pavement structure is becoming deficient minimal base failure). The pavement has noticeable roughness (significant surface distortion) and moderate to severe surface distresses, including Poor 41-59 severe weathering, load-related cracking (such as alligator cracking), depressions, material loss. The pavement structure is deficient (up to one-third base failure). The pavement has severe surface distresses, including large Very Poor 0-40 quantities of distortion and major and unsafe cracking (alligator cracking). The pavement structure is inadequate (over one-third failure). City of Santa Ana 2026 Pavement Management Program 3-3-4 EXHIBIT 2 3.0 Pavement Network 3.3 EXISTING PAVEMENT CONDITION Based on the inspections and data processing procedures mentioned in Section 2.0 Methodology, the majority of the local street's pavements (39 percent) currently have a PCI of at least 86 or in "Very Good" condition; this indicates that the City's local network continues to demonstrate high conditional values. The arterial network shows a slight improvement from 2024. Furthermore, these results show a sustainment in the entire network PCI since the City's 2022 update (refer to Table 3-3 for PCI distribution in 2022, 2024 compared to 2026). Table 3-3: PCI Distribution Comparison (2022, 2024 vs. 2026) Pavement Quality PCI Entire Network Arterial Network Local Network 2022 - 2024 2026 2022 2024 2026 2022 2024 2026 ......................................................................................................................_...... ................................ .............................................................................. Very Good 86-100 46.1% 40.5% 35.8% 22.5% 26.2% 282% 54.5% 45.9% 39.2% .......................................................:...............................................................................-.................................................................................................................................................................................................................................................................................................................................. Good 75-85 20.8% 28.0% 27.0% 18.1% 23.5% 15.0% 218% 30.0% 33.2% ........................................................................................._............................................................-................................................................................................................................................................................................................................................................................................................................ Fair 6 74 16.5% 15.7% 18.1% 33.2% 27.0% 32.4% 10.5% 11.0% .......................................................:.................................-....................................................._......................................................................................................:..........................................:....................................................................._...................................................................................................... Poor 41-59 11.1% 30-5% 30.8% 22.9% 20.0% 19.0% 6.9% 7.1% 7.5% ........................................................................................................................................................._-............................................................................................................................................................................................................................................................................................................................. Very Poor 0-40 5.5% 5.3% 8.3% 3.3% 3.3% 5.4% 6.3% 6.0% 6.7% With the proper maintenance and rehabilitation application of the local and arterial streets, the majority of the entire pavement network is currently in "Very Good" condition (36 percent) with a PCI of at least 86, which is similar to the results from the previous update in 2024. Figure 3-4 summarizes the current PCI distribution for the entire pavement network. Figure 3-4: Current PCI Distribution (Entire Pavement Network) Current PCI Distribution (Entire Network) Very Poor(&-40); Poor(41-59); 28.9; 6% 49.2; 11% it very Good (86- 100);163.9;36% Fair (60-74);14 o ■ l:err Good (96-100) ■ Good (75-85) ■ Fair(60-74) ■ Poor(41-59) ■ Very Poor(&-40) City of Santa Ana 2026 Pavement Management Program 3-3-5 EXHIBIT 2 3.0 Pavement Network As shown in Table 3-3, the majority of arterial streets' pavements are currently either in "Fair" (32.4 percent), "Good" (15.0 percent), or "Very Good" (28.2 percent) conditions. These results, which show a condition stabilization (no significant increase or decrease) in the top three condition categories of "Fair", "Good", and "Very Good" from 2024 to the current year (76 percent for all three categories), indicate that the City has been performing proper and timely maintenance and rehabilitation strategies for the arterial streets to maintain the percentage of streets in the top three condition categories (refer to Table 3-3 for the comparison). The sustaining in arterial street pavement conditions can be attributed to local funding and various funding sources from Orange County Transportation Authority, County of Orange, State of California, and other various agencies that the City has received in past years. Figure 3-5 shows the current PCI distribution of the arterial network. Figure 3-5: Current PCI Distribution (Arterial Network) Current PCI Distribution (Arterial Network) Very Poor; 7.0; 6 Very Good; 36A; Poor; 24.5;14% 26 Fair;32% -Good; 19A;15% ■ Very Good ■ Good ■ Fair ■ Poor ■ 'Very Poor City of Santa Ana 2026 Pavement Management Program 3-3-6 EXHIBIT 2 3.0 Pavement Network The sustainment in the condition of the local pavement network in recent years resulted largely from the annual Local Street Preventative Maintenance Program, which commenced in 2014. Figure 3-6 shows the current PCI distribution of the local network. Figure 3-6: Current PCI Distribution (Local Network) Current PCI Distribution (Local Network) Very Poor; 21.4; Poor; 24.6;9% 7 Very Good; Fair; 13%_ 127.5;34% Good; 108A;33% ■ V er, G ood ■ G ood ■ Fa it ■ Poor ■ Very Poar City of Santa Ana 2026 Pavement Management Program 3-3-7 EXHIBIT 2 3.0 Pavement Network Table 3-4 shows the breakdown of PCI distribution of the entire pavement network, and the arterial and local pavement networks individually, based on area and section mileage. Table 3-4: PCI Distribution Arteria?Netvmrk Loral Network Entire Network Mlles Area)SF) Miles Area(SF) Mies Area(So VerV Good (86-100) 36.4 8,774.965 127.5 23,157,184 163.9 31:932:149 .........................................................................................................................................................i......................................................................................................................................................................................i........................................... Good )75-85) 19A 5,072,745 1DS.D 19,459,849 127.4 24,532.593 .........................................................................................................................................................[......................................................................................................................................................................................[............................................. Fair (60-74) 41.9 11:552:093 42.5 7,886,042 84.4 19,435.175 .........................................................................................................................................................i......................................................................................................................................................................................i............................................. Poor (41-59) 24.6 6,436,729 24.6 5,D14,383 49.2 11:451:112 ...............Very+�xkr............o...................�-40).....................................7_L1............................1,778.48.5..........................21..9................:...............t'8,74............................28.9.................:..........5,99...23C........ da The pavement condition is generally measured by a weighted index (typically by area), referred to as Average Area-Weighted Pavement Condition Index (PCI..), which is determined as follows: n 1(PCIj x Ai) PCIaw — n Ai Where, PCIaw = Average area-weighted PCI PCIi = PCI of pavement section number i Ai = Area of section number i n = Total number of pavement sections Based on the formula above, the City's current entire pavement network is in "Good" condition with a PCIaw of 75.2. City of Santa Ana 2026 Pavement Management Program 3-3-8 EXHIBIT 2 4.0 MAINTENANCE AND REHABILITATION STRATEGIES With 454 miles and 4,170 street sections, the City develops a comprehensive, fully-integrated PMP utilizing the inventory data along with the inspection information, M&R options and their associated costs, and predictions about future pavement condition from StreetSaver to determine optimal time for maintenance and rehabilitation needs. Due to limited available fiscal resources, the City needs to perform cost-effective M&R strategies to maintain the pavement networks. Additionally, pavement preservation, which is an important aspect of the PMP considering the limited funding, will be included in the overall decision-making process. 4.1 TREATMENT TYPES AND ASSOCIATED COSTS The pavement preservation and M&R considerations utilized by the City are categorized into localized, global and major M&R. Localized M&R can be applied as a stop-gap measure or a preventive measure, including routine maintenance such as crack-filling and pothole repairs. Global M&R, which is cost effective when applied as a preventive measure, are methods applied to the entire pavement sections to slow the rate of deterioration and improve current PCI, including applying slurry seal to the existing pavement surface. Major M&R, which is often economically applicable to deteriorated pavements, pavements deteriorating at a rapid rate, and pavements subjected to a change in traffic loading, refer to methods correcting or improving structural and functional requirements, including cold-milling and overlay, cold-in-place recycling, cement treated base, and/or full depth reconstruction. The City currently utilizes the following M&R treatment methods: • Crack Seal—Crack Seal is applicable for newer pavements with cracks beginning to form. Since water is the most destructive element to a roadway pavement, this treatment utilizes asphalt materials bonding to the crack walls to restrict water penetration into the underlying base and sub-base layers to reduce further pavement deterioration. This preventive M&R treatment, which will extend the pavement life by three to five years, saves money by delaying the expense of major reconstructive pavement work. • Slurry Seal —Slurry Seal, which applies to pavement with minimal surface distress, such as minor/low severity cracks, provides a new wearing surface to extend the pavement life. This treatment is a mix blend of high-quality crushed aggregates (sand-like), asphalt emulsion, water and mineral fillers, spreading over the entire pavement surface. The layer of slurry seal (ranging from 1/8" to 3/8" thick) prevents further oxidization and water from further deteriorating the asphalt concrete surface and subgrade, corrects raveling, and improves skid resistance. • Thin Overlay — Thin Overlay is a maintenance overlay applicable to pavement with moderate cracking where preventive M&R is no longer effective. This treatment involves partially milling or grinding the edge of shoulder (typically 6 feet), sealing the cracks to retard reflective cracking, and placing a thin layer of hot-mixed asphalt concrete (up to two inches for streets in both arterial and local networks) over the existing pavement surface. The thin layer of AC improves the skid resistance and roadway's performance, and corrects the crown and drainage features. City of Santa Ana 2026 Pavement Management Program 4-4-1 EXHIBIT 2 4.0 Maintenance And Rehabilitation Strategies • Structural Overlay—Structural Overlays, which applies to moderate to severe pavement cracking with little or no deficiency in the foundation layers, entails cold-milling / grinding the surface to a depth of up to three inches for arterial streets and two inches for local streets, removing localized failed areas, and placing a thick layer of hot-mixed AC (typically four to five inches for arterial streets and three to four inches for local streets). The new AC pavement section smooth the ride performance, improves skid resistance, correct the crown and drainage features, increases pavement structural capacity. • Cold-In-Place Recycling (CIR) — CIR, which applies to moderate to severe pavement cracking with little or no deficiency in the pavement structure, is a process rehabilitating pavement by recycling it in place. The top layer of pavement is removed with a milling (grinding) machine to a specified depth (typically three to four inches). The removed material is then crushed, sorted and mixed with a specially formulated asphalt emulsion. This emulsion mixes with the milled pavement and acts as a binder to form the new CIR pavement. This new mixture is placed on the roadway by a paver and compacted as a new and more durable asphalt base course. Finally, a thin overlay of conventional asphalt pavement is placed over the CIR to seal it and provide a new wear to improve ride performance and drainage features and increase pavement structural capacity. • Cement-Treated Base (CTB) — CTB is applicable when the distress evidence at the surface indicates failure in the pavement structure or subgrade (the roadway completely failed with crumbling surface pavement), which is not correctable by less extensive construction. Due to its long curing time, this treatment method typically should be applied to low-moderate traffic areas and/or moderate traffic areas with more than one lane per direction with a low volume of large vehicles. CTB involves grinding the existing roadway surface and base into pieces to a prescribed depth (typically 14 to 20 inches for arterial streets and 8 to 11 inches for local streets), which are mixed with cement and water to be used as a base course. A thin overlay of conventional asphalt pavement is then placed over the CTB base to provide a new wear for improving ride performance and drainage features and increase pavement structural capacity. • Full Depth Reconstruction (FDR)— FDR is applicable when the distress evidence at the surface indicates failure in the pavement structure or subgrade (the roadway completely failed with crumbling surface pavement), which is not correctable by less extensive construction. This treatment involves removal of existing layers of asphalt AC, PCC, and/or base to a prescribed depth recommended by geotechnical engineering pavement analysis and placement of conventional flexible pavement section. In general, local residential and non-residential streets are removed to depths of six inches and eight inches, respectively; a depth of 10 inches are removed on secondary arterial and collector streets; a depth of 12 inches are removed on primary arterial streets; and a depth of 16 inches are removed on major arterial streets. The actual depth depends on anticipated traffic loading, soil conditions, and roadway functional classifications. This treatment is by far the most expensive form of M&R strategies to increase pavement structural capacity. City of Santa Ana 2026 Pavement Management Program 4-4-2 EXHIBIT 2 4.0 Maintenance And Rehabilitation Strategies Table 4-1: Cost by Condition (Arterial Network) Condition Functional Surface Cost PCI Classification $/SF Secondary / Collector 75- 85 Primary AC $3.19 Major 60- 74 Secondary / Collector AC $6.91 Secondary / Collector AC $13.29 41 - 59 Primary AC $14.82 Major AC $16.34 41-59 Secondary / Collector PCC $28.62 Secondary / Collector AC $45.64 Primary AC $54.58 0-40 Major AC $72.42 Secondary / Collector PCC $28.62 Table 4-2: Cost by Condition (Local Network) Condition Functional Surface Cost ($/SF) PCI Classification 75- 85 Residential AC $2.09 Non-Residential 60- 74 Residential AC $5.18 Non-Residential Residential AC $10.06 41 - 59 Non-Residential AC $25.73 Residential AC $23.60 Non-Residential AC $23.60 0-40 Residential/Non-Res PCC $25.73 Residential PCC $25.73 Non-Residential City of Santa Ana 2026 Pavement Management Program 4-4-3 EXHIBIT 2 4.0 Maintenance And Rehabilitation Strategies It is imperative for the City to receive the proper amount and type of funding to perform the M&R strategies as a plan to preserve the roadway pavement system in good condition. The plan is to apply a slurry seal coat to new or recently rehabilitated streets at regular intervals, usually seven to ten years. After a couple slurry seal coats, maintenance (thin) overlay or structural overlay shall be utilized to address structural issues. Every street will fail eventually or reach a point where it is more cost-effective to reconstruct than to repair. The roadway functional classification (refer to Section 3.0 Pavement Network) and the original design life of a particular street section will determine the intervals and treatment types. Additionally, streets with higher speeds, traffic volumes, and/or loads, will demand a larger pavement section. To account for the differences in pavement section across the spectrum of streets within the entire pavement network, the streets are grouped into M&R families according to their functional classification and/or surface type and a cost by condition is applied. The cost by condition for the arterial and local networks is shown in Table 4-1 and Table 4-2, respectively. These unit costs per SF include the soft costs of design, inspection, and construction engineering and are compiled utilizing current projects as a basis for costs. As the pavement ages, the PMP is designed to predict the roadway pavement's PCI based on the deterioration curves (refer to Section 2.0 Methodology). Additionally, the PMP, which is a tool to assist the City in making decisions when planning pavement M&R, involves scheduling pavement maintenance and rehabilitation before pavements deteriorate to a condition where reconstruction is the only solution. Based on Figure 2-1 in Section 2.0 Methodology showing how pavement generally deteriorates and the relative M&R cost (refer to Table 4-1 and Table 4-2) at various times throughout the pavement life, the critical PCI is established at 60. The critical PCI is defined as the PCI value after which the pavement section is expected to deteriorate rapidly with age, or the rate of PCI loss increases significantly with time, and the unit cost of repair greatly increases; therefore, the threshold for M&R decisions are considered at the critical PCI value since the cost of maintaining the pavement above the critical PCI value before the deterioration occurs is much less compared to maintaining pavements after substantial deterioration has occurred. Planned M&R strategies, essentially preventing pavements from reaching deteriorated conditions, helps the City stretch and maximize the use of City budgets and prolong the life of the pavements. StreetSaver utilizes the inventory database combined with the inspection information, M&R options along with their associated costs, and the deterioration curves predicting future pavement condition to calculate the chosen budget activity to reflect the best pavement management practices and costs. The City's PMP goal is to maintain a pavement system network with an optimal PCI of 75 ("Good" Condition) or better. The City's pavement system currently has 63 percent of the pavement sections in "Good" or "Very Good" condition (refer to Section 3.0 Pavement Network). The PMP will recommend priority list of maintenance treatments annually to bring all City streets to at least "Good" condition. The preventive M&R treatments, which are inexpensive treatments to extend pavement life cycle, have minimal costs since they are applied prior to pavement deterioration to "Poor" and "Very Poor" conditions. City of Santa Ana 2026 Pavement Management Program 4-4-4 EXHIBIT 2 4.0 Maintenance And Rehabilitation Strategies 4.2 FUNDING The City has estimated total funding amounts of$71.2 million and $43.6 million for the pavement expenditures of the arterial and local networks, respectively, for the next seven years (refer to City CIP on a separate document for further details). Generally, the future revenues for City street preventive and major M&R programs are from the following funding sources: • Community Development Block Grant (CDBG) — The Housing and Community Development Act of 1974 returns income tax funds to cities and counties to develop viable urban communities, primarily for the benefit of low and moderate income people. This U.S. Department of Housing and Urban Development program gives priority to activities that help to eliminate blight, with emphasis on residential areas. CDBG projects are carried out by several operating departments with the City and by sub-agents. Public hearings are held to plan projects for each fiscal fear. The selected projects are recommended by citizens, commissioners, and staff. • Gas Tax—Gas Tax funds are derived from the Motor Vehicle Fuel Tax(or Highway Users Tax Account (HUTA)). Motorists pay a tax for fuel consumption. It is apportioned to cities according to population and can only be utilized in the maintenance and construction of the street system. • Road Maintenance and Rehabilitation Account(RMRA—Streets and Highways Code Sec 2030 et sec.) includes funds from the following taxes enacted by Senate Bill 1 Road Repair and Accountability Act of 2017: the 12 cent gasoline excise tax, 20 cent diesel fuel excise tax, transportation improvement fees. These new gas tax funding sources contribute funding on an annual basis. • Local Street Bond Fund — In 2007, the City issued a $60 million bond as a certificate of participation (COP) against Gas Tax revenue to create the Residential Street Repair Program to repair and rehabilitate neighborhood streets Citywide. • Measure M2 — On November 7, 2006, voters approved the renewal of the Measure M half-cent sales tax (Measure M2), extending the program over a 30-year period beginning in 2011. In addition to the original three program components, this generation of the Measure M Transportation Plan expands the program to include Environmental Cleanup and Taxpayer Safeguards and Audits. To receive revenues from the one-half-cent sales tax, cities and the County of Orange must coordinate their land use and transportation decisions, establish cooperative transportation planning programs with neighboring jurisdictions, develop Growth Management programs, and guarantee that transportation funds are used for transportation purposes only. • Measure M2— Competitive—The competitive portion of the Measure M2 consists of the following programs: Regional Capacity Program (RCP), Regional Traffic Signal Synchronization Program (TSSP), and several transit programs. • Measure M2— Fairshare—This local fair share program returns a portion of the Measure M2 Streets and Roads revenues to the cities and the County of Orange once specific program requirements are met. Disbursement amounts are based on a formula that accounts for population, street mileage, and sales tax collected. City of Santa Ana 2026 Pavement Management Program 4-4-5 EXHIBIT 2 4.0 Maintenance And Rehabilitation Strategies • Refuse Collection — Funds received in the course of business for the public collection and disposal of refuse. The City adopted a Vehicle Impact Fee program to provide funding for necessary improvements to the City's streets to offset the wear and tear impact of heavy vehicle travel. 4.3 BUDGET ALTERNATIVES Having determined the needs of the City local and arterial networks and the City fiscal-year budget for the next seven years, the City utilizes StreetSaver to evaluate impacts of various budget alternatives— existing budget in City CIP, budget to maintain the current PCI,,,,over a seven year plan, and budget to improve the current PCIaW by one point or better over a seven-year plan. StreetSaver has the capability of forecasting the effects of different budget alternatives on PCI and deferred maintenance (backlog). By examining the effects of these indicators, these "what- if' analyses clearly identify the advantages and disadvantages of different funding levels and preventive and major M&R strategies. The following guide is provided for interpreting the individual output in Budget Analysis tables below. • PCI w/o Existing Funding— PCI yielded as a result of no preventive or major M&R work during the listed fiscal year. This value is provided for comparison purposes and is intended to be used as the baseline PCI. • PCI w/ Existing Funding — PCI yielded as a result of preventive and major M&R work with existing funding during the listed fiscal year. • PCI w/Alternative Funding— PCI yielded as a result of preventive and major M&R work with existing plus additional funding during the listed fiscal year. • Preventive M&R Existing Funding — Existing funding for preventive M&R work during the listed fiscal year. • Major M&R Existing Funding — Existing funding for major M&R work during the listed fiscal year. • Major M&R Additional Funding — Additional funding for major M&R work required to reach the listed goal during the listed fiscal year. • Total Existing Funding — Sum of existing funding during the listed fiscal year. • Total Alternative Funding — Sum of existing funding plus additional funding required to reach the listed goal during the listed fiscal year. • Backlog —Total estimated M&R work left unfunded during the listed fiscal year. City of Santa Ana 2026 Pavement Management Program 4-4-6 EXHIBIT 2 4.0 Maintenance And Rehabilitation Strategies 4.3.1 EXISTING FUNDING This alternative represents the impacts of the City's current CIP budget on the entire pavement network, and the arterial and local pavement networks independently, for the next seven years. Currently, there are approximately $71.2 million and $43.6 million for the pavement expenditures in the arterial and local networks, respectively,for the next seven years. The City's main objective is keeping street sections from falling into the reconstruction category ("Very Poor" condition), at which point typically costs three to four times more per SF than resurfacing. Therefore, the selection of streets for M&R treatments during each fiscal year involves StreetSaver output, engineering judgment and experience, and available budget. With a limited existing budget over the next seven years from FY 2026/27 to FY 2032/33, the entire pavement network PCI will decrease from the "Good" condition to "Fair" (PCIaW of 75.2.3 to a PCIaW of 69). Not only does the pavement condition deteriorate, but the entire pavement network's backlog will increase by 83 percent by FY 2032/33 as shown in Table 4-3. This information indicates that the City is facing the challenge of securing adequate, sustainable funding for the M&R program to keep up with the increasing rate of deteriorating streets. The arterial and local networks, independently, will reduce the citywide PCIaW by at least six points over next seven FYs and the local network will drop to a "Fair" condition while the arterial network will remain in "Fair" condition. Additionally, the current level of funding is insufficient to stabilize the backlog since the unfunded deferred M&R projects will increase by 52 percent for the arterial network, increase by 31 percent for the local network by FY 2032/33 and 83% for the entire network. City of Santa Ana 2026 Pavement Management Program 4-4-7 (�J U) m m CDCD m CD It CD CD CD M I` CD co _ I— M r M T N M I'- W 00 N O T W � 0) U') m m 00 O M LO t M 00 LC) I� M T �i m L() � T 00 r O 00 LO LSD CD O I-- N 00 I 19 C N LO 00 M M T LLB M 0 M I— M I N T _ CO c'M CO 't LO LC) LO t T r T T N N N x U) 69 69 69 69 69 69 69 6G. 6c? 69 69 (9 69 69 69 LU 0 m m m m M O O O I` E O M N �t r M U) I'- O LO ry Ln M LO 00 O It m CD 'qt ti M r O 1` C0 CD _0 M c+0 '1 L[7 O Ll7 OD T Nr- M O 00 T (:: M QC: 0) Lf) CD I` co (D 00 lzr I-T II,- N 00 00 NT C {{} U!)- -C ETA T 1 r� t ram T r e T� r M M (ap 60} Gn i Ef} It VT VT r � -0 2 C 0 •� C 02 K 7 k 7 W LL W LL C co L M Ln M co ti ti ti N r 00 U) I- 0) U') CDr M I` T M M N 't I-- M T O I` CD CD M cr O Ln r- CD Cl CD � N ti M d7 CO T O M G� CD O W 00 O O CD i 00 Ni Ni O N 00 00 Ni Z 2 .0 s T 69 T 69 69 69 r C0 0 C� 69 69 69 69 69 69 69 It •R = Z O •X = WWLL � WLL a M U') M W M M M co Q O O O O O O O O +�+ N CD O 00 It LO M 6o 69 69 69 69 69 69 69 C cS O M O N w L() Ln M W Cfl 00 4 P- 00 Cfl Cfl rl_ d = 0 69 69 69 69 69 69 6G} � = d = 'a = .x 7 x 7 > W LL C > W LL LL i *+ 0 � d •X d y � E LiJ cm 3aa a ++ LSD Lf� M N T O O 3 IM N M LO LO CO U') M LO N ti ti ti ti I-- I'- CO = N = ti ti ti ti ti ti c ~ CL o a w LL o a) m ca �_ J c J c N C L� 0 t51 E 3 .__ S O � 3 .� .� O a) > ++ LO �t N O 00 1- U') M 3 ++ N T O I� CD 't N r (Q m ,� 0 I` I` I'- I— CO M co CD = .N r ti � co CD CO CD CD CD U LLI LL U LLI LL N d d (1) o (p N N N L L Q N N N N M M M M U N (D ti 00 CD O r N U fn cn � ti MM CD N O N N N N M M M N N N N M M M ,- LL >- L 0 0 0 0 0 0 0 LL > L 0 0 0 0 0 0 0 0 d N N N N N N N O d N N N N N N N o Z Z U N N LO LSD co N Il_ m m M M (0 I-- N 00 � 0) M O I� N N It M �i _7 m 12 O O N LO 0000 O N LO xU) t � � � CN V:9 6 CO 6 CO � LJU p m m ry N LO m N N w N 00 Cfl CO C9 O C0 N M _ LO O CO N M M I- C: 0) C6 O O 00 I;i 6 C6 O5 Q C C V> 64 64 64 (.0 U , 2 69 6c} 64 69 H K 7 W LL c co (N O It It M O 0-) N CO lzt O LO � N CO CD O -- I- CO Ol Ln N N i ca CO N LO LO C N N 69 69 69 69 64 64 64 N 6 s N K = Z W LL co V O J w O LO LO M m m M Cfl _ It N Cfl O w l LL7 M �S OI-T M O N M LO LO 2 Cfl 6 i rl 00 Cfl Cfl ti d = a 69 64 69 64 64 64 64 LL > }, � 2 N Lu LL N L x a LLI E �7 c c 3 ++ I'- I'- CO LO CO N U .x o E LL LLI LL ocu a� cu J c � N 0 N m ,� ti I- I- I- I� CO CO CO d LLI LL N O N N L Q Il- 00 M O � N CO +� C C O N N N co M M M Ncn d to (.0 ti 00 M CDN W N N N N COM COM COM 4- CD 0 0 0 0 0 0 0 N N N N N N N O Z U EXHIBIT 2 4.0 Maintenance And Rehabilitation Strategies 4.3.2 ALTERNATIVE FUNDING LEVELS REQUIRED To MAINTAIN EXISTING PCI With existing funding of just under $115 million for the entire pavement network over the seven- year period from FY 2026/27 through FY 2032/33, additional funding is required to maintain the existing PCIaW of 75.2. This alternative provides an available prioritized list of streets with recommended M&R treatment to allow the City to hand select if unforeseen funds become available at some point in the future. As illustrated in Table 4-6, a total of$36.3 million in additional funds calculated at about $5.1 million annually would be needed; thus, providing for a total alternative funding level of just over$150.5 million over the seven-year period. Furthermore, with this additional funding, the backlog for FY 2026/27 of$325.6 million would be increased by about 42 percent to $462.8 million for FY 2032/33. Demonstrated in Table 4-7 and Table 4-8, 62 percent ($22.5 million) of the additional funding ($36.3 million) would be applied to the arterial network and 38 percent ($13.8 million) would be applied to the local network. As a result, the existing PCIav,would be maintained at 75; 72 and 79 for the arterial and local networks, respectively. City of Santa Ana 2026 Pavement Management Program 4-4-10 N U) r N M CO r CO M LO M 'IT r M LO CO LO M LO r-- 0) I� r r �t CA t O M f` N Co B O O ' m Lf) Lf) CO CO CO I` tm CA r o0 Ln O N I- cv O LC) Cfl Cfl O C4 't 't N O I-- Cfl I` M Lo N m _ N M LO Cfl M O B CO 2 M LO O 00 00 x V M M M M M C) r r r r r r r w O 69 69 V:} 6) 69 60, 69 69 64 69 60 64 64 64 64 lie m m (0 O 3 r M tj, LO O O CO 0 I- N LO O) LO �T 00 O O I` O I,- N M r I� iCO CN CU > 00 N O C4 C� O I` O > O E CO N M Z �' O O r O r r 0 +' M O O O O O O I,- _0 4' M 2 N N N N r N N LO 3 t 69 64 r 69 6ry 69 r CO Q d p 64 69 69 64 60- 6� 6� r N Q i = Cf} 69 60, H d = 6S. Z H m �. +r m > QLL QLL Cu a y M I'- LO N CO CO r Q M r M N M M CD N �p L M O Ln M N M N r N Lo M �t M �t I- r M tm Ln O Ln C 0 M M Ci Ln M O M O r Ln r- = M � m m N Ln " CO U = _ M N M M N W i 64 69 69 69 64 69 69 M (L 2 60 69 69 6'3 6'3 6'3 U), N E�} _ 60- c EL a LL N a LL v' •X w I` N LO O) m 00 O ' r LO CO CO M M N q M N � O N O CO r Ln r M O O O m w O O CO M r I` N CO W � (fl 0 CD U-) m � � � 0 69 69 r 69 64 60- r CO 64 6> 6> 69 64 64 64 r X = 0 ='x R � WIL WWIL L � � I� M Ln M N oC) � � •S � O O O O O O O O d N M r M M N d O 64 64 6'? 64 64 64 64 64 _ 9 + � oc M o0 O) N > = tm = V) _ CO Ln CO LO �t Ln CO r '= (n _ `J 5 1 6, 69 Ef} Ef} V=k ff? Uf 2 _ W s I 9 9 d ILod LL J d o6 LL m 2 cm J O 7 > c 'a3 = _ o LL 3 +-, _ O E rCO CO CO LO LO V) U') U') Co � cc r- N CO N N r r N N CU LL (U C = LL _ d - LL ca cC = c Q c N y o o E O J a > a a w a) 3 w+ U) E N O 00 r- U') Cl) o N r O I- CO t N r R ,N = I� I� O O CO CO 0 m ,N _ CO CO CO CO CO CO Cfl N CU aWLL H aWLL N cu Q P I� 00 M O r N M M C N p V M C N p N O cn O N O O O r N U N d O N N N O r N U Cn LL � � 000000o ai LL � o 00000o 6 o d N N N N N N N o N N N N N N N p Z Z U q tm � � � � � o / -:F f ¢ % o N m R b m x m g q A q L / ■ 6e> 60- 69- 61)1 6r,� 60 6G- m / k ¥ c Q It Q c r > C O O D C � % / 0 ' £ n o 0 b < C ■ _ E 2 LL k 0 0 y a w g ¥ £ £ S ¥ / M ƒ � � � / CL 2 & z § � U- 2 « . w _ ¥ c n q o ¥ � � r- b b ? r- q LO ? F o o L L ( � L ( L 2 £ J It 0 wwU- 2 2 � > � N � c � c � N N k1 > % w r LL } 5 / E LL ■ f LL » 0 \ f k ' @ o@@ c 2 0 3 k § f 7 ¥ ¥ ¥ ¥ ¥ ¥ ¥ ¥ o \ � } \ 0 o / § c s / 7 rl- CO / CO � E � 2 � 7 \ a. w L e \ § < @ ^ 2 2 ® ® 9 ® \ ■ u © m ± ¥ M M CD ° @ e 2 a a a g M M M U o � E CD CD CD CD CD CD CD2 o � z q EXHIBIT 2 4.0 Maintenance And Rehabilitation Strategies 4.3.3 ALTERNATIVE FUNDING LEVELS REQUIRED TO IMPROVE PCI With existing funding of just under $115 million for the entire pavement network over the seven- year period from FY 2026/27 through FY 2032/33, additional funding is required to improve the existing PCIaW for FY 2026/27 of 75.2 by one point or better. As illustrated in Table 4-9, a total of $46.0 million in additional funds calculated at about $6.6 million annually would be needed; thus providing for a total alternative funding level of over $160.2 million over the seven-year period. Furthermore, with this additional funding, the backlog for FY 2026/27 of $325.6 million would increase about 21 percent to $393.4 million for FY 2032/33. Demonstrated in Table 4-10 and Table 4-11, 62 percent ($28.5 million) of the additional funding ($46.0 million) would be applied to the arterial network and 38 percent ($17.5 million) would be applied to the local network. As a result, the existing PCIaW would be improved to 75.0 and 78.0 for the arterial and local networks, respectively. City of Santa Ana 2026 Pavement Management Program 4-4-13 (0 N M f- T MT T N 1_ M T M T N a.F U) T (fl T ti CO (fl V I` M T II- M M T .(3) LO CO Tr- C4 N ":T C T T N O N M O (O (O ti (O CO LO M O I` N � M M rn T �, CE Y t M 't N LO CO T O') Y I M -t M -t CO N CO L M M M M M M CM ( T T T T T T T XU) m (f} EF}ff}60-b9 V.}(f} 4fl 69(f}Ef}Ef}Ef} b9 LU m m O T 00 LO ti M M C) N T OD "qT T N �T N (M m O N 0 M LO T O LO M CU M 't C'M M T II- LO M > OJ O '11 M P- O7 r- T > N T M ti C, T O M N i +p _ M 't 't O M r O = _ CY) O 0 r O N O m R (N N N N N N N CO p 15 b9 T T T Vy T T 'A p 3 0 L t H} V>61) b9 61> Ef}U> T O L = i 69-Ef}Ef} 60- ff}60, E!} Q d ~ +O+ L O ~ +O+ a) Z a � LL 3 Q a� z E M 0 LO f- T 0 O M N T T N T M M N O CO LO 00 f- T LC) COT (C CO T 0 N O CO T CO > M ZM LO f, 0 r- r-- M co O +_ R M o0 T M M LO O LO co La = _ 0 M f-: CO +O+ _ = N 'IT (.0 Nt N � co M oa. .0 � 1 6') 60, �V) 60- 0 Uc , t L o .- s) 691 6a )U�l Gr cry NN =� Q _ r Q �i Q Ui w a a) U > d m 00 LO M f- O T t "t O N O N CO N N N � � CO fI- T M Q CO M M LOT Lf) LO T > O T CO M M LO LO E N LO co m N N O M O _ = LO LO I` CO L(� Lf') LC> � - _ = I (m M C� ♦cr ra rOn� o P- � /� 2 tT� tT� T 1Td 1T� eT�tT� T p y�/J� tTF tC�O CL O .y = 619- H?6}Ef}d9 H?VT O .VI = Vl VT VT � wU- V! ) � wL- .3 NOOMLOmMN CU OLOOTO 'tO (O S d = 000 (DNIt CO OON ( N d = &9U') I-- } m � � > ++ (D r_ f- r- LO M O C6tm T T T N O ++ N = (f} K?EF?64 69- C{}UFl NT > ++ N = H? H? E!? K? N w = J w = d W :3 of CD J IL (L _ LL o as � � d d >_ > >_ c LL ++ = O (C + = O a) 3 R C9 CO 00 00 0 CO M M O = 3 p N CM LO LO M LO LO U) C) E > = i = ti ti i = i = ti ti ti ti C) O V (D 7 V d (.9 CTi m a Q LL Q a Q LL (D co O m 2: Q 0 0 E p J (D O J a1 N d LO �TNOMr- LO Cr) O C: m 3 +' � NTON- M 'tNT ,N = r- r- CO CO CO CO CO CO O _ 0 0 a W LL a W LL No m co N N N L L = Q I` 00 CA O T N M "- Il- 00 0 O T N CO i N N N M M M M in i N N N M CO CO CO C V CV 0 V CV 0 CO f� M 0 0 T N C) N M ti M 0 0 T N n I L } CV N N N N M M M N >- " 0 0 0 0 0 0 0 Cn L 0 0 0 0 0 0 0 m L L ` O N N N N N N N p d N N N N N N N p T Z Z +, U N U) LO r-- .� Lf) Lf) O ":t C4 O 0 00 It N O 00 Cfl N CD Y 2 GOON OoON 2 m ER �Efl 60-69- .}6rl X � m W o O O r Co (O 0) CO O -C O � Lr � N> ( C ti N +P 04 N Nrr-- r O R - � 00 � O i O 2 (It> 61) 69{1} Ef}Ef}(f} Q L- a) H +; O Q LL 3 � m Z (000lqtLnOCflti M It O LO � 0) -t M O = _ 1NMN1N � r— �O •- 60 (f}vl}V) b4 Uf K? r o J + � 2 EA a. Q LL N O L. W It - ' LO ,T O It r N LO N Co O E 1'- 00WM 't COS LO O m Ln (.0 co cc CO LO coO 61!> V>6E}6961} 076r} M 'a O K �? i W W LL O N Ln O N m L() M N N 0 0 0 0 LC) O M M d C 00 Nr- O � NCO d > Co CO r- Ln Ln Co Cfl M > ++ tq C EflEF?EF?69{9. 61=k F? NT > W O i LL C d 06 E m LL c O> a_ y c i 3 ar- 000) OO N o E r = i a r- r- r- r- 00 00 00 00 C 0 V O O Q aQLL 4 `u cu r � cu r � � 0 N N o o c O JQ H 3 . � r� co � M � Or� Lr� ~ m to � � � r— r— r— coQoCD0 � o � IL W LL o c6 N N � L Q r- 000O � NM R i N N N CO CO CO M v 4) O cC to CO r` 00 O O N C) fn W N N N N CO CO CO LLB L 0000 000 - N N N N N N N p Z _ U EXHIBIT 2 APPENDIX A: ENTIRE PAVEMENT NETWORK PCI REPORT City of Santa Ana 2026 Pavement Management Program EXHIBIT 2 APPENDIX B: ARTERIAL STREETS 7-YEAR M&R PLAN City of Santa Ana 2026 Pavement Management Program EXHIBIT 2 APPENDIX C: LOCAL STREETS 7-YEAR M&R PLAN City of Santa Ana 2026 Pavement Management Program EXHIBIT 2 APPENDIX D: OCTA PAVEMENT MANAGEMENT COMPLIANCE REPORT - 2026 City of Santa Ana 2026 Pavement Management Program FINAL REPORT UPDATED CITYWIDE PAVEMENT MANAGEMENT PLAN Measure M2 2026-2033 K 1 c r'r4�lsF}. Submitted to: City of Santa Ana, CA March 16, 2026 EXHIBIT 2 March 16, 2026 Mr. David Ramirez CITY OF SANTA ANA 20 Civic Center Plaza Santa Ana, CA 92701 Subject: City of Santa Ana—OCTA Pavement Management Compliance Report 2026 Dear David: As part of the 2026 Update of the Pavement Management Plan (PMP) for the City of Santa Ana, Bucknam Infrastructure Group, Inc. is pleased to submit the PMP reporting required by the Orange County Transportation Authority (OCTA). This data/report will be submitted to OCTA as part of the City's required biennial PMP prior to June 30, 2026. The information contained in this report was used to develop the recommended improvement program for the pavement network. The report covers the following categories: • Pavement Management Plan Certification • Quality Assurance/Quality Control (QA/QC) Plan • Pavement Management Data Files(Included within the online Santa Ana StreetSaver batch file) • Pavement Management Plan that includes the following: • Average Pavement Conditions For Each Segment in the Network(PCI Report) The Pavement Condition Index report shows the present condition of each street in the pavement network (MPAH and Locals). In addition, the report shows the basic geometry of each street segment. • Seven-year Projected PCI Under Existing Funding Levels This report identifies the projected PCI's based on the local agencies current funding programs. This report details the PCI projects for the entire network, MPAH roadways and Local streets. • Seven-year Plan for Road Maintenance and Rehabilitation (Forecasted Maintenance Report) The Forecasted Maintenance Report projects the street maintenance activities required for the next seven years, broken down to show maintenance levels for all streets. This includes all scheduled projects provided by the City for fiscal years 2026 through 2033. • Alternative Funding Levels OCTA has requested two reports indicating the necessary funding to maintain the City's current weighted average PCI as well as the necessary funding to improve the weighted average PCI by one PCI point over the next seven years. EXHIBIT 2 • Backlog by Fiscal Year(re: unfunded restoration, rehabilitation and reconstruction) • Percentage of total network in each of the five condition categories based on centerline mileage • Local Match Reduction Reporting ❖ In order to be eligible for Local Match Reduction of 10%, the following must be submitted: o Measurable improvement of paved road conditions during the previous reporting period defined as an overall weighted (by area)average system improvement of one PCI point. o No reduction in the overall weighted (by area) average PCI in the MPAH or local street categories -or— o Have road pavement conditions, for the overall network, during the previous reporting period within the highest twenty(20%)of the scale for road pavement conditions in conformance with OCTA Ordinance No. 3, defined as a PCI of 75 or higher,otherwise defined as in"good condition". ❖ GIS Digital Data Quality Assurance/Quality Control (QA/QC) Plan Pavement Management Data Files(electronic Costa Mesa.e70 file format) ❖ GIS Maps/Current Conditions All comments received from the City have been incorporated in the reports that follow. All of the City's comments and needs that were brought to our attention have been addressed. It has been a pleasure working with you and the City on updating your Pavement Management Plan. We look forward to the continued success of this project and future teamwork with City staff. Sincerely, eucknam Infrastructure Group, Inc. Peter J. Bucknam Project Manager Infrastructure Management—GIS Services K3548 5 Oceans de Suite2056 1 f FRA STI lJC1 l#17E Rt U F^,119 T:(760)216-6529 wwwJbucknan- inc.com EXHIBIT 2 City of Santa Ana, CA Page i 2026 Citywide Pavement Management Plan - OCTA Submittal Final Report-March 16, 2026 AGENCY SUBMITTAL TABLE OF CONTENTS I. Pavement Management Plan Certification..............................................................................2 II. Executive Summary..................................................................................................................3 III. Background (City of Santa Ana)...............................................................................................4 IV. Current Pavement Conditions (PCI).........................................................................................7 V. Projected Pavement Conditions (PCI)—Current Budget.........................................................8 VI. Alternative Funding Levels.......................................................................................................9 a. Maintain Existing Average Network PCI ................................................................9 b. Improve Average Network PCI...............................................................................9 VI I. Current and Projected Backlog by Year of Pavement Maintenance Needs ............................9 VIII. Centerline Mileage.................................................................................................................10 IX. Percentage of Network in Each of Five Condition Categories Based on Centerline mileage 10 X. Reduction in M2 Local Match................................................................................................11 XI. Appendix A—Seven-Year Road Maintenance and Rehabilitation Plan Based on Current or Expected Funding Level ..............................................................................12 XII. Appendix B—Complete Street Listing Current Conditions....................................................13 XIII. Appendix C—GIS Digital Data................................................................................................14 XIV. Appendix D—Quality Assurance/Quality Control Plan........................................................15 • Introduction.........................................................................................................15 • Objectives ............................................................................................................15 • Structure of QA/QC Plan......................................................................................15 • Condition Survey Procedures...............................................................................16 • Accuracy Required for Data Collection................................................................17 • Random and Systematic Re-Inspections..............................................................17 • PCI Comparison with Past Surveys.......................................................................18 • Inspector Qualifications and Experience.............................................................18 i. Attachments—Inspector's Certifications.................................................19 • Safety Procedures................................................................................................20 XV. Appendix E—Pavement Management Data Files.............................................................20 XVI. Appendix F—GIS Maps—Current Conditions...................................................................21 EXHIBIT 2 City of Santa Ana, CA Page 1 2026 Citywide Pavement Management Plan — OCTA Submittal Final Report—March 16, 2026 CITY OF SANTA ANA PAVEMENT MANAGEMENT PLAN - part of- COUNTYWIDE PAVEMENT MANAGEMENT PLAN GUIDELINES (OCTA Guideline—April 2026) Prepared by: Bucknam Infrastructure Group, Inc. Submitted to OCTA: June 30, 2026 EXHIBIT 2 City of Santa Ana, CA Page 2 2026 Citywide Pavement Management Plan — OCTA Submittal Final Report—March 16, 2026 I. Pavement Management Plan Certification The City of Santa Ana, CA certifies that it has a Pavement Management Plan in conformance with the criteria stated in the Orange County Transportation Authority Ordinance No. 3. This ordinance requires that a Pavement Management Plan be in place and maintained to qualify for allocation of revenues generated from renewed Measure M (M2). The plan was developed by Bucknam Infrastructure Group, Inc. using StreetSaver, a pavement management system conforming to American Society for Testing and Materials (ASTM) Standard D6433, and contains, at a minimum,the following elements: • Inventory of MPAH and Local routes reviewed and updated biennially. The last update of the inventory was completed on January, 2026 for the Arterial (MPAH) and January, 2026 for Locals; • Assessment of the pavement condition for all routes in the system, updated biennially. The last field review of the pavement condition was completed in January, 2026; • Percentage of all section of pavement needing (sourced from Page 7): o Preventive Maintenance= 28.1%; o Rehabilitation = 29.4%; o Reconstruction = 6.4% • Budget needs for preventive maintenance, rehabilitation and/or reconstruction of deficient sections of pavement for(see Page 9): o Current biennial period $45,019,600; o following biennial period $48,792,000; • Funds budgeted or available for Preventive Maintenance, Rehabilitation and/or Reconstruction (see Page 8): o Current biennial period $32,800,000; o following biennial period $32,800,000; • Backlog by year of unfunded rehabilitation, restoration and reconstruction needs (see page 9); • The Pavement Management Plan is consistent with countywide pavement condition assessment standards as described in the OCTA Countywide Pavement Management Plan Guidelines adopted by the OCTA Board of Directors. *An electronic copy of the Pavement Management Plan (with MicroPAVER or StreetSaver compatible files) has been or will be submitted with the certification statement. A copy of this certification is being provided to the Orange County Transportation Authority. Submitted by: City of Santa Ana Name (Print) Jurisdiction Signed Date Deputy Public Works Director/City Engineer Title EXHIBIT 2 City of Santa Ana, CA Page 3 2026 Citywide Pavement Management Plan - OCTA Submittal Final Report-March 16, 2026 II. EXECUTIVE SUMMARY 2026 UPDATE OF PAVEMENT MANAGEMENT PLAN (PMP) As the City of Santa Ana's infrastructure continues to mature Public Works priorities such as street maintenance and redevelopment are key projects to City staff. With the City mostly built-out, wear and tear on the infrastructure will occur at an ever-increasing rate. Pavement aging through annual weathering, dynamic topology, and increased usage, compounded with the increased cost of performing maintenance and rehabilitation, add to the yearly operational budget of the pavement network. System sustainability can only be achieved through proactive scheduling and the implementation of cost-efficient pavement applications. In the upcoming years, the City will continue to build upon this study through future inspections and the tracking of annual work history. The Santa Ana PMP data will continue to provide reliable data to enhance the PMP through detailed Orange County Transportation Authority(OCTA) Measure M2 funding analysis, City specific budgetary reporting and level of service reporting. Additionally, the City is considering a strong local overlay program for sections that are older than 20 years. The Santa Ana PMP has been developed to assist City personnel by providing current conditional and economic data and to develop cost-effective maintenance / rehabilitation strategies to maintain a desirable network level of pavement performance while optimizing the expenditure of limited fiscal resources. The project consisted of analyzing the City's 2024 dataset for quality and usability. In doing this, we were tasked to generate an updated Capital Improvement Program report that identified recommendations and deficiencies in the current operating and maintenance efforts put forth by the City. We surveyed all designated arterial,collector(MPAH) as well as all local/alley streets this past fall/winter to assist the City in being compliant with OCTA — Measure M2 April, 2026 guidelines. Additionally, we updated the City's unique Pavement Management — GIS layer that will continue to assist the City in analyzing pavement conditions and other attribute information through the use of MyRoads® and ESRI ArcGIS. Bucknam Infrastructure Group reviewed the City's previous maintenance efforts and the current 2026-27 proposed street improvements for pertinent pavement information in order to generate a CIP report that identified recommendations and opportunities for improvement in the current operating and maintenance efforts put forth by the City. The result of these work efforts is this report. EXHIBIT 2 City of Santa Ana, CA Page 4 2026 Citywide Pavement Management Plan - OCTA Submittal Final Report-March 16, 2026 III. BACKGROUND (CITY OF SANTA ANA) In late 1990, voters throughout Orange County approved a %-cent sales tax for transportation improvements known as OC Measure M2. Funding for streets and roads are included within the sales tax and are distributed to local agencies through both formula and a competitive method. In late 2006, the renewal of OC Measure M2 was approved by voters that would continue the %-cent sales tax for thirty additional years, starting in 2011. The primary of goal of this report is to comply with established guidelines from OCTA to ensure that field data collection and reporting efforts performed by outside consultants or local agency staff are consistent. This is required in order that funding allocations can be reviewed and based on agency comparable pavement conditions. Specifically, our findings and recommendations provide Public Works administrators, managers and field personnel with: * PMP report consistent with OCTA OC Measure M2 guidelines * the present condition status of the pavement network (arterial, collector, residential and industrial streets), as a whole and of any grouping or individual component within the City; * a ranked list of all streets, or segments of streets, by condition within the network; * rehabilitation/maintenance needs of each street segment by year; * an optimized priority maintenance and rehabilitation program based on cost/benefit analysis and various levels of funding; * optimum annual pavement expenditure levels for pavement maintenance for the next seven (7)years; * prediction of the life-cycle performance of the City's pavement network and each individual street section; and * pavement condition data and analysis presented in GIS through MyRoads® and ESRI ArcGIS Pavement is a dynamic structure where deterioration is constantly occurring; thus the pavement management system needs to be updated on a regular basis to reflect these changes in pavement conditions, pavement maintenance histories, and maintenance strategies based upon budgetary constraints. This report reflects our findings and recommendations for the PMP and the current state of the City's pavement network. Furthermore, we have recommended detailed funding and maintenance strategies for the arterial/collector and residential networks for next seven (7)years. Currently, based upon the City's maintenance practices and their associated unit costs, the total replacement value of the Santa Ana pavement network is $3,299,050,200. This value clearly indicates that the City's pavement network is the most valuable and essential asset to Santa Ana. The City's use of slurry seal,AC Overlay and R&R practices are typically applied every seven years depending on the street conditions. These frequencies are typical but the City may see increases in deterioration rates due to environmental, load and high average daily traffic (ADT)volumes. For example, high ADT volumes along one of Santa Ana's arterial streets will increase deterioration rates for a previously applied AC Overlay compared to a small local street. These deterioration rates are monitored through frequent inspections and functional class deterioration analysis within the City's PMP database. EXHIBIT 2 City of Santa Ana, CA Page 5 2026 Citywide Pavement Management Plan - OCTA Submittal Final Report-March 16, 2026 FINDINGS AND RECOMMENDATIONS Through our assessment of historical maintenance performed within the City and through our discussions with City staff the conditional data found across the network clearly shows that the City has applied strong, preventative maintenance strategies over the past decade. Pavement management involves frequent preventative maintenance; as pavement deteriorates through heavy traffic impacts,weathering and time, preventative maintenances (such as slurry seal, stop gap, etc.) have limited benefits. Our study has shown that key overlay projects will be needed over the next seven years to maintain the network's moderate level of condition. Currently,the City's two major streets networks(Arterial & Local) hold mid-70 weighted PCI values; it is our recommendation that a proactive, common sense overlay program and a continued slurry seal program be scheduled over the next several fiscal years. This will ensure that the citywide weighted PCI will be sustained and allow for routine slurry seal maintenance to continue. We have found and recommend the following detailed items which should be reviewed and considered for a proactive approach to the future management of the PMP: ARTERIAL/COLLECTOR(MPAH) FINDINGS AND RECOMMENDATIONS The actual workload requirements identified indicate that the Arterial (MPAH) street network is currently in "fair" condition. To maintain this condition, it is critical that preventive maintenance and overlay activities are funded at the levels identified on page 9 to maintain a "fair" network weighted average PCI value. Our MPAH findings for conditional data and recommendations for revenue expenditures are shown below: • The MPAH network has a weighted PCI of 71.8 • The MPAH network consists of 129.3 miles and 33,615,007 SF of pavement; • Currently, 35% of the MPAH network (45.4 miles) qualify for slurry seal/stop gap maintenance; 39%of the network(49.9 miles) qualifies for rehabilitation/reconstruction maintenance; • MPAH maintenance/rehabilitation projects should focus on the increasing the current PCI above a weighted average of 75 by FY 2033; • Develop a proactive fiscal and planned approach to identify MPAH overlay projects based on the deterioration modeling within StreetSaver; o Appropriate the MPAH CIP revenues at an average of $8,000,000/yr level for the seven- year term to generate the beneficial results identified on page 9; and o The Santa Ana "Increase PCI" budget (page 9) will increase the MPAH weighted PCI of 71.8 to 75.0 after seven years, additionally,the citywide deferred backlog increases from a level of$325.6 million to $393.4 million after seven years; and EXHIBIT 2 City of Santa Ana, CA Page 6 2026 Citywide Pavement Management Plan - OCTA Submittal Final Report-March 16, 2026 • Perform pavement inspections on the MPAH network every two years to continue the City's solid planning model within StreetSaver to track PCI deterioration; also follows new OCTA guidelines for Measure M2. LOCAL FINDINGS AND RECOMMENDATIONS The actual workload requirements identified indicate that the Local street network is currently in "good" condition. To maintain this condition, it is critical that preventive maintenance and overlay activities are funded at the levels identified on page 9 to maintain a "good" network weighted average PCI value. Our Local network findings for conditional data and recommendations for revenue expenditures are shown below: • The Local network has a weighted PCI of 77.1; • The Local network consists of 324.5 miles and 59,736,252 SF of pavement; • Currently, 34%of the Local network (111.1 miles) qualifies for slurry seal/stop gap maintenance; 13%of the Local network (42.3 miles) qualify for rehabilitation/reconstruction maintenance; • Local maintenance/rehabilitation projects should focus on the increasing the current PCI above a weighted average of 80 by FY 2033; • Develop a proactive fiscal and planned approach to identify arterial overlay projects based on the deterioration modeling within StreetSaver; o Appropriate the Local CIP revenues at an average of $8,400,000/yr level for the seven- year term to generate the beneficial results identified on page 9; and o The Santa Ana "Increase PCI" budget (page 9)will increase the Local weighted PCI of 77.1 to 82 after seven years, additionally,the citywide deferred backlog increases from a level of$325.6 million to $393.4 million after seven years; and • Perform pavement inspections on the Local network every two years to continue the City's solid planning model within StreetSaver to track PCI deterioration; also follows new OCTA guidelines for Measure M2. • Increase the amount of Local funding to allow for overlays of sections that are older than 20 years EXHIBIT 2 City of Santa Ana, CA Page 7 2026 Citywide Pavement Management Plan - OCTA Submittal Final Report-March 16, 2026 IV. CURRENT PAVEMENT CONDITIONS (PCI) Rank Mileage 5F PCI 2026 PCI 2024 PCI 2022 PCI 2020 PCI 2019 PCI r MPAJI 129.3 33,615,047 718 72.7 70.5 74 79.2 79.4 .............................................................................................................,..............................................,..................................................................................................................................................o.................................................................................................. Loral 324.5 59.736,252 77.1 79.3 79.0 79 91.7 83.0 Santa Ana Historical PCI (2014 -2026) 83.0 85.0 81.7 81.8 74 79.0 78.3 .80.10 77.1 79.4 79.2. 75.0 7Cx.0 76.3 5.2 75.0 72.7 71.8 70.0 70 70.5 65.0 PC12014 PC12016 PC12020 PC12022 PCI 2024 PCI 2025 _MPAH Local Citywide Condition PCI Range Very Good (86-100) 36.4 127.5 163.9 36.1% ...................................................... ............................................................................................................................................................................................................................................... Good (75-95) 19_4 108_0 127.4 28.1% ................................................................................................................................................................................................€............................................... Fair (60-74) 41.9 42.5 84.4 18.6% ......................................................;............................................................................................................................................................................................................................................... Poor (41-59) 24.6 24.6 49.2 10_8% ............................................................................................................................................................................................................................................... Very Poor (0-40) 7_0 21.9 29.9 6.4% EXHIBIT 2 City of Santa Ana, CA Page 8 2026 Citywide Pavement Management Plan - OCTA Submittal Final Report-March 16, 2026 V. PROJECTED PAVEMENT CONDITIONS (PCI) - CURRENT BUDGET Today `" 75.E 71.8 77.1 2026-27 $?6,�uv.vvv 75 72 77 ................................................................................................................... ............................................................:.................................................................................:............................................................ 2027-28 $16,4CC,C - 74 71 76 ...............................:.................................................................................... ............................................................:.................................................................................:............................................................ 2028-24 $16, C .uvv 73 70 75 ................................................................................................................... ............................................................:.................................................................................:............................................................ 2029 34 $16,�Cv.v:vv 72 68 73 ...............................:.................................................................................... ........................................................................................................................................................................................................... 2030-31 $16,�Cv.vvv 71 67 72 ...............................:.................................................................................... ............................................................:.................................................................................:............................................................ 2031-32 $16,-Cv.vvv 70 66 71 ................................................................................................................... ............................................................:.................................................................................:............................................................ 2032-33 $16,4CC,CCC 69 64 71 Projected PCI based on Current Sedget(FY 2026-2033) $18,000,000 75 2 75.0 $15,000,000 5 75.Y $14,000,000 4 74.v 3 73. $12,000,000 2 72. $10,000,000 1 71. $.B4O00,000 0 70.0 $6,000,000 69 69.-_ 66.v $4,000,000 67.v $2,000,000 66.v $O 65. Today 2026-27 2027-28 2029-29 2D29,-30 2030-31 2031-32 2032-33 �Currernt Fund ng Network PCI EXHIBIT 2 City of Santa Ana, CA Page 9 2026 Citywide Pavement Management Plan — OCTA Submittal Final Report—March 16, 2026 VI. ALTERNATIVE FUNDING LEVELS Maintain Existing Average Network PCI . xLocal Today s 75-2 71.9 77.1 2026 27 $20,463,700 76 73 78 ...............................:.................................................................................... ............................................................:.................................................................................:............................................................ 2027-28 $20,865,700 76 72 78 ...............................:.................................................................................... ............................................................:.................................................................................:............................................................ 2028 29 $21,534,5{] 76 72 78 ...............................:.................................................................................... ............................................................':.................................................................................':............................................................ 2029 3} $20,999,204 75 71 79 ...............................:.................................................................................................................................................:.................................................................................:............................................................ 2030 31 $21,045,500 75 71 79 ...............................:.................................................................................................................................................:.................................................................................:............................................................ 2035 32 $22,499,800 75 72 78 ...............................:.................................................................................................................................................:.................................................................................:............................................................ 2032-33 $23,115,800 75 72 79 MS 1 11 Improve Average Network PCI !Year Increase PCI Funding Network PCI MPAH PCI Local PC[ To-day 75.2 71.8 77.1 2026-27 $20,463,700 76 73 78 ...............................,................................................................................................................................................ ................................................................................ ............................................................ 2027-28 $22.466,700 78 75 79 ...............................,................................................................................................................................................ ................................................................................ ............................................................ 2028-29 $24,511,300 78 75 79 ...............................,................................................................................................................................................ ................................................................................ ............................................................ 2024 34 $22,789,700 79 76 so ...............................a................................................................................................................................................ ................................................................................ ............................................................ 2030-31 $23,322,200 78 75 81 ...............................,................................................................................................................................................g................................................................................g............................................................ 2031-32 $22,578,600 78 75 81 a................................................................................................................................................ ................................................................................ ............................................................ 2032-33 $24,050,100 78 75 82 F .1 11 VII. CURRENT AND PROJECTED BACKLOG BY YEAR OF PAVEMENT MAINTENANCE NEEDS FundingPlan Year Current i Current $325,578,500 $$325,578,500 $325,578,500 2026-27 $354,834,500 $336,515.600 $336,515,600 ...................................................................................................................¢............................................................................................................................................. 2027-28 $381,415,700 $356.410.800 $346,662,300 ...................................................................................................................¢............................................................................................................................................. 2028-29 $439,595,500 $36 .646.100 $327,115,200 ................................................................................................................... ............................................................................................................................................. 2029-30 $4S1„818,600 $396,698.600 $356,777.000 ...................................................................................................................;............................................................................................................................................. 2030-31 $519,020,1DO $404,645,300 $336,661,100 ...................................................................................................................¢............................................................................................................................................. 2031-32 $558,333,100 $444,408,600 $315,264,500 2032-33 $595.574,400 $462.793.600 $393,441,2Cc EXHIBIT 2 City of Santa Ana, CA Page 10 2026 Citywide Pavement Management Plan - OCTA Submittal Final Report-March 16, 2026 VIII. CENTERLINE MILEAGE Rank Mileage SF K MPAH 129_3 33,615,007 7:.8 .................................................................................................................................................. Local 324.5 51a,736,252 77.1 IX. PERCENTAGE OF NETWORK IN EACH OF FIVE CONDITION CATEGORIES BASED ON CENTERLINE MILES Percent Area of Percent Centerline M1.of: Centerline Mileage of PCI flange Network Area of Pavement(SP) Total Pavement Network Network MPAH........................S.4%..................................8,774,965.........................................8s0%.................................................36- Very l96-1001 .... ......................... Local 24.8% 23,157,184 28.1% 1.27.5 MPAH........................_5.4°6................................................................................5,072,745 ........................4e3"6.................................................19- ......................... Good (75-951 Local 20.8% 19,459,848 23.8% 108.0 MPAH.......................12.4%...............................11,552,083........................................9.2% 41.9 Fair �60-74) ............................................................................... Local 8.4% 7,996,092 9.4% 42.5 MPAH 6.9% 6,436,729 5.4%.................................................24.:�......................... Poor (41-59) ...................................................................................................... ...................................................................... . Loca 5.4% 5,014,383 5.4% 246 EW—W-40) .....h9PAH.........................1..9%....................................1,778,485.........................................1.. ...................................................7.:�.......................... Loca 4.5% 4,219,745 4.8% 21.9 93,,3 51,2 59 4532 EXHIBIT 2 City of Santa Ana, CA Page 11 2026 Citywide Pavement Management Plan - OCTA Submittal Final Report-March 16, 2026 X. REDUCTION IN M2 LOCAL MATCH A local agency match reduction of 10% of the eligible cost for projects submitted for consideration of funding through the M2 Comprehensive Transportation Funding Programs (CTFP) call for projects is available if the local agency either: a. Shows measurable improvement of paved road conditions during the previous reporting period defined as an overall weighted (by area) average system improvement of one Pavement Condition Index (PCI) point with no reduction in the overall weighted (by area) average PCI in the Master Plan of Arterial Highways (MPAH) or local categories: or b. Have road pavement conditions during the previous reporting period,within the highest 20% of the scale for road pavement conditions in conformance with OCTA Ordinance No. 3, defined as a PCI of 75 or higher, otherwise defined as in "good condition". Road conditions found through our 2026 PMP management study shows that the City is eligible for Local Match Reduction based on the current network weighted PCI of 75.2. Additionally,the City of Santa Ana has demonstrated, with the enclosed budget projections (page 9), that the City's weighted average PCI (by area) remains above a PCI of 75 after the seven-year program. EXHIBIT 2 City of Santa Ana, CA Page 12 2026 Citywide Pavement Management Plan - OCTA Submittal Final Report-March 16, 2026 XI. APPENDIX A - SEVEN YEAR ROAD MAINTENANCE AND REHABILITATION PLAN BASED ON CURRENT OR EXPECTED FUNDING LEVEL EXHIBIT 2 City of Santa Ana, CA Page 13 2026 Citywide Pavement Management Plan - OCTA Submittal Final Report-March 16, 2026 XII. APPENDIX B - COMPLETE LISTING OF CURRENT STREET CONDITIONS EXHIBIT 2 City of Santa Ana, CA Page 14 2026 Citywide Pavement Management Plan — OCTA Submittal Final Report—March 16, 2026 XIII. APPENDIX C — GIS DIGITAL DATA Introduction The OCTA GIS Section maintains a spatial inventory of transportation infrastructure which mostly consists of major arterial streets, roads, and highways. A key component of road information is pavement condition. Maintaining an inventory of pavement condition will enhance OCTA's GIS visualization and analysis capabilities and assist in understanding the transportation investment needs throughout the region.Therefore, a GIS dataset in digital format should be included in this report. Structure of GIS Data The GIS dataset must consist of linear geographic features that represent road/street segments. All segments that are part of the report should be included in the GIS dataset. The attribute information of each segment should generally follow the format of the Complete Listing of Current Street Conditions in Appendix B above. The GIS data requirements are discussed below. Most commercial and open-source GIS software provide industry-standard tools to manage GIS data to meet these requirements. GIS Digital Data Format The GIS data must be submitted in either one of the following formats: • Esri Shapefile, or • Esri File Geodatabase Metadata The GIS data are required to have associated metadata.The minimum metadata items required are: • Title of Dataset • Tags(A set of words that can be used by GIS to search for the resource. For example: "pavement", "transportation", "roads") • Summary(A brief purpose statement of the dataset) • Description (A brief narrative of the dataset's content) • Credits (A recognition of those who created or contributed to the resource) Spatial Geometry Type The spatial geometry of the segment features must be lines that represent the roadway centerline as accurately as possible. Projection The GIS data must have spatial reference information and have its coordinate system identified and embedded in or associated with the data file(s).All GIS data submitted to OCTA should be in the following projected coordinate system: EXHIBIT 2 City of Santa Ana, CA Page 15 2026 Citywide Pavement Management Plan - OCTA Submittal Final Report-March 16, 2026 • NAD 1983 State Plane California VI FIPS O406 (US Feet) - More information about this system can be found at: https://spatialreference.org/ref/epsg/nad83-california-zone-6-ftus/ GIS Feature Attributes The required segment attributes are: • Street name • Unique segment identifier (Segment ID from original source if available) • Name of intersecting road at the beginning of a segment • Name of intersecting road at the end of the segment • Current pavement condition index (PCI) • Current PCI inspection date • Length of road segment in feet • Width of road segment in feet • Paved area of road segment in square feet or square yards • Projected PCI at end of Seven-Year Road Maintenance and Rehabilitation Plan Additional attributes such as number of through travel lanes, direction of travel and pavement surface type may be provided. XIV. APPENDIX D - QUALITY ASSURANCE / QUALITY CONTROL PLAN Introduction When performing data collection in any field, the need for quality control is paramount as it is essential for accurate planning, analysis and design. This is particularly true for collecting pavement distress data for a pavement management program. The Quality Assurance / Quality Control (QA/QC) Plan establishes minimum quality standards for performance and procedures for update of the pavement management program. Obiectives This document constitutes a formal QA/QC Plan for the City of Santa Ana. It was prepared in April, 2020 and last revised in April, 2026. Specifically,it is intended for the 2026 Pavement Management Plan Update. The focus is on the collection of network-level pavement distress data (defined by National Cooperative Highway Research Program (NCHRP) Synthesis 401 Quality Management of Pavement Data Collection, as "Network-level data collection involves collection of large quantities of pavement condition data, which is often converted to individual condition indices or aggregated into composite condition indices". This document also addresses the QA/QC plan requirements of the Orange County Transportation Authority (OCTA)'s "Countywide Pavement Management Plan Guidelines" (Section 2.4), adopted in May 2010. EXHIBIT 2 City of Santa Ana, CA Page 15 2026 Citywide Pavement Management Plan - OCTA Submittal Final Report-March 16, 2026 Structure of QA/QC Plan The following components are addressed in this QA/QC Plan: • Condition survey procedures used; • Accuracy required for data collection; • Inspector qualifications and experience; and • Safety. Condition Survey Procedures The governing document in performing condition surveys for the City of Santa Ana is ASTM D6433 "Standard Practice for Roads and Parking Lots Pavement Condition Index (PCI) Surveys." Both asphalt concrete(AC)and Portland cement concrete(PCC) pavements are included in this protocol. The following distresses are collected for each pavement type: 1.AJJigator(fatigue) cracking 1. Blow-up/Buckling ......................................................................................................................................:...................................................................................................................................... 2. Bleeding 2. Corner Breaks ......................................................................................................................................:...................................................................................................................................... 3. Block Cracking 3. Divided Slab ......................................................................................................................................:...................................................................................................................................... 4. Bumps and sags 4. Durability("D") Cranking ......................................................................................................................................:...................................................................................................................................... 5. Corrugation 5. Faulting ......................................................................................................................................:...................................................................................................................................... 6. Depression 6.Joint Seal damage ......................................................................................................................................:...................................................................................................................................... 7. Edge Cracking 7. Lane/Shoulder Drop-off ......................................................................................................................................:...................................................................................................................................... 8.Joint Reflection Cracking :8. Linear Cracking ............................................................................................................................................................................................................................................................................ 9. Lane/Shoulder Drop-off 9. Patching(large) and Utility Cuts ......................................................................................................................................:...................................................................................................................................... 10. Longitudinal &Transverse Cracking 10. Patching(small) ......................................................................................................................................:...................................................................................................................................... 11. Patching and Utility Cut Patching 11. Polished Aggregate ......................................................................................................................................:...................................................................................................................................... 12. Polished aggregate 12. Popouts ......................................................................................................................................:...................................................................................................................................... 13. PotholIes 13. Pumping ......................................................................................................................................:...................................................................................................................................... 14. Railroad Crossing 14. Punchout ......................................................................................................................................:...................................................................................................................................... 15. Rutting 15. Railroad Crossing ......................................................................................................................................:...................................................................................................................................... 16.Shoving 15.Scaling, map cracking and crazing ......................................................................................................................................:...................................................................................................................................... 17.Slippage Cracking 17.Shrinkage Cracks ......................................................................................................................................:...................................................................................................................................... 18.Swell 18.Spalling(corner) ......................................................................................................................................:...................................................................................................................................... 19.Weathering 19.Spalling(joint.; ...��............................................................................................. ................................................................................................................................ 20. Ravel As required by the Orange County Transportation Authority (OCTA), the City of Santa Ana must prepare and implement a quality assurance / quality control (QA/QC) plan regarding pavement management inspection as they pertain to StreetSaver. For the purposes of this report, Bucknam has demonstrated below how our project team implemented QA/QC procedures during the project. Our QA/QC plan focuses on the how each pavement inspection is performed,what distresses are collected and ensures that it complies with the OCTA guidelines defined within the "Countywide Pavement Management Plan Guidelines (CPMPG)". As shown within the OCTA CPMPG, our staff followed and delivered on the requirements stated within Chapter 2, page 2-5 which require specific QA/QC data (Items A through G). EXHIBIT 2 City of Santa Ana, CA Page 17 2026 Citywide Pavement Management Plan - OCTA Submittal Final Report-March 16, 2026 Additionally, Chapter 3 requires numerous data/deliverables from local agencies for OC Measure M2 eligibility. All general PCI budgetary report submittals will follow the Chapter 3 guidelines. In conjunction with the outlined items within the CPMPG Section 2 we have summarized our QA/QC procedures below: a. Descriptions of condition survey - Our staff follows the required Condition Survey Protocols (CPMPG, Chapter 2); our staff assesses each pavement section for the minimum distresses outlined within Chapter 2, page 2-1. Additionally, based on the pavement conditions found, we collect all Micro PAVE R/StreetSaver Army Corps of Engineers(ACOE)distresses, if found within the sample sections;for example, if slippage cracking, potholes, etc. are found our survey technicians record the proper information. b. How data was collected - Our surveys follow the OCTA accepted walking requirements. All sections that our staff surveys are performed through the walking method, approximately 10%of all sections surveyed were complemented with windshield surveys based on unique conditions found. Our staff physically measures the width of every section as well as measure for any square footage adjustment that need to be added or taken away from a sections "true area" (i.e. cul-de- sac, bus pads, street width variances, etc.). Samples taken always include a minimum of 2,500 SF coverage unless specific section limits prohibit this. Arterial section samples utilize a 3,500 SF sample size due to the larger section area (this is within the ASTM D6433 sample size calculation. Field crews typically include one individual for residential pavement sections while Arterial (MPAH) routes utilize a two-person crew for safety,traffic control and increases quality control. c. Accuracy required for data collection -We use a statistical sampling approach for measuring the quality of our field technician's work. In this manner, 10 percent of the original surveys are re- surveyed by a different survey crew than the original, supervised by a field supervisor, and the results are compared to the original surveys. Our QC process involves checking the field crews' work in a "blind study" fashion. Quality control checks are performed at the end of each survey week. This ensures that all field personnel are properly collecting section samples, distress types and distress severities for all street segments. When QA/QC issues are found, our staff documents the issues within Micro PAVE R's/StreetSaver's user interface. If distress types found are not within the 97% accuracy our QA/QC is expanded beyond our minimum 10% resurvey to 20% of the original survey d. Random and Systematic Re-Inspections—As described above our staff re-inspects,as a minimum, 10% of the original survey (OCTA only requires 5%). Per the agency's requests, our staff will submit PCI reports to the agency as project status reports for their review. Agencies will typically review specific pavement sections for PCI accuracy based on recent overlay or slurry seal maintenance;this serves as an initial accuracy check on our surveys(outside Bucknam QC efforts). Additionally, our staff performs "ride-a-long" surveys with local agency staff to build consensus on how our Micro PAVE R/StreetSaver ACOE surveys are performed, recorded and reported on. Random re-inspections will include a representative selection across the following categories: • Functional classed (i.e. MPAH, locals); • Surface types (e.g.AC or PCC); EXHIBIT 2 City of Santa Ana, CA Page 18 2026 Citywide Pavement Management Plan - OCTA Submittal Final Report-March 16, 2026 • Pavement conditions (e.g. good,fair, poor); • Inspectors; • Geographical areas, if applicable. For systematic re-inspections,this could be due to noticed trends such as specific treatment types (e.g. open-graded mixed), a specific inspector or geographical area. In these cases Bucknam continues to utilize a 10% re-inspection policy. e. PCI Comparison with Past Surveys- if previous inspection data is available, new PCI's calculated through the most recent inspections will be compared to previous PCI's. If the variance in PCI is greater than +/- 10 PCI points, these sections will be flagged for further investigation and/or re- inspection (In the cases that a PCI increases or decreases by 10 points follows the established CPMPG guidelines; Appendix A, page A-18). f. Schedule of data submittal— Pending on the City's last major PMP submittal, Bucknam will assist the agency in submitting the following: Master Plan of Arterial Highways(MPAH) routes will be surveyed and reported on at least once every two years Local streets will be surveyed and reported on every six years ❖ Corresponding MPAH and local PCI reporting and budgetary reporting will be submitted every two years g. Inspector's Qualifications and Experience—Bucknam staff have been trained on the use of StreetSaver and the segment calibration/verification and inspection practices. Mr. Peter Bucknam (Project Manager) has completed the MicroPAVER Certification of Professional Development courses. All Bucknam field technicians are trained using the ASTM D6433 survey methodologies and have passed OCTA's prequalification testing every year since 2010. Bucknam Infrastructure Group inspectors have attended formal training on pavement condition distress surveys. This training was conducted prior to performing any work using the ASTM D6433 protocols, consistent with OCTA's requirements. Role(Field,n5pector DateofASTMD&433 Training Conducted! OCTA Pre-Qualification InspectorNarne orQA/QC Reviewer Training By: Reportor Both) Active(Y/N Expiration Date Certificate Providedi with this Cade Bucknam Both June,2025 Bucknam-Internal Y 6130127 Y ..................................................................................................................................................................................................................................................................................................................................................................................................................................................... Chris Campbell Field Inspector February,2025 Bucknam-Internal Y 6/30128 Y ................ .................................................................................;....................................................................._.................................................................<....................................................;....................................................;.......................................................................... Aaron Cohodas Both July,2024 Bucknam-Internal Y 7f30126 Y ....................................................;....................................................;.......................................................................... Avery Brinkley ; Field Inspector lune,2025 Bucknam-Internal Y 6134127 Y Attachments—Inspectors Certifications • Certificate of Prequalification —OCTA Pavement Inspector Prequalification Program (see below): EXHIBIT 2 City of Santa Ana, CA Page 19 2026 Citywide Pavement Management Plan - OCTA Submittal Final Report-March 16, 2026 CERTIFICATE CERTIFICATE Of Prequalification Of P-1-11ficitiun This certificate has been This cer4ficate has been presenled to prmaTed to Cade Bucknam Aaron Cohodas for successfully meeting the requirements of the for successfully meeting the requiiements of the OCTA 2025 Pavement Inspector Prequalification Program OCTA 2024 Pavement Inspector Prequalification Program using MANUAL survey techniques using MANUAL survey techniques EXPIRATION: EXPIRATION: 0.30.2027 7.30.2026 waver WestC—EC.eo VJ A CERTIFICATE CERTIFICATE Of Prequalification Of Prequalification Thiscertik,tehasbeen This Aiftva1vhusbeen presenled to presented W Chris Campbell Avery Brinkley for successfully meeting the requirements of the for successfully meeting the requirements of the OCTA 2026 Pavement Inspector Prequalification Program OCTA 2025 Pavement Inspector Prequalification Program using MAN UAL survey techniques using MANUAL survey techniques EXPIRATION: EXPIRATION: 6.30.2028 6.30.2027 ♦w✓vr.v✓�ztCoastEG<cm(ocrA WWw,WeslCodstECcom/OCTA d. Safety procedures—Bucknam field survey techniques utilize the following procedures: a. All vehicles are properly marked or flagged with appropriate sign markings indicating that a "PAVEMENT SURVEY IS IN PROGRESS"; b. All vehicles have the proper flashing amber light beacons placed on the top of the vehicle to allow for proper visibility and line-of-site warning; c. Large MPAH routes are surveyed using two field technicians to increase traffic control warning and safety; d. While parking or stopping along the survey route, vehicles legally park within the right- of-way or use a parking lot; e. All field technicians wear ANSI—105 Class 11 safety vests EXHIBIT 2 City of Santa Ana, CA Page 20 2026 Citywide Pavement Management Plan - OCTA Submittal Final Report-March 16, 2026 XV. APPENDIX E - PAVEMENT MANAGEMENT DATA FILES The City of Santa Ana StreetSaver database is available online through MTC StreetSaver's website; to log in and review PMP data OCTA will need to obtain permission from Santa Ana staff and MTC. Available PMP data and the associated reporting data includes: • Street names and limits for the City's public streets • Street identifiers (Branch ID, Section ID) • Direction (if applicable) • Beginning and ending of each section • Length, width and true areas • Functional Classification (MPAH, Local) • Number of travel lanes • Pavement Condition Index (PCI) and date of inspection • Type of recommended treatment • Cost of recommended treatment • Street geometry as linear of polygon features EXHIBIT 2 City of Santa Ana, CA Page 21 2026 Citywide Pavement Management Plan — OCTA Submittal Final Report—March 16, 2026 XVI. APPENDIX F — GIS MAPS / CURRENT CONDITIONS (OPTIONAL) PCI ranges 00-40 Very Poor 41-59 Poor 60-74Fair N 75-85 Good 85-100 Very Good p" ' �rJ — J�U,- .1 I I } ILL I r L. Tr�- 7- 4 � - I., F : LP - I �-. � fir.,� � � - - 1• - "� _ —ri I I .� �L- Ij - T � 1 _ Tom.. 0 0.5 1 2 3 4 Miles City of Santa Ana CA Pavement Conditions 2025 ,0BUCKNAM EXHIBIT 3 RESOLUTION NO. 2026-XX A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA ANA CONCERNING THE UPDATE OF THE LOCAL SIGNAL SYNCHRONIZATION PLAN FOR THE MEASURE M (M2) PROGRAM WHEREAS, the Orange County Transportation Authority ("OCTA") has developed the Regional Traffic Signal Synchronization Master Plan to identify traffic signal synchronization street routes and traffic signals within and across jurisdictional boundaries, and defines the means of implementing the Regional Traffic Signal Synchronization Program; and WHEREAS, the Regional Traffic Signal Synchronization Program requires that local jurisdictions adopt a Local Signal Synchronization Plan consistent with the Regional Traffic Signal Synchronization Master Plan as a key component of local jurisdictions' efforts to synchronizing traffic signals across local jurisdictions' boundaries; and WHEREAS, the Local Signal Synchronization Plan must be updated by June 30, 2026 to continue to be eligible to receive Net Revenues as part of Measure M2. NOW, THEREFORE, BE IT RESOLVED that the City Council for the City of Santa Ana, does hereby inform OCTA that: Section 1. The City adopts and maintains a Local Signal Synchronization Plan which includes goals that are consistent with those outlined as part of the Regional Signal Synchronization Master Plan, including signal synchronization across jurisdictions. Section 2. The Local Signal Synchronization Plan identifies traffic signal synchronization street routes, including all elements of the Regional Signal Synchronization Network located within the City. Section 3. The Local Signal Synchronization Plan includes the traffic signal inventory for all traffic signal synchronization street routes. Section 4. The Local Signal Synchronization Plan includes a three-year plan showing capital, operations, and maintenance of signal synchronization along the traffic signal synchronization street routes and traffic signals. Section 5. The Local Signal Synchronization Plan includes an update on the status and performance of traffic signal synchronization activities. Resolution No. 2026-XX Page 1 of 3 EXHIBIT 3 Section 6. The Local Signal Synchronization Plan includes a discussion on the review and revision, as may be necessary, on the timing of traffic signals on the traffic signal synchronization street routes. Section 7. This Resolution shall take effect immediately upon its adoption by the City Council, and the City Clerk shall attest to and certify the vote adopting this Resolution. ADOPTED this day of , 2026. Valerie Amezcua Mayor APPROVED AS TO FORM: Sonia R. Carvalho, City Attorney "Kyle Nellesen Assistant City Attorney AYES: Councilmembers NOES: Councilmembers ABSTAIN: Councilmembers NOT PRESENT: Councilmembers Resolution No. 2026-XX Page 2 of 3 EXHIBIT 3 CERTIFICATE OF ATTESTATION AND ORIGINALITY I, Jennifer L. Hall, City Clerk, do hereby certify the attached Resolution No. 2026-XX to be the original resolution adopted by the City Council of the City of Santa Ana on , 2026. Date: City Clerk City of Santa Ana Resolution No. 2026-XX Page 3 of 3 EXHIBIT 4 SANTA ANA LOCAL SIGNAL SYNCHRONIZATION PLAN 2026 June 2, 2026 • IY_� \i��, rip► .,z��..� .a` \_�'/ t \q�, r o/ • ;, •�yf �''� I v ® lam_ .• SANTA ANA LOCAL SIGNAL SYNCHRONIZATION PLAN I I EXHIBIT 4 INTRODUCTION On November 6, 1990, the voters in Orange County approved a '/z percent sales tax for twenty years to fund transportation improvements known as Measure M. This sales tax provides funding for street and road improvements to local agencies through formula distribution and competitive processes. On November 6, 2006, voters approved Measure M2 to continue the 'h percent sales tax for thirty years, beginning in 2011. Project P, the Regional Traffic Signal Synchronization Program (RTSSP), was included as part of Measure M2. • The RTSSP is comprised of a 750-mile regional signal synchronization WN network with approximately 2,000 signals. The goals of the program are to improve the flow of traffic on Orange County streets and roads by implementing multi-agency signal synchronization. Local agencies and Caltrans are encouraged to work cooperatively with the Orange County Transportation Authority(OCTA)to synchronize traffic signals throughout Orange County on a corridor basis to improve travel time and reduce stops. Local agencies will maintain local control and responsibility for signals within their jurisdiction. Any changes to traffic signals, signal timing equipment, or related signal policies (including transit signal priority, transit preemption, or emergency vehicle preemption)are at the full discretion of the responsible local agency. To establish eligibility for Measure M2 funds in general and Traffic Signal Synchronization Program (TSSP)in specific, including both fair-share and competitive programs, local agencies must meet the following requirements: 1. Local Signal Synchronization Plan Adoption Adopt and maintain a Local Signal Synchronization Plan by June 30, 2026. The plan must be consistent with OCTA Regional Traffic Signal Synchronization Plan. 2. Local Signal Synchronization Plan Update To remain eligible, the local agencies must maintain and update the plan every three years for the duration of Measure M2. In addition to the requirement for Measure M2 funds, the City of Santa Ana's Local Signal Synchronization Plan also establishes the needs for well- maintained and synchronized traffic signals to reduce congestion and provide safe and efficient traffic movements in the City. The City initially adopted the Local Signal Synchronization Plan on December 6, 2010 and subsequently updated on June 19, 2014, June 28, y 2017, June 16, 2020, and June 23, 2023. This is the update for June 2026. t. SANTA ANA LOCAL SIGNAL SYNCHRONIZATION PLAN EXHIBIT 4 .ocal Signal Synchronization Goal The primary goal is to maintain a safe and efficient Additionally, Santa Ana has maintenance transportation network with emphasis on traffic agreements with the neighboring cities of Costa signal synchronization along major corridors. This Mesa, Garden Grove, Orange, Tustin and Fountain Local Signal Synchronization Plan will serve as a Valley to maintain and operate signals that reside in guide for the implementation and maintenance of both City limits. Since then, the City has been optimized signal timing along these corridors. The active in replacing outdated equipment and objective is to reduce delay, number of stops, fuel upgrading traffic signal infrastructure to help consumption, and air pollution emissions along with achieve its goals of maintaining and further optimizing traffic progression through the system. A progressing a safe and efficient network of streets. key focus of the City is improving safety for all roadway users.A well-timed, synchronized system As part of the effort to maintain traffic flow and will reduce collisions as a result of improved traffic reduce congestion, the City analyzed and optimized flow and will minimize diversion of traffic to local and all of its arterial streets including synchronization on residential neighborhoods, improving safety and all major arterials in the City in 2004 and again in traffic conditions in those areas. The City is also 2010. Since then, the City has participated in focused on improving emergency vehicle response numerous OCTA Regional Traffic Signal times through traffic signal pre-emption, allowing for Synchronization Program (RTSSP)corridors. The much safer travel through the signal system. Another City fully supports and commits to working with priority is supporting multimodal transportation, OCTA and other local agencies to maintain including active transportation and transit signal regional traffic synchronization on all arterials in the priority,while finding a balance between the needs OCTA Regional Traffic Signal Synchronization of all roadway users to promote a more equitable Program. transportation system. Since the previous LSSP update in 2023, the City of The City has been synchronizing its traffic signals Santa Ana has participated in RTSSP projects along since the 1970's with the implementation of the the following corridors: Multisonics Vehicle Management System. Since then, the City has continued to upgrade and improve a Edinger Avenue its traffic signal infrastructure and operations. The City's major effort in improving its traffic signal Warner Avenue operations and infrastructure began in early 1990's a MacArthur Boulevard when the City received funding from State of California Transportation System Management First Street-Bolsa Avenue grants to implement an Advanced Traffic • Tustin Avenue-Rose Drive Management System (ATMS)that included traffic communication infrastructure, new traffic signal • Segerstrom Avenue-Dyer Road systems, and incorporated many elements of Intelligent Transportation Systems (ITS)such as CCTV,Video Detection Systems (VDS), and Changeable Message Signs(CMS).The City is actively upgrading all communications infrastructure to Fiber Optic Cable to facilitate faster communication and synchronization between intersections and the central ATMS system. Recognizing the need to maintain uninterrupted traffic flow through adjacent agencies, the City started to work with Caltrans in the early 1990s for the City to maintain and operate the majority of Caltrans' ramp traffic signals in Santa Ana to allow synchronization with local traffic signals. Similarly, in 1992, the City of Fountain Valley agreed to share the operation of its traffic signals on Harbor Blvd with Santa Ana so Harbor Blvd could be synchronized throughout both cities. SANTA ANA LOCAL SIGNAL SYNCHRONIZATION PLAN I 2 EXHIBIT 4 The City's plan moving forward includes the following near-term and long-term goals: 1. Near-term: -M 2. Long Term: (a) Maintain synchronization on all arterials in (a) Continue to maintain synchronization on all the City arterials in the City (b) Complete synchronization timing for the (b) Complete the Citywide fiber communication following corridors: network • Kraemer Boulevard/Glassell Street/Grand Avenue (c) Upgrade all traffic signal controllers to • 15t Street Advance Traffic Controllers • Euclid Street • McFadden Avenue (d) Retime arterials every 3 to 4 years or • Bristol Avenue Citywide every 6 to 10 years • 17th Street-Westminster Avenue (e) Complete implementation of Video detection citywide (c) Advance the Traffic Signal & ITS Master Plan (f) Replace outdated traffic signal cabinets (d) Upgrade central business district (g) Upgrade signals to current standards for (downtown)traffic signal controllers pedestrians and bicycles (e ) Relocate Traffic Management Center to (h) Implement the latest proven technology to Ross Annex Building monitor and improve traffic signal operations where feasible (i) Employ Advance Traffic Signal Performance (ATSPM) Measures (j) Prepare for Connected Vehicle technology (k) Implement Transit Signal Priority(TSP) along bus routes (1) Install Emergency Vehicle Preemption (EVP)along priority corridors to improve response times (m) Install Battery Back-up Systems (BBS)to improve traffic signal reliability SANTA ANA LOCAL SIGNAL SYNCHRONIZATION PLAN I 3 EXHIBIT 4 II. Traffic Signal Synchronization Street Route The arterials and streets in the City Master Plan of Streets and Highways are part of the City LSSP. Many of these arterials are also part of OCTA's Regional Traffic Signal Synchronization Plan. Table 1 (Synchronized Streets) and Figure 1 (Traffic Signal Synchronization Routes)on the following pages represent all streets and traffic signals that are currently synchronized and monitored on a regular basis. Table 1 -Synchronized Streets Arterial Classification Synchronized OCTA OCTA RTSSP 1 Westminster Ave/171"St Major Yes Yes 2 is,St Major Yes Yes 3 Edinger Ave Major Yes Yes 4 Warner Ave Major Yes Yes 5 Segerstrom Ave/Dyer Rd Principal/Major/Primary Yes Yes 6 MacArthur Blvd Major Yes Yes 7 Euclid St Major Yes Yes 8 Harbor Blvd Major Yes Yes 9 Fairview St Major Yes Yes 10 Bristol St Major Yes Yes 11 Main St Major/Primary/Secondary Yes Yes 12 Grand Ave Major Yes Yes 13 Tustin Ave Major Yes Yes 14 McFadden Ave Secondary Partial Yes 15 Newhope St Secondary Yes No 16 Civic Center Dr Secondary Partial No 17 Santa Ana Blvd Major/Primary Partial No 18 41"St Major/Primary Partial No 19 Flower St Primary/Secondary Partial No 20 Central Business District Misc. Yes No 21 Broadway Secondary Partial No 22 Standard Ave Secondary Partial No 23 Raitt St Secondary Partial No SANTA ANA LOCAL SIGNAL SYNCHRONIZATION PLAN I 4 EXHIBIT 4 Figure 1-Traffic Signal Synchronization Routes In- _ �oD` N H ST �r L- - City of Orange a II �• �, -� Central Business District �� LA VETA AV W / 1 GARDEN GROVE BLVD f L..—_— .: ••� _ •1•� •--! MI LLo !� FAIRHAVEN AV I 71 I SANTA CLARA AV City of Garden Grove W I a� -NTA CLARA AV Q• - I I r••)a a al _ I ESTMINSTER�V _ I 17T STT a Q N I I WMNINGTON I AlIO __ � till siI I LV&SENT�R OR i I Z -SW A- BLV _ MST I I E •1 1 I 35T 5T ITT IT a —gyp _ i a jFA.IN M ���lllcC FADDEIJAVI I EDINGER AV in �I I E`IN-ER AV Im I I I \� EOIN�ER Ate- I 1 i - City of Fountain Valley 04 <I 1 / City of Tustin �•— WARNER. I-..- — -I—,_ _I_ WARNER AV �yFR i mI I qL DVE0.R= _ �• � W. � /pJ City of Irvine I_ ACARTHUR BLVD L SUNFLOWER. AV I I I / /%��q� _ G Legend City of Costa Mesa ,f.�_Yip• Santa Ana Traffic Signal _J� City of Santa Ana —FountainSynchro Route Fountain Valley Signal(Santa Ana a _ Operates) �' 2026 Signal Synchronization Routes CaltransTrafficSignal Other City Traffic Signal SANTA ANA LOCAL SIGNAL SYNCHRONIZATION PLAN I S EXHIBIT 4 III.Traffic Signal Infrastructures and Synchronization Inventory A. Traffic Management Center (TMC) The TMC provides City staff with a centralized command and control of all city traffic signals. It wo supports all current and future ITS field devices and technologies. It is a central housing for all traffic signal systems, communication hardware, and traffic signal video/monitoring systems. The City has a Main TMC located at the City Hall Building, 20 Civic Center Plaza, Santa Ana, CA 92701, shown in Image 1. There is also a Remote TMC �® located with the same address in the adjacent Ross Annex Building, shown in Image 2. _ As part of the upcoming Bristol RTSSP,the City plans to relocate the existing Main TMC facility and systems into the Ross Annex Building. This will allow the city to decommission the existing Remote TMC(RTMC)and centralize its traffic operations and related systems within a new Main TMC. The new Main TMC is to be relocated to the same floor space and operations area as all traffic engineering personnel. As part of the TMC relocation, the City anticipates — relocating the existing servers to new server racks, relocating existing workstations and procuring new workstations, implementing a new video wall, and n reterminating the City's fiber optic cable at the new TMC. Additionally, the City will refresh their existing Centracs licensing for an additional three years. The City of Santa Ana uses Econolite Centracs Central Advanced Transportation Management System + r (ATMS). Centracs is used to facilitate the operation of the existing traffic control system via the existing communication infrastructure. The existing TMC systems communicate to the entire traffic network through seventeen (17)separate fiber optic legs. Each cable is terminated on 1 of 3 FDUs (Fiber Distribution Units) housed in the TMC server racks. These (17)communication legs are all landed on a Layer 3 Ethernet Switch which acts as the central gateway on the network. An image of the TMC equipment room is shown in Image 3. SANTA ANA LOCAL SIGNAL SYNCHRONIZATION PLAN I 6 EXHIBIT 4 B. Traffic Signal System, Controllers and Cabinets The City of Santa Ana currently operates Econolite's Centracs Advanced -- Transportation Management System (ATMS)software, which communicates with traffic signal controllers TIPr through the City's Ethernet , _ •� communications network. •�� ' Centracs ATMS provides a citywide, map-based interfacethat allows staff to quickly view intersection status and identify locations that are of line, online, or requiring attention. The system supports remote - I monitoring and troubleshooting by providing access to controller status information, alarms, and event • " logs. Centracs ATMS also supports remote updates to controller databases, which helps staff implement timing plan changes and coordination updates efficiently. In addition, Centracs can generate automated notifications, including email alters for traffic signal pre-emption faults. Together, these capabilities provide the City with a centralized platform to monitor system health, respond to issues quickly, and support efficient ongoing management of traffic signal operations. Figure 2 provides an example of the Centracs citywide status map interface. Figure 2—Centracs Citywide Signal Status Figure 3—Centracs Intersection Signal Graphics Overview Map 3 � r 0 - 0 a:0.,...... _ - 00 00 O 00 0 -_ -- 00 O -0 0 - - 4 OTC y� - t 0 0 O 0 i 9 O o f ' oO - O '. Odd'�O O 00"6 O G O B I � SANTA ANA LOCAL SIGNAL SYNCHRONIZATION PLAN I 7 EXHIBIT 4 In 2011, the City completed an eight-phase project to Building on the City's CCTV capabilities, video feeds upgrade all outdated NEMA controllers to 2070 from the Video Detection Systems (VDS)further controllers running then-current firmware.This project enhance day-to-day signal operations and data- allowed the City to fully integrate and utilize Centracs driven decision-making. VDS feeds, which are in effectively managing all 329 traffic signals. Since available from both the TMC and that deployment, many of the existing controllers have Remote TMC, provide real-time visual verification in reached end-of-life status and are no longer being addition to detection functionality. VDS supports stop- supported by the manufacturer. Furthermore, these bar and advance vehicle detection, bicycle detection existing controllers lack key capabilities available in and differentiation, and the collection of turning modern platforms, including advanced fault detection, movement counts.These capabilities enable the staff enhanced monitoring of conflicting indications, to quickly diagnose vehicle and bicycle detection improved cabinet and signal health diagnostics, and issues, evaluate detection performance, and more modern fail-safe operation, fault isolation, and informed signal timing and coordination adjustments. controller recovery capabilities that reduce the risk of VDS data and videos reduce the need for field visits, unsafe signal behavior during equipment or power improve response times, and support more efficient failures. Accordingly, the City plans to upgrade all corridor operations.Together, these capabilities controllers to Advanced Traffic Controllers to better improve staff productivity, enable more proactive support advanced traffic signal performance system management, and allow measures, transit signal priority, connected vehicle the City to operate and maintain a growing signal technology, and modern safety standards. system more efficiently using existing resources. Most of Santa Ana's signal cabinets are Type 332 which are built to conform to the widely used Caltrans = _ TEES standards. The 332 cabinets utilize rack mount -- equipment for the output file, input files, PDA, and other components that are in the cabinet. The city also has numerous legacy cabinets that are National Electric Manufacturers Association (NEMA), Type P(TS1)and Type M (Pole Mount). The City currently = - plans on upgrading all outdated cabinets to their preferred Type 332 or an Advanced Traffic Controller _ Cabinet(ATCC). Both cabinets have the same footprint,while the ATCC can operate with reduced - equipment and a cleaner layout for add-ons (including communication, fiber, radio, BBS, EVP, and TSP — equipment), resulting in simpler maintenance, easier troubleshooting, and greater flexibility to expand for the City's future operational and communications — - — needs. C. Traffic Signal Video Monitoring System The City has installed CCTV cameras at one- hundred thirty-five (135) locations.These cameras are installed to assist the city with a variety of functions, including observing traffic conditions, road - -- - - - - - -- - construction activities, incident management, and identifying roadway issues. This _- capability enables faster response times, reduced traffic impacts, and improves overall system = - performance. The City's CCTV cameras are - - =- managed and monitored through Milestone Video - - Management Software (VMS).All cameras are - available to City staff at workstations running Milestone VMS Client software and can also be displayed on the video wall through the display PCs. City staff actively uses the CCTV cameras to monitor traffic conditions along the busiest and most traveled corridors and intersections. SANTA ANA LOCAL SIGNAL SYNCHRONIZATION PLAN I H EXHIBIT 4 L D. Traffic Signal Communication The city currently uses a combination of twisted wire pair(TWP), Fiber Optics(FO), and wireless radios for field device communications. Most of the traffic signals communication is via the City underground hardwired interconnect network, and similarly, communication to CCTV cameras is via the City underground fiber-optic network. Where fiber-optic is not available,wireless or hardwire interconnect is used for CCTV cameras. The City plans to upgrade all communication to Fiber-optic as funding becomes available. The City traffic signal network is comprised of`network zones' configured in one or more daisy chain rings. These daisy chains create an interconnected network of all traffic signal and ITS devices , originating from the TMC,which provides network redundancy and IP network segmentation. Each zone is supported by a Layer 3 Ethernet switch providing the network routing for devices on that ring. In addition, each traffic signal is supported with Layer 2 fiber optic switches enabling a link to the TMC. This traffic signal network provides a high-speed, high-bandwidth, and secure connection from the TMC to the ITS elements. Furthermore, Santa Ana employs a Network Performance Monitor(NPM)software for network management and monitoring which allows City staff to quickly and remotely troubleshoot network and communication issues. E. Traffic Signal Synchronization The traffic signals on the designated arterials in the LSSP are inventoried and listed in Table 2 (Traffic Synchronization Inventory).The table identifies all intersections for each arterial, associated controller type and firmware, detailed synchronization data such as cycle length of each synchronized period and Intelligent Transportation Systems (ITS)equipment. Synchronization periods include AM, Mid-day, PM and Weekend. 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The effort will include funding for proper maintenance, operations and upgrade of traffic signals to current standard where necessary. Table 3 (3 Year Outlook-Constrained) outlines a constrained budget which includes activities planned for the next three years that have full funding identified. Funding includes approved Project P, Federal and State allocations identified in the current CIP. Table 4(3 Year Outlook- Unconstrained)lists an unconstrained budget which includes the constrained o= budget as well as unconstrained projects that could be implemented in the next three if funding were available. The 3-year outlook will help identify preliminary project priorities and potential multi-agency coordination opportunities. Expenditures are shown in year-of-expenditure dollars. © 1 _Q Table 5(Candidate Signal Synchronization Project) identifies planning level capital funding needs for - a full buildout of Santa Ana's Advance Traffic Management System network as shown in Figure 1 of section two of the LSSP. This is a comprehensive list of improvements planned without an identified period. S?- SANTA ANA LOCAL SIGNAL SYNCHRONIZATION PLAN I 17 EXHIBIT 4 Table 3-3 Year Outlook Traffic Signal Synchronization, Funding Needs for Synchronized Operations (City of Santa Ana, Constrained) Maintenance Project FY26/27 FY27/28 FY28/29 Total Traffic Signals Maintenance $1,200,000 $1,200,000 $1,200,000 $3,600,000 Communication Maintenance $115,000 $115,000 $115,000 $345,000 Traffic Signal Utility $350,000 $350,000 $350,000 $1,050,000 Traffic Signal System $290,000 $290,000 $290,000 $870,000 Maintenance Subtotal Maintenance $1,955,000 $1,955,000 $1,955,000 $5,865,000 Construction Project FY26/27 FY27/28 FY28/29 Total Traffic Signal Equipment $150,000 $150,000 $150,000 $450,000 Replacement New LT Phasing $700,000 $700,000 $700,000 $2,100,000 4th St TSSP $200,000 $200,000 17th/Westminster TSSP $500,000 $500,000 Subtotal Construction $1,050,000 $850,000 $1,350,000 $3,250,000 Operations Project FY26/27 FY27/28 FY28/29 Total KGG TSSP $12,320 $12,320 Bristol TSSP $13,440 $13,440 4th St TSSP $10,340 $10,340 Subtotal Operations $12,320 $13,440 $10,340 $36,100 TOTAL $3,017,320 $2,818,440 $3,315,340 $9,151,100 SANTA ANA LOCAL SIGNAL SYNCHRONIZATION PLAN 1 18 EXHIBIT 4 Table 4-3 Year Outlook Traffic Signal Synchronization, Funding Needs for Synchronized Operations (City of Santa Ana, Unconstrained) Maintenance Project FY26/27 FY27/28 FY28/29 Total Traffic Signals Maintenance $1,700,000 $1,700,000 $1,700,000 $5,100,000 Communication Maintenance $175,000 $175,000 $175,000 $525,000 Traffic Signal Utility $400,000 $400,000 $400,000 $1,200,000 Traffic Signal System $350,000 $350,000 $350,000 $1,050,000 Maintenance Subtotal Maintenance $2,625,000 $2,625,000 $2,625,000 $7,875,000 Construction Project FY26/27 FY27/28 FY28/29 Total Traffic Signal Equipment $350,000 $350,000 $350,000 $1,050,000 Replacement CCTV Upgrades $100,000 $100,000 $100,000 $300,000 Controllers Upgrades $100,000 $100,000 $100,000 $300,000 System Detection Upgrades $150,000 $150,000 $150,000 $450,000 Video Detection Upgrades $200,000 $200,000 $200,000 $600,000 APS Push Buttons $300,000 $300,000 $300,000 $900,000 UPS Upgrades $200,000 $200,000 $200,000 $600,000 Fairview St Conduit and $700,000 $700,000 Comm Newhope St Conduit and $500,000 $500,000 Comm Main St Conduit and $500,000 $500,000 $1,000,000 Comm 171h/Westminster Conduit $500,000 $500,000 and Comm 15YSt Conduit and Comm $500,000 $500,000 $1,000,000 Subtotal Construction $1,400,000 $3,600,000 $2,900,000 $7,900,000 Operations Project FY26/27 FY27/28 FY28/29 Total Citywide Traffic Signal $1,500,000 $1,500,000 Synchronization Advance Traffic Signal $500,000 $500,000 $500,000 $1,500,000 Performance Measure Transit Signal Priority $500,000 $500,000 $500,000 $1,500,000 Emergency Vehicle Priority $500,000 $500,000 $500,000 $1,500,000 Subtotal Operations $1,500,000 $1,500,000 $3,000,000 $6,000,000 TOTAL $5,525,000 $7,725,000 $8,525,000 $21,775,000 SANTA ANA LOCAL SIGNAL SYNCHRONIZATION PLAN 1 19 EXHIBIT 4 Table 5— LSSP Implementation, Candidate Signal Synchronization Projects with Estimated Costs Corridor Improvement Summary Estimated Costs Westminster Ave/ Upgrade timing, controllers, CCTV, cabinets, system detection,video 17th St detection, communication, active transportation, UPS,travel time system $5,000,000 and TMC improvements Upgrade timing, controllers, CCTV, cabinets, system detection,video Fairview St detection, communication, active transportation, UPS,travel time system $5,000,000 and TMC improvements Upgrade timing, controllers, CCTV, cabinets, system detection,video Raitt St detection, communication, active transportation, UPS,travel time system $2,300,000 and TMC improvements Upgrade timing, controllers, CCTV, cabinets, system detection,video Newhope St detection, communication, active transportation, UPS,travel time system $3,500,000 and TMC improvements Upgrade timing, controllers, CCTV, cabinets, system detection,video Main St detection, communication, active transportation, UPS,travel time system $3,500,000 and TMC improvements Upgrade timing, controllers, CCTV, cabinets, system detection,video Flower St detection, communication, active transportation, UPS,travel time system $3,500,000 and TMC improvements SANTA ANA LOCAL SIGNAL SYNCHRONIZATION PLAN 1 20 EXHIBIT 4 V. Traffic Signal Synchronization Assessment, Review and Revisior Maintaining efficient traffic operations throughout Santa Ana and surrounding area is a core objective of the City's traffic management program. Signal synchronization is a key strategy in achieving this objective.To support reliable operations,the City regularly repairs, upgrades, and maintains critical components of the traffic signal system, including controllers, cabinets, communication systems, and detection equipment. In addition to synchronization of all the major arterials in the City,the City also collaborates with neighboring agencies to coordinate operations along inter-jurisdictional corridors. Travel time and stop reduction, average speed and gas savings have been the normal parameters the City used to measure the success of synchronization. The City has supported the use of Corridor Synchronization Performance Index(CSPI)established by OCTA shown in Figure 4 to measure the inter-jurisdiction corridor performance.The CSPI utilizes parameters such as average speed, ratio of green to red signals and stops per mile to compile the score and grade for the entire corridor.The sum of the scores from each of the categories gives the total of the index. The CSPI value is categorized into five levels—Tier I through V. Tier I refers to a CSPI score at or above 80 and indicates very good signal synchronization conditions. Tier II with value of 70 to 80 is considered good progression with few stops and good travel time. Tier III with score 60-70 is considered the baseline for good operational performance. CSPI value ranging from 50 to 60 indicates a problem generally fixable with a low-cost solutions or signal timing modification. A CSPI below 50 however, indicates poor corridor performance thereby necessitating larger scale investigation into corridor operations. Figure 4-CSPI Score and Description I Synchronization Description Signa ..�. • >=80 Very good progression—traveling through signalized intersections Tier 1 with minimal stops and favorable travel speeds. •70-80 Good progression—traveling through signalized intersections with Tier 2 few stops and good travel speeds. 60-70 Fair progression—traveling through signalized intersections with Tier 3 moderate stops and fair travel speeds. •50-60 Limited progression"—traveling through signalized intersections Tier 4 with moderately high stops and slower travel speeds. <50 Very limited progression'—traveling through signalized Tier 5 intersections with frequent stops and slow travel speeds. SANTA ANA LOCAL SIGNAL SYNCHRONIZATION PLAN I 2 M it' Over the past three years from 2023 to 2026, the City, in cooperation with OCTA and other local agencies, participated in synchronizing several important corridors in the City and adjacent jurisdictions. Many corridors have been previously synchronized and maintained, however due to changes in traffic patterns, periodical re-timing is necessary to maintain progression and reduce delay. Since 2023, The following corridors were synchronized or currently in the process of implementation: • Synchronization for the First Street-Bolsa Avenue and Tustin Avenue-Rose Drive Corridors were completed in 2024. • Synchronization for the Warner Avenue Corridor was completed in 2025. • Synchronization for the MacArthur Boulevard Corridor was completed in 2026. • Synchronization for the Edinger Boulevard Corridor was completed in 2026. • Synchronization for the Segerstrom Avenue/Dyer Road Corridor was completed in 2026. A. Performance Results: The primary objective of improving traffic flow along each synchronized corridor was achieved across all corridors included in recent synchronizations efforts. Improvements were observed in all key performance measures, including reduced travel times, fewer stops, higher average speeds, and improved green-to-red-signal ratios. These enhancements collectively indicate more efficient progression and better overall corridor performance. A summary of these improvements is shown on Table 6 (Traffic Signal Synchronization Assessment, Review& Revision). These results are based on findings from the `Before' and `After' Studies conducted as part of the Primary Implementation Phase Reports for each project. The assessment breaks down the performance by corridor, direction of travel, and time of day, providing a detailed evaluation of operational changes resulting from the synchronization efforts. 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N M N O M Q a) c-I O ri O r-1 c-I c-I c-I c-I ri ri r-1 1-1 ri ri ri ri ri -1 ri ri ri ri -1 Q N m h L Ol m O 00 o0 O r-I 0l o0 lr1 O 00 o0 00 O u7 lfl r-I o0 lD 00 N Lf1 r-I Q L Q N M M N N NNNM N —i M � M N N OD Q •� 0J LO o0 00 N 00 I� O lD u� 11) I- O r-I M Lq l0 rl qDO I� O N r-1 N N N r-1 N co L Q M N l0 00 r, '�t n 1.r) N 00 l0 �t O � M 'ZT L!) 1.r) 1.r) O O 1.r) O O f V) O L1 o0 1n O r4 o0 4 r4 Ol r4 4 N o0 r4 ur o0 N 4 O o0 -4 —i Q N M (V (V N M N N N (V r-I N [V N ri N N N fV N M N r4 N N cu Q In N 0 lD 1n m .-1 m M —1 �t 00 -o 00 r- O N r-1 lD m m O O LnO LnO > '} N r, Ln 00 N � O of o0 4 O ri ri lD O N Ol Lr) o0 00 Ol 4 M ri (u 41 N N N N N N N N —i N N N N N N N —i N —i —i —i N —i N F" co f o z g o g z o z o :E z 2 o 2 z o z 0 m m mco L 0 ao� 1n In lD ro} _0 0 0 0 H a 0 -a -� v v L 3 7 0 c 3 a a m tto Q) 3 Q L L U LU R 0 J EXHIBIT 4 In cooperation with OCTA, the City also plans to adopt and implement a new, data-driven methodology based on probe-vehicle speed data. Under this methodology, average operating speed is compared with the corridor's free-flow speed to calculate an Adjusted Level of Service(LOS).This metric provides a high-level indication of corridor performance, capturing the effects of travel time, progression quality, and the frequency of stops. Average travel speed also indirectly reflects fuel consumption and emissions, offering an additional indicator of operational efficiency. Corridors operating at speeds closer to free-flow conditions receive higher Adjusted LOS ratings, while those operating at lower speeds indicate reduced coordination efficiency and may warrant signal timing updates or additional review. To ensure consistency in evaluating performance, the following Adjusted LOS criteria are applied: Using these criteria, the City evaluated each synchronized corridor by comparing its average percent of free-flow speed during the AM, Mid-day, and PM peak periods. The results are summarized in Table 7, which assigns an Adjusted Level of Service to each corridor and highlights locations where progression is strong, as well as corridors where reduced travel speeds indicate the need for timing updates or additional operational review. The route number identified in the table corresponds to the OCTA route identification. LOS Desirable Speed A Average Travel Speed exceeds 90%of the base free-flow speed B Average Travel Speed is between 80%and 90%of the base free-flow speed C Average Travel Speed is between 70%and 80%of the base free-flow speed D Average Travel Speed is between 60%and 70%of the base free-flow speed E Average Travel Speed is between 50%and 60%of the base free-flow speed F JAverage Travel Speed is less than 50%of the base free-flow speed II i.N�ys'4'4l SANTA ANA LOCAL SIGNAL SYNCHRONIZATION PLAN I 25 No r-1 O L.f) -i a) � � O la 00 r, m .--1 N -i N CDL 0) 00 m 0) r4 fV 1� l0 l0 bA = O O 1,n m� Ln Ln to l N m 0 N N Ln Ln la l0 00 00 Ln Z lD to -i -i -4 4 m m 4 4 Ln Ln ri � � Q m Z 0 W a 0 0 0 in 0 0 0 0 0 U 0 0 0 w Q Z 0 ry 0 = 0 0 C) o u u 0 u 0 0 U u O 0 0 0 0 z r Q U U U U U U U u u U U U U U U U U Z J Q Ln Ln Oo m r1 O m to rn oo ri rn � oo m r1 U m � IT o .o �f a) L.o L m Lr) I, Ln CIA -1 to 00 E L,o L.o L.o m L.o �o 1.0 �.o 1.0 I'o I- Lo L.o Lo Qo k.o U) a E a 0 00 O Ln N 00 1- lD Gl m o0 W ¢( cc w 1� 00 O N 00 c l Ln w Ln ri w m Ln 1- m G Q0 I'D Lo L.0 r, r, lfl r, I'D �.o r, r� L.o L9 to to l0 U » C O m I- r-1 Ln O r-1 61 O l.0 r-1 lD lD r-1 00 i Ln N Ln Ln 00 m to O N CO I� N m r-I N O O ¢ n n n n n n n N n n n i O a_ J W C O Uj v v w V) O > H Z a J to N W V) O W �' m ur) > u a J a u } ¢ > = m Z ^ u of m U w O O w w m w a O oC U N +� U O C m = O w H vai Z v } na 0 N 2 _ z Li O O z t~ JO Ow v = N � 3 or L= O cn w 0 r-1 m O CO N m m a 0 0 i W N }' Q 3 0 Q J O z m w o a) L O v m m 00 Lof > w V) U > U m a w O U = a U w m Z o U m U U w N ¢ > m > d N O w U Lair 0 a Q c O m v w o ~ N z ca H u a) = V)) W C W O o Z v~i p a Co W ra Z > or w v Q Q o m N ° } m m w m m w u 0 � 0 a Q N m � _ >j O w a w m Ln ro O _ cc C W U Q W ° N Of N W - +O � O ? o O Ln +, a w a w Q o > > ? � cr) z +� w +� ¢ Lr U Z O > _ +� a O w �: Q J U 0 2 w U Q Ln w m ° = a 0 J 1 = Y U U U > = oC ~ J O J p J O U �' Q w LL a U w Z Q w O > Z ¢ Ln Z = a) J Q m Z LU H o z O m > `n 0- = m Q Ln ~ Qj m ¢ U m -J - U c w m = m 0 0 v a 0 �_ w z J c = v > w Of J a� u + O "' v m o u a ° 3 W m 1 ~ v o 3 u Ln m >W cQn m J >w OV > > O Oo = 0 N o m c 7 Z Li a1 Q > J 2 > U ¢ w co Ln Ln > �O w Z W ++ J >> Co O U W Z O v z W J J > H to 0 > v W 2 w w m w w w U O J Z 2 w a w in 0 m m W Z Z W a Q Q c O Q O Q a H 0 " Ln > u 0 z co p > -- Ln of m ~ o`nc w 0 � a w = m Z Z 2 Z V) a Ln a H w w N w w w w m °C � p N 0 = a1 W 0 0 J a N m C7 C7 Q Z Z ro 0 w w F Q 0 U m >� z w 1l � V)i z z u Q w Q } Ln w }p > m Q u w o of °C CQ7 LL" > O w H w m w cu Ow Ow u Q 2 > w m H w Ln 2 v v Om m m m m m m m m m o m m m m m m m m m m m m m m m m m oc z r-I e $ « o N � e m �t _ � N m N mCF) CF) \ m / / � ® e \ $ / / & \ 2 % ® o 2 / E \ / / / / k \ / Ln g / \ m % \ m = z x I c 2 2 L c = 2 2 2 2 u in 2 Lu eLU / } 2 a c u e a c e c a Q u 2 2 2 2 } > z K \ \ u u u u u c u u u u u 2r� r N r r� nr� z m o » e m U I m e w m m » w ¥ 3 W K Q Q a E j z z z m e m z z z e » � z m E z « c g « = R n z » » gL� « e » m e « > 2 \ / % \ \ \ / % rl % \ \ LO \ 2 tn > � mU� m e m o mU� e e = < / \ \ ƒ / \ % / / % ƒ \ \ \ \ CO - 4 L 2 2 \ \ ° 2 z \ \ \E e § 2 > z > \ \ / \ » _ < ± o L ca \ E F \ 2 ® \ 3 / » j ® e = < 0 / 2 0 \ $ / > ± E < / \ / e 2 < 7 2 I f \ 3 ± $ > a _ / \ Lu $ e $ 2� cr % E \ < \ _ < 2 co3 0 / 2 i � 2 / I � � 3 L } 4 \ > 7 k / / » \ e z c _ � z \ f / / > \ > 2 2 / 2 § \ Of/ / 2 > = 2 2 L L 3 = _ � » / 2 < � = V) = L 7 < $ _ \ 7 q o 0 2 /LU \ 2 / \ 2 z > g E / / < E LU E / z < L \ � \ Co % / < \ 0 Lu LU of / § \ \ / \ � / 0 / / z z z CO > ® / 0 uJ o / c 2 $ z \ Z 2 > 2 > \ e < > < / z \ § Lf)7 / \ > / / ® j \ u z U) e > > \ a z ® a 2 < $ I < \ _ < 2 � of 2 e � E o < � 0 1 ± 7 ƒ < Q / \ e e = z = m z > e z \ V) z e z = e z Ln 0 2 E % E $ F % q 7 \ $ % \ ? m / 2 k m m m m m m m m m m m RT m n EXHIBIT 4 B. System Improvements: In addition to the corridor synchronization, 6. 1st St/Bolsa Ave Corridor: improvements to the traffic signal system, Improvements include upgrading communication and monitoring infrastructure controllers to ATC, installing CCTV were made along the following corridors to allow cameras and VDS, installing APS, the City to better monitor traffic condition, installing conduit and fiber optic manage traffic signals and maintain signal cable, installing Ethernet switches, synchronization. replacing traffic signal cabinets, and Signal Performance Measures. 1. Tustin Ave/Rose Dr Corridor: Improvements include upgrading 7. Kraemer-Glassell-Grand Corridor: controllers to ATC, installing fiber Improvements include upgrading optic cable, installing Ethernet controllers to ATC, installing CCTV switches, installing CCTV cameras, cameras and VDS, installing APS, and upgrading traffic signal cabinets. installing fiber optic cable, installing Ethernet switches, installing wireless 2. Edinger Ave Corridor: radios, Signal Performance Improvements include upgrading Measures, and TMC improvements. controllers to ATC, installing CCTV cameras and VDS, installing conduit 8• McFadden TSP: and fiber optic cable, installing Improvements include installing a Ethernet switches, ATMS License cloud-based Transit Signal Priority expansion, and Signal Performance (TSP)system with secure controller Measures. communication and centralized system management at 19 3. Warner Ave Corridor: intersections. Improvements include upgrading controllers to ATC, installing CCTV 9. Bristol Street Corridor: cameras and VDS, installing conduit Improvements include upgrading and fiber optic cable, installing controllers to ATC, installing CCTV Ethernet switches, installing and VDS, installing APS, install Bluetooth travel systems, replacing Ethernet switches, and TMC traffic signal cabinets, ATMS License improvements including relocating expansion and Signal Performance and installing equipment into the new Measures. TMC and implementing a new video wall. 4. MacArthur Blvd Corridor: Improvements include upgrading controllers to ATC, installing CCTV cameras and VDS, installing conduit and fiber optic cable, installing Ethernet switches, installing Bluetooth travel systems, replacing traffic signal cabinets,ATMS License expansion and Signal Performance Measures. 5. Segerstrom/Dyer Corridor: Improvements include upgrading controllers to ATC, installing CCTV cameras and VDS, installing conduit and fiber optic cable, Ethernet switches, and Signal Performance Measures. 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