subsections (e) and (f), by payment of an application fee set in such amounts as shall be established by resolution of the city council. (cf)The building official may determine a historic property is a dangerous building.
Modifications as determined necessary by the building official to correct the dangerous building shall not require a cCertificate of aAppropriateness.
Modifications shall be consistent with the overall architectural design and historic character of the structure and blend in with the surrounding environment. (dg) The planning commission may impose and/or recommend conditions of approval deemed reasonable and necessary on applications that are subject to review and approval or recommendation by the planning commission. (h) Routine maintenance of historic properties, as defined by this chapter, shall be exempt from the modifications requirements of section 30-6.
Section 11. Section 30-7 (Demolition of historic properties) of Chapter 30 of the SAMC is hereby amended to read as follows:
Section 30-7. Demolition of historic properties.
(a) An application of intent to demolish an historic property shall be submitted to the pPlanning and bBuilding aAgency. The planning commission, Aat a duly noticed public hearing noticed in accordance with Section 30-2.5, the planning commission must shall review all applications for demolition permits for historic properties. The commission shall investigate all feasible alternatives to demolition. These alternatives include, but are not limited to:
(1) Seeking private citizens, local trusts, and other financial sources who may be willing to purchase the structure for restoration or relocation. (2) Publicizing the availability of the structure for purchase for restoration or relocation purposes.
(3) Exploring possible sites for relocation of the historic building if on-site preservation is not possible. Any structure relocated under this section shall not require a residential relocation permit, pursuant to section 41-620 of this Code.
(4) Suggesting to the city council that the city purchase the structure when private preservation or relocation is not feasible.
(b) All of the above items are to be completed within two hundred and forty (240) days from the date of application submittal. After two hundred and forty (240) days, or at the conclusion of the environmental review period, whichever is longer, a demolition permit must be issued. Prior to the issuance of the demolition permit, the applicant shall provide, to the reasonable satisfaction of the commission, and at the applicant’s sole cost, a salvage/mitigation plan, complete photo-documentation of archival quality and historical profile of the structure to be demolished, prior to the scheduling of the demolition.
City Council 32 – 21 8/4/2026
Ordinance No. NS-XXX
(c) The building official may determine a historic property is a dangerous building.
Such determination allows the waiver of planning commission review and the required review period for demolition if the historic property is declared a dangerous building.
A determination that a historic property is dangerous shall not preclude a finding that demolition by neglect, as defined in this chapter, has occurred. If the dangerous condition is a result of the owner’s willful or negligent acts or omissions, including failure to comply with the minimum maintenance standards set forth in Section 30-8, the owner shall remain subject to the remedies and enforcement provisions of this chapter, including but not limited to the construction and planning prohibition identified in subsection (d). (d) If the building official determines the historic property meets the definition of demolition by neglect as set forth in this chapter, or that a historic property has been wholly or partially demolished, removed, or materially altered without the required permits or approvals, and further determines that the property is a dangerous building and must be removed as a result of the owner’s or owner’s agent’s failure to adhere to minimum maintenance standards for historic properties as identified in Section 30-8, the following remedial actions shall be taken:
(1) The building official shall notify the owner, or owner’s agent, in writing of the violation within ten (10) business days of the determination. The owner shall effect the removal and disposal of the deteriorated building(s) or structure(s) within sixty (60) days from the date the determination becomes final, including the conclusion of any appeal process. Notwithstanding the foregoing, where the building official determines that an immediate threat to public health or safety exists, the building official may require corrective action within a shorter timeframe as necessary to address the hazard; (2) In addition to any other remedies provided in this chapter, where the building official determines that a historic property has been demolished as a result of demolition by neglect, or has been wholly or partially demolished, removed, or materially altered without the required permits or approvals, the Executive Director of the Planning and Building Agency, or designee, may impose a prohibition on the issuance of discretionary planning approvals and building permits related to new construction on the affected property for a period not to exceed three (3) years.
The duration of the prohibition shall be determined by the Executive Director, or designee, based on substantial evidence in the record. In determining the appropriate length of the prohibition, the Executive Director, or designee, may consider factors including, but not limited to:
a. The degree of deterioration and loss of historic fabric; b. Whether the demolition was willful, negligent, or unavoidable; c. The extent to which the owner failed to comply with prior notices, citations, or orders;
City Council 32 – 22 8/4/2026
Ordinance No. NS-XXX
d. Any efforts made by the owner to preserve or repair the historic property;
e. The economic feasibility of repair or maintenance prior to demolition;
f. Whether strict imposition of the maximum prohibition would deprive the owner of all reasonable use of the property;
g. The impact of the demolition on the historic district or surrounding community; and
h. Any other relevant factors.
The prohibition period shall commence on the date the City obtained actual knowledge of the demolition or the date of final determination following any appeal, whichever is later. Ministerial permits required to protect public health and safety or to stabilize the site shall not be subject to this prohibition.
(3) During the prohibition period, the owner, or the owner’s agent, shall maintain the property in compliance, including any vacant condition resulting from demolition, with the requirements of Chapter 8, Division 3, Article 10 of this Code, as it may be amended from time to time. (e) The owner of a historic property may appeal any city official’s determination pursuant to the appeal procedures set forth in Chapter 3 of this Code. Any such appeal shall be filed within ten (10) calendar days of the date of the written determination. The filing of a timely appeal shall stay enforcement of the determination unless the building official determines that an immediate threat to public health or safety exists. The hearing officer(s) shall affirm, modify, or reverse the determination based on substantial evidence in the record.
Section 12. Section 30-8 (Minimum maintenance standards) of Chapter 30 of the SAMC is hereby amended to read as follows:
Sec. 30-8. Minimum maintenance standards.
(a) All historic properties must be physically maintained such that they remain eligible for historical designation and the building is not in a hazardous or unsafe condition. The owner of a historic property shall adhere to the minimum maintenance standards in this subsection. A property will be in violation of minimum maintenance standards to preserve the historical eligibility and safe condition of a historic property if one or more of the conditions detailed in this section is present. Research to determine the historic character of the property may include, but not be limited to, a review of the California Department of Parks and Recreation Series 523 forms prepared at the time of the property’s historic listing, building plans, building permits, historical photographs, and any available public information.
City Council 32 – 23 8/4/2026
Ordinance No. NS-XXX
(1) Deterioration of exterior walls, foundations or other vertical supports that causes leaning, sagging, splitting, listing or buckling; (2) Deterioration of flooring or floor supports or other horizontal members that causes leaning, sagging, splitting, listing or buckling; (3) Deterioration of external chimneys that causes leaning, sagging, splitting, listing or buckling;
(4) Deterioration of crumbling exterior plasters or mortars; (5) Ineffective waterproofing of exterior walls, roofs, foundations including broken windows and doors;
(6) Defective protection or lack of weather protection for exterior walls and roof coverings including lack of paint or weathering due to lack of paint or other protective covering;
(7) Rotting holes or other forms of decay;
(8) Deterioration of exterior stairs, porches, handrails, window and door frames, cornices, entablatures, wall facings, ornament, trim and other architectural details that cause delamination, instability, loss of shape and form and crumbling;
(9) Unsecured points of ingress and egress, such that the building may be the site of persistent vandalism, squatting, or trespassing; (10) Deteriorated or intentionally removed architectural features identified as character-defining;
(11) Neglect, deterioration, or intentional damage to live vegetation or landscape elements identified as character-defining, where such neglect results in the loss of historic integrity, character, or eligibility of the historic property. b) The building official may determine that historic property exhibits one or more conditions listed in subsection 30.8(a), or another condition of deterioration, but is not dangerous to the extent that it would require demolition without planning commission review, as outlined in Sec. 30-7(c).
Section 13. Section 30-9 (Appeals from decisions of planning commission) of Chapter 30 of the SAMC is hereby amended to read as follows:
Sec. 30-89. Appeals from decisions of planning commission. (a) An appeal from a decision or requirement of the planning commission may be made by any interested party, individual or group.
(b) Any appeal made under the terms of this section shall be made within ten (10) calendar days following the date of the decision by the planning commission, and shall be accompanied by payment of an appeal fee set in such amounts as shall be established by resolution of the city council. Further, such appeal period shall end at 5:00 p.m. on the tenth calendar day following such date of the City Council 32 – 24 8/4/2026
Ordinance No. NS-XXX
decision by the planning commission. If such tenth calendar day ends on a Saturday, Sunday or holiday, the ten-day period shall end at 5:00 p.m. on the next regular business day. The formal action by the planning commission shall become effective on the day following the first regularly scheduled council meeting after the ten-day appeal period, unless the city council, in compliance with section 41-643, section 41-644 or section 41-645, holds a public hearing on the matter, then the decision of the city council will become effective on the day following the hearing and decision by the city council. (c) All appeals shall be in writing and on forms provided by the planning department and shall specify wherein there was any error of decision or requirement by the commission. Furthermore, a copy of such appeal shall be filed with the planning department and the city clerk.
(d) Upon receipt of such appeal, the planning department shall set the matter for hearing by the council.
(e) All appeals shall be heard in the same manner as prescribed for the original hearing.
(f) Upon filing of an appeal, the planning department shall forward to the city clerk a copy of the written findings, maps, papers and exhibits upon which the decision of the planning commission was based.
(g) The council may, after public hearing, affirm, reverse, change, or modify the original decision and may make any additional determination it shall consider appropriate within the limitations imposed by this chapter. The council may also make findings, based on substantial evidence in the record, that demolition by neglect, as defined in this chapter, has occurred, and may impose or uphold remedies and enforcement actions consistent with the provisions of this chapter.
Such decision shall be filed with the city clerk, and the city planning department; one (1) copy thereof shall be sent to the applicant.
Section 14. Section 30-10 (Appeals from decisions or recommendations of planning department staff) of Chapter 30 of the SAMC is hereby amended to read as follows:
Sec. 30-10. Appeals from decisions of the Executive Director. (a) The following decisions of the Executive Director, or designee, may be appealed to the planning commission:
(1) The issuance, denial, or conditioning of a Certificate of Appropriateness issued administratively pursuant to Section 30-6, by any interested party, individual or group; and
(2) The identification of a character-defining feature or features, by the owner of the affected property.
(b) Any appeal made under the terms of this section shall be made within ten (10) calendar days following the date of the decision by the Executive Director.
City Council 32 – 25 8/4/2026
Ordinance No. NS-XXX
Further, such appeal period shall end at 5:00 p.m. on the tenth calendar day following such date of the decision by the Executive Director. If such tenth calendar day ends on a Saturday, Sunday or holiday, the ten-day period shall end at 5:00 p.m. on the next regular business day.
(c) All appeals shall be in writing and on forms provided by the planning department and shall specify wherein there was any error of decision by the Executive Director. The appeal shall be accompanied by the applicable appeal fee, together with any plans, supporting documentation, mailing materials, or other information required by the Executive Director to determine the completeness of the appeal and to process the public hearing.
(d) Upon receipt of such appeal, the planning department shall schedule the matter for hearing by the planning commission at the next available regularly scheduled meeting for which required public notice can be provided in accordance with Section 30-2.5. The planning commission, in making its determination, shall consider the record and such additional evidence deemed relevant and received by it at such hearing. The planning commission, in making such determination, shall be governed by the terms and provisions of this chapter. (e) The planning commission may, after the public hearing, affirm, reverse, change, or modify the original decision and may make any additional determination it shall consider appropriate within the limitations imposed by this chapter. Such decision shall be filed with the secretary of the planning commission, and the city planning department; one (1) copy thereof shall be sent to the applicant. (f) The decision of the commission in concerning an appeal of a decision or recommendation of planning department staff shall be final.
Section 15. Section 30-11 (Historic property disclosure) of Chapter 30 of the SAMC is hereby amended to read as follows:
Sec. 30-11. Historic property disclosure.
(a) If real property is a historic property, as defined by this chapter, including any contributor to a historic district listed on the Register, National Register of Historic Places, or California Register of Historical Resources, or is located within the Heninger Park Specific Development No. 40 (SD-40) zoning designation, the owner of the property shall, in any real property transaction, provide the buyer of the property with a disclosure notice informing the buyer of the property’s historic property status or applicable historic preservation regulations.
(b) The owner shall provide the notice to the buyer before transfer of title. The notice shall consist of a specific disclosure form made accessible to the public by the city, electronically and/or physically. The owner and buyer shall sign the form and each retain a physical or digital copy of the disclosure form.
City Council 32 – 26 8/4/2026
Ordinance No. NS-XXX
Section 16. Section 30-9—30-24 (Reserved) of Chapter 30 of the SAMC is hereby amended to read as follows:
Sec. 30-912—30-24. Reserved.
Section 17. If any section, subsection, sentence, clause, phrase or portion of this ordinance is for any reason held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this ordinance. The City Council of the City of Santa Ana hereby declares that it would have adopted this ordinance and each section, subsection, sentence, clause, phrase or portion thereof irrespective of the fact that any one or more sections, subsections, sentences, clauses, phrases, or portions be declared invalid or unconstitutional.
Section 18. This ordinance shall become effective thirty (30) days after its adoption.
Section 19. The City Clerk shall certify the adoption of this ordinance and shall cause the same to be published as required by law.
ADOPTED this _______ day of ___________, 2026.
_________________________
Valerie Amezcua
Mayor
City Council 32 – 27 8/4/2026
Ordinance No. NS-XXX
APPROVED AS TO FORM:
Sonia R. Carvalho, City Attorney
By:_________________________
Melissa M. Crosthwaite
Senior Assistant City Attorney
AYES: Councilmembers ______________________________________ NOES: Councilmembers _______________________________________ ABSTAIN: Councilmembers _______________________________________ NOT PRESENT: Councilmembers _______________________________________ City Council 32 – 28 8/4/2026
Ordinance No. NS-XXX
CERTIFICATE OF ATTESTATION AND ORIGINALITY
I, ______________, City Clerk, do hereby attest to and certify the attached Ordinance No. NS-____________ to be the original ordinance adopted by the City Council of the City of Santa Ana on _______________, and that said ordinance was published in accordance with the Charter of the City of Santa Ana.
Date: ________________ ____________________________________ Jennifer L. Hall
City Clerk
City of Santa Ana
City Council 32 – 29 8/4/2026
City Manager’s Office
www.santa-ana.gov/cm
Item # 33
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
August 4, 2026
TOPIC: FY 206-2027 to FY 2031-2032 Five-Year Strategic Plan
AGENDA TITLE
City of Santa Ana FY 2026-27 to FY 2031-32 Five-Year Strategic Plan
RECOMMENDED ACTION
Adopt the City of Santa Ana FY 2026-27 to FY 2031-32 Five-Year Strategic Plan.
GOVERNMENT CODE §84308 APPLIES: No
DISCUSSION
In accordance with Section 2-157 of the Santa Ana Municipal Code, the City Manager is responsible for preparing and submitting a five-year Strategic Plan to the City Council.
The Strategic Plan establishes the City's long-term vision, strategic priorities, goals, and performance measures to guide organizational decision-making, resource allocation, and service delivery over the next five fiscal years. The Plan also provides the flexibility to adjust annual initiatives based on available resources and evolving community needs.
The City's previous Strategic Plan covered Fiscal Years (FY) 2020-21 through 2024-25.
Over the past five years, the City has made significant progress toward achieving the goals established in that plan while continuing to respond to changing economic conditions, infrastructure needs, community priorities, and organizational challenges.
Adoption of a new five-year Strategic Plan ensures the City continues to maintain a clear organizational direction and complies with the requirements of the Sunshine Ordinance.
Development of the FY 2026-27 through FY 2031-32 Strategic Plan began in July 2025 with two (2) Executive Management Team goal-setting sessions on July 30, 2025 and August 8, 2025.
In December 2025, the City’s polling consultant conducted a scientific survey of 623 likely voters, which provided a 95% confidence level with a 3.9% margin of error.
City Council 33 – 1 8/4/2026
FY 206-2027 to FY 2031-2032 Five-Year Strategic Plan
August 4, 2026
Although funding interest was not the primary purpose of the survey, the survey included questions to gauge support for various City services. Survey results indicated that voters are predominantly interested in funding public works and public safety.
On January 23, 2026, the City Council participated in a public strategic planning workshop to provide feedback and recommendations directly to the Executive Management Team.
City staff also conducted outreach presentations to introduce the draft Strategic Plan to the community and gather feedback regarding the priorities and services that the City should focus on over the next five years. Presentations were held at a Neighborhood Association Leaders’ meeting on March 24, 2026, a Santa Ana Communication Linkage Forum (Com-Link) on March 26, 2026, and at Latino Health Access on April 6, 2026, and April 29, 2026.
This enhanced community feedback emphasized expanding housing opportunities, supporting youth through educational programs and paid internships, improving transportation infrastructure including roads, sidewalks, bus stops, parking, and street lighting, and enhancing parks, libraries, and recreational amenities. Residents also expressed support for cleaner neighborhoods, assistance for small businesses, expanded services for individuals experiencing homelessness, improved pedestrian safety, and additional programs for residents of all ages.
Following completion of the outreach process, the Executive Management Team refined the City's goals, performance measures, and strategic direction to develop the proposed Strategic Plan in alignment with the adopted budget priorities. The updated plan maintains the City's five Strategic Priorities:
1. Financial Stability: Protect and enhance revenue streams while maintaining a healthy reserve balance to provide for the expenditure of funds in support of the long-term priorities of the City's strategic plan.
2. Community Safety: Provide a safe environment for residents and visitors while reducing crime and addressing the impacts of homelessness on our quality of life.
3. Modern Facilities and Infrastructure: Ensure maintenance and preservation of City facilities and roadways to better serve the population and visitors.
4. Efficient City Services: Streamline the methods of providing services to help ensure doing business with the City is easier and more efficient.
5. Economic Diversification and Expansion: Enhance economic vitality by growing revenue streams, attracting quality jobs, and diverse businesses, developing housing opportunities, and desired amenities for residents.
City Council 33 – 2 8/4/2026
FY 206-2027 to FY 2031-2032 Five-Year Strategic Plan
August 4, 2026
Each Strategic Priority includes measurable goals and performance measures that are designed to guide City operations over the next five years. Consistent with prior practice, department-specific strategic initiatives will continue to be developed annually in support of these goals through the City's budget and work planning processes.
The proposed Strategic Plan is included as Exhibit 1.
ENVIRONMENTAL IMPACT
There is no environmental impact associated with this action.
FISCAL IMPACT
There is no fiscal impact associated with this action.
EXHIBIT(S)
1. City of Santa Ana FY2026-27 to FY2031-32 Strategic Plan Submitted By: Sylvia Vazquez, Deputy City Manager
Approved By: Alvaro Nuñez, City Manager
City Council 33 – 3 8/4/2026
FY 2026-27 to FY 2031-32
STRATEGIC PLAN
FINANCIAL
STABILITY
COMMUNITY
SAFETY
MODERN
FACILITIES &
INFRASTRUCTURE
EFFICIENT
CITY
SERVICES
ECONOMIC
DIVERSIFICATION
& EXPANSION
DRAFT EXHIBIT 1
City Council 33 – 4 8/4/2026
City of Santa Ana 2 5-Year Strategic Plan
LETTER FROM THE CITY MANAGER
Mayor, Mayor Pro Tem, and Members of the City Council,
It is my honor to present the City of Santa Ana's FY 2026-27 to FY 2031-32 Five-Year Strategic Plan. This Strategic Plan seeks to establish the City's vision for the future and serves as the blueprint for our investment of resources, delivery of exceptional public services, and continued organizational excellence over the next five years.
Since the adoption of the previous strategic plan, the City has made meaningful progress in modernizing critical infrastructure and parks, expanding public safety initiatives, enhanced City services, strengthened financial practices, and advanced projects and programs that improve the quality of life for our residents. These achievements reflect the leadership of the City Council, the dedication of City employees, and a steadfast commitment to serving our community with distinction.
This Strategic Plan reaffirms the City’s commitment to excellence and continuous improvement. As we look to our future, our responsibility is to maintain this momentum and to build upon the progress already achieved. Santa Ana continues to evolve as one of California's most dynamic and diverse cities, creating new opportunities to grow our economy, improve our neighborhoods, modernize our infrastructure and parks, and deliver the high-quality municipal services our residents deserve.
The priorities and initiatives outlined in this plan will guide annual budgets, departmental work plans, capital investments, and performance measurement. They also provide a disciplined framework for allocating resources, tracking results, and adapting to changing community needs and economic conditions.
The plan was developed with input from the City Council, Executive Management Team, and community stakeholders. Their valuable input helped shape a plan that reflects the current priorities of our community while positioning the City for continued success in the years ahead.
I extend my sincere appreciation to the Mayor, City Council, City employees, and our community partners for their leadership and continued dedication to our City. I look forward to working together to implement this Strategic Plan and continue moving Santa Ana forward.
Sincerely,
Alvaro Nuñez, City Manager
City of Santa Ana
DRAFT EXHIBIT 1
City Council 33 – 5 8/4/2026
Thai Viet Phan
Councilmember Ward 1
Benjamin Vazquez
Councilmember Ward 2
Jessie Lopez
Councilmember Ward 3
Phil Bacerra
Councilmember Ward 4
Johnathan Ryan Hernandez
Councilmember Ward 5
David Penaloza
Mayor Pro Tem Ward 6
Valerie Amezcua
Mayor
Contact information, meeting agendas, the ward map, and other information is available on the City’s website at: https://www.santa-ana.org/departments/city-council/.
SANTA ANA CITY COUNCIL
The City Council is elected by Santa Ana voters and leads policy making and decisions on how to allocate resources to services.
DRAFT EXHIBIT 1
City Council 33 – 6 8/4/2026
City of Santa Ana 4 5-Year Strategic Plan
TABLE OF CONTENTS
LETTER FROM THE CITY MANAGER............................................................................................................... 2 SANTA ANA CITY COUNCIL............................................................................................................................ 3 Purpose of the Strategic Plan........................................................................................................................ 6 Structure of the Strategic Plan...................................................................................................................... 6 Current State Summary ................................................................................................................................ 8 Community Input.......................................................................................................................................... 8 Community Budget Priority Survey Responses...........................................................................................10 FIVE-YEAR STRATEGIC DIRECTION ..............................................................................................................14 Mission....................................................................................................................................................15 Shared Values and Guiding Principles.....................................................................................................15 Strategic Priorities...................................................................................................................................16 Five-Year Vision.......................................................................................................................................16 FINANCIAL STABILITY ..................................................................................................................................17 Current State...........................................................................................................................................18 Strategic Goals & Supporting Initiatives................................................................................................. 19 COMMUNITY SAFETY ..................................................................................................................................21 Current State...........................................................................................................................................22 Strategic Goals & Supporting Initiatives................................................................................................. 24 MODERN FACILITIES & INFRASTRUCTURE..................................................................................................27 Current State...........................................................................................................................................28 Strategic Goals & Supporting Initiatives................................................................................................. 31 EFFICIENT CITY SERVICES ............................................................................................................................33 Current State...........................................................................................................................................34 Strategic Goals & Supporting Initiatives................................................................................................. 36 ECONOMIC DIVERSIFICATION & EXPANSION .............................................................................................38 Current State...........................................................................................................................................39 Strategic Goals & Supporting Initiatives................................................................................................. 42 DRAFT EXHIBIT 1
City Council 33 – 7 8/4/2026
STRATEGIC PLAN
OVERVIEW
FINANCIAL
STABILITY
COMMUNITY
SAFETY
MODERN
FACILITIES &
INFRASTRUCTURE
EFFICIENT
CITY
SERVICES
ECONOMIC
DIVERSIFICATION
& EXPANSION
DRAFT EXHIBIT 1
City Council 33 – 8 8/4/2026
City of Santa Ana 6 5-Year Strategic Plan
Purpose of the Strategic Plan
As required by the City’s Sunshine Ordinance (SAMC Section 2-157), this strategic plan sets the City of Santa Ana’s over-arching direction for the next five years with goals and performance measures. This strategic plan was designed to allow for the appropriate adaptability so that annual initiatives can be pursued based on resources available.
Overview of the Planning Process
Structure of the Strategic Plan
In 2020, the City adopted five Strategic Priorities identified in the following graphic to achieve the City’s vision for its future: Financial Stability, Community Safety, Modern Facilities & Infrastructure, Efficient City Services, and Economic Diversification & Expansion. As policy makers, the City Council will ensure the City maintains its focus on Strategic Priorities, and provide support by allocating resources.
Strategic Goals have measurable outcomes and are obtained through completion of initiatives.
The City Manager will ensure accountability and progress towards the goals in support of Strategic Priorities.
Strategic Initiatives are individual or department specific projectsto achieve Strategic Goals. The Executive Management Team will identify the level of effort and resources necessary to complete the Initiatives in support of the Strategic Goals and hold their departments accountable for completion.
Executive Management Team Goal Setting
• July 15, 2025
• August 7, 2025
City Council Goal Setting
• January 23, 2026
Executive Management Team Review
• March 5, 2026
Public Meetings
• March 24, 2026 - Neighborhood Leaders Meeting
• March 26, 2026 - Santa Ana Communication Linkage Forum (Com-Link) • April 6, 2026 - Latino Health Access
• April 27, 2026 - Latino Health Access (Youth)
City Council Adoption
• August 4, 2026
DRAFT EXHIBIT 1
City Council 33 – 9 8/4/2026
CURRENT STATE
FINANCIAL
STABILITY
COMMUNITY
SAFETY
MODERN
FACILITIES &
INFRASTRUCTURE
EFFICIENT
CITY
SERVICES
ECONOMIC
DIVERSIFICATION
& EXPANSION
DRAFT EXHIBIT 1
City Council 33 – 10 8/4/2026
City of Santa Ana 8 5-Year Strategic Plan
Current State Summary
Santa Ana is the heart of Orange County, known
to be a business-friendly environment with low
unemployment, high quality of life, and
plentiful access to public parks and open
spaces. Orange County continues to grow as a
major metropolitan center within California.
Santa Ana has a unique cultural diversity and a
great location near the California coast to live,
work, and do business.
Over the last five years, the City completed a comprehensive General Plan update, establishing a forward-looking vision for community growth and prosperity over the next 20 years. The City is actively taking necessary steps to implement the adopted plan, and has made significant investments in infrastructure and City facilities using federal money from the America Rescue Plan Act of 2021 (ARPA), other restricted funding including earmarks and grants, as well as general revenue from the local sales tax and cannabis business tax. The general revenue has also funded enhanced services such as a higher level of park maintenance, more youth programs, faster permitting and clean-up related to graffiti and the homeless.
To thrive in the long-term, Santa Ana must continue investing in its existing infrastructure so it can support anticipated development. The City must also continue to diversify its economy to realize more jobs in the community, more urban renewal, and expanded revenue to support the growing demands for City services. The City must make budget decisions to balance the needs of the community with the City’s long-term viability, which will require maximizing revenue, investing to improve service delivery efficiency, and preparing for increased demands on the City’s infrastructure and for more services as this community grows.
Community Input
In accordance with SAMC 2-157(a), the City Manager prepared and submitted to the City Council a strategic plan setting forth the City's mission, values, five-year goals with performance measures, and detailed initiatives to achieve the goals.
Prior to submitting the strategic plan to the City Council, the City Manager conducted public meetings to review a draft of the plan with the public and receive input from the public regarding the plan.
Moving forward, the City Manager will conduct an annual public meeting to present the City's five-year strategic plan to the community. The purpose of the meeting will be to review the City's progress in achieving its plan and goals with the community and to gain public input on any issues related to the city's five-year strategic plan.
DRAFT EXHIBIT 1
City Council 33 – 11 8/4/2026
City of Santa Ana 9 5-Year Strategic Plan
In December 2025, the City’s polling consultant conducted a scientific survey of 623 likely voters, which provided a 95% confidence level with a 3.9% margin of error. Although the primary purpose of the survey was to test a potential revenue ballot measure, the survey included questions to test support for various City services. Results indicate that voters are primarily interested in funding public works and public safety.
The noted percentage of respondents strongly or somewhat favored the following:
• 91% - Removing graffiti and cleaning up piles of trash and litter along streets, sidewalks, and in public areas.
• 90% - Keeping parks and playgrounds safe, clean, and well-maintained. • 90% - Fixing potholes and paving/maintaining city streets. • 89% - Providing quick responses to 911 emergencies.
• Repairing aging infrastructure including storm drains, bridges, sidewalk, and public facilities.
• 88% - Providing fire protection and paramedic services. • 84% - Addressing homelessness .
The following graphic was included in the final report of the scientific survey and summarized the response to an open-ended question about changes to improve the City.
The City’s Budget Office has an open budget priority survey on the City’s website, available throughout the fiscal year. The following graphics are a dashboard snapshot of results from the beginning of FY 2025-26 through June 18, 2026.
DRAFT EXHIBIT 1
City Council 33 – 12 8/4/2026
City of Santa Ana 10 5-Year Strategic Plan
FY 2026-27 Community Budget Priority
Survey Responses
DRAFT EXHIBIT 1
City Council 33 – 13 8/4/2026
City of Santa Ana 11 5-Year Strategic Plan
629
377 381
336
158
36 33
0 100
200
300
400
500
600
700
How Did You Find the Survey?
130
319
758
413
145
Very satisfied
Satisfied
Not Satisfied Neutral
Not Sure / Don't Know
Budget Process Satisfaction
DRAFT EXHIBIT 1
City Council 33 – 14 8/4/2026
City of Santa Ana 12 5-Year Strategic Plan
DRAFT EXHIBIT 1
City Council 33 – 15 8/4/2026
City of Santa Ana 13 5-Year Strategic Plan
0 50
100
150
200
250
300
350
400
450
Weekly Survey Submissions
23 65 60
320
265
392
979
37 0
200
400
600
800
1000
1200
October November December January February March April May Monthly Responses
DRAFT EXHIBIT 1
City Council 33 – 16 8/4/2026
FIVE-YEAR
STRATEGIC DECISION
FINANCIAL
STABILITY
COMMUNITY
SAFETY
MODERN
FACILITIES &
INFRASTRUCTURE
EFFICIENT
CITY
SERVICES
ECONOMIC
DIVERSIFICATION
& EXPANSION
DRAFT EXHIBIT 1
City Council 33 – 17 8/4/2026
City of Santa Ana 15 5-Year Strategic Plan
Vision
Santa Ana is a city that promotes the health and wellness of all residents, with a civic culture that actively embraces the power of diversity. Our city invests in resources that create economic opportunities for the next generation, and it is a community that celebrates our past while working together to create a sustainable future.
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.
Shared Values and Guiding Principles
Shared values include community well-being, inclusion, collaboration, competence, professionalism, accountability, and innovation.
Guiding principles include:
• Accountability: We provide information openly and hold ourselves accountable to the public regarding our actions and decisions.
• Collaboration: We actively engage and include all community stakeholders. • Efficiency: We are a results and performance-driven organization that continuously seeks to streamline operations and focuses on the productive use of resources. • 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 who are committed to quality customer service.
• Fiscal Responsibility: We utilize financial assets and resources in a prudent manner to ensure core service delivery, economic stability, and growth. • Innovation: We promote a culture that encourages creativity and entrepreneurship in delivering valuable public services.
Operational Realities:
• Public demand for service can stretch the City too thin to adequately address shared values; and
• Unfunded mandates, such as increasing housing requirements without funding for the supportive infrastructure, limit the City’s flexibility to provide the highest priority services for the community.
Moving forward, we must commit to quantifying the full fiscal impact of decisions including maintenance and long-term replacement; and staffing multipliers for facility, support, and management. We must also commit to prioritization based on community input, core services, and risk management.
DRAFT EXHIBIT 1
City Council 33 – 18 8/4/2026
City of Santa Ana 16 5-Year Strategic Plan
Strategic Priorities
• Financial Stability: Protect and enhance revenue streams while maintaining a healthy reserve balance to provide for the expenditure of funds in support of the long-term priorities of the City's strategic plan.
• Community Safety: Provide a safe environment for residents and visitors while reducing crime and addressing the impacts of homelessness on our quality of life. • Modern Facilities & Infrastructure: Ensure maintenance and preservation of City facilities and roadways to better serve the population and visitors. • Efficient City Services: Streamline the methods of providing services to help ensure doing business with the City is easier and more efficient.
• Economic Diversification & Expansion: Enhance economic vitality by growing revenue streams, attracting quality jobs, and diverse businesses, developing housing opportunities, and desired amenities for residents.
Five-Year Vision
By 2031, Santa Ana will honor its rich cultural history as it becomes a thriving urban center with welcoming green spaces and world-class amenities, services, and infrastructure. The efficient and financially stable City government will support further diversification of Santa Ana’s housing and economy, increase the community’s safety, and support programs and services that enhance residents’ quality of life.
DRAFT EXHIBIT 1
City Council 33 – 19 8/4/2026
FINANCIAL
STABILITY
FINANCIAL
STABILITY
COMMUNITY
SAFETY
MODERN
FACILITIES &
INFRASTRUCTURE
EFFICIENT
CITY
SERVICES
ECONOMIC
DIVERSIFICATION
& EXPANSION
DRAFT EXHIBIT 1
City Council 33 – 20 8/4/2026
City of Santa Ana 18 5-Year Strategic Plan
Financial Stability
Protect and enhance revenue streams while maintaining a healthy reserve balance to provide for the expenditure of funds in support of the long-term priorities of the City's strategic plan.
Current State
Santa Ana maintains diversified revenue sources, balanced budgets, AA credit rating, and a reserve balance equal to 18% of annual revenue or approximately $76.9 million. These reserves provide financial stability for emergencies and support of cash flow.
Santa Ana serves as the seat of Orange County, and has a large number of properties owned by public agencies, not-for-profit groups, and social and religious institutions that do not generate tax revenue, yet utilize the services of public safety and right-of-way maintenance. In addition, the OC Streetcar in Santa Ana requires City resources for safety and maintenance. Public safety and construction costs, which are community priorities, continue to increase faster than the City’s revenue sources.
Orange County cities rely on a variety
of revenue sources to support essential
services. In Santa Ana, voters have
demonstrated their commitment to
investing in the community by
approving a local sales tax measure and
authorizing locally regulated cannabis
businesses, creating important General Fund revenue streams. Over the last three years, the local sales tax add-on (20% of General Fund) and Cannabis business tax (3% of General Fund) have experienced a decreasing trend. The 1.5% local sales tax add-on is scheduled to decrease by 0.5% on April 1, 2029, reducing General Fund revenue by up to $30 million annually.
As a full developed community, Santa Ana’s offers opportunity for infill development and redevelopment of private property. The City Council approved two of the largest mixed-use communities in the region under the 2022 General Plan growth strategy. Located within the South Bristol Street Focus Area, the Related Bristol project is expected to generate net revenue of $7.9 million when fully built out as early as 2036. The Village project is expected to generate net revenue of $2.3 million when fully built out as early as 2045. These two significant projects will increase the City’s revenue by only approximately 2.5% in 2026 dollars, with completion nearly 20 years in the future.
As the civic capital of Orange County, Santa Ana also has unique opportunities to leverage its role as the region's governmental and civic center to attract investment, strengthen partnerships, and enhance economic activity that benefits residents and businesses. The City must focus on longterm stability with prioritized spending in key areas that promote economic growth, protecting the City’s revenue sources, renegotiating use agreements for City-owned property, improving development prospects, and examining cost-based fees.
DRAFT EXHIBIT 1
City Council 33 – 21 8/4/2026
City of Santa Ana 19 5-Year Strategic Plan
Strategic Goals & Supporting Initiatives
GOAL PERFORMANCE MEASUREMENT
Protect and maximize collection of local
revenue sources
General Fund revenue increases by more than
2% per year
INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD
Provide local sales tax information and ask
the voters to remove the sunset and
maintain the current rate. Without action,
the current 1.5% rate will decrease to 1.0%
on April 1, 2029 and the City will lose
approximately $30 million of General Fund
revenue.
$17,000 election cost for
ballot measure.
Assistant City
Manager
Develop and execute a plan for the
California State University of Fullerton
(CSUF) lease for the Grand Central property
in downtown Santa Ana to achieve a net
positive cash flow. The current term of the
lease ends January 1, 2029.
Executive Director of
Community
Development
Complete the Development Impact Fee
study and make recommendations.
Executive Director of
Public Works
GOAL PERFORMANCE MEASUREMENT
Reduce General Fund subsidy to City
facilities including River View Golf Course,
Santa Ana Zoo, and Santa Ana Regional
Transit Center
Decreasing annual trend of General Fund
subsidies
INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD
Develop and execute a plan to increase
revenue from the River View Golf Course,
including service and rental enhancements.
Cost of materials and
improvements.
Executive Director of
Parks, Recreation &
Community Services
Continue implementation of the Santa Ana
Zoo Master and Strategic Plan to increase
visitation and revenue.
Cost of materials and
improvements.
Executive Director of
Parks, Recreation &
Community Services
Update the staff-developed plan for the
Eddie West Stadium, and develop
recommendations to continue increasing
usage and resulting revenue.
Cost of materials and
improvements.
Executive Director of
Parks, Recreation &
Community Services
Develop and execute a plan to increase
revenue from the Santa Ana Regional
Transportation Center.
Cost of materials and
improvements.
Executive Directors of
Public Works and
Community
Development
DRAFT EXHIBIT 1
City Council 33 – 22 8/4/2026
City of Santa Ana 20 5-Year Strategic Plan
GOAL PERFORMANCE MEASUREMENT
Reduce City legal liability Demonstrate a decreasing trend of payments for claims filed 2026 or later
INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD
Make improvements to facilities and
practices to reduce general liability.
Cost of improvements. Executive Director of
Public Works
Rework the workers compensation process. Executive Director of Human Resources
Reduce liability through early intervention
systems and return-to-work programs.
Contracted services with
medical professional(s).
Executive Director of
Human Resources
Implement a return-to-work program
Citywide.
Contracted services with
medical professional(s).
Executive Director of
Human Resources
Implement loss prevention
recommendations from the City’s risk pool.
Cost of recommended
improvements.
Executive Director of
Human Resources
GOAL PERFORMANCE MEASUREMENT
Control costs Propose a balanced recurring General Fund budget every fiscal year
INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD
Explore a solution for animal shelter services
and make a recommendation to City Council
to control costs.
Police Chief
Install smart monitoring systems in major
City facilities to reduce energy use.
Cost to install monitoring
systems.
Executive Director of
Public Works
GOAL PERFORMANCE MEASUREMENT
Pursue external funding for City services
and infrastructure development
An increasing trend of new awards
INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD
Increase the number of grant applications
and interactions with state and federal
elected officials.
City Manager’s Office
and Executive Director
of Public Works
GOAL PERFORMANCE MEASUREMENT
Ensure fiscal stability of water and sewer
enterprises.
Recommendations are delivered to City Council
by June 30, 2027.
INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD
Complete recommendations for rate
adjustments for City Council consideration.
Executive Directors of
Public Works and
Finance
DRAFT EXHIBIT 1
City Council 33 – 23 8/4/2026
COMMUNITY SAFETY
FINANCIAL
STABILITY
COMMUNITY
SAFETY
MODERN
FACILITIES &
INFRASTRUCTURE
EFFICIENT
CITY
SERVICES
ECONOMIC
DIVERSIFICATION
& EXPANSION
DRAFT EXHIBIT 1
City Council 33 – 24 8/4/2026
City of Santa Ana 22 5-Year Strategic Plan
Community Safety
Protect life, property, and quality of life through proactive policing, traffic safety and Vision Zero strategies, strategic partnerships, constitutional enforcement, and data-driven deployment of resources aligned with the City’s long-term strategic priorities.
Current State
Santa Ana continues to prioritize community safety as a foundational service and core responsibility of local government. The Police Department provides 24-hour patrol services, specialized investigations, traffic enforcement, gang suppression, narcotics enforcement, homeless outreach, and emergency
response. The Orange County Fire
Authority responds to a high demand for
service, with more than 70% of calls for
emergency medical services. The Code
Enforcement Division provides for
community preservation and revenue
generation through addressing
unpermitted work and business operations
on private properties, and through
administration of the City’s Commercial
Cannabis regulatory program.
The City faces unique public safety challenges as the County seat of Orange County. Government buildings, courts, and regional transit hubs generate high daytime populations, increasing calls for service and demands on infrastructure. Government-owned properties do not generate tax revenue yet require full public safety services. The OC Streetcar introduces new enforcement, safety, and maintenance demands requiring coordination across multiple agencies.
Traffic safety is also a critical component of community safety. The City Council adopted the Santa Ana Vision Zero Action Plan in 2024, establishing a data-driven framework to eliminate traffic-related fatalities and serious injuries by 2040. Through coordinated engineering, education, enforcement, community engagement, and evaluation, the City will continue prioritizing high-risk corridors and incorporating pedestrian- and bicycle-safety improvements into future transportation projects.
Calls for service remain high, and complex incidents, including mental health crises, homelessness-related issues, retail theft, gang activity, narcotics distribution, and traffic collisions, continue to require significant personnel resources. Public safety costs, including personnel, equipment, training, and liability exposure, continue to rise faster than traditional revenue sources.
DRAFT EXHIBIT 1
City Council 33 – 25 8/4/2026
City of Santa Ana 23 5-Year Strategic Plan
The City has implemented Quality of Life Teams (QOLT), targeted traffic enforcement, community policing strategies, and technology enhancements, including license plate readers , and digital evidence systems to increase efficiency and effectiveness. However, staffing levels, infrastructure demands, and state legislative mandates continue to place pressure on operational capacity.
Long-term sustainability requires balancing proactive crime prevention, constitutional policing, community trust, officer wellness, and fiscal responsibility. The City must strategically deploy resources, leverage technology, mitigate liability exposure, and strengthen partnerships to maintain and enhance public safety outcomes.
DRAFT EXHIBIT 1
City Council 33 – 26 8/4/2026
City of Santa Ana 24 5-Year Strategic Plan
Strategic Goals & Supporting Initiatives
GOAL PERFORMANCE MEASUREMENT
Prioritize police response effectiveness Decreasing trend of Priority 1 response time annually
INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD
Implement and evaluate the Drone as First
Responder (DFR) program.
Equipment, FAA
compliance budget,
additional staffing.
Police Chief
GOAL PERFORMANCE MEASUREMENT
Prioritize addressing property and violent
crime, including human trafficking and
organized crime.
Decreasing trend of Part 1 and violent crime
statistics annually
INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD
Expand data-driven deployment and realtime crime analysis.Technology investment and staff training.
Police Chief
GOAL PERFORMANCE MEASUREMENT
Prioritize traffic safety and advance Vision
Zero Plan
Decreasing trend of fatal, serious-injury and
DUI collisions, including those involving
pedestrian and bicyclists
INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD
Target traffic enforcement in high-injury
corridors.
Prioritized Police Officer
Assignments.
Police Chief
Teach pedestrian and bike safety at City
events and work with school districts to
support the initiative.
Police Chief
Incorporate Vision Zero engineering
treatments into capital improvement and
street rehabilitation projects, with an
emphasis on pedestrian, bicycle, and
intersection safety.
Executive Director of
Public Works
GOAL PERFORMANCE MEASUREMENT
Prioritize constitutional policing to reduce
liability
Decreasing trend in claims filed 2026 or later
INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD
Maintain ongoing implementation of
constitutional police training and supervisory
oversight.
Training budget. Police Chief
DRAFT EXHIBIT 1
City Council 33 – 27 8/4/2026
City of Santa Ana 25 5-Year Strategic Plan
GOAL PERFORMANCE MEASUREMENT
Prioritize police officer recruitment and
retention
Decreasing vacancy rate
INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD
Enhance police officer recruitment strategies,
and support officer wellness.
Prioritized Police
Department
administrative resources.
Police Chief
GOAL PERFORMANCE MEASUREMENT
Prioritize community trust and engagement Increasing trend of community satisfaction via survey results, and the number of community
participation engagements
INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD
Expand community engagement initiatives
and transparency reporting.
Communication
materials budget.
Police Chief
GOAL PERFORMANCE MEASUREMENT
Reduce adverse impacts of homelessness
and improve unhoused accessibility to
shelter and resources
Decreasing number of homeless individuals
identified in each point-in-time count
INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD
Develop a long-term plan for the future of
the Navigation Center inclusive of
preventative maintenance and identification
of alternative funding sources.
Executive Director of
Community
Development
Develop additional methods to encourage
self-sufficiency to decrease the length of
shelter stays.
Executive Director of
Community
Development
Enforce reservation of beds for Santa Ana
residents at the Yale Navigation Center.
Executive Director of
Community
Development
Lobby with State and Federal for money to
help with homeless issues.
Deputy City Manager
DRAFT EXHIBIT 1
City Council 33 – 28 8/4/2026
City of Santa Ana 26 5-Year Strategic Plan
GOAL PERFORMANCE MEASUREMENT
Improve Emergency Medical Response There is a decreasing trend of emergency medical response time
INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD
Move forward with an EMS coverage study,
looking for data-driven opportunities to
restructure resources, bifurcate call
response, and improve 911 call routing
efficiency.
Coordination with the
City’s fire service
provider and other public
safety partners.
Consulting services and
related costs to conduct
the EMS coverage study,
as well as potential
additional funding
needed to implement
recommendations that
may result from the
study.
Executive Director of
Finance and Assigned
Deputy Chief of the
Orange County Fire
Authority
DRAFT EXHIBIT 1
City Council 33 – 29 8/4/2026
MODERN FACILITIES
& INFRASTRUCTURE
FINANCIAL
STABILITY
COMMUNITY
SAFETY
MODERN
FACILITIES &
INFRASTRUCTURE
EFFICIENT
CITY
SERVICES
ECONOMIC
DIVERSIFICATION
& EXPANSION
DRAFT EXHIBIT 1
City Council 33 – 30 8/4/2026
City of Santa Ana 28 5-Year Strategic Plan
Modern Facilities & Infrastructure
Ensure maintenance and preservation of City facilities and roadways to better serve the population and visitors.
Current State
Santa Ana has an extensive infrastructure network and public facilities. The transportation network is comprised of 454 miles of roadways, 800 miles of sidewalk, 16,000 street lights and 326 signalized intersections serving average traffic volumes of approximately 600,000 vehicle, 17,000 bicyclist and 53,000 pedestrian trips per day. As part of this transportation network the City maintains an urban forest of approximately 50,000 street trees and storm drainage facilities including approximately 90 miles of storm drains. The City roadway network’s average Pavement Condition Index, a measure of roadway quality, is 76.8 (a newly paved street is 100). Falling below 75 will result in more costly street improvement treatments.
Pavement Life (Years)
According to the most recent Pavement Management Plan study, the City needs to invest about $20M annually, just on street pavement alone, to maintain the PCI at its current level.
A major concern is the condition of the City’s sidewalks. Defects are reported by the community and confirmed by staff. These defects have been temporarily addressed via asphalt ramps or grinding but will need to be reconstructed at some point. The present quantified sidewalk investment need is approximately $14.6 million. Staff estimates of unreported sidewalk defects may be 2 to 3 times the number of reported locations.
Funding to maintain the transportation network primarily comes from Gas Taxes ($17.4 million in FY 2025-26), the County-wide Measure M2 local sales tax measure ($6.3 million in FY 2025-26) and the City’s General Fund ($18.5 million). In order to receive Measure M2 funds the City must spend a minimum amount called the Maintenance of Effort (MOE) from the General Fund toward the transportation network. The MOE requires at least $10.3 million in General Fund spending toward eligible roadway expenditures. Since the adoption of the local sales tax add-on, the City has been able to invest additional General Fund dollars to improve the transportation network 0 20
40 60
80 100
Pavement Conditions Index
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
DRAFT EXHIBIT 1
City Council 33 – 31 8/4/2026
City of Santa Ana 29 5-Year Strategic Plan
and meet Measure M2 requirements. The added funding has allowed the City to make significant investments in the roadway network but more is needed, as the cost of construction continues to outpace overall inflation and revenue. The Construction Cost Index for California has grown 61% over the last 10 years.
Santa Ana’s water and sewer utilities are award-winning and comprised of approximately 480 miles of water main, 21 groundwater wells, 7 pump stations, 10 reservoirs with a storage capacity of 49 million gallons. The system has an average daily demand of 30 million gallons from its roughly 45,500 metered service connections. The sanitary sewer system consists of approximately 400 miles of sewer main, 7,000 manholes, 46,000 sewer laterals, and two sewage lift stations. The cost to keep these critical assets operational and invest in their replacement comes from the water and sewer rates charged to and collected from the community they serve.
The California Constitution, via Proposition 218, mandates that all revenue collected from water and sewer charges is solely used for water and sewer operations and infrastructure related expenses.
Per- and Polyfluoroalkyl
Substances (PFAS)
emerged as a known
contaminant in recent
years, and in 2024 the
Environmental Protection
Agency adopted a
maximum contaminant
level requiring public
water systems to treat
and remove PFAS from
drinking water. This new
treatment requirement has added an unplanned significant increase in capital, maintenance, and 0 2,000
4,000
6,000
8,000
10,000
12,000
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Construction Cost Index
Salvador Quintana Park; 712 S Bristol St, Santa Ana, CA DRAFT EXHIBIT 1
City Council 33 – 32 8/4/2026
City of Santa Ana 30 5-Year Strategic Plan
operational expenses. Furthermore, 50% of the water distribution infrastructure is past its useful life and an estimated 70% will reach its useful life by 2040. Similarly, the sewer system requires an average of four (4) miles of pipe replacement per year for the next 100 years, but currently, only about one (1) mile of replacement per year can be afforded. The City has conducted a water and sewer rate study and the City Council will be asked to increase rates during 2026.
Santa Ana also maintains over 370 acres of public parks, 13 miles of trail corridors, as well as public buildings including City Hall, the City Corporate Yard, 12 community centers, 5 aquatic facilities, 4 public library locations and 10 fire stations. Many of the parks, libraries, and public facilities have benefited from major renovations and improvements made possible by one-time funds from the American Rescue Plan (ARPA) and other grants, but a majority of the City’s public buildings are still in need of major renovations and system upgrades. Funding for the maintenance and replacement of these facilities relies heavily on the City General Fund.
However, replacement and improvements are typically supplemented by developer impact fees and grants when available.
The City must focus on
maintaining the existing
assets to reduce exposure
to liability and ensure they
serve the public through
their planned useful
lifespan as well as plan for
the replacement of the
facilities that have
surpassed their useful life.
DRAFT EXHIBIT 1
City Council 33 – 33 8/4/2026
City of Santa Ana 31 5-Year Strategic Plan
Strategic Goals & Supporting Initiatives
GOAL PERFORMANCE MEASUREMENT
Timely completion of City Council
approved and funded capital
improvement projects
Increasing trend of the percentage of CIP
budget spent each fiscal year
INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD
Improve project readiness before budget
authorization.
Executive Director of
Public Works
Strengthen project management practices
to minimize delays and additional costs.
Training budget. Executive Director of
Public Works
Streamline procurement and contracting to
secure best value, as opposed to focusing on
the lowest bid without fully assessing other
value-added factors; and incentivize early
project completion.
Training budget. Executive Director of
Public Works
GOAL PERFORMANCE MEASUREMENT
Prioritize allocation of General Fund
surplus and increased revenues to
infrastructure repair and improvement
Increasing trend of percentage of General Fund
revenue used for infrastructure repair and
improvement
INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD
Prepare recommendations to allocate
increasing revenue, one-time surplus, and
relieved revenue resulting from efficiencies
to infrastructure, including roads, storm
drains and sidewalks, as external funding is
not sufficient to meet the City’s needs.
Executive Director of
Public Works and
Finance
GOAL PERFORMANCE MEASUREMENT
Prioritize infrastructure projects based on
professional studies
The Seven-Year Capital Improvement Plan
includes specific prioritized projects, both
funded and unfunded
INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD
Develop a plan of prioritization for unfunded
CIP projects identified by master plans.
Executive Director of
Public Works
Implement a methodical sidewalk repair
program.
Executive Director of
Public Works
Prioritize fire station rehabilitation and
identify funding source(s).
Executive Director of
Public Works
DRAFT EXHIBIT 1
City Council 33 – 34 8/4/2026
City of Santa Ana 32 5-Year Strategic Plan
GOAL PERFORMANCE MEASUREMENT
Establish a plan for future Civic Center
Development
A plan is publicly presented to City Council by
December 2027
INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD
Establish a plan for future Civic Center
Development.
FY25-26 budget includes
$1 million for planning
purposes. Additional
funding may be needed.
Assistant City
Manager, Executive
Director of
Community
Development,
Executive Director of
Public Works
Continue to work with the County to obtain
control of assets surrounding City property.
Assistant City
Manager
DRAFT EXHIBIT 1
City Council 33 – 35 8/4/2026
EFFICIENT CITY
SERVICES
FINANCIAL
STABILITY
COMMUNITY
SAFETY
MODERN
FACILITIES &
INFRASTRUCTURE
EFFICIENT
CITY
SERVICES
ECONOMIC
DIVERSIFICATION
& EXPANSION
DRAFT EXHIBIT 1
City Council 33 – 36 8/4/2026
City of Santa Ana 34 5-Year Strategic Plan
Efficient City Services
Streamline methods of providing service to ensure public interactions with the City are accessible, timely, consistent, efficient, and less burdensome on City resources.
Current State
Santa Ana provides a wide range of municipal services to a large and growing population.
Residents and businesses increasingly expect timely and convenient interactions with the City, including online services, faster approvals, and clear communication regarding City processes.
Over the last several years, the City has taken significant measures to improve service delivery through process improvements, technology investments, and staffing enhancements in key departments. These efforts have resulted in faster response times in several areas, including permit processing, graffiti removal, and maintenance services.
Public Works transitioned its plan-review process online, reducing paper use, storage needs, delays, and in-person visits. The Information Technology Department updated the My Santa Ana application so residents can report maintenance and safety concerns in English, Spanish, and Vietnamese. Finance expanded secure and convenient payment options through online Santa Ana Zoo ticketing, citywide
chip-enabled payment
terminals, and online and inperson Rental Registry Fee payments. Parks, Recreation
and Community Services
streamlined athletic-field
permitting and reduced
duplicative information
requirements. The Library
expanded access through
mobile services, an additional
location at the Delhi
Community Center, and a selfservice outdoor library at Jerome Park.
Planning and Building expanded expedited services through PBx, the Pod, and the 7-Day ADU Program, along with online payments, electronic plan review and self-service workstations. Plancheck response times have improved from 10 days to zero to seven days for small projects and from 30 days to zero to 23 days for major projects, with some permits issued the same day.
Development-related services have undergone substantial modernization. The City updated the General Plan Land Use Element to support mixed-use residential and non-residential Outdoor Library at Jerome Park; 2115 West McFadden Avenue, Santa Ana, CA DRAFT EXHIBIT 1
City Council 33 – 37 8/4/2026
City of Santa Ana 35 5-Year Strategic Plan
development along key investment corridors and initiated a comprehensive Zoning Code Update to establish clearer standards and streamline development review. Major projects enabled by these efforts include the $2.9 billion Related Bristol Specific Plan and the $1.5 billion Village Santa Ana Specific Plan.
The City has invested more than $7 million for several major technology upgrades, including a new Land Management System and an Enterprise Resource Planning (ERP) system. These systems are expected to modernize internal operations, improve coordination between departments, and provide better data to guide decision-making.
Implementing these systems requires significant staff training and updates to existing workflows.
Many existing processes were designed for manual or fragmented systems and must be streamlined to fully realize the benefits of modern technology.
To meet community expectations
and provide more sustainable
services, Santa Ana must
continue improving operational
efficiency by modernizing
systems, simplifying procedures,
expanding digital services, and
ensuring departments are aligned
around consistent service
standards. The City must also
preserve accessible in-person and
multilingual assistance for
residents who need additional
support navigating City services.
DRAFT EXHIBIT 1
City Council 33 – 38 8/4/2026
City of Santa Ana 36 5-Year Strategic Plan
Strategic Goals & Supporting Initiatives
GOAL PERFORMANCE MEASUREMENT
Improve the speed of permitting Decreasing trend of the number of days to issue planning permits and building permits
INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD
Resolve permitting process issues, instead of
only focusing on existing regulations.
Ensure the technology systems are working
together to maximize efficiency and
streamlined response.
Executive Director of
Planning & Building
Develop business-friendly approaches for
easy navigation of the permitting process
and speedy approvals.
Executive Directors of
Planning & Building
and Community
Development
GOAL PERFORMANCE MEASUREMENT
Complete new major system
implementations, including Enterprise
Resource Planning (ERP) and integration of
the Business Tax system with the new
Land Management System
Systems are live and in-use by December 2027
INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD
Complete the ERP system implementation
(Oracle).
Staff overtime.
Consulting time and the
hardware/software costs
of implementation are
included in the budget or
otherwise provided for in
a set-aside of IT internal
service fund balance.
Executive Directors of
Information
Technology, Human
Resources, and
Finance
DRAFT EXHIBIT 1
City Council 33 – 39 8/4/2026
City of Santa Ana 37 5-Year Strategic Plan
GOAL PERFORMANCE MEASUREMENT
Expand access to library reference and
information services by implementing
modern technology to help patrons
navigate library resources and community
information while supporting the work of
library staff.
Modern technology is implemented and
available to the public, providing expanded
service access beyond traditional service hours
and demonstrating increased community usage
and satisfaction.
INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD
Evaluate, procure, and implement a modern
technology reference solution that helps
patrons locate information, library
materials, programs, and community
resources, while directing complex research
and service requests to staff.
Cost of a technology
platform integration,
vendor support and staff
training.
Executive Directors of
Information
Technology and
Library
DRAFT EXHIBIT 1
City Council 33 – 40 8/4/2026
ECONOMIC
DIVERSIFICATION &
EXPANSION
FINANCIAL
STABILITY
COMMUNITY
SAFETY
MODERN
FACILITIES &
INFRASTRUCTURE
EFFICIENT
CITY
SERVICES
ECONOMIC
DIVERSIFICATION
& EXPANSION
DRAFT EXHIBIT 1
City Council 33 – 41 8/4/2026
City of Santa Ana 39 5-Year Strategic Plan
Economic Diversification & Expansion
Enhance economic vitality by growing revenue streams, attracting quality jobs and businesses, maintaining a strong and skilled workforce, developing a range of housing opportunities, and creating desired amenities for residents.
Current State
Santa Ana has a large and diverse local economy supported by its central location in Orange County, its role as the County seat, and a strong entrepreneurial culture. The City is home to more than 25,000 active businesses and over 150,000 local jobs, and continues to attract new businesses each year across a wide range of industries. Cultural destinations, restaurants, and entertainment venues also contribute to economic activity, with approximately 900,000 visitors annually generating significant spending in the local economy.
Private investment in the community has increased in recent years. In FY 2025-26 alone, development activity totaled more than $610 million in construction value, reflecting continued interest from developers and businesses seeking to invest in Santa Ana. Several major redevelopment projects are planned or underway that will bring new housing, commercial space, and amenities to the City.
Santa Ana is experiencing significant residential development and is implementing its certified 6th Cycle Housing Element for the 2021–2029 planning period. The City’s Regional Housing Needs Allocation calls for 3,137 new units, including 606 very-low-income, 362 low-income, 545 moderate-income, and 1,624 above-moderate-income units. During the 6th Cycle Housing Element planning period, permits have been issued for 4,757 units: 400 very low-income (including 126 extremely low-income), 469 low-income, 271 moderate-income, and 3,617 above moderate-income units. Although the City has exceeded its overall allocation, continued efforts are needed to meet the remaining need for 206 very low-income and 274 moderate-income units.
In the last five
years within
the planning
period,
permits have
been issued
for 291 forsale housing
units and
4,466 rental
units.
Robinson Pharma; 3501 West Segerstrom Avenue, Santa Ana CA DRAFT EXHIBIT 1
City Council 33 – 42 8/4/2026
City of Santa Ana 40 5-Year Strategic Plan
Housing Units Issued Building Permits
Year Own/Rent # of Units Issued Building
Permits
2021 Own 118
Rent 616
2022 Own 12
Rent 889
2023 Own 87
Rent 2,455
2024 Own 58
Rent 206
2025 Own 16
Rent 300
Subtotal Own 291
Rent 4,466
Total Units Issued Permits 4,757
While rental housing will continue to be an important part of the City’s housing supply, expanding attainable for-sale housing and homeownership opportunities will be important to creating greater housing choice, household stability, and long-term generational wealth building opportunities for Santa Ana residents. Housing development helps address regional housing demand and increases the City’s population. It also increases demand for commercial services, employment opportunities, and neighborhood-serving businesses.
Ensuring that job creation and commercial development keep pace with residential growth will be important to maintaining a balanced local economy and expanding employment opportunities for residents. Through the Santa Ana WORK Center and regional partnerships, the City connects residents with education, job training, career pathways, and employment opportunities while helping businesses recruit, develop, and retain skilled workers. Santa Ana’s proximity to UC Irvine, Cal State Fullerton, Chapman University, and Santa Ana College also creates opportunities to strengthen partnerships with
educational institutions and
major employers, including
Anduril, Medtronic, and Behr
Paint, to align workforce
development efforts with
current and emerging industry
needs.
The City also administers a Rent
Stabilization and Just Cause
Eviction Ordinance to promote
stability for renters. Rent Anduril Industries Harbor Logistics Center; 3100 South Harbor Blvd., Santa Ana CA DRAFT EXHIBIT 1
City Council 33 – 43 8/4/2026
City of Santa Ana 41 5-Year Strategic Plan
stabilization, and expanded homeownership opportunities support household economic security by helping residents manage housing costs, retain purchasing power, and spend more of their income on goods and services within the local economy, which help neighborhood serving businesses, and Santa Ana’s broader economy.
To complement the growing housing production, 1,269,395 square feet of industrial space has been constructed or is nearing completion since 2020. Significant projects include the South Coast Technology Center, IDS Industrial Building, Harbor Logistics Center, and the Hines Industrial Building, which recently sold to Robinson Pharma for expanded operations. Industrial projects underway include Park 55, the OmniPrint Industrial Building, and a new Amazon distribution facility, which would bring another 290,870 square feet online when completed. Commercial projects include the MainPlace Specific Plan, where expanded retail and entertainment uses are under review, as well as four new revenue-generating service stations to be completed within the next two years.
Although Santa Ana’s economy is strong and continues to attract investment, the City faces several structural challenges that affect how and where future economic growth can occur. Santa Ana is largely built out, and most
new development occurs through
redevelopment of existing
property uses rather than through
construction on vacant land. In
addition, property values and
development costs in Orange
County remain among the highest
in the nation, which can make it
difficult for some businesses to
establish or expand within the
City. Some commercial corridors
and older commercial centers also
require reinvestment and
infrastructure improvements to
support modern businesses and
attract new investment.
Frances Xavier Residences; 801 East Santa Ana Boulevard, Santa Ana, CA Despite these challenges, Santa Ana continues to see steady business activity and redevelopment interest. Major mixed-use developments, including the Related Bristol and Village Santa Ana projects, are expected to bring new housing, commercial space, and employment opportunities in the coming years. By continuing to streamline development processes, invest in infrastructure improvements, revitalize commercial corridors, and strengthen partnerships with the business community, Santa Ana can support long-term economic growth, attract diverse industries, and expand job opportunities for residents.
DRAFT EXHIBIT 1
City Council 33 – 44 8/4/2026
City of Santa Ana 42 5-Year Strategic Plan
Strategic Goals & Supporting Initiatives
GOAL PERFORMANCE MEASUREMENT
Strengthen household economic stability
and local purchasing power through
homeownership opportunities, housing
choice, and rent stabilization
There is an upward trend of the number of forsale housing units and Santa Ana residents assisted with homeownership opportunities,
and meeting of RHENA goals
INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD
Prioritize affordable housing funds for the
development of for-sale housing units
Inclusionary Housing
Funds, Community
Development Block
Grant Funds, Home
Investment Partnership
Funds
Executive Director of
Community
Development
Streamline and restructures Down
Payment Assistance Programs.
Executive Director of
Community
Development
Increase public awareness of the Rent
Stabilization and Just Cause Eviction
Ordinance, including allowable annual rent
increases, tenant protections, and
landlord responsibilities, through ongoing
multilingual outreach, education, and
marketing.
Executive Director of
Community
Development and
Public Information
Officer
Continue implementing the 6th Cycle
Housing Element and facilitate housing
development across all income levels to
meet the City’s Regional Housing Needs
Allocation.
Executive Director of
Planning and Building
GOAL PERFORMANCE MEASUREMENT
Improve business development and
retention
There is an upward trend of the number of
businesses in the City
INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD
Update City marketing & branding to
attract new business.
FY25-26 budget includes
$150,000 for branding.
Deputy City Manager
Provide concierge-style economic
development services.
Executive Director of
Community
Development
Implement a proactive communications
strategy that regularly highlights positive
City initiatives, community achievements,
and business opportunities.
Media budget. Executive Director of
Community
Development and
DRAFT EXHIBIT 1
City Council 33 – 45 8/4/2026
City of Santa Ana 43 5-Year Strategic Plan
Public Information
Officer
Establish a Buy Local, Build Local program
to promote local business and encourage
business-to-business relationships to
prioritize sourcing local goods and services
locally.
Media and materials
budget.
Executive Director of
Community
Development
Increase proactive outreach to local
business groups.
Executive Director of
Community
Development
Enhance programs to connect residents
with higher education and the business
community for job training, career
pathways, and employment opportunities.
Media and materials
budget.
Executive Director of
Community
Development
GOAL PERFORMANCE MEASUREMENT
Increase property tax base Assessed valuation increases by more than 3% per year
INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD
Collaborate with City of Garden Grove to
develop a joint strategy for revitalization
of Willowick Golf Course.
External public
meetings budget.
City Manager,
Assistant City
Manager and
Executive Director of
Community
Development
District revitalization through land-use
regulations.
Executive Director of
Planning & Building
Prioritize permitting along major corridors
and development plan districts.
Executive Director of
Planning & Building
Develop a recommendation for a vacant
property levy.
Executive Director of
Finance
DRAFT EXHIBIT 1
City Council 33 – 46 8/4/2026
City of Santa Ana 44 5-Year Strategic Plan
GOAL PERFORMANCE MEASUREMENT
Increase sales tax base There is an upward trend of taxable sales in the City
INITIATIVE RESOURCES NECESSARY RESPONSIBLE LEAD
Establish a Cannabis Festival to showcase
the City’s regulated cannabis industry,
promote responsible consumption,
support local operators, and attract
visitors.
Potential partial subsidy
and/or support for the
event.
Executive Director of
Community
Development
Develop a plan for 2028 Olympic related
activities in support of local hotels and
restaurants.
Cost of marketing
materials.
Executive Directors
of Community
Development and
Parks, Recreation &
Community Services
DRAFT EXHIBIT 1
City Council 33 – 47 8/4/2026
Planning and Building Agency
www.santa-ana.gov/pb
Item # 34
City of Santa Ana
20 Civic Center Plaza, Santa Ana, CA 92701
Staff Report
August 4, 2026
TOPIC: Appeal Application No. 2026-01 appealing the decision of the Planning Commission to approve Site Plan Review No. 2026-01 and approve one incentive/concession and two waivers or reductions of development standards pursuant to State Density Bonus Law, to be memorialized in Density Bonus Agreement No. 2026-01, for the Think Together Project located at 2101 East Fourth Street
AGENDA TITLE
Appeal Application No. 2026-01 - Appealing the Decision of the Planning Commission to Approve Site Plan Review No. 2026-01 and Approve One Incentive/Concession and Two Waivers or Reductions of Development Standards for the Think Together Property Located at 2101 East Fourth Street
RECOMMENDED ACTION
Adopt a resolution denying Appeal Application No. 2026-01, thereby upholding the Planning Commission’s approval of a resolution to approve Site Plan Review No. 2026- 01 and one incentive/concession and two waivers or reductions of development standards pursuant to State Density Bonus Law, to be memorialized in Density Bonus Agreement No. 2026-01, to facilitate the construction of a seven-story mixed-use development consisting of 274 residential units, including 14 affordable units for extremely low-income households, and approximately 20,714 square feet of ground-floor commercial space for the property located at 2101 East Fourth Street (APN:400-041-03).
RESOLUTION NO. 2026-XXX entitled A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA ANA DENYING APPEAL APPLICATION NO. 2026-01, THEREBY UPHOLDING THE PLANNING COMMISSION’S APPROVAL OF SITE PLAN REVIEW NO. 2026-01 AND ONE INCENTIVE/CONCESSION AND TWO WAIVERS OR
REDUCTIONS OF DEVELOPMENT STANDARDS PURSUANT TO STATE DENSITY BONUS LAW, TO BE MEMORIALIZED IN DENSITY BONUS AGREEMENT NO. 2026- 01, BASED ON FINDINGS, INCLUDING A DETERMINATION THAT THE PROJECT WAS EXEMPT UNDER CEQA SECTION 15168, FOR A SEVEN STORY MIXED-USE RESIDENTIAL DEVELOPMENT CONSISTING OF 274 RESIDENTIAL UNITS FOR THE PROPERTY LOCATED AT 2101 EAST FOURTH STREET (APN: 400-041-03) GOVERNMENT CODE §84308 APPLIES: Yes
City Council 34 – 1 8/4/2026
Appeal Application No. 2026-01 – Think Together at 2101 East Fourth Street August 4, 2026
DISCUSSION
Executive Summary
Randy Barth with Think Together, a California nonprofit corporation (“Applicant” and “Owner”), represented by Christine Saunders (application-listed contact person), received Planning Commission approval of Site Plan Review (SPR) No. 2026-01 and approval of one incentive/concession and two waivers or reductions of development standards pursuant to State Density Bonus Law, to be memorialized in Density Bonus Agreement (DBA) No. 2026-01, to facilitate redevelopment of an existing office campus located at 2101 East Fourth Street within the Metro East Mixed-Use Overlay Zone (MEMU). The approved Project consists of demolition of two existing office buildings and construction of a seven-story mixed-use development containing 274 residential units, including 14 affordable units reserved for extremely low-income households, and approximately 20,714 square feet of ground-floor commercial space.
On May 28, 2026, the Planning Commission conducted a duly noticed public hearing and approved Site Plan Review No. 2026-01 after finding the Project consistent with the General Plan, the Metro East Mixed-Use Overlay Zone (MEMU), applicable provisions of State Density Bonus Law, and the California Environmental Quality Act (CEQA). The Planning Commission also adopted a resolution approving one incentive/concession and two waivers or reductions of development standards pursuant to State Density Bonus Law, to be memorialized in Density Bonus Agreement No. 2026-01, as conditioned.
Staff has reviewed the appeal and determined that the Planning Commission’s decisions are supported by substantial evidence in the administrative record and comply with the Santa Ana Municipal Code (SAMC), State Density Bonus Law, and the California Environmental Quality Act (CEQA). For the reasons discussed in this report, staff recommends that the City Council deny the appeal and uphold the Planning Commission’s approval of Site Plan Review No. 2026-01 and its approval of one incentive/concession and two waivers or reductions of development standards pursuant to State Density Bonus Law, as memorialized in Density Bonus Agreement No. 2026-01.
Planning Commission Action and Background
On May 28, 2026, the Planning Commission conducted a duly noticed public hearing to consider the proposed Project. Following staff’s presentation, public testimony, and Planning Commission deliberation, the Planning Commission voted 5:0:2 (Commissioners Oliva and Benninger absent) to adopt a resolution approving Site Plan Review (SPR) No. 2026-01, based on the required findings, and a separate resolution approving one incentive/concession and two waivers or reductions of development standards, as memorialized in Density Bonus Agreement (DBA) No. 2026-01, subject to conditions of approval. Pursuant to Section 41-1602(d) of the SAMC, final approval of the Density Bonus Agreement is under the jurisdiction of the City Council.
City Council 34 – 2 8/4/2026
Appeal Application No. 2026-01 – Think Together at 2101 East Fourth Street August 4, 2026
Appeal Application
On June 3, 2026, Supporters Alliance for Environmental Responsibility (“Appellant”) timely filed Appeal Application No. 2026-01 challenging the Planning Commission’s approval of SPR No. 2026-01 and the approval of the concession and waivers or reductions of development standards memorialized in DBA No. 2026-01, without any substantiating evidence or supportive documentation. Pursuant to Section 41-645 of the SAMC, the City Council is authorized to hear appeals of Planning Commission decisions and, following a duly noticed public hearing, may affirm, reverse, modify, or remand the decision, and may make any additional determinations it deems appropriate within the limitations imposed by the Santa Ana Municipal Code.
Should the City Council deny the appeal, the Planning Commission’s approval of the requested entitlements would remain, and the DBA would be brought forward to the City Council as a consent item at the next regularly-scheduled meeting. Conversely, should the City Council uphold the appeal, the Planning Commission’s approval of the requested entitlements would be voided, and no separate City Council consideration of a DBA would be necessary.
Background and Context
The project site is located at 2101 East Fourth Street within the Metro East Mixed-Use Overlay Zone (MEMU) and is currently developed with two existing office buildings and associated surface parking. The Applicant proposes redevelopment of the site with a mixeduse residential development utilizing the development standards established for the Village Center District of the MEMU.
A detailed description of the Project, applicable development standards, and Planning Commission findings is contained in the May 28, 2026, Planning Commission Staff Report (Exhibit 5), which is incorporated herein by reference.
Table 1: Project and Location Information
Item Information
Project Address and Council Ward 2101 East Fourth Street – Ward 3 Nearest Intersection Fourth Street and Parkcenter Drive General Plan Designation District Center – Medium High (DC – 3) Zoning Designation Professional (P); Village Center District (VCD) within the Metro East Mixed Use Overly Zone (MEMU)
North Office
East Office
South Office Surrounding Land Uses
West Medical Office and Trade School
Property Size 129,767 square feet (2.98 acres)
Existing Site Development Two 14,400-square-foot office buildings Use Permissions Mixed-Use (ground floor commercial and residential) City Council 34 – 3 8/4/2026
Appeal Application No. 2026-01 – Think Together at 2101 East Fourth Street August 4, 2026
Item Information
Zoning Code Sections Affected
Uses Article XVI.I (Density Bonus) and Village Center
District within the Metro East Mixed Use Overlay
Zone (MEMU)
Project Description
The proposed Project involves redevelopment of an existing office campus with the demolition of two existing office buildings and associated surface parking and construction of a new seven-story mixed-use development. The Project includes 274 residential dwelling units, of which 14 units (5%) will be reserved for extremely low-income households in accordance with State Density Bonus Law. The development also includes approximately 20,714 square feet of ground-floor commercial space intended to support neighborhoodserving retail, dining, and service uses consistent with the Metro East Mixed-Use Overlay Zone (MEMU). The Project further includes structured parking, private and common open space amenities, publicly accessible open space, and frontage improvements along East Fourth Street and Parkcenter Drive. A detailed description of the Project, architectural plans, elevations, floor plans, and supporting exhibits were considered by the Planning Commission and are incorporated herein by reference through the May 28, 2026, Planning Commission Staff Report (Exhibit 5).
The Project was reviewed for consistency with the applicable development standards of the Village Center District within the MEMU. As shown in Table 2 below, the Project complies with the majority of applicable development standards. The Applicant requested one incentive/concession and two waivers or reductions of development standards pursuant to State Density Bonus Law related to building setbacks, building height, and publicly accessible open space. The Planning Commission approved the requested incentive/concession and waivers or reductions of development standards, as memorialized in Density Bonus Agreement No. 2026-01, as conditioned.
Table 2: Development Standards
Development Standards (MEMU)
Standard Required/Allowed Provided
Density 90 du/ac 92 du/ac – density bonus
requested
Lot Size 30,000 square feet 125,952 square feet (2.89
acres)
Floor Area Ratio (FAR) 3.00 FAR 2.7 FAR
Building Height
Up to 10 stories for a depth of 150
feet from the street and 6 stories
thereafter
7 stories throughout the entire
site – waiver requested
Minimum Floor Heights 9-15 feet 12’ ground; 10’-1” upper City Council 34 – 4 8/4/2026
Appeal Application No. 2026-01 – Think Together at 2101 East Fourth Street August 4, 2026
Development Standards (MEMU)
Standard Required/Allowed Provided
Adjacent to Public ROW or Street:
10 feet (max.)
• Adjacent to Park Center
Drive: 14.25 feet –
incentive/concession
requested
• Adjacent to Fourth Street
5 feet
Adjacent to parking: 7 feet (min.) Adjacent to parking: 10 feet Setbacks
Building to building: 15 feet (min.) Building to building: 18 feet Frontage Type Front Porch, Stoop, Forecourt, Shop
Front, Gallery, or Arcade Shopfront and Forecourt
Publicly Accessible Open
Space
10% of the gross site area
(12,977 square feet)
10,666 square feet (8%) –
waiver requested
Private/Common Open
Space
• 90 square feet per unit (24,660
square feet)
• Five-percent (5%) of the square
footage uses for nonresidential
uses (7,900 square feet on the
first floor and 12,814 square feet
on the second floor for a total of
20,714 square feet of
nonresidential uses requires
1,036 square feet of
private/common open space)
• Total required: 25,696 square
feet
• Balconies = 15,892
square feet
• Amenities = 5,029 square
feet
• Roof Deck = 1,047
square feet
• Courtyard = 16,948
square feet
• Total private/common
open space = 38,916
square feet
State Density Bonus Requirement
1 bedroom = 1 space
2 bedroom = 1.5 spaces
3 bedroom = 1.5 spaces
Total Requirement: 359 spaces
Parking Spaces
MEMU Requirement: 2.25 per unit
274 units x 2.25 ratio = 617 spaces
439 parking spaces
Analysis of Appeal
Pursuant to Section 41-645 of the SAMC, any interested party may appeal a decision of the Planning Commission to the City Council. On June 3, 2026, Supporters Alliance for Environmental Responsibility (“Appellant”) timely filed Appeal Application No. 2026-01 challenging the Planning Commission’s approval of Site Plan Review No. 2026-01 and its approval of one incentive/concession and two waivers or reductions of development standards pursuant to State Density Bonus Law, as memorialized in Density Bonus Agreement No. 2026-01.
City Council 34 – 5 8/4/2026
Appeal Application No. 2026-01 – Think Together at 2101 East Fourth Street August 4, 2026
The appeal application (Exhibit 1) consists of a brief narrative asserting that the Planning Commission improperly relied on the certified environmental documents for the Project.
The appeal does not identify any specific factual or legal error committed by the Planning Commission, cite any contrary technical evidence or expert analysis, or provide substantial evidence demonstrating that additional environmental review is required under CEQA. Instead, the appeal presents generalized conclusions regarding the adequacy of the City’s environmental review. Staff has reviewed each assertion raised in the appeal and concludes that the Planning Commission’s decision is fully supported by substantial evidence contained in the administrative record. The appeal application contains the following assertions:
1. The Planning Commission erred in approving the Project and relying on CEQA Guidelines Section 15168 and the certified 2007 MEMU Program Environmental Impact Report (EIR) and 2018 Subsequent EIR;
2. The Project will result in new environmental impacts unique to the Project that were not analyzed in the previously certified environmental documents;
3. Because the certified environmental documents identified significant and unavoidable impacts, the Project requires preparation of a project-specific Environmental Impact Report and Statement of Overriding Considerations; and
4. The Planning Commission should have required preparation of a project-specific EIR prior to approving the Project.
Response to Appeal Assertions
1. Assertion: The Planning Commission erred in approving the Project and relying on CEQA Guidelines Section 15168 and the certified 2007 MEMU Program EIR and 2018 Subsequent EIR.
The appellant has not submitted any additional evidence or information to substantiate that the Planning Commission erred in its decision-making. Staff has reviewed the issues raised in the appeal and concludes that the Appellant’s assertions are not supported by the administrative record. The proposed Project is consistent with the land use assumptions, development intensity, and environmental analysis evaluated in the certified 2007 MEMU Program EIR and 2018 Subsequent EIR. The Project site is located within the MEMU Overlay Zone and proposes the type of mixed-use residential development contemplated by the plan and analyzed in the previously certified environmental documents.
2. Assertion: There are new environmental impacts unique to the project that were not analyzed in the 2007 Environmental Impact Report (EIR) and 2018 Subsequent Environmental Impact Report (SEIR) that must be analyzed in a Mitigated Negative Declaration (MND) or EIR.
City Council 34 – 6 8/4/2026
Appeal Application No. 2026-01 – Think Together at 2101 East Fourth Street August 4, 2026
In order to evaluate the appropriate level of environmental review, the Applicant prepared a CEQA Consistency Analysis pursuant to CEQA Guidelines Sections 15162 and 15168. The analysis evaluated whether the Project would result in new significant environmental impacts, substantially increase the severity of previously identified impacts, or otherwise require preparation of subsequent or supplemental environmental review. The Applicant’s CEQA Consistency Analysis was peer reviewed by City staff. Based on that review and the administrative record, the City concluded that the Project would not result in new significant environmental effects, substantially more severe impacts than those previously evaluated, or any substantial changes to the Project, surrounding circumstances, or available information that would require preparation of a subsequent or supplemental EIR pursuant to CEQA Guidelines Section 15162.
The Appellant relies on an unsubstantiated assertion without offering any submittal of new or different evidence, technical studies, or expert analysis to demonstrate that unique or unexamined site-specific impacts exist. Under CEQA, mere speculation or unbacked claims do not constitute substantial evidence, nor do they trigger the legal requirement for a project-specific EIR.
3. Assertion: The Project relies on a previous EIR with significant and unavoidable impacts, and, therefore, requires its own EIR and statement of overriding considerations prior to approval.
The existence of previously identified significant and unavoidable impacts in the certified MEMU Program EIR and 2018 Subsequent EIR does not, by itself, require preparation of a project-specific EIR for every subsequent development within the MEMU Overlay Zone. Rather, CEQA Guidelines Section 15168 expressly authorizes reliance on a certified Program EIR for later activities that are within the scope of the program, provided the lead agency determines that no subsequent or supplemental environmental review is required under CEQA Guidelines Section 15162. Here, the Project falls within the scope of development previously evaluated under the certified environmental documents, and no new significant environmental impacts or substantially more severe impacts have been identified.
Additionally, all applicable mitigation measures adopted as part of the certified MEMU Program EIR and 2018 Subsequent EIR remain applicable to the Project and will continue to be implemented through the City’s adopted Mitigation Monitoring and Reporting Program in accordance with CEQA Guidelines Section 15168(c)(3).
4. Assertion: We [the Appellant] therefore request that the Planning Commission prepare a project-specific EIR prior to any approvals.
City Council 34 – 7 8/4/2026
Appeal Application No. 2026-01 – Think Together at 2101 East Fourth Street August 4, 2026
CEQA does not require preparation of a project-specific EIR simply because an appellant disagrees with the Planning Commission’s determination. Rather, the Planning Commission was required to determine whether the Project was within the scope of the certified 2007 MEMU Program EIR and 2018 Subsequent EIR and whether any of the conditions identified in CEQA Guidelines Section 15162 requiring subsequent or supplemental environmental review were present. Based on the CEQA Consistency Analysis, the administrative record, and the evidence before it, the Planning Commission determined that no subsequent or supplemental environmental review was required and properly approved the Project in reliance on CEQA Guidelines Section 15168. The appeal presents no substantial evidence demonstrating that this determination was erroneous.
For the reasons discussed above, the administrative record demonstrates that the Planning Commission properly relied upon the certified 2007 MEMU Program EIR and 2018 Subsequent EIR in accordance with CEQA Guidelines Sections 15162 and 15168.
The appeal identifies no factual or legal error in the Planning Commission’s decision and provides no substantial evidence demonstrating that subsequent or supplemental environmental review is required under CEQA. Accordingly, staff recommends that the City Council deny Appeal No. 2026-01 and uphold the Planning Commission’s approval of Site Plan Review No. 2026-01 and its approval of one incentive/concession and two waivers or reductions of development standards pursuant to State Density Bonus Law, as memorialized in Density Bonus Agreement No. 2026-01.
Standard of Review
The City Council’s role in considering an appeal is to determine whether the Planning Commission’s decisions should be affirmed, modified, or reversed based on the administrative record and any evidence presented during the appeal. In conducting its review, the City Council considers whether the Planning Commission’s findings are supported by substantial evidence and whether the decisions were made in accordance with applicable provisions of the SAMC, State Density Bonus Law, and CEQA, as applicable.
The Planning Commission’s findings supporting approval of Site Plan Review No. 2026- 01 and its approval of one incentive/concession and two waivers or reductions of development standards pursuant to State Density Bonus Law are contained in the May 28, 2026, Planning Commission Staff Report and accompanying resolutions (Exhibit 5), which are incorporated herein by reference.
Public Notification and Community Outreach
Project notifications were posted, published, and mailed in accordance with applicable City and State requirements for both the Planning Commission public hearing and the City Council appeal hearing, as required by Section 41-645 of the SAMC. Copies of the public notices, including the 2,000-foot notification radius maps and site postings, are City Council 34 – 8 8/4/2026
Appeal Application No. 2026-01 – Think Together at 2101 East Fourth Street August 4, 2026
provided in Exhibit 15 of the Planning Commission Staff Report and the hyperlinked exhibits included as Exhibit 5 to this staff report.
In addition to the required public noticing, the Applicant also held two community meetings in compliance with the City’s Sunshine Ordinance (Ordinance No. NS-3040). The first meeting was held on October 15, 2024. Approximately 20 members of the community were in attendance and posed questions related to the unit count, unit type, parking availability, finishes on the interior, pricing, affordable units, and when the units would be available for sale. No issues of concern were raised regarding the proposed development.
The second meeting was held on September 4, 2024. Five members of the community were in attendance and posed questions related to the affordable housing units and when they would become available, but raised no issues related to the development. Materials from both meetings are posted to the Project’s City webpage (Exhibit 13 of the Planning Commission Staff Report and Exhibits hyperlinked as Exhibit 5).
In addition, staff contacted the identified representatives for the Saddleback View, Maybury Park, Lyon Street, and Zoo District neighborhoods to notify them of the Project and the Planning Commission and City Council public hearings. No concerns were raised from the neighborhood associations leading up to the Planning Commission hearing.
Additionally, at the time this report was prepared, staff did not receive any comments or concerns regarding the proposed development.
ENVIRONMENTAL IMPACT
The denial of Appeal Application No. 2026-01 would result in upholding the Planning Commission’s May 28, 2026, approval of the Project.
Pursuant to the California Environmental Quality Act (CEQA) and the CEQA Guidelines, the Project is exempt from further environmental review pursuant to CEQA Guidelines Section 15168 (Program EIR). The Project is within the scope of the certified 2007 Metro East Mixed-Use Overlay Zone (MEMU) Program Environmental Impact Report (Program EIR) and the certified 2018 MEMU Subsequent Environmental Impact Report (Subsequent EIR), which previously evaluated the environmental effects associated with development within the MEMU Overlay Zone.
To evaluate the appropriate level of environmental review, the Applicant prepared a CEQA Guidelines Section 15168 Consistency Memorandum with support from Ganddini Group, Inc., the Applicant’s environmental consultant. The Consistency Memorandum evaluated whether the Project would result in new significant environmental impacts, substantially increase the severity of previously identified impacts, or otherwise require additional environmental review pursuant to CEQA Guidelines Sections 15162 and 15168. The Consistency Memorandum was reviewed by City staff, who independently evaluated the analysis and determined that the Project would not result in new significant environmental effects or substantially increase the severity of previously identified City Council 34 – 9 8/4/2026
Appeal Application No. 2026-01 – Think Together at 2101 East Fourth Street August 4, 2026
impacts. City staff further determined that there have been no substantial changes to the Project, the surrounding circumstances, or the information available that would require preparation of a subsequent or supplemental environmental impact report pursuant to CEQA Guidelines Section 15162.
Furthermore, all applicable mitigation measures adopted as part of the certified MEMU Program EIR and 2018 Subsequent EIR remain applicable to the Project and will continue to be implemented through the adopted Mitigation Monitoring and Reporting Program in accordance with CEQA Guidelines Section 15168(c)(3). Accordingly, denial of the appeal would uphold the Planning Commission's determination that no additional environmental review is required under CEQA Guidelines Sections 15162 and 15168. Therefore, a Notice of Exemption, Environmental Review No. 2025-01, will be filed for the Project.
FISCAL IMPACT
There is no fiscal impact associated with this action.
EXHIBITS
1. Appeal Application No. 2026-01.
2. Resolution Denying Appeal Application No. 2026-01
3. Architectural Plan Set
4. Project Renderings
5. May 28, 2026 – Planning Commission Staff Report and Exhibits (Hyperlink) Submitted By: Ali Pezeshkpour, AICP, Executive Director of Planning and Building Agency
Approved By: Alvaro Nuñez, City Manager
City Council 34 – 10 8/4/2026
cm\cntr-frm\appeal
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I. OWNER/APPLICANT
Applicant
Full name of Person, Firm, or Corporation
( )
Mailing Address Area Code Phone No.
Legal Owner Name:
Legal Owner Address:
Phone No.: ( ) ( ) Fax: ( )
II. PROPERTY INFORMATION
Land Use
Existing Land Use of Property and/or Building Zoning District General Plan Designation Location
Street Address Name of Nearest Intersecting Street
SEE REVERSE SIDE FOR SUBMITTAL REQUIREMENTS
III. REASON FOR REQUEST
In the following provided space, please clearly specify and explain the error(s) of decision or requirement upon which you are basing this appeal. (If additional space is needed, please attach additional comments to the back of this application.)
Applicant’s Signature: Date:
APPEAL APPLICATION NO.
APPEAL APPLICATION
Planning and Building Agency
Planning Division
20 Civic Center Plaza
P.O. Box 1988 (M-20)
Santa Ana, CA 92702
(714) 647-5804
Supporters Alliance for Environmental Responsibility 1939 Harrison Street, Suite 150 Oakland, CA 94612 510 836-4200 Think Together, a California nonprofit corporation. 2101 East Fourth Street, Suite 200B Santa Ana, CA 92705 343-3807 Office Campus Metro-East Mixed-Use Overlay Zone 2101 East Fourth Street Santa Ana, CA 92705 N Parkcenter Drive The Planning Commission erred in approving the project and forgoing further environmental review under Section 15168 of the California Environmental Quality Act ("CEQA") by claiming that the project falls within the scope of the previously certified 2007 MEMU Program EIR (SCH No. 2006031041) and 2018 Subsequent EIR. There are new environmental impacts unique to the project that were not analyzed in the 2007 EIR and the 2018 SEIR that must be analyzed in an MND or EIR. The Project relies on a previous EIR with significant and unavoidable impacts, and, therefore, requires its own EIR and statement of overriding considerations prior to approval. We therefore request that the Planning Commission prepare a project-specific EIR prior to any approvals. 6/3/2026 714 District Center-Medium High (DC-3) City Council 34 – 11 8/4/2026
SUBMITTAL REQUIREMENTS
1. An appeal application form (Exhibit 1).
2. A letter stating the nature of the appeal (in lieu of the space provided on the appeal form).
3. The application fee.
4. Any other pertinent information that the application warrants.
City Council 34 – 12 8/4/2026
RESOLUTION NO. 2026-XX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
SANTA ANA DENYING APPEAL APPLICATION NO. 2026-
01, THEREBY UPHOLDING THE PLANNING
COMMISSION’S APPROVAL OF SITE PLAN REVIEW NO.
2026-01 AND ONE INCENTIVE/CONCESSION AND TWO
WAIVERS OR REDUCTIONS OF DEVELOPMENT
STANDARDS PURSUANT TO STATE DENSITY BONUS
LAW, TO BE MEMORIALIZED IN DENSITY BONUS
AGREEMENT NO. 2026-01, BASED ON FINDINGS,
INCLUDING A DETERMINATION THAT THE PROJECT
WAS EXEMPT UNDER CEQA SECTION 15168, FOR A
SEVEN STORY MIXED-USE RESIDENTIAL DEVELOPMENT
CONSISTING OF 274 RESIDENTIAL UNITS FOR THE
PROPERTY LOCATED AT 2101 EAST FOURTH STREET
(APN: 400-041-03)
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SANTA ANA AS FOLLOWS:
Section 1. The City Council of the City of Santa Ana hereby finds, determines, and declares as follows:
A. Randy Barth with Think Together, a California nonprofit corporation (“Applicant” and “Owner”), represented by Christine Saunders (applicationlisted contact person), applied for, submitted, and sought approval of Site Plan Review No. 2026-01 (SPR-2026-01) and Density Bonus Application No. 2026-01 (DBA-2026-01) to facilitate the redevelopment of the property located at 2101 East Fourth Street with a seven-story mixed-use development consisting of 274 residential dwelling units, including 14 affordable units reserved for extremely low-income households, approximately 20,714 square feet of ground-floor commercial space, associated parking, open space, and related site improvements (“Project”).
As part of the application, the Applicant also requested approval of one incentive/concession and two waivers or reductions of development standards pursuant to California Government Code Section 65915, to be memorialized in Density Bonus Agreement No. 2026-01.
B. The Project site is located within the Professional (P) zoning district, has a General Plan land use designation of District Center – Medium High (DC3), and is within the Village Center District (VCD) of the Metro East MixedUse Overlay Zone (“MEMU”).
C. On May 28, 2026, following a duly noticed public hearing, the Planning Commission, after considering all testimony, written and oral, approved Site Plan Review SPR No. 2026-01 and approved the requested
incentive/concession and two waivers or reductions of development City Council 34 – 13 8/4/2026
standards pursuant to California Government Code Section 65915, based on its determination that the Project was exempt from CEQA under Section 15168.
D. On June 3, 2026, Supporters Alliance for Environmental Responsibility (“Appellant”) timely filed Appeal Application No. 2026-01 appealing the Planning Commission’s approval of Site Plan Review No. 2026-01 and its approval of one incentive/concession and two waivers or reductions of development standards under State Density Bonus Law.
E. The Appellant asserts that additional environmental review is required and that the Project cannot rely upon the previously certified Metro East MixedUse Overlay Zone (MEMU) environmental documents pursuant to the requirements of the California Environmental Quality Act (“CEQA”) Guidelines and be exempt from further review under Section 15168 (Program EIR).
F. CEQA Guidelines Section 15168 authorizes reliance on a certified Program Environmental Impact Report (EIR) for later activities that are within the scope of the program, provided no conditions requiring subsequent or supplemental environmental review under CEQA Guidelines Section 15162, are present.
G. Pursuant to Section 41-645 of the Santa Ana Municipal Code (“SAMC”), when considering an appeal, the City Council may, after public hearing, affirm, reverse, change, modify the original decision and may make any additional determination it shall consider appropriate within the limitations imposed by Chapter 41.
H. On August 4, 2026, the City Council conducted a duly noticed public hearing on Appeal Application No. 2026-01 and considered the entire administrative record, including the Appeal application, the Planning Commission Staff Report and decision, the City Council Staff Report, and all written and oral testimony.
I. After independently reviewing the administrative record, the City Council finds that the Appeal does not identify any factual or legal error in the Planning Commission’s decision or present substantial new evidence requiring reversal or modification of the Planning Commission’s approval.
The City Council further finds that the Planning Commission’s approval is supported by substantial evidence and complies with the State and local law including, including, but not limited to, the Santa Ana Municipal Code, State Density Bonus Law, and the California Environmental Quality Act.
Section 2. The denial of Appeal Application No. 2026-01 results in upholding the Planning Commission’s May 28, 2026, approval of Site Plan Review No. 2026-01 and its approval of one incentive/concession and two waivers or reductions of development standards pursuant to State Density Bonus Law, including the determination that, City Council 34 – 14 8/4/2026
pursuant to the California Environmental Quality Act (CEQA) and CEQA Guidelines, the proposed Project is exempt from further environmental review under Section 15168 (Program EIR). This exemption applies when a previously certified Program Environmental Impact Report (Program EIR) has adequately analyzed the environmental effects of an activity, and no new significant impacts would result from the proposed Project. If the proposed Project remains within the scope of the Program EIR and does not require a subsequent Environmental Impact Report (EIR), no additional environmental documentation is required.
Pursuant to the California Environmental Quality Act (CEQA) and the CEQA Guidelines, the Project is exempt from further environmental review pursuant to CEQA Guidelines Section 15168 (Program EIR). The Project is within the scope of the certified 2007 Metro East Mixed-Use Overlay Zone (MEMU) Program Environmental Impact Report (Program EIR) and the certified 2018 MEMU Subsequent Environmental Impact Report (Subsequent EIR), which previously evaluated the environmental effects associated with development within the MEMU Overlay Zone.
To evaluate the appropriate level of environmental review, the Applicant prepared a CEQA Guidelines Section 15168 Consistency Memorandum with support from Ganddini Group, Inc., the Applicant’s environmental consultant. The Consistency Memorandum evaluated whether the Project would result in new significant environmental impacts, substantially increase the severity of previously identified impacts, or otherwise require additional environmental review pursuant to CEQA Guidelines Sections 15162 and 15168. The Consistency Memorandum was reviewed by City staff, who independently evaluated the analysis and determined that the Project would not result in new significant environmental effects or substantially increase the severity of previously identified impacts. City staff further determined that there have been no substantial changes to the Project, the surrounding circumstances, or the information available that would require preparation of a subsequent or supplemental environmental impact report pursuant to CEQA Guidelines Section 15162.
Furthermore, all applicable mitigation measures adopted as part of the certified MEMU Program EIR and 2018 Subsequent EIR remain applicable to the Project and will continue to be implemented through the adopted Mitigation Monitoring and Reporting Program in accordance with CEQA Guidelines Section 15168(c)(3). Accordingly, denial of the appeal would uphold the Planning Commission's determination that no additional environmental review is required under CEQA Guidelines Sections 15162 and 15168. Therefore, a Notice of Exemption, Environmental Review No. 2025-01, will be filed for the Project.
Section 3. The Applicant shall indemnify, protect, defend and hold the City and/or any of its officials, officers, employees, agents, departments, agencies, authorized volunteers, and instrumentalities thereof, harmless from any and all claims, demands, lawsuits, writs of mandamus, referendum, and other proceedings (whether legal, equitable, declaratory, administrative or adjudicatory in nature), and alternative dispute resolution procedures (including, but not limited to arbitrations, mediations, and such other procedures), judgments, orders, and decisions (collectively “Actions”), brought against the City and/or any of its officials, officers, employees, agents, departments, agencies, and instrumentalities thereof, that challenge, attack, or seek to modify, set City Council 34 – 15 8/4/2026
aside, void, or annul, any action of, or any permit or approval issued by the City and/or any of its officials, officers, employees, agents, departments, agencies, and instrumentalities thereof (including actions approved by the voters of the City) for or concerning the project, whether such Actions are brought under the Ralph M. Brown Act, California Environmental Quality Act, the Planning and Zoning Law, the Subdivision Map Act, Code of Civil Procedure sections 1085 or 1094.5, or any other federal, state or local constitution, statute, law, ordinance, charter, rule, regulation, or any decision of a court of competent jurisdiction. It is expressly agreed that the City shall have the right to approve the legal counsel providing the City’s defense, and that Applicant shall reimburse the City for any costs and expenses directly and necessarily incurred by the City in the course of the defense. City shall promptly notify the Applicant of any Action brought and City shall cooperate with Applicant in the defense of the Action.
Section 4. After conducting a duly noticed public hearing and considering the entire administrative record, the City Council hereby denies Appeal Application No. 2026-01 and upholds the Planning Commission’s approval of Site Plan Review No. 2026-01 and one incentive/concession and two waivers or reductions of development standards pursuant to California Government Code Section 65915, subject to the conditions of approval contained in Exhibit A to Exhibit 1 and Exhibit 2 of the May 28, 2026, Planning Commission Staff Report. This action is based upon the evidence contained in the administrative record, including, but not limited to, the August 4, 2026, City Council Staff Report and exhibits attached thereto, the May 28, 2026, Planning Commission Staff Report and accompanying exhibits, the appeal application, and all written and oral testimony received by the City Council, all of which are incorporated herein by this reference. [Intentionally Left Blank]
City Council 34 – 16 8/4/2026
ADOPTED this 4
th day of August, 2026.
_______________________
Valerie Amezcua
Mayor
APPROVED AS TO FORM:
Sonia R. Carvalho
City Attorney
By:_ ___________________________________________________________________ Melissa M. Crosthwaite
Senior Assistant City Attorney
AYES: Councilmembers ___________________________________ NOES: Councilmembers ___________________________________ ABSTAIN: Councilmembers ___________________________________ NOT PRESENT: Councilmembers ___________________________________
CERTIFICATE OF ATTESTATION AND ORIGINALITY
I, Jennifer L. Hall, City Clerk, do hereby attest to and certify the attached Resolution No. 2026-______ to be the original resolution adopted by the City Council of the City of Santa Ana on _______________, 2026.
Date: ____________ ________________________________
Jennifer L. Hall
City Clerk
City of Santa Ana
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Exhibit 3 – Architectural Plan Set
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Exhibit 4 - Project Renderings
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