Zuniga, Diana
From: Jorge Rivera <
Sent: Wednesday, May 28, 2025 10:11 PM
To: eComment
Cc: Vazquez, Benjamin; Lopez, Jessie; Hernandez, Johnathan Subject: Public Comment on Agenda Item 25 — Executive Management Raises Attention: This email originated from outside of City of SantaAna. Use caution when opening attachmentsor links.
Dear Mayor and City Councilmembers,
I am writing as a concerned resident regarding Item 25 on the agenda. I previously commented when the City Manager received a raise, one that 1, along with many in the community, felt was not merited. Since then, I've seen little evidence of meaningful progress under this leadership. While the Mayor continues to highlight supposed achievements, many residents, myself included, are witnessing troubling trends: a rise in violent crime, including gang- related incidents and stabbings at our high schools. These are not signs of effective city management.
Now, with Item 25, we are being asked to approve raises for the City Manager' s executive management team.
Why? They have no track record. It would seem the smart thing to do would be to give them a year and see how they do before you throw more money at them. How many other people get raises before they prove themselves? The Deputy City Manager, for example, often appears disengaged during council sessions. This is deeply alarming. Watching council meetings, it is apparent how the City Manager often leaves his staff vulnerable to public and Council scrutiny without stepping in to support them. A strong leader stands by their team, weak leaders blame their team.
Additionally, the justification for these raises is unclear. We see high- level positions with compensation exceeding $ 200, 000 per year while employees who directly serve our residents have yet to be brought to the bargaining table. Prioritizing raises for the highest- paid employees before addressing the needs of those who actually do the work sends a troubling message about the city' s values and priorities.
It is also becoming increasingly clear to residents that the City Manager' s allegiance appears more to the Mayor and Councilman Becerra than to the city as a whole. While Councilwoman Lopez raises valid concerns and ask pointed questions, others seem uncritically supportive. This imbalance fosters a perception of favoritism and undermines public trust.
Leadership should be measured not just by internal loyalty or polished presentations, but by transparency, accountability, and tangible improvements in our community. Unfortunately, many residents feel those qualities are lacking in our current city leadership.
Thank you for the opportunity to provide comment. I hope you consider the broader implications of these decisions and listen to the concerns of the community you were elected to represent.
Sincerely,
Jorge Rivera
i
Zuniga, Diana
From: JackieAngel Investor <
Sent: Monday, June 02, 2025 11:23 AM
To: eComment
Cc: Vazquez, Benjamin
Subject: SantaAna's proposed $778 million budget for 2025-26 is up for review Attention: This email originated from outside of City of SantaAna. Use caution when opening attachmentsor links.
SantaAna' sproposed $778 million budget for 2025-26 is up for review The city' s general fund the main pot of money that pays for everyday services is expectedto bring in 413. 8 million in revenue for the fiscal year.
https:// www. ocregister.com/2025/06/02/santa-anas-proposed-778-million- budget-for-2025-25-is-up-for- review/ amp/
Man found fatally shot in SantaAna
https:// ktla. com/ news/ local- news/ investigation- underway- after- man- found- shot- to- death- behind- o-c-liduor- store/ amp/
SantaAna Mayor Valerie Amezcua is asking OC leadersto help pay for local crossing guardsafter they allocated funds to Orange.
In SantaAna, the city is phasing out its paid crossing guard program and transitioning to a volunteer-based model. This transition is dueto a dispute betweenthe city council andthe SantaAna Unified School District over funding. While paid crossingguardswill be maintained through at least 2026, with an expansionto eight charter schools, the city is working on developing a volunteer program. https:// voiceofoc.org/2023/07/can-thousands-of-santa-ana-school-kids-rely- on-volunteer-crossing- guards/#:—: text= Santa% 20Ana% 20school% 20kids% 20walking, It% 20adds:
1 1 City of Santa Ana " Special Tax" Report
4 Retail Adult- Use Cannabis 1
Marijuana pipe dream turned into another bureaucratic nightmare Expenditures Report
5 City Attorney 49133
6 Finance & Mgmt 116, 999
7 Library 8795135
8 Parks & Ree S7, 542, 780
9 Police Dept S2, 885, 060
10 Planning & Bldg 9301081
II Expense 12, 603, 424
12 13 COMMERCIAL CANNABIS REVENUE SUMMARY
14 FY 20 - 2024
15 Adult- Use Retail 13, 4641904
16 Cultivation 9 , 218
17 Distribution S1 ,0455213
Is Manufacturing 73, 485
19 Medical Retail
Q Shared Manufacturing 01089
27 Testing Facility 6, 35
22 Income 1115,7118, 245
z
1 City of Santa Ana
Perking Revenueenue - Structures and Meters
3 Parking Facilities Revenue and Expenditures
4 City of Santa Ana Fiscal Year 7/ 2023- 6/ 2024
Broadway Structure GONE*
6 Spurgeon Structure S497., 551 . 71
7 Eiireln StructureS509., 422. 22
Main Structure S286, 776. 69
9 Total Revenue 1 , 9 , 7 0. 6
10 11 Total Expenditures 1
a
818, 0 0. 4
12 Yearly Difference !- 0. 0 4. 8c
1 14 City of Santa Ana Fiscal Year 7/ 20 - / 2024 15 Parking deters Revenue 1 , 6479 07. 61
16 Parking Meters Expenditure 1 , 844, 562. 71
17 Diff. Tot.,
18 Yearly Difference + 1- 1 7, 0 . 1 1119
19 0 * Broadway Parking Structure was sold during fiscal year 2022, 1 3
A B
Santa Anal Proposed Budget
2 F ' 224- 202
3 4 Department Proposed
5 City Manager 3, 963, 160
City Council 19043, 9701
7 General Non- Departmental 19 720
Transfers for Projects 179999, 970
City Clerk 19934, 570
10 City 1 ttorney 49500, 350
11 Human Resources 49393, 370
12 Finance 139268, 160
13 Library 79916, 230
14 Bowers Musuem 19715, 320
15 Parks & Recs 1 ,0 3, 960
1 16 Police 1629545, 030 .
17 Fire & Emergency Medical 579837, 370
18 Planning & Building 189731 , 2
19 Public works 519968, 800
0 Community Development 49327, 760
1 Pension Liability 36, 6449110
22 Total General Fund 406977 , 060
2 4
From: Monisha Parker
To: eComment
Subject: Good afternoon
Date: Monday, June 02, 2025 1: 18: 01 PM
Attention: This email originated from outside of City of Santa Ana. Use caution when opening attachments or links.
Revenues - $ 413. 79M
Expenditures - $ 424. 23M
Total Deficit- $- 10, 440
General Fund Revenues - $ 413. 79M
Other GF Revenue, 549. 53M,
12%
Sales Tax{ Bradley Burns),
559. 91M, 15%
Jaii Revenue,
10. 85M, 3%
Franchise Fees,
13. 60M, 3%
Charges for Service, Licenses&
PermJts,$ 31. 16M, 8%
Sales Tax) Measure X),
83. 95M, 20%
Cannabis Tax,$ I2. 65M, 3%
Business Tas,$ 17. 50M, 4%..'
Hotel Vistor' s Tax,$ 9. 50M, 2%'
Sn ility Users' Tax.$ 29. 25M, 7%
Property Tax and In
Lieu of VLF,
95. 88M, 23%
Other GF Revenue:
Fines, Intergovernmental, Investment Earnings,& Misce0oneous Income
T TABLE OF CONTENTS
General Fund Expenditures - $ 424. 23M
Uhrary,$& 55M, 2%
Other,$ 23. 77M, 6%
Pension Liability Payment,
42. 45M, 10%
Police
Public Works,
Department,
558. 14M,
161. 56M, 38%
Fire& Emergency Medical.=
Services,$ 61. 26M, 14IV
Planning& Building,
17. 81M, 4%
Parks, Rec.& Communit
Service,$ 15. 251 4% Administration,
30. 44M, 7%
Other: Cannabis Set-Aside, Debt Service Payments, Museum Building Maintenance, Subsidies for Internal Service Funds, Enterprise Fund,& Project Transfers Administration: Includes City Council, City Manager, City Attorney, City Clerk, Finance, and Human Resources
E TABLE OF CONTENTS
Explainingthe revenueand expendituresfor the budget years 2025-2026 and 2026-2027 for the City of Santa Ana, California requi res a structured approach. Here' s how you could present the information:
1. Overview of the Budget Process
Importanceof Budgeting:Explainthat budgeting is a critical processfnr cities as it outlines plannedrevenues and expenditures,ensuringthat funds are allocated to various servicesand prt>jects.
Fiscal Responsibility Emphasizethe importanceof maintaininga balanced budget andthe need for fiscal responsibility to sustain city servioes and infrastructure.
2. Projected Revenues
Sources of Revenue:© utli ne the main sources of revenue for Santa Ana, which typically include:
Taxes: Propertytaxes, sales taxes, business taxes, andtransient occupancytaxes.
Fees and Charges: Service fees from vardous city departments( e. g., permits, recreation services).
Grants and Siate/FederalFunding: Fundsreceived for specific projectsor for operational support.
Fines and Penalties: Revenuefrom code enforcementand Batherregulatoryfines.
GrowthTrends: Briefly discuss any expected changes in these revenue sources dueto economic conditions, housingdevelopments,or changes in state law that may impactfunding.
3. Projected Expenditures
KeyAreas of Spend ng: identifythe major expenditurecategories, such as:
PublicSafety: Fundingfor police,fire services,and emergencyresponse.
PublicWorks: tnfrastructuremaintenance,mad repairs,and constructionprojects.
Parksand Recreation:Funding for community parks, recreationcenters, and programs.
SocialServices: Budgetallocated for servicessupportingcommunitywelfare, housing, and health initiatives.
Administration:General city operations, personnelcosts, and other administrafiveexpenses.
DebtService: Paymentson any existing municipalbonds or loans.
IncrementalChanges: Discuss any significantchanges in expendituresexpected overthe two years, such as increased costs for labor, capital projects, or new initiatives.
4. Budget Highlights and Challenges
Priorifiesfor Investment:Highlight specific projectsor initiativesthat the city plansto invest in, suchas public safety enhancements,affordable housing, economic development,or sustainability,initiatives.
EconomicChallenges:Discuss any challengesthe city might face, such as fluctuations in the economyaffecting revenue(e.g., sales taxes during economicdownturns)and increased demand for services.
5. Public Engagement and Transparency
Community Involvement:Emphasizethe importanceof public input in the budgefingprocess and any planned communitymeetingsor feedback opportunities.
TransparencyMeasures:Highlight effortsto make the budget process transparent, suchas publishingthe budget online, providingsummaries,or hawingbudget workshopsfor cifizensto attend.
6. Conclusion
LookingAhead: Brieflytouch on the long-term financial outlook for Santa Ana and how the city plansto adapt its budget in responseto changing needsand priorities.
Callto Action: Encourageresidentsto participatein the budget review processand provide feedback on community spending priorities.
Additional Considerations
Use charts and graphs to visually represent revenue sourcesand expendituresto make the information more digestible.
Ensurethat you providecontext for numbers, such as comparisonsto previous budget years or percentagesto illustratechanges,
This structured explanationwill providea comprehensiveoverviewof the anticipated revenue and expenditures for the City of Santa Ana' s budgets for 2025- 2026 and 2026- 2027, while also encouragingcommunityengagement andtransparency.
Strengthening and reducing expenditures in various departments such as Public Safety, Public Works, Parks and Recreation, Social Services, Administration, and Debt Service for the City of Santa Ana, California, requires a strategic approach that balances budgetary constraints with the need for effective public service. Here are some strategies that could be considered:
9- Public Safety
Community Policing: Implement community policing strategies that empower community members and reduce the need for extensive policing operations, potentially lowering overtime and operational costs.
Partnerships: Collaborate wlth non- profit organizations for outreach and crisis intervention, helping to address issues like homelessness or menial health without solely relying on police resources.
Technology Investments: Invest in technology( e, g., body cameras, data analytics) that can enhance efficiency, accountability, and effectiveness, potentially reducing the number of lawsuits which can incur costs.
2. Public Works
Preventive Maintenance: Shift focus from reactive maintenance to preventive maintenance to extend the fife of infrastructure and reduce long-term costs.
PLblio- Private Partnerships: Explore public- private partnerships( PPPs) for certain projects or services, which can lead to cost- sharing and efficiency improvements.
Funding Opportunities: Actively seek grants and federallstate funding for public works projects, reducing reliance on city funds.
Leverage Technology: Utilize smart city technologies for traffic management and resource allocation which can optimize city operations and reduce costs.
3. Parks and Recreation
Volunteer Programs: Enhance volunteer programs for park maintenance and community engagement, reducing expenditures on labor while fostering community involvement.
Department Collaboration: Combine forces with other departments for joint programming or events, sharing costs while serving multiple community needs.
User Fees: Adjust usar fees for facilities and programs so that they contribute more evenly to their operational costs without discouraging access.
Sponsorships and Grants: Seek sponsorships from local businesses and apply for state and federal grants specifically aimed at enhancing community parks and recreational services.
4. Social services
Needs Assessment: Conduct a comprehensive needs assessment to determine the most effective services for residents and allocate resources accordingly to avoid overlap and redundancy.
Leveraging Non- Profits: Partner with local non- profits to provide services more efficiently, potentially reducing costs while enhancing service delivery.
Digital Access: Use online platforms for social services applications and resources to reduce administrative overhead and improve service delivery afficiency.
S- Administration
Process Improvement: Implement Lean Six Sigma or other process improvement methodologies to streamline operations, reduce wasted resources, and enhance service delivery across departments.
Shared Services: Explore shared services with nearby municipalities to lower administrative costs while maintaining service levels.
Training and Development: Invest in staff training to enhance efficiency, and effectiveness, ultimately aiming to reduce turnover and associated hiring costs.
6- Debt Service
Refinancing: Assess current debt obligations and consider refinancing for better rates; this can provide significant long- term savings.
Debt Prioritization: Review and prioritize debt obligations, parlicularly those that do not provide direct services, to find opportunities for reduction or consolidation.
Creating a Debt Management Policy: Establish clear policies that limit future borrowing, ensuring that debt levels remain manageable and sustainable.
Long-Term Financial Planning: Develop and maintain a long-term financial plan that includes debt reduction strategies and identifies sustainable funding sources for ongoing services.
General Strategies
Budgeting Practices: Implement zero- based budgeting approaches where departments mustjustify all expenditures, encouraging cost- efficient practices.
Citizen Engagement: Engage residents in budget discussions to ascertain priorities, which may lead to more effective allocation of resources that enrich community engagement and buy- in.
Data- Driven Decisions: Use data anslytics to inform decision- making, identifying areas of waste and opportunities for efficiency gains in every department.
Grant Writing and Fundraising: Actively pursue grant opportunities and engage in fundraising activities to support various departments without burdening the general fund.
Performance Metrics: Develop performance metrics to regularly assess the effectiveness and efficiency of programs, allowing for timely adjustments and accountability.
By integrating these strategies, the City of Santa Ana can enhance its operations while reducing costs in critical areas, ultimately leading to a more sustainable financial future and improved service to its residents.
The term" Homeless Industrial Complex" is a critical and often pejorative phrase used to describe the network of government agencies, non- profit organizations, service providers, and other entities that are involved in addressing homelessness. The term suggests that these organizations and systems may have a vested interest in maintaining the status quo of homelessness rather than effectively solving the problem, due to the funding, jobs, and institutional structures that depend on the existence of homelessness.
Key aspects of the" Homeless Industrial Complex" critique include:
1. Bureaucracy and Inefficiency: Critics argue that the complex web of organizations and regulations can lead to inefficiencies, where a significant portion of resources is spent on administrative costs rather than directly helping those in need.
2. Dependency: There is a concern that the system may create dependency rather than empowerment, with homeless individuals becoming reliant on services without a clear path to self-sufficiency.
3. Lack of Accountability: The complexity and fragmentation of services can make it difficult to hold organizations accountable for outcomes, leading to a lack of transparency and measurable progress.
4. Funding and Incentives: The flow of funding to these organizations can create perverse incentives, where the focus shifts from solving homelessness to sustaining the organizations themselves. This can lead to a focus on short-term fixes rather than long- term solutions.
5. Systemic Issues: The critique often points to broader systemic issues such as lack of affordable housing, mental health services, and economic inequality, which are not adequately addressed by the current system.
The term is often used by activists, scholars, and critics who advocate for more radical or systemic changes to address homelessness, such as increasing the supply of affordable housing, implementing universal basic income, or reforming mental health and addiction services. They argue that without addressing these root causes, the Homeless Industrial Complex" will continue to perpetuate the problem rather than solve it_
Ending homelessness is a complex challenge, but the approaches taken by countries like Finland, Norway, Ireland, and Japan provide valuable insights. Here' s a framework to adapt these models to SantaAna, California, based on their successful elements:
1. Adopt a" Housing First" Approach
Finland' s Model
Emphasize the importance of providing immediate access to permanent housing without preconditions like sobriety or employment.
develop an aggressive strategy to provide affordable housing units, potenti ally using vacant properties and encouraging newdevelopments.
Implementation Steps for Santa Ana
Partner with local developers and nonprofits to create more affordable housing units.
Leverage state and local funding, along with private donations,to subsidize housing projects for the homeless.
2. Comprehensive Support Services
Norway and Ireland' s Approach
Provide comprehensivesupport servicesthat include mental health care, addictiontreatment,job training, and social services integrated into housing solutions.
Use a case management model to connect individuals to these resources.
Implementation Steps for Santa Ana
Establish a central hub for services where homeless individuals can easily access housing, healthcare, and employment services.
Collaborate with local health organizations, mental health providers, and workforce development programs to create a seamless service delivery system.
3. Prevention and Early Intervention
Lessons from Japan
Focus on preventing horrelessness through early intervention programs aimed at at- risk populations, including families and individual s facing eviction.
Implementation Steps for Santa Ana
Implement programs to assist those threatened with eviction or who are in precarious housing situations.
Create an emergency fund or provide rental assistance to help people stay in their homes during Crises. d. Data- Driven Policies and Coordination
All Models
Use data to track homelessness trends, service needs, and effectiveness of programs. Coordination among various agencies and organizations is essential to avoid duplication of efforts and to maximize resources.
Implementation Steps for Santa Ana
develop a centralized, database- driven approach to track homelessness and the effectiveness of interventions.
Foster partnerships between city agencies, nonprofits, and the community to ensure program transparency and accountability.
S. Community Engagement and Education
All Models
Engage the community to build understanding and support for homeless initiatives, addressing misconceptions and stigma associated with homelessness.
Implementation Steps for Santa Ana
Launch public awarenesscampaignsto educate the corrvnunityabout homelessness,its causes. and the necessary support systems.
Involve local businesses and residents in volunteer programs or initiatives that support homeless individuals, fostering a sense of community involvement.
6. Sustainable Fundinq Models
All Models
Explore diverse funding sources including federal/ state grants, private investments, and social impact bonds.
Implementation Steps for Santa Ana
Research and apply for grants specifically aimed at homelessness and affordable housing.
Explore partnerships with local businesses for corporate sponsorships and contributions.
7. Rol icy Advocacy
All Models
Advocate for policies at state and federal levels that support funding for affordable housing, mental health services, and addiction recovery, as well as zoning laws that facilitate the creation of more housing.
Implementation Steps for Santa Ana
Encourage local government and advocacy groups to lobby for policies that create more affordable housing options and improve services for the homeless population.
Conclusion
Implementing a comprehensive plan to end homelessness in Santa. Ana using these models requires collaboration, innovation, and a comrntment to prioritize housing as a fundamental right. Bytailoring the successful strategies of Finland, Norway, Ireland, and Japan, SantaAna can create a more supportive environment for its homeless population, ensure that they have access to necessary services, and eventually reduce and eliminate homelessness.