CITY OF
SANTA ANA
MEASURE X SUCCESS
Table of Contents
Overview 1
4 City Manager’s Office
Community Development
Finance
Human Resources
Information Technology
Library
Planning and Building
8 17
20 22
24 28
Police Department 38
Parks, Recreation, & Community Services 41
Public Works 45
City Clerk’s Office
2 Y o u r C o m p a n y
O v e r v i e w
In November 2018, the City’s voters approved a 1.5% local sales tax that became effective on April 1, 2019. The tax has raised more than $500 million of revenue for the City over 6.5 years (an average of nearly $80 million per year). As outlined in the 2018 ballot measure, the City has used this revenue to address homelessness, fix streets, maintain effective 911 response, maintain parks, retain firefighters, and provide youth services. The City has implemented and improved many other public services to improve the quality of life in Santa Ana, such as graffiti removal and tree trimming on public property.
Each year, the City prepares a full accounting of every dollar spent and posts it on the City’s website at: https://www.santa-ana.org/measure-x-oversight- committee/. The report is reviewed by the Measure X Citizens’ Oversight Committee and the City’s independent auditor, which is a firm of Certified Public Accountants. The City also prepares an annual spending plan detailed in the budget document adopted by City Council. As promised to the community, the City holds itself accountable for responsible spending of the voter-approved local sales tax.
The following pages outline success stories funded by the Santa Ana local sales tax.
M e a s u r e X S u c c e s s 1
Y o u r C o m p a n y
C i t y M a n a g e r ’ s O f f i c e
M e a s u r e X S u c c e s s 2
Y o u r C o m p a n y
M e a s u r e X S u c c e s s 3
The local sales tax provides a recurring allocation for:
The Universal Legal Defense fund for immigration issues, helping a number of families in the community.
The revenue also funds a Vietnamese Community Liaison which has been pivotal to improve communications and strengthen City Hall relationships with the Vietnamese community, leading to an annual business exposition and robust participation in annual lunar new year celebrations.
Finally, the revenue has paid for contracted City Council aides who assist each Councilmember with policy research and community engagement.
City Manager’s Office
Y o u r C o m p a n y
C i t y C l e r k ’ s O f f i c e
M e a s u r e X S u c c e s s 4
Y o u r C o m p a n y
City Clerk’s Office
The City Clerk’s Office has expanded its capacity and improved service delivery through additional staffing and funding. Since the adoption of Measure X (effective April 1, 2019), the City Clerk’s Office has benefitted from increased staffing capacity — including the addition of two new positions overall, one of which (Senior Deputy City Clerk / Records Manager) was specifically funded through the FY 22-23 Measure X Service Enhancements budget. The increased staffing has directly enhanced our ability to deliver more projects, respond to community needs, and improve overall efficiency in key areas.
Specifically, with the increased staffing levels, we have been able to:
Improve response times: By increasing staffing, we have reduced processing times for requests and services, enabling faster turnaround and more efficient service to the public.
Increase capacity for compliance and monitoring: With the additional staff, we have ensured more consistent oversight of regulatory requirements, further enhancing the city's ability to meet its legal obligations and avoid penalties. (Conflict of Interest Statements/Form 700, Lobbyist Registration and Reporting, Public Records Requests)
Expand outreach and engagement: We have improved our public communication efforts by providing better access to city records and meeting agendas and by supporting public transparency initiatives. The increased staff capacity has enabled more community outreach (including attendance and tabling at citywide community events) and educational efforts on city governance and the election process.
Improve recordkeeping and archiving: The additional resources have facilitated better organization and storage of public records, contracts, and minutes, improving compliance with state regulations and ensuring easier access for the public and staff
Improve public records access and compliance: With the addition of a Senior Deputy City Clerk (Records Manager), we implemented a dedicated records management and archiving system. As a result, we launched NextRequest, a modern online Public Records Act (PRA) portal, which has streamlined how the public submits and tracks records requests. Since NextRequest went live, we have seen an increase in PRA requests submitted online. This improvement enhances compliance with the CPRA (Gov. Code §§ 7920 et seq.) and demonstrates better service delivery.
New Lobbyist Registration — The addition of a dedicated staff member allowed us to implement a formal Lobbyist Program, including online registration and report disclosures via a portal (e.g., using NetFile). This has improved transparency around lobbying activity, in compliance with lobbying- disclosure requirements under the Political Reform Act and the Santa Ana Municipal Code. Since inception, we have registered five (5) active lobbyists, and allowed public tracking of who is influencing City decisions. This adds an important layer of accountability.
Notary Services & Intake of Claims, Subpoenas, Summons — With increased staffing, the City Clerk’s office now offers notary services internally for official documents and externally as a publicly available service for city residents. The office maintains the capacity to accept legal documents (claims, subpoenas, summons) on behalf of the City. This reduces the risk of missed legal filings and ensures the timely handling of liability-related documents, aligning with requirements under the Government Claims Act (Gov. Code §§810 et seq.) and general legal-administrative needs.
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Y o u r C o m p a n y
City Clerk’s Office
From FY18-19 to FY24-25, the number of Public Records Act requests processed increased by 1,397 requests, a % increase. The per-year breakdown is below:
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Y o u r C o m p a n y
City Clerk’s Office
The following Resolution and Ordinance data is provided for general information. The need for resolutions and ordinances comes from the type of Council action required by the individual agencies/departments of the City.
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CommunityDevelopment
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Community Development
Measure X has been instrumental in enhancing the Community Development Agency’s (CDA) ability to deliver programs that improve residents' quality of life. While CDA’s services are not required by law to be provided, the programs and activities of CDA are important for residents who need assistance with housing services, employment services, business services, and to help with arts and cultural enhancement within the community. These programs and activities provide for the healthy development of the community.
Homeless Services Division
Carnegie Navigation Center – City Shelter
Measure X provides important funding ($75,000) for homeless services that supplement the funding received from the Department of Housing and Community Development from the State of California. These Measure X funds are used by CDA to address one-time expenses at Carnegie or for other homeless services during the year.
Staff Funding
Measure X is also utilized to support the salary of two (2) positions in the Homeless Services Division, the full-time Homeless Services Manager position (currently vacant), and the part-time Homeless Services Manager position. Both of these positions are funded through Measure X revenue, and are important for overseeing the grants received by the Department of Housing and Community Development from the State of California – the Homeless Housing, Assistance and Prevention Grant Program and the Permanent Local Housing Allocation Grant Program. These Homeless Services Manager positions assist the City in monitoring these funds that are utilized to contract with City Net for outreach and engagement services with homeless encountered in the City; and to contract with Illumination Health and Home to operate and provide for the daily needs of residents at the Carnegie Navigation Center. In addition to overseeing these services the part-time Homeless Services Manager provides significant coordination with the Santa Ana Police Department Quality of Life Team, the encampment contractor Landscape West and to connect unhoused individuals with resources provided by the County of Orange, non-profits and community- based organizations serving homeless residents.
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Economic Development Division
Economic Development Staffing
Measure X provides funding for one (1) full-time Economic Development Specialist I position. This staff member has assisted with outreach to the business community, worked extensively on the Division’s Strategic Plan, and responds to phone calls on the business hotline.
In addition to this staff assistance, the following provides information on programs that have been successfully implemented in other workgroups of the Economic Development Division:
WORK Center – Santa Ana Youth (SAY) Employment Program
WORK Center staff applied for and received Youth Service Corps Competitive Grant funding in September 2024 of $2 Million through the Governor’s Initiative - California Volunteers. This grant funding is supplemented with $550,000 from Cannabis Revenue and over $170,000 from Measure X funds. The Measure X funds are important to enhance the SAY program that supports paid youth employment in areas such as education, food insecurity, climate, and public service. Measure X has allowed Santa Ana youth to obtain job-readiness training. Through SAY, 354 youth were able to participate in the 200 hours, $20 per hour, part-time program. Most importantly 64 youth were able to secure longer-term employment following their completion of the SAY Program. The WORK Center’s SAY Program offers flexible, paid work experience to youth that is designed to accommodate school schedules.
Community Development
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Community Development
Arts and Culture Office of the Economic Development Division Graffiti Arts Program
Measure X funding allowed the Arts and Culture Office of the Economic Development Division work on a mural program with youth called the Graffiti Arts Program. The G.A.P. program is aimed at inspiring civic leadership and community pride in youth through the creation of murals. The program is a 6-month program where students work alongside professional mural artists to learn different art techniques, research, design, and installation of public murals. The Santa Ana Unified School District was selected as the top-rated proposal and the first G.A.P. project culminated with the installation of a mural on the top floor of the City-owned parking structure located on 420 N. Main Street.
DTSA Artwalk Sponsorship
Measure X funding has provided funding for a Sponsorship agreement of $150,000 for the Frida Cinema that independently organizes a monthly artwalk program. The Downtown Santa Ana (DTSA) First Saturday ArtWalk is a free, family-friendly monthly event that celebrates local artists and creative culture in the heart of DTSA, which has become an important economic and cultural impact for the City.
Organized independently by The Frida Cinema since January 2023, the event features over 20 art galleries, live performances, local food vendors, and interactive art experiences.
The ArtWalk has become a key driver of downtown vitality—stimulating foot traffic, supporting small businesses, and fostering community engagement.
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Community Development
Since its inception, $56,000 has been paid directly to 186 local artists and musicians, demonstrating a strong local economic impact.
According to the 2023 Santa Ana Visitor Analysis by Travel Santa Ana and Zartico, the ArtWalk ranked as the second most-visited destination in the City, only behind Santa Ana College.
The DTSA ArtWalk now outpaces major attractions such as the Santa Ana Zoo and MainPlace Mall.
The DTSA ArtWalk has helped:
Strengthen Santa Ana’s cultural identity,
Activate historic buildings and public spaces,
Support new gallery openings, and
Reinforce the City’s arts ecosystem in the downtown core.
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Community Development
Artists Grant Funding - Investing in the Artist Grant Program Measure X is also vital for funding artists grants annually with $200,000 funded for Fiscal Year 2025-26 for the Investing in the Artist Grant Program. The City of Santa Ana supports creative projects that explore the dynamic relationship between arts & culture and economics. This encourages local artists to engage with the city’s economic and cultural fabric through participatory and interactive works, inviting the community to actively reflect on and contribute to the conversation, specifically how the arts and creative industries impact the city’s eco-nomic landscape, cultural identity, and community well-being.
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Community Development
The Arts and Culture Office invites submissions from artists working in variousmediums such as: visual arts, performance, music, creative writing, and digitalmedia. Artists can explore the intersection of arts & culture and economics bydesigning projects that involve direct participation from residents and businessesin Santa Ana.In Fiscal Year 2024-25, 21 different groups received artists grants between $3,000and $14,000 that provided various artistic programs for the community. Thefollowing provides a sample of the 21 programs implemented by groups that weresuccessful in receiving the grants awarded by the Arts and Culture Commission:
Dance Music Initiative600+ student engagements100+ unique students8 instructors (+2 new volunteers during program)4 graduates15+ student/graduate DJ bookings Delhi Center – Art and Literacy ProgramCollaboration with Monroe Elementary21 students from 4th and 5th gradesliteracy lessons with engaging art-based activitiesPartnering with Artsy 101 for non-school daycamps M e a s u r e X S u c c e s s 1 4
Community Development
Getting Residents Engaged in Empowering Neighborhoods – Madison Park Neighborhood Association - GREEN-MPNA mural workshop that promotes:
• Youth Educational Initiatives
• Health Equity
• Safe & Clean Environment
• Community Empowerment
Project Kinship – PK Photo Project
Host a Photo Exhibition
Youth’s Printed Photographs
Renowned Artist provide instruction
Kevin Gonzalez
Quinn Stirdivant
Estevan Oriol
Ryan Hack
Manny Camacho
Relampago Del Cielo – 50th Anniversary Cultural Festival and Dance Concert
Host a free family community event
Free full-length Dance Concert
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Community Development
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Y o u r C o m p a n y
Finance
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Payroll Technician
This position directly supports essential payroll functions, improves operational efficiency, and lessens City liability by:
Processing 22% of Citywide retroactive payments to employees, significantly speeding up the processing time and ensuring employees received accurate and timely pay. This work directly decreased potential City liability related to delayed or incorrect payments.
Supported the completion of multiple Mass Salary Increases (MSI), helping reduce the time required to review reports, TUG (Temporary Upgrade) calculations, and payroll entries from a full day to half a day. This has enhanced workflow efficiency across payroll operations.
Assisted with cross-training new staff to ensure smooth operations and strengthen team capacity during staffing changes and workload fluctuations.
Streamlined garnishment processing by updating and developing new Excel tools, leading to faster and more accurate mandated deductions.
Updated outdated payroll flyers, ensuring that employees now have access to accurate, user-friendly, and current payroll information.
Improved the employee without pay process by enhancing the Excel calculator used to determine payments automatically. This change reduced manual calculations, minimized errors, and increased processing consistency.
Measure X has allowed the City to contract with multiple consulting firms to increase revenue by the following:
A Users Utility Tax: auditing company reviews electric, gas, and telecommunications accounts to ensure accurate reporting and recovery of owed revenues. A recent audit of SoCal Edison identified miscalculations in issued Climate Credits, resulting in a $70,000 recovery in Q2 2025.
A property tax consulting firm: to assist with property tax forecasting, ensuring the City’s property tax estimates align with receipts. Since property tax is the second-highest revenue source for the City, accurate forecasting is essential. In FY2024-25, property tax receipts were within 0.6 % of the original estimates.
A sales tax consulting firm: to assist with multi-year sales tax forecasting, ensuring the City’s sales tax revenue estimates align with receipts. Sales Tax (both Bradley Burns and Measure X) accounts for the City’s largest revenue source. In FY2024-25, sales tax receipts were within 0.5% of the original estimates.
These additional revenues and forecasting services help the City offset the cost of providing services to the community and ensure the budget accurately reflects available resources.
Finance
With the support from Measure X funds, the Finance department was able to hireadditional staffing to support the Payroll division:
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Y o u r C o m p a n y
Finance
Infosend is the City’s contracted mailer for large-scale public communication. With support from Measure X funds, Finance utilized the Infosend contract to help offset the cost of providing City services by supporting revenue generation efforts. The following is a highlight:
In collaboration with the Sewer & Water Enterprise, the City initiated a consistent outreach approach to approximately 45,000 water customers and 33,000 business operators. In 2024, the City updated its Municipal Code to comply with the Water Shutoff Protection Act, which significantly increased the number of required notifications sent to residential water customers. Although these expanded notifications raised mailing costs, they also helped settle long-standing overdue balances, resulting in higher Water and Sewer revenue.
The contract with Infosend allowed the City to participate in the Franchise Tax Board’s City/County Business Tax Program, which significantly increased the volume of business license renewal notices and billing statements mailed through InfoSend. This resulted in the City surpassing Business License Tax revenue projections. In FY2024-25, Business License Tax revenue exceeded estimates by approximately $1.5 million.
Since the inception of Measure X in 2019, the City has used Measure X revenues to cover ongoing cost increases, including an estimated 4.5% annual increase for fire services provided by the Orange County Fire Authority (OCFA) and an average 4.6% annual increase in Falck emergency medical transportation services. In FY 2024–25, the City covered nearly $15 million in additional costs without reducing service levels or emergency response times.
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Human Resources
M e a s u r e X S u c c e s s 2 0
Y o u r C o m p a n y
Measure X allowed for the hiring of a one-time Human Resources Technician position to assist the Santa Ana Police Department with the recruitment of police officers:
Assisted with police department recruitments for Police Officers and Correctional Officers.
Conducted one-day hiring events on a monthly basis that were regularly scheduled for faster hiring.
Organized Physical Agility Tests that included first-round interviews and initial background check interviews to move those who pass through the process more quickly.
Human Resources
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InformationTechnology
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Information Technology
Through Measure X funding, one (1) additional position was added to the Infrastructure Division:
To continue supporting and maintaining new and existing Information Technology systems
Support all of the various application upgrade projects that are in process Accela Land Management project- a government-focused enterprise software platform used by Planning and Building and Public Works to manage regulatory processes (permitting, plan check, inspections, Code Enforcement and compliance, fees assessment and online payment processing, reporting and analytics)
The Oracle ERP project - It will be used by all City departments for employee timekeeping, purchasing, contract management, and project accounting; and used by Finance and Human Resources for many other applications.
HdL –a business tax system offering a more user friendly system to register business in the City.
Two additional staff (2) in the Applications Support Division Upgrade project for Accela- an application used by Planning and Building for zoning
Upgrade the HdL business tax and licensing project – the portal through which people can apply for a business license with the City M e a s u r e X S u c c e s s 2 3
Y o u r C o m p a n y
Library
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Y o u r C o m p a n y
Library
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M e a s u r e X f u n d i n g h a s p l a y e d a c r i t i c a l r o l e i n e x p a n d i n g t h e L i b r a r y D e p a r t m e n t ’ s a b i l i t y t o d e l i v e r h i g h - q u a l i t y , c o m m u n i t y - f o c u s e d s e r v i c e s . A l t h o u g h t h e L i b r a r y ’ s a n n u a l Me a s u r e X a l l o c a t i o n m a y n o t a l w a y s r e p r e s e n t a s i g n i f i c a n t p o r t i o n o f t h e C i t y ’ s t o t a l M e a s u r e X r e v e n u e , S A P L h a s s t r a t e g i c a l l y l e v e r a g e d t h e s e d o l l a r s t o i n c r e a s e o u t r e a c h , b u i l d i n n o v a t i v e p r o g r a m s , a n d e n s u r e e q u i t a b l e a c c e s s t o l i b r a r y r e s o u r c e s a c r o s s S a n t a A n a . T h r o u g h c a r e f u l p l a n n i n g a n d c r o s s - d e p a r t m e n t c o l l a b o r a t i o n , t h e L i b r a r y h a s s i g n i f i c a n t l y s t r e n g t h e n e d b o t h y o u t h a n d s e n i o r s e r v i c e s , d e m o n s t r a t i n g t h e o u t s i z e d i m p a c t p o s s i b l e w h e n M e a s u r e X i n v e s t m e n t s a r e p a i r e d w i t h c r e a t i v e s e r v i c e d e l i v e r y .
Measure X funding provided the stability needed to continue the operation, maintenance, and staffing of the Knowledge Mobile, one of the most impactful outreach tools for families, students, and educators across Santa Ana. The Knowledge Mobile directly serves neighborhoods with limited access to physical library branches, ensuring that literacy, enrichment, and learning opportunities reach residents where they live, work, and play.
Expanding Citywide Access Through the Knowledge Mobile
Major Knowledge Mobile Achievements (2021–2025):
84,967 total patron visits and 35,592 checkouts
2,548 library cards issued, strengthening long-term engagement 1,358 programs delivered, including storytimes, crafts, STEAM, robotics, and creative arts 450 school visits, benefiting campuses with limited or no library resources 285 community stops, 408 park visits, and 104 events
The Knowledge Mobile has seen especially strong school-based engagement, peaking at over 36,000 patron visits in 2022–23. Teachers across Santa Ana Unified and charter schools consistently express gratitude for access to books, storytimes, and hands-on learning, especially at schools with limited library staffing or collections.
Knowledge Mobile Community Impact Highlights:
A hesitant four-year-old became a weekly reader through Knowledge Mobile storytimes.
Families follow the Knowledge Mobile from stop to stop to participate in programs.
Charter schools rely on the Knowledge Mobile as their primary library service.
Students experience STEAM tools for the first time, sparking interest in technology and creativity.
Y o u r C o m p a n y
Library
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Measure X has also enabled SAPL to expand vital senior-focused programming at the Santa Ana Senior Center and the Southwest Senior Center. Through a combination of technology instruction, creative learning, and social engagement, the Library is addressing digital equity and reducing isolation among older adults.
Strengthening Senior Services Through Technology & Literacy Programs Launched in 2023 and expanded in 2024 with Measure X support, these programs offer hands-on digital literacy assistance, helping seniors navigate devices, apps, online services, and the City of Santa Ana App and website.
Attendance grew from originally 5–10 participants to now a steady 20–30 weekly seniors Seniors receive personalized help with phones, tablets, and online services Creative technology offerings include Cricut workshops, online arts and culture applications, and gaming for cognitive engagement
Appy Hour & Appy Hour Extreme
In addition, the Library’s Memory Lab program, featuring photo preservation using a Kodak Dock Printer, has become a deeply meaningful resource for seniors wishing to preserve family history and create memory albums.
Bien Leídos Bien Vividos – A Growing Senior Book Club
Launched in 2025, this Spanish-language book club quickly became one of the Senior Center’s most sought-after programs.
Grew from 10 participants to 15, with additional attendees joining discussions for the purpose of connecting with
their peers, although they have not read the book.
Regular waitlists demonstrate sustained demand
Participants report greater connection, shared cultural experience, and improved emotional well-being
Together, these programs illustrate how even limited Measure X funding can drive high impact services that elevate quality of life for older adults.
Y o u r C o m p a n y
Library
Measure X - Funding Alllocations
Library Capital Improvement Projects
Equipment
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Planning and Building
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Planning and Building
The Planning and Building Agency (PBA), which encompasses 102 full-time and 14 part-time budget positions, benefits from Measure X primarily in its Code Enforcement and Building Safety Divisions through $269,210 in additional funding (FY 25-26).
The impacts of Measure X on PBA include:
•Two (2) Code Enforcement Officers in the Code Enforcement Division •One (1) Permit Services Technician in the Building Safety Division •Funds for Training in both divisions ($12,500)
W h i l e t h e $ 2 6 9 , 2 1 0 i n f u n d i n g i s i n s u f f i c i e n t t o f u l l y f u n d t h e t h r e e p o s i t i o n s i n t h e B u i l d i n g S a f e t y a n d C o d e E n f o r c e m e n t d i v i s i o n s , t h e e m p l o y e e s wh o u t i l i z e s u c h f u n d s a l s o u t i l i z e t i m e e x c e p t i o n s h e e t s f o r o t h e r a c t i v i t i e s t h a t s u p p l e m e n t t h e b u d g e t i n g o f t h e i r p o s i t i o n s .
F o r e x a m p l e , s e v e r a l C o d e E n f o r c e m e n t O f f i c e r s u t i l i z e t i m e e x c e p t i o n s h e e t s t o a l l o c a t e t h e i r h o u r s t o t h e Q u a l i t y o f L i f e T e a m ( Q O L T ) a c c o u n t wh e n h a n d l i n g q u a l i t y - o f - l i f e e n f o r c e m e n t i s s u e s . T h e Q O L T f u n d s a r e a l s o u s e d f o r s t a f f t r a i n i n g t o e n s u r e t h a t t h e C o d e E n f o r c em e n t t e a m s t a y s u p d a t e d a n d a l i g n e d wi t h b e s t b u s i n e s s p r a c t i c e s .
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Planning and Building
Code Enforcement Services
In Fiscal Year 2023-24 The Planning and Building Agency received approximately $324,000 in Service Enhancement QOLT funding.
Code Enforcement operates on reactive and proactive enforcement basis. The areas of enforcement using QOLT funds are as follows:
Cannabis & Vice-related
Vacant Properties; Structures and Lots
Flood Channels/Riverbeds Monitoring
Commercial Properties
Illegal Gaming & SAPD Misc. Public Nuisance
Vendor Detail
Right of Way Enforcement
Since 2021, approximately 75 commercial properties have been boarded and secured at locations due to illegal gambling, cannabis violations, unpermitted sales at smoke shops, and illegal activity at massage parlors.
QOLT enforcement and supportive activities include:
Cannabis and Vice
121 cannabis business licenses issued since 2019.
200 citations issued for violations at vacant lots and structures since 2021.
Ongoing monitoring of 102 vacant lots and 39 vacant structures.
Ongoing permitting and renewal activities at 75 cannabis locations, including the opening of 6 new locations in 2025.
M e a s u r e X S u c c e s s 3 0
Y o u r C o m p a n y
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Planning and Building
Building Safety Division
The Building Safety Division, which is responsible for plan check intakes, plan checking, permit issuance, inspections, and certificates of occupancy, has been able to hire a Permit Services Technician position using Measure X funding. For FY 24-25, the position was responsible for:
1,400 permits issued
Approximately $50 million in construction valuation of those permits 20-percent reduction in customer wait times and permit processing times at the public counter, where the employee works
Electronic plan reviews
Staffing PBx, the Planning and Building Agency’s express permits program M e a s u r e X S u c c e s s 3 3
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Police Department
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Through Measure X funding, the Police Department has expanded its staffing by twenty-six (26) positions to better support public safety services:
(18) Police Officers
(2) Forensic Specialist I
(1) Police Service Officer
(1) Police Evidence and Supply Specialist
(1) Graphics Designer
(3) Senior Office Assistant
The department filled the 18 Police Officer positions during the period of December 2019 to April 2020. There have been a few vacancies for brief periods of time since then. From the hire dates for these officers through November 2025, these officers have accomplished the following:
Call for Service Responses- 115,200
Officer-Initiated Activity Incidents- 33,296
Police Reports Written- 22,638
Arrests Made- 4,173
Citations Written- 2,697
Measure X enabled the Crime Scene Investigation Unit to increase staffing from seven to nine full-time Forensic Specialist I positions, allowing the distribution of the workload, resulting in the following benefits:
Added additional shifts for more field coverage; increased from 6 shifts to 8 shifts Allowed personnel to complete the processing of evidence collected to completion instead of one person booking the evidence and another colleague completing the processing;
Reduced error rates; allowing personnel to take the time needed to methodically process a crime scene thoroughly and not rushing;
Decreased sick time; personnel weren’t consistently covering unfillable shifts; Decreased overtime; additional personnel were able to distribute the workload within their assigned work hours
Police Department
M e a s u r e X S u c c e s s 3 9
Y o u r C o m p a n y
Police Department
D u r i n g t h e p e r i o d o f F e b r u a r y 2 0 2 0 – F e b r u a r y 2 0 2 5 , t h e n e w l y a d d e d P o l i c e S e r v i c e O f f i c e r t o t h e T r a f f i c D i v i s i o n h a n d l e d a t o t a l o f 1 , 3 2 2 t o t a l t r a f f i c c o l l i s i o n s ( 7 % o f t h e t o t a l c o l l i s i o n s d u r i n g t h i s p e r i o d ) . T h e s e c o l l i s i o n s i n c l u d e d 3 9 9 i n j u r y t r a f f i c c o l l i s i o n s , 5 9 6 h i t - a n d - r u n c o l l i s i o n s , 4 5 D U I - i n v o l v e d c o l l i s i o n s , a n d 1 3 o n - d u t y e m e r g e n c y v e h i c l e c o l l i s i o n s . T h e a b i l i t y o f a P o l i c e S e r v i c e O f f i c e r t o r e s p o n d , h a n d l e , a n d i n v e s t i g a t e t r a f f i c c o l l i s i o n s a l l o w e d s w o r n p e r s o n n e l t o r e s p o n d t o o t h e r l a w e n f o r c e m e n t - r e l a t e d c a l l s / a c t i v i t i e s .
T h e P o l i c e E v i d e n c e a n d S u p p l y S p e c i a l i s t p o s i t i o n a s s i g n e d t o t h e C e n t r a l D i s t r i b u t i o n C e n t e r ( C D C ) h e l p s p r o v i d e i n t e r n a l s t a f f ( p o l i c e o f f i c e r s , d e t e c t i v e s , p r o f e s s i o n a l s t a f f ) w i t h n e c e s s a r y e q u i p m e n t a n d s u p p l i e s . W i t h o n e f u l l - t i m e p o s i t i o n f r o z e n i n t h e G e n e r a l F u n d b u d g e t , t h i s a d d i t i o n a l p o s i t i o n h e l p e d f i l l t h e g a p i n o r d e r t o p r o v i d e l o n g e r h o u r s o f s e r v i c e t o d r o p o f f a n d p i c k u p v e h i c l e s a t F l e e t , r e c e i v e d e l i v e r i e s , p r o c u r e a n d m a i n t a i n i n v e n t o r y , e t c .
T h e G r a p h i c s D e s i g n e r p o s i t i o n i s a n i n t e g r a l m e m b e r o f t h e d e p a r t m e n t ’ s P u b l i c I n f o r m a t i o n t e a m , h e l p i n g w i t h s o c i a l m e d i a p o s t s , p r e s s r e l e a s e s , c o m m u n i t y o u t r e a c h , e n g a g e m e n t , m e s s a g i n g , a n d t r a n s p a r e n c y . H a v i n g a d e d i c a t e d p r o f e s s i o n a l w i t h t h e n e c e s s a r y t e c h n i c a l s k i l l s e t a n d e x p e r i e n c e t o p e r f o r m t h e s e t a s k s a l l o w s t h e d e p a r t m e n t t o b e t t e r u t i l i z e s w o r n p e r s o n n e l r e s o u r c e s t o f o c u s o n t h e i r c o r e f u n c t i o n s . T h e v a r i o u s P D s o c i a l m e d i a s i t e s w i t h c o n t e n t p o s t e d b y t h e G r a p h i c s D e s i g n e r i n c l u d e :
h t t p s : / / w w w . f a c e b o o k . c o m / s a n t a a n a p d h t t p s : / / w w w . i n s t a g r a m . c o m / s a n t a a n a _ p d / h t t p s : / / w w w . y o u t u b e . c o m / c h a n n e l / U C z i v M 4 l 3 5 C t 9 W 6 8 8 o s l l c 3 Q h t t p s : / / x . c o m / S a n t a A n a P D
h t t p s : / / w w w . i n s t a g r a m . c o m / s a n t a a n a _ p d e x p l o r e r s / h t t p s : / / w w w . i n s t a g r a m . c o m / j o i n s a n t a a n a _ p d /
T h e t h r e e ( 3 ) S e n i o r O f f i c e A s s i s t a n t p o s i t i o n s p r o v i d e c l e r i c a l a n d a d m i n i s t r a t i v e s u p p o r t t o e a c h o f t h e I n t e r n a l A f f a i r s , T r a f f i c , a n d C r i m i n a l I n v e s t i g a t i o n s D i v i s i o n s . T h i s s u p p o r t r a n g e s f r o m m a i n t a i n i n g a n d f i l i n g r e c o r d s , p r o v i d i n g p u b l i c a s s i s t a n c e a t t h e T r a f f i c L o b b y c o u n t e r , r e s p o n d i n g t o i n q u i r i e s i n p e r s o n , b y p h o n e , a n d t h r o u g h e l e c t r o n i c s y s t e m s , t r a c k i n g c o m p l a i n t s a n d r e q u e s t s , a n d d i r e c t i n g m a t t e r s t o a p p r o p r i a t e s t a f f w h i l e m a i n t a i n i n g d e t a i l e d a n d a c c u r a t e r e c o r d s i n I n t e r n a l A f f a i r s d a t a b a s e s . T h e t a s k s a n d f u n c t i o n s p e r f o r m e d b y t h e s e p r o f e s s i o n a l s t a f f p o s i t i o n s e n a b l e t h e s w o r n o f f i c e r s a n d d e t e c t i v e s t o f o c u s o n i n v e s t i g a t i v e m a t t e r s a n d c a l l s f o r s e r v i c e .
M e a s u r e X t o t a l f u n d i n g s p e n t b y t h e P o l i c e D e p a r t m e n t c a n b e o b t a i n e d f r o m t h e F i n a n c e D e p a r t m e n t v i a t h e i r e x p e n d i t u r e r e p o r t s s u b m i t t e d t o t h e M e a s u r e X C o m m i t t e e .
M e a s u r e X S u c c e s s 4 0
Y o u r C o m p a n y
Parks, Recreation, andCommunity Services
M e a s u r e X S u c c e s s 4 1
Y o u r C o m p a n y
Parks, Recreation, andCommunity Services
With the support from Measure X funds, the Parks, Recreation, and Community Services division was able to enhance services throughout the department:
Personnel
Following the implementation of the Athletic Facility Reservation Policy in January 2022, the Parks, Recreation, and Community Services (PRCSA) Athletics Section—supported by the addition of a Recreation Program Coordinator, a Recreation Specialist, and part-time staff—has significantly expanded its capacity to serve both youth and adult user groups through the development and administration of athletic facility permits.
The Recreation Program Coordinator manages the day-to-day operations of two annual permitting cycles (January–June and July–December)
The Recreation Specialist coordinates schedules for part-time staff to ensure that organizations and teams are assigned the correct field locations, times, and permits for their activities.
This operation is carried out seven days a week across the entire City of Santa Ana park system. Since the Policy’s implementation in FY 2021–22, the Athletics Section has generated more than $2.4 million in cost recovery through its management of City athletic fields and facilities, while simultaneously increasing access for both adult and youth user groups.
In addition to expanding personnel resources needed to administer the Athletic Facility Reservation Policy and permitting procedures, Measure X has provided supplemental funding across all PRCSA Sections to enhance services, activities, and events for the Santa Ana community.
Events
Within the Special Events Section, Measure X funding has enabled the delivery of significant, culturally relevant events, including the Chicano Heritage Festival, the Tê´t Lunar New Year Festival, and Fiestas Patrias.
Sports
Measure X also plays a critical role in expanding Youth Sports Programs within the Athletics Section, supporting offerings such as youth baseball/softball, flag football, volleyball, and basketball.
Aquatics
With the return of aquatics programming as an in-house service, Measure X funding has allowed PRCSA to acquire essential instructional tools for Learn-to-Swim participants, including kickboards, instructional toys, and life jackets. Measure X additionally supports the operations of three Summer Splash Day Camps—held at Salgado Recreation Center, Jerome Recreation Center, and El Salvador Community Center—which provide special presentations, arts and crafts activities, weekly excursions, and recreational programming.
Health and Wellness
Measure X funding advances the City’s Youth Gardening initiative by supporting the operation of five community gardens, along with their monthly workshops and signature events.
PRCSA continues to deliver measurable success across its program areas. The Aquatics section provided more than 4,000 Learn-to-Swim lessons in Summer 2025, representing a 166% increase from Summer 2023. The Athletics Section has grown its Youth Softball Program into the largest softball program in the City, demonstrating strong community demand and effective program management. The Health & Wellness Section received the CPRS Creating Community: Community Health & Wellness Award of Excellence for its Community Teaching Gardens: A Pathway to Health & Wellness initiative, highlighting its impact on community wellbeing.
Additionally, the Special Events Section has consistently produced world-class events since emerging from the pandemic in Spring 2022, with attendance increasing year over year and continued opportunities for expansion through targeted sponsorships and partnerships.
M e a s u r e X S u c c e s s 4 2
Y o u r C o m p a n y
Parks, Recreation, andCommunity Services
Santa Ana Zoo
Veterinary Care
Measure X funds allowed greater investment in the zoo’s program of veterinary care, including initial expansion of the veterinary contract, which led to the development of the full-time Veterinarian and part-time Veterinarian Technician positions, which have direct benefits:
Addressed outstanding Association of Zoos and Aquariums (AZA) concerns and contributed in large part to our AZA accreditation.
Allows us to meet the United States Department of Agriculture (USDA) and other state/federal regulatory requirements.
Enhances well-being for the animals at the zoo
Reduces time, labor, and cost, and removes barriers in the animal acquisition process Closes gaps in necessary animal medical care, including routine and emergency care.
Landscape Maintenance
Before the implementation of Measure X, the zoo shared a city contract that provided only one person for grounds maintenance and landscaping, with no one assigned to address irrigation issues. Now the zoo has its own landscaping contract with a full team that performs every day, routine maintenance and regular improvements, which has resulted in overall more beautiful and much safer facilities, with less vandalism, better irrigation (less water loss), which also results in greater preservation of the urban forest (trees were routinely dying and hazardous before).
Zoo Operations Coordinator Position:
Meet industry standards for ticketing and visitor services Supervision over cash-handling and compliance with Finance Department’s audit and best practices for the zoo
Enhanced culture of safety in organization
Ongoing commitment to internal zoo safety committee to exceed City standards Oversight of zoo maintenance and landscaping
Security:
On-site and virtual security systems which were absent before Measure X. Adding these layers of security addressed a major concern for regulatory bodies.
Vendors:
Plumbing, electrical and other service vendors have dedicated funding to help us preserve and prepare infrastructure so our facilities last longer into the future and remain safe (i.e. replacement of hazardous electrical panels in the zoo, failing cast iron pipes are able to be repaired in a timely fashion or preventatively replaced) Construction supplies – purchased: lumber for replacing defunct zoo fencing, and restrooms for better public access at north end of zoo.
M e a s u r e X S u c c e s s 4 3
Y o u r C o m p a n y
Parks, Recreation, andCommunity Services
Deferred Maintenance Funds:
The maintenance funds help us address facility maintenance that extend the life of the structures and improve safety for employees, visitors, and animals. The items addressed with Measure X funds over several years would most certainly come up as AZA deficiencies and represent a lack of investment in the ongoing care of our facility. There is always more to do, but this revenue stream is integral to help maintain our facilities when it comes to routine wear and tear.
Updates to zoo office building –
this funding covered the cost of releveling the building foundation new flooring as the original linoleum flooring was coming up and a tripping hazard full roof replacement as the building was reroofed over three times already and there were areas where it was buckling
conversion from gas utility to electric since we no longer have a gas service line to the building and thus had no functioning central heat
updates in office restrooms and new water heater
Updates to café/gift shop building –
New roof – the old roof leaked and was original to the 1980s building Replacement of outdated HVAC unit
Updates to veterinary hospital trailer –
Foundation releveling
Exterior painting and repair of siding to weatherproof the structure and extend the life of the building. It looks remarkably good for a 25 year old trailer because of the ongoing maintenance investment which is much less than constructing a brand new building.
Pathway maintenance and repair
Seal coat and repair of asphalt pathways in the zoo to extend their life and lessen tripping hazards
M e a s u r e X S u c c e s s 4 4
Y o u r C o m p a n y
Public Works
M e a s u r e X S u c c e s s 4 5
Y o u r C o m p a n y
Public Works
Measure X funding has played a key role in advancing the Public Works Agency’s efforts to enhance and improve City services and infrastructure:
Additional dedicated crews for QOLT Clean-up
20 work shifts per week for clean up
Strengthened City’s ability to address municipal code violations related to homelessness
Over 500 new Streetlights have been installed
In-house staff to quickly respond and repair streetlight outages due to extreme weather, traffic collisions, and vandalism.
Approximately 250,000 square feet of alley corridor improvements over the past three fiscal years. The City is on track to complete approximately 100,000 square feet of improvements per year, provided recurring funding levels remain unchanged.
Approximately 60,000 square feet of sidewalk defects and trip hazards each year, making meaningful progress toward reducing an estimated 4,000 sidewalk locations needing replacement.
Traffic signals installation at Segerstrom Ave & Spruce, traffic signal modification at Segerstrom Ave & Raitt St and Segerstrom Ave & Flower St., pedestrian hybrid beacon installation at Edinger Ave & Towner St., speed humps installation along Deodar St, Willits St, Elder Ave and Center St., and speed feedback installation at 8 locations including along McFadden Ave, Broadway, Fairhaven Ave, and Bristol St.
Helped enhance City’s roadway quality by rehabilitating distressed streets and repairing concrete
During FY 2024/25, the City rehabilitated approximately 2.4 million square feet of residential streets. Projects include Local Street Preventative FY 22/23 (23- 6907), Local Street Preventative Maintenance FY 23/24 (24-6907) and Local Street Preventative Maintenance FY 24/25 (25-6907).
M e a s u r e X S u c c e s s 4 6
Y o u r C o m p a n y
Public Works
Funding supported replanting and irrigation improvements of barren medians throughout the City including Bristol Street, First Street, Edinger Avenue, Raitt Street, Grand Avenue, totaling approximately 2.5 miles.
Maintain year-round operation of at least two pothole repair trucks, improving response times.
Improved traffic signals (MacArthur Blvd & Flower St), high visibility crosswalks and audible pedestrian signals (APS)
Bristol Widening between Warner and St. Andrew (project is under construction)
Improvement of park amenities, infrastructure, public safety, and an additional 12 FT staff for park maintenance
Helped fund 11 crossing guards at 11 crosswalks out of the 45 crosswalk locations
Trimming of 6,460 out of 50,000 trees annually as recommended by arbor standards and reducing risk of limb failures that could impact public safety and infrastructure
Subsidized ongoing maintenance costs of the Santa Ana Regional Transportation Center, such as custodial services, security, utilities, routine and preventative maintenance, and building systems that are not fully recoverable through leases.
6 full-time staff for engineering and plan check = average utility plan check improved from 6 weeks to 2 weeks.
Adding Graffiti technicians improved the abatement response time to 24 hours or less.
Bristol Parking Lot Improvements project
13 new bus shelters, including replacements of benches, at high-use transit stops throughout the City.
M e a s u r e X S u c c e s s 4 7
Y o u r C o m p a n y
Public Works
O n e - t i m e f u n d i n g a l l o w e d t h e C i t y t o d e v e l o p a F l e e t E l e c t r i f i c a t i o n Ma s t e r P l a n , p o s i t i o n i n g S a n t a A n a t o m e e t s u s t a i n a b i l i t y g o a l s , r e d u c e e m i s s i o n s , a n d s t r a t e g i c a l l y p l a n i n f r a s t r u c t u r e i n v e s t m e n t s .
F u n d i n g w a s r e a l l o c a t e d t o f u l l y f u n d t h e C i t y Y a r d F u e l i n g S t a t i o n S o f t w a r e C i t y Y a r d D i g i t a l M e d i a B i l l b o a r d - P r o j e c t i n p r o g r e s s ; a i m s t o p r o m o t e a n d a d v e r t i s e C i t y e v e n t s a n d p o t e n t i a l l y r e v e n u e - g e n e r a t i n g a d s .
M e a s u r e X f u n d i n g s u p p l e m e n t e d 3 E n g i n e e r s a n d 2 A s s i s t a n t L a n d s c a p e P l a n n e r s t o r e m a i n f o r t h e e n t i r e f i s c a l y e a r t o a l l o w f o r a t r a n s i t i o n p l a n t o t a k e e f f e c t . T h e y s u p p o r t e d c r i t i c a l e n g i n e e r i n g a n d p a r k p l a n n i n g p r o j e c t s , a c c e l e r a t i n g p r o j e c t d e s i g n , d e l i v e r y , a n d g r a n t i m p l e m e n t a t i o n .
F u n d i n g a l l o w s f o r e n h a n c i n g t h e m a i n t e n a n c e o f t h e b u s i e s t t r a n s i t c o r r i d o r s , s u c h a s 1 s t S t . , B r i s t o l S t . , H a r b o r B l v d , M a i n S t . , 1 7 t h S t . , a n d m a n y m o r e a r t e r i a l s .
T h e r e a r e 6 4 9 b u s s t o p s i n t h e C i t y o f S a n t a A n a . F u n d i n g a l l o w s f o r e n h a n c i n g t h e m a i n t e n a n c e o f t h e b u s i e s t t r a n s i t c o r r i d o r s , s u c h a s 1 s t S t . , B r i s t o l S t . , H a r b o r B l v d , M a i n S t . , 1 7 t h S t . , a n d m a n y m o r e a r t e r i a l s .
M e a s u r e X o n e - t i m e f u n d i n g s u p p o r t e d t h e i n s t a l l a t i o n o f E V c h a r g i n g i n f r a s t r u c t u r e , a d v a n c i n g s u s t a i n a b i l i t y g o a l s a n d s u p p o r t i n g t h e C i t y f l e e t a n d p u b l i c u s e .
M e a s u r e X S u c c e s s 4 8