HomeMy WebLinkAboutWS_DEPT BUDGET PRESENTATIONS - TWO YEAR BUDGET FY13-15Presented By:
Kevin O’Rourke
Interim City Manager
May 28, 2013
1
ProposedProposed
Major Fund Category
FY 2013-14FY 2014-15
$$
General Fund205,741,000 204,516,000
General Fund Related
4,126,745 1,578,525
Special Revenues
Community
62,699,850 59,939,950
Development
Special Revenue Funds27,959,755 18,803,224
Capital Funds29,454,518 11,773,866
Enterprise Funds98,150,460 94,302,020
Totals
428,132,328390,913,585
Note: Does not include internal service funds
2
ProposedProposed
FY 2013-14FY 2014-15
$$
Police Department103,802,020 106,810,920
Fire & Medic Services40,218,47041,018,818
Parks, Recreation& Community
17,168,84017,380,345
Svcs.(Includes Library Services)
DebtService10,344,82510,499,825
Planning & Building 7,266,5047,429,421
Public Works Agency5,170,9305,215,520
Finance4,311,8224,488,640
Reserves3,048,409185,574
Other General Services*14,409,18011,486,937
Totals
205,741,000$204,516,000
*Includes Information Services, City Manager’s Office, City Attorney's Office, Clerk of the
3
Council, Human Resources, Bowers Museum, Non-Departmental, etc.
4
5
The central purpose of the
Patrol Services
•
Santa Ana Police Department is
to protect the lives, property
and rights of all people in the
city, to maintain order while
enforcing laws fairly and
Investigations
•
impartially.
Community oriented policing
acts as the foundation to
Communications
•
ensure our core functions are
.
achieved
6
Increase patrol effectiveness by reassigning staff from the following
functions:
Special Investigations Division
Strike Force
Main Place Mall Officer
SAUSD Police Chief
Safety Admin Personnel
Filling 16 vacancies and adding 1 new position
9 Sworn
7 Non Sworn
1 Emergency Manager (new)
No growth in personnel or services
Will continue to address personnel and service cost increases by modifying
operational processes, improving efficiencies and through effective
employee negotiations
7
Number of Furlough Hours
Section
SEIU Returning per
EmployeesMonth (Approx.)
Field Operations Bureau –Traffic Division
Process approximately 40 more traffic collision reports per month
•
Perform quality control measures on 350 collision reports to verify
•
proper location, CDL data, etc. before submitting to the State
Process approximately 200 additional traffic citations and/or
•
amendments per month
Process approximately 35-40 DUI reimbursement documents per
•
month, providing revenue potential to the City through cost recovery 5 Senior Office
97
efforts at an average of $650.00 per incident Assistants
Conduct follow-up on 20-25 cases per month to obtain information
•
necessary to obtain a criminal filing (10-20 hours per month)
Assist with 150 photo enforcement failures to appear to provide
•
information necessary to show due diligence to the court
Provide support to sworn officers that will allow them to spend
•
approximately 16 additional hours in the field per month
8
Furlough Hours Returning per
SectionNumber of SEIU Employees
Month (Approx.)
Field Operations Bureau
Process and distribute
•
approximately 300 supervisor logs
per month
File 50 documents per month
•
Elimination of furlough hours will
•
allow employee to catch up on
backlog of filing and provide
increased support to Deputy Chief 1 Senior Office Assistant19.4
and Commanders, so they can focus
on the pressing management issues
withintheir respective divisions.
This would increase the
unencumbered time of the
Command Staff by 2-3 hours per
month
9
Furlough Hours Returning per
SectionNumber of SEIU Employees
Month (Approx.)
Police Records
Improve response times on public
•
inquiry desk (Insurance Desk)–reduce
response time of 3 to 4 weeksto 3 to 4
2 RecordsSupervisors306
days
3 Lead Records Specialists
Scan 1000 more documents per day
•
12 PoliceRecords Specialists
Purge or Seal 15 more reports a day
•
Eliminate 15 Boxes of miscellaneous
•
reports in 4 months
Jail Records
Process 200 additionalboxes of
•
scanning monthly
252
Reduce complaints relating to lines at
•
4 Lead Specialists
counter for visits and registrant
10 Correctional Records Specialists
processing
Process 30 more DNA packages a week
•
Decrease telephone wait time by 25%
•
10
Furlough Hours Returning per
SectionNumber of SEIU Employees
Month (Approx.)
Administration Bureau -Personnel
Employee will assume additional workload
•
created by the loss of a full time Police Personnel
Specialist position that was eliminated
Will catch up on back log of personnel files that
•
are required to be destroyed per the Public
Records Act –6 additional hours per month
Prepare additional recurring pay additive forms -
•
19.4
4 per month
1 Senior Office Assistant
Prepare and maintain statistics for monthly
•
personnel deployment report -4additional hours
per month
Coordinate hiring for student Intern program 2
•
additional hours per month
Prepare additional recurring Career Incentive Pay
•
request -2per month
Administration Bureau –Training
Elimination of furlough days will allow employee
•
to monthly training videos for the Police
Department. This project will require 12
19.4
additional work hours per month beyond current
work load 1 Video Technician
Will be able to complete PSA’s for the PD staff and
•
public. This project will require 10 additional work
hours per month beyond current workload.
11
Furlough Hours Returning per
SectionNumber of SEIU Employees
Month (Approx.)
Administration Bureau –Information
Technology
Employee will catch up on pending IT projects
•
(CAD, JAS, ILJ) and the evaluation of a new
MDC for marked police vehicles –4 additional
work hours per month
Will help PD maintain compliance with DOJ
•
rules regarding accessing state/national law
enforcement databases from our police cars.
The current computers in our fleet must be
replaced in order to meet new requirements
whose deadline for compliance is 9/30/13-8
additional work hours per month
1 Police Systems Support Analyst 19.4
Preparing each unit for testing will take
•
approximately 10 work hours per month.
Creation of final configuration will take
approximately an additional 20 work hours
per month. Creation of final configuration will
take approximately an additional 100 work
hours-Some programs will need to be
replaced/updated to work with the new
systems
12
Furlough Hours Returning per
SectionNumber of SEIU Employees
Month (Approx.)
Administration Bureau –Information
Technology
Employee will catch up on backlog of service
•
requests for police department computer issues
creating 8additional work hours per month
C3 Office Solution, Copier rollouts, 9 received with
•
17 being delivered within two weeks. Requiring
network connectivity, configuration with
contractor, phone line with city and client side
configuration–10 additional work hours per
month
Server upgrade project and storage configuration
•
–adding8 additional work hours per month
Employee will catch up on backlog of service
•
2Systems Technicians38.8
requests for police department computer issues
(Desktop and Laptop computers), adding6
additional hours per month
Upgrade and install new operating system at PAAL
•
Center (30 to 40 Computers)
New Dell rollout of purchased computers
•
currently sitting in dead storage –adding6
additional hours per month
EOC at City Yard -35 Laptops need installation,
•
must be working connected to network –willadd
4 additional work hours per month
13
Furlough Hours Returning per
SectionNumber of SEIU Employees
Month (Approx.)
InvestigationBureau –District
Investigations
Employee will spend an average of 7.5 additional
•
hours per week transcribing interviews and
interrogations from homicide, assault, and
internal affairs investigations
Employee will be able to update case tracking and
•
complete report distribution to detectives
19.4
1 Senior Office Assistant
approximately 10% faster
Employee will be available an additional 10-15
•
hours per month to field questions from victims
and witnesses who call the Bureau requesting
information
Investigation Bureau –Crimes Against
Persons Investigations
Complete an additional 3 to 4 transcriptions per
•
month for the Homicide and Gang Units
Assist sworn personnel with clerical duties related
•
to the Weapons Interdiction Team. Reduce the
19.4
1 Senior Office Assistant
current backlog from 100 letters to zero, and
process from 5 to 10 additional letters per month
14
Furlough Hours Returning per
SectionNumber of SEIU Employees
Month (Approx.)
Investigation Bureau –Court Liaison
Employees will process the backlog of
•
civil subpoenas reimbursement
demands. Currently the backlog is 20
cases.
Employees will spend an average of 20
•
additional hours per month processing
out-of-custody complaint packages
Reduce current out-of-custody backlog 2Senior Office Assistants58.2
•
from 3 weeks to zero (approximately 1 Secretary
100 current cases)
Improve identification of blanket
•
subpoenas and reduce number of
subpoenas issued by 10%
Reduce court overtime processing from
•
a 30 day backlog to a 3 day backlog
Reduce the backlog of pending
•
subpoenas from 200 to zero
15
Furlough Hours Returning per
SectionNumber of SEIU Employees
Month (Approx.)
Investigation Bureau –Crime Lab
?
Employee will be able to reduce the current
monthly DNA Analysis and Cold Hit Analysis from
20 to zero
?
Employee will be able to provide additional training
1 Senior Office Assistant19.4
to cadets and volunteers in tracking of DNA, 2
hours per month
?
Reduce the analytical report tracking and
dissemination backlog from 30 to zero, weekly
Investigation Bureau –Major
Narcotics/Career Criminal Unit
?
Employee will spend an additional 2 hours per
month updating Major Narcotics case books,
freeing Narcotics detectives to focus on narcotics
investigations
?
Employee will spend an additional 3.5 hours per
month reviewing narcotics reports generated by
Patrol personnel to identify potential narcotics
distribution locations in Santa Ana
1 Senior Office Assistant19.4
?
Employee will spend an additional 10 hours per
month to handle up to 30 additional complaints
from citizens regarding narcotics activity and other
crimes in the community which are forwarded for
investigation
?
Employee will spend an additional 4 hours per
month assisting Fiscal with data input of time chits
and distribution of paychecks
16
Response to emergency and non-emergency calls for service based on priority (24/7)
Telephonic and on-line reporting for calls that do not require an officer's presence (24/7)
Answering and dispatching emergency/non-emergency (24/7)
Criminal and Traffic investigations (10 hour a day coverage with on-call capabilities during the
week and on weekends for critical incidents such as homicides or fatal traffic collisions)
Ancillary Specialized Units: SWAT and Mounted. Strike Force will be assigned to patrol and
specialized units will be activated to respond to critical incidents related to civil unrest or
barricaded/hostage situations. Specialized units may also participate in grant funded operations.
Air support services -Funded through asset forfeiture (contract with sheriff)
Homeland Security Program Participation -( 3 officers and 2 contractors funded by the UASI
grant)
Continue to provide full service Type II jail
17
Community Policing Programs
1.PAAL Center ( funded through grants, asset forfeiture, and
donations)
2.Parent Academy, Teen Academy, and Jr. COP
3.Volunteer and Chaplin Programs (funded by general fund)
4.Directed Patrol ( 3 officers funded by the General Fund)
5.Civic Center Patrol ( 8 officers funded by the Civic Center
Authority)
6.Explorer Program (funded by the Santa Ana Police
Foundation and supported by the Boys Scouts of America)
18
Reduction in the Career Criminal unit personnel will limit the size and scope of gang criminal enterprise investigations
related to narcotics trafficking, extortion and major assaults. This transfer will enhance the core function of patrol by
increasing staffing by 2officers.
Transfer of Strike Force (Full time SWAT) to patrol. This will require Strike Force personnel to be directed to an
emergency incident from their primary assignments, which will be similar to response models employed by other local
police departments. The tactical response time will increase and will be in alignment with the tactical responses of
other agencies. This transfer will enhance the core function of patrol by increasing staffing by 9officers.
Transfer the Main Place Officer will support the core function of patrol. The Mall will receive police service based on
priority and such delivery will be consistent with services delivered to all businesses in the city. This transfer will
enhance the core function of patrol by increasing staffing by one officer.
Return the SAUSD Chief to the police department in his classification of Lieutenant. This transfer will enhance the core
function of patrol by increasing staffing by one Lieutenant, thereby increasing management oversight in patrol.
Combining the Homicide/Gang Homicide units and returning one sergeant to patrol. This will increase supervision for
the core function of patrol and will increase investigative effectiveness.
Transfer of the Field Operations Administrative Sergeant to the core function of patrol. This transfer will enhance the
core function of patrol by increasing staffing by one Sergeant, thereby increasing supervision in the field.
Separation of four part-time employees in Investigations and Police Administration. The separation will delay the
processing of backgrounds, firearms and internal affairs investigations. Processing will be priority based.
19
Hiring of 12 directed patrol officers to re-establish community policing in
each of the four policing districts
Department wide integration software system ( 26 disparate systems)
Hiring of two professional standards sergeants to preserve organizational
integrity
20
21
Fire/Emergency Medical
Services
We enhance public safety and
meet the evolving needs of our
Fire Prevention/Fire Life
communities through
education, prevention, and
Safety
emergency response.
Community Programs
22
Contracting Fire/EMS services contributed to ensuring budget
stability and cost containment without compromising core vital
emergency services to the residents of the City of Santa Ana.
23
Fire & Emergency Medical Services
10 Fire Stations-fully operational
9 Medic Fire Engines3 Medic Ladder Trucks
2 Paramedic Vans1 Hazmat Unit
Fire Prevention/Fire Life Safety
Inspections of all public assemblies, schools, businesses and residential
Fire Plan Check Counter @ Ross Annex
Community Programs
Fire Station Visits
Volunteer Firefighting & Explorer Program
Ride-alongs
Educational Programs
24
Fire Station Capital Improvement Program
To address deferred facility maintenance issues at all ten fire stations in the City of
Santa Ana
25
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Santa Ana Public Works Agency
Transportation
•
provides public infrastructure
Water Resources Water Resources
••
and core municipal services to
enhance the quality of life for
Infrastructure
•
our residents, businesses, and
Maintenance
visitors, making Santa Ana a
more desirable place to live,
Project Delivery
•
work, invest in, and visit.
Environmental and
•
Sustainability
Development
•
Services
27
Continue to Right-Size the Organization
Optimize efficiencies within new budgeting constraints.
Add 2 positions, eliminate 10 positions, reallocate 2 positions.
?
Continue to integrate and streamline workflow, project and data systems.
?
Fill 21 funded vacancies in FY 2013-14
?
Strategize for succession planning.
Prepare/update standard operating manuals.
?
Implement Full-Cost Recovery Model for Engineering Services (Internal Services
-Fund 86)
New model is financially sustainable and conforms with industry cost accounting
principles for public infrastructure
Develop or update deferred maintenance/capital needs assessments for the
various categories of infrastructure
(Water & Sewer systems, storm drainage, pavement
management, street lights, roadway signage & markings)
28
Furlough Hours
Number of SEIU
SectionReturning
Employees
per Month (Approx.)
ENGINEERING
Development& Transportation:
2 SeniorCivil Engineer
Reduceturn-around response time on plan and map reviews.
•
2 SeniorEngineer
Provide additional public counter service time.224
•
7 AssistantEngineer II
Increase delivery rate on capital projects.
•1 Assistant Traffic
Operations Engineer
Provide quicker service on neighborhood safety requests .
•
1Engineering Aide
Increase amount of grant awards by improving quality of competitive
•
1 Senior Office Assistant
grant applications.
Design Engineering:
3 Senior CivilEngineer
Deliverprojects sooner.
•
5 AssistantEngineer I/II
Provide faster customer service response to questions/complaints.144
•
1 Associate Park &
Increaseresponsivenessto internal customers.
•
Landscape Planner
Ensure timely reimbursement of grant funds to minimize cash flow deficit.
•
ConstructionEngineering:
Improveon project managementresponse time to contract issues.
•
2 Assistant Engineer II
Reduce response time for inspection requests.
•
1 Projects Manager
Catch up on deferred work due to reduced staff/hours.
•
4Construction Inspector
Improve response time to external and internal customers.144
•I
1 Storm Water
Submit timely interim and final billings which helps City’s cash flow
•
Coordinator
position.
1 Survey Party Chief
Increaseoverall efficiency by having available resources an extra two days
•
a month.
29
Furlough Hours
Number of SEIU
SectionReturning
Employees
Per Month (Approx.)
MAINTENANCE
EnvironmentalSanitation:
1 Street Maintenance
Conduct more inspections andissue 140 additional notices/citations
•
Supervisor
annually.
2 Sanitation Inspector
Reduce complaints relating to the amount of time that dumped items 162
•
1 Crew Leader
remain in public R-O-W.
2 Equipment Operator
Improve sidewalk cleaningresponse from 10 days to 7 days.
•
3 Maintenance Worker
II
Conduct 20 more fat, oils, grease (FOG) inspections annually.
•
Roadway Markings,Traffic Signs and Illegal Right of Way Signs:
1 Street Maintenance
Repair or replace more traffic signs--approximately 500signs annually.
•
Supervisor
Possibly repaintall painted curb with City staff --up to approximately
•
1 Crew Leader
144
100,000 feet per year.
2 Equipment Operator
1 Street Painter
Replace traffic control devices on median noses--approximately 150 Q-
•
3 Maintenance Worker II
markers annually.
Tree Section:
1 Crew Leader/Acting
Supervisor
Reduceresponse time for nonemergency tree service request from 2
•
1 Tree Trimmer
weeks to 1 week.
144
2 Equipment Operator
Staff arborist will conduct 20 additional inspections annually for
•
4 Maintenance Worker
determining health and safety of city trees.
l/II
30
Furlough Hours
Returning
SectionNumber of SEIU Employees
per Month
(Approx.)
WATER RESOURCES:
WaterEngineering:
Complete 17Street Water Main Improvement Plans and
th
•
2Senior Civil Engineer
Specifications to 100% Designstatus.64
2 Assistant Engineer II
Complete implementation of modified digital field data
•
acquisition forms for water quality section.
Water Production:96
1 Senior Water Systems Operator
Place Well 35 back into active service.
•
1 Instrument Technician
Complete 16 deferred maintenance work orders.
•
4 Water Systems Operator II/III
Water Maintenance Services:
1 Water Services Supervisor
Perform preventative maintenance on 58 fire hydrants.176
•
1 Water Services Crew Leader
Exercise 58 water distributionvalves.3 EquipmentOperator-Water Services
•
6 Water ServicesWorker I/ II
Replace 13 domestic water service lines.
•
Sewer:
1 Water Services Supervisor
Reduce sewer lateral backlog waiting time by one week.
•
1 Water Services Crew Leader
176
Performpreventative maintenance on 104,000 feet of sanitary 4 EquipmentOperator-Water Services
•
5 Water ServicesWorker I/II
sewer main.
MeterShop:
1 Water ServicesQuality Coordinator
1Water Services Quality Supervisor
Replace 128, 5/8” water service meters.
•
3WaterServices Quality/Utility Inspector 128
3 Water Services Meter Repairer II
31
Furlough Hours
Number of SEIU Returning
Section
Employeesper Month
(Approx.)
AdministrativeServices
FinancialServices:
Improve processing of payments/billings by reducingturnaround from 12 to 7 days.
•
Enhancefinancial management of capital projects, including project set-up, progress
•
5Senior Accounting
80
payments, public notices, contract compliance, and fiscal oversight.
Assistants
Complete project closures in a more timely manner, including all 68 of the
•
completed Measure M projects.
Increase quality and accuracy of the departmental payroll process.
•
Information Systems:
1 GIS Administrator
1 MicroSystems
Provide additionalhours of help desk service per month for previously furloughed
•
48
Technician
days.
1 Systems
Decrease wait time for map and GIS datarelated project requests
•
Technician
Enterprise Management/Refuse & Recycling:
Complete backlog of projectclosures.
•
16
1 Projects Manager
Complete the refuse audit that has been on hold.
•
Process bus shelter RFP more quickly.
•
AdministrativeSupport:
1 Executive
Better coordination with Executive Director and City Manager’s Officewith similar
•
32
Secretary
working schedules.
1 Secretary
Faster turnaround in processing reports, RFCAs, etc.
•
Central Files:
16
1 Records Specialist
Improvefollow-up of outstanding as-built drawings.
•
Complete timely file purging in accordance with the City Records Retention Policy.
•
32
Transportation
Highest levels of mobility provided through the Traffic
Management Center
Resolution of speeding, parking and traffic problems
Major arterial widening projects
Traffic corridor synchronization projects
Fixed Guideway project
Grade Separation project
Water Resources
Deliver safe, reliable, high-quality, and award-winning drinking
water
Properly manage, operate, and maintain the City’s sewer
collection system to provide uninterrupted service to customers,
and contribute to measures that protect the environment.
33
Infrastructure Maintenance
Median and right-of-way maintenance
Street lights and traffic signals
Sidewalk hazard mitigation and repair
Street maintenance and pothole repair
Project Delivery
Project planning and development
Bid and award
Project design
Construction management
34
Environmental and Sustainability
Solid waste and recycling
Street sweeping
Graffiti abatement
Illegal dumping and weed abatement
Urban forest maintenance
Energy efficiency retrofits
Climate Action Plan
Environmental education (Santa Ana Green)
Development Services
Site plan review
Encroachment permits
Grading/surface drainage plan check
Subdivision map review
Transportation permits (wide load)
35
Water System
Reinstating the 2 Water System Operators and filling the remaining funded
vacancies will restore maintenance levels and initiate transition to proactive
maintenance.
Traffic Engineering
ReductionofEngineeringInternhourspartiallyoffsetbyreturnoffurlough
hoursbutwillresultinsomeprocessingdelays.
Design Engineering
Deletion of 2 engineering positions reduces in-house capacity to handle peak CIP
workloads in the future.
36
Floral Park Historic Street Light Retrofit$250,000
•
Street Light Maintenance Worker$66,000
•
Enhanced Neighborhood Traffic Services $130,000
•
Cabrillo Street Sidewalk Repair from 4to 17$500,000
thth
•
GIS Programmer$111,265
•
Emergency Preparedness/Response Program
•
37
38
The central purpose of the
Planning and Development
•
Planning and Building Agency is
to ensure that Santa Ana is a
thoughtfully planned, safely
built, and well maintained
Building Plan Check and
•
community.
Inspections
Community Preservation
•
39
Focus resources on front line services
Use technology to enhance services and increase
productivity
Put resources/staff in positions where they will:
Have the greatest impact
Create positive change
Touch the most number of people
Businesses
Residents
Property Owners
Developers
Fill (7) existing positions
(1) Planning position
(2) Building positions
(4) Community Preservation positions
Utilize Santa Ana Volunteer Program (joint program with
SAPD) to assist with code enforcement activities
40
Furlough Hours
SectionNumber of SEIU EmployeesReturning per Month
(Approx.)
Planning Division
PublicCounter open two Fridays per month
•
Assist 168 additional customers per month(5) Planners
•
112
Process 43 additional planning counter applications (HOP, LUC, (1)Planning Commission Secretary
•
CofO, etc.) per month(1) Senior Office Assistant
Improve phone call turnaround times at the public counter
•
Building Safety Division
Public Counter open two Fridays per month
•
(5) Building/PlumbingInspectors
Assist 298 additional customers per month
•
(3) Plan Check Engineers
240
Issue 75 additionalpermits per month
•
(3) Building Permit Processors
Perform228 additional inspections per month
•
(1)Permit Counter Supervisor
Plan check turnaround time improved by approximately 1-week
•
(1) Secretary
Inspection request turnaround time improved by approx. ½ day.
•
(2) Electrical/Mechanical Sys. Specialists
CommunityPreservation Division
PublicCounter open two Fridays per month
•
Assist 95 additional customersper month
•
(12)Comm. Pres. Inspectors
224
Improvecomplaint-to-inspection turnaround time
•
(2) Senior Office Assistants
Reduce complaint backlog
•
Administrative Services Division
Increased responsiveness to staff regarding personnel issues
•
(1)Senior Accounting Assistant
(payroll, accounting, purchasing)
64
(1) Executive Secretary
Increased flexibility to schedule meetings
•
41
Planning Division:
Implement the City’s General Plan and Zoning Ordinance.
Assist customers at the public counter.
Manage development projects including CEQA/NEPA compliance.
Staff the Planning Commission, Historic Resources Commission,
Zoning Administrator and Development & Transportation Committee.
Facilitate community participation.
Administrative Services:
Provide management and fiscal support to the Planning, Building and
Community Preservation Divisions.
Provide executive support to the Planning Commission, Historic
Resources Commission and City Council.
42
Building Safety Division:
Assist customers at the public counter.
Ensure and maintain life safety in the built environment through:
Review and approval of building construction plans
Issuance of construction permits
Inspections for all new construction
Maintain/archive all building documents for the City.
Community Preservation Division:
Enforce Municipal Code provisions to ensure safe, orderly, and aesthetically
pleasing neighborhoods and commercial areas.
Abandoned Vehicle Abatement Program
Dangerous and abandoned buildings
Vendor violations
Unpermitted work / Substandard buildings
Proactive Rental Enforcement Program (PREP)
Collection of fines and assessments through property tax bills
Legal file preparation for criminal prosecution cases.
Joint enforcement activities with the Police Department (e.g. Medical
Marijuana Dispensaries).
43
New realities in development processing:
PeakYear FY 13-14/14-15Without Furlough
Optimum
PerformanceEstimatedEstimates
Developmentreview35-daysFY 09-10 (35-days)40-days40-days
Buildingplan check3-weeksFY 08-09 (3-weeks)7-weeks8-weeks
Building inspections1-dayFY 10-11 (1-day)3.5-days4-days
Code enforcement
3-daysFY 08-09 (4.3-days)7-days9-days
complaint response
44
Focus Planning activities on development processing and public counter,
resulting in:
Limited monitoring for compliance of CEQA mitigation measures
Limited representation on regional planning issues (i.e. SCAG, OCCOG) and legislative
advocacy
Focus Advanced Planning on General Plan update ($2.6M budgeted).
Focus Enforcement activities on addressing complaints, resulting in:
Limited proactive code enforcement (CDBG areas)
Limited night and weekend code enforcement
No Community Preservation liaisons to neighborhoods
Focus Building Safety activities on plan check and inspections, resulting
in:
Diminished capacity for building damage assessment following an emergency
Discontinue Information Desk service/staffing in the Ross Annex
45
Community Preservation
Improve responsiveness by adding staff
Increased proactive enforcement outside of CDBG areas
Neighborhood liaisons
Advanced Planning
Develop focused plans for major corridors (First Street, Main Street, 55-Freeway)
Create a “Healthy and Sustainable Foods” ordinance
Revise the Midtown Specific Plan
Expand public education programs/outreach
Technology Improvements/Enhancements
Expand online services (Permitting, applications submittal, review, payment)
Expand GIS (SAPIN/SAGIS integration)
E-Plan review
Historic Preservation
Resume annual historic surveys
Create historic districts
Economic Development
Planning liaison to business community (new and existing development)
46
47
To produce smiles by providing
Parks and
•
the community opportunities to
Recreation
experience the outdoors,
sports, knowledge, artand
cultural events, nature, and
animals
Library Services
•
Proactive oriented programs
and services acts as the
foundation to ensure our core
Zoo
•
.
functions are achieved
48
Criteria used to build the Agency budget:
Community Needs
Strategic leveraging of existing resources
Fairness among Division
Will fill 3 vacancies and add 1 Zoo Education Specialist
Leverage park cell tower monies, one additional General
Maintenance Worker, and monies in the Agency’s general fund
deferred maintenance account to make repairs at parks, trails,
the Zoo, and selected Recreation facilities.
The goal is to reduce the 550 repair requests that are pending to 300
Complete a park deferred maintenance and capital needs
assessment by April 2014
49
Furlough Hours
DivisionNumber of SEIU EmployeesReturning per Month
(Approx.)
Administrative Services
30-40 more deferred maintenance requests 1Accounting Assistant
•
completedper month2 Sr. Accounting Assistants
24 morepark inspections completed per 1 General Maintenance Supervisor
•
month4 General Maintenance Workers
224
Quicker processing of purchasing and material 1 Sr. Park Maintenance Supervisor
•
release process2 Park Maintenance Inspector II
1 Associate/Park Landscape Planner
1 Park Maintenance Supervisor
1 General Maintenance Leader
Recreation
Attend 2 additional neighborhood association
•
meetings per month
Decreased response time to Council
•
Requests, Community Contact Forms, citizen
calls, and complaints
Increased regular staff meetings to resolve 3 Recreation Leaders
•
issues and coordinate customer service 1 Recreation Program Coordinator160
improvements6 Community Services Supervisors
Quicker return on park and film permits
•
Quicker response time to enter service
•
requests for work needed in parks and
centers and more regular follow up to ensure
work is completed
50
Furlough Hours
DivisionNumber of SEIU EmployeesReturning per Month
(Approx.)
Zoo
Add 8 new animals to the animal collection1 Zoo Curator
•
Fill three currently empty animal exhibits 1 Zoo Animal Registrar
•
reducing customer complaints1 Zoo Keeper II
144
Quicker processing of invoices and material 6 Zoo Keeper I
•
releases
Library
Quicker processing of invoices and material 4 PrincipalLibrarians
•
releases9 Sr. Librarians
Additional full-time staff hours at the public 3 Youth Services Technicians
•
352
desks resulting in decreasing waiting time for 3 Library Services Assistants
library patrons1 Supervising Library Svcs. Asst.
Quicker ordering of library materials for the 1 Sr. Library Technician
•
public1 Bibliographic Technician
51
Manage 479 acres of parkland
Provide 1,460 leisure classes involving 17,300 participants
Provide services to all parks, joint-use recreational facilities, recreation
centers, pools, senior centers, libraries, sport fields, stadium and the
Santa Ana Zoo
Produce and coordinate 113 community events including Fourth of July,
Cinco de Mayo and Fiestas Patrias celebrations
Circulate over half a million pieces of library materials per year to
132,687 library cardholders (41% of the Santa Ana population)
Provided quality attractions at the Zoo and reached an all time high for zoo
attendance of 285,553 visitors
52
The new reality reduces the funding available for part-time hours which
will result in less:
Computer Lab HoursLibrary Center Tutoring
••
TeenSpace Centers HoursComputer Classes
••
Recreation Centers ActivitiesCTV3/Web Support
••
Library Information DeskHoursCommunity Events
••
53
Additional Part-Time Hours$270,000
Willard Joint-Use Park Optimal Staffing$128,000
Expected project completion is January 2014
Garfield Community Center Optimal Staffing$199,000
Expected project completion is December 2013
54
55
Commercial & Affordable
•
Improving Santa Ana’s vitality
Housing Development
by encouraging and facilitating
Affordable Housing &
•
investment in the City’s
Neighborhood Services
business and residential
communities through strategic
Business Retention &
•
Attraction
utilization of
resources to foster business
Employment & Job Training
•
growth and improve the
Assistance
quality of life for our residents
Public/Social Services &
•
Projects (CDBG)
Public Parking
•
RDA Dissolution
•
56
Reinvent to Revitalize
Evaluation of agency functions to determine effective
structure for providing current services and programs
Implementing changes in grant funded programs to
accommodate decreases in funding
Eliminate 18 positions; Fill 3 vacant positions
Work in conjunction with City Manager’s Office to develop
an Economic Development Strategic Plan
Targeted Industries Analysis
Alternative approach to financing post-Redevelopment
Marketing/Branding
57
Number of Furlough Hours
SEIU Returning per
SectionEmployeesMonth (Approx.)
Administrative Services Division –Administration
Reduce need for OT / Comp for agenda preparation to meet deadlines
•
1Comm. Dev.
(Oversight Board, CRHC, HA).
Commission
Improved efficiency –processing RFCAs, filing, providing internal
•
35
Secretary;
support for staff.
1 Senior Office
Reducebacklog of documents to be identified, classified, and stored
•
Assistant
by 10%.
Administrative Services Division –Accounting & Budget
Improved efficiency -processing DPVs, requisitions, journal entries,
•
2Senior
filing, etc.
35
Accounting
Reducebacklog of documents to be identified, classified, and stored
•
Assistants
by 10%.
Administrative Services Division –Parking Program
1Parking Meter
Count, reconcile, and deposit the coins collected on alternate Fridays
•
Operations
with Treasury staff (when City Hall is open).
69
Supervisor;
Reduce backlog of general meter maintenanceto be performed by
•
3Parking Meter
10%.
TechnicianII
58
Number of Furlough Hours
SEIU Returning per
SectionEmployeesMonth (Approx.)
Administrative Services Division –DowntownMaintenance
Improved effectiveness –management of DTI settlement agreement
•
Improved efficiency –customer service
•
1
Improved efficiency -items requiring immediate attention can be
•
17
Redevelopment
addressed in a more timely manner including property management
ProjectMgr I
concerns regarding various City owned properties such as Grand
Central, YMCA and downtown parking structures.
59
Number of Furlough Hours
SEIU Returning per
SectionEmployeesMonth (Approx.)
EconomicDevelopmentDivision –BusinessOutreach & Retention / Enterprise Zone
Increased number of retention visits to local businesses (approx. 30
•
1Economic Dev.
additional visits)
Specialist III;
35
Improved efficiency –Assist businesseswith site selection and permit 1 Economic Dev.
•
Specialist I
process; processing vouchers; customer service
EconomicDevelopmentDivision –Work Center
Estimated 4,500 additional residents will be able to access job leads,
2 Economic Dev.
•
Specialist III;
internet, and job search assistance during the FY
1 Workforce
12% increase in monthly workshops provided (approx. 4 additional per
•
Specialist IV;
month)
3 Workforce
346
Improved efficiency -providing services to the residents seeking
•
Specialist III;
employment and businesses seeking to hire; processing training
12 Workforce
contracts, etc.
Specialist II;
2 Senior Office
Assistants
60
Number of Furlough Hours
SEIU Returning per
SectionEmployeesMonth (Approx.)
Housing & NeighborhoodDevelopmentDivision –HousingAuthority
Improved efficiency –performing inspections; customer service
1 Housing
•
Programs
Update policies and procedures manual
•
Analyst;
Complete debts owed in HUD’s Enterprise Income Verification (EIV)
•
1 Housing
system
Authority
Analyst;
2 Senior Housing
Specialists;
242
6 Housing
Specialist II;
2 Senior Office
Assistants;
1 Senior
Receptionist;
1 Accounting
Assistant
61
Number of Furlough Hours
SEIU Returning per
SectionEmployeesMonth (Approx.)
Housing & NeighborhoodDevelopmentDivision –Development Services
Improved efficiency –processing & monitoring homebuyer assistance
1 Housing
•
Programs
loans & subordination agreements; resolution of construction issues &
Analyst;
change orders; review of construction draws; customer service
1 Sr. Residential
Increased effectiveness -marketing loan programs to residents
•
Construction
Specialist;
86
1 Residential
Construction
Specialist;
1 Loan Specialist;
1 Senior Office
Assistant
Housing & NeighborhoodDevelopmentDivision –NeighborhoodImprovement Program
Increased effectiveness -additional outreach for neighborhood
2 Community
•
Dev. District
initiatives (Most Beautiful Yard, Neighborhood clean-ups, etc.)
52
Managers;
Increased efficiency –customer service
•
1Senior Office
Assistant
62
Administrative & Development Services Division
Development Project Management (City & Successor Agency Projects)
RDA Dissolution –Oversight Board, Successor Agency, property management
& disposition, ROPS budgets, Meet & Confers, legislation, etc.
Community Development Block Grant program administration & oversight
Management & maintenance of public parking structures, lots, and metered
parking
Coordination of baseline services in the Downtown
Implementation of PBID Settlement Agreement
Economic Development Division
Job search assistance, job placement, and basic skills education and
vocational training to all adults and eligible youth (WIA)
Job recruitment services, job fairs, layoff aversion and rapid response
services to employers (WIA)
63
Business outreach (retention & attraction) & Site selection
Market & administer CDBG Micro-Enterprise loan program
Enterprise Zone Hiring Credit Vouchers and workshops
Coordination of BID reactivation process
Housing & Neighborhood Development Division
Housing Choice Voucher rental assistance (Housing Authority)
Issuance of tax exempt bonds
Financial assistance and project management for new
acquisition/construction/rehabilitation of affordable housing units
Monitor loan portfolio & affordable housing projects for compliance with
covenants
Support and facilitate communication between residents and the City
CDA staffs the Housing Authority, Oversight Board, Workforce Investment Board, and
Community Redevelopment & Housing Commission.
64
Upon completion of former RDA obligated projects, no additional funds
available from former tax increment
Reduced funding available for affordable housing development
Lack of funding available for commercial project development
Services impacted by level of grant funds allocated from federal/state
agencies
Sequestration (projected for FY 13/14) –% change vs. FY 12/13
Community Development Block Grant (CDBG) –4.75% increase *
Emergency Solutions Grant (ESG) –20% decrease
HOME –5% decrease
Housing Opportunities for Persons with AIDS (HOPWA) –5% decrease
Housing Choice Vouchers (Section 8) –1.5% decrease
Workforce Investment Act –12% decrease
*Increase resulting from reduction of Disaster Relief funding
65
City contributions to development projects & other economic
development activities
Property maintenance for City-owned properties (formerly owned by
Successor Agency)
Downtown Liaison position
66
67
To provide quality financial
Financial Reporting
•
support services to the City
organization and to ensure
Billing & Revenue
•
prudent use and maintenance
Collection
of the City’s financial resources
and physical assets.
Investment & Asset
•
Management
Payroll Processing
•
IT Support
•
68
Increased use of technology to mitigate increasing service
demands
Utilization of third party vendors to assist with the daily
departmental processes and operations.
Increased hiring requirements for new employees
Continue to look for process improvements and reorganizational
opportunities.
Prepare comprehensive facilities and information technology
needs studies
69
Furlough Hours
DivisionNumber of SEIU EmployeesReturning per
Month (Approx.)
ACCOUNTING
1/2 Accounting Assistant
AccountsPayable (Accounting):
28
1 Accounting Asst./Sys tech
Ability to process an additional 400 billing invoices.
•
1/4 Accountant II
Accounts Receivable:
16
Ability to service30 additional customers and 1Senior Accounting/Sys. Tech
•
record cash transaction 3 days sooner.
LedgerMaintenance, Grant Accounting & Other City 2 SeniorAccountants
108
Funds: 1.75 Accountant II’s
Monthend reports will close 2 days earlier3 Accountants
•
1 AP Supervisor
AccountsPayable (AP) Audit & Processing:
80
2 PurchasingSpecialist
Ability to audit an additional 60 A/P invoices
•
2 Clerical Aid
70
Furlough Hours
Number of SEIU
DivisionReturning per
Employees
Month
PURCHASING / CENTRALSERVICES
Purchasing:
Process an additional 15 PO’s per month1Lead Buyer
•
Process an additional 10 Requisitions per month1 Buyer48
•
Ability to set-up of Blanket Order Contracts prior 1Purchasing Specialist
•
to year end
Central Services:
Ability to process an additional 36K impressions 1 CentralServices
•
per monthSupervisor32
Ability to process an additional 1,800 pieces of 1 Reprographics Operator
•
mail per month
71
Furlough Hours
Number of SEIU
DivisionReturning per
Employees
Month
TREASURY
Treasury Services:
Open cashier windows ½ hr. earlier. (8:30am to 5pm)
•
1 Treasury Svcs Supervisor48
Reduce complaints relating to long lines at the counter and
•
1 Sr. Accounting Asst.
telephone waittime
1 CustomerSvc Rep
Improve response times back office processing,
•
correspondence, scanning, return mail follow-up
Tax & Licensing:
1 Customer Svc Rep(Lead)96
Process 315 additional business license applications annually
•
3 Customer Svc Reps
Inspect/Collect/Customer 334 additional contacts
•
1 Revenue Supervisor
Process 54 additional dog license applications annually
•
1 Business Tax Collector
Municipal Utility Services:
1 Customer Svc Rep (Lead)
64
Reduce complaints relating to long lines at the counter and
•
1 Customer Svc Rep
telephone wait time on hold
2 Utilities Billing/SysTechs
Process 640 additional MUS turn-on/turn-off work orders
•
4 Meter Reader/Collectors64
72
Furlough Hours
DivisionNumber of SEIU EmployeesReturning per
Month (Approx.)
FACILITIES-FLEET MAINTENANCE-CENTRALSTORES
Administration:
Complete backlogof scanning and filing records. 1 Senior Office Assistant16
•
Update FMCS databases
•
Central Stores:
Complete full count of Stores inventory on a
•
timely basis.1Property Control Specialist16
Implement Central Stores Consignment project.
•
Sort, remove and sell obsolete inventory
•
Fleet Services: 1 Senor Fleet Supervisor
Build two additional Police patrol cars each 1 Fleet Supervisor
•
month2 Lead Fleet TechnicianIII’s
Perform additional 450 vehicle services and 30 2 Fleet Technician III’s320
•
smog checks11 Fleet Technicians II’s
Identify underutilized vehicles2 Fleet Parts Specialist
•
Improve PM compliance & scheduling 1 Senior Office Assistant
•
73
Furlough Hours
DivisionNumber of SEIU EmployeesReturning per
Month (Approx.)
INFORMATIONSERVICES
Applications:
Provideadditional application maintenance and new 5 Principal Programmers80
development of projects
Micro Support:
1 SystemsSupport Analyst
Improve Tech support response times. Available on 48
2Microsystem Technicians
Fridays to installPC’sand troubleshoot
Web Support:
1 WebSystems Technician16
Improve Website requisition response times.
74
Furlough Hours
DivisionNumber of SEIU EmployeesReturning per
Month (Approx.)
BUILDING MAINTENANCE
PoliceDept. and Holding Facility:
BM staff performing comprehensive maintenance
and repair to all building systems supporting a high 4 FTE BM Technicians –
48
demand 24/7 operation that house 500 inmates (1 vacancy)
working with restricted Hours to not impact
inmates.
City Hall and all other sites:
BM staff performing comprehensive maintenance
16
1 FTE Senior Office Specialist
and repair to all environmental, mechanical,
32
4 FTE BM technicians-
electrical, water, exterior and interior systems
(1 vacancy)
supporting the operation of Public Buildings
.
75
Record and track revenues, expenditures and associated financial
information and present in accordance to adopted accounting practices as
well as established legislative codes and ordinances.
Ensure the proper billing and revenue collection for programs and services.
Ensure the proper investment and liquidity of the City’s cash.
Full payroll, IRS, benefit, and retirement processing.
Budget development and financial forecast.
Purchasing support and print management services.
Business License, Hotel Visitor Tax, User Utility Tax, and Dog License
Processing.
Facilities and equipment management.
Alternative fuel vehicle program.
Maintenance of Technological Infrastructure
.
76
No identified funding for a more comprehensive capital replacement
program for facilities and equipment.
Addition of Sr. Financial Analyst will provide the ability to deliver more in
depth financial analysis.
Added Buyer will provide assistance in processing departmental purchase
requisitions.
Limited ability to maintain a baseline revenue audit program i.e. Hotel
Visitors’ Tax.
Limited capacity for implementing new technology.
77
Employee development and training.
Added accounting and analyst capacity.
Added capacity for auditing purposes
Funding a capital replacement program for City equipment and facilities.
Development of a comprehensive preventative maintenance program.
Develop a more comprehensive energy savings program
78
79
The Personnel Department’s goal is
to attract, retain, and develop a
Recruitment
•
highly skilled and competent work
Retention
•
force so that City
agencies/departments can provide
Classification
•
outstanding services to their
Compensation
•
customers. This is accomplish by
Employee Benefits
•
recruiting qualified individuals,
Labor Relationships maintaining equitable benefit and
•
compensation systems, providing
Employee Safety
•
a safe work environment and
Insurance Programs
•
committing to individual
development through meaningful
training and recognition programs.
80
Improve turn around time on Recruitments
Assigning dedicated Personnel Analyst to Police Department
Implementation of PEPRA
Implementation of Affordable Care Act
Reinstituting City-wide Training program
81
Number of Furlough Hours
SEIU Returning per
SectionEmployeesMonth (Approx.)
Personnel Department
There are no SEIU employees in the Personnel Department
•
00
82
Maintain good labor relation through successful completion of
negotiations
Conduct recruitments based on City-wide strategic plan
Maintain compensation and classification plan at fiscally
prudent sustainable levels
Conduct timely Personnel Investigations in compliance with
State and Federal law
Maintain a comprehensive benefit program
Continued compliance with State of California Workers’
Compensation mandates
Comply with CalOSHA requirements
83
Less than optimum turn around time on recruitments
Limited training program
Minimal CalOSHA compliance
Less than timely response to request for Classification
Studies
Inability to conduct timely Administrative Investigations
84
Review and implementation of all City
Classifications and Compensation levels through
a Classification/Compensation Study
Reinstatement of City-wide Training program
85
86
To provide for the effective
City Council Support
•
implementation of the City
Council’s policies and priorities,
Organizational Leadership
•
advise the Council on reliable
and Direction
methods of responding to
community needs, ensure
Strategic Planning
•
responsible organizational and
fiscal management, and
Public Information
•
promote the philosophy of
Dissemination
continuous improvement.
Intergovernmental
•
Relations
87
City Manager Officeand Legislative Program Operations:
Provide the flexibility for the new City Manager to determine
composition of the Department
Fully fund 2 Deputy City Manager positions and eliminate one
Executive Director of External Affairs position
Provide professional, ethical and equitable support to the
Mayor and Council members
Ensure continued and enhanced communication with the City
Council and the community
Support intergovernmental and legislative advocacy efforts
88
Non-Departmental:
Support the Strategic Planning Process
Provide funding for the preparation of an Economic
Development Strategy
Allocate funding for General Plan and Zoning Code Update
Provide for memberships in regional and State organizations
89
Number of Furlough Hours
SEIU Returning per
SectionEmployeesMonth (Approx.)
CityManager’s Office
There are no SEIU employees in the City Manager’s Office
•
00
90
Provide staff support, research and advice to Mayor and City Council
Effective implementation of Council policies and priorities
Professional leadership, direction and support to the organization
Direct and support the strategic planning process
Monitor legislation that may impact Santa Ana and manage advocacy
efforts
Funding for regional activities including League of California Cities, SCAG,
OCCOG, LAFCO, and US Conference of Mayors
Oversee Non-Departmental activities and budget
91
Enhanced analytical, communication and organizational development
capacity due to filling the vacant positions
Complete the 5-Year Strategic Plan Process and initiate the Strategic
Visioning Process
Develop the Economic Development Plan
Begin the first year of the three-year process to update the General Plan
and Zoning Code
92
Additional programs and activities as determined by new City Manager
93
94
The central purpose of the City
Attorneys Office is to provide
Provide Legal Services
•
effective, efficient, candid and
independent legal advice to the
City of Santa Ana, through its
City Council and staff, and
represent the City in civil,
criminal code enforcement and
administrative proceedings,
always keeping in mind that we
serve the public in an open and
transparent manner.
95
Staffing based on Practice Groups to support Departments:
Creation of core services plan based on City goals
Providing advice through teams vs. individuals
Cross training to create efficiencies
Contracting “specialized services” as needed, to create efficiencies,
rather than staffing such services on an on-call basis.
Analyzing service needs of departments and matching needs with
appropriate levels of expertise.
Identifying “billable hour” capacity of the office and allocating
services to departments based on that capacity.
96
Number of Furlough Hours
SEIU Returning per
SectionEmployeesMonth (Approx.)
City Attorney’s Office
There are no SEIU employees in the City Attorney’s Office
•
00
97
Provides support through research to City Council and staff
Prepares or reviews all general legal documents related to the conduct
of the City’s business affairs including contracts, leases, property
acquisition and disposition documents.
Oversees the preparation of all ordinances and resolutions, and
related regulations.
Reviews and monitors the activities of City departments for
compliance with State and City law.
Provides legal counsel relating to the legal implementation and
enforcement of the City’s planning and zoning laws, including
compliance with the California Environmental Quality Act.
Represents the City in all litigation, civil and criminal.
98
Continue to staff in-house operations by identifying areas of
greatest need; adjust expectations of staff and Council as service
levels are adjusted.
Reduce in-house attorney hours where necessary to obtain
specialized services by contract.
Staff and Council to some degree must accept that immediate,
on-call services will be adjusted to serve the highest priorities of
the City.
Staff must work with city attorneys to anticipate future service
needs.
Staff must assist in gathering data, materials and information as
requests for legal services are initiated.
Special meetings of the City Council and Council Committee
meetings will be staffed based on subject matter of the meeting.
99
Continue to improve technology as way to
improve quality of legal services to the City.
Transition all research tools to online
subscriptions.
Transition where appropriate full time staffing
to contract services.
Modernize office environment to assist in
recruitment of highly talented individuals .
100
101
To facilitate the legislative
Corporation Secretary of
•
policymaking process; to
the City Council
accurately record and validate
the proceedings of the City
Record Legislative
•
Council; to provide for timely
Proceedings
and thorough access to public
records; to conduct the City's
elections as required by the City
Records Management
•
Charter and California Elections
Code; and to carry out
Election Administration
•
responsibilities as mandated by
the State of California.
Receive Official Filings
•
102
Budget will remain relatively flat in the next two years.
Department will aggressively pursue and implement programs
and systems that will improve the overall efficiency in the office
and to our residents.
Given reduced staffing levels since FY 2008-09, in FY 2013-14
will implement Granicus at a cost of $12,000 for set-up fees and
an annual expense of less than $25,000 for annual operating
expenses.
Program will allow easy access and retrieval options for staff and
residents alike of votes, discussion and agenda reports for all city
council meetings.
103
Number of Furlough Hours
SEIU Returning per
COTCOfficeEmployeesMonth (Approx.)
Improve response times back office processing,
•
Process Contracts
•
Scanning historic documents such as election
•
results, long-term contracts, etc.
Process mail for City Council on Fridays
•
3 employees48
Accept subpoenas and other legal documents
•
Process public records
•
ed)
Post Special Meeting Agendas (as need
•
104
Manage Municipal Elections
Corporate Secretary to and Agent for City of Santa Ana
Filing Officer of all legal documents including:
Public Records Requests,
Fair Political Practices Commission (FPPC) ,
Campaign Statements / Conflict of Interest Statements,
AB1234 -Ethics Certificates, and
Claims, Summons and Subpoenas
Agenda and Minutes preparation
Maintain record of proceedings, Ordinances (Santa Ana Charter and
Municipal Code (SAMC) and Resolutions
Maintain Clerk Office website
Citywide Records Management/ Document Imaging Program
Contracts Management
Process Board and Commission Appointments
Oaths of Office
105
Clerk’s Office is legally mandated to continue same level of service. The
return of furlough hours will provide for better response time to both the
residents and staff.
Furloughs caused a spike in overtime costs
Staff of four has vacation/scheduling challenges
18 Special Meetings called in past 12 months
Elections require additional duties with no additional staff hired during
period
State continues to impose additional responsibilities to the City Clerk’s
Office, such as tracking AB1234 training, FPPC Forms 801, 802, 803 and
805 with no additional resources from State.
106
One-year pilot program –electronic filings for campaign
contributions and statements of economic interest
Will assist with direct with direct filing with the State, public
access and automatic reminders for all filers.
Estimated annual cost of $12,000 for both options
107