FY 2026-27 to FY 2031-32
FY 2026-27 to FY 2031-32
STRATEGIC PLAN
FINANCIAL
STABILITY
COMMUNITY
SAFETY
MODERN
FACILITIES &
INFRASTRUCTURE
EFFICIENT
CITY
SERVICES
ECONOMIC
DIVERSIFICATION
& EXPANSION
EXHIBIT 1
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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 f uture 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 publ ic safety initiatives, enhanced City services, strengthened fi nancial 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.
S
incerely,
Alvaro Nuñez, City Manager
City of Santa Ana
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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.
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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
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DRAFT
STRATEGIC PLAN
OVERVIEW
FINANCIAL
STABILITY
COMMUNITY
SAFETY
MODERN
FACILITIES &
INFRASTRUCTURE
EFFICIENT
CITY
SERVICES
ECONOMIC
DIVERSIFICATION
& EXPANSION
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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 Diversificatio n & 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 projects to 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
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CURRENT STATE
FINANCIAL
STABILITY
COMMUNITY
SAFETY
MODERN
FACILITIES &
INFRASTRUCTURE
EFFICIENT
CITY
SERVICES
ECONOMIC
DIVERSIFICATION
& EXPANSION
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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 improv e 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 C ity'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 C ity'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.
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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 infrast ructure 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.
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City of Santa Ana 10 5-Year Strategic Plan FY 2026-27 Community Budget Priority
Survey Responses
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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
NeutralNot Satisfied
Not Sure / Don't Know
Budget Process Satisfaction
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City of Santa Ana 12 5-Year Strategic Plan
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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
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FIVE-YEAR
STRATEGIC DECISION
FINANCIAL
STABILITY
COMMUNITY
SAFETY
MODERN
FACILITIES &
INFRASTRUCTURE
EFFICIENT
CITY
SERVICES
ECONOMIC
DIVERSIFICATION
& EXPANSION
EXHIBIT 1
DRAFT
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 c ommunity 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.
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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 fo r 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.
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FINANCIAL
STABILITY
FINANCIAL
STABILITY
COMMUNITY
SAFETY
MODERN
FACILITIES &
INFRASTRUCTURE
EFFICIENT
CITY
SERVICES
ECONOMIC
DIVERSIFICATION
& EXPANSION
EXHIBIT 1
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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 Sa nta 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, t he 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 long- term stability with pr ioritized 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.
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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
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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
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COMMUNITY SAFETY
FINANCIAL
STABILITY
COMMUNITY
SAFETY
MODERN
FACILITIES &
INFRASTRUCTURE
EFFICIENT
CITY
SERVICES
ECONOMIC
DIVERSIFICATION
& EXPANSION
EXHIBIT 1
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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 com munity 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 em ergency
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 address ing
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 n ew 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 traff ic 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.
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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 mu st strategically deploy resources, leverage technology, mitigate liability exposure, and strengthen partnerships to maintain and enhance public safety outcomes.
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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 real-
time 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
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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
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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
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DRAFT
MODERN FACILITIES
& INFRASTRUCTURE
FINANCIAL
STABILITY
COMMUNITY
SAFETY
MODERN
FACILITIES &
INFRASTRUCTURE
EFFICIENT
CITY
SERVICES
ECONOMIC
DIVERSIFICATION
& EXPANSION
EXHIBIT 1
DRAFT
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 facilit ies. 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 tem porarily addressed via asphalt ramps or grinding but will need to be reconstructed at some point. T he present quantified s idewalk 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
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Pavement Conditions Index
EXHIBIT 1
DRAFT
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 2025Construction Cost Index Salvador Quintana Park; 712 S Bristol St, Santa Ana, CA EXHIBIT 1
DRAFT
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 includin g 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 o ne-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 hav e
surpassed their useful life.
EXHIBIT 1
DRAFT
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
EXHIBIT 1
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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
EXHIBIT 1
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EFFICIENT CITY
SERVICES
FINANCIAL
STABILITY
COMMUNITY
SAFETY
MODERN
FACILITIES &
INFRASTRUCTURE
EFFICIENT
CITY
SERVICES
ECONOMIC
DIVERSIFICATION
& EXPANSION
EXHIBIT 1
DRAFT
City of Santa Ana 34 5-Year Strategic Plan Efficient City Services
Streamline methods of providing service to ensure public interaction s 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 measure s 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 in -
person 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 self -
service 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. Plan- check 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 EXHIBIT 1
DRAFT
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 betwee n 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 servic es, 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.
EXHIBIT 1
DRAFT
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
EXHIBIT 1
DRAFT
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
EXHIBIT 1
DRAFT
ECONOMIC
DIVERSIFICATION &
EXPANSION
FINANCIAL
STABILITY
COMMUNITY
SAFETY
MODERN
FACILITIES &
INFRASTRUCTURE
EFFICIENT
CITY
SERVICES
ECONOMIC
DIVERSIFICATION
& EXPANSION
EXHIBIT 1
DRAFT
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, devel oping 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 entrepreneur ial 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.
P
rivate 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.
San
ta 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.
I
n the last five
years wit hin
the planning
period,
permits have
been issued
for 291 for -
sale housing
units and
4,466 rental
units.
Robinson Pharma; 3501 West Segerstrom Avenue, Santa Ana CA EXHIBIT 1
DRAFT
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 a nd 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 increa ses 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 whil e 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 renter s. Rent
Anduril Industries Harbor Logistics Center; 3100 South Harbor Blvd., Santa Ana CA EXHIBIT 1
DRAFT
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 c
omplement 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. C ommercial 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.
Altho
ugh 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 t he 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 a nd 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 sup port long-term economic growth, attract diverse industries, and expand job opportunities for residents.
EXHIBIT 1
DRAFT
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 for-
sale 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
EXHIBIT 1
DRAFT
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
EXHIBIT 1
DRAFT
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
EXHIBIT 1
DRAFT