Final Draft

2014-15 to 2018-19

Santa Ana Strategic Plan

City of Santa Ana March 18, 2014

City of Santa Ana 5-Year Strategic Plan Santa Ana City Council

Mayor Miguel Pulido E-mail: [email protected]

Mayor Pro Tem Sal Tinajero Ward 6

Councilmember Angelica Amezcua Ward 3

E-mail: [email protected]

E-mail: [email protected]

Councilmember Vincent Sarmiento Ward 1

Councilmember David Benavides Ward 4

E-mail: [email protected]

E-mail: [email protected]

Councilmember Michele Martinez Ward 2

Councilmember Roman A. Reyna Ward 5

E-mail: [email protected]

E-mail: [email protected]

20 Civic Center Plaza, M-31 ● PO Box 1988 ● Santa Ana, CA 92702 ● Phone: (714) 647-6900 ● Fax: (714) 647-6954

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Table of Contents Letter from the City Manager __________________________________________________3 Executive Summary __________________________________________________________4 Section One – What is a Strategic Plan? ______________________________________________________5 Strategic Planning Process Overview __________________________________________5-9 Vision, Mission and Guiding Principles _______________________________________9-10 Reading the Plan ____________________________________________________________11 Section Two – Strategic Plan Goals / Objectives / Strategies __________________________________12-40 Goal 1: Community Safety __________________________________________ 12-16 Goal 2: Youth, Education, Recreation _________________________________17-19 Goal 3: Economic Development ______________________________________20-24 Goal 4: City Financial Stability _______________________________________25-27 Goal 5: Community Health, Livability, Engagement & Sustainability______28-32 Goal 6: Community Facilities & Infrastructure__________________________33-35 Goal 7: Team Santa Ana_____________________________________________36-40 Section Three – Reporting and Accountability (Status) Worksheet _____________________________42-55 Section Four – Appendices _____________________________________________________________ A – F o o o o o o

Appendix A – Community Forum Summary ___________________________ 1-11 Appendix B – Focus Groups Meeting Summary _________________________1-7 Appendix C – Online Survey Results __________________________________ 1-19 Appendix D – Community Overview Meeting Comments Received _______ 1-18 Appendix E – Environmental Scan ____________________________________ 1-62 Appendix F – Unfunded Strategies Matrix (ranked) _____________________1-5

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Letter from the City Manager Mayor and City Council, I am excited to present the City of Santa Ana’s five-year Strategic Plan. The development of this plan fulfills a major milestone for both the organization and our community which began in 2012 with the adoption of the Sunshine Ordinance. The plan will serve as a roadmap of Santa Ana’s vision for the future through a number of goals, objectives and strategies. With guidance and leadership from the Mayor and City Council and outstanding participation from our community, the following seven goals have been identified which create the foundation for the strategic plan: 1. Community Safety 2. Youth, Education, Recreation 3. Economic Development 4. City Financial Stability

5. Community Health, Livability, Engagement and Sustainability 6. Community Facilities and Infrastructure 7. Team Santa Ana

Throughout the development of the strategic plan, we have received tremendous support and input from our community. In total, the City held nine outreach events with more than 2,100 participants and recorded over 1,300 comments from residents, businesses, non-profit organizations, employees and various other stakeholders. As the City implements the various projects and programs outlined in the strategic plan, City staff will continue to work diligently to build upon the partnerships we have with our community. The completion of this plan is a testament to the desire and commitment of the City Council, the organization and the community to enhance the quality of life for our residents and patrons. I have often said that, “Failing to plan is a plan to fail.” However, given the thoughtful and comprehensive nature of the proposed strategic plan, Santa Ana is on the path towards a successful and thriving place to live, work, invest, shop and dine. A special thanks to all the participants involved in this process for their time and input. In particular, I would like to thank the Mayor and Council, Executive Management Team, City staff, our community and the many organizations including: Neighborhood Associations, Business Community, SACReD, OCCCO, KidWorks, Latino Health Access, Santa Ana Building Healthy Communities, Orange County Labor Federation and other prominent Santa Ana and Orange County organizations which contributed in the development of this plan. Their contributions have been, and will continue to be invaluable as we work together to accomplish the many objectives and strategies identified in the Strategic Plan. Sincerely,

David Cavazos City Manager 3|Page

Executive Summary In

2012, the City of Santa Ana Mayor and City Council adopted the Sunshine Ordinance to enhance transparency and foster community engagement. An element of the Sunshine Ordinance is the development of a five-year Strategic Plan to re-establish the City’s mission, vision and goals to guide the City’s future. In early 2013, the City Council established a Strategic Planning Ad Hoc Council Committee to provide guidance in the strategic planning process. The Ad Hoc Council Committee provided direction on the planning process and recommended broad outreach efforts and involvement from various community stakeholders such as residents, businesses, non-profit organizations, students, faith-based community, property owners, educators, employees, and others. The City’s outreach and community engagement efforts included community forums, workshops, meetings, focus groups, online survey, and online comments which provided the basis from which to develop the five-year strategic plan. As a result, the City of Santa Ana Mayor and City Council, the City Manager, City staff and the community worked diligently to develop a five-year Strategic Plan (FY2014/15 to FY2018/19). This plan sets the course for the City of Santa Ana to ensure the City’s mission is accomplished. The mission, “To deliver efficient public services in partnership with our community which ensures public safety, a prosperous economic environment, opportunities for our youth, and a high quality of life for residents,” serves as the foundation for the City’s seven goals. The goals are Community Safety; Youth, Education, Recreation; Economic Development; City Financial Stability; Community Health, Livability, Engagement and Sustainability; Community Facilities and Infrastructure; and Team Santa Ana allow the City to align its efforts and resources to accomplish goals and make positive progress for the community of Santa Ana. The strategic plan is a living document which features a framework that can be adjusted based on the current needs of the community. On a periodic basis, the City will provide updates on the progress and performance of each goal, objective, and strategy. As such, the plan may be modified to ensure that stated goals are aligned with the needs of the community. Furthermore, with the adoption of the 5-year strategic plan, the strategic planning and budgeting process are now linked to assure that the City’s budget reflects City Council and community priorities. With the development and implementation of the strategic plan, the City of Santa Ana reaffirms its commitment to continue to provide exceptional services and programs to its community.

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Section One What is a Strategic Plan? A strategic plan is a clear statement of where the City is going and how it intends to get there. It includes a vision, a description of the mission of the organization, a set of guiding principles (values) that will guide actions, a set of multi-year goals that guide decisions, objectives and strategies for each goal, and a plan for implementation and accountability. The strategic plan will provide the framework to link identified objectives to the budget process, capital improvement plan, important policy considerations, economic development initiatives, and the organizations desire for continuous improvement. In summary, the plan helps translate the community’s vision and City Council’s goals to the organization – enabling the organization to better serve the community.

Strategic Planning Process Overview The strategic planning process began with individual interviews of City Councilmember’s to gather perspective from Santa Ana’s leadership on strengths, limitations, opportunities, and threats. Furthermore, through the interview process, the City Council provided their vision for Santa Ana’s community as well as the mission and core values to drive the organization’s policies and actions. The results of the interviews set the basis by which to carry out the City’s outreach efforts and community engagement. The City’s outreach efforts focused on gathering input from a broad spectrum of community stakeholders to ensure the plan reflects the needs of the community. These outreach efforts 5|Page

included a community forum, focus groups, community and employee surveys, overview meetings and workshops. In total, the City held nine outreach events with more than 2,100 participants and recorded over 1,300 comments. Each outreach effort is summarized below. More detailed information such as presentations, handouts and participant comments are available at http://www.santa-ana.org/strategic-planning/. Community Forum On August 10, 2013, the City hosted a Forum with the objective of receiving a broad perspective from the community. Approximately 180 members of the community provided input by sharing their ideas concerning nine topic areas. The nine topic areas included:     

Arts and Culture City Financial Stability Community Safety Neighborhoods / Housing Youth / Education / Recreation

   

Business / Job Growth Community Facilities and Infrastructure Community Wellness / Environment / Open Space Transportation / Transit

The participants of the forum partook in an exercise to identify the three major topic areas they believe to be the most important to address within the plan. The results, in order of importance were: community safety, youth/education/recreation, and neighborhoods/housing. Additionally, participants were asked to identify the one word they hoped would describe Santa Ana in five years. The results of this exercise were; safe, participation, equality, bike-ability, and clean as the five top words to describe our City.

Focus Groups To enhance the results of the Community Forum, the City held four focus group meetings comprised of City employees and community stakeholders in September of 2013. The participants were asked for their perspective regarding Santa Ana’s strengths, limitations, opportunities and threats. The focus group participants were also instructed to identify community characteristics which make Santa Ana special as well as the top priorities they felt 6|Page

should be incorporated into the five-year strategic plan. Common themes regarding what makes Santa Ana special were the historic downtown, the community’s young population, Santa Ana’s role as County leader, and the presence of an engaged, diverse population. Common themes for opportunities to build upon were the City’s economic development potential and the presence of new City leadership.

Employee focus group meeting held at the Lawn Bowling Center in September 2013.

Community and Employee Surveys The City prepared a community online survey based on the input gathered during the City Council member interviews, Community Forum, and focus groups. The online survey was offered in English, Spanish, and Vietnamese and was available from October 2 to November 3, 2013. A total of 903 community members responded to the survey. The respondents identified community safety and youth/education/recreation as the most important areas of focus during the next five years, followed by businesses/job growth and City financial stability. Lastly, the survey asked respondents for a single word that would describe the vision for the City in the next five years. The five words provided most often were safe, thriving, prosperous, clean, and improving.

Community Workshop event held at the Plumbers & Steamfitters Union Hall in November 2013.

The survey was also administered to City of Santa Ana employees, with a total of 505 responses received. Employees identified the three most important areas of focus during the next five years as, in order, City financial stability, community safety, and businesses/job growth. The five words provided most often describing the respondent’s vision for the City in five years were safe, thriving, growth, stable, and improved.

Community Workshops On November 23, 2013, two workshops were held to review the results of the online survey with the community. An estimated 350 to 400 participants attended the workshops and provided well over 1,200 written comments. A full version of the comments received is available on the City’s website at: www.santa-ana.org/strategic-planning/communityworkshop/. In addition to the reviewing the survey results, the participants also provided input

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on specific actions that the community and/or the City should take to make the priorities a reality. Executive Management Team Workshop In December 2013, the executive management team reviewed both the qualitative input and quantitative trend data from the City’s outreach efforts in order to develop draft goals, objectives and strategies consistent with the input gathered during the strategic planning process. In addition, implementation timeframes were developed. As a result of the workshop, staff was able to prepare a draft plan which was reviewed by the Strategic Planning Ad Hoc Council Committee in January of 2014. Community Overview Meeting On January 24, 2014, the City released the draft plan on the City’s website and provided an opportunity for the Flyers were prepared and distributed to encourage attendance at all outreach community to review and provide further input via the City’s events. website (online comment period remained open from January 24 to February 14). On February 8, the City successfully held a community overview meeting to present the draft plan and “Given the tremendous amount of seek additional input from the community. An estimated 200 community input, this plan solidifies our participants attended the overview meeting and numerous commitment to meeting the various organizations were represented including: SACReD, OCCCO, stakeholder groups’ needs. This process KidWorks, Latino Health Access and other prominent Santa was the first step at increasing Ana and Orange County organizations. The majority of the community engagement and is the comments provided by the community were linked to Youth, foundation for equitable distribution of Community Safety and Economic Development goals. the City’s goals, objectives and strategies. With this plan, the City has established a roadmap to ensure robust economic development, enhanced public safety, and community health and wellness.”

Special City Council Half Day Workshop The City Council held a special half day workshop on February 22, 2014 where the City Council reviewed and provided further input on the draft strategic plan. An estimated 50 – Councilwoman Michele Martinez participants attended the workshop. At this meeting the City Manager also presented a draft worksheet which illustrated the funding status and City Council Committee that staff will provide periodic updates to monitor the progress of each strategy to ensure accountability.

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The City Council provided feedback on the draft plan and directed staff to continue with the current schedule to adopt the five-year strategic plan on March 18, 2014.

Vision, Mission and Guiding Principles The City of Santa Ana is committed to achieving a shared vision for the organization and its community. The vision, mission and guiding principles (values) are the result of a thoughtful and inclusive process designed to set the City and organization on a course that meets the challenges of today and tomorrow. Vision The City’s vision sets the focus for the future. The vision is a statement that describes the ideal future of an organization, or what the organization would ideally like to be. The dynamic center of Orange County which is acclaimed for our:   

Investment in youth Neighborhood pride Enriched and diverse culture

  

Safe and healthy community Thriving economic climate Quality government services

Mission The City’s mission is a statement of the organization’s purpose. It defines what the organization stands for and what it will do. “To deliver efficient public services in partnership with our community which ensures public safety, a prosperous economic environment, opportunities for our youth, and a high quality of life for residents.” Guiding Principles

City Manager David Cavazos and community members outside City Council Chambers.

The City’s guiding principles (or values) provide the basis for how the organization and its members will work to achieve the mission and vision. As such, the strategic plan affirms the City of Santa Ana’s commitment to assure public trust and confidence in the integrity of our local government with the establishment of the following guiding principles: •

COLLABORATION – We actively engage and include all community stakeholders 9|Page

•

EFFICIENCY - We are a results and performance driven organization that continuously seeks to streamline operations and focuses on the productive use of resources

“I am very excited to be a part of the 5-year Strategic Plan development process. This is the first-ever strategic plan where City leaders have initiated a comprehensive process that involved a tremendous amount of community input which will help ensure our City’s goals, objectives and strategies are aligned with the community’s needs.”

•

EQUITY – We strive to provide equal and fair opportunity in the access and allocation of community resources

•

EXCELLENCE – We attract, develop, and retain dedicated public servants that are committed to quality customer service

•

FISCAL RESPONSIBILITY – We utilize financial assets and resources in a prudent manner to ensure economic stability and growth

•

INNOVATION – We promote a culture that encourages creativity and entrepreneurship in delivering valuable public services

•

TRANSPARENCY – We provide information openly and hold ourselves accountable to the public regarding our actions and decisions

– Councilman Roman Reyna

The City’s vision, mission statement and goals are based the City’s current position and outlook for the future. As the City moves forward with the implementation of the strategic plan, it will also embark on the development of a 20-year Vision Plan which may lend itself to modifying the vision, mission statement and goals based on the direction of the Mayor and City Council and the needs of the community.

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Reading the Plan The 5-year strategic plan highlights the priorities that the organization will complete in the coming years. This plan guides readers through the City of Santa Ana’s seven goals resulting from the interviews, community meetings, focus groups, survey information and executive management workshops. Each goal has objectives and related strategies to be implemented during the 5-year strategic plan. Following is a brief definition of the goals, objectives and strategies:

Goals are general topics that are likely to involve multiple departments and encompass many objectives. Combining objectives within goals helps to ensure that activities covering similar areas are aligned to produce effective and efficient results.

Objectives are multi-year in nature. The timeframe for achieving an objective is typically three to five years, although some may take longer to accomplish.

Strategies are the means to achieve the goals. The timeframe for implementing strategies can be within a single budget year and may span several years depending on the specific program or projects undertaken. The 5-year strategic plan is a living document and should not be considered static by any means. The strategic plan will continue to evolve as City staff provides periodic updates to the City Council and its community during regularly scheduled Council meetings, Council Committee meetings and budget process. Since assumptions, community needs, the economy, legislation “I am excited to have been a part of and other factors upon which this plan is based continue to the historic creation of a 5-year change, it is necessary that this be considered as the strategic plan. The adoption of this beginning, rather than an end, to managing the plan, which was driven by the organization and serving Santa Ana’s community.

community, will put our City on track to create a positive environment for those who live, work and invest in Santa Ana.”

– Councilman David Benavides

The City of Santa Ana is committed to accomplish the goals, objectives and strategies set forth in the plan based on current economic and political environment and will continue to modify the plan to meet the changing needs of the community.

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Goal One Community Safety A safe and secure community is essential to the quality of life and economic success for the City of Santa Ana. The City is committed to a high level of public safety and working in partnership with the community to maintain a safe and secure City.

Primary Objectives The City of Santa Ana has identified six objectives to promote a safe and secure community. These objectives are: 1. Modernize the Community Policing philosophy to improve customer service, crime prevention and traffic/pedestrian/bicycle safety. 2. Broaden communications, information sharing and community awareness of public safety activities. 3. Promote fiscal accountability to ensure financial responsibility at all levels of the organization. 4. Ensure a sound fiscal model for jail operations through coordinated efforts with personnel from the City Manager’s Office, Police Department, City Attorney’s Office, Finance and Personnel. 5. Provide high quality Police and Fire/Emergency Medical Services response within the City of Santa Ana 6. Enhance Public Safety integration, communications and community outreach. 12 | P a g e

Goal 1: Community Safety

Strategies 1. Modernize the Community Policing philosophy to improve customer service, crime prevention and traffic / pedestrian / bicycle safety.

Strategies

Start Year

1a.

Develop and publish a community survey to measure the community’s perceptions of community policing and police services provided by the Police Department.

FY 14/15

1b.

Develop a community policing plan based on community input to deliver crime prevention/ community policing/ traffic-pedestrian safety programs in a consistent and uniformed manner.

FY 14/15

1c.

Deliver crime prevention/community policing programs based on the community policing plan.

FY 15/16

1d.

Establish and implement a plan to partner with community service organizations and other community groups to conduct awareness, intervention, and prevention of child abuse, domestic violence and driving under the influence of alcohol and/or drugs.

FY 15/16

1e.

Create a task force between the Police Department, Public Works Agency and the Santa Unified School District to increase community outreach emphasizing traffic/pedestrian/bicycle safety (i.e. Active Transportation Safety Plan).

FY 14/15

1f.

Enhance the Police Department’s community policing philosophy to balance both traditional policing and problem solving strategies to address and reduce violent, property and gang related crimes.

FY 14/15

1g.

Participate and collaborate with government agencies and community groups to assist in reducing criminal behavior and providing resources for the homeless population.

FY 14/15

1h.

Research and develop restorative justice program(s) for Santa Ana residents by collaborating with; Santa Ana Unified School District, Orange County Agencies and other non-profit organizations.

FY 14/15

1i.

Enhance public safety efforts by improving our employee retention efforts and actively seeking a diverse and talented pool of public safety candidates who possess the values and skills consistent with organizational goals.

FY 14/15

1j.

Partner with downtown business and merchant associations to enhance security measures and provide a safe environment (e.g. video surveillance, additional security and police efforts, etc.).

FY 13/14

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Goal 1: Community Safety

Strategies 2. Broaden communications, information sharing and community awareness of public safety activities. Start Year

Strategies 2a.

Purchase and implement a new integrated software system for the Police Department to improve productivity and increase efficiencies and transparency.

FY 14/15

2b.

Expand the use of social media platforms such as Facebook, Twitter, Alert OC, YouTube, Nixle, Crimemapping, smartphone applications and the City website to share information with the community.

FY 14/15

2c.

Purchase and install new in-car computers in patrol vehicles to facilitate enhanced information sharing and timely police response.

FY 14/15

2d.

Expand Community awareness of Public Safety activities, programs and services that focus on risk reduction (smoke alarms, water safety, pedestrian safety, fire safety/prevention).

FY 14/15

2e.

Update the City’s Emergency Operation Center (EOC) emergency preparedness plan to include a community evacuation strategy to respond to natural disasters.

FY 14/15

2f.

Partner with emergency assistance and disaster relief organizations to promote community awareness of emergency preparedness (e.g. citywide community preparedness day).

FY 14/15

3. Promote fiscal accountability to ensure financial responsibility at all levels of the organization. Start Year

Strategies 3a.

Continuously evaluate and assess fiscal aspect of service delivery to ensure that the Police Department provides programs and services efficiently and effectively.

FY 14/15

3b.

Promote ongoing efforts to obtain grant funding for activities that will assist in preventing, enforcing and reducing criminal activity and traffic collisions.

FY 14/15

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Goal 1: Community Safety

Strategies 4. Ensure a sound fiscal model for jail operations through coordinated efforts with personnel from the City Manager’s Office, Police Department, City Attorney’s Office, Finance, and Personnel. Santa Ana Police Department located at 60 Civic Center Plaza is home to both the Police Administration and Jail facilities for the City.

Strategies 4a.

Modify the Santa Ana jail business model and identify short- and long-term goals to effectively meet the needs of the community through contract negotiations with outside agencies, evaluation of staffing needs and increasing operational efficiency.

Start Year FY 14/15

5. Provide high quality Police and Fire/Emergency Medical Services response

within the City of Santa Ana.

Strategies

Start Year

5a.

Monitor and report key performance goals such as standards of cover, response time and location of apparatus (e.g. police units, fire trucks, etc.) to ensure agreed upon service levels are met.

FY 14/15

5b.

Provide Police and Fire/Emergency Medical Services report to City Council on an annual basis to review and identify opportunities for improvement.

FY 14/15

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Goal 1: Community Safety

Strategies 6. Enhance Public Safety integration, communications and community outreach.

Motor Officer Irene Gomez poses for a picture with school children promoting traffic/pedestrian safety.

Start Year

Strategies 6a.

Develop a comprehensive Fire/Emergency Medical Services Marketing/Branding program including a web portal from the City’s website and the release of a monthly Fire Services Report to be distributed citywide.

FY 14/15

6b.

Develop and implement a Fire/Emergency Medical Services major incident notification process to better communicate with community members during emergencies.

FY 14/15

6c.

Continue to develop and implement joint command level training in collaboration with the Police Department’s Emergency Operations Coordinator.

FY 14/15

6d.

Develop a Fire Explorer Program to engage children and young adults interested in a career in fire and emergency medical service.

FY 14/15

6e.

Develop a Fire Corps Program to support Fire and Emergency Medical Services through community involvement and volunteering.

FY 15/16

6f.

The Santa Ana Police Department will collaborate with the Orange County Probation Department, Orange County Healthcare Agency caseworkers and associated nonprofit organizations to assist in re-entry of recently released offenders into the community.

FY 14/15

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Goal Two Youth, Education, Recreation Santa Ana enjoys a young, vibrant population. The City is committed to working with other youth-oriented organizations to make a full range of opportunities available so our children and young adults can achieve success in their lives.

Primary Objectives The City of Santa Ana has identified four objectives to support the growth, development and health of all residents. These objectives are: 1. Ensure coordination among organizations serving Santa Ana’s youth to optimize programs. 2. Expand youth programming 3. Expand use of technology as a tool for communication and education in the community. 4. Partner with groups and organizations to promote education, senior services, job training and development for all Santa Ana residents.

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Goal 2: Youth, Education, Recreation

Strategies 1. Ensure coordination among organizations serving Santa Ana’s youth to optimize programs. Start Year

Strategies 1a.

Convene a summit with partner stakeholders to network, share information, identify programs and services and produce a comprehensive evaluation report for Youth Development.

FY 14/15

1b.

Adopt a master joint-use agreement with Santa Ana Unified School District.

FY 15/16

1c.

Explore new joint-use opportunities with Santa Ana’s four School Districts and partnership opportunities with local museums, art and cultural institutions.

FY 17/18

2. Expand youth programming.

Start Year

Strategies 2a.

Focus resources on quality youth engagement, civic awareness, enrichment and educational programs (i.e. youth camping trips) and expand after-school programs during out-of-school hours at the library and community centers.

FY 14/15

2b.

Expand the youth sports program so that youth recreational opportunities are established year-round.

FY14/15

2c.

Host “Mayor/City Council for a Day” event to promote public service and provide participants with the opportunity to serve as Mayor/City Council, Commissioners and Executive Staff.

FY 15/16

2d.

Coordinate a Youth Leadership/Student Government Day.

FY 15/16

2e.

Partner with outside agencies and secure funding to rehabilitate zoo exhibits and expand the Santa Ana Zoo (e.g. new Amazon Edge Spectacled Bear zoo exhibit).

FY 17/18

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Goal 2: Youth, Education, Recreation

Strategies 3. Expand use of technology as a tool for communication and education in the community. CTV3 gives local students the opportunity to create custom programming as well as learn about local news and events.

Start Year

Strategies 3a.

Launch new youth focus CTV3 programming.

FY 14/15

3b.

Create web resource for youth that will include internships, scholarships, college information, job opportunities, and career days.

FY 15/16

3c.

Review web, social media, and CTV3 services and develop new strategies for more effective use.

FY 17/18

3d.

Leverage the Roosevelt/Walker Prop 84 funding to ensure the new community center also serves as a Library with a focus on electronic media such as eBooks, Internet, and remote check-out services from the Main Library.

FY 15/16

4. Partner with groups and organizations to promote education, senior services,

job training and development for all Santa Ana residents. Start Year

Strategies 4a.

Partner with The California Endowment, Santa Ana College, Chapman University, UCI, CSUF and other institutions of higher education to design career pathway programs that support priority workforce industries (Retail, healthcare, manufacturing, renewable energies) that results in faster reemployment of Santa Ana’s residents.

FY 14/15

4b.

Partner with the Santa Ana Unified School District to support and assist in developing pilot youth employment programs aimed at reducing high school dropout rates.

FY 14/15

4c.

Continue to expand services and programs at the senior centers specifically in the areas of continuing education, mentoring and recreation.

FY 14/15

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Goal Three Economic Development Robust, successful businesses bring jobs and opportunity to the City and provide tax revenues for public services that benefit the entire community. The City of Santa Ana will work aggressively to encourage businesses to locate and invest in our community, providing good jobs, reducing unemployment and bolstering our City’s tax base.

Primary Objectives The City of Santa Ana has identified five objectives to encourage and promote economic vitality citywide. These objectives are: 1. Implement a comprehensive Economic Development strategy to ensure that Santa Ana is a City with a vibrant business climate that is accessible, user-friendly and welcoming to all residents and visitors. 2. Create new opportunities for business/job growth and encourage private development through new General Plan and Zoning Ordinance policies. 3. Promote a solutions-based customer focus in all efforts to facilitate development and investment in the community 4. Continue to pursue objectives that shape downtown Santa Ana into a thriving, culturally diverse, shopping, dining, and entertainment destination. 5. Leverage private investment that results in tax base expansion and job creation citywide. 20 | P a g e

Goal 3: Economic Development

Strategies 1. Implement a comprehensive Economic Development strategy to ensure that Santa Ana is a City with a vibrant business climate that is accessible, userfriendly and welcoming to all residents and visitors. Crevier BMW at the Santa Ana Auto Mall has been the #1 BMW dealer in the western U.S. for the last 25 years.

Start Year

Strategies 1a.

Complete a comprehensive economic development strategy.

FY 14/15

1b.

Establish a Santa Ana Business Advisory Committee.

FY 14/15

1c.

Promote and market Santa Ana specific strengths in the regional economy including: location, size of workforce, proximity to airport/trains and availability of industrial/ commercial opportunities such as 55-freeway corridor, South Main corridor, South Bristol Street, Harbor Blvd, Downtown and Streetcar Corridor.

FY 15/16

1d.

Partner with Santa Ana Chamber of Commerce on a business retention and attraction strategy designed to jointly outreach to existing businesses.

FY 13/14

1e.

Partner with local Chambers of Commerce, citywide business associations and the community to develop a new branding and marketing strategy for the City. In addition, the City will promote the consistent use of our City logo on signage, media and entry portalsmedians.

FY 14/15

1f.

Promote local business, reduce retail leakage and improve revenue tax base performance through the development of a “Santa Ana Buy Local Plan”.

FY 14/15

1g.

Identify opportunities for the City to join public policy and advocacy organizations to capitalize shared resources and leadership training to expand the City’s knowledgebase (e.g. Assoc. of California Cities Orange County, League of California Cities, etc.).

FY 14/15

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Goal 3: Economic Development

Strategies 2. Create new opportunities for business/job growth and encourage private development through new General Plan and Zoning Ordinance policies. Main Place Mall is undergoing several upgrades both inside and out to improve the shopping & dining experience for guests.

Start Year

Strategies 2a.

Complete a comprehensive update of the City’s General Plan including the development of policies and implementation measures that directly relate to equitable economic development.

FY 13/14

2b.

Update the City’s Zoning Ordinance to be consistent with the updated General Plan and include equitable, innovative, business friendly zoning practices.

FY 14/15

2c.

Support business development and job growth along transit corridors through the completion of critical transit plans/projects including: The Fixed Guideway Project, Santa Ana Regional Transportation Center Master Plan, Complete Streets and General Plan Circulation Element update.

FY 14/15

3. Promote a solutions-based customer focus in all efforts to facilitate development and investment in the community. Start Year

Strategies 3a.

Continue to develop and promote online services such as e-permits, inspections and plan review to increase flexibility and access to City Hall customers.

FY 13/14

3b.

Expand promotion of the City’s current “one-stop” development processing center and its construction/development liaison program in order to streamline new development.

FY 14/15

3c.

Explore opportunities to encourage a business friendly environment within the city through the reduction of non-essential regulatory requirements, improved coordination between agencies for development review and addition of monetary incentives (e.g. sales tax sharing, enhancing Small-Business Incentive Program, etc.).

FY 13/14

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Goal 3: Economic Development

Strategies 4. Continue to pursue objectives that shape downtown Santa Ana into a thriving, culturally diverse, shopping, dining, and entertainment destination. Outdoor seating/dining provides opportunities for enjoying a sunny afternoon or people watching downtown.

Start Year

Strategies 4a.

Provide a safe and inviting public environment in the downtown (including the Wellness Corridor) through enhanced amenities, improved way finding and engaging street/sidewalk design and lighting.

FY 14/15

4b.

Create a comprehensive program to manage parking that includes innovative strategies to provide parking, create revenue and enhance accessibility in the downtown.

FY 13/14

4c.

Use technology to promote downtown Santa Ana businesses, entertainment, restaurants as well as to improve patron experience (e.g., smartphone application, way finding application, smart meters, electric vehicle charging stations, etc.).

FY 15/16

4d.

Support the already-established and growing community of artists living and working downtown through support and promotion of artist events and activities.

FY 13/14

4e.

Encourage downtown entertainment venues and outdoor dining.

FY14/15

4f.

Partner with downtown business and merchant associations to program events that showcase restaurants, shopping and entertainment venues (e.g. bus trolley tour, food festival, craft fairs, farmers’ markets, etc.).

FY14/15

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Goal 3: Economic Development

Strategies 5. Leverage private investment that results in tax base expansion and job creation citywide.

The YMCA located at 205 West Civic Center Drive is one of several City owned properties being actively marketed for reuse.

Start Year

Strategies 5a.

Identify and market underutilized properties (city and non-city owned) for new development that will create new jobs and expand the City’s tax base (e.g. YMCA, 3rd and Broadway parking structure, Saddleback Inn site).

FY 14/15

5b.

Develop a tax base expansion strategy targeting a concentration of interconnected businesses (also known as business clusters) that will result in an increase in the number of high-quality, high-paying jobs.

FY 13/14

5c.

Develop a knowledge base to foster economic development by actively partnering with nonprofit organizations

FY 14/15

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Goal Four City Financial Stability It is essential that the City maintain fiscal stability to be able to deliver high quality services. This requires an effective and transparent financial system, accurate and reliable forecasting of revenues, an enhanced tax base, and control of expenses.

Primary Objectives The City of Santa Ana has identified three objectives to facilitate a fiscally sound government. These objectives are: 1. Maintain a stable, efficient and transparent financial environment. 2. Provide a reliable five-year financial forecast that ensures financial stability in accordance with the strategic plan. 3. Maintain a structurally balanced budget with appropriate reserve levels.

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Goal 4: City Financial Stability

Strategies 1. Maintain a stable, efficient and transparent financial environment.

Strategies

Start Year

1a.

Develop and maintain an online database of city-owned properties to improve the transparency of government assets.

FY 14/15

1b.

Increase the accessibility of financial information on the City’s website by creating public viewing portals (i.e. City finances, budget process, bid opportunities, etc.).

FY 14/15

1c.

Continue to conduct Community Budget Outreach meetings that provide budget and financial information.

FY 13/14

1d.

Develop a fiscal health analysis tool that informs a department of its financial position in order to assist in its decision making process.

FY 13/14

2. Provide a reliable five-year financial forecast that ensures financial stability in accordance with the strategic plan.

Strategies

Start Year

2a.

Adopt a budget that is an alignment with the financial forecast and strategic plan.

FY 14/15

2b.

Provide quarterly updates on the City’s financial forecast to ensure revenues and expenditures reflect the most up-to-date information and analysis.

FY 13/14

2c.

Ensure reliable property tax information and development of a property tax forecasting model.

FY 14/15

2d.

Conduct an assessment of the City’s debt and refinancing options to achieve savings.

FY 14/15

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Goal 4: City Financial Stability

Strategies 3. Achieve a structurally balanced budget with appropriate reserve levels.

Strategies

Start Year

3a.

Modernize and adopt the City’s utility user’s tax ordinance by June 2014.

FY 13/14

3b.

Expand the budget and reserve policy to all funds to improve the overall fiscal health of the City.

FY 14/15

3c.

Implement a plan to achieve a General Fund budgetary fund balance of 20% of expenditures.

FY 13/14

3d.

Establish a committee of City staff to explore innovative revenue and cost recovery strategies (i.e. full cost recovery, receivership program, etc.).

FY 14/15

3e.

Ensure a citywide coordinated effort to seek grant funding through the establishment of a Grant Coordinator.

FY 14/15

The Santiago Creek Interpretive Center.

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Goal Five Community Health, Livability, Engagement & Sustainability A vibrant community is full of energy and life, characterized by investment in its people, its culture, and its physical environment. Our built environment has a direct effect on the community’s overall quality of life. The task of community planning includes envisioning new commercial areas and new neighborhoods that enhance quality of life, as well as improving the neighborhoods we already have in order to create a sense of place and community. Essential to a vibrant community is strong community involvement, the celebration of arts and cultural diversity, and a focus on resource conservation.

Primary Objectives The City of Santa Ana has identified six objectives to promote the development of complete communities. These objectives are: 1. Establish a comprehensive community engagement initiative to expand access to information and create opportunities for stakeholders to play an active role in discussing public policy and setting priorities. 2. Expand opportunities for conservation and environmental sustainability. 3. Facilitate diverse housing opportunities and support efforts to preserve and improve the livability of Santa Ana neighborhoods. 4. Support neighborhood vitality and livability. 5. Promote a strong arts and culture infrastructure. 6. Focus projects and programs on improving the health and wellness of all residents. 28 | P a g e

Goal 5: Community Health, Livability, Engagement & Sustainability

Strategies 1. Establish a comprehensive community engagement initiative to expand access to information and create opportunities for stakeholders to play an active role in discussing public policy and setting priorities.

Start Year

Strategies 1a.

Develop a comprehensive Community Engagement Plan.

FY 14/15

1b.

Host a Town Hall meeting twice a year to provide a status report on implementation of strategic initiatives and to seek community comment.

FY 14/15

1c.

Establish leadership training and community engagement programs that enhance methods of communication, opportunities for community involvement, and create an atmosphere where residents and partner agencies can receive recognition and develop a greater sense of ownership.

FY 14/15

1d.

Expand the use of new technologies including marketing and social media to increase outreach to the community in an effort to promote City programs and initiatives.

FY 14/15

1e.

Implement creative and innovative methods to increase voter participation during future election year (e.g. voter registration, mobile polling, polling station in city hall, partnering with the Orange County Registrars Office, etc.).

FY 14/15

1f.

Develop a City Community Volunteer/Internship Coordination program.

FY 14/15

1g.

Establish a Sister Cities program to foster a bond with different communities to promote humanitarian efforts as well as mutual cross-cultural understanding.

FY 14/15

1h.

Develop a 20-year visioning plan.

FY 16/17

1i.

Partner with SAUSD, non-profits and stakeholder groups to increase outreach and public awareness of programs and events.

FY 14/15

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Goal 5: Community Health, Livability, Engagement & Sustainability

Strategies 2. Expand opportunities for conservation and environmental sustainability. Start Year

Strategies 2a.

Complete the City’s Climate Action Plan with measures to address water conservation, energy efficient buildings (City and community) and greenhouse gas emissions. Include as part of the plan an awareness, outreach and education component.

FY 14/15

2b.

Create performance measures to track the City’s progress in implementing the Climate Action Plan and other “green” efforts citywide.

FY 14/15

2c.

Create a green building policy that incorporates sustainable concepts into residential and nonresidential uses; support demonstration projects and best practices.

FY 16/17

3. Facilitate diverse housing opportunities and support efforts to preserve and improve the livability of Santa Ana neighborhoods. Start Year

Strategies 3a.

Continue to explore options citywide regarding the re-use of commercial or industrial buildings that are currently underutilized or vacant for mixed-use residential projects.

FY 14/15

3b.

Ensure compliance with the City’s Housing Opportunity Ordinance by requiring rental and ownership housing projects that meet specified criteria provide a minimum of 15% affordable units.

FY 14/15

3c.

Provide that Santa Ana residents, employees, artists and veterans receive priority for affordable housing created under the City’s Housing Opportunity Ordinance or with City funding to the extent allowed under state law.

FY 14/15

3d.

Continue to implement the Emergency Shelter and Transitional Housing Ordinance (SB-2) to locate facilities for homeless shelters within the Light Industrial (M-1), Heavy Industrial (M-2) or Specific Development (SD) zones which meet all of the required development and operational standards.

FY 14/15

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Goal 5: Community Health, Livability, Engagement & Sustainability

Strategies 4. Support neighborhood vitality and livability.

The Terraces at Santiago were completed in 2013 and represent a great example of high-quality affordable housing in Santa Ana.

Start Year

Strategies

4a.

Support the design and construction of parks to provide increased open space and opportunities for recreation throughout the city, construct the Roosevelt Walker Park and Community Center, and develop concepts and proposals for the Library Park in Civic Center and Centennial Santa Ana River Eco-Park.

FY 14/15

4b.

Improve neighborhood quality by locating or providing access to complementary services and public facilities, including access to healthy food options (community gardens, farmer’s markets, corner markets, etc.) in neighborhoods.

FY 15/16

4c.

Leverage private resources to support neighborhood associations and effectively address neighborhood issues by partnering with intra-agency teams, community-based organizations, non-profits and faith-based organizations that are invested in Santa Ana.

FY 15/16

4d.

Implement new Neighborhood Improvement Initiatives focusing on residential areas that have been adversely affected by disinvestment and decline. Program and services from a variety of resources will be utilized to achieve positive and sustainable improvements.

FY 14/15

4e.

Implement innovative code enforcement practices and strategies including the use of volunteers, enhanced technologies and increased collaboration with other City departments and outside agencies to address critical livability issues citywide (e.g. overcrowding, absentee landlords, landlord/tenant rights and responsibilities, etc.).

FY 14/15

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Goal 5: Community Health, Livability, Engagement & Sustainability

Strategies 5. Promote a strong arts and culture infrastructure. Start Year

Strategies 5a.

Work closely with the Arts and Culture Commission and local artist organizations to develop an Arts Master Plan which will ensure all cultural programming, events and activities receive appropriate attention and resource support.

FY 14/15

5b.

Generate public and private support and resources to strengthen, expand and stabilize funding for the arts.

FY 14/15

5c.

Promote arts and culture by partnering with artist groups and merchants to hold events celebrating art in public plazas, parks and other City-controlled open space.

FY 13/14

5d.

Create policies and guidelines for public art.

FY 14/15

6. Focus projects and programs on improving the health and wellness of all residents. Start Year

Strategies 6a.

Create a web resource of get-fit resources for each of the six recreation zones in the City.

FY 15/16

6b.

Incorporate the improvement of walking and biking lanes as well as the development of a citywide bike master plan into the Circulation Element of the City’s General Plan.

FY 14/15

6c.

Integrate a variety of health and wellness programs into existing programming at each of the city’s community/recreation centers (e.g. Develop equitable health access points).

FY 14/15

6d.

Partner with the California Endowment, Schools, charitable foundations and other non-profit organizations to implement health and wellness programing (including a healthy Santa Ana website) based on quantifiable and measurable data.

FY 14/15

6e.

Expand Senior Center programing to provide greater enrichment and explore activities in art, culture and health.

FY14/15

6f.

Incorporate health and wellness into all applicable policies and plans (e.g. General Plan, Comprehensive Economic Development Strategy, Capital Improvement Plan, etc.)

FY 14/15

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Goal Six Community Facilities & Infrastructure The City of Santa Ana has the responsibility to install and maintain the basic facilities required for a community to operate including streets, sidewalks and bikeways, sanitary sewers, storm drains, water systems, public buildings and facilities, and collection of solid waste. The City also has an important advocacy role concerning mass transit and public utilities.

Primary Objectives The City of Santa Ana has identified two objectives to maintain and enhance the physical environment and infrastructure. These objectives are: 1. Establish and maintain a Community Investment Plan for all City assets. 2. Address deferred maintenance on City buildings and equipment.

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Goal 6: Community Facilities & Infrastructure

Strategies 1. Establish and maintain a Community Investment Plan for all City assets. Start Year

Strategies 1a.

Develop a complete inventory of all assets to determine the scope of improvements needed to sustain the City’s current infrastructure investment.

FY 13/14

1b.

Equitably maintain existing streets and associated assets in a state of good repair so they are clean, safe and aesthetically pleasing for all users.

FY 13/14

1c.

Invest resources and technology to extend the service life of existing infrastructure to protect the City’s investment and support a high quality of life standard.

FY 14/15

1d.

Explore creative financing options with private property owners amenable to share the costs associated with infrastructure improvements (i.e. assessment districts).

FY 15/16

1e.

Prepare a Community Investment Program as part of the citywide budget process that identifies new or expanded capital needs and their funding strategies.

FY 13/14

1f.

Perform periodic measurements to monitor and update each asset’s condition and ensure adequate funding for repair and/or replacement costs in future budgets.

FY 15/16

1g.

Develop and implement the City’s Capital Improvement Program in coordination with the Community Investment and Deferred Maintenance Plans (e.g. transit vision, street car, fixed guideway project, SARTC master plan, Bristol Street widening, neighborhood streets, traffic improvements, park facilities, sport fields, soccer fields, senior centers, bike master plan, etc.).

FY 14/15

1h.

Complete water/waste water rate study to ensure adequate resources to capture critical long-term capital needs.

FY 14/15

1i

Assessment and development of a citywide Information Technology Master Plan to include elements such as Wi-Fi in City facilities including recreational / senior centers, PC/server/equipment replacement plan, information security, disaster recovery plan, etc.

FY 14/15

34 | P a g e

Goal 6: Community Facilities & Infrastructure

Strategies 2. Address deferred maintenance on City buildings and equipment.

The streetcar project will service the City’s historic downtown which includes government offices, federal, state and local courthouses, businesses, artists’ village and several colleges.

Start Year

Strategies 2a.

Prepare a Deferred Maintenance Plan that assesses safety, adequacy, and liability implications, and estimates repair costs to be programmed in the responsible agency’s future budget.

FY 14/15

2b.

Utilize a five-year Deferred Maintenance Plan to strategize and finance funded and unfunded needs.

FY 16/17

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Goal Seven Team Santa Ana The City continues to face increasing demands for service with limited resources. This challenge provides an opportunity for the organization to become innovative and efficient in the delivery of City Services. Success in this effort requires that the City retain and attract experienced, motivated employees who are committed to engaging and serving the community. Additionally, improving interdepartmental and community lines of communication will ensure greater transparency and community engagement.

Primary Objectives The City of Santa Ana has identified seven objectives to promote an effective and customer friendly government. These objectives are: 1. Establish a culture of customer service and community engagement as the organization’s primary focus. 2. Establish communication plans to engage and inform employees and the community about City activities. 3. Improve communication between all levels of the organization. 4. Establish employee compensation that attracts and retains a highly qualified workforce. 5. Create a culture of innovation and efficiency within the organization. 6. Provide a positive workplace environment that supports the health of its employees and celebrates its success. 7. Create a culture of innovation and efficiency with the organization.

36 | P a g e

loa culture of motivated and innovative leaders in the organization.

Goal 7: Team Santa Ana

Strategies 1. Establish a culture of customer service and community engagement as the organization’s primary focus.

Start Year

Strategies 1a.

Adopt a Citizens Customer Service policy and provide training on that policy to all employees.

FY 14/15

1b.

Annually conduct a statistically valid random-sample community satisfaction survey to assess satisfaction with the delivery of major City services.

FY 14/15

1c.

Conduct an annual volunteer “day of service” where City employees volunteer in community.

FY14/15

2. Establish communication plans to engage and inform employees and the community about City activities.

Strategies

Start Year

2a.

Use City display cases to inform and showcase each department to the community.

FY 14/15

2b.

Develop communication policies addressing the type of matters that will be promoted to employees/public and the internal process to ensure timely distribution.

FY 14/15

2c.

Utilize new technologies such as Facebook, Twitter, Nixle and CTV3 to interact with employees and the community.

FY 14/15

2d.

Invest in software/resources that will help streamline the flow of information to City staff and the public.

FY 15/16

37 | P a g e

Goal 7: Team Santa Ana

Strategies 3. Improve communication between all levels of the organization.

The Police Department set up a booth outside the library to share information about the risks of driving while intoxicated

Start Year

Strategies 3a.

Confirm the organization’s commitment to transparency by establishing an internal communication plan to engage and inform employees.

FY 14/15

3b.

Promote fairness and trust to ensure organizational behavior is consistent with City values.

FY 14/15

4. Establish employee compensation that attracts and retains a highly qualified workforce.

Start Year

Strategies 4a.

Ensure compensation is sufficient to attract and retain properly skilled employees and is comparable to other public agencies.

FY 14/15

4b.

Develop and adopt a policy that allows for total compensation of staff in accordance with the City’s financial condition, including adequate operating contingency reserves.

FY 14/15

4c.

Actively seek out a diverse and talented pool of candidates who possess the values and skills consistent with organizational goals.

FY 14/15

38 | P a g e

Goal 7: Team Santa Ana

Strategies 5.

Create a culture of innovation and efficiency within the organization.

The Public Works Agency set up a sample intersection at the 2013 Park(ing) Day event to demonstrate safe practices when crossing the street.

Strategies

Start Year

5a.

Promote the use of new technology to improve the delivery of services and information to staff and the community. Projects include: a. Parking meter collection, water meter reads, street lights, etc. b. Promoting a paperless environment (e.g. paperless checks, payroll self-serve, e-payables, expanded use of laser fiche document management, etc.) c. Evaluating e-mail storage d. Surveying departmental needs

FY 14/15

5b.

Facilitate employee engagement through an incentivized employee suggestion program.

FY 14/15

5c.

Promote an innovation and efficiency program to achieve a cost savings goal of 1% and establish goals for subsequent years.

FY 14/15

5d.

Encourage fully-analyzed risk taking by avoiding punitive reaction to failure.

FY 14/15

5e.

Identify best practices and opportunities for process improvement and automation across City departments in order to provide effective and efficient delivery of City services to the community.

FY 14/15

5f.

Explore opportunities to engage with outside agencies, both private and public, to share information and increase efficiencies.

FY 14/15

39 | P a g e

Goal 7: Team Santa Ana

Strategies 6. Create a culture of innovation and efficiency within the organization.

Start Year

Strategies 6a.

Create a culture of positive motivation through an employee reward and recognition program.

FY 14/15

6b.

Re-establish annual employee celebratory events.

FY 14/15

6c.

Document, celebrate and share stories with the community, highlighting improvements and accomplishments provided by employees.

FY 14/15

6d.

Create a citywide program designed to help employees manage their health and wellness.

FY 14/15

7. Create a culture of innovation and efficiency within the organization.

Strategies

Start Year

7a.

Reactivate the Public Business Concepts program (including total quality management) to provide training opportunities that reflect the key values of the organization.

FY 14/15

7b.

Establish methods for capturing organizational knowledge and expertise through a formal mentoring program.

FY 14/15

7c.

Implement a Leadership by Example initiative which affirms management’s commitment to organizational principles and values.

FY 14/15

7d.

Provide training opportunities, an empowered and positive work environment, career growth potential and encourage high morale based on core values and ethical principles.

FY 14/15

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Section Three Reporting and Accountability (Status) Worksheet City of Santa Ana Strategic Plan Summary of Unfunded Estimated Costs As of March 11, 2014

Unfunded Estimated Costs

Goal: Community Safety Goal: Youth, Education, Recreation Goal: Economic Development Goal: City Financial Stability Goal: Community Health, Livability, Engagement & Sustainability Goal: Community Facilities and Infrastructure Goal: Team Santa Ana Total

42 | Page

$640,000 $1,750,000 $1,256,000 $29,500 $940,000 $600,000 $117,500 $5,333,000

Santa Ana Strategic Plan - Reporting and Accountability (Status) Worksheet Goal: Community Safety Objective

1. Modernize the Community Policing philosophy to improve customer service, crime prevention and traffic/pedestrian/bicycle safety.

2. Broaden communications, information sharing and community awareness of public safety activities.

43 | Page

Strategy a. Develop and publish a community survey to measure the community’s perceptions of community policing and police services provided by the Police Department. b. Develop a community policing plan based on community input to deliver crime prevention/ community policing/ traffic-pedestrian safety programs in a consistent and uniform manner. c. Deliver crime prevention/community policing programs based on the community policing plan. d. Establish and implement a plan to partner with community service organizations and other community groups to conduct awareness, intervention, and prevention of child abuse, domestic violence and driving under the influence of alcohol and/or drugs. e. Create a task force between the Police Department, Public Works Agency and the Santa Unified School District to increase community outreach emphasizing traffic/pedestrian/bicycle safety (i.e. Active Transportation Safety Plan). f. Enhance the Police Department’s community policing philosophy to balance both traditional policing and problem solving strategies to address and reduce violent, property and gang related crimes. g. Participate and collaborate with government agencies and community groups to assist in reducing criminal behavior and providing resources for the homeless population. h. Research and develop restorative justice program(s) for Santa Ana residents by collaborating with; Santa Ana Unified School District, Orange County Agencies and other non-profit organizations. i. Enhance public safety efforts by improving our employee retention efforts and actively seeking a diverse and talented pool of public safety candidates who possess the values and skills consistent with organizational goals. j. Partner with downtown business and merchant associations to enhance security measures and provide a safe environment (e.g. video surveillance, additional security and police efforts, etc.) a. Purchase and implement a new integrated software system for the Police Department to improve productivity and increase efficiencies and transparency. b. Expand the use of social media platforms such as Facebook, Twitter, Alert OC, YouTube, Nixle, Crimemapping, smartphone applications and the City website to share information with the community. c. Purchase and install new in-car computers in patrol vehicles to facilitate enhanced information sharing and timely police response. d. Expand Community awareness of Public Safety activities, programs and services that focus on risk reduction (smoke alarms, water safety, pedestrian safety, fire safety/prevention). e. Update the City’s Emergency Operation Center (EOC) emergency preparedness plan to include a community evacuation strategy to respond to natural disasters.

Funding

Responsible Dept./Agency

Council Committee

PD

Public Safety

PD

Public Safety

PD

Estimated Funded Unfunded Cost

One-time/ Recurring

Project/Program Start

Projected Completion Date

One-Time

FY 2014-2015

FY 2014-2015

X

FY 2014-2015

FY 2015-2016

Public Safety

X

FY 2015-2016

Ongoing

PD

Public Safety

X

FY 2015-2016

Ongoing

PD

Public Safety

X

FY 2014-2015

Ongoing

PD

Public Safety

X

FY 2014-2015

Ongoing

PD

Public Safety

X

FY 2014-2015

Ongoing

PD

Public Safety

X

FY 2014-2015

Ongoing

PD/Personnel

Public Safety

X

FY 2014-2015

Ongoing

PD/CDA

Public Safety

X

$400,000

Recurring

FY 2013-2014

FY 2014-2015

PD

Public Safety

X

$225,000

Recurring

FY 2014-2015

Ongoing

PD

Public Safety

X

FY 2014-2015

Ongoing

PD

Public Safety

X

FY 2014-2015

FY 2015-2016

PD

Public Safety

X

FY 2014-2015

Ongoing

PD

Public Safety

X

FY 2014-2015

Ongoing

X

$15,000

2. Broaden communications, information sharing and community awareness of public safety activities.

Objective

Santa Ana Strategic Plan - Reporting and Accountability (Status) Worksheet Goal: Community Safety

Provide high quality Police and Fire/Emergency Medical Services response within the City of Santa Ana.

PD

Public Safety

PD

X

FY 2014-2015

Ongoing

Public Safety

X

FY 2014-2015

Ongoing

PD

Public Safety

X

FY 2014-2015

Ongoing

PD

Public Safety

X

FY 2014-2015

Ongoing

PD/FIRE-EMS

Public Safety

X

FY 2014-2015

Ongoing

PD/FIRE-EMS

Public Safety

X

FY 2014-2015

Ongoing

FIRE-EMS

Public Safety

X

FY 2014-2015

FY 2014-2015

FIRE-EMS

Public Safety

X

FY 2014-2015

FY 2014-2015

PD/FIRE-EMS

Public Safety

X

FY 2014-2015

Ongoing

FIRE-EMS

Public Safety

X

FY 2014-2015

FY 2015-2016

e. Develop a Fire Corps Program to support Fire and Emergency Medical Services through community involvement and volunteering.

FIRE-EMS

Public Safety

X

FY 2015-2016

FY 2016-2017

f. Develop a Fire Corps Program to support Fire and Emergency Medical Services through community involvement and volunteering.

PD

Public Safety

X

FY 2014-2015

Ongoing

Strategy

Estimated Funded Unfunded Cost

One-time/ Recurring

a. Modify the Santa Ana jail business model and identify short- and long-term goals to effectively meet the needs of the community through contract negotiations with outside agencies, evaluation of staffing needs and increasing operational efficiency.

a. Monitor and report key performance goals such as standards of cover, response time and location of apparatus (e.g. police units, fire trucks, etc.) to ensure agreed upon service levels are met. b. Provide annual Police and Fire/Emergency Medical Services report to City Council on an annual basis to review and identify opportunities for improvement. a. Develop a comprehensive Fire/Emergency Medical Services Marketing/Branding program including a web portal from the City’s website and the release of a monthly Fire Services Report to be distributed citywide.

6. Enhance Public Safety integration, communications and community outreach.

Council Committee

Projected Completion Date

3. Promote fiscal accountability to ensure financial responsibility at b. Promote ongoing efforts to obtain grant funding for activities that will assist all levels of the in preventing, enforcing and reducing criminal activity and traffic collisions. organization.

5.

Responsible Dept./Agency

Project/Program Start

f. Partner with emergency assistance and disaster relief organizations to promote community awareness of emergency preparedness (e.g. citywide community preparedness day). a. Continuously evaluate and assess the fiscal aspect of service delivery to ensure that the Police Department provides programs and services efficiently and effectively.

4. Ensure a sound fiscal model for jail operations through coordinated efforts with personnel from the City Manager’s Office, Police Department, City Attorney’s Office, Finance, and Personnel.

Funding

b. Develop and implement a Fire/Emergency Medical Services major incident notification process to better communicate with community members during emergencies. c. Continue to develop and implement joint command level training in collaboration with the Police Department’s Emergency Operations Coordinator. d. Develop a Fire Explorer Program to engage children and young adults interested in a career in fire and emergency medical service.

Unfunded - Estimated Costs $640,000 EMS: Emergency Medical Services

44 | Page

Santa Ana Strategic Plan - Reporting and Accountability (Status) Worksheet Goal: Youth, Education, Recreation Objective

1. Ensure coordination among organizations serving Santa Ana’s youth to optimize programs.

2. Expand youth programming.

Council Committee

a. Convene a summit with partner stakeholders to network, share information, identify programs and services, and produce a comprehensive evaluation report for Youth Development.

PRCSA

PREY

b. Adopt a master joint-use agreement with Santa Ana Unified School District.

PRCSA

PREY

c. Explore new joint-use opportunities with Santa Ana’s four School Districts and partnership opportunities with local museums, art and cultural institutions.

PRCSA

PREY

a. Focus resources on quality youth engagement, enrichment and education programs through community centers, libraries and after-school programs during out-of-school hours.

PRCSA

PREY

X

$160,000

b. Expand the youth sports program so that youth recreational opportunities are established year-round.

PRCSA

PREY

X

$500,000

CMO/PRCSA

PREY

CMO/PRCSA

PREY

PRCSA

PREY

PRCSA

PREY

PRCSA

PREY

PRCSA

PREY

Strategy

c. Host “Mayor/City Council for a Day” event to promote public service and provide participants with the opportunity to serve as Mayor/City Council, Commissioners and Executive Staff. d. Coordinate a Youth Leadership/Student Government Day. e. Partner with outside agencies and secure funding to rehabilitate zoo exhibits and expand the Santa Ana Zoo (e.g. new Amazon Edge Spectacled Bear zoo exhibit). a. Launch new youth focus CTV3 programming.

b. Create web resource for youth that will include internships, 3. Expand use of technology scholarships, college information, job opportunities, and career days. as a tool for communication c. Review web, social media, and CTV3 services and develop new strategies for more effective use. and education in the community. d. Leverage the Roosevelt/Walker Prop 84 funding to ensure the new community center also serves as a Library with a focus on electronic media such as eBooks, Internet, and remote check-out services from the Main Library.

45 | Page

Funding Responsible Dept./Agency

PRCSA

PREY

Estimated Funded Unfunded Cost

One-time/ Recurring

Project/Program Start

Projected Completion Date

One-time

FY 2014-2015

FY 2014-2015

X

FY 2015-2016

FY 2015-2016

X

FY 2017-2018

Ongoing

Recurring

FY 2014-2015

Ongoing

Recurring

FY 2014-2015

Ongoing

X

FY 2015-2016

Ongoing

X

FY 2015-2016

Ongoing

FY 2017-2018

Ongoing

FY 2014-2015

FY 2014-2015

FY 2015-2016

FY 2015-2016

FY 2017-2018

FY 2017-2018

FY 2015-2016

Ongoing

X

X

$45,000

$400,000

Recurring

X X

$20,000

One-time

X

X

$625,000

$400K Onetime $250K Recurring

Santa Ana Strategic Plan - Reporting and Accountability (Status) Worksheet Goal: Youth, Education, Recreation Objective

4. Partner with groups and organizations to promote education, senior services, job training and development for all Santa Ana residents.

Strategy a. Partner with The California Endowment, Santa Ana College, Chapman University, UCI, CSUF and other institutions of higher education to design career pathway programs that support priority workforce industries (Retail, healthcare, manufacturing, renewable energies) that results in faster reemployment of Santa Ana’s residents.

Funding Responsible Dept./Agency

Council Committee

Estimated Funded Unfunded Cost

One-time/ Recurring

Projected Completion Date

CMO/PRCSA/ CDA

X

FY 2014-2015

Ongoing

b. Partner with the Santa Ana Unified School District to support and assist in developing pilot youth employment programs aimed at reducing high CMO/PRCSA/ CDA school dropout rates.

X

FY 2014-2015

Ongoing

c. Continue to expand services and programs at the senior centers specifically in the areas of continuing education, mentoring and recreation.

X

FY 2014-2015

Ongoing

PRCSA

Unfunded - Estimated Costs $1,750,000 PRCSA: Parks, Recreation and Community Services Agency

46 | Page

Project/Program Start

Santa Ana Strategic Plan - Reporting and Accountability (Status) Worksheet Goal: Economic Development Objective

Strategy a. Complete a comprehensive economic development strategy. b. Establish a Santa Ana Business Advisory Committee. c. Promote and market Santa Ana specific strengths in the regional economy including: location, size of workforce, proximity to airport/trains and availability of industrial/ commercial opportunities such as 55-freeway corridor, South Main Corridor, South Bristol Street, Harbor Blvd, Downtown and Streetcar Corridor.

1. Implement a comprehensive Economic Development strategy to ensure that Santa Ana is a City with a vibrant business climate that is accessible, user-friendly and welcoming to all residents and visitors.

d. Partner with Santa Ana Chamber of Commerce on a business retention and attraction strategy designed to jointly outreach to existing businesses. e. Partner with local Chambers of Commerce, citywide business associations and the community to develop a new branding and marketing strategy for the City. In addition, the City will promote the consistent use of our City logo on signage, media and entry portals-medians. f. Promote local business, reduce retail leakage and improve revenue tax base performance through the development of a “Santa Ana Buy Local Plan”. g. Identify opportunities for the City to join public policy and advocacy organizations to capitalize shared resources and leadership training to expand the City’s knowledgebase (e.g. Assoc. of California Cities Orange County, League of California Cities, etc.).

2. Create new opportunities for business/job growth and encourage private development through new General Plan and Zoning Ordinance policies.

47 | Page

Funding Responsible Dept./Agency

Estimated Council Committee Funded Unfunded Cost

One-time/ Recurring

Project/Program Start

Projected Completion Date

CDA

Finance, Economic Dev. & Tech

X

FY 2014-2015

FY 2015-2016

CMO/CDA

Finance, Economic Dev. & Tech

X

FY 2014-2015

FY 2014-2015

CMO/CDA

Finance, Economic Dev. & Tech

X

$5,000

Recurring

FY 2015-2016

Ongoing

CDA

Finance, Economic Dev. & Tech

X

$5,000

Recurring

FY 2013-2014

FY 2014-2015

CDA

Finance, Economic Dev. & Tech

X

$50,000

One-time

FY 2014-2015

Ongoing

CDA

Finance, Economic Dev. & Tech

FY 2014-2015

Ongoing

FY 2014-2015

Ongoing

X

X

CMO

$51,000

Recurring

a. Complete a comprehensive update of the City’s General Plan including the development of policies and implementation measures that directly relate to equitable economic development.

CDA/PBA

Dev. and Transportation

X

FY 2013-2014

FY 2015-2016

b. Update the City’s Zoning Ordinance to be consistent with the updated General Plan and include equitable, innovative, business friendly zoning practices.

PBA

Dev. and Transportation

X

FY 2014-2015

FY 2015-2016

Dev. and Transportation

X

FY 2014-2015

FY 2018-2019

c. Support business development and job growth along transit corridors through the completion of critical transit plans/projects including: The Fixed Guideway Project, Santa Ana Regional Transportation Center Master Plan, CDA/PBA/PWA Complete Streets and the General Plan Circulation Element update.

Santa Ana Strategic Plan - Reporting and Accountability (Status) Worksheet Goal: Economic Development Objective

3. Promote a solutions-based customer focus in all efforts to facilitate development and investment in the community.

4. Continue to pursue objectives that shape downtown Santa Ana into a thriving, culturally diverse, shopping, dining, and entertainment destination.

Strategy

Funding Responsible Dept./Agency

Estimated Council Committee Funded Unfunded Cost

One-time/ Recurring

Project/Program Start

Projected Completion Date

a. Continue to develop and promote online services such as e-permits, inspections and plan review to increase flexibility and access to City Hall customers.

PBA

Finance, Economic Dev. & Tech

X

$100,000

One-time

FY 2013-2014

FY 2014-2015

b. Expand promotion of the City’s current “one-stop” development processing center and its construction/development liaison program in order to streamline new development.

PBA

Dev. and Transportation

X

$120,000

Recurring

FY 2013-2014

Ongoing

c. Explore opportunities to encourage a business friendly environment within the city through the reduction of non-essential regulatory requirements, improved coordination between agencies for development review and addition of monetary incentives (e.g. sales tax sharing, enhancing Small-Business Incentive Program, etc.).

PBA/CDA/ Finance

Dev. and Transportation

FY 2013-2014

Ongoing

a. Provide a safe and inviting public environment in the downtown (including the Wellness Corridor) through enhanced amenities, improved way finding and engaging street/sidewalk design and lighting.

PD/CDA/PWA/ PBA/Finance

Dev. and Transportation

FY 2014-2015

FY 2015-2016

b. Create a comprehensive program to manage parking that includes innovative strategies to provide parking, create revenue and enhance accessibility in the downtown.

CDA

Dev. and Transportation

FY 2013-2014

FY 2014-2015

c. Use technology to promote downtown Santa Ana businesses, entertainment, restaurants as well as to improve patrons experience (e.g. smartphone application, way finding application, smart meters, electric vehicle charging stations, etc.).

CDA

Finance, Economic Dev. & Tech

FY 2014-2015

FY 2014-2015

X

FY 2013-2014

Ongoing

X

FY 2014-2015

Ongoing

FY 2014-2015

Ongoing

d. Support the already-established and growing community of artists living and working downtown through support and promotion of artist events and activities. e. Encourage downtown entertainment venues and outdoor dining. f. Partner with downtown business and merchant associations to program events that showcase restaurants, shopping and entertainment venues (e.g. bus trolley tour, food festival, craft fairs, farmers’ markets, etc.). a. Identify and market underutilized properties (city and non-city owned) for new development that will create new jobs and expand the City’s tax base (e.g. YMCA, 3rd and Broadway parking structure, Saddleback Inn site).

5. Leverage private investment that b. Develop a tax base expansion strategy targeting a concentration of results in tax base expansion and interconnected businesses (also known as business clusters) that will result job creation citywide. in an increase in the number of high-quality, high-paying jobs. c. Develop a knowledge base to foster economic development by partnering with non-profit organizations.

CDA/PRCSA

CDA

Dev. and Transportation

X

X

$400,000

One-time

X

X

X

CDA

$500,000

$25,000

One-time

Recurring

CDA/PBA/ Finance

Dev./Transportation and Finance, Economic Dev. & Tech

X

FY 2014-2015

Ongoing

CDA

Finance, Economic Dev. & Tech

X

FY 2013-2014

FY 2014-2015

CDA

Finance, Economic Dev. & Tech

X

FY 2014-2015

Ongoing

Unfunded - Estimated Costs $1,256,000

48 | Page

Santa Ana Strategic Plan - Reporting and Accountability (Status) Worksheet Goal: City Financial Stability Objective

1. Maintain a stable, efficient and transparent financial environment.

Responsible Dept./Agency

Council Committee

a. Develop and maintain an online database of city-owned properties to improve the transparency of government assets.

Finance

Finance, Economic Dev. & Tech

b. Increase the accessibility of financial information on the City’s website by creating public viewing portals (i.e. City finances, budget process, bid opportunities, etc.).

Finance

Finance, Economic Dev. & Tech

c. Continue to conduct Community Budget Outreach meetings that provide budget and financial information.

Finance

Finance, Economic Dev. & Tech

Finance

Strategy

Estimated Funded Unfunded Cost

X

Project/Program Projected Start Completion Date Ongoing

FY 2014-2015

FY 2014-2015

X

FY 2013-2014

Ongoing

Finance, Economic Dev. & Tech

X

FY 2013-2014

FY 2014-2015

Finance

Finance, Economic Dev. & Tech

X

FY 2014-2015

Ongoing

b. Provide quarterly updates on the City’s financial forecast to ensure revenues and expenditures reflect the most up-to-date information and analysis.

Finance

Finance, Economic Dev. & Tech

X

FY 2013-2014

Ongoing

c. Ensure reliable property tax information and development of a property tax forecasting model.

Finance

Finance, Economic Dev. & Tech

FY 2014-2015

Ongoing

d. Conduct an assessment of the City’s debt and refinancing options to achieve savings.

Finance

Finance, Economic Dev. & Tech

X

FY 2014-2015

FY 2014-2015

a. Modernize and adopt the City’s utility user’s tax ordinance by June 2014.

Finance

Finance, Economic Dev. & Tech

X

FY 2013-2014

FY 2013-2014

b. Expand the budget and reserve policy to all funds to improve the overall fiscal health of the City.

Finance

Finance, Economic Dev. & Tech

X

FY 2014-2015

FY 2015-2016

Finance

Finance, Economic Dev. & Tech

X

FY 2013-2014

FY 2015-2016

Finance

Finance, Economic Dev. & Tech

X

FY 2014-2015

Ongoing

CMO

Finance, Economic Dev. & Tech

X

FY 2014-2015

Ongoing

3. Maintain a structurally c. Implement a plan to achieve a General Fund budgetary fund balance of 20% of expenditures. balanced budget with appropriate reserve levels. d. Establish a committee of City staff to explore innovative revenue and cost recovery strategies (i.e. full cost recovery, receivership program, etc.). e. Ensure a citywide coordinated effort to seek grant funding through the establishment of a Grant Coordinator.

X

X

$9,500

$20,000

Unfunded - Estimated Costs $29,500

49 | Page

One-time/ Recurring

FY 2014-2015

d. Develop a fiscal health analysis tool that informs a department of its financial position in order to assist in its decision making process. a. Adopt a budget that is an alignment with the financial forecast and strategic plan. 2. Provide a reliable fiveyear financial forecast that ensures financial stability in accordance with the strategic plan.

Funding

Recurring

Recurring

Santa Ana Strategic Plan - Reporting and Accountability (Status) Worksheet Goal: Community Health, Livability, Engagement & Sustainability

Objective

Strategy a. Develop a comprehensive Community Engagement Plan. b. Host a Town Hall meeting twice a year to provide a status report on implementation of strategic initiatives and to seek community comment.

Funding

Responsible Dept./Agency

h. Develop a 20-year visioning plan.

2. Expand opportunities for conservation and environmental sustainability.

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Estimated Funded Unfunded Cost

CMO/PRCSA/ CDA

X

$50,000

One-time /Recurring Recurring

FY 2015-2016

FY 2014-2015

Ongoing

FY 2014-2015

Ongoing

X

FY 2014-2015

Ongoing

X

FY 2014-2015

Ongoing

X

Legislative Committee

Project/Program Projected Start Completion Date FY 2014-2015

X

CMO

c. Establish leadership training and community engagement programs that enhance methods of communication, opportunities for community CMO/PRCSA / involvement, and create an atmosphere where residents and partner CDA agencies can receive recognition and develop a greater sense of 1. Establish a comprehensive ownership. community engagement d. Expand the use of new technologies including marketing and social initiative to expand access to media to increase outreach to the community in an effort to promote City CMO information and create programs and initiatives. opportunities for e. Implement creative and innovative methods to increase voter stakeholders to play an participation during future election year (e.g. mobile polling, polling active role in discussing COTC station in city hall, voter registration, partnering with the Orange County public policy and setting Registrars Office, etc.). priorities. f. Develop a City Community Volunteer/Internship Coordination CMO/PRCSA/ program. Personnel g. Establish a Sister Cities program to foster a bond with different communities to promote humanitarian efforts as well as mutual crosscultural understanding.

Council Committee

PREY

CMO/PRCSA

$50,000

Recurring

X

$200,000

Recurring

FY 2014-2015

Ongoing

X

$25,000

Recurring

FY 2014-2015

FY 2014-2015

CMO

X

FY 2016-2017

FY 2018-2019

i. Partner with SAUSD, non-profits and stakeholder groups to increase outreach and public awareness of programs and events.

CMO

X

FY 2014-2015

Ongoing

a. Complete the City’s Climate Action Plan with measures to address water conservation, energy efficient buildings (City and community) and greenhouse gas emissions. Include as part of the plan an awareness, outreach and education component.

PBA

Dev. and Transportation

FY 2014-2015

FY 2014-2015

b. Create performance measures to track the City’s progress in implementing the Climate Action Plan and other “green” efforts citywide.

PBA

Dev. and Transportation

X

FY 2014-2015

FY 2014-2015

c. Create a green building policy that incorporates sustainable concepts into residential and nonresidential uses; support demonstration projects and best practices.

PBA

Dev. and Transportation

X

FY 2015-2016

FY 2016-2017

X

$100,000

One-time

Santa Ana Strategic Plan - Reporting and Accountability (Status) Worksheet Goal: Community Health, Livability, Engagement & Sustainability

Objective

Responsible Dept./Agency

Council Committee

CDA/PBA

Dev. and Transportation

X

FY 2013-2014

Ongoing

b. Ensure compliance with the City’s Housing Opportunity Ordinance by requiring rental and ownership housing projects that meet specified criteria provide a minimum of 15% affordable units.

CDA

Dev. and Transportation

X

FY 2013-2014

Ongoing

c. Provide that Santa Ana residents, employees, artists and veterans receive priority for affordable housing created under the City’s Housing Opportunity Ordinance or with City funding to the extent allowed under state law.

CDA

Dev. and Transportation

X

FY 2013-2014

Ongoing

d. Continue to implement the Emergency Shelter and Transitional Housing Ordinance (SB-2) to locate facilities for homeless shelters within the Light Industrial (M-1), Heavy Industrial (M-2) or Specific Development (SD) zones which meet all of the required development and operational standards.

CDA/PBA

Dev. and Transportation

X

FY 2013-2014

Ongoing

a. Support the design and construction of parks to provide increased open space and opportunities for recreation throughout the city. Construct the Roosevelt Walker Park and Community Center, and develop concepts and proposals for the Library Park in Civic Center and Centennial Santa Ana River Eco-Park.

PRCSA

PREY

X

FY 2014-2015

Ongoing

b. Improve neighborhood quality by locating or providing access to complementary services and public facilities, including access to health food options (community gardens, farmer's markets, corner markets, cottage food) in neighborhoods.

PRCSA/CDA/ PBA

Dev. and Transportation

X

FY 2014-2015

FY 2014-2015

CMO/CDA

Public Safety

X

FY 2015-2016

Ongoing

CMO/CDA

Public Safety

X

FY 2014-2015

Ongoing

PBA

Public Safety

FY 2013-2014

FY 2014-2015

Strategy a. Continue to explore options citywide regarding the re-use of commercial or industrial buildings that are currently underutilized or vacant for mixed-use residential projects.

3. Facilitate diverse housing opportunities and support efforts to preserve and improve the livability of Santa Ana neighborhoods.

4. Support neighborhood vitality and livability.

c. Leverage private resources to support neighborhood associations and effectively address neighborhood issues by partnering with intra-agency teams, community-based organizations, non-profits and faith-based organizations that are invested in Santa Ana. d. Implement new Neighborhood Improvement Initiatives focusing on residential areas that have been adversely affected by disinvestment and decline. Program and services from a variety of resources will be utilized to achieve positive and sustainable improvements. e. Implement innovative code enforcement practices and strategies including the use of volunteers, enhanced technologies and increased collaboration with other City departments and outside agencies to address critical livability issues citywide (e.g. overcrowding, absentee landlords, landlord/tenant rights and responsibilities, etc.).

51 | Page

Funding

Estimated Funded Unfunded Cost

X

$40,000

One-time /Recurring

One-time

Project/Program Projected Start Completion Date

Santa Ana Strategic Plan - Reporting and Accountability (Status) Worksheet Goal: Community Health, Livability, Engagement & Sustainability

Objective

Strategy a. Work closely with the Arts and Culture Commission and local artist organizations to develop an Arts Master Plan which will ensure all cultural programming, events and activities receive appropriate attention and resource support.

b. Generate public and private support and resources to strengthen, 5. Promote a strong arts and expand and stabilize funding for the arts. culture infrastructure. c. Promote arts and culture by partnering with artist groups and merchants to hold events celebrating art in public plazas, parks and other City-controlled open space. d. Create policies and guidelines for public art. a. Create a web resource of get-fit resources for each of the six recreation zones in the City.

Responsible Dept./Agency

Council Committee

Estimated Funded Unfunded Cost

X

CMO/PRCSA

$175,000

Recurring

FY 2015-2016

FY 2014-2015

Ongoing

FY 2013-2014

Ongoing

X

FY 2014-2015

FY 2015-2016

X

PRCSA

X

PRCSA

CMO/PRCSA

Project/Program Projected Start Completion Date

FY 2014-2015

$100,000

Recurring

PREY

X

FY 2015-2016

FY 2015-2016

PBA/PRCSA/ PWA

Dev. and Transportation

X

FY 2013-2014

FY 2014-2015

c. Integrate a variety of health and wellness programs into existing programming at each of the city’s community/recreation centers (e.g. Develop equitable health access points).

PRCSA

PREY

FY 2014-2015

FY 2018-2019

d. Partner with the California Endowment, Schools, charitable foundations and other non-profit organizations to implement health and wellness programing (including a healthy Santa Ana website) based on quantifiable and measurable data.

PRCSA

X

FY 2014-2015

Ongoing

e. Expand Senior Center programing to provide greater enrichment and explore activities in art, culture and health.

PRCSA

X

FY 2014-2015

Ongoing

f. Incorporate health and wellness into all applicable policies and plans (e.g. General Plan, Comprehensive Economic Development Strategy, Capital Improvement Plan, etc.)

CMO

X

FY 2014-2015

Ongoing

X

$200,000

Unfunded - Estimated Costs $940,000

52 | Page

One-time /Recurring

PRCSA

b. Incorporate the improvement of walking and biking lanes as well as the development of a citywide bike master plan into the Circulation Element of the City’s General Plan.

6. Focus projects and programs on improving the health and wellness of all residents.

Funding

Recurring

Santa Ana Strategic Plan - Reporting and Accountability (Status) Worksheet Goal: Community Facilities and Infrastructure Objective

Strategy a. Develop a complete inventory of all assets to determine the scope of improvements needed to sustain the City’s current infrastructure investment. b. Equitably maintain existing streets and associated assets in a state of good repair so they are clean, safe and aesthetically pleasing for all users. c. Invest resources and technology to extend the service life of existing infrastructure to protect the City’s investment and support a high quality of life standard. d. Explore creative financing options with private property owners amenable to share the costs associated with infrastructure improvements (i.e. assessment districts).

e. Prepare a Community Investment Program as part of the citywide budget process that identifies new or expanded capital needs and their funding 1. Establish and maintain strategies.

a Community Investment f. Perform periodic measurements to monitor and update each asset’s condition Plan for all City assets. and ensure adequate funding for repair and/or replacement costs in future budgets.

g. Develop and implement the City’s Capital Improvement Program in coordination with the Community Investment and Deferred Maintenance Plans (e.g. transit vision, street car, fixed guideway project, SARTC master plan, Bristol Street widening, neighborhood streets, traffic improvements, park facilities, sports fields, soccer fields, senior centers, bike master plan, etc.).

Responsible Dept./Agency

Estimated Council Committee Funded Unfunded Cost

PWA/PRCSA/ Finance

Dev. and Transportation

PWA/PRCSA/ Finance

Dev. and Transportation

X

TBD

PWA/PRCSA/ Finance

Dev. and Transportation

X

$100,000

PWA/PRCSA/ Finance

Finance, Economic Dev. & Tech

PWA/PRCSA/ Finance

Dev. and Transportation

PWA/PRCSA/ Finance

X

Project/Program Projected Start Completion Date FY 2013-2014

FY 2014-2015

Recurring

FY 2013-2014

Ongoing

Recurring

FY 2014-2015

Ongoing

X

FY 2015-2016

FY 2015-2016

X

FY 2013-2014

FY 2015-2016

X

FY 2015-2016

Ongoing

Dev. and Transportation

X

FY 2014-2015

Ongoing

PWA/Finance

Finance, Economic Dev. & Tech

X

FY 2014-2015

FY 2014-2015

Finance

Finance, Economic Dev. & Tech

FY 2014-2015

FY 2015-2016

a. Prepare a Deferred Maintenance Plan that assesses safety, adequacy, and liability implications, and estimates repair costs to be programmed in the responsible agency’s future budget.

PWA/PRCSA/ Finance

Dev./Transportation and Finance, Economic Dev. & Tech

X

FY 2014-2015

Ongoing

b. Utilize a five-year Deferred Maintenance Plan to strategize and finance funded and unfunded needs.

PWA/PRCSA/ Finance

Dev. and Transportation

X

FY 2016-2017

Ongoing

i. Assessment and development of a citywide Information Technology Master Plan to include elements such as Wi-Fi in City facilities including recreational/senior centers, PC/server/equipment replacement plan, information security, disaster recovery plan, etc.

X

$500,000

Unfunded - Estimated Costs $600,000

53 | Page

One-time/ Recurring

PWA

h. Complete water/waste water rate study to ensure adequate resources to capture critical long-term capital needs.

2. Address deferred maintenance on City buildings and equipment.

Funding

One-time

Santa Ana Strategic Plan - Reporting and Accountability (Status) Worksheet Goal: Team Santa Ana Objective

Strategy

a. Adopt a Citizens Customer Service policy and provide training on that 1. Establish a culture of customer service and community engagement as the organization’s primary focus.

Project/Program Projected Start Completion Date Ongoing

CMO

X

FY 2014-2015

Ongoing

CMO/PRCSA

X

FY 2014-2015

Ongoing

CMO

X

FY 2014-2015

Ongoing

CMO

X

FY 2014-2015

FY 2014-2015

CMO

X

FY 2014-2015

Ongoing

CMO

X

FY 2015-2016

FY 2015-2016

a. Confirm the organization’s commitment to transparency by establishing an internal communication plan to engage and inform employees.

CMO

X

FY 2014-2015

FY 2014-2015

b. Promote fairness and trust to ensure organizational behavior is consistent with City values.

CMO

X

FY 2014-2015

Ongoing

CMO/ Personnel

X

FY 2014-2015

Ongoing

accordance with the City’s financial condition, including adequate operating contingency reserves.

CMO/ Personnel

X

FY 2014-2015

FY 2014-2015

c. Actively seek out a diverse and talented pool of candidates who possess the values and skills consistent with organizational goals.

Personnel

X

FY 2014-2015

Ongoing

b. Annually conduct a statistically valid random-sample community satisfaction survey to assess satisfaction with the delivery of major City services.

c. Conduct an annual volunteer “day of service” where City employees

community.

b. Develop communication policies addressing the type of matters that will be promoted to employees/public and the internal process to ensure timely distribution.

c. Utilize new technologies such as Facebook, Twitter, Nixle and CTV3 to interact with employees and the community.

d. Invest in software/resources that will help streamline the flow of

a. Ensure compensation is sufficient to attract and retain properly skilled

54 | Page

Funded Unfunded

One-time/ Recurring

FY 2014-2015

information to City staff and the public.

4. Establish employee compensation that attracts and retains a highly qualified workforce.

Council Committee

Estimated Cost

X

a. Use City display cases to inform and showcase each department to the

3. Improve communication between all levels of the organization.

Responsible Dept./Agency

CMO

policy to all employees.

volunteer in community.

2. Establish communication plans to engage and inform employees and the community about City activities.

Funding

employees and is comparable to other public agencies.

b. Develop and adopt a policy that allows for total compensation of staff in

Santa Ana Strategic Plan - Reporting and Accountability (Status) Worksheet Goal: Team Santa Ana Objective

Strategy

Funding Responsible Dept./Agency

Council Committee

a. Promote the use of new technology to improve the delivery of services and

One-time/ Recurring

X

information to staff and the community. Projects include: ·

Funded Unfunded

Estimated Cost

Project/Program Projected Start Completion Date FY 2014-2015

Ongoing

FY 2014-2015

Ongoing

Parking meter collection, water meter reads, street lights, etc.

· Promoting a paperless environment (e.g. paperless checks, payroll selfserve, e-payables, expanded use of laser fiche document management, etc.) ·

Evaluating e-mail storage

·

Surveying departmental needs

b. Facilitate employee engagement through an incentivized employee 5. Create a culture of innovation and efficiency suggestion program. within the organization. c. Promote an innovation and efficiency program to achieve a cost savings goal of 1% and establish goals for subsequent years.

d. Encourage fully-analyzed risk taking by avoiding punitive reaction to failure.

CMO/Finance

X

CMO

$25,000

Recurring

CMO/Finance

X

FY 2014-2015

CMO

X

FY 2014-2015

Ongoing

CMO/Finance

X

FY 2014-2015

Ongoing

CMO

X

FY 2014-2015

Ongoing

e. Identify best practices and opportunities for process improvement and automation across City departments in order to provide effective and efficient delivery of City services to the community.

f. Explore opportunities to engage with outside agencies, both private and public, to share information and increase efficiencies.

a. Create a culture of positive motivation through an employee reward and

CMO/ Personnel

X

$25,000

Recurring

FY 2014-2015

Ongoing

b. Re-establish annual employee celebratory events.

CMO/ Personnel

X

$5,000

Recurring

FY 2014-2015

Ongoing

c. Document, celebrate and share stories with the community, highlighting

CMO/ Personnel

X

$2,500

Recurring

FY 2014-2015

Ongoing

Personnel

X

$10,000

Recurring

FY 2014-2015

Ongoing

CMO/ Personnel

X

$50,000

Recurring

FY 2014-2015

Ongoing

recognition program.

6. Provide a positive workplace environment that supports the health of its employees and celebrates its success.

improvements and accomplishments provided by employees.

d. Create a citywide program designed to help employees manage their health and wellness.

a. Reactivate the Public Business Concepts program (including total quality management) to provide training opportunities that reflect the key values of the organization.

7. Develop a culture of motivated and innovative leaders in the organization.

b. Establish methods for capturing organizational knowledge and expertise through a formal mentoring program.

c. Implement a Leadership by Example initiative which affirms management’s commitment to organizational principles and values.

CMO

X

FY 2014-2015

Ongoing

CMO

X

FY 2014-2015

Ongoing

FY 2014-2015

Ongoing

d. Provide training opportunities, an empowered and positive work environment, career growth potential and encourage high morale based on core values and ethical principles.

CMO

X

See 7a

Unfunded - Estimated Costs $117,500

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Recurring