Agenda packet — Santa Monica City Council, September 13, 2022 (part 1 of 2)

City of Santa Monica
City Council Meeting
AGENDA

SUE HIMMELRICH
MAYOR

LANA NEGRETE KRISTIN MCCOWAN

COUNCILMEMBER MAYOR PRO TEM

GLEAM DAVIS PHIL BROCK

COUNCILMEMBER COUNCILMEMBER

CHRISTINE PARRA OSCAR DE LA TORRE

COUNCILMEMBER COUNCILMEMBER

DAVID WHITE

CITY MANAGER

DOUGLAS SLOAN

CITY ATTORNEY

DENISE ANDERSON-WARREN

CITY CLERK

STANDARDS OF BEHAVIOR THAT PROMOTE CIVILITY AT ALL PUBLIC MEETINGS:
• Treat everyone courteously; • Give open-minded consideration to all viewpoints; • Listen to others respectfully • Focus on the issues and avoid personalizing debate; • Exercise self-control • Embrace respectful disagreement and dissent as democratic rights, inherent components of an inclusive public process, and tools for forging sound decisions
Meetings are broadcast live on CityTV cable channel 16 and on the internet at santamonica.gov. Cable television re-broadcasts air on Thursday and Saturday at 11:30 AM. The agenda will air on CityTV on Saturday and Sunday at 11:00 AM and 6:00 PM, and on Monday and Tuesday at 12:30 PM and 6:00 PM.

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RULES OF ORDER FOR THE CONDUCT OF CITY COUNCIL MEETINGS (Resolution No.11427(CCS))

WAYS TO PROVIDE PUBLIC COMMENT
If you are interested in providing public comment at a City Council meeting, there are several ways to participate:
(1) Written public comment. In lieu of oral public comment, the public is strongly encouraged to submit written public comment on agenda items via email to [email protected]. Written public comment submitted before 12:00 pm on the day of the meeting will be available for online viewing. Please note the agenda item number in the subject line of your written comments. (2) Oral public comment. Persons wishing to address the City Council regarding items on the agenda must be present and submit their name and address (optional) to the City Clerk before the public comment section is opened for that item or before the public hearing is opened where one is required by law. Register to speak at the Speaker Kiosk prior to the meeting. Remarks from the public are limited to a total of 6 minutes per City Council meeting, with a maximum of 2 minutes and a minimum of one minute per item. Except for the author of the request, public comment on 12-items are limited to 1 minute. Except on Public Input, speakers appearing at the meeting in person, may donate 2 minutes to another person present in-person at the meeting, who may speak for a total of 4 minutes on that item.

Both the donor of time and the designated speaker must register at the Speaker Kiosk in person together.

Oral public comment from any one individual is limited to a total of 6 minutes per City Council meeting, with a maximum of 2 minutes per agenda item; under some circumstances, Council may change the maximum to 1 minute per agenda item.

ORDER OF BUSINESS (may not be changed except by majority vote of the City Council.)

1. General Public Input
(members of the public may address the City Council
only on items not on the agenda, but within the
subject matter jurisdiction of the City).

2. Public Comment for Closed Session, Special
Agenda, and Consent Calendar Items Only
(Commendations and Proclamations presented).

3. Closed Session.

4. Special Agenda Items (City Manager’s Report,
Presentations, etc.).

5. Consent Calendar (All items considered in one
motion unless removed by a City Councilmember for
discussion. Public comment shall be heard prior
to City Council discussion).

6. Public Comment on remaining Agenda Items

7. Study Session.

8. Continued Items.

9. Administrative Proceedings.

10. Ordinances:
• 1
st Reading
• 2
nd Reading

11. Staff Administrative Item.

12. Public Hearings.

13. Reports of Boards and Commissions.

14. Resolutions.

15. Written Communications (other than
Reports of Commission and Officers).

16. Councilmember Discussion Items.

Agendas and reports are accessible on the City's webpage at smgov.net/council/agendas. They are also available at the City Clerk's Office and in alternate formats upon request. For a free email subscription to the City Council Agendas, please contact the City Clerk’s Office at (310) 458-8211 or [email protected].

Si desea comunicarse con alguien en español, llame a nuestra oficina al (310) 458-8211 y pida hablar con Esterlina Lugo.

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AGENDAS

CITY OF SANTA MONICA

REGULAR AND SPECIAL JOINT MEETING

CITY HALL COUNCIL CHAMBERS
1685 MAIN STREET, ROOM 250,
TUESDAY, SEPTEMBER 13, 2022
MEETING BEGINS AT 5:30 PM
WAYS TO PROVIDE REMOTE PUBLIC COMMENT:

Written public comment can be submitted via email to [email protected].

Written comments received prior to 12:00 pm on the day of the meeting will be available online. Please note the agenda item number in the subject line of your written comments.

CALL TO ORDER

PLEDGE OF ALLEGIANCE

ROLL CALL

1. PUBLIC INPUT
(Public comment is permitted only on items not on the agenda that are within the subject matter jurisdiction of the City. State law prohibits the City Council from taking any action on items not listed on the agenda, including issues raised under this agenda item.)

1.A. Written Comments

2. PUBLIC INPUT (CLOSED SESSION, SPECIAL AGENDA ITEMS, CONSENT

CALENDAR ONLY)

3. CLOSED SESSIONS
No items
The following is the order of business for items to be heard no earlier than 7:00 p.m.

4. SPECIAL AGENDA ITEMS

4.A. Proclamation: Suicide Prevention Month - Item will be heard at 5:30 P.M., BEFORE the recess
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4.B. Proclamation declaring September 18-24, 2022 as Banned Books Week - Item will be heard at 5:30 P.M., BEFORE the recess

4.C. Proclamation declaring September 2022 as Hispanic Heritage Month - Item will be heard at 5:30 P.M., BEFORE the recess

4.D. City Manager Report - Item will be heard at 7:00 P.M., AFTER the recess

5. CONSENT CALENDAR
(All items will be considered and approved in one motion unless removed by a Councilmember for discussion.)

5.A. Award Network Operation Center and Application Monitoring Contract Recommended Action
Staff recommends that the City Council:

1. Award RFP # 319-A to Mosaic451, LLC for 24x7 Network Operation Center and Application Monitoring for City IT infrastructure operations.

2. Authorize the City Manager to negotiate and execute an agreement with Mosaic451, LLC, in an amount not to exceed $2,010,000 (including 5% contingency) for five (5) years, with one additional five (5)-year renewal option in the amount of $2,345,000, on the same terms and conditions, for a total amount not to exceed $4,355,000 over a ten-year period, with future year funding contingent on Council budget approval.

5.B. Modification of Contract to Provide Fleet Vehicle Maintenance Data Collection and Analytics
Recommended Action
Staff recommends that the City Council authorize the City Manager to negotiate and execute a sixth modification to agreement #9508 in the amount of $323,301 with Trapeze Software Group to furnish, deliver, and install additional Vehicle Data Collectors to replace obsolete equipment at the Department of Transportation’s fueling facility and to allow for automatic collection of vehicle mileage data. This modification would also extend the software maintenance contract of the Enterprise Asset Module (EAM) for tracking maintenance work orders, warehouse inventory management, fueling controls, and maintenance management functions from July 1, 2023, through June 30, 2025. This will result in a thirteen-year amended agreement with a new total amount not to exceed $1,940,320, with future year funding contingent on Council budget approval.

5.C. Adoption of a Resolution accepting the tentative agreements and authorizing the City Manager to negotiate and execute a Memorandum of Understanding with the Administrative Team Associates (ATA)
Recommended Action
Staff recommends that the City Council:

1. Adopt the proposed Resolution (Attachment A) accepting the tentative agreement and authorizing the City Manager to negotiate and execute a City of Santa Monica Generated: 9/13/2022 12:46 PM Page 5 Memorandum of Understanding with the Administrative Team Associates (ATA);

2. Adopt the salary schedule (Attachment B); and

3. Authorize budget changes as outlined in the Financial Impacts & Budget Actions section of this report.

5.D. Approval of Professional Services Agreement for Other Post-Employment Benefits (OPEB) valuation services to MacLeod Watts
Recommended Action
Staff recommends that the City Council:

1. Award RFP 318 to MacLeod Watts Inc, a Washington state-based corporation, to provide consulting services in connection with valuing the City’s OPEB liability for use in the City’s financial reporting and calculate the City’s Actuarially Determined Contribution;

2. Authorize the City Manager to negotiate and execute an agreement with MacLeod Watts, in an amount not to exceed $108,010 for eight years.

5.E. Approval of Amended 2021-22 Annual CDBG and HOME Action Plan Incorporating Proposed HOME Investment Partnerships – American Rescue Plan (HOME-ARP) Allocation Plan
Recommended Action
Staff recommends that the City Council:

1. Approve amendment of the 2021-22 Annual CDBG and HOME Action Plan to incorporate the proposed HOME Investment Partnerships – American Rescue Plan (HOME-ARP) Allocation Plan (Attachment A).

2. Authorize the City Manager to submit all documents required to receive the City’s HOME-ARP funds to the U.S. Department of Housing and Urban Development (HUD).

5.F. Award Bid #314 to Initium Health for Development of a Comprehensive Behavioral Health Strategy
Recommended Action
Staff recommends that the City Council:

1. Award Bid #314 to Initium Health for the development of a comprehensive behavioral health strategy; and

2. Authorize the City Manager to negotiate and execute an agreement with Initium Health for two years for a total amount not to exceed $250,000, with future-year funding contingent on Council budget approval.

5.G. Approval of Memorandum of Understanding for the 2022 Open Main Street October Festival and Adoption of a Resolution to Authorize Closure of a Portion of Main Street for the Festival
Recommended Action
Staff recommends that the City Council:

1. Authorize the City Manager to negotiate and execute a Memorandum of City of Santa Monica Generated: 9/13/2022 12:46 PM Page 6 Understanding with the Main Street Business Improvement Association for the City to co-produce a one-day open streets event called Open Main Street October Fest.

2. Adopt a Resolution authorizing the Community Services Director to close for one-day an approximate half-mile portion of Main Street for the Open Main Street October Fest event so as to comply with the State of California Vehicle Code.

5.H. 2022 Biennial Notice of Review of the City's Conflict of Interest Code Recommended Action
Staff recommends that the City Council, by Motion, receive and file the Fair Political Practices Commission 2022 Local Agency Biennial Notice advising that the city’s Conflict of Interest Code is currently under review.

5.I. AB 361 Findings Regarding Teleconference Meetings
Recommended Action
Staff recommends that Council adopt a resolution making the findings required by AB 361 to continue teleconference meetings of the City Council and City Boards, Commissions, and Task Forces through October 24, 2022.

5.J. Adoption of Resolution Ratifying COVID-19 Emergency Proclamation and Supplements
Recommended Action
Approve resolution ratifying the Executive Order issued by the Director of Emergency Services declaring the existence of a local emergency in the City of Santa Monica and the Supplements to that Order.

5.K. Accept Funding from Southern California Grantmakers for the City Manager David White to participate in a Study Trip on Houston’s Approach to Addressing Homelessness
Recommended Action
Staff recommends that the City Council authorize acceptance of payment from Southern California Grantmakers for the City Manager to travel to Houston, Texas, for a study trip on Houston’s approach to addressing homelessness and determine that the City Manager will make use of the payment to reimburse the City for costs associated with the trip.

5.L. City Council - Special Meeting - Jun 21, 2022 6:00 PM - New Item Received 9/08/2022

6. PUBLIC INPUT (REMAINING AGENDA ITEMS ONLY)

7. STUDY SESSION
. SPECIAL JOINT MEETING OF THE CITY COUNCIL AND HOUSING AUTHORITY City of Santa Monica Generated: 9/13/2022 12:46 PM Page 7 . ROLL CALL

7.A. Section 8 Resident Advisory Board Approaches
Recommended Action
Staff recommends that the Housing Authority Board review and comment on the current and alternative approaches to achieving Resident Advisory Board input on the Santa Monica Housing Authority Plans, and direct the City Manager to return to City Council following the November 2022 election with actions necessary to implement direction received from City Council or further discussion regarding the alternatives presented, as warranted.
. ADJOURNMENT OF SPECIAL JOINT MEETING

8. CONTINUED ITEMS
No items

9. ADMINISTRATIVE PROCEEDINGS
No items

10. ORDINANCES
(Public comment is permitted on ordinances for introduction and first reading. No public discussion is permitted on ordinances for second reading and adoption.)

10.A. Second Reading and Adoption of an Ordinance Amending Santa Monica Municipal Code Chapter 6.112 to add Regulations for Street Performers on Wilshire Boulevard, Arizona Avenue, Santa Monica Boulevard, and Broadway Adjacent to the Third Street Promenade
Recommended Action
Staff recommends that City Council adopt the attached Ordinance.

10.B. Second Reading and Adoption of an Ordinance modifying City Sidewalk Vending to Allow for Stationary Vending with 100-500 Foot Perimeter to Santa Monica Pier by Permitted Vendors
Recommended Action
Staff recommends that City Council adopt the attached Ordinance.

10.C. Second Reading and Adoption of an Ordinance modifying Santa Monica Municipal Code section 3.22 and adding section 3.23 to allow shared mobility services to be provided under a contract agreement with the City Recommended Action
Staff recommends that City Council adopt the attached Ordinance.

10.D. Second Reading and Adoption of an Ordinance amending the City’s Tenant Protection Laws
City of Santa Monica Generated: 9/13/2022 12:46 PM Page 8 Recommended Action
Staff recommends that City Council adopt the attached Ordinance.

10.E. Second Reading and Adoption on an Ordinance to add Section 4.27.080 to the Santa Monica Municipal Code to provide temporary eviction protection for residential tenants in rent-controlled units.

Recommended Action
Staff recommends that City Council adopt the attached Ordinance.

10.F. Second Reading and Adoption of an Ordinance Amending Municipal Code Section 4.65.030
Recommended Action
Staff recommends that City Council adopt the attached Ordinance.

10.G. Second Reading and Adoption of an Ordinance Modifying SMMC 4.12.105 Concerning Amplified Sound in Ocean View Park
Recommended Action
Staff recommends that City Council adopt the attached Ordinance.

10.H. Introduction and First Reading of an Ordinance to Amend SMMC Section

4.08.097 to expand to other locations beyond Main Street and Downtown Recommended Action
Introduce for first reading an Ordinance amending Santa Monica Municipal Code (“SMMC”) Section 4.08.097 to: (1) eliminate its location restrictions and expand enforcement to other areas of the City, including the City’s major transit corridors; and (2) clarify the definition of entrance.

11. STAFF ADMINISTRATIVE ITEMS
No items

12. PUBLIC HEARINGS
No items

13. REPORTS OF BOARDS AND COMMISSIONS
No items

14. RESOLUTIONS
No items

15. WRITTEN COMMUNICATIONS OTHER THAN REPORTS OF COMMISSION AND

OFFICERS
City of Santa Monica Generated: 9/13/2022 12:46 PM Page 9 No items

16. COUNCILMEMBER DISCUSSION ITEMS

16.A. Appointment to one unscheduled vacancy on the Arts Commission for a term ending on 6/30/2022. - New Item Received 9/08/2022

16.B. Recommendation to accept Eve Brosnahan's resignation from the Personnel Board and authorize the City Clerk to publish the vacancy. - New Item Received 9/08/2022

16.C. Request of Councilmembers Brock and McCowan that Council direct staff to explore establishing a large-format digital signage pilot program at Santa Monica Place that supports placemaking and stimulates economic recovery efforts in the Downtown. The pilot program should include: (1) a public art component; (2) community messaging and promotion of Santa Monica; and (3) be supported by a revenue-sharing content opportunity to support community programs and services. - New Item Received 9/08/2022

16.D. Request of Councilmember Brock that the City waive approximately $1,500 in rental fees for the use of the Guest House Veranda Rooms at the Annenberg Beach House on October 22, 2022, to host a meeting of the California Association of Parks and Recreation Commissioners & Board Members - New Item Received 9/08/2022

16.E. Request of Councilmembers Negrete and Brock that the City Council endorse and authorize the City Manager to transmit the attached letter requesting that the Los Angeles County Board of Supervisors support and assist the City of Santa Monica in relocating the Harm Reduction Syringe Services Program from its parks and open spaces to a service rich environment that aligns with the City’s Four Pillar Strategy to address homelessness. The City Manager is also being asked to transmit this letter to candidates for the Los Angeles County Board of Supervisors, Senator Bob Hertzberg and City Councilmember, Lindsey Horvath. - New Item Received 9/08/2022

ADJOURNMENT
Agendas and reports are accessible on the City's webpage at www.smgov.net/council/agendas. They are also available at the City Clerk's Office and in alternate formats upon request. For a free email subscription to the City Council Agendas, please contact the City Clerk’s Office at (310) 458-8211 or [email protected].

Members of the public unable to attend a meeting but wishing to comment on an item(s) listed on the agenda may submit written comments prior to the meeting by meeting by mailing them to: City Clerk, 1685 Main Street, Santa Monica, CA 90401 or to [email protected]. Written comments received from the public by 2 PM on the day of the City Council meeting will be distributed to the City Council prior to the meeting and posted online.

City Hall and the Council Chamber are wheelchair accessible. If you require any special City of Santa Monica Generated: 9/13/2022 12:46 PM Page 10 disability related accommodations (i.e. sign language interpreting, access to an amplified sound system, etc.), please contact the City Clerk’s Office at (310) 458-8211 or TDD: (310) 917-6626 at least 3 days prior to the scheduled meeting.

Si desea comunicarse con alguien en español, llame a nuestra oficina al (310) 458-8211 y pida hablar con Esterlina Lugo.

Santa Monica Blue Bus Lines #2, #3, #5, #9 and the EXPO Line serve City Hall. Parking is available on Main Street, on Olympic Drive, and in the Civic Center Parking Structure (validation free).

City Council
Report
City Council Meeting: September 13, 2022
Agenda Item: 1.A
1 of 1
To: Mayor and City Council
From: Denise Anderson Warren, City Clerk, Records and Election Services Department
Subject: Written Comments
Prepared By: Esterlina Lugo, Deputy City Clerk
Approved Forwarded to Council
Attachments:

A. Written Comments

1.A
Packet Pg. 11
To: Santa Monica City Council
From: Eric Sedman, Chair of the Board of Directors
Subject: Promenade Outdoors Permit Program
Date: September 12, 2022
Downtown Santa Monica, Inc. (DTSM) Board of Directors Recommendation The DTSM Board of Directors recommends that the Santa Monica City Council extend the Temporary Use of Public Space Permit Program to February 28th, 2023 to maintain the existing outdoor dining conditions on Third Street Promenade. The complete Board of Directors recommendation is listed below:
“In line with the purpose of the Temporary Use of Public Space Permit Program, Downtown Santa Monica, Inc. recommends that City Council and City staff explore all options, by any means necessary, to maintain the current conditions of outdoor dining on the Promenade, from no fees to extended outdoor dining options in the roadway.” If the Temporary Use of Public Space Permit Program cannot be extended due to the termination of the Covid-19 Emergency Orders, the DTSM Board requests that City Council and City staff examine all possible alternatives from fee resolutions to waive fees or provisional permits to allow for the continuance of the current state of outdoor dining on the Promenade.

In short, we are requesting time. Time to build out a program that works for all businesses and residents and recognizes the economic hardships of restaurants on the Promenade. The information below details the gravity of the business conditions on the Promenade and enumerates the current factors that are affecting the viability of operators to keep their doors open.

Background Information
Successful downtowns boast a range of business options that attract visitors and residents alike. Outdoor dining not only benefits restaurants, but locals and visitors who expect a range of shopping, leisure and dining options when frequenting Third Street Promenade.

Outdoor dining has served as a lifeline for Promenade restaurants that have struggled to recover from the adverse effects of the pandemic, as well as recent inflation related cost hikes. An increase in fees and a pullback of outdoor dining options will Doc ID: 4e8c54a44311fce35c14b65761c491646888b2d3
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Packet Pg. 12
Attachment: Written Comments (5371 : Written Comment)
force restaurants on the Promenade to make hard decisions regarding the viability of their business.

Decreased foot traffic and a correlated decrease in sales challenges the ability of restaurants to keep their doors open on the Promenade. The pedestrian recovery from the pandemic started strong in the beginning of 2022 with February seeing roughly the same number of pedestrians as February 2019. However, the pedestrian recovery since that point has fallen precipitously. The summer months have seen a reduced pedestrian recovery with August registering roughly 1.83 million pedestrians, down 370K visitors from July and down 690K visitors from August 2019 (See Attachment A).

The month of August saw fewer pedestrians on the Promenade than the month of March. In fact, the summer months (June through August) of 2021 saw more pedestrian impressions than the 2022 summer months.

Inflation related price increases have added additional constraints to restaurants on the Promenade. Some key Cost of Goods Sold (COGS) increases over the last 12 months are:
o Wholesale food + 13.4%1
o Eggs +156%
o Butter +61%
o Flour +39%
Thank you for your attention to this matter and please do not hesitate to reach out with any questions.

Sincerely,
Eric Sedman
Board Chair
1 https://restaurant.org/research-and-media/media/press-releases/inflation-reduction-act-will-not-help-restaurants/2http Doc ID: 4e8c54a44311fce35c14b65761c491646888b2d3
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Attachment: Written Comments (5371 : Written Comment)
Attachment A: Promenade Pedestrian Counts
These pedestrian impressions, calculated using Springboard sensors, display the monthly pedestrian counts on the Promenade.

Doc ID: 4e8c54a44311fce35c14b65761c491646888b2d3
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Packet Pg. 14
Attachment: Written Comments (5371 : Written Comment)
1 Vernice Hankins
From: Tricia Crane <[email protected]>
Sent: Monday, September 12, 2022 5:08 PM
To: Sue Himmelrich; Kristin McCowan; Christine Parra; Lana Negrete; Phil Brock; Oscar de la Torre; Gleam Davis; councilmtgitems; David White; Susan Cline; Anuj Gupta Cc: stevan hill
Subject: A resident member of NE Neighbors would like to know why Santa Monica chooses not to underground fiber optics

EXTERNAL
Dear City Manager and Council,
Below is a letter from a resident who asked that I forward this inquiry to you.

Thank you for any information.

Tricia Crane
Chair, Northeast Neighbors

On Mon, Sep 12, 2022 at 7:20 AM stevan hill <[email protected]> wrote:

Tricia,
Please help with bringing attention to wires that the city are letting fiber optics companies add to the poles instead of underground.

Other cites like Culver City are putting everything underground. Our city looks like third world with wires above ground !
Thanks
1048 Berkeley Street
Business Development for North America
First Green Industries ‐FGI
[email protected]
Pardon the typos and brevity...Sent from a handheld device. ‐‐
‐‐
Stevan
Stevan Hill
Business Development for North & South America
First Green Industries ‐ FGI
310‐880‐9200
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Attachment: Written Comments (5371 : Written Comment)
1 Vernice Hankins
From: Anthony Schmitt <[email protected]>
Sent: Tuesday, September 13, 2022 8:02 AM
To: councilmtgitems
Subject: Parklets fee, waiver or grants... for your consideration.

EXTERNAL
To the council of Santa Monica.

If you would consider, as part of the pilot program, for the parklets. The one time fee is excessive. Given that the operators of the parklets went to great expense to build at a time that it was a challenge to have seats filled at restaurant's. Would you consider waive or payments for your one time fee? It seems that we are still in an economic recovery period.

The fee, seems to be passing on the expense of krails to the restaurant's now that it's permanent and not the partnership with the city. If there is no storage space, why are we taking something away, or tearing down what is built to provide patrons an outdoor space? For the comfort of health and well being...

Please, forgive the expense, and have the fee be per outdoor seat, not square footage given the commitment to continue social distancing as we continue to do, what we can to maintain a healthy and vibrant dining experience on Main street.

Thank you, for your continued leadership towards what economic recovery looks like.

As we work together, to keep retail and restaurant's their employees and patrons supported.

Anthony Schmitt
Chairperson MSBIA
Thank you.

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Attachment: Written Comments (5371 : Written Comment)
1 Vernice Hankins
From: adnan safadi <[email protected]>
Sent: Tuesday, September 13, 2022 9:13 AM
To: councilmtgitems; City of Santa Monica; David White; Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Sue Himmelrich; Kristin McCowan; Oscar de la Torre Subject: Stop the mandates dummies

EXTERNAL
Hi Santa Monica City Government:

Why hasn’t the City of Santa Monica lifted their vaccine mandates? Because science?
Because Trump?
Because gun control?
Because Roe vs Wade?
Because transgender youth?
Because needle exchange?
Because the “vaccine” doesn’t stop you from contracting or transmitting Covid? Because Santa Monica’s City Government prefers mandating to governing? You're subverting democracy AND destroying Santa Monica. Double fail. If you don’t believe me just take a drive to Orange County and take a look at how NO mandates and NO lockdowns and NO defund the police has worked out much better than mandates and lockdowns and defunding the police.

Stop the mandates dummies.

Adnan
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Attachment: Written Comments (5371 : Written Comment)
1 Vernice Hankins
From: Denise Anderson-Warren
Sent: Tuesday, September 13, 2022 10:08 AM
To: councilmtgitems
Subject: Fwd: Agenda Item Addition Tonight - Outdoor Dining on the Promenade From: Kayla Smith <[email protected]>
Sent: Tuesday, September 13, 2022 9:48:08 AM
To: Sue Himmelrich <[email protected]>; Gleam Davis <[email protected]>; Lana Negrete <[email protected]>; Kristin McCowan <[email protected]>; Christine Parra <[email protected]>; Phil Brock <[email protected]>; Oscar de la Torre <[email protected]>; David White <[email protected]>; Douglas Sloan <[email protected]>; Denise Anderson‐Warren <Denise.Anderson‐[email protected]> Cc: Lucian Tudor <tudor.lucian.silviu@global‐dining.com>; Toru.Toyokawa <toyokawa.toru@global‐dining.com> Subject: Agenda Item Addition Tonight ‐ Outdoor Dining on the Promenade

EXTERNAL
Good Morning Santa Monica City Council,
Hope you're all having a terrific week so far. I wanted to share with you a few links from a Press Conference we had yesterday in regards to the Outdoor Dining on the 3rd Street Promenade and the effects it will have on employees & business owners. In addition, I have attached a link to our Petition to keep the Outdoor Dining Area with over 3,300 signatures from Santa Monica locals. https://ktla.com/news/local-news/santa-monica-business-owners-plead-for-outdoor-dining-to-beextended-on-3rd-street-promenade/ https://www.univision.com/local/los-angeles-kmex/santa-monica-busca-poner-fin-al-servicio-al-airelibre-de-algunos-restaurantes-latinos-se-verian-afectados-video https://chng.it/gDXTdq8t5T
The community is talking about this. We are asking if you can please add this item to your agenda today.

We have decided to close our doors at the restaurant today in order to help our staff come attend the meeting tonight to advocate their jobs and lives.

Please let me know if you have any questions or if I can provide any other information. We look forward to seeing you all tonight. Thank you again for your time.

Kayla Smith
Marketing, PR, & Event Manager
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Attachment: Written Comments (5371 : Written Comment)
2 Global Dining Inc of California
1212 3rd Street Promenade
Santa Monica, CA 90401
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Attachment: Written Comments (5371 : Written Comment)
1 Vernice Hankins
From: Ann Hsing <[email protected]>
Sent: Tuesday, September 13, 2022 10:28 AM
To: Council Mailbox; councilmtgitems
Cc: Hunter Hall; Brian Bornemann
Subject: Crushing Wastewater Fees for Parklets

EXTERNAL
Dear Santa Monica Council Members,
My name is Ann Hsing, and I'm the Chief Operating Officer and a Managing Partner at pasjoli, a restaurant located on Main Street.

I'm writing to ask you to please consider eliminating the wastewater fees that are being imposed on restaurants in our permanent outdoor dining fees associated with our parklets.

The parklets have been a huge success ‐ not only helping hospitality businesses survive through the worst periods of the pandemic but also helping us recover our losses that have accumulated over the past two years. In addition, it has brought Main Street back to life. We see new businesses open every day and hear about many more to come. As a business owner, I understand the need to collect fees on these parklets. However, asking restaurants to pay $1,359.49 per seat for wastewater fees is extraneous and onerous. For a small restaurant that has 20 seats on an outdoor patio, that's almost $30K in wastewater permit fees alone.

Restaurants do not function with high margins. Our costs continue to rise each day. The price of something as simple as eggs has more than tripled since 2020. Healthcare costs have increased over 40% for us this year. We have struggled to not dramatically increase prices and as a result have taken a hit to our bottom line. If we were required to pay these fees, we would have to choose between operating our outdoor patio or increasing our prices dramatically.

Neither of these options would be a benefit to the neighborhood. We are so proud to be a part of the Santa Monica Main Street community and want to help continue to build Main Street, but these fees are really crushing to our business. Please eliminate them or else many businesses will be forced to close up their outdoor patios and the luster of Main Street will begin to fade.

Thank you for your consideration,
Ann
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1 Vernice Hankins
From: Hunter Hall <[email protected]>
Sent: Tuesday, September 13, 2022 10:35 AM
To: Council Mailbox; councilmtgitems
Cc: Sean Besser; [email protected]
Subject: Please reduce/eliminate Wastewater Fees for parklets!

EXTERNAL
Dear council‐members,
Thank you so much for everything you’ve done with the Parklet program so far and for making it permanent.

That said, many businesses are shocked and dismayed to see just how expensive the wastewater fees are and the timeframe they have to pay them.

For a business to be expected to pay tens of thousands of dollars upfront with no clear way to finance it is unreasonable, and will only encourage people to get rid of their Parklets, which is against the entire ethos of everything we have done as a community so far.

There was not much pushback to the concept of fees up until this point because all of the other fees including Plan Check, monthly rent, etc. are reasonable and were expected. The wastewater fee is unreasonable, unaffordable, and was unclear.

These fees should be greatly reduced, removed entirely, or at the very least businesses should be given 1 to 2 years to finance them.

On another note: Existing Parklets that are larger than two spaces should be allowed to remain as is if the operator wishes. It is unreasonable to expect a business that has invested tens of thousands of dollars to take away a much‐ needed source of revenue generation.

If the result of these fees/regulations is that Santa Monica has less outdoor dining, then everyone loses.

Respectfully,
Hunter G. Hall
Executive Director
MSBIA
314.323.4663
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1 Vernice Hankins
From: Brian Bornemann <[email protected]>
Sent: Tuesday, September 13, 2022 11:42 AM
To: councilmtgitems; Council Mailbox
Cc: [email protected]; Chuck Craig; Ann Hsing; Hunter Hall Subject: meeting notes for tonight, re parklet fees

EXTERNAL
Hello,
There is one pertinent matter that I would like to discuss tonight, please see below:

As business owners, my partner and I, as well as our colleagues with whom we have all counseled, completely understand the need to charge for space. We understand the need to charge rent for the former parking spaces being used. We are completely willing to look the other way when reapplying for the parklet and paying for $5k in plan check and fire department fees. However, the 'waterwaste capital facility fees' are erroneous, arbitrary, and untenable, we maintain that is in the city's and the businesses' best interest that these fees are nullified. We request that these fees be removed from the permanent parklet program manual.

It is clear that the city is trying to make restaurants pay for what had to happen as a result of pandemic seating.

The need to sit outside during a pandemic is of course nobody's fault. Yet, if the city had not created these parklets on Main street our business, along with many others, would not have been successful there. Yes, these parklets helped our businesses survive, but that is all that they did. These fees show a clear lack of understanding for restaurant margins and operations, the very businesses that you are touting to have helped with this. By creating these parklets, the city gains revenue already from our sales tax, from our numerous other fees and bills, and from the traffic that we bring to Santa Monica. Our colleagues and we recently got Main st. to be named ' The Coolest Place to Eat in LA' and we are drawing tourism from all over the county, and beyond, into Santa Monica, thereby creating revenue, including all of their parking, for the city. So why would the city reward our new attention with crippling fees that would then force us to not be able to operate? The fees being imposed are not tenable for us and if the city enforces these, we will be forced to take out business elsewhere.
thank you,
‐‐
Brian Bornemann
Executive Chef & Co‐Owner
Crudo e Nudo ‐ 2724 Main st, Santa Monica 90405
Bella Dea ‐ 27 Morton st, NYC 10014
cell 310‐467‐0883
shop 310‐310‐2120
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1 Vernice Hankins
From: Michael Bezerra <[email protected]>
Sent: Tuesday, September 13, 2022 11:52 AM
To: councilmtgitems; Council Mailbox
Cc: Alexandra Stafford; Hunter Hall
Subject: PLEASE READ RE: Wastewater Fees in Santa Monica

EXTERNAL
Dear Councilmembers,

I write to you as a concerned business owner/operator with regard to the exorbitant and impending Wastewater fees being imposed on us and our fellow hospitality establishments throughout the city of Santa Monica. Not only will this cost be burdensome on us, but it will be a determent to the health of the business community. In addition, these fees contradict the main purpose of our outdoor spaces, being to aid hospitality establishments in recovering from the pandemic and overall survival. Imposing these extravagant fees is a major leap back from that purpose and goal. I fear many will not be able to afford these fees and will be forced to remove valuable and necessary seating that attributes to the continuation of many businesses.

Please understand that our outdoor dining areas at our restaurants not only allowed us to stay in business during Covid, but it prevented the loss of jobs, added jobs, and activated an unprecedented vitalization of the 3rd St. Promenade as well as on Main St. We cannot see our communities lose these essential dining areas due to this extra expense.

In conclusion, I implore you to either dramatically reduce the proposed fee amount or offer a financing option that allows businesses to pay in installments over time. By doing so you will be preventing a grave hindrance on the business community of Santa Monica.

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1 Vernice Hankins
From: Dan Londono <[email protected]>
Sent: Tuesday, September 13, 2022 11:52 AM
To: councilmtgitems; Council Mailbox
Subject: Feedback on Parklet Fees

EXTERNAL
Hello,
I am writing on behalf of Alfalfa Santa Monica, to express the feedback that the wastewater fees for permanent parklets are excessive and unexpected. Restaurants continue to struggle with labor and COGS inflationary pressures, and likely facing a recession at some point soon. We are doing our best to create beautiful experiences on Main Street with our service, products and parklets, in order to attract more business for the city. Please consider making parklets more affordable to operate, especially given the thousands we spent building them out and the challenging local business environment.

Thanks,
Dan

DAN LONDONO
Co-Founder | Alfalfa
973-868-2762 | eatalfalfa.com
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Attachment: Written Comments (5371 : Written Comment)
1 Vernice Hankins
From: Alexandra Stafford <[email protected]>
Sent: Tuesday, September 13, 2022 11:55 AM
To: councilmtgitems; Council Mailbox
Subject: Regarding Wastewater Fees in Santa Monica

EXTERNAL
Dear Councilmembers,

I write to you as a concerned employee of a Santa Monica business owner/operator with regard to the exorbitant and impending Wastewater fees being imposed on us and our fellow hospitality establishments throughout the city of Santa Monica. Not only will this cost be burdensome on us, but it will be a determent to the health of the business community. In addition, these fees contradict the main purpose of our outdoor spaces, being to aid hospitality establishments in recovering from the pandemic and overall survival. Imposing these extravagant fees is a major leap back from that purpose and goal. I fear many will not be able to afford these fees and will be forced to remove valuable and necessary seating that attributes to the continuation of many businesses.

Thank you for your consideration,
Alexandra
Alex Stafford
Executive Assistant | Sunset Restaurant Management Group Phone: 323.822.0849 ext 101 Fax: 323.498.0812
Email: [email protected]
Cabo Cantina | Fiesta Cantina | Jameson's Irish Pub | Baja Beach Cafe | Jameson’s Pub Item 1
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City Council
Report
City Council Meeting: September 13, 2022
Agenda Item: 4.A
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To: Mayor and City Council
From: Denise Anderson Warren, City Clerk, Special Agenda Items Subject: Proclamation: Suicide Prevention Month
Prepared By: Stephanie Venegas, Council Office & Legislative Affairs Liaison Approved Forwarded to Council

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City Council Meeting: September 13, 2022
Agenda Item: 4.B
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City Council Meeting: September 13, 2022
Agenda Item: 4.D
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Prepared By: Christopher Smith, Assistant to the City Manager Approved Forwarded to Council

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City Council
Report
City Council Meeting: September 13, 2022
Agenda Item: 5.A
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To: Mayor and City Council
From: Joseph Cevetello, Chief Information Officer, Information Services Department Subject: Award Network Operation Center and Application Monitoring Contract Recommended Action
Staff recommends that the City Council:

1. Award RFP # 319-A to Mosaic451, LLC for 24x7 Network Operation Center and Application Monitoring for City IT infrastructure operations.

Summary
The Information Services Department (ISD) manages the technology infrastructure, systems and services for all City operations as well as provides network services and data communications to local businesses through the Community Broadband Division (CBD) via CityNet. To ensure secure and reliable network operations for the City and CityNet external customers, the City established a Network Operations Center (NOC) for CBD in 2012 to provide customer service response, 24x7 monitoring, and immediate troubleshooting of network issues. Limited NOC services for the City was contracted in 2019 for citywide critical infrastructure. Due to the 24-hour operational demands of technology support required, the City does not have the resources to provide these services in-house. Staff issued an RFP in May 2022 for NOC services for both CBD and Citywide and recommends the incumbent Mosaic451, LLC, who currently operates

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the CBD NOC, for a new 5-year contract not to exceed $2.010 million. CBD customers pay 100% of their NOC cost as part of their service fees. Citywide services will be funded by the General Fund and various Enterprise funds. This contract has a renewable option for 5 additional years, as the City will have the right to extend each additional year on an annual basis.

Discussion
The Community Broadband Division (via CityNet) provides network services and data communications to the City’s wireless carriers, entertainment and digital media businesses, hospitals, and to affordable housing residents participating in the City’s Digital Inclusion program. Local Santa Monica businesses execute service agreements with the City of Santa Monica to purchase CityNet broadband and network services, best in class customer service, industry standard 24x7 network monitoring, and immediate troubleshooting in the event of a network incident. CityNet business and residential customers rely on the City to provide industry standard 24x7 network monitoring, immediate response for required troubleshooting, and the execution of preventative maintenance measures to protect the CityNet network. Additionally, ISD provides 24x7 information technology infrastructure, networking, and application support for City operations including Santa Monica Police, Fire, Public Works Departments, and the Office of Emergency Management.

Staff recommends continuing with 24x7 NOC services for CBD and adding City infrastructure with expert level support, recognized as the appropriate level of response to high impact events and cyberattacks such as a Distributed Denial of Service Attack to provide enhanced security and reliability to critical City infrastructure. These NOC services will assist City staff with network monitoring, troubleshooting, and incident resolution on a 24x7 basis including holidays. Staff is also seeking contract authority to implement application monitoring for CBD with the potential to expand this service to all City infrastructure in future years. Application monitoring will provide increased monitoring and security measures to prevent potential cyberattacks on City infrastructure. Application monitoring will be implemented by CBD in year 1 of this

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contract. Application monitoring will not be implemented in year 1 of this contract Citywide, but will be considered and potentially added in year 2 and beyond.

Staff recommends executing an agreement with Mosaic451, LLC, to provide 24x7 NOC services and application monitoring services in an amount not to exceed $2,010,000 for five years, with one additional five (5)-year renewal option, for a total not to exceed amount of $4,355,000 over a ten-year period.

NOC services and application monitoring will be funded from CityNet business customer revenues for services specifically related to CityNet, the General Fund and various Enterprise Funds will support these services for any IT infrastructure specifically related to internal City operations. Any shared use IT infrastructure will be proportionally funded by both the Community Broadband Fund and General and Enterprise funds.

Pursuant to the City’s comprehensive review and analysis of City services and operations contracted out to vendors, as reported to City Council on January 13, 2015, Mosaic451, LLC was previously approved by City Council for 24x7 NOC services due to the effective workforce flexibility which scales in accordance with the frequency and severity of simultaneous network incidents in real time.

Vendor Selection
Bidder Recommendation
Best Qualified Person/Firm Mosaic451, LLC
Evaluation Criteria
(include all that apply)
Experience and Technical Competence, Cost of
Services, Value Added-Breadth of Service,
Stability/References.

Municipal Code SMMC 2.24.190
RFPs Received
ConnxAI, Inc. Netsync Network Solutions, Inc. SDI Presence, LLC Tilson Mosaic451, LLC Zones
RFP Data
Posted On Posted On
Advertised In
(City Charter & SMMC)
Vendors
Downloaded
Date Publicly
Opened
05/13/2022  City's Online
Bidding Site Santa Monica Daily Press 33 06/06/2022

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Justification to Award
Staff recommends Mosaic451, LLC as the best qualified person or firm to provide for 24x7 NOC and application monitoring services based on the firm’s qualified personnel with experience in network and server infrastructure, application performance monitoring, and cybersecurity operations. In addition, Mosaic451, LLC provides NOC and application monitoring services to private firms and public agencies, including the Department of Energy, San Francisco International Airport, State of Arizona Department of Transportation, and GlaxoSmithKline pharmaceutical company.

Financial Impacts and Budget Actions
Staff seeks authority to approve funding from the Community Broadband Fund and the Information Technology Replacement and Services Fund to award a contract with Mosaic451, LLC for 24x7 NOC and application monitoring. The proposed five-year renewal option includes a 1.5% inflation escalator for each year for the 5 Year Renewal Term for a total not to exceed of $4,355,000. Future funding is contingent on Council budget approval.

Contract Request
FY 2022-23
Budget
Request Amount
Future Years
(5 Year Initial Term)
Future Years
(5 Year Optional
Renewal Term)
Department/
CIP Account #
Total Contract
Amount
$106,357 $208,905 $283,742 55140001.550010 (CBD) $599,004 $184,493 $1,510,245 $2,061,258
C7100030.689000
(Information Technology
Replacement and
Services Fund)
$3,755,996
$290,850 $1,719,150 $2,345,000 TOTAL $4,355,000

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Prepared By: Gary Carter, Community Broadband Manager
Approved Forwarded to Council
Attachments:

A. Mosaic_Oaks

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Attachment: Mosaic_Oaks [Revision 1] (5221 : Network Operations Center Contract Award)

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Attachment: Mosaic_Oaks [Revision 1] (5221 : Network Operations Center Contract Award) City Council
Report
City Council Meeting: September 13, 2022
Agenda Item: 5.B
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To: Mayor and City Council
From: Edward F King, Director, Department of Transportation, Transit Maintenance Subject: Modification of Contract to Provide Fleet Vehicle Maintenance Data Collection and Analytics
Recommended Action
Staff recommends that the City Council authorize the City Manager to negotiate and execute a sixth modification to agreement #9508 in the amount of $323,301 with Trapeze Software Group to furnish, deliver, and install additional Vehicle Data Collectors to replace obsolete equipment at the Department of Transportation’s fueling facility and to allow for automatic collection of vehicle mileage data. This modification would also extend the software maintenance contract of the Enterprise Asset Module (EAM) for tracking maintenance work orders, warehouse inventory management, fueling controls, and maintenance management functions from July 1, 2023, through June 30, 2025. This will result in a thirteen-year amended agreement with a new total amount not to exceed $1,940,320, with future year funding contingent on Council budget approval.

Summary
Santa Monica Department of Transportation (DOT), Big Blue Bus division (BBB) currently maintains a software maintenance support contract with Trapeze, Inc. for proprietary software and hardware for its Enterprise Asset Module (EAM), which performs critical maintenance and inventory management functions that are vital to operating a public transportation maintenance program. Trapeze is the exclusive service provider for this product.

This contract includes software and hardware for asset management, preventative maintenance tracking, parts inventory, and fuel consumption tracking. The hardware that supports this system was not designed to collect fueling or mileage data from DOT’s battery electric buses (BEBs), as it was installed before the DOT began its

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conversion of the fleet from renewable natural gas to zero-emission and needs to be replaced. This contract will expire on June 30, 2023, with no additional options to renew.

Staff seeks to extend the contract with Trapeze for two additional years to upgrade the system hardware in an amount not to exceed $186,881 for the first year, including $56,958 for a hardware upgrade to DOT’s fuel management system, $129,923 for the extension of its software maintenance agreement, and a 10% contingency. This modification would include an additional $136,420 in its second year for software maintenance with the two-year total not to exceed $323,301.

Discussion
On November 22, 2011, the City Council authorized the City Manager to execute a contract with Trapeze, Inc. to upgrade its existing fleet maintenance system. The system is designed to help DOT track and report on performance and cost accounting to manage its fleet more effectively by providing access to detailed work order, parts, and billing history information, as well as fuel consumption monitoring and other key fleet performance measurement data. DOT uses the Trapeze EAM system to manage its daily maintenance operations and to provide reports and required data to federal, state, and local regulatory bodies and funding sources.

The most important functions of the EAM system are providing asset management, preventative maintenance tracking, parts inventory control, and fuel consumption tracking. The fuel tracking system includes hardware located at DOT’s fuel and wash facility that automatically records the quantity of fuel dispensed and the mileage accumulated for each transit bus. The accurate tracking of mileage is critical to ensuring that transit buses are inspected every 6,000 miles in accordance with federal regulations. Failure to comply with these regulations increases the risk of a mechanical failure impacting transit service and could result in a loss of federal funding which would negatively affect BBB’s ability to replace its fleet of transit buses in a timely manner.

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The current hardware that supports the collection of mileage data for transit buses is not set up to retrieve mileage from DOT’s fleet of battery electric buses (BEBs) which were commissioned in April 2022. Staff currently must manually collect mileage data from each of its 19 BEBs and enter it into the EAM system. As DOT purchases and commissions new BEBs in accordance with its fleet replacement plan, this manual process will impose an unsustainable burden on DOT maintenance staff and would require additional resources to support. This contract modification would replace the current hardware responsible for updating the fuel and mileage collection system and will be compatible with the entire bus fleet.

The software maintenance contract extension and modification requested are necessary to continue to provide essential transportation services to customers who depend on DOT each day to get to work and to travel to crucial services such as medical appointments or to stores for groceries and medication. DOT depends on Trapeze’s EAM system to provide safe and reliable service to its customers. Under the current contract #9508, system operations and maintenance support for the EAM system are provided through June 30, 2023. Staff recommends that a modification to contract #9508 be executed to extend the City’s maintenance contract for EAM through June 30, 2025, and to purchase and install updated fuel management hardware and related software.

Past Council Actions
Meeting Date Description
11/22/2011
(Attachment A)
DOT Fleet Maintenance Software upgrade to EAM
04/28/2020
(attachment B)
Modification to Trapeze contracts to extend maintenance agreement through 6/30/2023
Financial Impacts and Budget Actions
Staff seeks authority to approve funding from the Big Blue Bus fund to increase the amount of the agreement #9508 with Trapeze, Inc. to provide fleet vehicle maintenance data collection and analytics. Future year funding is contingent on Council budget approval.

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Contract Modification Request
Agreement
#
Current
Authorized
Amount
FY 2022-23
Budget Modified
Request Amount
Future
Years’
Request
Amount
CIP Account #
Total
Revised
Contract
Amount
9508 $1,617,019 $186,881 $136,420 C6004770.689000 $1,940,320 Prepared By: David Nanjo, Administrative Analyst
Approved Forwarded to Council
Attachments:

A. 11-22-2011 Big Blue Bus Fleet Maintenance Software Upgrade B. 04-28-2020 Approval of Extension of Software Maintenance Contracts with Trapeze, Inc.

C. 06-07-2022 TRAPEZE OAKS INITIATIVE FORM
D. EAM Contract - Original
E. CSA #9508 - 1st Modification
F. CSA #9508 - 2nd Modification
G. CSA #9508 - 3rd Modification
H. CSA #9508 - 4th Modification
I. CSA #9508 - 5th Modification

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CITY OF SANTA MONICA

OAKS INITIATIVE NOTICE

NOTICE TO APPLICANTS, BIDDERS, PROPOSERS

AND OTHERS SEEKING DISCRETIONARY PERMITS, CONTRACTS,

OR OTHER BENEFITS FROM THE CITY OF SANTA MONICA
Santa Monica’s voters adopted a City Charter amendment commonly known as the Oaks Initiative. The Oaks Initiative requires the City to provide this notice and information about the Initiative’s requirements. You may obtain a full copy of the Initiative’s text from the City Clerk.

This information is required by City Charter Article XXII—Taxpayer Protection. It prohibits a public official from receiving, and a person or entity from conferring, specified personal benefits or campaign advantages from a person or entity after the official votes, or otherwise takes official action, to award a “public benefit” to that person or entity. The prohibition applies within and outside of the geographical boundaries of Santa Monica.

All persons or entities applying or receiving public benefits from the City of Santa Monica shall provide the names of trustees, directors, partners, and officers, and names of persons with more than a 10% equity, participation or revenue interest. An exception exists for persons serving in those capacities as volunteers, without compensation, for organizations exempt from income taxes under Section 501(c)(3), (4), or (6), of the Internal Revenue Code. However, this exception does not apply if the organization is a political committee or controls political committees. Examples of a “public benefit” include public contracts to provide goods or services worth more than $25,000 or a land use approval worth more than $25,000 over a 12-month period.

In order to facilitate compliance with the requirements of the Oaks Initiative, the City compiles and maintains certain information. That information includes the name of any person or persons who is seeking a “public benefit.” If the “public benefit” is sought by an entity, rather than an individual person, the information includes the name of every person who is: (a) trustee, (b) director, (c) partner, (d) officer, or has (e) more than a ten percent interest in the entity. Therefore, if you are seeking a “public benefit” covered by the Oaks Initiative, you must supply that information on the Oaks Initiative Disclosure Form. This information must be updated and supplied every 12 months.

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Attachment: 06-07-2022 TRAPEZE OAKS INITIATIVE FORM (5257 : Modification of Contract for Fleet Maintenance Data Collection and

CITY OF SANTA MONICA

OAKS INITIATIVE DISCLOSURE FORM
In order to facilitate compliance with the requirements of the Oaks Initiative, the City compiles and maintains certain information. That information includes the name of any person or persons who is seeking a “public benefit.” If the “public benefit” is sought by an entity, rather than an individual person, the information includes the name of every person who is: (a) trustee, (b) director, (c) partner, (d) officer, or has (e) more than a ten percent interest in the entity.

Public benefits include:

1. Personal services contracts in excess of $25,000 over any 12-month period;

2. Sale of material, equipment or supplies to the City in excess of $25,000 over a 12- month period;

3. Purchase, sale or lease of real property to or from the City in excess of $25,000 over a 12- month period;

4. Non-competitive franchise awards with gross revenue of $50,000 or more in any 12-month period;

5. Land use variance, special use permit, or other exception to an established land use plan, where the decision has a value in excess of $25,000;

6. Tax “abatement, exception, or benefit” of a value in excess of $5,000 in any 12- month period; or

7. Payment of “cash or specie” of a net value to the recipient of $10,000 in any 12- month period.

Name(s) of persons or entities receiving public benefit:

Name(s) of trustees, directors, partners, and officers:

Name(s) of persons with more than a 10% equity, participation, or revenue interest:

Prepared by: ____________________________Title: __________________________ Signature: ______________________________________ Date: ________________ Email: ____________________________________ Phone: ____________________ FOR CITY USE ONLY:

Bid/PO/Contract # ____________________________ Permit # ___________________________

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Attachment: 06-07-2022 TRAPEZE OAKS INITIATIVE FORM (5257 : Modification of Contract for Fleet Maintenance Data Collection and

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Packet Pg. 160 Attachment: CSA #9508 - 4th Modification (5257 : Modification of Contract for Fleet Maintenance Data Collection and Analytics) 1 FIFTH MODIFICATION OF AGREEMENT NO. 9508 (CCS)
This Fifth Modification of Agreement Number 9508 (CCS) (“Fifth Modification”), entered into as of _________________(“Execution Date”), by and between the City of Santa Monica, a municipal corporation (“City”), and Trapeze Software Group (Trapeze) is made with reference to the following:

RECITALS
A. On or about April 17, 2012, City and TRAPEZE entered into Agreement Number 9508 (CCS) for Fleet and Asset Management Software Trapeze EAM and related services and third-party hardware (“Original Agreement”). The Original Agreement provided City with a perpetual, nonexclusive and nontransferable license to use the licensed software products with City having the option to renew and pay, on an annual basis, for maintenance services for an additional five years.

B. On or about April 16, 2013, City and Trapeze entered into a First Modification of Software License and Hardware Purchase Agreement Number 9508 (CCS) (“First Modification”) for additional upgrades, training, hardware, and repair of the Trapeze Fuel Focus System.

C. On or about May 26, 2015, City and Trapeze entered into a Second Modification of Software License and Hardware Purchase Agreement Number 9508 (CCS) (“Second Modification”) to amend the scope of services and adjust the compensation.

D. On or about December 14, 2017, City and Trapeze entered into a Third Modification of Software License and Hardware Purchase Agreement Number 9508 (CCS) (“Third Modification”) to extend the term of the maintenance services and to receive software upgrades for an additional year, with two additional one-year options to renew..

E. On or about May 23, 2018, City and Trapeze entered into a Fourth Modification of Agreement Number 9508 (CCS) (“Fourth Modification”) to include additional services to be performed by Trapeze to conduct a Business Process Review, assist with the creation of training plans, conduct training, and implement a State of Good Repair/Capital Planning (SGR/CP) module. The Original Agreement, First Modification, Second Modification, Third Modification, and Fourth Modification may be referred to collectively herein as “the Agreement.” F. City and TRAPEZE now desire to modify the Agreement to extend maintenance services for an additional year, with one additional one-year option to renew on the terms and conditions set forth herein.

TERMS AND CONDITIONS
Now, therefore, the undersigned parties do hereby mutually agree to modify the Agreement as follows:

DocuSign Envelope ID: 60D9C305-8E60-4832-8268-5BC24F3CD0F3 6/11/2020

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Packet Pg. 161 Attachment: CSA #9508 - 5th Modification (5257 : Modification of Contract for Fleet Maintenance Data Collection and Analytics) 2 1. Maintenance and Support Services. Section 9 of the Original Agreement entitled “Maintenance and Support Services” shall be modified to add the following:

The term of the maintenance and support services shall be extended for an additional year through June 30, 2022. The City, at its sole and complete discretion, shall have one additional one-year option to extend the Agreement for Fiscal Year 2022-23, subject to budgetary appropriation by City Council.

2. Compensation. Section 2 of the Second Modification, which deleted and replaced Section 6(a) of the Original Agreement and Section 3 of the First Modification, shall be modified to read as follows:

2.1. Compensation Under Original Agreement. Except as modified pursuant to the Second Modification, the City shall pay to Vendor the amount set forth in the Budget attached as Exhibit 3 to the Original Agreement for the license fees, hardware fees, third party costs, implementation services, customizations, and expenses. The total amount shall not exceed Three Hundred Twenty Nine Thousand, One Hundred Seventy Nine Dollars ($329,179) for software and services, and Three Hundred Fourteen Thousand Twelve Dollars ($314,012) for maintenance costs for a period of five years and sales tax, if any, which shall be determined and charged in accordance to California law. City will be responsible for payment of all applicable taxes and levies, including sales and use taxes, and this obligation will survive termination of this Agreement. If City has a tax exemption certificate, a copy of the certificate must be provided to Vendor upon signing of this Original Agreement to avoid payment of the applicable tax to vendor.

2.2. Compensation for Additional Licensed Products and Services Provided Pursuant to First Modification. For Additional Licensed Products and Services set forth in Exhibit A-1 of the First Modification, the City shall pay and Trapeze shall accept the sum of One Hundred FiftyTwo Thousand Seven Hundred Twenty-Five Dollars ($152,725) as set forth in the Budget attached as Exhibit B-1 to the First Modification.

For additional mechanics training set forth in Exhibit A-2 of the First Modification, the City shall pay and Trapeze shall accept the sum of Five Thousand One Hundred Dollars ($5,100) as set forth in the Budget attached as Exhibit B-1 to the First Modification.

2.3. Compensation for Additional Licensed Products and Services Provided Pursuant to Second Modification. For Additional Licensed Products and Services set forth in Exhibit A-3 attached to the Second Modification, the City shall pay and Trapeze shall accept the sum of Thirty-One Thousand One Hundred Ten Dollars ($31,110) as set forth in the Budget attached as Exhibit B-2 to the Second Modification.

DocuSign Envelope ID: 60D9C305-8E60-4832-8268-5BC24F3CD0F3

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Packet Pg. 162 Attachment: CSA #9508 - 5th Modification (5257 : Modification of Contract for Fleet Maintenance Data Collection and Analytics) 3 2.4. Compensation for Additional Maintenance and Support Services Provided Pursuant to Third Modification. For additional maintenance and support services for Fiscal Year 2017-18 and option years, if any, the City shall pay and Trapeze shall accept an annual maintenance fee, as set forth in the Budget attached as Exhibit B-3 to the Third Modification. For FY 2017-18, the fee shall be $88,137, and for option years, if any, the fee will increase to $92,544.32 for FY 2018-19 and $97,171.56 for FY 2019-20.

2.5. Compensation for Additional Services Provided Pursuant to Fourth Modification. The City will compensate Trapeze for the Additional Services provided pursuant to the Fourth Modification in an amount not to exceed $179,613, as set forth in Budget and Payment Milestone attached as Exhibit B-4 to the Fourth Modification. Milestone payments shall be made to Trapeze based on the agreed upon schedule as set forth in Exhibit B-4.

2.6 Compensation for Additional Services Provided Pursuant to Fifth Modification. The City will compensate Trapeze for the additional maintenance and support services provided pursuant to this Fifth Modification in an amount not to exceed $321,649, as set forth in attached Exhibit B-5.

2.7 Total Amount Not to Exceed. The total contract price for services pursuant to the Original Agreement, the First Modification, the Second Modification, the Third Modification, the Fourth Modification, and this Fifth Modification shall not exceed $1,617,019.

3. Exhibit B-5 is attached hereto and incorporated herein by this reference. ///
///
DocuSign Envelope ID: 60D9C305-8E60-4832-8268-5BC24F3CD0F3

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Packet Pg. 163 Attachment: CSA #9508 - 5th Modification (5257 : Modification of Contract for Fleet Maintenance Data Collection and Analytics) 4 4. Except as expressly modified by this Fifth Modification, all other terms and conditions of the Agreement shall be and remain in full force and effect.

IN WITNESS WHEREOF, the parties have executed this Fifth Modification as of the date and year first written above.

ATTEST:
______________________________

DENISE ANDERSON-WARREN
City Clerk
APPROVED AS TO FORM:
______________________________

LANE DILG
City Attorney

CITY OF SANTA MONICA,
a municipal corporation
By: ______________________________

RICK COLE
City Manager
TRAPEZE Corporation
#VENDOR
By: _______________________________
DocuSign Envelope ID: 60D9C305-8E60-4832-8268-5BC24F3CD0F3 Interim City Attorney
George S. Cardona
6/9/2020
GM
6/10/2020
Steve Sawyer
Trapeze Software Group Inc.

City Attorney
Lane Dilg
6/11/2020
Denise Anderson-Warren
City Clerk
6/11/2020

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Packet Pg. 164 Attachment: CSA #9508 - 5th Modification (5257 : Modification of Contract for Fleet Maintenance Data Collection and Analytics) 5 Exhibit B-5 – Budget
FY2020-21 $ 102,030.00
FY2021-22 $ 107,131.00
FY2022-23 $ 112,487.55
DocuSign Envelope ID: 60D9C305-8E60-4832-8268-5BC24F3CD0F3

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Packet Pg. 165 Attachment: CSA #9508 - 5th Modification (5257 : Modification of Contract for Fleet Maintenance Data Collection and Analytics) City Council
Report
City Council Meeting: September 13, 2022
Agenda Item: 5.C
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To: Mayor and City Council
From: Lori Gentles, Chief People Officer, Human Resources Department Subject: Adoption of a Resolution accepting the tentative agreements and authorizing the City Manager to negotiate and execute a Memorandum of Understanding with the Administrative Team Associates (ATA)
Recommended Action
Staff recommends that the City Council:

1. Adopt the proposed Resolution (Attachment A) accepting the tentative agreement and authorizing the City Manager to negotiate and execute a Memorandum of Understanding with the Administrative Team Associates (ATA);

2. Adopt the salary schedule (Attachment B); and

3. Authorize budget changes as outlined in the Financial Impacts & Budget Actions section of this report.

Summary
In accordance with the Meyers-Milias-Brown Act (MMBA), negotiations between the City and the Administrative Team Associates (ATA), have resulted in a Tentative Agreement (TA) regarding a successor Memorandum of Understanding (MOU). Staff seeks Council authorization to enter into this agreement. ATA finalized the ratification voting process, approving the terms of the TA. City staff recommend that the Council approve the ratified TA to establish a successor agreement between the City and this bargaining unit. Staff have ongoing negotiations with one remaining bargaining unit.

Discussion
The MOU between the City and the bargaining unit establishes wages, hours, and other terms and conditions of employment. Under the Meyers-Milias-Brown Act (MMBA) in California, local public agencies negotiate with exclusively recognized employee

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organizations on wages, hours, and working conditions. The City is currently still in negotiations with one of these employee organizations (often referred to as bargaining groups or unions) whose contracts with the City expired on June 30, 2022, with the exception of the Teamsters, whose MOU expired in 2020.

The overall policy of the City has been to maintain competitive benefits and working conditions in a high-cost geographic labor market in order to retain and attract a highquality workforce to serve our community across a wide range of specialized services.

Since most, though not all, City jobs are most comparable to those in other (competing) municipal organizations, the City has traditionally looked to full-service cities in our region of similar size and financial strength for labor market comparisons.

The terms of the tentative agreement brings the City closer in alignment with our eleven comparable peer cities while simultaneously preserving a level of benefits that will keep the City of Santa Monica competitive in a tight labor market. Peer cities include Anaheim, Beverly Hills, Burbank, Culver City, El Segundo, Glendale, Inglewood, Pasadena, Redondo Beach, Santa Barbara, and Torrance. The City of Los Angeles and County of Los Angeles may also be included as a comparable agency depending on the classifications being surveyed.

The substantive changes for the TA with ATA are outlined below:

Administrative Team Associates (ATA)
• Term of Agreement: July 1, 2022, through June 30, 2025. • July 1, 2022 = 4.5% salary increase plus a one-time signing bonus of $1,650, effective July 1, 2022,
• July 1, 2023 = 3% salary increase.
• July 1, 2024 = 2% salary increase.
• Add Cesar Chavez and Juneteenth as paid holidays.
• Restoration of Sick Leave Buyback Program.

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• City-paid State Disability Insurance effective fiscal year 2024-2025. • ATA employees who are assigned and respond to a mutual aid team shall be compensated for “portal to portal” at the straight-time rate. • Special Event/Operational Emergency Compensation – ATA members in the Police Department due to extraordinary circumstances, may receive extra compensation at their straight time rate of pay for hours worked in excess of their regularly scheduled work week.
• Water Division bonuses: $75 bi-weekly, $125 bi-weekly or $175 bi-weekly bonus for Water Treatment, Wastewater Collection, Water Distribution Certification bonuses, depending on the level of the certification.

Financial Impacts and Budget Actions
The total estimated cost of the negotiated changes contained in the tentative agreement presented in this report is $2,562,647 for FY 2022-23. The budget impact of these changes was included in the FY 2021-22 through FY 2027-28 Five-Year Financial Forecast for the General Fund. If the changes are approved, staff will appropriate the FY 2022-23 changes in Non-Departmental for the General Fund and all other funds as listed in the table below. The budget will be transferred to the relevant funds and department accounts along with the FY 2022-23 Midyear Budget changes being presented to Council in February 2022.

Fund # Fund Name Total
01 General Fund $2,000,143
11 Beach Recreation Fund 27,401
12 Housing Authority Fund 39,857
50 Water Fund 41,374
51 Wastewater Fund 56,199
53 Pier Fund 43,969
54 Resource Recovery & Recycling Fund 103,736
55 Community Broadband Fund 105,842
57 Airport Fund 35,877
59 Cemetery Fund 34,390
60 Big Blue Bus Fund 33,763
70 Vehicle Management Fund 14,673
75 Risk Management Administration Fund 25,422

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Total all funds $2,562,647
Prepared By: Ericka Reinke, Senior HR Analyst
Approved Forwarded to Council
Attachments:

A. COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22
B. ATA TA RESO 9.13.22

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Administrative Team Associates (ATA)
Salary Schedule for September 13, 2022 City Council Meeting Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 060 1 39.33 6,818.00 81,816.00 3,146.77
060 2 41.27 7,154.00 85,848.00 3,301.85
060 3 43.70 7,575.00 90,900.00 3,496.15
060 4 46.13 7,996.00 95,952.00 3,690.46
060 5 48.56 8,417.00 101,004.00 3,884.77
032 1 35.45 6,144.00 73,728.00 2,835.69
032 2 37.19 6,447.00 77,364.00 2,975.54
032 3 39.39 6,827.00 81,924.00 3,150.92
032 4 41.57 7,206.00 86,472.00 3,325.85
032 5 43.76 7,585.00 91,020.00 3,500.77
032 1 35.45 6,144.00 73,728.00 2,835.69
032 2 37.19 6,447.00 77,364.00 2,975.54
032 3 39.39 6,827.00 81,924.00 3,150.92
032 4 41.57 7,206.00 86,472.00 3,325.85
032 5 43.76 7,585.00 91,020.00 3,500.77
060 1 39.33 6,818.00 81,816.00 3,146.77
060 2 41.27 7,154.00 85,848.00 3,301.85
060 3 43.70 7,575.00 90,900.00 3,496.15
060 4 46.13 7,996.00 95,952.00 3,690.46
060 5 48.56 8,417.00 101,004.00 3,884.77
060 1 39.33 6,818.00 81,816.00 3,146.77
060 2 41.27 7,154.00 85,848.00 3,301.85
060 3 43.70 7,575.00 90,900.00 3,496.15
060 4 46.13 7,996.00 95,952.00 3,690.46
060 5 48.56 8,417.00 101,004.00 3,884.77
262 1 52.33 9,071.00 108,852.00 4,186.62
262 2 54.92 9,519.00 114,228.00 4,393.38
262 3 58.15 10,079.00 120,948.00 4,651.85
262 4 61.38 10,639.00 127,668.00 4,910.31
262 5 64.61 11,199.00 134,388.00 5,168.77
060 1 39.33 6,818.00 81,816.00 3,146.77
060 2 41.27 7,154.00 85,848.00 3,301.85
060 3 43.70 7,575.00 90,900.00 3,496.15
060 4 46.13 7,996.00 95,952.00 3,690.46
060 5 48.56 8,417.00 101,004.00 3,884.77
060 1 39.33 6,818.00 81,816.00 3,146.77
060 2 41.27 7,154.00 85,848.00 3,301.85
060 3 43.70 7,575.00 90,900.00 3,496.15
060 4 46.13 7,996.00 95,952.00 3,690.46
060 5 48.56 8,417.00 101,004.00 3,884.77
ADMIN ANALYST 1078 ATA
9094 ATA
ACCOUNTANT II 1106 ATA
9096 ATA
ACCOUNTS PAYABLE SUPERVISOR 1012 ATA
Class Title
ACCOUNTANT -COLLECTIONS 1105 ATA
ACCOUNTANT I 1107 ATA
9097 ATA

5.C.a
Packet Pg. 170 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 060 1 39.33 6,818.00 81,816.00 3,146.77
060 2 41.27 7,154.00 85,848.00 3,301.85
060 3 43.70 7,575.00 90,900.00 3,496.15
060 4 46.13 7,996.00 95,952.00 3,690.46
060 5 48.56 8,417.00 101,004.00 3,884.77
060 1 39.33 6,818.00 81,816.00 3,146.77
060 2 41.27 7,154.00 85,848.00 3,301.85
060 3 43.70 7,575.00 90,900.00 3,496.15
060 4 46.13 7,996.00 95,952.00 3,690.46
060 5 48.56 8,417.00 101,004.00 3,884.77
060 1 39.33 6,818.00 81,816.00 3,146.77
060 2 41.27 7,154.00 85,848.00 3,301.85
060 3 43.70 7,575.00 90,900.00 3,496.15
060 4 46.13 7,996.00 95,952.00 3,690.46
060 5 48.56 8,417.00 101,004.00 3,884.77
060 1 39.33 6,818.00 81,816.00 3,146.77
060 2 41.27 7,154.00 85,848.00 3,301.85
060 3 43.70 7,575.00 90,900.00 3,496.15
060 4 46.13 7,996.00 95,952.00 3,690.46
060 5 48.56 8,417.00 101,004.00 3,884.77
060 1 39.33 6,818.00 81,816.00 3,146.77
060 2 41.27 7,154.00 85,848.00 3,301.85
060 3 43.70 7,575.00 90,900.00 3,496.15
060 4 46.13 7,996.00 95,952.00 3,690.46
060 5 48.56 8,417.00 101,004.00 3,884.77
060 1 39.33 6,818.00 81,816.00 3,146.77
060 2 41.27 7,154.00 85,848.00 3,301.85
060 3 43.70 7,575.00 90,900.00 3,496.15
060 4 46.13 7,996.00 95,952.00 3,690.46
060 5 48.56 8,417.00 101,004.00 3,884.77
060 1 39.33 6,818.00 81,816.00 3,146.77
060 2 41.27 7,154.00 85,848.00 3,301.85
060 3 43.70 7,575.00 90,900.00 3,496.15
060 4 46.13 7,996.00 95,952.00 3,690.46
060 5 48.56 8,417.00 101,004.00 3,884.77
060 1 39.33 6,818.00 81,816.00 3,146.77
060 2 41.27 7,154.00 85,848.00 3,301.85
060 3 43.70 7,575.00 90,900.00 3,496.15
060 4 46.13 7,996.00 95,952.00 3,690.46
060 5 48.56 8,417.00 101,004.00 3,884.77
ADMIN ANALYST-YOUTH/FAM SVS 1210 ATA
ADMIN ANALYST-LIBRARY FISC SVS 1084 ATA
ADMIN ANALYST-RECORDS & EL SVS 1089 ATA
ADMIN ANALYST-INFORMATION SYST 1161 ATA
ADMIN ANALYST-LIBRARY ADMIN SV 1080 ATA
ADMIN ANALYST-ENGINEERING 1081 ATA
ADMIN ANALYST-HOMELESS SVS 1086 ATA
ADMIN ANALYST-CEMETERY 1091 ATA

5.C.a
Packet Pg. 171 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 373 1 58.96 10,219.00 122,628.00 4,716.46
373 2 61.87 10,724.00 128,688.00 4,949.54
373 3 65.50 11,354.00 136,248.00 5,240.31
373 4 69.14 11,985.00 143,820.00 5,531.54
373 5 72.78 12,616.00 151,392.00 5,822.77
373 1 58.96 10,219.00 122,628.00 4,716.46
373 2 61.87 10,724.00 128,688.00 4,949.54
373 3 65.50 11,354.00 136,248.00 5,240.31
373 4 69.14 11,985.00 143,820.00 5,531.54
373 5 72.78 12,616.00 151,392.00 5,822.77
276 1 54.88 9,513.00 114,156.00 4,390.62
276 2 57.59 9,983.00 119,796.00 4,607.54
276 3 60.99 10,571.00 126,852.00 4,878.92
276 4 64.37 11,158.00 133,896.00 5,149.85
276 5 67.76 11,745.00 140,940.00 5,420.77
060 1 39.33 6,818.00 81,816.00 3,146.77
060 2 41.27 7,154.00 85,848.00 3,301.85
060 3 43.70 7,575.00 90,900.00 3,496.15
060 4 46.13 7,996.00 95,952.00 3,690.46
060 5 48.56 8,417.00 101,004.00 3,884.77
032 1 35.45 6,144.00 73,728.00 2,835.69
032 2 37.19 6,447.00 77,364.00 2,975.54
032 3 39.39 6,827.00 81,924.00 3,150.92
032 4 41.57 7,206.00 86,472.00 3,325.85
032 5 43.76 7,585.00 91,020.00 3,500.77
261 1 52.32 9,069.00 108,828.00 4,185.69
261 2 54.91 9,517.00 114,204.00 4,392.46
261 3 58.13 10,076.00 120,912.00 4,650.46
261 4 61.36 10,636.00 127,632.00 4,908.92
261 5 64.59 11,196.00 134,352.00 5,167.38
280 1 57.27 9,927.00 119,124.00 4,581.69
280 2 60.10 10,418.00 125,016.00 4,808.31
280 3 63.63 11,030.00 132,360.00 5,090.77
280 4 67.17 11,643.00 139,716.00 5,373.69
280 5 70.71 12,256.00 147,072.00 5,656.62
216 1 48.78 8,456.00 101,472.00 3,902.77
216 2 51.19 8,873.00 106,476.00 4,095.23
216 3 54.20 9,395.00 112,740.00 4,336.15
216 4 57.21 9,917.00 119,004.00 4,577.08
216 5 60.23 10,439.00 125,268.00 4,818.00
ARCHITECT 1125 ATA
ARCHITECTURAL ASSOCIATE 1133 ATA
AIRPORT OPERATIONS SPECIALIST 1109 ATA
AQUATICS PROGRAM MANAGER 1301 ATA
AIRPORT OPERATIONS ADMIN 1053 ATA
AIRPORT OPERATIONS ANALYST 1103 ATA
ADMIN SERVICES OFFICER 1077 ATA
9033 ATA

5.C.a
Packet Pg. 172 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 170 1 45.50 7,887.00 94,644.00 3,640.15
170 2 47.75 8,276.00 99,312.00 3,819.69
170 3 50.56 8,763.00 105,156.00 4,044.46
170 4 53.37 9,250.00 111,000.00 4,269.23
170 5 56.18 9,737.00 116,844.00 4,494.00
170 1 45.50 7,887.00 94,644.00 3,640.15
170 2 47.75 8,276.00 99,312.00 3,819.69
170 3 50.56 8,763.00 105,156.00 4,044.46
170 4 53.37 9,250.00 111,000.00 4,269.23
170 5 56.18 9,737.00 116,844.00 4,494.00
032 1 35.45 6,144.00 73,728.00 2,835.69
032 2 37.19 6,447.00 77,364.00 2,975.54
032 3 39.39 6,827.00 81,924.00 3,150.92
032 4 41.57 7,206.00 86,472.00 3,325.85
032 5 43.76 7,585.00 91,020.00 3,500.77
032 1 35.45 6,144.00 73,728.00 2,835.69
032 2 37.19 6,447.00 77,364.00 2,975.54
032 3 39.39 6,827.00 81,924.00 3,150.92
032 4 41.57 7,206.00 86,472.00 3,325.85
032 5 43.76 7,585.00 91,020.00 3,500.77
825 1 67.98 11,784.00 141,408.00 5,438.77
825 2 71.34 12,366.00 148,392.00 5,707.38
825 3 75.54 13,093.00 157,116.00 6,042.92
825 4 79.74 13,821.00 165,852.00 6,378.92
825 5 83.93 14,548.00 174,576.00 6,714.46
032 1 35.45 6,144.00 73,728.00 2,835.69
032 2 37.19 6,447.00 77,364.00 2,975.54
032 3 39.39 6,827.00 81,924.00 3,150.92
032 4 41.57 7,206.00 86,472.00 3,325.85
032 5 43.76 7,585.00 91,020.00 3,500.77
032 1 35.45 6,144.00 73,728.00 2,835.69
032 2 37.19 6,447.00 77,364.00 2,975.54
032 3 39.39 6,827.00 81,924.00 3,150.92
032 4 41.57 7,206.00 86,472.00 3,325.85
032 5 43.76 7,585.00 91,020.00 3,500.77
060 1 39.33 6,818.00 81,816.00 3,146.77
060 2 41.27 7,154.00 85,848.00 3,301.85
060 3 43.70 7,575.00 90,900.00 3,496.15
060 4 46.13 7,996.00 95,952.00 3,690.46
060 5 48.56 8,417.00 101,004.00 3,884.77
131 1 42.27 7,327.00 87,924.00 3,381.69
131 2 44.36 7,689.00 92,268.00 3,548.77
131 3 46.97 8,141.00 97,692.00 3,757.38
131 4 49.58 8,594.00 103,128.00 3,966.46
131 5 52.19 9,046.00 108,552.00 4,175.08
ASST PARK PLANNER 1292 ATA
ASST PLAN CHECK ENGINEER 1187 ATA
ASST BUILDING OFFICER 1021 ATA
ASST CMTY BROADBAND ANALYST 1160 ATA
9143 ATA
ASSOCIATE PLANNER 1056 ATA
9131 ATA
ASST ADMIN ANALYST 1108 ATA
9035 ATA

5.C.a
Packet Pg. 173 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 098 1 41.18 7,137.00 85,644.00 3,294.00
098 2 43.21 7,489.00 89,868.00 3,456.46
098 3 45.75 7,930.00 95,160.00 3,660.00
098 4 48.29 8,370.00 100,440.00 3,863.08
098 5 50.83 8,811.00 105,732.00 4,066.62
098 1 41.18 7,137.00 85,644.00 3,294.00
098 2 43.21 7,489.00 89,868.00 3,456.46
098 3 45.75 7,930.00 95,160.00 3,660.00
098 4 48.29 8,370.00 100,440.00 3,863.08
098 5 50.83 8,811.00 105,732.00 4,066.62
261 1 52.32 9,069.00 108,828.00 4,185.69
261 2 54.91 9,517.00 114,204.00 4,392.46
261 3 58.13 10,076.00 120,912.00 4,650.46
261 4 61.36 10,636.00 127,632.00 4,908.92
261 5 64.59 11,196.00 134,352.00 5,167.38
373 1 58.96 10,219.00 122,628.00 4,716.46
373 2 61.87 10,724.00 128,688.00 4,949.54
373 3 65.50 11,354.00 136,248.00 5,240.31
373 4 69.14 11,985.00 143,820.00 5,531.54
373 5 72.78 12,616.00 151,392.00 5,822.77
019 1 35.24 6,109.00 73,308.00 2,819.54
019 2 36.99 6,411.00 76,932.00 2,958.92
019 3 39.16 6,788.00 81,456.00 3,132.92
019 4 41.34 7,165.00 85,980.00 3,306.92
019 5 43.51 7,542.00 90,504.00 3,480.92
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
262 1 52.33 9,071.00 108,852.00 4,186.62
262 2 54.92 9,519.00 114,228.00 4,393.38
262 3 58.15 10,079.00 120,948.00 4,651.85
262 4 61.38 10,639.00 127,668.00 4,910.31
262 5 64.61 11,199.00 134,388.00 5,168.77
262 1 52.33 9,071.00 108,852.00 4,186.62
262 2 54.92 9,519.00 114,228.00 4,393.38
262 3 58.15 10,079.00 120,948.00 4,651.85
262 4 61.38 10,639.00 127,668.00 4,910.31
262 5 64.61 11,199.00 134,388.00 5,168.77
258 1 52.17 9,042.00 108,504.00 4,173.23
258 2 54.74 9,489.00 113,868.00 4,379.54
258 3 57.96 10,047.00 120,564.00 4,637.08
258 4 61.18 10,605.00 127,260.00 4,894.62
258 5 64.40 11,163.00 133,956.00 5,152.15
BROADBAND PROGRAM ADMIN 1145 ATA
BROADBAND SERVICES ENGINEER 1153 ATA
BIKESHARE COORDINATOR 1116 ATA
BILLING AND COLLECTIONS ADMIN 1075 ATA
BEACH MANAGER 1217 ATA
BEACH RECREATION SUPERVISOR 1211 ATA
ASST PLANNER 1057 ATA
9093 ATA
BEACH HOUSE VENUE MANAGER 1026 ATA

5.C.a
Packet Pg. 174 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 135 1 43.25 7,497.00 89,964.00 3,460.15
135 2 45.39 7,867.00 94,404.00 3,630.92
135 3 48.06 8,330.00 99,960.00 3,844.62
135 4 50.72 8,792.00 105,504.00 4,057.85
135 5 53.39 9,255.00 111,060.00 4,271.54
826 1 71.43 12,381.00 148,572.00 5,714.31
826 2 74.95 12,992.00 155,904.00 5,996.31
826 3 79.37 13,757.00 165,084.00 6,349.38
826 4 83.78 14,521.00 174,252.00 6,702.00
826 5 88.18 15,285.00 183,420.00 7,054.62
428 1 60.14 10,425.00 125,100.00 4,811.54
428 2 63.12 10,940.00 131,280.00 5,049.23
428 3 66.83 11,583.00 138,996.00 5,346.00
428 4 70.54 12,227.00 146,724.00 5,643.23
428 5 74.25 12,870.00 154,440.00 5,940.00
262 1 52.33 9,071.00 108,852.00 4,186.62
262 2 54.92 9,519.00 114,228.00 4,393.38
262 3 58.15 10,079.00 120,948.00 4,651.85
262 4 61.38 10,639.00 127,668.00 4,910.31
262 5 64.61 11,199.00 134,388.00 5,168.77
250 1 50.52 8,757.00 105,084.00 4,041.69
250 2 53.01 9,189.00 110,268.00 4,241.08
250 3 56.13 9,730.00 116,760.00 4,490.77
250 4 59.25 10,270.00 123,240.00 4,740.00
250 5 62.37 10,811.00 129,732.00 4,989.69
268 1 53.33 9,244.00 110,928.00 4,266.46
268 2 55.96 9,700.00 116,400.00 4,476.92
268 3 59.26 10,271.00 123,252.00 4,740.46
268 4 62.54 10,841.00 130,092.00 5,003.54
268 5 65.84 11,412.00 136,944.00 5,267.08
268 1 53.33 9,244.00 110,928.00 4,266.46
268 2 55.96 9,700.00 116,400.00 4,476.92
268 3 59.26 10,271.00 123,252.00 4,740.46
268 4 62.54 10,841.00 130,092.00 5,003.54
268 5 65.84 11,412.00 136,944.00 5,267.08
227 1 49.41 8,565.00 102,780.00 3,953.08
227 2 51.85 8,988.00 107,856.00 4,148.31
227 3 54.91 9,517.00 114,204.00 4,392.46
227 4 57.95 10,045.00 120,540.00 4,636.15
227 5 61.00 10,574.00 126,888.00 4,880.31
227 1 49.41 8,565.00 102,780.00 3,953.08
227 2 51.85 8,988.00 107,856.00 4,148.31
227 3 54.91 9,517.00 114,204.00 4,392.46
227 4 57.95 10,045.00 120,540.00 4,636.15
227 5 61.00 10,574.00 126,888.00 4,880.31
CEMETERY ADMINISTRATOR 1048 ATA
9151 ATA
BUSINESS PROCESS TECH ANALYST 1307 ATA
CABLE TV MANAGER 1013 ATA
9090 ATA
BUILDING PROJECTS ENGINEER 1063 ATA
BUSINESS LICENSE ADMINISTRATOR 1169 ATA
BUDGET ANALYST 1061 ATA
BUILDING OFFICER 1009 ATA

5.C.a
Packet Pg. 175 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 575 1 62.04 10,754.00 129,048.00 4,963.38
575 2 65.11 11,285.00 135,420.00 5,208.46
575 3 68.93 11,948.00 143,376.00 5,514.46
575 4 72.76 12,612.00 151,344.00 5,820.92
575 5 76.59 13,276.00 159,312.00 6,127.38
575 1 62.04 10,754.00 129,048.00 4,963.38
575 2 65.11 11,285.00 135,420.00 5,208.46
575 3 68.93 11,948.00 143,376.00 5,514.46
575 4 72.76 12,612.00 151,344.00 5,820.92
575 5 76.59 13,276.00 159,312.00 6,127.38
280 1 57.27 9,927.00 119,124.00 4,581.69
280 2 60.10 10,418.00 125,016.00 4,808.31
280 3 63.63 11,030.00 132,360.00 5,090.77
280 4 67.17 11,643.00 139,716.00 5,373.69
280 5 70.71 12,256.00 147,072.00 5,656.62
804 1 67.01 11,615.00 139,380.00 5,360.77
804 2 70.32 12,188.00 146,256.00 5,625.23
804 3 74.45 12,905.00 154,860.00 5,956.15
804 4 78.59 13,622.00 163,464.00 6,287.08
804 5 82.73 14,339.00 172,068.00 6,618.00
280 1 57.27 9,927.00 119,124.00 4,581.69
280 2 60.10 10,418.00 125,016.00 4,808.31
280 3 63.63 11,030.00 132,360.00 5,090.77
280 4 67.17 11,643.00 139,716.00 5,373.69
280 5 70.71 12,256.00 147,072.00 5,656.62
131 1 42.27 7,327.00 87,924.00 3,381.69
131 2 44.36 7,689.00 92,268.00 3,548.77
131 3 46.97 8,141.00 97,692.00 3,757.38
131 4 49.58 8,594.00 103,128.00 3,966.46
131 5 52.19 9,046.00 108,552.00 4,175.08
216 1 48.78 8,456.00 101,472.00 3,902.77
216 2 51.19 8,873.00 106,476.00 4,095.23
216 3 54.20 9,395.00 112,740.00 4,336.15
216 4 57.21 9,917.00 119,004.00 4,577.08
216 5 60.23 10,439.00 125,268.00 4,818.00
277 1 55.69 9,653.00 115,836.00 4,455.23
277 2 58.44 10,129.00 121,548.00 4,674.92
277 3 61.88 10,725.00 128,700.00 4,950.00
277 4 65.31 11,321.00 135,852.00 5,225.08
277 5 68.75 11,917.00 143,004.00 5,500.15
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
CLIENT SERVICES SUPERVISOR 1308 ATA
COMMUNICATIONS & MKTG COORD 1180 ATA
CIVIL ENGINEERING ASSISTANT 1134 ATA
CIVIL ENGINEERING ASSOCIATE 1131 ATA
CITY URBAN DESIGNER 1122 ATA
CIVIL ENGINEER 1126 ATA
CHIEF PERFORMANCE OFFICER 1006 ATA
CIP PROJECT MANAGER 1130 ATA
CHIEF DATA OFFICER 1005 ATA

5.C.a
Packet Pg. 176 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 258 1 52.17 9,042.00 108,504.00 4,173.23
258 2 54.74 9,489.00 113,868.00 4,379.54
258 3 57.96 10,047.00 120,564.00 4,637.08
258 4 61.18 10,605.00 127,260.00 4,894.62
258 5 64.40 11,163.00 133,956.00 5,152.15
060 1 39.33 6,818.00 81,816.00 3,146.77
060 2 41.27 7,154.00 85,848.00 3,301.85
060 3 43.70 7,575.00 90,900.00 3,496.15
060 4 46.13 7,996.00 95,952.00 3,690.46
060 5 48.56 8,417.00 101,004.00 3,884.77
262 1 52.33 9,071.00 108,852.00 4,186.62
262 2 54.92 9,519.00 114,228.00 4,393.38
262 3 58.15 10,079.00 120,948.00 4,651.85
262 4 61.38 10,639.00 127,668.00 4,910.31
262 5 64.61 11,199.00 134,388.00 5,168.77
261 1 52.32 9,069.00 108,828.00 4,185.69
261 2 54.91 9,517.00 114,204.00 4,392.46
261 3 58.13 10,076.00 120,912.00 4,650.46
261 4 61.36 10,636.00 127,632.00 4,908.92
261 5 64.59 11,196.00 134,352.00 5,167.38
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
095 1 40.97 7,101.00 85,212.00 3,277.38
095 2 42.99 7,452.00 89,424.00 3,439.38
095 3 45.52 7,890.00 94,680.00 3,641.54
095 4 48.05 8,329.00 99,948.00 3,844.15
095 5 50.58 8,767.00 105,204.00 4,046.31
008 1 46.49 8,058.00 96,696.00 3,719.08
008 2 48.78 8,456.00 101,472.00 3,902.77
008 3 51.65 8,953.00 107,436.00 4,132.15
008 4 54.53 9,451.00 113,412.00 4,362.00
008 5 57.39 9,948.00 119,376.00 4,591.38
034 1 36.87 6,390.00 76,680.00 2,949.23
034 2 38.69 6,706.00 80,472.00 3,095.08
034 3 40.96 7,100.00 85,200.00 3,276.92
034 4 43.24 7,495.00 89,940.00 3,459.23
034 5 45.51 7,889.00 94,668.00 3,641.08
095 1 40.97 7,101.00 85,212.00 3,277.38
095 2 42.99 7,452.00 89,424.00 3,439.38
095 3 45.52 7,890.00 94,680.00 3,641.54
095 4 48.05 8,329.00 99,948.00 3,844.15
095 5 50.58 8,767.00 105,204.00 4,046.31
CRIME ANALYST II 1189 ATA
COUNCIL OFF & LEGIS AFF LIASON 1300 ATA
CRIME ANALYST I 1190 ATA
COMMUNITY RECREATION SYS COORD 1049 ATA
CONTRACTS COORDINATOR 1200 ATA
COMMUNITY ENGAGEMENT ADMIN 1319 ATA
COMMUNITY RECREATION ADMINISTR 1193 ATA
COMMUNICATIONS ENGINEER 1138 ATA
COMMUNITY BROADBAND ANALYST 1147 ATA

5.C.a
Packet Pg. 177 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 261 1 52.32 9,069.00 108,828.00 4,185.69
261 2 54.91 9,517.00 114,204.00 4,392.46
261 3 58.13 10,076.00 120,912.00 4,650.46
261 4 61.36 10,636.00 127,632.00 4,908.92
261 5 64.59 11,196.00 134,352.00 5,167.38
097 1 41.11 7,126.00 85,512.00 3,288.92
097 2 43.14 7,478.00 89,736.00 3,451.38
097 3 45.68 7,918.00 95,016.00 3,654.46
097 4 48.22 8,358.00 100,296.00 3,857.54
097 5 50.76 8,798.00 105,576.00 4,060.62
130 1 42.30 7,332.00 87,984.00 3,384.00
130 2 44.39 7,694.00 92,328.00 3,551.08
130 3 47.00 8,147.00 97,764.00 3,760.15
130 4 49.61 8,599.00 103,188.00 3,968.77
130 5 52.22 9,052.00 108,624.00 4,177.85
110 1 41.27 7,153.00 85,836.00 3,301.38
110 2 43.30 7,506.00 90,072.00 3,464.31
110 3 45.85 7,948.00 95,376.00 3,668.31
110 4 48.40 8,389.00 100,668.00 3,871.85
110 5 50.95 8,831.00 105,972.00 4,075.85
273 1 55.64 9,645.00 115,740.00 4,451.54
273 2 58.40 10,122.00 121,464.00 4,671.69
273 3 61.83 10,717.00 128,604.00 4,946.31
273 4 65.27 11,313.00 135,756.00 5,221.38
273 5 68.70 11,908.00 142,896.00 5,496.00
246 1 52.52 9,103.00 109,236.00 4,201.38
246 2 55.11 9,552.00 114,624.00 4,408.62
246 3 58.35 10,114.00 121,368.00 4,668.00
246 4 61.59 10,676.00 128,112.00 4,927.38
246 5 64.83 11,238.00 134,856.00 5,186.77
262 1 52.33 9,071.00 108,852.00 4,186.62
262 2 54.92 9,519.00 114,228.00 4,393.38
262 3 58.15 10,079.00 120,948.00 4,651.85
262 4 61.38 10,639.00 127,668.00 4,910.31
262 5 64.61 11,199.00 134,388.00 5,168.77
060 1 39.33 6,818.00 81,816.00 3,146.77
060 2 41.27 7,154.00 85,848.00 3,301.85
060 3 43.70 7,575.00 90,900.00 3,496.15
060 4 46.13 7,996.00 95,952.00 3,690.46
060 5 48.56 8,417.00 101,004.00 3,884.77
266 1 53.04 9,194.00 110,328.00 4,243.38
266 2 55.66 9,648.00 115,776.00 4,452.92
266 3 58.93 10,215.00 122,580.00 4,714.62
266 4 62.21 10,783.00 129,396.00 4,976.77
266 5 65.48 11,350.00 136,200.00 5,238.46
DATA ANALYST 1309 ATA
DATA OFFICER 1223 ATA
CUSTODIAL SERVICES ADMIN 1135 ATA
CUSTOMER EXPERIENCE & INNOV AD 1320 ATA
CUPA / ENVIRONMENTAL COORD 1222 ATA
CUPA ADMINISTRATOR 1326 ATA
CULTURAL AFFAIRS SUPERVISOR 1070 ATA
CULTURAL AFFAIRS VENUE SUPV 1072 ATA
CULTURAL AFFAIRS ADMINISTRATOR 1068 ATA

5.C.a
Packet Pg. 178 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 268 1 53.33 9,244.00 110,928.00 4,266.46
268 2 55.96 9,700.00 116,400.00 4,476.92
268 3 59.26 10,271.00 123,252.00 4,740.46
268 4 62.54 10,841.00 130,092.00 5,003.54
268 5 65.84 11,412.00 136,944.00 5,267.08
804 1 67.01 11,615.00 139,380.00 5,360.77
804 2 70.32 12,188.00 146,256.00 5,625.23
804 3 74.45 12,905.00 154,860.00 5,956.15
804 4 78.59 13,622.00 163,464.00 6,287.08
804 5 82.73 14,339.00 172,068.00 6,618.00
574 1 61.93 10,735.00 128,820.00 4,954.62
574 2 64.99 11,265.00 135,180.00 5,199.23
574 3 68.82 11,928.00 143,136.00 5,505.23
574 4 72.63 12,590.00 151,080.00 5,810.77
574 5 76.46 13,253.00 159,036.00 6,116.77
262 1 52.33 9,071.00 108,852.00 4,186.62
262 2 54.92 9,519.00 114,228.00 4,393.38
262 3 58.15 10,079.00 120,948.00 4,651.85
262 4 61.38 10,639.00 127,668.00 4,910.31
262 5 64.61 11,199.00 134,388.00 5,168.77
262 1 52.33 9,071.00 108,852.00 4,186.62
262 2 54.92 9,519.00 114,228.00 4,393.38
262 3 58.15 10,079.00 120,948.00 4,651.85
262 4 61.38 10,639.00 127,668.00 4,910.31
262 5 64.61 11,199.00 134,388.00 5,168.77
268 1 53.33 9,244.00 110,928.00 4,266.46
268 2 55.96 9,700.00 116,400.00 4,476.92
268 3 59.26 10,271.00 123,252.00 4,740.46
268 4 62.54 10,841.00 130,092.00 5,003.54
268 5 65.84 11,412.00 136,944.00 5,267.08
262 1 52.33 9,071.00 108,852.00 4,186.62
262 2 54.92 9,519.00 114,228.00 4,393.38
262 3 58.15 10,079.00 120,948.00 4,651.85
262 4 61.38 10,639.00 127,668.00 4,910.31
262 5 64.61 11,199.00 134,388.00 5,168.77
264 1 51.77 8,973.00 107,676.00 4,141.38
264 2 54.32 9,416.00 112,992.00 4,345.85
264 3 57.52 9,970.00 119,640.00 4,601.54
264 4 60.72 10,524.00 126,288.00 4,857.23
264 5 63.91 11,078.00 132,936.00 5,112.92
264 1 51.77 8,973.00 107,676.00 4,141.38
264 2 54.32 9,416.00 112,992.00 4,345.85
264 3 57.52 9,970.00 119,640.00 4,601.54
264 4 60.72 10,524.00 126,288.00 4,857.23
264 5 63.91 11,078.00 132,936.00 5,112.92
EMS COORDINATOR 1173 ATA
9150 ATA
ECONOMIC DEVELOPMENT ADMIN 1022 ATA
EMERGENCY SERVICES ADMIN 1031 ATA
DESIGN & HISTORIC PRESERV PLAN 1171 ATA
DISBURSEMENTS SUPERVISOR 1008 ATA
9044 ATA
DATA SCIENCE ADMINISTRATOR 1231 ATA
DEPUTY DIRECTOR-SPEC PROJECTS 1094 ATA

5.C.a
Packet Pg. 179 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 269 1 53.38 9,253.00 111,036.00 4,270.62
269 2 56.02 9,710.00 116,520.00 4,481.54
269 3 59.31 10,281.00 123,372.00 4,745.08
269 4 62.61 10,852.00 130,224.00 5,008.62
269 5 65.90 11,423.00 137,076.00 5,272.15
385 1 59.22 10,265.00 123,180.00 4,737.69
385 2 62.15 10,772.00 129,264.00 4,971.69
385 3 65.80 11,406.00 136,872.00 5,264.31
385 4 69.46 12,039.00 144,468.00 5,556.46
385 5 73.11 12,673.00 152,076.00 5,849.08
060 1 39.33 6,818.00 81,816.00 3,146.77
060 2 41.27 7,154.00 85,848.00 3,301.85
060 3 43.70 7,575.00 90,900.00 3,496.15
060 4 46.13 7,996.00 95,952.00 3,690.46
060 5 48.56 8,417.00 101,004.00 3,884.77
274 1 55.42 9,606.00 115,272.00 4,433.54
274 2 58.15 10,080.00 120,960.00 4,652.31
274 3 61.58 10,673.00 128,076.00 4,926.00
274 4 65.00 11,266.00 135,192.00 5,199.69
274 5 68.42 11,859.00 142,308.00 5,473.38
251 1 50.58 8,767.00 105,204.00 4,046.31
251 2 53.08 9,200.00 110,400.00 4,246.15
251 3 56.20 9,741.00 116,892.00 4,495.85
251 4 59.32 10,282.00 123,384.00 4,745.54
251 5 62.44 10,823.00 129,876.00 4,995.23
231 1 49.94 8,656.00 103,872.00 3,995.08
231 2 52.41 9,084.00 109,008.00 4,192.62
231 3 55.49 9,618.00 115,416.00 4,439.08
231 4 58.58 10,153.00 121,836.00 4,686.00
231 5 61.66 10,687.00 128,244.00 4,932.46
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
246 1 52.52 9,103.00 109,236.00 4,201.38
246 2 55.11 9,552.00 114,624.00 4,408.62
246 3 58.35 10,114.00 121,368.00 4,668.00
246 4 61.59 10,676.00 128,112.00 4,927.38
246 5 64.83 11,238.00 134,856.00 5,186.77
FACILITIES SERVICES ADMIN 1165 ATA
EXECUTIVE ADMIN TO THE CITY MG 1066 ATA
FACILITIES MAINT CONTRACTS ADM 1166 ATA
ENVIRONMENTAL REMEDIATION CRD 1112 ATA
EQUITY & COMMUNICATIONS COORD 1323 ATA
ENVIRONMENTAL PLANNER 1183 ATA
ENVIRONMENTAL PRGMS AN-HAZ MAT 1206 ATA
ENGINEERING SUPPORT SVS ADMIN 1324 ATA

5.C.a
Packet Pg. 180 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 060 1 39.33 6,818.00 81,816.00 3,146.77
060 2 41.27 7,154.00 85,848.00 3,301.85
060 3 43.70 7,575.00 90,900.00 3,496.15
060 4 46.13 7,996.00 95,952.00 3,690.46
060 5 48.56 8,417.00 101,004.00 3,884.77
060 1 39.33 6,818.00 81,816.00 3,146.77
060 2 41.27 7,154.00 85,848.00 3,301.85
060 3 43.70 7,575.00 90,900.00 3,496.15
060 4 46.13 7,996.00 95,952.00 3,690.46
060 5 48.56 8,417.00 101,004.00 3,884.77
261 1 52.32 9,069.00 108,828.00 4,185.69
261 2 54.91 9,517.00 114,204.00 4,392.46
261 3 58.13 10,076.00 120,912.00 4,650.46
261 4 61.36 10,636.00 127,632.00 4,908.92
261 5 64.59 11,196.00 134,352.00 5,167.38
290 1 57.38 9,946.00 119,352.00 4,590.46
290 2 60.21 10,437.00 125,244.00 4,817.08
290 3 63.76 11,051.00 132,612.00 5,100.46
290 4 67.30 11,665.00 139,980.00 5,383.85
290 5 70.84 12,279.00 147,348.00 5,667.23
262 1 52.33 9,071.00 108,852.00 4,186.62
262 2 54.92 9,519.00 114,228.00 4,393.38
262 3 58.15 10,079.00 120,948.00 4,651.85
262 4 61.38 10,639.00 127,668.00 4,910.31
262 5 64.61 11,199.00 134,388.00 5,168.77
262 1 52.33 9,071.00 108,852.00 4,186.62
262 2 54.92 9,519.00 114,228.00 4,393.38
262 3 58.15 10,079.00 120,948.00 4,651.85
262 4 61.38 10,639.00 127,668.00 4,910.31
262 5 64.61 11,199.00 134,388.00 5,168.77
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
653 1 63.05 10,928.00 131,136.00 5,043.69
653 2 66.16 11,467.00 137,604.00 5,292.46
653 3 70.05 12,142.00 145,704.00 5,604.00
653 4 73.94 12,816.00 153,792.00 5,915.08
653 5 77.83 13,491.00 161,892.00 6,226.62
246 1 52.52 9,103.00 109,236.00 4,201.38
246 2 55.11 9,552.00 114,624.00 4,408.62
246 3 58.35 10,114.00 121,368.00 4,668.00
246 4 61.59 10,676.00 128,112.00 4,927.38
246 5 64.83 11,238.00 134,856.00 5,186.77
FLEET MAINTENANCE ADMIN 1167 ATA
FINANCIAL SYSTEMS ANALYST 1104 ATA
FINANCIAL SYSTEMS/PAYROLL ADM 1028 ATA
FINANCIAL REPORTING ADMIN 1302 ATA
FINANCIAL REPORTING SUPERVISOR 1011 ATA
FARMERS' MARKET MANAGER 1310 ATA
FBO MANAGER 1111 ATA
FARMERS' MARKET COORDINATOR II 1172 ATA
9154 ATA

5.C.a
Packet Pg. 181 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 250 1 50.52 8,757.00 105,084.00 4,041.69
250 2 53.01 9,189.00 110,268.00 4,241.08
250 3 56.13 9,730.00 116,760.00 4,490.77
250 4 59.25 10,270.00 123,240.00 4,740.00
250 5 62.37 10,811.00 129,732.00 4,989.69
250 1 50.52 8,757.00 105,084.00 4,041.69
250 2 53.01 9,189.00 110,268.00 4,241.08
250 3 56.13 9,730.00 116,760.00 4,490.77
250 4 59.25 10,270.00 123,240.00 4,740.00
250 5 62.37 10,811.00 129,732.00 4,989.69
385 1 59.22 10,265.00 123,180.00 4,737.69
385 2 62.15 10,772.00 129,264.00 4,971.69
385 3 65.80 11,406.00 136,872.00 5,264.31
385 4 69.46 12,039.00 144,468.00 5,556.46
385 5 73.11 12,673.00 152,076.00 5,849.08
268 1 53.33 9,244.00 110,928.00 4,266.46
268 2 55.96 9,700.00 116,400.00 4,476.92
268 3 59.26 10,271.00 123,252.00 4,740.46
268 4 62.54 10,841.00 130,092.00 5,003.54
268 5 65.84 11,412.00 136,944.00 5,267.08
268 1 53.33 9,244.00 110,928.00 4,266.46
268 2 55.96 9,700.00 116,400.00 4,476.92
268 3 59.26 10,271.00 123,252.00 4,740.46
268 4 62.54 10,841.00 130,092.00 5,003.54
268 5 65.84 11,412.00 136,944.00 5,267.08
289 1 57.34 9,939.00 119,268.00 4,587.23
289 2 60.17 10,430.00 125,160.00 4,813.85
289 3 63.71 11,043.00 132,516.00 5,096.77
289 4 67.25 11,657.00 139,884.00 5,380.15
289 5 70.79 12,270.00 147,240.00 5,663.08
268 1 53.33 9,244.00 110,928.00 4,266.46
268 2 55.96 9,700.00 116,400.00 4,476.92
268 3 59.26 10,271.00 123,252.00 4,740.46
268 4 62.54 10,841.00 130,092.00 5,003.54
268 5 65.84 11,412.00 136,944.00 5,267.08
268 1 53.33 9,244.00 110,928.00 4,266.46
268 2 55.96 9,700.00 116,400.00 4,476.92
268 3 59.26 10,271.00 123,252.00 4,740.46
268 4 62.54 10,841.00 130,092.00 5,003.54
268 5 65.84 11,412.00 136,944.00 5,267.08
268 1 53.33 9,244.00 110,928.00 4,266.46
268 2 55.96 9,700.00 116,400.00 4,476.92
268 3 59.26 10,271.00 123,252.00 4,740.46
268 4 62.54 10,841.00 130,092.00 5,003.54
268 5 65.84 11,412.00 136,944.00 5,267.08
HUMAN SERVICES ADMIN-NEIGH/PRK 1003 ATA
HUMAN SERVICES ADMIN - FISCAL 1000 ATA
HUMAN SERVICES ADMINISTRATOR 1001 ATA
HOUSING AUTHORITY ADMINISTRATR 1023 ATA
HOUSING PROGRAM MANAGER 1196 ATA
HISTORIC PRESERVATION OFFICER 1315 ATA
HOUSING ADMIN-PROD & PRESERV 1036 ATA
GIS ANALYST 1137 ATA
9047 ATA

5.C.a
Packet Pg. 182 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 268 1 53.33 9,244.00 110,928.00 4,266.46
268 2 55.96 9,700.00 116,400.00 4,476.92
268 3 59.26 10,271.00 123,252.00 4,740.46
268 4 62.54 10,841.00 130,092.00 5,003.54
268 5 65.84 11,412.00 136,944.00 5,267.08
250 1 50.52 8,757.00 105,084.00 4,041.69
250 2 53.01 9,189.00 110,268.00 4,241.08
250 3 56.13 9,730.00 116,760.00 4,490.77
250 4 59.25 10,270.00 123,240.00 4,740.00
250 5 62.37 10,811.00 129,732.00 4,989.69
500 1 61.68 10,692.00 128,304.00 4,934.77
500 2 64.73 11,220.00 134,640.00 5,178.46
500 3 68.54 11,880.00 142,560.00 5,483.08
500 4 72.35 12,540.00 150,480.00 5,787.69
500 5 76.15 13,200.00 158,400.00 6,092.31
250 1 50.52 8,757.00 105,084.00 4,041.69
250 2 53.01 9,189.00 110,268.00 4,241.08
250 3 56.13 9,730.00 116,760.00 4,490.77
250 4 59.25 10,270.00 123,240.00 4,740.00
250 5 62.37 10,811.00 129,732.00 4,989.69
071 1 39.77 6,893.00 82,716.00 3,181.38
071 2 41.73 7,234.00 86,808.00 3,338.77
071 3 44.19 7,659.00 91,908.00 3,534.92
071 4 46.64 8,085.00 97,020.00 3,731.54
071 5 49.10 8,510.00 102,120.00 3,927.69
266 1 53.04 9,194.00 110,328.00 4,243.38
266 2 55.66 9,648.00 115,776.00 4,452.92
266 3 58.93 10,215.00 122,580.00 4,714.62
266 4 62.21 10,783.00 129,396.00 4,976.77
266 5 65.48 11,350.00 136,200.00 5,238.46
266 1 53.04 9,194.00 110,328.00 4,243.38
266 2 55.66 9,648.00 115,776.00 4,452.92
266 3 58.93 10,215.00 122,580.00 4,714.62
266 4 62.21 10,783.00 129,396.00 4,976.77
266 5 65.48 11,350.00 136,200.00 5,238.46
277 1 55.69 9,653.00 115,836.00 4,455.23
277 2 58.44 10,129.00 121,548.00 4,674.92
277 3 61.88 10,725.00 128,700.00 4,950.00
277 4 65.31 11,321.00 135,852.00 5,225.08
277 5 68.75 11,917.00 143,004.00 5,500.15
266 1 53.04 9,194.00 110,328.00 4,243.38
266 2 55.66 9,648.00 115,776.00 4,452.92
266 3 58.93 10,215.00 122,580.00 4,714.62
266 4 62.21 10,783.00 129,396.00 4,976.77
266 5 65.48 11,350.00 136,200.00 5,238.46
LEAD SYSTEMS ANALYST-PUBL SAFE 1142 ATA
LEAD SYSTEMS ANALYST-WATER RES 1143 ATA
LEAD SYSTEMS ANALYST 1144 ATA
LEAD SYSTEMS ANALYST-ERP 1146 ATA
INTERNET SYSTEMS ANALYST 1148 ATA
INVESTIGATIVE INTEL ANALYST 1296 ATA
INFORMATION SECURITY ANALYST 1230 ATA
INFRASTRUCTURE & CLOUD SVS ADM 1289 ATA
HUMAN SERVICES ADMIN-YOUTH/FAM 1002 ATA

5.C.a
Packet Pg. 183 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 266 1 53.04 9,194.00 110,328.00 4,243.38
266 2 55.66 9,648.00 115,776.00 4,452.92
266 3 58.93 10,215.00 122,580.00 4,714.62
266 4 62.21 10,783.00 129,396.00 4,976.77
266 5 65.48 11,350.00 136,200.00 5,238.46
209 1 48.15 8,346.00 100,152.00 3,852.00
209 2 50.53 8,758.00 105,096.00 4,042.15
209 3 53.50 9,274.00 111,288.00 4,280.31
209 4 56.48 9,789.00 117,468.00 4,518.00
209 5 59.45 10,304.00 123,648.00 4,755.69
100 1 41.31 7,161.00 85,932.00 3,305.08
100 2 43.36 7,515.00 90,180.00 3,468.46
100 3 45.91 7,957.00 95,484.00 3,672.46
100 4 48.46 8,399.00 100,788.00 3,876.46
100 5 51.01 8,841.00 106,092.00 4,080.46
010 1 34.37 5,957.00 71,484.00 2,749.38
010 2 36.06 6,251.00 75,012.00 2,885.08
010 3 38.19 6,619.00 79,428.00 3,054.92
010 4 40.30 6,986.00 83,832.00 3,224.31
010 5 42.43 7,354.00 88,248.00 3,394.15
010 1 34.37 5,957.00 71,484.00 2,749.38
010 2 36.06 6,251.00 75,012.00 2,885.08
010 3 38.19 6,619.00 79,428.00 3,054.92
010 4 40.30 6,986.00 83,832.00 3,224.31
010 5 42.43 7,354.00 88,248.00 3,394.15
050 1 39.10 6,778.00 81,336.00 3,128.31
050 2 41.04 7,113.00 85,356.00 3,282.92
050 3 43.45 7,531.00 90,372.00 3,475.85
050 4 45.87 7,950.00 95,400.00 3,669.23
050 5 48.28 8,368.00 100,416.00 3,862.15
166 1 44.95 7,791.00 93,492.00 3,595.85
166 2 47.16 8,175.00 98,100.00 3,773.08
166 3 49.94 8,656.00 103,872.00 3,995.08
166 4 52.71 9,137.00 109,644.00 4,217.08
166 5 55.49 9,618.00 115,416.00 4,439.08
166 1 44.95 7,791.00 93,492.00 3,595.85
166 2 47.16 8,175.00 98,100.00 3,773.08
166 3 49.94 8,656.00 103,872.00 3,995.08
166 4 52.71 9,137.00 109,644.00 4,217.08
166 5 55.49 9,618.00 115,416.00 4,439.08
166 1 44.95 7,791.00 93,492.00 3,595.85
166 2 47.16 8,175.00 98,100.00 3,773.08
166 3 49.94 8,656.00 103,872.00 3,995.08
166 4 52.71 9,137.00 109,644.00 4,217.08
166 5 55.49 9,618.00 115,416.00 4,439.08
LIBRARIAN III-ADULT & NEIGHBOR 1327 ATA
LIBRARIAN III-BRANCH SERVICES 1046 ATA
LIBRARIAN II 1176 ATA
LIBRARIAN III 1043 ATA
LIABILITY CLAIMS ADJUSTER 1015 ATA
LIBRARIAN I 1175 ATA
9051 ATA
LEAD SYSTEMS AN-PERMIT SYSTEMS 1152 ATA
LEAD WATER CHEMIST 1202 ATA

5.C.a
Packet Pg. 184 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 166 1 44.95 7,791.00 93,492.00 3,595.85
166 2 47.16 8,175.00 98,100.00 3,773.08
166 3 49.94 8,656.00 103,872.00 3,995.08
166 4 52.71 9,137.00 109,644.00 4,217.08
166 5 55.49 9,618.00 115,416.00 4,439.08
166 1 44.95 7,791.00 93,492.00 3,595.85
166 2 47.16 8,175.00 98,100.00 3,773.08
166 3 49.94 8,656.00 103,872.00 3,995.08
166 4 52.71 9,137.00 109,644.00 4,217.08
166 5 55.49 9,618.00 115,416.00 4,439.08
166 1 44.95 7,791.00 93,492.00 3,595.85
166 2 47.16 8,175.00 98,100.00 3,773.08
166 3 49.94 8,656.00 103,872.00 3,995.08
166 4 52.71 9,137.00 109,644.00 4,217.08
166 5 55.49 9,618.00 115,416.00 4,439.08
166 1 44.95 7,791.00 93,492.00 3,595.85
166 2 47.16 8,175.00 98,100.00 3,773.08
166 3 49.94 8,656.00 103,872.00 3,995.08
166 4 52.71 9,137.00 109,644.00 4,217.08
166 5 55.49 9,618.00 115,416.00 4,439.08
166 1 44.95 7,791.00 93,492.00 3,595.85
166 2 47.16 8,175.00 98,100.00 3,773.08
166 3 49.94 8,656.00 103,872.00 3,995.08
166 4 52.71 9,137.00 109,644.00 4,217.08
166 5 55.49 9,618.00 115,416.00 4,439.08
032 1 35.45 6,144.00 73,728.00 2,835.69
032 2 37.19 6,447.00 77,364.00 2,975.54
032 3 39.39 6,827.00 81,924.00 3,150.92
032 4 41.57 7,206.00 86,472.00 3,325.85
032 5 43.76 7,585.00 91,020.00 3,500.77
290 1 57.38 9,946.00 119,352.00 4,590.46
290 2 60.21 10,437.00 125,244.00 4,817.08
290 3 63.76 11,051.00 132,612.00 5,100.46
290 4 67.30 11,665.00 139,980.00 5,383.85
290 5 70.84 12,279.00 147,348.00 5,667.23
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
131 1 42.27 7,327.00 87,924.00 3,381.69
131 2 44.36 7,689.00 92,268.00 3,548.77
131 3 46.97 8,141.00 97,692.00 3,757.38
131 4 49.58 8,594.00 103,128.00 3,966.46
131 5 52.19 9,046.00 108,552.00 4,175.08
NETWORK CONSTRUCTION ASSISTANT 1159 ATA
MOBILITY ADMINISTRATOR 1312 ATA
NEIGHBORHOOD PRESERVATION COOR 1170 ATA
LIBRARIAN III-YOUTH SERVICES 1047 ATA
MANAGEMENT FELLOW 1224 ATA
LIBRARIAN III-REFERENCE SVS 1045 ATA
LIBRARIAN III-YOUTH & FAMILY 1329 ATA
LIBRARIAN III-COLLECT & TECH 1328 ATA
LIBRARIAN III-INFORMATION MGMT 1044 ATA

5.C.a
Packet Pg. 185 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 258 1 52.17 9,042.00 108,504.00 4,173.23
258 2 54.74 9,489.00 113,868.00 4,379.54
258 3 57.96 10,047.00 120,564.00 4,637.08
258 4 61.18 10,605.00 127,260.00 4,894.62
258 5 64.40 11,163.00 133,956.00 5,152.15
262 1 52.33 9,071.00 108,852.00 4,186.62
262 2 54.92 9,519.00 114,228.00 4,393.38
262 3 58.15 10,079.00 120,948.00 4,651.85
262 4 61.38 10,639.00 127,668.00 4,910.31
262 5 64.61 11,199.00 134,388.00 5,168.77
032 1 35.45 6,144.00 73,728.00 2,835.69
032 2 37.19 6,447.00 77,364.00 2,975.54
032 3 39.39 6,827.00 81,924.00 3,150.92
032 4 41.57 7,206.00 86,472.00 3,325.85
032 5 43.76 7,585.00 91,020.00 3,500.77
290 1 57.38 9,946.00 119,352.00 4,590.46
290 2 60.21 10,437.00 125,244.00 4,817.08
290 3 63.76 11,051.00 132,612.00 5,100.46
290 4 67.30 11,665.00 139,980.00 5,383.85
290 5 70.84 12,279.00 147,348.00 5,667.23
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
290 1 57.38 9,946.00 119,352.00 4,590.46
290 2 60.21 10,437.00 125,244.00 4,817.08
290 3 63.76 11,051.00 132,612.00 5,100.46
290 4 67.30 11,665.00 139,980.00 5,383.85
290 5 70.84 12,279.00 147,348.00 5,667.23
282 1 56.00 9,707.00 116,484.00 4,480.15
282 2 58.77 10,186.00 122,232.00 4,701.23
282 3 62.23 10,786.00 129,432.00 4,978.15
282 4 65.68 11,385.00 136,620.00 5,254.62
282 5 69.14 11,984.00 143,808.00 5,531.08
493 1 61.58 10,673.00 128,076.00 4,926.00
493 2 64.62 11,200.00 134,400.00 5,169.23
493 3 68.42 11,859.00 142,308.00 5,473.38
493 4 72.22 12,518.00 150,216.00 5,777.54
493 5 76.02 13,177.00 158,124.00 6,081.69
PIER AND BEACH ADMINISTRATOR 1218 ATA
PLAN CHECK SUPERVISOR 1184 ATA
PAYROLL SYSTEMS ANALYST 1199 ATA
PERMIT SERVICES ADMINISTRATOR 1216 ATA
PARKING ADMINISTRATOR 1118 ATA
PAYROLL ANALYST 1198 ATA
ORGANIZATIONAL DEV & TRAIN ADM 1178 ATA
ORGANIZATIONAL DEV & TRAIN CRD 1179 ATA
NETWORK ENGINEER 1141 ATA

5.C.a
Packet Pg. 186 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 276 1 54.88 9,513.00 114,156.00 4,390.62
276 2 57.59 9,983.00 119,796.00 4,607.54
276 3 60.99 10,571.00 126,852.00 4,878.92
276 4 64.37 11,158.00 133,896.00 5,149.85
276 5 67.76 11,745.00 140,940.00 5,420.77
060 1 39.33 6,818.00 81,816.00 3,146.77
060 2 41.27 7,154.00 85,848.00 3,301.85
060 3 43.70 7,575.00 90,900.00 3,496.15
060 4 46.13 7,996.00 95,952.00 3,690.46
060 5 48.56 8,417.00 101,004.00 3,884.77
262 1 52.33 9,071.00 108,852.00 4,186.62
262 2 54.92 9,519.00 114,228.00 4,393.38
262 3 58.15 10,079.00 120,948.00 4,651.85
262 4 61.38 10,639.00 127,668.00 4,910.31
262 5 64.61 11,199.00 134,388.00 5,168.77
262 1 52.33 9,071.00 108,852.00 4,186.62
262 2 54.92 9,519.00 114,228.00 4,393.38
262 3 58.15 10,079.00 120,948.00 4,651.85
262 4 61.38 10,639.00 127,668.00 4,910.31
262 5 64.61 11,199.00 134,388.00 5,168.77
262 1 52.33 9,071.00 108,852.00 4,186.62
262 2 54.92 9,519.00 114,228.00 4,393.38
262 3 58.15 10,079.00 120,948.00 4,651.85
262 4 61.38 10,639.00 127,668.00 4,910.31
262 5 64.61 11,199.00 134,388.00 5,168.77
262 1 52.33 9,071.00 108,852.00 4,186.62
262 2 54.92 9,519.00 114,228.00 4,393.38
262 3 58.15 10,079.00 120,948.00 4,651.85
262 4 61.38 10,639.00 127,668.00 4,910.31
262 5 64.61 11,199.00 134,388.00 5,168.77
281 1 54.34 9,419.00 113,028.00 4,347.23
281 2 57.02 9,884.00 118,608.00 4,561.85
281 3 60.38 10,465.00 125,580.00 4,830.00
281 4 63.73 11,047.00 132,564.00 5,098.62
281 5 67.08 11,628.00 139,536.00 5,366.77
277 1 55.69 9,653.00 115,836.00 4,455.23
277 2 58.44 10,129.00 121,548.00 4,674.92
277 3 61.88 10,725.00 128,700.00 4,950.00
277 4 65.31 11,321.00 135,852.00 5,225.08
277 5 68.75 11,917.00 143,004.00 5,500.15
201 1 47.57 8,246.00 98,952.00 3,805.85
201 2 49.92 8,653.00 103,836.00 3,993.69
201 3 52.86 9,162.00 109,944.00 4,228.62
201 4 55.79 9,671.00 116,052.00 4,463.54
201 5 58.73 10,180.00 122,160.00 4,698.46
PR BUSINESS PROCESS TECH AN 1225 ATA
PR BUYER 1331 ATA
PR ADMIN ANALYST-INFO SYSTEMS 1100 ATA
PR BUDGET ANALYST 1027 ATA
PR ADMIN ANALYST 1019 ATA
9166 ATA
PR ADMIN ANALYST-FIRE 1020 ATA
POLICE RECORDS ADMINISTRATOR 1191 ATA
POLICY & PERFORMANCE ANALYST 1316 ATA

5.C.a
Packet Pg. 187 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 825 1 67.98 11,784.00 141,408.00 5,438.77
825 2 71.34 12,366.00 148,392.00 5,707.38
825 3 75.54 13,093.00 157,116.00 6,042.92
825 4 79.74 13,821.00 165,852.00 6,378.92
825 5 83.93 14,548.00 174,576.00 6,714.46
133 1 42.89 7,435.00 89,220.00 3,431.54
133 2 45.01 7,802.00 93,624.00 3,600.92
133 3 47.66 8,261.00 99,132.00 3,812.77
133 4 50.31 8,720.00 104,640.00 4,024.62
133 5 52.96 9,179.00 110,148.00 4,236.46
574 1 61.93 10,735.00 128,820.00 4,954.62
574 2 64.99 11,265.00 135,180.00 5,199.23
574 3 68.82 11,928.00 143,136.00 5,505.23
574 4 72.63 12,590.00 151,080.00 5,810.77
574 5 76.46 13,253.00 159,036.00 6,116.77
275 1 54.77 9,494.00 113,928.00 4,381.85
275 2 57.48 9,963.00 119,556.00 4,598.31
275 3 60.86 10,549.00 126,588.00 4,868.77
275 4 64.24 11,135.00 133,620.00 5,139.23
275 5 67.62 11,721.00 140,652.00 5,409.69
280 1 57.27 9,927.00 119,124.00 4,581.69
280 2 60.10 10,418.00 125,016.00 4,808.31
280 3 63.63 11,030.00 132,360.00 5,090.77
280 4 67.17 11,643.00 139,716.00 5,373.69
280 5 70.71 12,256.00 147,072.00 5,656.62
574 1 61.93 10,735.00 128,820.00 4,954.62
574 2 64.99 11,265.00 135,180.00 5,199.23
574 3 68.82 11,928.00 143,136.00 5,505.23
574 4 72.63 12,590.00 151,080.00 5,810.77
574 5 76.46 13,253.00 159,036.00 6,116.77
262 1 52.33 9,071.00 108,852.00 4,186.62
262 2 54.92 9,519.00 114,228.00 4,393.38
262 3 58.15 10,079.00 120,948.00 4,651.85
262 4 61.38 10,639.00 127,668.00 4,910.31
262 5 64.61 11,199.00 134,388.00 5,168.77
262 1 52.33 9,071.00 108,852.00 4,186.62
262 2 54.92 9,519.00 114,228.00 4,393.38
262 3 58.15 10,079.00 120,948.00 4,651.85
262 4 61.38 10,639.00 127,668.00 4,910.31
262 5 64.61 11,199.00 134,388.00 5,168.77
262 1 52.33 9,071.00 108,852.00 4,186.62
262 2 54.92 9,519.00 114,228.00 4,393.38
262 3 58.15 10,079.00 120,948.00 4,651.85
262 4 61.38 10,639.00 127,668.00 4,910.31
262 5 64.61 11,199.00 134,388.00 5,168.77
PR PUBLIC WORKS ANALYST 1069 ATA
PR PLANNING & CMTY DEV ANALYST 1102 ATA
PR PROCUREMENT ANALYST 1330 ATA
PR PLAN CHECK ENGINEER 1181 ATA
PR PLANNER 1054 ATA
PR DESIGN PLANNER 1317 ATA
PR NETWORK ENGINEER 1151 ATA
PR CIVIL ENGINEER 1124 ATA
PR COMMUNITY SVS SUP-YOUTH/FAM 1209 ATA

5.C.a
Packet Pg. 188 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 262 1 52.33 9,071.00 108,852.00 4,186.62
262 2 54.92 9,519.00 114,228.00 4,393.38
262 3 58.15 10,079.00 120,948.00 4,651.85
262 4 61.38 10,639.00 127,668.00 4,910.31
262 5 64.61 11,199.00 134,388.00 5,168.77
825 1 67.98 11,784.00 141,408.00 5,438.77
825 2 71.34 12,366.00 148,392.00 5,707.38
825 3 75.54 13,093.00 157,116.00 6,042.92
825 4 79.74 13,821.00 165,852.00 6,378.92
825 5 83.93 14,548.00 174,576.00 6,714.46
574 1 61.93 10,735.00 128,820.00 4,954.62
574 2 64.99 11,265.00 135,180.00 5,199.23
574 3 68.82 11,928.00 143,136.00 5,505.23
574 4 72.63 12,590.00 151,080.00 5,810.77
574 5 76.46 13,253.00 159,036.00 6,116.77
262 1 52.33 9,071.00 108,852.00 4,186.62
262 2 54.92 9,519.00 114,228.00 4,393.38
262 3 58.15 10,079.00 120,948.00 4,651.85
262 4 61.38 10,639.00 127,668.00 4,910.31
262 5 64.61 11,199.00 134,388.00 5,168.77
757 1 64.77 11,227.00 134,724.00 5,181.69
757 2 67.97 11,781.00 141,372.00 5,437.38
757 3 71.97 12,474.00 149,688.00 5,757.23
757 4 75.96 13,167.00 158,004.00 6,077.08
757 5 79.96 13,860.00 166,320.00 6,396.92
291 1 58.70 10,174.00 122,088.00 4,695.69
291 2 61.59 10,676.00 128,112.00 4,927.38
291 3 65.22 11,304.00 135,648.00 5,217.23
291 4 68.84 11,932.00 143,184.00 5,507.08
291 5 72.46 12,560.00 150,720.00 5,796.92
038 1 37.32 6,469.00 77,628.00 2,985.69
038 2 39.17 6,789.00 81,468.00 3,133.38
038 3 41.47 7,188.00 86,256.00 3,317.54
038 4 43.78 7,588.00 91,056.00 3,502.15
038 5 46.08 7,987.00 95,844.00 3,686.31
280 1 57.27 9,927.00 119,124.00 4,581.69
280 2 60.10 10,418.00 125,016.00 4,808.31
280 3 63.63 11,030.00 132,360.00 5,090.77
280 4 67.17 11,643.00 139,716.00 5,373.69
280 5 70.71 12,256.00 147,072.00 5,656.62
268 1 53.33 9,244.00 110,928.00 4,266.46
268 2 55.96 9,700.00 116,400.00 4,476.92
268 3 59.26 10,271.00 123,252.00 4,740.46
268 4 62.54 10,841.00 130,092.00 5,003.54
268 5 65.84 11,412.00 136,944.00 5,267.08
PROJECT MANAGER 1129 ATA
PROJECT MANAGER - WELLBEING 1004 ATA
PROCESS ENGINEER 1318 ATA
PROCUREMENT SUPERVISOR 1197 ATA
PR TREASURY ANALYST 1101 ATA
PR URBAN DESIGNER 1182 ATA
PR TRAFFIC ENGINEER 1093 ATA
PR TRANSPORTATION PLANNER 1113 ATA
PR SUSTAINABILITY ANALYST 1050 ATA

5.C.a
Packet Pg. 189 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 250 1 50.52 8,757.00 105,084.00 4,041.69
250 2 53.01 9,189.00 110,268.00 4,241.08
250 3 56.13 9,730.00 116,760.00 4,490.77
250 4 59.25 10,270.00 123,240.00 4,740.00
250 5 62.37 10,811.00 129,732.00 4,989.69
262 1 52.33 9,071.00 108,852.00 4,186.62
262 2 54.92 9,519.00 114,228.00 4,393.38
262 3 58.15 10,079.00 120,948.00 4,651.85
262 4 61.38 10,639.00 127,668.00 4,910.31
262 5 64.61 11,199.00 134,388.00 5,168.77
251 1 50.58 8,767.00 105,204.00 4,046.31
251 2 53.08 9,200.00 110,400.00 4,246.15
251 3 56.20 9,741.00 116,892.00 4,495.85
251 4 59.32 10,282.00 123,384.00 4,745.54
251 5 62.44 10,823.00 129,876.00 4,995.23
251 1 50.58 8,767.00 105,204.00 4,046.31
251 2 53.08 9,200.00 110,400.00 4,246.15
251 3 56.20 9,741.00 116,892.00 4,495.85
251 4 59.32 10,282.00 123,384.00 4,745.54
251 5 62.44 10,823.00 129,876.00 4,995.23
268 1 53.33 9,244.00 110,928.00 4,266.46
268 2 55.96 9,700.00 116,400.00 4,476.92
268 3 59.26 10,271.00 123,252.00 4,740.46
268 4 62.54 10,841.00 130,092.00 5,003.54
268 5 65.84 11,412.00 136,944.00 5,267.08
246 1 52.52 9,103.00 109,236.00 4,201.38
246 2 55.11 9,552.00 114,624.00 4,408.62
246 3 58.35 10,114.00 121,368.00 4,668.00
246 4 61.59 10,676.00 128,112.00 4,927.38
246 5 64.83 11,238.00 134,856.00 5,186.77
279 1 57.17 9,910.00 118,920.00 4,573.85
279 2 60.00 10,400.00 124,800.00 4,800.00
279 3 63.53 11,012.00 132,144.00 5,082.46
279 4 67.06 11,623.00 139,476.00 5,364.46
279 5 70.59 12,235.00 146,820.00 5,646.92
279 1 57.17 9,910.00 118,920.00 4,573.85
279 2 60.00 10,400.00 124,800.00 4,800.00
279 3 63.53 11,012.00 132,144.00 5,082.46
279 4 67.06 11,623.00 139,476.00 5,364.46
279 5 70.59 12,235.00 146,820.00 5,646.92
276 1 54.88 9,513.00 114,156.00 4,390.62
276 2 57.59 9,983.00 119,796.00 4,607.54
276 3 60.99 10,571.00 126,852.00 4,878.92
276 4 64.37 11,158.00 133,896.00 5,149.85
276 5 67.76 11,745.00 140,940.00 5,420.77
PUBLIC SERVICES ADM-FORENSICS 1174 ATA
PUBLIC SERVICES ADMINISTRATOR 1110 ATA
PUBLIC LANDSCAPE ADMIN 1232 ATA
PUBLIC SAFETY DISPATCH ADMIN 1192 ATA
PUBLIC INFORMATION COORDINATOR 1052 ATA
9056 ATA
PUBLIC INFORMATION OFFICER 1212 ATA
PROJECT PORTFOLIO COORDINATOR 1297 ATA
PROJECT PORTFOLIO MANAGER 1227 ATA

5.C.a
Packet Pg. 190 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 279 1 57.17 9,910.00 118,920.00 4,573.85
279 2 60.00 10,400.00 124,800.00 4,800.00
279 3 63.53 11,012.00 132,144.00 5,082.46
279 4 67.06 11,623.00 139,476.00 5,364.46
279 5 70.59 12,235.00 146,820.00 5,646.92
427 1 60.69 10,519.00 126,228.00 4,854.92
427 2 63.69 11,039.00 132,468.00 5,094.92
427 3 67.43 11,688.00 140,256.00 5,394.46
427 4 71.18 12,338.00 148,056.00 5,694.46
427 5 74.93 12,987.00 155,844.00 5,994.00
225 1 47.78 8,281.00 99,372.00 3,822.00
225 2 50.13 8,690.00 104,280.00 4,010.77
225 3 53.09 9,202.00 110,424.00 4,247.08
225 4 56.04 9,713.00 116,556.00 4,482.92
225 5 58.98 10,224.00 122,688.00 4,718.77
048 1 37.64 6,525.00 78,300.00 3,011.54
048 2 39.50 6,847.00 82,164.00 3,160.15
048 3 41.83 7,250.00 87,000.00 3,346.15
048 4 44.15 7,652.00 91,824.00 3,531.69
048 5 46.47 8,055.00 96,660.00 3,717.69
278 1 57.15 9,906.00 118,872.00 4,572.00
278 2 59.98 10,396.00 124,752.00 4,798.15
278 3 63.50 11,007.00 132,084.00 5,080.15
278 4 67.03 11,619.00 139,428.00 5,362.62
278 5 70.56 12,230.00 146,760.00 5,644.62
060 1 39.33 6,818.00 81,816.00 3,146.77
060 2 41.27 7,154.00 85,848.00 3,301.85
060 3 43.70 7,575.00 90,900.00 3,496.15
060 4 46.13 7,996.00 95,952.00 3,690.46
060 5 48.56 8,417.00 101,004.00 3,884.77
247 1 50.42 8,739.00 104,868.00 4,033.38
247 2 52.91 9,171.00 110,052.00 4,232.77
247 3 56.02 9,710.00 116,520.00 4,481.54
247 4 59.13 10,250.00 123,000.00 4,730.77
247 5 62.24 10,789.00 129,468.00 4,979.54
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
250 1 50.52 8,757.00 105,084.00 4,041.69
250 2 53.01 9,189.00 110,268.00 4,241.08
250 3 56.13 9,730.00 116,760.00 4,490.77
250 4 59.25 10,270.00 123,240.00 4,740.00
250 5 62.37 10,811.00 129,732.00 4,989.69
SCADA SYSTEMS ANALYST 1162 ATA
SAFETY OFFICER 1016 ATA
SALES & MARKETING COORDINATOR 1088 ATA
RESOURCE REC & RECYC ADMIN 1064 ATA
RISK MANAGEMENT ANALYST 1213 ATA
REAL ESTATE PROPERTY MANAGER 1321 ATA
RECORDS MANAGEMENT COORDINATOR 1194 ATA
PUBLIC SERVICES ADM-JAIL 1177 ATA
PURCHASING SERVICES MANAGER 1007 ATA

5.C.a
Packet Pg. 191 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 250 1 50.52 8,757.00 105,084.00 4,041.69
250 2 53.01 9,189.00 110,268.00 4,241.08
250 3 56.13 9,730.00 116,760.00 4,490.77
250 4 59.25 10,270.00 123,240.00 4,740.00
250 5 62.37 10,811.00 129,732.00 4,989.69
210 1 48.16 8,348.00 100,176.00 3,852.92
210 2 50.54 8,760.00 105,120.00 4,043.08
210 3 53.51 9,275.00 111,300.00 4,280.77
210 4 56.49 9,791.00 117,492.00 4,518.92
210 5 59.46 10,306.00 123,672.00 4,756.62
210 1 48.16 8,348.00 100,176.00 3,852.92
210 2 50.54 8,760.00 105,120.00 4,043.08
210 3 53.51 9,275.00 111,300.00 4,280.77
210 4 56.49 9,791.00 117,492.00 4,518.92
210 5 59.46 10,306.00 123,672.00 4,756.62
210 1 48.16 8,348.00 100,176.00 3,852.92
210 2 50.54 8,760.00 105,120.00 4,043.08
210 3 53.51 9,275.00 111,300.00 4,280.77
210 4 56.49 9,791.00 117,492.00 4,518.92
210 5 59.46 10,306.00 123,672.00 4,756.62
210 1 48.16 8,348.00 100,176.00 3,852.92
210 2 50.54 8,760.00 105,120.00 4,043.08
210 3 53.51 9,275.00 111,300.00 4,280.77
210 4 56.49 9,791.00 117,492.00 4,518.92
210 5 59.46 10,306.00 123,672.00 4,756.62
268 1 53.33 9,244.00 110,928.00 4,266.46
268 2 55.96 9,700.00 116,400.00 4,476.92
268 3 59.26 10,271.00 123,252.00 4,740.46
268 4 62.54 10,841.00 130,092.00 5,003.54
268 5 65.84 11,412.00 136,944.00 5,267.08
290 1 57.38 9,946.00 119,352.00 4,590.46
290 2 60.21 10,437.00 125,244.00 4,817.08
290 3 63.76 11,051.00 132,612.00 5,100.46
290 4 67.30 11,665.00 139,980.00 5,383.85
290 5 70.84 12,279.00 147,348.00 5,667.23
270 1 54.59 9,462.00 113,544.00 4,367.08
270 2 57.29 9,930.00 119,160.00 4,583.08
270 3 60.66 10,514.00 126,168.00 4,852.62
270 4 64.03 11,098.00 133,176.00 5,122.15
270 5 67.40 11,682.00 140,184.00 5,391.69
226 1 49.40 8,562.00 102,744.00 3,951.69
226 2 51.84 8,985.00 107,820.00 4,146.92
226 3 54.88 9,513.00 114,156.00 4,390.62
226 4 57.93 10,042.00 120,504.00 4,634.77
226 5 60.98 10,570.00 126,840.00 4,878.46
SPECIAL PROJECTS ENGINEER 1076 ATA
SR ACCOUNTANT 1195 ATA
SPECIAL ASST CM-EQTY&COMM RECO 1322 ATA
SPECIAL PROJECTS ADMIN-PCD 1314 ATA
SOFTWARE SYST ANALYST-PRMT SYS 1154 ATA
SOFTWARE SYST ANALYST-WATER RE 1156 ATA
SOFTWARE SYST ANALYST 1228 ATA
SOFTWARE SYST ANALYST-ERP 1157 ATA
SOFTWARE DEVELOPER 1304 ATA

5.C.a
Packet Pg. 192 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
SR ADMIN ANALYST-HUMAN SV/FISC 1032 ATA
SR ADMIN ANALYST-HOMELESS SVS 1040 ATA
SR ADMIN ANALYST-HOUSING AUTH 1033 ATA
SR ADMIN ANALYST-CHILD/FAM RES 1041 ATA
9069 ATA
SR ADMIN ANALYST-FINANCIAL AN 1029 ATA
SR ADMIN ANALYST 1035 ATA
9059 ATA
SR ADMIN ANALYST-ARCHITECTURE 1042 ATA

5.C.a
Packet Pg. 193 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
226 1 49.40 8,562.00 102,744.00 3,951.69
226 2 51.84 8,985.00 107,820.00 4,146.92
226 3 54.88 9,513.00 114,156.00 4,390.62
226 4 57.93 10,042.00 120,504.00 4,634.77
226 5 60.98 10,570.00 126,840.00 4,878.46
135 1 43.25 7,497.00 89,964.00 3,460.15
135 2 45.39 7,867.00 94,404.00 3,630.92
135 3 48.06 8,330.00 99,960.00 3,844.62
135 4 50.72 8,792.00 105,504.00 4,057.85
135 5 53.39 9,255.00 111,060.00 4,271.54
650 1 63.01 10,922.00 131,064.00 5,040.92
650 2 66.12 11,461.00 137,532.00 5,289.69
650 3 70.02 12,136.00 145,632.00 5,601.23
650 4 73.90 12,810.00 153,720.00 5,912.31
650 5 77.79 13,484.00 161,808.00 6,223.38
650 1 63.01 10,922.00 131,064.00 5,040.92
650 2 66.12 11,461.00 137,532.00 5,289.69
650 3 70.02 12,136.00 145,632.00 5,601.23
650 4 73.90 12,810.00 153,720.00 5,912.31
650 5 77.79 13,484.00 161,808.00 6,223.38
SR CONSTRUCTION MANAGER 1293 ATA
SR DESIGN MANAGER 1121 ATA
SR BUDGET ANALYST 1034 ATA
SR BUYER 1120 ATA
SR ADMIN ANALYST-PARKS & CFP 1030 ATA
SR ADMIN ANALYST-TRANSIT GRANT 1083 ATA
SR ADMIN ANALYST-LIBR FISC SVS 1065 ATA
SR ADMIN ANALYST-OPEN SPACE MG 1038 ATA
SR ADMIN ANALYST-LIB ADMIN SVS 1067 ATA

5.C.a
Packet Pg. 194 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 226 1 49.40 8,562.00 102,744.00 3,951.69
226 2 51.84 8,985.00 107,820.00 4,146.92
226 3 54.88 9,513.00 114,156.00 4,390.62
226 4 57.93 10,042.00 120,504.00 4,634.77
226 5 60.98 10,570.00 126,840.00 4,878.46
226 1 49.40 8,562.00 102,744.00 3,951.69
226 2 51.84 8,985.00 107,820.00 4,146.92
226 3 54.88 9,513.00 114,156.00 4,390.62
226 4 57.93 10,042.00 120,504.00 4,634.77
226 5 60.98 10,570.00 126,840.00 4,878.46
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
268 1 53.33 9,244.00 110,928.00 4,266.46
268 2 55.96 9,700.00 116,400.00 4,476.92
268 3 59.26 10,271.00 123,252.00 4,740.46
268 4 62.54 10,841.00 130,092.00 5,003.54
268 5 65.84 11,412.00 136,944.00 5,267.08
268 1 53.33 9,244.00 110,928.00 4,266.46
268 2 55.96 9,700.00 116,400.00 4,476.92
268 3 59.26 10,271.00 123,252.00 4,740.46
268 4 62.54 10,841.00 130,092.00 5,003.54
268 5 65.84 11,412.00 136,944.00 5,267.08
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
263 1 52.50 9,100.00 109,200.00 4,200.00
263 2 55.10 9,550.00 114,600.00 4,407.69
263 3 58.34 10,112.00 121,344.00 4,667.08
263 4 61.58 10,673.00 128,076.00 4,926.00
263 5 64.82 11,235.00 134,820.00 5,185.38
SR PLAN CHECK ENGINEER 1185 ATA
SR MARKETING MANAGER 1082 ATA
9095 ATA
SR PARK PLANNER 1291 ATA
SR HUMAN SERVICES ANALYST 1229 ATA
SR HUMAN SERVICES PROG ANALYST 1039 ATA
SR DEVELOPMENT ANALYST 1025 ATA
SR GRANTS ANALYST 1010 ATA

5.C.a
Packet Pg. 195 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 271 1 53.85 9,334.00 112,008.00 4,308.00
271 2 56.51 9,795.00 117,540.00 4,520.77
271 3 59.83 10,371.00 124,452.00 4,786.62
271 4 63.16 10,947.00 131,364.00 5,052.46
271 5 66.48 11,523.00 138,276.00 5,318.31
271 1 53.85 9,334.00 112,008.00 4,308.00
271 2 56.51 9,795.00 117,540.00 4,520.77
271 3 59.83 10,371.00 124,452.00 4,786.62
271 4 63.16 10,947.00 131,364.00 5,052.46
271 5 66.48 11,523.00 138,276.00 5,318.31
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
271 1 53.85 9,334.00 112,008.00 4,308.00
271 2 56.51 9,795.00 117,540.00 4,520.77
271 3 59.83 10,371.00 124,452.00 4,786.62
271 4 63.16 10,947.00 131,364.00 5,052.46
271 5 66.48 11,523.00 138,276.00 5,318.31
271 1 53.85 9,334.00 112,008.00 4,308.00
271 2 56.51 9,795.00 117,540.00 4,520.77
271 3 59.83 10,371.00 124,452.00 4,786.62
271 4 63.16 10,947.00 131,364.00 5,052.46
271 5 66.48 11,523.00 138,276.00 5,318.31
SR TRANSPORTATION PLANNER 1114 ATA
SR TRANSIT SCHEDULER 1097 ATA
SR TRANSP PLANNER-BICYCLE PROG 1115 ATA
SR SUSTAINABILITY ANALYST 1203 ATA
SR TRANSIT OPERATIONS ANALYST 1290 ATA
SR PROCUREMENT ANALYST 1219 ATA
SR RISK MANAGEMENT ANALYST 1303 ATA
SR PLANNER 1186 ATA
9109 ATA

5.C.a
Packet Pg. 196 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 226 1 49.40 8,562.00 102,744.00 3,951.69
226 2 51.84 8,985.00 107,820.00 4,146.92
226 3 54.88 9,513.00 114,156.00 4,390.62
226 4 57.93 10,042.00 120,504.00 4,634.77
226 5 60.98 10,570.00 126,840.00 4,878.46
134 1 46.70 8,094.00 97,128.00 3,735.69
134 2 49.00 8,493.00 101,916.00 3,919.85
134 3 51.88 8,993.00 107,916.00 4,150.62
134 4 54.76 9,492.00 113,904.00 4,380.92
134 5 57.65 9,992.00 119,904.00 4,611.69
271 1 53.85 9,334.00 112,008.00 4,308.00
271 2 56.51 9,795.00 117,540.00 4,520.77
271 3 59.83 10,371.00 124,452.00 4,786.62
271 4 63.16 10,947.00 131,364.00 5,052.46
271 5 66.48 11,523.00 138,276.00 5,318.31
268 1 53.33 9,244.00 110,928.00 4,266.46
268 2 55.96 9,700.00 116,400.00 4,476.92
268 3 59.26 10,271.00 123,252.00 4,740.46
268 4 62.54 10,841.00 130,092.00 5,003.54
268 5 65.84 11,412.00 136,944.00 5,267.08
262 1 52.33 9,071.00 108,852.00 4,186.62
262 2 54.92 9,519.00 114,228.00 4,393.38
262 3 58.15 10,079.00 120,948.00 4,651.85
262 4 61.38 10,639.00 127,668.00 4,910.31
262 5 64.61 11,199.00 134,388.00 5,168.77
650 1 63.01 10,922.00 131,064.00 5,040.92
650 2 66.12 11,461.00 137,532.00 5,289.69
650 3 70.02 12,136.00 145,632.00 5,601.23
650 4 73.90 12,810.00 153,720.00 5,912.31
650 5 77.79 13,484.00 161,808.00 6,223.38
185 1 46.37 8,038.00 96,456.00 3,709.85
185 2 48.66 8,435.00 101,220.00 3,893.08
185 3 51.53 8,931.00 107,172.00 4,122.00
185 4 54.39 9,427.00 113,124.00 4,350.92
185 5 57.25 9,923.00 119,076.00 4,579.85
185 1 46.37 8,038.00 96,456.00 3,709.85
185 2 48.66 8,435.00 101,220.00 3,893.08
185 3 51.53 8,931.00 107,172.00 4,122.00
185 4 54.39 9,427.00 113,124.00 4,350.92
185 5 57.25 9,923.00 119,076.00 4,579.85
290 1 57.38 9,946.00 119,352.00 4,590.46
290 2 60.21 10,437.00 125,244.00 4,817.08
290 3 63.76 11,051.00 132,612.00 5,100.46
290 4 67.30 11,665.00 139,980.00 5,383.85
290 5 70.84 12,279.00 147,348.00 5,667.23
SUSTAINABILITY ADMINISTRATOR 1215 ATA
SUPERVISING CIVIL ENGINEER 1123 ATA
SUPERVISING WRKS COMP CLM EXAM 1018 ATA
9175 ATA
SUCCESSOR AGENCY ADMINISTRATOR 1062 ATA
SUPERVISING ACCOUNTANT 1305 ATA
SR WATER RESOURCES PROTECT SPC 1207 ATA
STRATEGIC TRANSIT PLANNER 1299 ATA
SR TREASURY ANALYST 1298 ATA

5.C.a
Packet Pg. 197 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 060 1 39.33 6,818.00 81,816.00 3,146.77
060 2 41.27 7,154.00 85,848.00 3,301.85
060 3 43.70 7,575.00 90,900.00 3,496.15
060 4 46.13 7,996.00 95,952.00 3,690.46
060 5 48.56 8,417.00 101,004.00 3,884.77
177 1 45.76 7,932.00 95,184.00 3,660.92
177 2 48.02 8,323.00 99,876.00 3,841.38
177 3 50.84 8,813.00 105,756.00 4,067.54
177 4 53.67 9,302.00 111,624.00 4,293.23
177 5 56.49 9,792.00 117,504.00 4,519.38
216 1 48.78 8,456.00 101,472.00 3,902.77
216 2 51.19 8,873.00 106,476.00 4,095.23
216 3 54.20 9,395.00 112,740.00 4,336.15
216 4 57.21 9,917.00 119,004.00 4,577.08
216 5 60.23 10,439.00 125,268.00 4,818.00
088 1 40.71 7,056.00 84,672.00 3,256.62
088 2 42.72 7,404.00 88,848.00 3,417.23
088 3 45.23 7,840.00 94,080.00 3,618.46
088 4 47.74 8,275.00 99,300.00 3,819.23
088 5 50.26 8,711.00 104,532.00 4,020.46
177 1 45.76 7,932.00 95,184.00 3,660.92
177 2 48.02 8,323.00 99,876.00 3,841.38
177 3 50.84 8,813.00 105,756.00 4,067.54
177 4 53.67 9,302.00 111,624.00 4,293.23
177 5 56.49 9,792.00 117,504.00 4,519.38
427 1 60.69 10,519.00 126,228.00 4,854.92
427 2 63.69 11,039.00 132,468.00 5,094.92
427 3 67.43 11,688.00 140,256.00 5,394.46
427 4 71.18 12,338.00 148,056.00 5,694.46
427 5 74.93 12,987.00 155,844.00 5,994.00
250 1 50.52 8,757.00 105,084.00 4,041.69
250 2 53.01 9,189.00 110,268.00 4,241.08
250 3 56.13 9,730.00 116,760.00 4,490.77
250 4 59.25 10,270.00 123,240.00 4,740.00
250 5 62.37 10,811.00 129,732.00 4,989.69
250 1 50.52 8,757.00 105,084.00 4,041.69
250 2 53.01 9,189.00 110,268.00 4,241.08
250 3 56.13 9,730.00 116,760.00 4,490.77
250 4 59.25 10,270.00 123,240.00 4,740.00
250 5 62.37 10,811.00 129,732.00 4,989.69
250 1 50.52 8,757.00 105,084.00 4,041.69
250 2 53.01 9,189.00 110,268.00 4,241.08
250 3 56.13 9,730.00 116,760.00 4,490.77
250 4 59.25 10,270.00 123,240.00 4,740.00
250 5 62.37 10,811.00 129,732.00 4,989.69
SYSTEMS ANALYST-PERMITTNG SYST 1139 ATA
SYSTEMS ANALYST-PUBLIC SAFETY 1294 ATA
SYSTEMS ADMINISTRATOR 1221 ATA
SYSTEMS ANALYST 1136 ATA
SUSTAINABLE OUTREACH COORD 1306 ATA
SUSTAINABLE PROCUREMENT ADV 1214 ATA
SUSTAINABLE BUILDING ADVISOR 1204 ATA
SUSTAINABLE ENERGY ENGINEER 1132 ATA
SUSTAINABILITY ANALYST 1205 ATA

5.C.a
Packet Pg. 198 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 250 1 50.52 8,757.00 105,084.00 4,041.69
250 2 53.01 9,189.00 110,268.00 4,241.08
250 3 56.13 9,730.00 116,760.00 4,490.77
250 4 59.25 10,270.00 123,240.00 4,740.00
250 5 62.37 10,811.00 129,732.00 4,989.69
250 1 50.52 8,757.00 105,084.00 4,041.69
250 2 53.01 9,189.00 110,268.00 4,241.08
250 3 56.13 9,730.00 116,760.00 4,490.77
250 4 59.25 10,270.00 123,240.00 4,740.00
250 5 62.37 10,811.00 129,732.00 4,989.69
258 1 52.17 9,042.00 108,504.00 4,173.23
258 2 54.74 9,489.00 113,868.00 4,379.54
258 3 57.96 10,047.00 120,564.00 4,637.08
258 4 61.18 10,605.00 127,260.00 4,894.62
258 5 64.40 11,163.00 133,956.00 5,152.15
210 1 48.16 8,348.00 100,176.00 3,852.92
210 2 50.54 8,760.00 105,120.00 4,043.08
210 3 53.51 9,275.00 111,300.00 4,280.77
210 4 56.49 9,791.00 117,492.00 4,518.92
210 5 59.46 10,306.00 123,672.00 4,756.62
250 1 50.52 8,757.00 105,084.00 4,041.69
250 2 53.01 9,189.00 110,268.00 4,241.08
250 3 56.13 9,730.00 116,760.00 4,490.77
250 4 59.25 10,270.00 123,240.00 4,740.00
250 5 62.37 10,811.00 129,732.00 4,989.69
427 1 60.69 10,519.00 126,228.00 4,854.92
427 2 63.69 11,039.00 132,468.00 5,094.92
427 3 67.43 11,688.00 140,256.00 5,394.46
427 4 71.18 12,338.00 148,056.00 5,694.46
427 5 74.93 12,987.00 155,844.00 5,994.00
088 1 40.71 7,056.00 84,672.00 3,256.62
088 2 42.72 7,404.00 88,848.00 3,417.23
088 3 45.23 7,840.00 94,080.00 3,618.46
088 4 47.74 8,275.00 99,300.00 3,819.23
088 5 50.26 8,711.00 104,532.00 4,020.46
280 1 57.27 9,927.00 119,124.00 4,581.69
280 2 60.10 10,418.00 125,016.00 4,808.31
280 3 63.63 11,030.00 132,360.00 5,090.77
280 4 67.17 11,643.00 139,716.00 5,373.69
280 5 70.71 12,256.00 147,072.00 5,656.62
262 1 52.33 9,071.00 108,852.00 4,186.62
262 2 54.92 9,519.00 114,228.00 4,393.38
262 3 58.15 10,079.00 120,948.00 4,651.85
262 4 61.38 10,639.00 127,668.00 4,910.31
262 5 64.61 11,199.00 134,388.00 5,168.77
TRANSIT CMTY ENGAGMENT OFFICER 1059 ATA
TECHNOLOGY TRAINING COORD 1158 ATA
TRAFFIC ENGINEER 1127 ATA
TECHNICAL SERVICES ANALYST 1313 ATA
TECHNOLOGY PROJECT MANAGER 1096 ATA
SYSTEMS ENGINEER 1163 ATA
SYSTEMS POLICY ENGINEER 1155 ATA
SYSTEMS ANALYST-SHARE POINT 1150 ATA
SYSTEMS ANALYST-TRANSIT SYSTEM 1140 ATA

5.C.a
Packet Pg. 199 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 262 1 52.33 9,071.00 108,852.00 4,186.62
262 2 54.92 9,519.00 114,228.00 4,393.38
262 3 58.15 10,079.00 120,948.00 4,651.85
262 4 61.38 10,639.00 127,668.00 4,910.31
262 5 64.61 11,199.00 134,388.00 5,168.77
020 1 50.28 8,716.00 104,592.00 4,022.77
020 2 52.77 9,147.00 109,764.00 4,221.69
020 3 55.88 9,685.00 116,220.00 4,470.00
020 4 58.98 10,223.00 122,676.00 4,718.31
020 5 62.08 10,761.00 129,132.00 4,966.62
060 1 39.33 6,818.00 81,816.00 3,146.77
060 2 41.27 7,154.00 85,848.00 3,301.85
060 3 43.70 7,575.00 90,900.00 3,496.15
060 4 46.13 7,996.00 95,952.00 3,690.46
060 5 48.56 8,417.00 101,004.00 3,884.77
060 1 39.33 6,818.00 81,816.00 3,146.77
060 2 41.27 7,154.00 85,848.00 3,301.85
060 3 43.70 7,575.00 90,900.00 3,496.15
060 4 46.13 7,996.00 95,952.00 3,690.46
060 5 48.56 8,417.00 101,004.00 3,884.77
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
500 1 61.68 10,692.00 128,304.00 4,934.77
500 2 64.73 11,220.00 134,640.00 5,178.46
500 3 68.54 11,880.00 142,560.00 5,483.08
500 4 72.35 12,540.00 150,480.00 5,787.69
500 5 76.15 13,200.00 158,400.00 6,092.31
200 1 47.56 8,244.00 98,928.00 3,804.92
200 2 49.91 8,651.00 103,812.00 3,992.77
200 3 52.85 9,160.00 109,920.00 4,227.69
200 4 55.78 9,669.00 116,028.00 4,462.62
200 5 58.72 10,178.00 122,136.00 4,697.54
060 1 39.33 6,818.00 81,816.00 3,146.77
060 2 41.27 7,154.00 85,848.00 3,301.85
060 3 43.70 7,575.00 90,900.00 3,496.15
060 4 46.13 7,996.00 95,952.00 3,690.46
060 5 48.56 8,417.00 101,004.00 3,884.77
500 1 61.68 10,692.00 128,304.00 4,934.77
500 2 64.73 11,220.00 134,640.00 5,178.46
500 3 68.54 11,880.00 142,560.00 5,483.08
500 4 72.35 12,540.00 150,480.00 5,787.69
500 5 76.15 13,200.00 158,400.00 6,092.31
TRANSPORTATION DEMAND PROG MGR 1055 ATA
TRANSIT SAFETY & SECURITY OFF 1295 ATA
TRANSIT SCHEDULER 1098 ATA
TRANSIT PLANNER 1060 ATA
TRANSIT PLANNING ADMINISTRATOR 1051 ATA
TRANSIT MAINTENANCE ADMIN 1325 ATA
TRANSIT MARKETING COORDINATOR 1095 ATA
9137 ATA
TRANSIT GOV RELATIONS OFFICER 1024 ATA

5.C.a
Packet Pg. 200 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 230 1 49.53 8,586.00 103,032.00 3,962.77
230 2 51.98 9,010.00 108,120.00 4,158.46
230 3 55.04 9,540.00 114,480.00 4,403.08
230 4 58.10 10,070.00 120,840.00 4,647.69
230 5 61.15 10,600.00 127,200.00 4,892.31
170 1 45.50 7,887.00 94,644.00 3,640.15
170 2 47.75 8,276.00 99,312.00 3,819.69
170 3 50.56 8,763.00 105,156.00 4,044.46
170 4 53.37 9,250.00 111,000.00 4,269.23
170 5 56.18 9,737.00 116,844.00 4,494.00
170 1 45.50 7,887.00 94,644.00 3,640.15
170 2 47.75 8,276.00 99,312.00 3,819.69
170 3 50.56 8,763.00 105,156.00 4,044.46
170 4 53.37 9,250.00 111,000.00 4,269.23
170 5 56.18 9,737.00 116,844.00 4,494.00
098 1 41.18 7,137.00 85,644.00 3,294.00
098 2 43.21 7,489.00 89,868.00 3,456.46
098 3 45.75 7,930.00 95,160.00 3,660.00
098 4 48.29 8,370.00 100,440.00 3,863.08
098 5 50.83 8,811.00 105,732.00 4,066.62
098 1 41.18 7,137.00 85,644.00 3,294.00
098 2 43.21 7,489.00 89,868.00 3,456.46
098 3 45.75 7,930.00 95,160.00 3,660.00
098 4 48.29 8,370.00 100,440.00 3,863.08
098 5 50.83 8,811.00 105,732.00 4,066.62
262 1 52.33 9,071.00 108,852.00 4,186.62
262 2 54.92 9,519.00 114,228.00 4,393.38
262 3 58.15 10,079.00 120,948.00 4,651.85
262 4 61.38 10,639.00 127,668.00 4,910.31
262 5 64.61 11,199.00 134,388.00 5,168.77
272 1 54.68 9,478.00 113,736.00 4,374.46
272 2 57.38 9,946.00 119,352.00 4,590.46
272 3 60.76 10,531.00 126,372.00 4,860.46
272 4 64.13 11,116.00 133,392.00 5,130.46
272 5 67.51 11,701.00 140,412.00 5,400.46
246 1 52.52 9,103.00 109,236.00 4,201.38
246 2 55.11 9,552.00 114,624.00 4,408.62
246 3 58.35 10,114.00 121,368.00 4,668.00
246 4 61.59 10,676.00 128,112.00 4,927.38
246 5 64.83 11,238.00 134,856.00 5,186.77
032 1 35.45 6,144.00 73,728.00 2,835.69
032 2 37.19 6,447.00 77,364.00 2,975.54
032 3 39.39 6,827.00 81,924.00 3,150.92
032 4 41.57 7,206.00 86,472.00 3,325.85
032 5 43.76 7,585.00 91,020.00 3,500.77
URBAN FORESTER ADMIN 1233 ATA
VOLUNTEER COORDINATOR 1071 ATA
TREASURY ADMINISTRATOR 1168 ATA
URBAN DESIGNER 1188 ATA
TRANSPORTATION PLANNING ASSOC 1119 ATA
9098 ATA
TRANSPORTATION PLANNING ASST 1058 ATA
9138 ATA
TRANSPORTATION MANAGEMENT CRD 1117 ATA

5.C.a
Packet Pg. 201 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 180 1 45.85 7,948.00 95,376.00 3,668.31
180 2 48.12 8,340.00 100,080.00 3,849.23
180 3 50.95 8,831.00 105,972.00 4,075.85
180 4 53.78 9,321.00 111,852.00 4,302.00
180 5 56.61 9,812.00 117,744.00 4,528.62
489 1 66.05 11,449.00 137,388.00 5,284.15
489 2 69.32 12,015.00 144,180.00 5,545.38
489 3 73.40 12,722.00 152,664.00 5,871.69
489 4 77.47 13,428.00 161,136.00 6,197.54
489 5 81.55 14,135.00 169,620.00 6,523.85
028 1 39.80 6,898.00 82,776.00 3,183.69
028 2 41.76 7,239.00 86,868.00 3,341.08
028 3 44.22 7,664.00 91,968.00 3,537.23
028 4 46.67 8,090.00 97,080.00 3,733.85
028 5 49.13 8,516.00 102,192.00 3,930.46
136 1 43.77 7,587.00 91,044.00 3,501.69
136 2 45.93 7,962.00 95,544.00 3,674.77
136 3 48.63 8,430.00 101,160.00 3,890.77
136 4 51.34 8,899.00 106,788.00 4,107.23
136 5 54.04 9,367.00 112,404.00 4,323.23
290 1 57.38 9,946.00 119,352.00 4,590.46
290 2 60.21 10,437.00 125,244.00 4,817.08
290 3 63.76 11,051.00 132,612.00 5,100.46
290 4 67.30 11,665.00 139,980.00 5,383.85
290 5 70.84 12,279.00 147,348.00 5,667.23
080 1 42.45 7,358.00 88,296.00 3,396.00
080 2 44.54 7,721.00 92,652.00 3,563.54
080 3 47.17 8,176.00 98,112.00 3,773.54
080 4 49.79 8,630.00 103,560.00 3,983.08
080 5 52.41 9,084.00 109,008.00 4,192.62
489 1 66.05 11,449.00 137,388.00 5,284.15
489 2 69.32 12,015.00 144,180.00 5,545.38
489 3 73.40 12,722.00 152,664.00 5,871.69
489 4 77.47 13,428.00 161,136.00 6,197.54
489 5 81.55 14,135.00 169,620.00 6,523.85
278 1 57.15 9,906.00 118,872.00 4,572.00
278 2 59.98 10,396.00 124,752.00 4,798.15
278 3 63.50 11,007.00 132,084.00 5,080.15
278 4 67.03 11,619.00 139,428.00 5,362.62
278 5 70.56 12,230.00 146,760.00 5,644.62
100 1 41.31 7,161.00 85,932.00 3,305.08
100 2 43.36 7,515.00 90,180.00 3,468.46
100 3 45.91 7,957.00 95,484.00 3,672.46
100 4 48.46 8,399.00 100,788.00 3,876.46
100 5 51.01 8,841.00 106,092.00 4,080.46
WORKERS' COMP CLAIMS EXAMINER 1017 ATA
WATER/WASTEWATER ADMINISTRATOR 1074 ATA
WORKERS' COMP ADMINISTRATOR 1014 ATA
WATER RESOURCES PROGRAM ADMIN 1220 ATA
WATER RESOURCES PROTECTION SPC 1208 ATA
WATER QUALITY ANALYST I 1090 ATA
WATER QUALITY ANALYST II 1087 ATA
WATER CHEMIST 1201 ATA
WATER PROD & TREATMENT ADMIN 1073 ATA

5.C.a
Packet Pg. 202 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) Class Title Class Code BU Grade Step Hourly Rate Monthly Rate Annual Rate Bi weekly Rate 283 1 47.78 8,281.00 99,372.00 3,822.00
283 2 50.13 8,690.00 104,280.00 4,010.77
283 3 53.08 9,201.00 110,412.00 4,246.62
283 4 56.03 9,712.00 116,544.00 4,482.46
283 5 58.98 10,223.00 122,676.00 4,718.31
060 1 39.33 6,818.00 81,816.00 3,146.77
060 2 41.27 7,154.00 85,848.00 3,301.85
060 3 43.70 7,575.00 90,900.00 3,496.15
060 4 46.13 7,996.00 95,952.00 3,690.46
060 5 48.56 8,417.00 101,004.00 3,884.77
ZERO WASTE COORDINATOR 1099 ATA
YOUTH AND FAM SVS PROGRAM ADM 1332 ATA

5.C.a
Packet Pg. 203 Attachment: COLA FY22-23 Step ATA Salary Grades 4.5% 9.13.22 (5266 : ATA MOU) 1 City Council Meeting: September 13, 2022 Santa Monica, California RESOLUTION NUMBER _________ (CCS)
(City Council Series)

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF SANTA MONICA ACCEPTING THE

TENTATIVE AGREEMENT AND AUTHORIZING THE CITY MANAGER

TO EXECUTE A MEMORANDUM OF UNDERSTANDING WITH THE

ADMINISTRATIVE TEAM ASSOCIATES
WHEREAS, authorized representatives of the City administration and the Administrative Team Associates (“ATA”) have met and conferred in accordance with the Meyers-Millias Brown Act (“MMBA”), codified at Government Code Section 3500 et seq., and have reached agreement on wages, hours, and other terms and conditions of employment; and
WHEREAS, in accordance with Government Code Section 3505.1, on September 13, 2022, the tentative agreement reached between authorized representatives of the City administration and ATA was presented to the City Council of the City of Santa Monica for consideration; and
WHEREAS, Government Code Section 3505.1 requires preparation of a written Memorandum of Understanding between the City and the employee organization if a tentative agreement is reached and adopted by the City Council; and

5.C.b
Packet Pg. 204 Attachment: ATA TA RESO 9.13.22 (5266 : ATA MOU) 2 WHEREAS, the purpose of each Memorandum of Understanding is to promote and provide harmonious relations, cooperation, and understanding between the City and ATA;

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SANTA MONICA DOES RESOLVE AS FOLLOWS:

SECTION 1. The City Council of the City of Santa Monica hereby accepts and approves the tentative agreement that has been reached between authorized representatives of the City administration and the Administrative Team Associates (“ATA”) and authorizes the City Manager to execute a Memorandum of Understanding with ATA (FY2022-2025), in accordance with this agreement.

SECTION 2. The City Clerk shall certify to the adoption of this Resolution, and thenceforth and thereafter the same shall be in full force and effect.

APPROVED AS TO FORM:
_________________________

DOUGLAS SLOAN
City Attorney

5.C.b
Packet Pg. 205 Attachment: ATA TA RESO 9.13.22 (5266 : ATA MOU) City Council
Report
City Council Meeting: September 13, 2022
Agenda Item: 5.D
1 of 4
To: Mayor and City Council
From: Gigi Decavalles-Hughes, Director, Finance Department, Financial Operations Subject: Approval of Professional Services Agreement for Other Post-Employment Benefits (OPEB) valuation services to MacLeod Watts
Recommended Action
Staff recommends that the City Council:

2. Authorize the City Manager to negotiate and execute an agreement with MacLeod Watts, in an amount not to exceed $108,010 for eight years.

Summary
The City provides post-employment health care benefits in the form of both direct payments and implicit subsidies to retiree’s medical insurance premiums. These are classified as Other Post-Employment Benefits (OPEB). These benefits, subject to negotiations between the City and each bargaining unit, require the approval of the City Council. Benefits include:
• The City pays medical insurance for the Executive Pay Plan group and management employees of the Rent Control Board if their combined retirement age and years of service with public agencies equals or exceeds 70; • The City subsidizes the cost of insurance to non-sworn permanent retirees so that they can participate in a City health plan at the same rate as active employees; and

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2 of 4
• The City maintains minimum benefits for public safety employees provided by the City’s contract with its healthcare provider CalPERS.

Per best practice and recommendation of Government Finance Officers Association (GFOA), the City has an IRS Section 115 irrevocable trust (Trust) that manages the funds contributed by the City for these benefits. The Trust ensures that all funds contributed cannot be changed, reversed, or recovered and all assets held in the Trust are legally protected from creditors of the City. The City’s CalPERS OPEB Trust is called the California Employer’s Retirement Benefits Trust (CERBT).

The City engages an actuary to perform a valuation of the City’s OPEB plan in compliance with Governmental Accounting Standards Board Statement Number 75 (GASB 75) for inclusion in the City’s basic financial statements, as well as calculating the Actuarially Determined Contribution to be paid to the CERBT. The Actuarially Determined Contribution is the amount that the City should pay to CERBT to prefund plan benefits, broken down by Fund to be accurately recorded by staff in the financial system. Staff recommends that the City enter into an eight-year agreement with MacLeod Watts Inc. to provide actuarial valuation services to the City.

Discussion
The requirements of GASB 75 allows for a biennial valuation process. The first year includes a more costly and full actuarial valuation. The second year includes a less expensive remeasurement of the liability utilizing the previous year’s assumptions and amounts. The City will require a full actuarial valuation for inclusion in the FY 2021-22 financial statements. The actuarial report must also provide the Actuarially Determined Contribution. GASB 75 and CERBT also require detailed reporting information that must be included in the report. Lastly, the actuarial consultant must be able to communicate the results of the report to City financial staff, and if asked, to the Audit Subcommittee and Council.

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Vendor Selection
Bidder Recommendation
Best Qualified Person/Firm MacLeod Watts Inc.

Evaluation Criteria Experience and technical competence, ability to meet project work plan and timeliness, quality control, cost of services, cost control, stability/references, and value add/breadth of service.

Municipal Code SMMC 2.24.190
RFPs Received
Athena Actuarial Consulting Bartel Associates, LLC David Dougherty LLC Jefferson Solutions, Inc Lauterbach & Amen, LLP MacLeod Watts Inc.

RFP Data
Posted On Posted On
Advertised In
(City Charter & SMMC)
Vendors
Downloaded
Date Publicly
Opened
03/30/2022 City's Online
Bidding Site
Santa Monica Daily Press 8 03/30/2022
Justification to Award
Based on the evaluation criteria above and criteria in SMMC 2.24.190, staff recommends MacLeod Watts, Inc. as the best qualified firm to provide OPEB actuary valuation services for a total not-to-exceed amount of $108,010 during the eight-year term based on their technical knowledge, emphasis on time management, planning, and realizing deadlines, and ability to provide valuable insight and information related to accounting standards, industry best practices, and the analyses and outcomes that appear in the actuarial report.

Financial Impacts & Budget Actions
Staff seeks authority to approve funding from the General Fund to award an agreement with MacLeod Watts for actuarial valuation services. Future year funding is contingent on Council budget approval.

Contract Request
Request Amount FY 2022-23 Budget Dept/CIP Account # Total Contract Amount $20,500 01300003.552010 $108,010

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Prepared By: Stephanie Manglaras, Financial Operations Manager Approved Forwarded to Council
Attachments:

A. MacLeod Watts Oaks fy 22-23

5.D
Packet Pg. 209

CITY OF SANTA MONICA

OAKS INITIATIVE NOTICE

NOTICE TO APPLICANTS, BIDDERS, PROPOSERS

AND OTHERS SEEKING DISCRETIONARY PERMITS, CONTRACTS,

5.D.a
Packet Pg. 210 Attachment: MacLeod Watts Oaks fy 22-23 (5287 : Approval of Professional Services Agreement to MacLeod Watts)

5.D.a
Packet Pg. 211 Attachment: MacLeod Watts Oaks fy 22-23 (5287 : Approval of Professional Services Agreement to MacLeod Watts) City Council
Report
City Council Meeting: September 13, 2022
Agenda Item: 5.E
1 of 11
To: Mayor and City Council
From: Andy Agle, Director, Community Services Department, Housing and Human Services
Subject: Approval of Amended 2021-22 Annual CDBG and HOME Action Plan Incorporating Proposed HOME Investment Partnerships – American Rescue Plan (HOME-ARP) Allocation Plan
Recommended Action
Staff recommends that the City Council:

1. Approve amendment of the 2021-22 Annual CDBG and HOME Action Plan to incorporate the proposed HOME Investment Partnerships – American Rescue Plan (HOME-ARP) Allocation Plan (Attachment A).

2. Authorize the City Manager to submit all documents required to receive the City’s HOME-ARP funds to the U.S. Department of Housing and Urban Development (HUD).

Summary
Santa Monica is a longtime recipient of HOME Investment Partnerships Program (HOME) entitlement funds provided through the United States Department of Housing and Urban Development (HUD). In 2021, HUD awarded $2,220,124 in onetime funding to the City of Santa Monica under the HOME Investment Partnerships – American Rescue Plan (HOME-ARP). To access HOME-ARP funding, the City has developed a HOME-ARP Allocation Plan (Attachment A) proposing use of HOME-ARP funds for eligible activities benefiting qualifying populations, as defined in HUD’s September 2021 notice: Requirements for the Use of Funds in the HOME-ARP Program.

Staff recommends that HOME-ARP funds be used to address the escalating need for homeless prevention services exacerbated by rising rents, inflation, and the sunsetting

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of COVID protections. Specifically, staff proposes to use HOME-ARP funds to implement broader eviction prevention services, including legal services, case management, and behavioral health care, and to provide financial assistance payments for housing deposits, utilities, back rent, short-term rent relief, and moving costs needed to prevent vulnerable Santa Monica renters from becoming homeless. The proposed strategy would shore up local homeless services and homeless prevention work in anticipation of a potential eviction wave when COVID relief and protections end for renters and may include additional funding for the City’s current Rent Control Adjustment Relief program (RCAR) if demand for assistance from HOME-ARP-eligible households exceeds available resources. The recommendations align with feedback resulting from consultation and public participation processes conducted in accordance with HOME-ARP regulations and include input from the Los Angeles Homeless Services Authority (LAHSA), the Los Angeles Continuum of Care (LA CoC), local service providers, rent-controlled Santa-Monica households, and members of the public.

The proposed HOME-ARP Allocation Plan must be submitted for HUD’s review and consideration as a Council-approved substantial amendment to the City’s 2021-22 Annual CDBG/HOME Action Plan (Attachment B).

Discussion
Current Homeless Prevention Efforts
Even before the City adopted Preventing Homelessness as one of the Four Pillars in addressing homelessness, Santa Monica has had a history of investing in services to prevent eviction and keep vulnerable Santa Monica renters housed. Programs originally designed to support people leaving homelessness to stay housed have expanded to include an array of social services, legal services, and flexible City funding to address tenant harassment, unlawful evictions, rent arrears, underemployment, hoarding, and behavioral issues that put any low-income renter at risk of becoming homeless. COVID put these services front and center and made eviction prevention a key priority across the country. While state, regional, and local rental assistance programs combined with myriad eviction moratoriums to help hundreds of Santa Monica renters stay housed over the past three years, those assistance programs and moratoriums are rapidly

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sunsetting at a time when low-income households are now facing the impacts of inflation and rising rents.

The City has taken several steps to address increased needs, including expansion of eviction prevention services through both the Right to Counsel program that guarantees legal representation to any low-income Santa Monica renter who has an active eviction case as well as enhanced administrative and case management support for these households to help them address longer-term needs such as assistance completing housing and benefits applications. HOME-ARP funding would be used to provide supplemental financial assistance to pay back rents to resolve eviction cases, as well as shallow, short-term assistance with forward-rent to help at-risk renters stabilize. In addition, HOME-ARP funds would be used to keep these legal and support services going beyond the current commitment funding, which expires in 2023.

The City is also working to address the impacts of the Rent Control General Adjustment scheduled for September 1 that will place an additional rent burden on already struggling households, The Rent Control Adjustment Relief program (RCAR) makes available $750,000 in City funds to provide short-term assistance to cover the amount of rent increases for approximately 1,100 Extremely Low-Income (less than or equal to 30% of area median income) and Very Low-Income (between 30% and 50% of area median income) rent-controlled residents who are Severely Cost Burdened (paying more than 50% of monthly income towards rent). The City-administered program will provide assistance in the form of one-time payments directly to property owners/managers on behalf of eligible program applicants. Further, the City has also enacted an eviction moratorium that will protect qualifying tenants who need more time to pay increased rent, applicable only to rent due between September 1, 2022 and January 31, 2023. If voters approve the proposed ballot measure in November, the maximum allowable rent increase, currently at 6%, would revert to less than 1% in February and cap future rent increases at 3%. Should the measure fail to pass, the City will need to consider additional measures in order to provide longer-term assistance to impacted renters using resources beyond what is currently available.

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While RCAR will provide temporary and much-needed relief for a portion of vulnerable households in rent-controlled apartments, there are already signs of a growing need for much deeper rental assistance beyond the impact of the increase. HUD’s most recent Comprehensive Housing Affordability Strategy (CHAS) data from 2018 estimates that there are 5,535 very low- and extremely low-income renters in Santa Monica who are severely rent-burdened (paying 50 percent or more of their income on rent). These households are susceptible to even small increases in rent as well as the cost of basic living essentials such as food and utilities that put them at greater risk of falling behind on rent. These vulnerabilities put such households at increased risk of eviction once the Los Angeles County eviction moratorium expires December 31, 2022, shortly followed by expiration of the City’s moratorium on January 31, 2023.

It is in this environment that staff recommends the use of one-time HOME-ARP funds to sustain and expand homeless prevention efforts.

Summary of HOME-ARP
The American Rescue Plan Act of 2021 appropriated $5 billion to provide housing, services, and shelter to eligible vulnerable populations, to be allocated by formula to jurisdictions that qualified for HOME allocations in Fiscal Year 2021. HUD published formula allocations of HOME-ARP funding on April 8, 2021, which included onetime funding of $2,220,124 to the City of Santa Monica. Though allocated to participating HOME jurisdictions, HOME-ARP itself is a unique funding source with a dedicated set of regulatory requirements. On September 13, 2021, HUD published a notice titled:

Requirements for the Use of Funds in the HOME-ARP Program, which articulated the process by which HOME-ARP recipients must develop and submit a HOME-ARP Allocation Plan. The HOME-ARP Notice detailed the program-specific regulatory requirements for preparation of the allocation plan, including requirements for consultation and public participation, and definitions of eligible activities and qualifying populations for which use of HOME-ARP funds may be proposed. The notice also specified that proposed HOME-ARP Allocation Plans must be submitted to HUD as a substantial amendment to its 2021-22 CDBG/HOME Annual Action Plan, a document originally approved by Council on April 27, 2021.

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Consultation and Public Participation
The Proposed HOME-ARP Allocation plan was developed though a consultation and public participation process conducted in alignment with the requirements outlined in the HOME-ARP Notice. Per the notice, HOME-ARP participating jurisdictions (PJs) must demonstrate consultation with the Continuum of Care serving the jurisdiction’s geographic area, homeless service providers, domestic violence service providers, veterans’ groups, public housing agencies (PHAs), public agencies that address the needs of the qualifying populations, and public or private organizations that address fair housing, civil rights, and the needs of persons with disabilities. In addition, PJs must provide for and encourage public participation in the development of the HOME-ARP Allocation Plan by holding a well-advertised public hearing to discuss development of the plan and by making the complete proposed plan available for a 15-day public review and comment prior to submission.

The HOME-ARP consultation requirements outlined above includes unique features that differ from what is normally required for the City’s Consolidated Plan. Specifically, HOME-ARP requirements lean heavily on consultation with the HUD-designated Continuum of Care Lead Agency to ensure that HOME-ARP funds are used by PJs in ways that align with and support the regional goals of the Continuum of Care in addressing homelessness. In compliance with this requirement, the City consulted extensively with the Los Angeles Homeless Services Authority (LAHSA), lead agency for the Los Angeles Continuum of Care (LA CoC), following release of their December 21, 2021 memorandum entitled “2021 HOME-ARP Funding Recommendations from the LA CoC”. Additional consultation efforts undertaken by City staff included participating in a LAHSA-hosted webinar with members of the LA CoC to discuss HOME-ARP recommendations, attending individual office hours with LAHSA staff to engage in an indepth discussion about uses of the City’s HOME-ARP allocation, and a City-convened Homeless Resource Coordination meeting bringing together local service providers, policymakers, healthcare organizations, and staff from a host of City and County departments for a robust discussion about LAHSA’s recommendations for HOME-ARP.

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The City’s efforts to encourage public participation included an advertised public hearing at the May 23, 2022 meeting of the Social Services Commission and the release of a Housing Needs Survey to assess the needs of Santa Monica renters. The survey was open from June 24 to July 11, 2022, and made available in English and Spanish, both online and on-paper at a variety of City facilities and local service providers. Rent Control included a link to the survey in a mailer to over 27,500 residents in rentcontrolled apartments, and the survey was also publicized via City social media channels with a distribution list of over 47,000. The complete Proposed HOME-ARP Allocation Plan was made available for a 15-day public review period beginning on August 27, 2022. All public comments received to-date are included in the proposed plan. Any input received through the public review process or in response to this Council agenda will be incorporated into the final plan prior to HUD submittal.

Proposed Activities
HUD’s HOME-ARP notice specifies the activities that are eligible for HOME-ARP funding, including acquisition and development of non-congregate shelter, tenant-based rental assistance, supportive services, administration and planning, and nonprofit operating and capacity building assistance. The notice further defines the qualifying populations for whom HOME-ARP activities must be designed to assist, including sheltered and unsheltered homeless populations, those currently housed populations at extreme risk of homelessness, those fleeing or attempting to flee domestic violence or human trafficking, households at greatest risk of housing instability, and other families requiring services or housing assistance or to prevent homelessness.

Based on HUD’s eligibly criteria and taking into account the onetime nature of HOMEARP funds, LAHSA recommended that LA CoC participants use HOME-ARP for activities including acquisition of permanent housing resources, master leasing of multiunit housing, and provision of supportive services such as diversion, homelessness prevention, and short-term financial assistance. Notably, LAHSA recommended against use of HOME-ARP funding for non-congregate shelter due to the lack of permanent housing exits in the current system and the lack of operating dollars available to sustain new programs.

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Attendees at both the Homeless Resources Coordination meeting and the Social Services Commission meeting expressed support for using HOME-ARP funds for homeless prevention and supportive services to keep vulnerable households from becoming homeless or returning to homelessness. Participants cited the on-going economic impacts on vulnerable households facing barriers to maintaining or returning to work, such as lack of childcare, need to quarantine due to illness or close contact with infected persons, and impacts of inflation as exacerbating factors likely to increase housing instability. LAHSA agreed that homeless prevention efforts would be consistent with LAHSA recommendations and would support efforts to reduce the inflow of households into homelessness, which has been contributing to the increase in homelessness in the LA CoC despite increased rates of housing placements. Other LAHSA recommendations are largely duplicative of existing Santa Monica resources.

For example, the City supports affordable housing development through a local housing trust fund and has identified other sources of funding for Emergency Housing Voucher (EHV) navigation services and move-in costs.

Responses to the Housing Needs Survey also highlighted the need for additional supportive services, with respondents identifying difficulties in affording rent, utilities, and other basic needs along with an inability to find safe and decent housing at affordable costs among the top housing issues they experienced in the last six months.

Among the approximately 25 percent of respondents who stated that they currently need assistance with rent, the average amount of rental assistance needed is $971 per month, showing a need for deep rental subsidies. Regarding the upcoming Rent Control General Adjustment in September 2022, 62 percent of respondents in rent-controlled units stated that they will not be able to afford the 6 percent rent increase ($140 max).

In alignment with input received throughout the consultation and public participation processes, and consistent with HOME-ARP requirements for eligible activities and qualifying populations, staff recommends use of HOME-ARP funds for time-limited activities that address the emergent needs of Santa Monica’s most vulnerable households, as detailed in the table below. In preparing the HOME-ARP Allocation Plan,

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staff assessed the possibility of allocating a full $2 million in HOME-ARP funds to rental assistance for eligible households. For example, exclusive use of HOME-ARP funds for rent assistance could provide 1,000 eligible households with a onetime payment of $2,000, after which all resources would be expended. However, after further discussion, staff ultimately identified a primary concern that maximizing the ability of HOME-ARP to provide short-term assistance would leave the City without adequate resources to support the wave of vulnerable Santa Monicans likely to be impacted by the sunset of eviction protections.

The resulting proposed HOME-ARP funding allocations are balanced to meet both the near-term needs of vulnerable households struggling to pay rent as well as the anticipated needs of the many households who may be at imminent risk of homelessness following the expiration of current eviction protections in late 2022 and early 2023. HOME-ARP funding would be used to support services for the next two to three years to coincide with the expected peak of housing instability in 2023-2025.

Using the funding in such a manner would also advance the City’s goal of cultivating an equitable and inclusive economic recovery and would support the homelessness prevention pillar of the four-pillar strategy to address homelessness.

In the event that demand for Administration and Planning resources falls short of proposed amounts, funds would be reallocated to Supportive Services and Homeless Prevention Services.

Supportive Services and Homeless Prevention Services - $2,000,000 Homeless Prevention Services
The upcoming expiration of current eviction protections marks the arrival of the longlooming eviction cliff, an event widely anticipated to result in issuance of a wave of unlawful detainers. For perspective, the Legal Aid Foundation of Los Angeles (LAFLA) took on 28 unlawful detainer (UD) eviction cases in the first quarter of 2022 alone, a trend that projects to an estimated 110 annually at a time when eviction protections still remain in place. UD cases are widely projected to rise following the sunset of

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eviction protections, placing many vulnerable households at imminent risk of homelessness, with economic impacts from COVID continuing through 2025. Current funding for enhanced homeless prevention services expires in FY2023-24. Use of HOME-ARP funds to continue to provide supportive and preventative services will ensure that the City has a range of resources available to assist qualifying households in accessing and maintaining housing. Resources may include legal services, case management, behavioral health care, housing search and counseling services, and property manager/tenant mediation. Onetime HOME-ARP funds for supportive services will be made available to local service providers and awarded via a competitive process to agencies proposing eligible activities most responsive to anticipated needs.

Financial Assistance Funds
The City proposes to retain a portion of HOME-ARP funding to provide flexible financial assistance to eligible households at great risk of homelessness or housing instability that would be available to eligible households upon HUD’s approval of the allocation plan. These may be households that have been issued unlawful detainers or otherwise identified by service providers as requiring financial resources in order to avoid becoming homeless. Funds would be used by the City to issue payments on behalf of eligible households to property owners, utility companies, and other third parties for costs such as back-rent/rent arrears (up to the allowable six months), short-term rental assistance, utility and housing deposits, and moving costs needed to successfully close UD cases and prevent Santa Monica renters from becoming homeless. While HOME-ARP funds will not be available for use until HUD approves the allocation plan, if there are extremely low-income, severely rent-burdened households in Rent Controlled apartments not served by RCAR, HOME-ARP Financial Assistance Funds could also be available to assist more of those households.

Administration and Planning (A&P) - $220,124
10% of HOME-ARP funding is allocated to staff-time and resources required to administer the program in compliance with federal regulations.

TOTAL HOME-ARP FUNDED ACTIVITES - $2,220,124

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Next Steps
Once Council approves the HOME-ARP Allocation Plan, the City will prepare a final submission to HUD within 10 business days. HUD will then have 45 days to review the plan, provide feedback and/or request changes. Following HUD’s acceptance of a final Plan, the City must complete a procurement process to identify service providers for newly approved activities. That process will include a 30-day Request for Proposals (RFP) followed by 30 days for proposal review, 45 days to prepare a staff report requesting contractual authority from Council, and 10 days for contract execution. If all goes to plan, new services would start no earlier than March 1, 2023. To the extent possible, staff will make every effort to identify efficiencies that may shorten this timeline.

Note that any HOME-ARP funds set aside to provide financial assistance would be immediately available following HUD’s approval of the allocation plan, projected for November 2022, as payments would be administered directly by the City. Assistance would be available to participants engaged by current homeless prevention efforts such as LAFLA’s Right to Counsel and eviction prevention programs, as well as to extremely low-income, severely rent-burdened households that are unable to be served with current RCAR funding.

Past Council Actions
Meeting Date Description
April 27, 2021 (Attachment C) Approval of FY 2021-22 Annual Action Plan Financial Impacts and Budget Actions
Staff seeks authority to accept HOME Investment Partnerships – American Rescue Plan (HOME-ARP) funding from the United States Department of Housing and Urban Development (HUD). In order to accept funding, staff recommends the following budget changes. If renewals are awarded, budget changes will be included in subsequent year budgets, contingent on Council budget approval.

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FY 2022-23 Grant Budget Changes
Establish Revenue Budget Appropriate Funds
Account Number(s) Amount Account Number(s) Amount
20400001.405890 $2,220,124 20400021.556050 $220,124
20400021.556040 $2,000,000
Total $2,220,124 Total $2,220,124
Prepared By: Marc Amaral, Administrator
Approved Forwarded to Council
Attachments:

A. Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review)
B. Attachment B: 2021-22 CDBG/HOME Annual Action Plan
C. Attachment C: April 27, 2021 Staff Report

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Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review

PROPOSED

HOME-ARP ALLOCATION PLAN
For Public Review August 2022
Abstract
The City of Santa Monica has been allocated HOME-ARP funds through the U.S.

Department of Housing and Urban Development. HOME-ARP funds assist individuals or households who are homeless, at risk of homelessness, and other vulnerable populations, by providing assistance to increase housing stability This plan outlines the City’s intended uses of HOME-ARP funds to achieve these outcomes.

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Packet Pg. 223 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review Executive Summary
The American Rescue Plan of 2021 (ARP), also called the COVID-19 Stimulus Package, Pub.L. 117–2 (March 11, 2021) provides $5 billion to assist individuals or households who are homeless, at risk of homelessness, and other vulnerable populations, by providing housing, rental assistance, supportive services, and non-congregate shelter, to reduce homelessness and increase housing stability across the country. These grant funds will be administered through HUD’s HOME Investment Partnerships Program (HOME) and are known as HOMEARP funds. Eligible HOME-ARP activities include acquisition and development of noncongregate shelter, tenant based rental assistance, supportive services, HOME-ARP rental housing, administration and planning, and nonprofit operating and capacity building assistance. A certain portion of HOME-ARP funds must assist people in HOME-ARP "qualifying populations,” which include:
• Sheltered and unsheltered homeless populations, as defined in section 103(a) of the McKinney-Vento Homeless Assistance Act (42 U.S.C. 11302(a));Those currently housed populations at risk of homelessness, as defined in section 401(1) of the McKinney-Vento Homeless Assistance Act (42U.S.C. 113060(1)); • Those fleeing or attempting to flee domestic violence, dating violence, sexual assault, stalking, or human trafficking;
• Other families requiring services or housing assistance or to prevent homelessness In September 2021, HUD announced that the City of Santa Monica will receive $2,220,124 in HOME-ARP funds. This supplemental funding was allocated by formula under the HOME entitlement program. To receive the HOME-ARP allocation, the City must develop a HOMEARP Allocation Plan that will become part of the City’s PY2021 HUD Annual Action Plan by substantial amendment. The Allocation Plan includes 1) an outline of the consultation and public participation processes undertaken, 2) an assessment of the needs of qualifying populations and gaps in local housing and services systems, and 3) planned uses of HOMEARP funds for prioritized populations and eligible activities.

To ensure broad input into the HOME-ARP Allocation Plan, the City engaged in consultation with stakeholders and the public, including an online survey, virtual consultation sessions, direct contact with HUD-required organizations that did not participate in a virtual session, a public hearing, and a 15-day public comment period. The Santa Monica City Council is scheduled to consider approval of the HOME-ARP Allocation Plan on September 13, 2022.

An assessment and analysis of needs and gaps resulted in the following key findings:
• According to the HUD Continuum of Care Homeless Assistance Programs Homeless Populations and Subpopulations data for Los Angeles County and City from 2020, 63,706 persons were identified as homeless with 46,090 (72.3%) of those persons unsheltered 1 5.E.a
Packet Pg. 224 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review and 24,482 (38.4%) identified as chronically homeless. In Santa Monica, specifically, there were 907 people experiencing homelessness, among these, 601 were unsheltered. • According to the 2020 HUD Point in Time Count Data for the Los Angeles City and County Continuum of Care service area, 83% of homeless individuals living with a severe mental illness are unsheltered, and 94% of homeless individuals living with chronic substance abuse issues are unsheltered.
• Based on the 2020 Los Angeles City and County Continuum of Care Point in Time Count, 3,884 (6%) of homeless individuals were fleeing domestic violence and of these 3,143 (80%) were unsheltered. In LAHSA’s 2020 Homeless Count, it was reported that 1,993 people experiencing homelessness in Servicing Planning Area (SPA) 5, which includes Santa Monica, had experienced domestic violence/intimate partner violence. • HUD’s 2020 Homeless Assistance Programs Homeless Populations and Subpopulations data for Los Angeles City and County CoC found 3,681 homeless veterans. Of those, 2,804, or 76%, were unsheltered
• In Santa Monica, nearly 19% of all households are cost burdened and spend between 30 and 50% of their income on housing costs.
• According to CHAS data, the City of Santa Monica has a larger percentage of renteroccupied households as compared to the national average. In Santa Monica, 71% (32,495) of households are renter households;2 as compared to 36% nationally. • Renters in Santa Monica are reporting a greater housing cost burden than those homeowners in similar AMI categories. This burden is especially prevalent for renter households earning less than 30% AMI, as 34% (4,590) of all renters in this earning category report spending more than 30% of their income or more on rent. Of that total, 3,935 households are classified as severely rent burdened, with 50% or more of their income being paid towards rent.
• While some protections exist for renters under Santa Monica’s rent control law, the Rent Control Board announced a September 2022 General Adjustment (GA) of up to 6.0% for eligible units, with a maximum $140 increase for units with current maximum allowable rents of $2,325 and above. In a survey conducted by the City of Santa Monica renters, 62% of respondents in rent-controlled units stated “No” that they will not be able to afford the 6% rent increase ($140 max).
• In FY 21/22, Legal Aid Foundation of Los Angeles closed 541 housing-related cases. Many of these cases were repeat eviction cases for the same tenant, reflecting a trend of 2 5.E.a
Packet Pg. 225 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review property managers filing new cases even after a previous one was closed, increasing the risk of eviction for the most vulnerable tenants in Santa Monica. • The stock of available rental units has dropped significantly in the Los Angeles area since January 2021 to just above a 4% vacancy rate, which increases competition for all units but especially affordable units.

To addressthese needs and gaps, the City will utilize HOME-ARP funds for supportive services for qualifying populations, including legal services; case management; behavioral health care; payments for utility and housing deposits, short-term rent, rent arrears (up to the allowable six months), and moving costs. The City will solicit applications from developers, service providers, and/or subrecipient organizations to provide a range of services designed to address the underlying issues that have put a renter household at risk of homelessness and to help them retain their housing or identify an alternate housing option to prevent them from experiencing homelessness. Those already experiencing homelessness will be connected to services that will help them access shelter and housing.

1. Consultation
A. Process
Describe the consultation process including methods used and dates of consultation.

The City of Santa Monica is part of the Los Angeles Continuum of Care (CoC) led by the Los Angeles Homeless Services Authority (LAHSA). LAHSA establishes priorities for the CoC, including performance standards, evaluation, and Coordinated Entry System (CES) procedures.

The City coordinates with the CoC by actively participating in the Los Angeles County Homeless Initiative, which is driven by the County Executive Office and LAHSA. The City participates in quarterly CoC meetings to discuss funding priorities, evaluation tools, and performance measures. The City also participates in the continued development and implementation of the CES, which brings together local resources with county departments, housing authorities, mainstream benefits, the Veterans Administration (VA), and private sector partners. Staff from the City’s Housing and Human Services Division also participates in CoC planning meetings, quarterly CoC meetings and LAHSA Commission meetings to provide comment on critical CoC issues such as performance measures, evaluation tools, and NOFA prioritization.

Within the City itself, the Community Services Department’s (CSD) Housing and Human Services Division (HHSD) contains staffing for the Santa Monica Housing Authority (SMHA), the City’s local Public Housing Agency (PHA). SMHA staff participates in quarterly meetings hosted by the Los Angeles County Development Authority (LACDA) inviting all Los Angeles County PHAs to discuss topical issues, ideas, and concerns related to combatting homelessness. These meetings are part of the County’s Homeless Initiative Strategy E10: The Regional Coordination of Los Angeles County Housing Authorities.
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Packet Pg. 226 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review In preparing the HOME-ARP Allocation Plan, the City of Santa Monica sought to utilize this existing network of stakeholders and partnerships to ensure compliance with HUD’s requirements that, at a minimum, participating jurisdictions (PJs) consult with the CoC serving the PJ’s geographic area, service providers for people experiencing homelessness and victims of domestic violence, veterans groups, public housing agencies (PHAs), public agencies that address the needs of qualifying populations, and public or private organizations that address fair housing, civil rights, and the needs of persons with disabilities.

The City’s outreach and consultation strategies included the following:
• On December 21, 2021, LAHSA released a memorandum to all 27 HOME-ARP PJs in the Los Angeles CoC entitled “2021 HOME-ARP Funding Recommendations from the LA CoC.” The memo provided a summary of the HOME-ARP program requirements as it relates to collaboration with a local CoC and use of the CES. The memo also provided recommendations from LAHSA, lead agency for the LA CoC, to local jurisdictions for use of HOME-ARP funding that support and advance the goals of the CoC.
• On February 9, 2022, City staff participated in a HOME-ARP webinar hosted by LAHSA to discuss LAHSA recommendations for use of HOME-ARP funds. The invitation to the webinar was extended to all HOME-ARP PJs in the LA CoC, collectively representing a total of $196 million in HOME-ARP funding.
• On March 2, 2022, a representative from the City attended LAHSA office hours to engage in an in-depth discussion of LAHSA recommendations and ideas for the use of the City’s allocation. LAHSA agreed that homeless prevention efforts would be consistent with LAHSA recommendations and would support efforts to reduce the inflow of households into homelessness, which has been contributing to the increase in homelessness in LA CoC despite increased rates of housing placements.
• On April 7, 2022, the City conducted a session of its local Homeless Resource Coordination meeting dedicated to use of HOME-ARP funds. The meeting brought together service providers (homeless services, healthcare, DV, behavioral health, shelter operators, outreach operators, employment programs), policymakers, members of the faith community, healthcare organizations, representatives from LAHSA and County Board of Supervisors District 3, and staff from a host of City and County departments for a robust discussion about LAHSA’s recommendations for HOME-ARP and the City’s intent to propose eligible activities in alignment with said recommendations in its HOME-ARP Allocation Plan. The attendees supported recommendations to focus HOME-ARP on homelessness prevention efforts. • On May 23, 2022, City staff attended the public convening of the Social Services Commission to provide a brief overview of HOME-ARP funding and seek input on development of the HOME-ARP Allocation Plan.
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Packet Pg. 227 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review • On July 13, the City attended a meeting of the Los Angeles Veterans Collaborative (LAVC) to discuss use of HOME-ARP for supportive services that veterans could utilize to prevent evictions as well as those needed by veterans currently in the homeless services system who are moving out of shelters or off the streets into new homes. Members of the Housing and Homelessness workgroup recommended strategies to support homeless vets moving into housing and to keep them stably housed, including move-in and short-term rent assistance. • To reach potential consumers of HOME-ARP-funded services, from June 24, 2022 to July 11, 2022 the City issued an informal Housing Needs Survey to gauge the needs of Santa Monica renters. The survey was available in English and Spanish, on-line, with paper copies available at City Hall, parks and library facilities, and through social service agencies. Rent Control included a link to the survey in a mailer to over 27,500 residents in rent controlled apartments. The survey was also publicized via City social media channels with a distribution list of over 47,000. Of the 259 completed survey responses, 243 were from Santa Monica renters, a majority of whom reported concerns about their ability to pay rent. 5 5.E.a
Packet Pg. 228 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review B. Organizations Consulted
List the organizations consulted.

Agency / Organization
Consulted
Type of
Agency/
Organization
If a Service Provider, Qualifying
Population Served
Method of Consultation
Chrysalis Non-Profit
Service
Provider
People Experiencing Homelessness;
People at Risk of Homelessness;
Victims of domestic violence;
City of Santa Monica – Homeless Resource
Coordination Meeting (Virtual Session)
County of Los Angeles
– Department of
Mental Health
Service
Provider
People Experiencing Homelessness;
People at Risk of Homelessness;
Victims of domestic violence;
City of Santa Monica – Homeless Resource
Coordination Meeting (Virtual Session)
Disability Community
Resource Center
Non-Profit
Service
Provider
People at Risk of Homelessness;
People with Disabilities
City of Santa Monica – Homeless Resource
Coordination Meeting (Virtual Session)
Legal Aid Foundation
of Los Angeles
Non-Profit
Service
Provider
People Experiencing Homelessness;
People at Risk of Homelessness;
Victims of domestic violence;
Fair Housing
City of Santa Monica – Homeless Resource
Coordination Meeting (Virtual Session)
Los Angeles Homeless
Services Authority
CoC Lead
Agency
People Experiencing Homelessness;
People at Risk of Homelessness;
Victims of domestic violence;
City of Santa Monica – Homeless Resource
Coordination Meeting (Virtual Session)
PJA HOME ARP Meeting (Virtual Session)
HOME ARP Office Hours Meetings (Virtual
Session)
Los Angeles Veterans
Collaborative
Advocacy
Network
People Experiencing Homelessness;
People at Risk of Homelessness;
Victims of domestic violence;
Veterans
Veterans Collaborative Homeless and
Housing Working Group
(Virtual Session)
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Packet Pg. 229 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 :

Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review Office of Los Angeles
County Supervisor
Sheila Kuehl
Policy
Development
N/A City of Santa Monica – Homeless Resource
Coordination Meeting (Virtual Session)
Providence Saint
John’s Medical Center
Non-Profit
Service
Provider
People Experiencing Homelessness;
People at Risk of Homelessness;
Victims of domestic violence;
City of Santa Monica – Homeless Resource
Coordination Meeting (Virtual Session)
Santa Monica Housing
Authority (SMHA)
Public
Housing
Agency (PHA)
N/A City of Santa Monica – Homeless Resource
Coordination Meeting (Virtual Session)
City of Santa Monica
Social Services
Commission
City
Commission
N/A City of Santa Monica Virtual Commission
Meeting
The People Concern Non-Profit
Service
Provider
People Experiencing Homelessness;
People at Risk of Homelessness;
Victims of domestic violence;
City of Santa Monica – Homeless Resource
Coordination Meeting (Virtual Session)
UCLA - Santa Monica
Medical Center
Service
Provider
People Experiencing Homelessness;
People at Risk of Homelessness;
Victims of domestic violence;
City of Santa Monica – Homeless Resource
Coordination Meeting (Virtual Session)
Venice Family Clinic Non-Profit
Service
Provider
People Experiencing Homelessness;
People at Risk of Homelessness;
Victims of domestic violence;
City of Santa Monica – Homeless Resource
Coordination Meeting (Virtual Session)
WISE & Healthy Aging Non-Profit
Service
Provider
People at Risk of Homelessness;
Seniors; People with Disabilities
City of Santa Monica – Homeless Resource
Coordination Meeting (Virtual Session)
City of Alhambra LA CoC PJ N/A LAHSA Webinar: HOME- ARP: The LA CoC's Recommendations to Participating
Jurisdictions (Virtual)
City of Baldwin Park LA CoC PJ N/A LAHSA Webinar: HOME- ARP: The LA CoC's Recommendations to Participating
Jurisdictions (Virtual)
7 5.E.a
Packet Pg. 230 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 :

Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review City of Bellflower LA CoC PJ N/A LAHSA Webinar: HOME- ARP: The LA CoC's Recommendations to Participating
Jurisdictions (Virtual)
City of Burbank LA CoC PJ N/A LAHSA Webinar: HOME- ARP: The LA CoC's Recommendations to Participating
Jurisdictions (Virtual)
City of Compton LA CoC PJ N/A LAHSA Webinar: HOME- ARP: The LA CoC's Recommendations to Participating
Jurisdictions (Virtual)
City of Downey LA CoC PJ N/A LAHSA Webinar: HOME- ARP: The LA CoC's Recommendations to Participating
Jurisdictions (Virtual)
City of El Monte LA CoC PJ N/A LAHSA Webinar: HOME- ARP: The LA CoC's Recommendations to Participating
Jurisdictions (Virtual)
City of Gardena LA CoC PJ N/A LAHSA Webinar: HOME- ARP: The LA CoC's Recommendations to Participating
Jurisdictions (Virtual)
City of Hawthorne LA CoC PJ N/A LAHSA Webinar: HOME- ARP: The LA CoC's Recommendations to Participating
Jurisdictions (Virtual)
City of Huntington
Park
LA CoC PJ N/A LAHSA Webinar: HOME- ARP: The LA CoC's
Recommendations to Participating
Jurisdictions (Virtual)
City of Inglewood LA CoC PJ N/A LAHSA Webinar: HOME- ARP: The LA CoC's Recommendations to Participating
Jurisdictions (Virtual)
City of Los Angeles LA CoC PJ N/A LAHSA Webinar: HOME- ARP: The LA CoC's Recommendations to Participating
Jurisdictions (Virtual)
8 5.E.a
Packet Pg. 231 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 :

Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review City of Lancaster LA CoC PJ N/A LAHSA Webinar: HOME- ARP: The LA CoC's Recommendations to Participating
Jurisdictions (Virtual)
City of Lynwood LA CoC PJ N/A LAHSA Webinar: HOME- ARP: The LA CoC's Recommendations to Participating
Jurisdictions (Virtual)
City of Montebello LA CoC PJ N/A LAHSA Webinar: HOME- ARP: The LA CoC's Recommendations to Participating
Jurisdictions (Virtual)
City of Monterey Park LA CoC PJ N/A LAHSA Webinar: HOME- ARP: The LA CoC's Recommendations to Participating
Jurisdictions (Virtual)
City of Norwalk LA CoC PJ N/A LAHSA Webinar: HOME- ARP: The LA CoC's Recommendations to Participating
Jurisdictions (Virtual)
City of Palmdale LA CoC PJ N/A LAHSA Webinar: HOME- ARP: The LA CoC's Recommendations to Participating
Jurisdictions (Virtual)
City of Paramount LA CoC PJ N/A LAHSA Webinar: HOME- ARP: The LA CoC's Recommendations to Participating
Jurisdictions (Virtual)
City of Pomona LA CoC PJ N/A LAHSA Webinar: HOME- ARP: The LA CoC's Recommendations to Participating
Jurisdictions (Virtual)
City of Rosemead LA CoC PJ N/A LAHSA Webinar: HOME- ARP: The LA CoC's Recommendations to Participating
Jurisdictions (Virtual)
City of Santa Clarita LA CoC PJ N/A LAHSA Webinar: HOME- ARP: The LA CoC's Recommendations to Participating
Jurisdictions (Virtual)
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Packet Pg. 232 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 :

Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review City of Southgate LA CoC PJ N/A LAHSA Webinar: HOME- ARP: The LA CoC's Recommendations to Participating
Jurisdictions (Virtual)
City of Torrance LA CoC PJ N/A LAHSA Webinar: HOME- ARP: The LA CoC's Recommendations to Participating
Jurisdictions (Virtual)
City of Whittier LA CoC PJ N/A LAHSA Webinar: HOME- ARP: The LA CoC's Recommendations to Participating
Jurisdictions (Virtual)
County of Los Angeles LA CoC PJ N/A LAHSA Webinar: HOME- ARP: The LA CoC's Recommendations to Participating
Jurisdictions (Virtual)
10 5.E.a
Packet Pg. 233 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 :

Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review C. Summary of Feedback Received
Summarize feedback received and results of upfront consultation with these entities.

LA CoC recommendations for use of HOME-ARP funds included: acquisition of permanent housing resources, master leasing of multi-unit housing, and provision of supportive services such as diversion, homelessness prevention, and short-term financial assistance. Notably, LAHSA did not recommend use of HOME-ARP funding for non-congregate shelter. LAHSA specifically recommended that jurisdictions not utilize HOME-ARP funds for non-congregate sheltering, for reasons including: 1) the lack of permanent housing exits in the current system, a gap which would be exacerbated by increasing shelter capacity without corresponding increases in other system resources such prevention, outreach, services, rental subsidies, and permanent supportive housing; and 2) the lack of operating dollars available to sustain new shelter programs, a substantial recurring expense, which is an ineligible use of onetime HOME-ARP funds and for which no other funding is currently available. Other LAHSA recommendations are largely duplicative of existing Santa Monica resources. For example, the City supports affordable housing development through a local housing trust fund and has identified other sources of funding for Emergency Housing Voucher (EHV) navigation services and move-in costs.

The Los Angeles Veterans Collaborative Housing and Homelessness workgroup recommended strategies to support homeless vets (including those that are ineligible for VA resources) moving into housing and to keep them stably housed, including move-in and short-term rent assistance, landlord incentives, and resources to help older veterans age in place.

Participants in both the Homeless Resources Coordination meeting as well as the Social Services Commission meeting expressed support for focusing one-time funding to keep vulnerable households from becoming homeless or returning to homelessness in order to proactively stem the tide of people needing more expansive homeless housing and services. Participants cited the on-going economic impacts on vulnerable households struggling to recover and facing barriers to returning to work such as lack of child care, need to quarantine due to illness or close contact with infected persons, and impacts of inflation.

On June 23, 2022, the City’s Housing and Human Services Division (HHSD) partnered with the Rent Control office and 311 to open a Housing Needs Survey designed to identify housing and housing-related service needs throughout the City. Santa Monica respondents identified the cost of housing and basic needs as the biggest barrier to obtaining and maintaining housing, and building and maintaining affordable housing as their top housing-related priorities. The survey approach is described in more detail in the Efforts to Broaden Public Participation section of this Plan, and the results are referenced throughout. A summary of the survey results follows. 11 5.E.a
Packet Pg. 234 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review Santa Monica respondents(composed of over 90% renters) identified difficulty in affording other basic necessities, paying rent and/or mortgage, paying utility bills or making utility deposits, and inability to find safe and decent housing at affordable costs as the top housing issues they experienced in the last six months. Santa Monica respondents identified the cost of housing as the overwhelming barrier to obtaining housing. Similarly, Santa Monica respondents identified keeping existing affordable apartments affordable for current and future renters, building new apartments for households with low or moderate incomes, and providing long-term rental assistance/subsidies as the top priorities for helping residents obtain and maintain affordable housing. 31.3% % of Santa Monica renter respondents make less than $45,000 annually.

Among respondents who state that they currently need assistance with rent (about a quarter of all respondents), the average amount of rental assistance needed is $971/month showing a need for deep rental subsidies. Very few survey respondents successfully accessed local and state rental assistance program rolled out during the pandemic.

Regarding the upcoming Rent Control General Adjustment in September 2022, 62% of respondents in rent-controlled units stated “No” that they will not be able to afford the 6% rent increase ($140 max). 46.2% of respondents living in rent-controlled units make less than $45,000 annually.

2. Public Participation
A. Process
Describe the public participation process, including information about and the dates of the public comment period and public hearing(s) held during the development of the plan.

The City considers the involvement of public to be essential to the development of the HOME-ARP Allocation Plan. In accordance with HUD requirements, the City held a welladvertised public hearing at the May 23, 2022 meeting of the Social Services Commission to invite input on the development of the plan from commissioners and members of the public. To further inform the plan, the City’s opened a Housing Needs Survey on June 23, 2022 to solicit further input on proposed uses of HOME-ARP funding. The complete Proposed HOME-ARP Allocation Plan is now made available for a 15-day public review period beginning August 27, 2022. City Council is scheduled to formally consider approval of the HOME-ARP Allocation Plan as a substantial amendment to the FY 2021-22 Annual Action Plan on September 13, 2022.

The public review period and public hearings were advertised via official notices in the Santa Monica Daily Press, email notification to local grantees, service providers, neighborhood associations, and Housing and Human Services boards, commissions, and workgroups, and a notice in the April SaMoNews email blast to over 40K Santa Monica community members. Notices invited participation from Spanish speakers and offered 12 5.E.a
Packet Pg. 235 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review accommodations for people with disabilities upon request. Taken together, these outreach and engagement strategies are part of a concerted effort to obtain significant public input during preparation of the plan.

Date(s) of Public Notice:

Public Hearing: May 7, 2022; May 21-22, 2022 (Notice published in the Santa Monica Daily Press)
Public Comment Period: August 27-28, Sept 3-4, 2022 (Notices published in the Santa Monica Daily Press)
Date of Public Hearing: May 23, 2022

Date of City Council Approval: September 13, 2022
B. Efforts to Broaden Public Participation
Describe efforts to broaden public participation.

The public hearing held at the May 23, 2022 meeting of the City’s Social Services Commission was advertised in the May 7, 2022 and May 21-22, 2022 editions of Santa Monica Daily Press. The ad included a portion of the notice translated into Spanish as well as an invitation to contact the City with any requests for accommodations. In order to promote accessibility, the public hearing was conducted remotely and featured Spanish interpretation, American Sign Language (ASL), and closed captioning. Once completed, the meeting was posted to the Social Services Commission’s website at www.smgov.net/ssc for continued access.

On June 23, 2022, the City’s Housing and Human Services Division (HHSD) partnered with the Rent Control office and 311 to open a Housing Needs Survey designed to identify housing and housing-related service needs throughout the City. Specifically, the survey was crafted with a dual purpose: 1) to better understand the expected impact on residents of the Rent Control General Adjustment going into effect in September 2022, and 2) to inform how the City intends to use $2.2 million in HOME-ARP for activities to support efforts to prevent homelessness and/or permanently house people experiencing homelessness.

The survey was made available online in English and Spanish and was included in the Rent Control summer mailer that went out on June 24, which goes to over 27,500 households living in rent-controlled apartments. A link to the survey was included in the SaMoNews digital newsletter, with an email distribution list of over 40,000 individuals. The survey was also posted on a variety of City social media channels, and paper surveys were distributed to City Hall, Parks, Libraries, City Hall, and key services provider sites which 13 5.E.a
Packet Pg. 236 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review are open to the public. The City also provided an option for community members to contact 311 to submit the survey over the phone or request a paper copy. In order to reach homebound individuals with limited access to media and the internet, information about the survey was also included in almost 300 local Meals on Wheels West deliveries during the open period. The survey closed on July 11, 2022.

C. Comments and Recommendations Received
Summarize the comments and recommendations received through the public participation process either in writing, or orally at a public hearing.

During the public hearing held at the May 23, 2022 meeting of the Social Services Commission, commissioners expressed verbal support for the City’s intent to align with LAHSA recommendations for use of HOME-ARP funding, specifically to fund supportive services aimed at preventing eviction and homelessness. Commissioners also voiced support for including short-term assistance within the range of proposed prevention services. Individual commissioners also inquired about the availability of referral services at City courts and the eligibility of tenants without lease documentation for HOME-ARP funded services. No oral public comment was given during the meeting, but the City received one written comment in response to advertisement of the public hearing, recommending that the City allocate funds to earthquake retrofitting and balcony repair for multi-unit buildings of less than 15 units.

Any comments made or received during the City Council’s September 13, 2022 meeting to consider approval of the HOME-ARP Allocation Plan will be incorporated into this document prior to HUD submittal.

D. Comments or Recommendations Not Accepted
Summarize any comments or recommendations not accepted and state the reasons why.

All comments/recommendations were accepted for consideration.

3. Needs Assessment and Gaps Analysis
A. Size and Demographic Composition of Qualifying Populations Describe the size and demographic composition of qualifying populations within the PJ’s boundaries.
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Packet Pg. 237 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review The needs assessment and gap analysis must evaluate the “demographic composition of qualifying populations within its boundaries and assess the unmet needs of those populations.”1 The qualifying populations are as follows and will be described more fully throughout this section:
• Homeless
• At risk of Homelessness
• Fleeing, or Attempting to Flee, Domestic Violence, Dating Violence, Sexual Assault, Stalking, or Human Trafficking
• Other Populations (Other Families Requiring Services or Housing Assistance to Prevent Homelessness and Households At Greatest Risk of Instability) Homeless, as defined in 24 CFR 91.5
According to the HUD Continuum of Care Homeless Assistance Programs Homeless Populations and Subpopulations data for Los Angeles County and City from 2020, 63,706 persons were identified as homeless, with 46,090 (72.3%) of those persons unsheltered, and 24,482 (38.4%) identified as chronically homeless. In Santa Monica, specifically, there were 907 people experiencing homelessness, of which 601 were unsheltered.

As shown in the summaries below for Los Angeles County and City, households without children represented almost 93% of the homeless households, and about 80% of people experiencing homelessness were in households without children. Nearly 12% of homeless individuals were under 18. Approximately 66.5% of individuals were male, nearly 32% were female, just over 1% were transgender, and less than 1% were gender non-confirming or nonbinary. 1 HOME ARP Guidance.
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Packet Pg. 238 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review With respect to race and ethnicity, Black/African American and White individuals each represented about 45% of the homeless population, about 1.8% were Asian, nearly 2.3% were American Indian or Alaskan Native, and 3.8% were multiple races. About 26% were Hispanic.

With respect to likelihood of a particular race to be unsheltered, the illustration below shows that while the Asian population has the lowest number of people experiencing homelessness, Asians were more likely to be unsheltered.

Race Unsheltered Total Percent Unsheltered
Black or African
American
19,845 28,998 68.4%
White 21,854 29,236 74.7%
Asian 975 1,168 83.4%
American Indian or
Alaskan Native
1,124 1,449 77.5%
Hispanic 16,726 23,005 72.7%
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Packet Pg. 239 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review According to the 2020 HUD Point in Time Count Data for the Los Angeles City and County Continuum of Care service area, 83% of homeless individuals living with a severe mental illness are unsheltered, and 94% of homeless individuals living with chronic substance abuse issues are unsheltered. The graphic below illustrates the 2020 Point in Time Count by Sub Population. Only parenting youth and children of parenting youth are more likely to be sheltered than unsheltered.

Among unsheltered individuals, the subpopulations represented from largest to smallest are (1) those experiencing chronic substance abuse (14,284), those who are severely mentally ill (11,711), those fleeing domestic violence (3,148),veterans (2,804),persons with HIV/AIDS (857), unaccompanied youth (2,119), children of parenting youth (298), and parenting youth (168).

Source: 2020 HUD Point in Time Count Data for the Los Angeles City and County Continuum of Care service area
According to the Los Angeles Homeless Service Authority (LAHSA), data from the 2020 City of Santa Monica Point in Time (PIT) Count indicated that the overall homeless population decreased by 19% from 1,002 in 2019 to 811 in 2020. From 2019 to 2020, the unsheltered population count decreased by 14.4% from 752 to 642. The unsheltered population accounts for persons residing on the street, cars, vans, RV/Campers, makeshift shelters, and tents.

With respect to demographics served by current efforts of the COC, the Cumulative Coordinated Entry System Statistics for the period January 1, 2022 to March 31, 2022 for the City of Santa Monica are provided below along with the same numbers for the first quarter of 2021. Assessments decreased by 53% in the first quarter of 2022 as compared to 2021. Individuals remain the most frequently assessed although the percent of individuals increased as compared to families in 2022. The percent of individuals assessed in 2021 was 81.5% as compared to 88.9% in 2022. The percent of families assessed in 2021 was 17 5.E.a
Packet Pg. 240 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review

14.4% as compared to 6.7% in 2022. Further the percentage of youth increased slightly in 2022 while the percentage of persons aged 62 year or older decreased slightly.

Cumulative CES Statistics from HMIS, January – March
CES Assessments 2021 2021 % of total 2022 2022 % of Total Total Persons
Assessed
733 100% 343 100%
Individuals 598 81.5% 305 88.9%
Youth 33 4.5% 16 5.2%
Families 106 14.4% 23 6.7%
Veterans 59 8% 31 9%
Persons Aged 62+ 114 15.5% 45 13.1%
Source: Homeless Statistics by City, Los Angeles Homeless Services Authority At Risk Of Homelessness, as defined in 24 CFR 91.5
As defined in the HOME ARP Guidance, households at risk of homelessness are those with incomes below 30% AMI that do not have resources or family, friend, or faith-based support networks to prevent homelessness, and:

1. Has moved because of economic reasons two or more times during the 60 days,

2. Lives in the home of another because of economic hardship,

3. Has received a 21-day eviction notice,

4. Lives in a hotel or motel, which is not paid for with assistance from a charitable organization or government,

5. Lives in overcrowded conditions as defined by HUD, OR

6. Is exiting a publicly funded institution or system of care.

According to Comprehensive Housing Affordability Strategy Data, 2015-2018 (CHAS), nearly 15% of households in Santa Monica earn less than 30% AMI. This is the second largest income group following households earning greater than 100% AMI. This category represents 6,800 households that meet the threshold criteria in the HOME-ARP guidance for those at risk of homelessness.
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Packet Pg. 241 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review Cost burden is an indication of housing need and the need for reduced costs. Households who pay more than 30% of their income for rent and utilities are considered cost burdened. In Santa Monica, nearly 19% of all households are cost burdened and spend between 30 and 50% of their income on housing costs. According to CHAS data, the City of Santa Monica has a larger percentage of renter-occupied households as compared to the national average. In Santa Monica, 71% (32,495) of households are renter households; 2 as compared to 36% nationally.3
Renters in Santa Monica are reporting a greater housing cost burden than those homeowners in similar AMI categories. This burden is especially prevalent for renter households earning less than 30% AMI, as 34% (4,590) of all renters in this earning category report spending more than 30% of their income or more on rent. Those households earning less than 30% AMI while experiencing cost burden of greater than 30% of their income are significantly at risk of housing instability and homelessness.
2 Comprehensive Housing Affordability Strategy Data, 2015-2018 (CHAS). Note: Includes data for Santa Monica Census County Division (CCD), Los Angeles County, California 3 Census, 2020. 19 5.E.a
Packet Pg. 242 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review Source: Comprehensive Housing Affordability Strategy Data, 2015-2018 (CHAS).

Note: Includes data for Santa Monica Census County Division (CCD), Los Angeles County, California. Cost burden is the ratio of housing costs to household income. For renters, housing cost is gross rent (contract rent plus utilities). For owners, housing cost is "select monthly owner costs", which includes mortgage payment, utilities, association fees, insurance, and real estate taxes.

COVID-19 Related Emergency Rental Assistance
The Coronavirus Response and Relief Supplemental Appropriations Act of 2021 included emergency rental assistance for households economically impacted by COVID-19. The package includes $25 billion for emergency rental assistance to be distributed and overseen by the U.S.

Department of the Treasury (Treasury). Funds allocated to States and local government administrations to operate emergency rental assistance programs for local landlords and tenants.

Many of the eligibility requirements for Treasury’s emergency rental assistance programs (ERAP) overlap with HOME APR eligibility requirements, including:
• At risk of homelessness or experiencing housing instability (e.g. past due notice, nonpayment of rent, or eviction notice) and • A household income less than 80% AMI.4
Data from the Santa Monica and State of California’s Emergency Rental Assistance Programs can help quantify those individuals and households in Santa Monica that are housing insecure. 4 While 80% AMI is the upper limit of assistance, many state and local ERA programs have developed systems to prioritize assistance for households earning 30% AMI.
4,590
2,480 2,515
1,510
2,475
760
530 620
370
2,170
0 1,000
2,000
3,000
4,000
5,000
6,000
0-30% AMI 30-50% AMI 50-80% AMI 80-100% AMI More than 100% AMI
Income Cost Burden, by AMI
Renter Owner
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Packet Pg. 243 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review • Between July 2020 and August 2022, 2,935 households in Santa Monica received rental assistance through two Emergency Rental Assistance Programs, totaling more than $40 million:
o State of California’s Emergency Rental Assistance Program5  Households served: 2,299
 Average assistance amount: $16,442
o Santa Monica’s Emergency Rental Assistance Program6
 Households served: 636
 Average assistance amount: $4,360
Fleeing, or Attempting to Flee, Domestic Violence, Dating Violence, Sexual Assault, Stalking, or Human Trafficking, as defined by HUD in the HOME-ARP Notice According to Rainbow Services, in Los Angeles, 49% of unsheltered adult women report a history of intimate partner violence in their lifetime. Based on the 2020 Los Angeles City and County Continuum of Care Point in Time Count, 3,884 (6%) of homeless individuals were fleeing domestic violence and of these 3,143 (80%) were unsheltered. In LAHSA’s 2020 Homeless Count, it was reported that 1,993 people experiencing homelessness in Servicing Planning Area (SPA) 5, which includes Santa Monica, had experienced domestic violence/intimate partner violence. This represents 33% of the total of people over 18 experiencing homelessness in SPA 5. Typically, Santa Monica’s homeless population represents nearly 30% of the homeless individuals in SPA 5 and so it can be expected that about a third of those individuals were homeless in Santa Monica.

Other Populations Requiring Services or Housing Assistance to Prevent Homelessness and Other Populations at Greatest Risk of Housing Instability, as defined by HUD in the HOME-ARP Notice The HOME-ARP notice defines families “Requiring Services or Housing Assistance to Prevent Homelessness” as households (i.e., individuals and families) who have previously been qualified as “homeless” as defined in 24 CFR 91.5, are currently housed due to temporary or emergency assistance, including financial assistance, services, temporary rental assistance or some type of other assistance to allow the household to be housed, and who need additional housing assistance or supportive services to avoid a return to homelessness.

The HOME-ARP notice defines “Other Populations At Greatest Risk of Housing Instability” in two ways. The first definition includes those with annual income that is less than or equal to 30% of the area median income, as determined by HUD and is experiencing severe cost burden (i.e., is paying more than 50% of monthly income on housing costs.) In Santa Monica there are 3,935 extremely low income and severely cost burdened households, which places them at imminent risk of becoming homeless.
5 Housing is Key.
6 Data from Marc.
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Packet Pg. 244 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review The second definition is that the household has an annual income that is less than or equal to 50% of the area median income, as determined by HUD, and meets one of the conditions of “At risk of homelessness.” In Santa Monica, 10,470 households, or 23% of all households, earn 50% AMI or less. Of these households, 8,885 (84.8%) are renter households. The CHAS data does not have the same “at risk of homelessness” conditions as HOME-ARP. However, 7,305 of the renter households earning 50% AMI or less renter households reported one of the four housing problems (incomplete kitchen facilities, incomplete plumbing facilities, more than 1 person per room, and cost burden greater than 30%). Renter households include:
• Two-person households, one or both of who are age 62 or older • Small families with 2-4 non-elderly people
• Large families with 5 or more people
• People living alone or with non-relatives who are age 62 or older • People living alone or with non-relatives, none of whom are age 62 or older HOME ARP Guidance specifically identifies “Veterans and Families that include a Veteran Family Member” as another eligible population under HOME-ARP. HUD’s 2020 Homeless Assistance Programs Homeless Populations and Subpopulations data for Los Angeles City and County CoC found 3,681 homeless veterans. Of those, 2,804, or 76%, were unsheltered.

B. Current Resources Available to Assist Qualifying Populations Identify and consider the current resources available to assist qualifying populations, including congregate and non-congregate shelter units, supportive services, TBRA, and affordable and permanent supportive rental housing (Optional).

The City places great emphasis upon seeing that decent, safe affordable housing is available for low-income residents along with services to address community needs. Homeless activities, ranging from providing emergency shelter to preventing homelessness receive a high priority.

Thus, the City will continue to focus on multiple efforts including rental assistance, rental rehabilitation, new rental construction (using local, non-federal funds), as well as home modifications to accommodate persons with special needs and in many instances prevent homelessness. The following section provides information on current resources available for shelter units, supportive services, TBRA, and affordable and permanent supportive rental housing.

Shelter Units
The City owns two properties that are leased to a local non-profit at below-market rates for the operations of homeless services at the Access Center and the SAMOSHEL emergency shelter. A third City-owned facility is leased to a non-profit providing services to seniors, including those that are disabled and/or low-income.
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Packet Pg. 245 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review While the City continues to support over 250 year-round interim housing beds in the community, shelter capacity has remained significantly reduced due to COVID-related “decompression” orders by the L.A. County Department of Public Health to prevent the spread of COVID-19 among vulnerable populations. Multiple COVID outbreaks at facilities on the Westside resulted in fewer new intakes at these facilities until Public Health could provide clearance to lift the outbreak status.

Supportive Services
The Human Services Grants Program (HSGP) provides approximately $8 million in annual funding for services offered by nonprofit organizations that respond to clearly identified community needs in Santa Monica and advance the City’s priorities. The program aims to improve the wellbeing and quality of life of Santa Monica’s youth and families, people with disabilities, seniors, victims of domestic violence, low-income households, and people experiencing homelessness. HSGP funding levels are approved by Council annually as part of the adoption of the City’s budget. The Funding awarded through the HSGP comes from multiple sources both locally and nationally. Between 2020 and 2021 Santa Monica Human Services Grant Program served:
• 3,249 individuals with disabilities
• 417 military veterans
• 121 victims of Domestic Violence
• 1,877 individuals experiencing homelessness or at risk of homelessness The City is also working to address the impacts of the Rent Control General Adjustment scheduled for September 1 that will place an additional rent burden on already struggling households, The Rent Control Adjustment Relief program (RCAR) makes available $750,000 in City funds to provide short term assistance to reduce the impact of rent increases for approximately 1,100 Extremely Low Income (less than or equal to 30% of area median income) and Very Low Income (between 30% and 50% of area median income) rent controlled residents who are Severely Cost Burdened (paying more than 50% of monthly income towards rent). This City-administered program will provide assistance in the form one-time payments directly to property owners/managers on behalf of eligible program applicants. If voters approve a proposed ballot measure in November, the maximum allowable rent increase, currently at 6%, will revert to less than 1% in February and cap future rent increases at 3%. Should the measure fail to pass, the City will need to consider additional measures in order to provide longer-term assistance to impacted renters using resources beyond what is currently available.

Tenant Based Rental Assistance
The City currently uses HOME funding for Tenant Based Rental Assistance (TBRA) and continues to closely monitor available federal funding, adjusting its lease up as necessary. The City adheres to income limits established by HUD in order to determine eligibility for programs and for income targeting purposes. Income eligibility is determined by comparing the annual income of an applicant to the applicable income limits for their family size. In order to be income eligible a 23 5.E.a
Packet Pg. 246 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review family must be a very low-income, low-income, or moderate-income family. The Santa Monica Housing Authority is the local public housing authority and is currently administering 874 tenant based rental assistance vouchers.

Affordable and Permanent Supportive Housing
Affordable Housing
The City recently reviewed various City-owned properties and evaluated the sites for potential affordable housing development. The sites represented a range of development potential involving near-term and long-term opportunities, as well as housing production ‘yield’. One particular site was ready for redevelopment, and during 2019, the City Council authorized the property at 1318 4th Street to be developed as 100% affordable housing, including a requirement that a significant portion of the future affordable housing be targeted to persons experiencing homelessness. The City will continue to monitor the development potential and readiness of other City-owned properties for use as affordable housing.

The City is required by the California Department of Housing and Community Department to report on its progress towards meeting housing goals and its Regional Housing Needs Allocation (RHNA) set forth in the adopted Housing Element. Each year, the City must identify how many housing units have been proposed, approved, and built. For 2020, 64 affordable housing units were completed and in 2021 39 affordable housing units were completed. The affordability percentages for these units are noted in the graphic below. 24 5.E.a
Packet Pg. 247 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review Source: Santa Monica Housing Element Update Dashboard
Additionally, the City’s report provides information on the number of affordable housing units pending, under construction, and approved. The totals for 2020 and 2021 are represented in the chart below.

Affordable Housing Unit
Status
2020 2021
Pending 0 69
Under Construction 81 73
Approved 272 131
Permanent Supportive Housing
The City uses the county’s vulnerability assessment tool to prioritize highly vulnerable households for permanent housing. Using the City’s HMIS and monthly care coordination meetings, the City works closely with local and regional providers to track the progress of these individuals into housing, assisting with advocacy and resources to remove system and process barriers in order to shorten the length of homelessness.
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Packet Pg. 248 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review In 2021, under the American Rescue Plan, the Department of Housing and Urban Development (HUD) allocated 104 Emergency Housing Vouchers (EHVs) to the City to be issued to people experiencing or at risk of homelessness. The City prioritized its allocation of EHVs to exit people in local shelter programs and unsheltered individuals referred by City-funded Street engagement teams into permanent housing with supportive services.

In calendar year 2021, the City-funded multidisciplinary teams, made more than 11,000 contacts with people experiencing homelessness and provided direct medical or psychiatric services to 808 participants. In 2021, these teams placed 57 people into interim housing and 24 individuals into permanent housing. The two Point-in-Time Homeless Counts conducted since the C3 teams were launched recorded reductions of 19% (2019) and 14% (2020) in areas where C3 had been deployed. The City continues to support efforts to increase regional bed capacity through its participation in the Westside Cities Council of Government (WSCCOG). The WSCCOG is a vehicle through which the City champions regional solutions and problem solving in tandem with the leadership of neighboring communities. The WSCCOG is currently developing a housing and services needs assessment. During this period, Culver City – a WSCCOG member – was awarded $26.6 million in state funding for two Homekey developments, creating 37 new residences of permanent supportive housing and 39 interim housing beds on the Westside through hotel/motel conversions.

C. Unmet Housing and Service Needs of Qualifying Populations Describe the unmet housing and service needs of qualifying populations.

Homeless, as defined in 24 CFR 91.5
When completing a simple gap analysis using the HUD Continuum of Care Homeless Assistance Programs Homeless Populations and Subpopulations data from 2020, there is a clear shortage of emergency, transitional, and supportive housing beds in the Los Angeles City and County Continuum of Care service area. In 2020 in Los Angeles City and County, 63,706 persons were identified as homeless with 46,090 of those persons unsheltered. In Santa Monica, specifically, there were 907 people experiencing homelessness, among these, 601 were unsheltered. The total number of beds reported in the Los Angeles County and City Housing Inventory Count was 49,713 and 369 in the City of Santa Monica, resulting in an overall shortage of 13,993 beds in Los Angeles City and County and a shortage of 438 in Santa Monica.

Gap Analysis – Homeless Individuals Inventory Total Beds, by CoC (2020) Geography Number of
Homeless
Persons (PIT)
Total Beds
(HIC)
Shortage/Surplus
(HIC minus PIT)
Unsheltered
Persons (PIT)
Los Angeles City and
County CoC Totals
63,706 54,699 Shortage 13,993 46,090
City of Santa Monica 907 369 Shortage 438 601
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Packet Pg. 249 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review Sources: HUD 2020 Continuum of Care Homeless Assistance Programs Housing Inventory Count Report; HUD Continuum of Care Homeless Assistance Programs Homeless Populations and Subpopulations. Los Angeles City and County CoC.

This analysis does not account for shortages of beds to serve specific demographics. As shown in the demographics section, 51,155 of homeless households in Los Angeles County and City are households without children. The Housing Inventory Count reports that only 28,477 of the bed counted are adult-only beds.

At Risk of Homelessness, as defined in 24 CFR 91.5
HUD defines those at risk of homelessness as individuals and families who have an income below 30% of the area median income (AMI), do not have sufficient resources or support networks to prevent them from becoming homeless, or live with instability, like moving two or more times during the last 60 days due to economic reasons.

Cost burden and extreme cost burden are the most common housing problems for Santa Monica renter households earning less than 30% AMI. A total of 5,935 renter households earn 30% AMI or less. About 87% of renters earning 30% AMI or below are either cost burdened (paying 30% or more for housing costs) or severely cost burdened (paying 50% or more for housing costs). Those earning 30% AMI or less make up nearly 34% of all cost burdened renter households in the City and over 41% of all severely cost burdened renter households in the City.

As incomes for many renters stay stagnant, costs of rents have been steadily increasing. Rental prices dipped at the outset of the pandemic as vacancies increased with families consolidating in the face of financial uncertainty but starting midway through 2021 rents began increasing and have continued to rise. According to Apartment List, an online data source for rent and vacancy information nationally, the current median cost of a 1-bedroom unit in Santa Monica is $2,073 and the current median cost of a 2-bedroom unit is $2,583. See graphic below. As rents increase, renters will spend increasingly higher percentages of their income on housing costs, which will further deepen concerns of housing instability.
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Packet Pg. 250 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review Source: Apartment List Rent Estimate Data, August 2022
While some protections exist for renters under Santa Monica’s rent control law, the Rent Control Board announced a September 2022 General Adjustment (GA) of 6.0% for eligible units, with a maximum $140 increase for units with current maximum allowable rents of $2,325 and above.

On August 4, 2022 Santa Monica City Council approved a resolution to place a measure on the November 8, 2022 ballot that would amend the City Charter to establish for 2022 an average General Adjustment (GA) cap of 3% or $70 and establish a maximum GA of 3% for future years.

This measure will support tenants of rent-controlled units who will be impacted by the 6% rent increase GA that will take effect September 1, 2022. If the ballot measures are approved by the voters, they will go into effect January 1, 2023. Maximum Allowable Rent for units subject to rent control would then increase by 6% effective September 1, 2022, as currently scheduled, then be reduced to 0.8% on February 1, 2023, resulting in an overall increase of 3% for the year. For units in which owners implement no more than a 3% increase in September, no reduction on February 1, 2023, will be required. While the outcome of the November ballot remains to be seen, renters in rent-controlled units should be bracing for possible increases beginning in September. In the Housing Needs Survey discussed in the consultation section of this report, 62% of respondents in rent-controlled units stated “No” that they will not be able to afford the 6% rent increase ($140 max). Approximately 46% of respondents living in rent-controlled units make less than $45,000 annually. For renters who already struggle to pay their rent, even modest increases can mean the risk of homelessness.

Fleeing, or Attempting to Flee, Domestic Violence, Dating Violence, Sexual Assault, Stalking, or Human Trafficking, as defined by HUD in the Notice
Domestic violence or human trafficking survivors often lack easy access to short-term shelter and quick access to medical and mental health services. In addition, there are only informal networks to connect survivors to job opportunities. Without economic independence, many survivors are caught in abusive relationships and the gains they make with traditional social services are not 28 5.E.a
Packet Pg. 251 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review fully realized. The major unmet housing needs for survivors are availability of affordable housing and shelter/interim housing beds for survivors.

Other populations requiring services or housing assistance to prevent homelessness and other populations at greatest risk of housing instability, as defined by HUD in the HOME-ARP Notice Extremely low income and severely cost burdened households are those with housing expenses greater than 50% of their income and earning less than 30% AMI. In Santa Monica there are 3,935 extremely low income and severely cost burdened households, which places them at imminent risk of becoming homeless.

The issues already discussed in the previous sections for those at risk of homelessness, including the cost of housing, apply equally to those facing housing instability generally. It is also important to discuss the limited eviction prevention services as an unmet need of those facing housing instability.

In FY 21/22, Legal Aid Foundation of Los Angeles closed 541 housing-related cases. Many of these cases were repeat eviction cases for the same tenant, reflecting a trend of property managers filing new cases even after a previous one was closed, increasing the risk of eviction for the most vulnerable tenants in Santa Monica. With the end of the state rental assistance program in March 2022 and no other large-scale rent relief programs in place, the need for rental assistance has increased as many households are still recovering economically post-pandemic and have no other resources. In addition, with the passage of AB 2179, households can be evicted for nonpayment of rent from April 2022 – June 2022, and there has since been a steady increase in the number of eviction actions and requests for rental assistance related to non-payment of rent for these months.

These eviction increases are consistent with the findings in a 2020 study prepared for The Public Justice Center. In this study, it was found that the financial stresses of the pandemic on both renters and landlords may result in higher evictions and that it is critical for low-income renters to remain in their homes or be connected to services that can assist with finding resources, both of which can be achieved by access to a right to counsel.7 The study noted that for tenants in cities across the country, having legal representation is often the difference between maintaining housing and becoming homeless. The study noted the benefits of the right to counsel as:
• More favorable outcomes for tenants;
• Decreased likelihood of shelter entry or living unsheltered; • Increased housing stability and ability to re-rent, if necessary; • Decreased impact on employment, credit score, and eviction record; • Decreased impact on physical and mental health;
• Decreased negative impact on children, including health, education, and potential future earnings;
7 “The Economic Impact of an Eviction Right to Counsel in Baltimore City,” Stout Risius Ross,.LLC, prepared for the Public Justice Center, May 9, 2020.
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Packet Pg. 252 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review • Increased family and community stability;
• Decreased impact on law enforcement; and
• Increased trust in the justice system and civic engagement.

As seen in this list of benefits, the outcomes to providing access to counsel to low-income renters facing eviction do not just serve the renter but also the community and local service providers through the preservation of other resources such as shelter services and law enforcement.

D. Gaps within Current Shelter and Housing Inventory, and Service Delivery Systems Identify any gaps within the current shelter and housing inventory as well as the service delivery system.

As described throughout this Plan, Santa Monica is a city of predominantly renters and the effects of the pandemic and market shifts have been greatest on renter households. Renter households are cost burdened at high rates, they are facing rising rent costs and low rental vacancies, rent control increases are imminent, and evictions are on the rise. These factors also make it more difficult for those already experiencing homelessness to enter the rental market. Gaps in the current shelter, housing, and service delivery system that need to be filled to better support HOME-ARP qualifying populations include additional services to help low-income individuals and households manage pandemic era shifts that will impact their ability to secure housing and their likelihood of maintaining housing. The City has a strong COC and shelter services in place, however, a rapid increase in people entering homeless will strain the system. The City also has a pipeline of affordable housing units in production and an existing tenant-based voucher program.

Services to support those experiencing homelessness and those at risk of homelessness or housing instability to navigate the specific impacts of the pandemic, market shifts, and changes in policies, however, are most lacking in the community.

Santa Monica has a long history of investing in services to prevent eviction and keep vulnerable Santa Monica renters housed. Programs originally designed to support people leaving homelessness to stay housed have expanded to include an array of social services, legal services, and flexible City funding to address tenant harassment, unlawful evictions, rent arrears, underemployment, hoarding, and behavioral issues that put any low-income renter at risk of becoming homeless. COVID put these services front and center and made eviction prevention a key priority across the country. While state, regional, and local rental assistance programs combined with a myriad of eviction moratoriums to help hundreds of Santa Monica renters stay housed over the past three years, those assistance programs and moratoriums are rapidly sunsetting at a time when low-income households are now facing the impacts of inflation and rising rents.

While the City’s RCAR program will provide temporary and much-needed relief for a portion of vulnerable households in rent-controlled apartments, there are already signs of a growing need for much deeper rental assistance beyond the impact of the increase. HUD’s most recent 30 5.E.a
Packet Pg. 253 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review Comprehensive Housing Affordability Strategy (CHAS) data from 2018 estimates that there are 5,535 very low and extremely low-income renters in Santa Monica who are severely rent burdened (paying 50 percent or more of their income on rent). These households are susceptible to even small increases in rent as well as the cost of basic living essentials such as food and utilities that put them at greater risk of falling behind on rent. These vulnerabilities put such households at increased risk of eviction once County and local eviction moratoriums expire on December 31, 2022 and January 31, 2023, respectively.

E. Additional Characteristics Associated with Instability and Increased Risk of Homelessness
Optional: Under Section IV.4.2.ii.G of the HOME-ARP Notice, a PJ may provide additional characteristics associated with instability and increased risk of homelessness in their HOME- ARP allocation plan. These characteristics will further refine the definition of “other populations” that are “At Greatest Risk of Housing Instability,” as established in the HOME-ARP Notice. If including these characteristics, identify them here.

The City does not plan to formally adopt additional definitions of “other populations,” however, a look at additional characteristics that can help clarify the stressors placing renters in Santa Monica at risk of housing instability is helpful.

Limited Housing Availability: Beyond the issues already discussed in the previous sections, including the cost of housing, adjustments to rent control measures, and increasing eviction cases, the stock of available rental units has dropped significantly in the Los Angeles area since January 2021 to just above a 4% vacancy rate. This has contributed to the increasing rent costs over this same time period, but also means that renters who lose their housing would face the challenge of finding not just units they can afford and qualify for based on income level and credit worthiness, but also the challenge of finding available units generally. In a tight rental market, landlords can be selective about who they choose as tenants, and this means greater competition for units.
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Packet Pg. 254 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review Source: Apartment List Vacancy Index, August 2022
Living Wage: High cost burden is a housing characteristic strongly linked with instability and an increased risk of homelessness. Cost burden is affected by a household’s ability to earn a living wage. The federal minimum wage is $7.25/hour. The current state minimum wage is $15.00/hour. Massachusetts Institute of Technology, Department of Urban Studies and Planning Living Wage Calculator reported the Los Angeles metropolitan area living wage for an individual is $21.62. For a single parent with three children, the living wage is $73.93 per hour. For two working parents with three children the living wage is $37.54 each per hour.

Families with Childcare Needs: Childcare allows parents to participate in the workforce, continue their education, and secure housing—strengthening their family’s resiliency, economic mobility, and housing stability. Further, children’s access to quality early childhood development and learning opportunities lays the foundation for their optional development across a range of indicators including physical and mental health, educational attainment, and employment.

Through the City’s Human Services Grant Program (HSGP), Connections for Children (CFC) provides financial assistance to low-income families so that they can afford the high cost of childcare and better balance their overall household costs. The HSGP-funded subsidy program helps low-income families bridge the financial gap between childcare tuition and what they can afford. In FY 2020-21, CFC administered childcare subsidies for 195 low-income Santa Monica children. Eighty-six percent of children enrolled in the subsidy program reside in the Pico neighborhood (90404/90405). CFC is not able to serve all families in need, however, and as of 12/31/21 there were 135 children from 93 families on the subsidy eligibility list, waiting for financial assistance in order to access the childcare that allows them to work and maintain their housing.
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Packet Pg. 255 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review F. Identify Priority Needs for Qualifying Populations
Identify priority needs for qualifying populations.

The following priority needs have been identified for qualifying populations:
• Services to address underlying causes of increasing housing and economic instability of those facing and experiencing homelessness;
• Services that connect individuals experiencing homelessness and at risk of homelessness or housing instability with resources such as homeless prevention services, legal services, case management, and behavioral health care.
• Financial assistance that supports renters and potential renters such as funds needed to pay rent arrears, short-term rental assistance, moving costs, fees, and utility and housing deposits, which allows individuals to access and maintain housing; and • Additional affordable units.

G. Determination of Level of Need and Gaps in Shelter and Housing Inventory and Service Delivery Systems
Explain how the PJ determined the level of need and gaps in the PJ’s shelter and housing inventory and service delivery systems based on the data presented in the plan.

The level of need and gaps in shelter and housing inventory and service delivery systems was determined through careful consideration of input from multiple sources, including the public, the COC, homeless service providers, veterans’ groups, domestic violence agencies, the public housing agency and other public or private organizations that address fair housing, civil rights, and the needs of persons with disabilities. The City also considered data available through the coordinated entry system, Census, ACS, CHAS, and data collected by individual organizations on the populations served through their programs.

4. HOME-ARP Activities
A. Method(s) of Selection
Describe the method(s)that will be used for soliciting applications for funding and/or selecting developers, service providers, subrecipients and/or contractors.

The City proposes to focus use of HOME-ARP funds to provide supportive services directed to addressing the causes of increasing housing and economic instability as a result of the pandemic.

These services may include connecting qualifying populations to legal services, case management, behavioral health care, and payments for utility and housing deposits, rent arrears (up to the allowable six months), and moving costs.
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Packet Pg. 256 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review For its HOME-ARP program, the City intends to subgrant at least some portion of available funds to local organization(s) to provide the supportive services described above. The City will comply with the requirements applicable to the expenditure of the federal grant funds found at 2 CFR 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements (2 CFR 200).

City staff shall identify applicable federal requirements and effect their implementation in the subgrant agreements.

All purchasing and contracting will be accomplished in the best interests of the City and in accordance with 2 CFR 200, California Code, and City purchasing guidelines. City procurement methods are documented at Chapter 2-24 of the Municipal Code. To the extent they conform to federal law, the City’s methods will also reflect state and local law.

The selection of supportive service provider(s) will be conducted using either a competitive or non-competitive method of procurement as described below:

Competitive Proposals - This method of procurement involves more than one source submitting an offer and award of either a fixed price or cost- reimbursement type of contract. It is used when conditions are not appropriate for the use of sealed bids. If this method is used, then:

1. RFPs shall be publicized and identify all evaluation factors and their relative importance.

All responses shall be considered to the maximum extent practical;

2. Proposals shall be solicited from an adequate number of qualified sources;

3. The City shall have a written method for conducting technical evaluations of the proposals received and for selecting recipients;

4. Contracts shall be awarded to the responsible firm whose proposal is most advantageous to the program, with price and other factors considered; and

5. For qualifications-based procurement of architectural/engineering professional services only, this method can be used without including price as a selection factor. This does not apply when other types of services are purchased through architectural or engineering firms.

Noncompetitive Proposals - This method of procurement consists of solicitation of a proposal from only one source. It may only be used when one or more of the following circumstances apply:

1. The item is available only from a sole source;

2. The public exigency or emergency for the requirement will not permit a delay resulting from competitive solicitation;

3. The federal awarding agency or pass-through entity expressly authorizes this method in response to a written request from the City; or

4. After solicitation from a number of sources, competition is determined inadequate. 34 5.E.a
Packet Pg. 257 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review B. Direct Administration by PJ
Describe whether the PJ will administer eligible activities directly.

The City will contract with a sub grantee to administer supportive services and/or serve as a service navigator. However, in the event such supportive services include financial assistance costs, then those funds will be distributed by the City directly.

C. Use of Subrecipient
If any portion of the PJ’s HOME-ARP administrative funds are provided to a subrecipient or contractor prior to HUD’s acceptance of the HOME-ARP allocation plan because the subrecipient or contractor is responsible for the administration of the PJ’s entire HOME-ARP grant, identify the subrecipient or contractor and describe its role and responsibilities in administering all of the PJ’s HOME-ARP program.

The City has not provided funds to a subrecipient or contractor prior to HUD’s acceptance of the HOME-ARP Allocation Plan and will not allocate funds to a subrecipient nor contractor to administer the entire HOME-ARP grant.

D. Use of HOME-ARP Funding
In accordance with Section V.C.2. of the Notice (page 4), PJs must indicate the amount of HOMEARP funding that is planned for each eligible HOME-ARP activity type and demonstrate that any planned funding for nonprofit organization operating assistance, nonprofit capacity building, and administrative costs is within HOME-ARP limits.

Funding Amount Percent of the
Grant
Supportive Services $2,000,000 90%
Acquisition and Development of Non-Congregate
Shelters $ 0 0%
Tenant Based Rental Assistance (TBRA) $ 0 0%
Development of Affordable Rental Housing $ 0 0%
Non-Profit Operating $ 0 0%
Non-Profit Capacity Building $ 0 0%
Administration and Planning $ 220,124 10%
Total HOME ARP Allocation $ 2,220,124 100%
Distribution of HOME-ARP Funds In Accordance With Priority Needs Describe how the PJ will distribute HOME-ARP funds in accordance with its priority needs identified in its needs assessment and gap analysis.
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Packet Pg. 258 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review The City intends to distribute funds to address the priority supportive service needs identified through the analysis in this Plan. Supportive services that connect qualifying populations to resources that will assist them in accessing and maintaining housing will shore up local homeless services and homeless prevention work in anticipation of the eviction wave when COVID relief and other protections end for renters and when rents increase due to changes in rent control policy. These services may include connecting qualifying populations to legal services, case management, behavioral health care, housing search and counseling services, and financial assistance such as payments for utility and housing deposits, rent arrears (up to the allowable six months), short to medium term rental assistance, and moving costs.

HOME ARP funding would be used to support services for the next two to three years as the peak housing instability is expected to be in 2023-2025. This would also support the City’s economic recovery goal and align with the City’s homelessness prevention pillar.

Rationale for Funding Based on Characteristics of Needs Identified in the Gap Analysis Describe how the characteristics of the shelter and housing inventory, service delivery system, and the needs identified in the gap analysis provided a rationale for the plan to fund eligible activities.

The characteristics of the shelter and housing inventory, service delivery system, and the needs identified in the gap analysis provided a rationale for the plan to fund supportive services. These needs are the result of an ever-challenging rental market in which rent costs are increasing, available units are limited, rent control policies have shifted, and evictions are on the rise. These characteristics mean increased housing instability for all renters who are currently housed as well as greater challenges in accessing housing for those experiencing homelessness. Further, the upcoming expiration of current eviction protections on December 31, 2022 marks the arrival of the long-looming eviction cliff, an event widely anticipated to result in issuance of a wave of unlawful detainers. UD cases are widely projected to rise following the sunset of eviction protections, placing many vulnerable households at imminent risk of homelessness, with economic impacts from COVID continuing through 2025. Use of HOME-ARP funds to provide supportive and preventative services will ensure that the City has a range of resources available to assist qualifying households in accessing and maintaining housing.

The strategy to provide supportive services with HOME-ARP funds is also aligned with the LAHSA recommendations to do more to prevent new cases of homelessness, which frees resources for those who are already experiencing homelessness. While the gap analysis also identified the need for more affordable housing, the City believes that the level of HOME-ARP funds received is more effectively used for supportive services to address these imminent service needs, especially given that other resources are already being used to fund the pipeline of affordable units described in the City’s Housing Element.
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Packet Pg. 259 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review

5. HOME-ARP Production of Housing Goals
A. Estimated Number of Affordable Rental Housing Units for Qualifying Populations
Estimate the number of affordable rental housing units for qualifying populations that the PJ will produce or support with its HOME-ARP allocation.

The City will not be using the HOME-ARP allocation toward affordable rental housing units for qualifying populations. The focus of the City’s HOME-ARP funding will be for supportive services for qualifying populations.

B. Rental Housing Production Goals and Correspondence with Need Describe the specific affordable rental housing production goal that the PJ hopes to achieve and describe how the production goal will address the PJ’s priority needs.

Not applicable to chosen HOME-ARP Activities.

6. Preferences
The City has not given a preference to any of the qualifying populations or sub-populations under its plan for HOME-ARP supportive services.

A. Identification of Preference
Identify whether the PJ intends to give preference to one or more qualifying populations or a subpopulation within one or more qualifying populations for any eligible activity or project.

There will be no preference for qualifying populations. The solicitation for applications will entertain projects targeted toward any or all qualifying populations who may need supportive services as described in this Allocation Plan. The City will issue guidance in its request for proposals regarding serving all populations.

B. Using Preference to Address Unmet Need
If a preference was identified, explain how the use of a preference or method of prioritization will address the unmet need or gap in benefits and services received by individuals and families in the qualifying population or subpopulation of qualifying population, consistent with the PJ’s needs assessment and gap analysis.

As described above, no preference has been identified.
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Packet Pg. 260 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) Santa Monica Home ARP Allocation Plan (Proposed) – For Public Review

7. Referral Methods
PJs are not required to describe referral methods in the plan. However, if a PJ intends to use a coordinated entry (CE) process for referrals to a HOME-ARP project or activity, the PJ must ensure compliance with Section IV.C.2 of the Notice (page10).

Identify the referral methods that the PJ intends to use for its HOME-ARP projects and activities.

PJ’s may use multiple referral methods in its HOME-ARP program. (Optional) If the PJ intends to use the CE process established by the CoC, describe the method of prioritization to be used by the CE. (Optional).

If the PJ intends to use both a CE process established by the CoC and another referral method for a project or activity, describe any method of prioritization between the two referral methods, if any. (Optional).

Not applicable to the City’s chosen HOME-ARP activities.

8. Limitations
Describe whether the PJ intends to limit eligibility for a HOME-ARP rental housing or NCS project to a particular qualifying population or specific subpopulation of a qualifying population identified in section IV.A of the Notice.

If a PJ intends to implement a limitation, explain why the use of a limitation is necessary to address the unmet need or gap in benefits and services received by individuals and families in the qualifying population or subpopulation of qualifying population, consistent with the PJ’s needs assessment and gap analysis.

If a limitation was identified, describe how the PJ will address the unmet needs or gaps in benefits and services of the other qualifying populations that are not included in the limitation through the use of HOME-ARP funds (i.e., through another of the PJ’s HOME-ARP projects or activities).

Not applicable to the City’s chosen HOME-ARP activities.

9. HOME-ARP Refinancing Guidelines
If the PJ intends to use HOME-ARP funds to refinance existing debt secured by multifamily rental housing that is being rehabilitated with HOME-ARP funds, the PJ must state its HOME-ARP refinancing guidelines in accordance with 24 CFR 92.206(b).

Not applicable to the City’s chosen HOME-ARP activities. 38 5.E.a
Packet Pg. 261 Attachment: Attachment A: Proposed Santa Monica HOME-ARP Allocation Plan (Public Review) (5290 : HOME-ARP Allocation Plan) City Council
Report
City Council Meeting: September 13, 2022
Agenda Item: 5.F
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To: Mayor and City Council
From: Andy Agle, Director, Community Services Department, Housing and Human Services
Subject: Award Bid #314 to Initium Health for Development of a Comprehensive Behavioral Health Strategy
Recommended Action
Staff recommends that the City Council:

1. Award Bid #314 to Initium Health for the development of a comprehensive behavioral health strategy; and

Summary
Providing access to behavioral healthcare is a core component in the City’s strategies and Council priorities of both addressing homelessness and maintaining clean and safe public spaces. While behavioral health is one of the Four Pillars of the Council-adopted strategy to address homelessness (Attachment A), both housed and unhoused Santa Monicans alike suffer from significant rates of behavioral health concerns. In response to these unmet needs, City Council set aside $250,000 in American Rescue Plan Act funding (Attachment B) to advance this priority.

The City sought an expert team to develop a comprehensive behavioral health strategy that would identify system gaps, community priorities for the types of services needed, and recommendations for short- and long-term steps to meet those needs. The strategy would be built upon a robust community engagement process. A key outcome of the process would be to gather input on possible locations for, and the types of services

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and populations that could be served by a 24/7 behavioral health model to fill a critical gap in the continuum of behavioral healthcare services locally, providing a muchneeded safe landing between crisis response and long-term treatment within Santa Monica borders. Due to resourcing and licensing constraints, the needs of the community may not be met with a single location or in a single project. Rather, the strategy may include several phases to develop a campus or cluster of facilities that can operate in coordination, serve different populations, and provide different levels of care.

The expert team will assess up to five City-selected sites and develop operating plans and cost estimates for each.

The City released the behavioral health feasibility study request for proposals (RFP) on March 15, 2022 and received two proposals by the May 24th closing date. After review by a team of community experts and interdepartmental staff, staff recommends that the City enter into a contract with Initium Health, a public-benefit corporation, for an amount not to exceed $250,000 for a two-year term.

Discussion
Because behavioral health is central to our wellbeing and has a direct impact on an individual’s ability to work, learn, and care for themselves and others, the City has developed and expanded collaborative partnerships to address the complex behavioral health needs of its residents. Such programs deliver integrated services right where people are – in their homes, public spaces, jails, hospitals, schools, and other institutions.

Through the RFP, the City sought an expert team to guide a community engagement process to inform a comprehensive behavioral health strategy, including assessing the feasibility of a 24/7 model. Community input would shape the operating priorities of a 24/7 model including the types of services provided, the populations to be served, and an assessment of the pros and cons of locally based/local-serving resources versus partnering with other local jurisdictions on a larger, regional facility.

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Contingent upon Council approval, Initium would begin an estimated twelve-month scope of work, beginning with a community engagement process that is developed in partnership with an interdepartmental project committee. Community engagement would take 4-6 months to conduct and synthesize the collected input into priorities and preliminary recommendations. As part of the engagement process, Initium would seek feedback from the community on available sites. The following six months would be spent researching and analyzing local and regional data, in addition to community input, to draft a local behavioral health strategy, including materials and documents that could be used to seek funding for portions of the plan. Concurrently, Initium would be conducting a site analysis for up to five City-selected locations for the feasibility of a 24/7 strategy. Throughout the process, Initium and staff will keep Council informed, share findings from the community engagement process, return to Council for approval of the behavioral health strategy, and present final recommendations for Council consideration.

The City released the behavioral health strategy RFP on March 15, 2022, and the RFP was open through May 24, 2022. The RFP received 552 views and 30 vendors downloaded the documents. Four applications were started, and two were completed and submitted by the closing date.

Vendor Selection:

Bidder Recommendation
Best Qualified Firm Initium Health
Evaluation Criteria Qualifications/Experience/Technical Competence/Key Personnel; Previous Community Engagement Experience;
Stability/References; Ability to Meet Project Work
Plan/Timeliness; Cost of Services/Cost Control; Value
Add/Breadth of Service.

Municipal Code SMMC 2.24.190
RFPs Received
Initium Health Deloitte Consulting LLP
RFP Data
Posted On Posted On
Advertised In
(City Charter & SMMC)
Vendors
Downloaded
Date Publicly
Opened

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3/15/2022 City's Online
Bidding Site Santa Monica Daily Press 30 5/24/22
Best Bidder Justification
Based on the evaluation criteria, and criteria in SMMC 2.24.190, staff recommends Initium as the best qualified firm to conduct community engagement, develop a comprehensive local behavioral health strategy, and assess the feasibility of a 24/7 behavioral health center to serve the local community including estimates on capital costs, operating costs, and potential sources of funding. Initium proposes an exceptionally diverse team of experts in various elements of healthcare and behavioral healthcare that will be necessary and relevant to this scope of work. Initium recently successfully completed a very similar multi-jurisdictional scope of work in New Mexico and consulted in the design of a $20m recovery housing campus in Ohio. Initium’s cost proposal is also highly competitive and cost-effective.

A team of three community experts and three interdepartmental staff reviewed both eligible proposals. As a result of the review process, and pursuant to SMMC § 2.24.190, staff recommends the selection of Initium Health, a Colorado-based public benefit corporation, to conduct community engagement, develop a comprehensive behavioral health strategy that aligns with community-identified priorities, and assess the feasibility of a 24/7 behavioral health center to serve the local community including site assessment of up to five specific locations. The assessments would include estimates of capital costs, operating costs, and potential sources of funding.

Staff recommends Initium Health as the most qualified bidder with the most cost-effective application to complete the proposed scope of work. Initium recently completed a very similar scope of work for the City of Clovis, New Mexico in a regional collaboration that included a community engagement process that encompassed four counties and three cities, a systems gap analysis, and comparative analysis of system performance using local and regional data to develop a set of recommendations that included a feasibility assessment for a 96-bed facility.

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Initium also worked with the City of Clovis to secure a grant to initiate the project. In another project, Initium was brought in by Google affiliate Verily to inform the design of their flagship recovery housing campus in Ohio, named One Fifteen after the number of people who died of overdoses every day across the country in 2016. Using international data and best practices to use architecture specifically to support recovery, Initium created layouts that are patient-focused, not staff-focused, that transformed institutional settings into recovery settings, while balancing safety and security.

Past Council Actions
Meeting Date Description
3/26/2019
(Attachment A)
City Council adopts Four Pillar strategy to address homelessness 4/13/2021
(Attachment B)
City Council approved the allocation of $250,000 in one-time funds to support efforts to pursue non-congregate shelter and behavioral health priorities as part of the City’s American Rescue Plan Act (ARPA) spending plan.

Financial Impacts and Budget Actions
Staff seeks authority to approve funding from the “ARPA-Homelessness Feasibility” account to award a contractual services agreement with Initium Health to conduct community engagement, develop a comprehensive behavioral health strategy, and conduct a feasibility assessment for a 24/7 behavioral health center to serve local needs.

Contract Request
Request
Amount
FY 2022-23 Budget
Department/CIP Account #
Total Contract
Amount
$250,000 01400009.552010.99067 $250,000

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Prepared By: Margaret Willis, Administrator
Approved Forwarded to Council
Attachments:

A. March 26, 2019 Staff Report (web link)
B. April 13, 2021 Staff Report (web link)
C. OAKS FORM_Initium Health
D. Written Comments

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CITY OF SANTA MONICA

OAKS INITIATIVE NOTICE

NOTICE TO APPLICANTS, BIDDERS, PROPOSERS

AND OTHERS SEEKING DISCRETIONARY PERMITS, CONTRACTS,

5.F.c
Packet Pg. 268 Attachment: OAKS FORM_Initium Health (5300 : Behavioral Health Strategy Development)

CITY OF SANTA MONICA

Public benefits include:

1. Personal services contracts in excess of $25,000 over any 12-month period;

2. Sale of material, equipment or supplies to the City in excess of $25,000 over a 12- month period;

3. Purchase, sale or lease of real property to or from the City in excess of $25,000 over a 12- month period;

4. Non-competitive franchise awards with gross revenue of $50,000 or more in any 12-month period;

5. Land use variance, special use permit, or other exception to an established land use plan, where the decision has a value in excess of $25,000;

6. Tax “abatement, exception, or benefit” of a value in excess of $5,000 in any 12- month period; or

7. Payment of “cash or specie” of a net value to the recipient of $10,000 in any 12- month period.

Name(s) of persons or entities receiving public benefit:

Name(s) of trustees, directors, partners, and officers:

Name(s) of persons with more than a 10% equity, participation, or revenue interest:

Bid/PO/Contract # ____________________________ Permit # ___________________________ Initium Health
James Corbett Principal
7/20/22
[email protected] 303-928-8511x702
James Corbett, Elise Plakke
Emy Monroe, Joy Choo
James Corbett, Elise Plakke

5.F.c
Packet Pg. 269 Attachment: OAKS FORM_Initium Health (5300 : Behavioral Health Strategy Development) 1 Vernice Hankins
From: Ellen Hannan <[email protected]>
Sent: Saturday, September 10, 2022 7:59 PM
To: David White; Council Mailbox; councilmtgitems
Subject: Item F for September 13,2022 City Council Agenda

EXTERNAL
Dear City Staff and City Council:

September 10,2022
You have already squander the $1 Million Dollars Bloomberg Well Being Funds, the opportunity to use the vast fund raising ability of Providence / St Johns' Medical Center and the state resources of UCLA Medical Center Center as sources for the needs of the RESIDENTS of Santa Monica. Santa Monica needs a 50 bed MENTAL HEALTH FACILITY.

Please spend some time researching the difference between Behavioral Health and Mental Health Care.

Since 2011 I have attended the meetings between Santa Monica Mid City Neighbors and St Johns' and later Providence St Johns'. At every yearly meeting the urgent need for mental health care in our community was discussed. Their staff acknowledged this and reported to us their Emergency Room needs and lack of follow up care for their patients. Still in their planning for a new massive building site the concept of Mental Health Care was ignored by your staff, Planning Commission and you the City Council.

Now a 2 year plan to review the failed programs for the homeless is somehow the solution. Tell me how this provides help for the people who live and pay taxes here and also suffer from mental health issues of depression, Bipolar Disorders, Postpartum distress, drug addiction and many other psychoses. Why are we again being ignored? Most of our residents have health insurance which covers a 90 day stay for evaluation and treatment of mental health services. But there is NO facility in our area for even an evaluation and short term stay. Our families are in grave distress.

Why is it that the Cities of Palm Desert and Desert Hot Springs have new inpatient short term centers? Maybe you should take a field trip?
We do not need a 2 year study of homelessness. We have failed. The short term band aid approach the City has used cannot help. It is a very complicated and long term problem which one City in this county cannot solve.

I urge you to think about your priority on Item F. I urge you to research the planning of Palm Springs and Desert Hot Springs.

Ellen Hannan
1218 9th St #6
Santa Monica CA 90401
Item 5.F
09/13/22
1 of 1 Item 5.F
09/13/22

5.F.d
Packet Pg. 270 Attachment: Written Comments (5300 : Behavioral Health Strategy Development) City Council
Report
City Council Meeting: September 13, 2022
Agenda Item: 5.G
1 of 5
To: Mayor and City Council
From: David Martin, Director, Administration
Subject: Approval of Memorandum of Understanding for the 2022 Open Main Street October Festival and Adoption of a Resolution to Authorize Closure of a Portion of Main Street for the Festival
Recommended Action
Staff recommends that the City Council:

1. Authorize the City Manager to negotiate and execute a Memorandum of Understanding with the Main Street Business Improvement Association for the City to co-produce a one-day open streets event called Open Main Street October Fest.

2. Adopt a Resolution authorizing the Community Services Director to close for oneday an approximate half-mile portion of Main Street for the Open Main Street October Fest event so as to comply with the State of California Vehicle Code.

Summary
The Main Street Business Improvement Association (MSBIA) has submitted a community events application requesting a partnership with the City to co-produce a one-day, closed street event called Open Main Street October Fest. This event meets the criteria for a co-produced event, as outlined in Administrative Instruction (AI) II-4-21.

In order to authorize the street closure, the City will need to adopt a resolution to comply with the State of California’s Vehicle Code Section 21101(e) to authorize this year’s event. California’s Vehicle Code Section 21101(e) authorizes local authorities, for those highways under their jurisdiction, to temporarily close a portion of any street which is not governed by the City’s Municipal Code Chapter 4.68. Staff recommends adopting a resolution to authorize the Community Services Director to close the approximate halfmile portion of Main Street. Staff also recommends entering into a Memorandum of

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Understanding (MOU) with MSBIA for the City to co-produce the Open Main Street October Fest, which would define the roles, responsibilities and financial contributions of each party.

Discussion
Since 2001 MSBIA has produced an annual one-day, live-music event called the Soulstice festival. This summer event, typically held in June, was organized to celebrate Main Street’s businesses, attract residents and visitors to the area, and expand the entertainment offerings provided at the Sunday Main Street Farmers Market. The Soulstice event brought vitality to the street, offered the community an opportunity to enjoy free, live musical entertainment in an outdoor setting, and provided an economic boost to the retailers and restaurants on Main Street. City Council approved co-producing Soulstice in 2017, 2018 and 2019 as well as for 2020 although Soulstice did not take place in 2020 due to the pandemic. The City co-producing the Soulstice allowed for the closure of Main Street to vehicular traffic from Pico Boulevard to Marine Street, some City fees to be waived or reduced, and in-kind support from City staff.

While the COVID-19 pandemic halted events in 2020 and 2021, Council directed staff in 2021 to implement an “open street” pilot program in partnership with Ocean Park Association (OPA) and MSBIA. This pilot program, called “Sharing an Open Main Street” occurred in 2021 on one weekend each for four months: July 24-25, August 21- 22, September 18-19 and October 16-17. The pilot authorized the closure of two blocks of Main Street to vehicles between Hill and Kinney Streets to create a pedestrian plaza with outdoor dining, shopping and recreation (see attachment B).

Building on the success of the Sharing an Open Main Street pilot program and the economy’s emergence from the worst of the COVID pandemic, MSBIA submitted a community events application in July for a one-day, closed street event to be held on October 22, 2022 called Open Main Street October Fest. Similar to past Soulstice events, Open Main Street October Fest will feature live bands, a sidewalk sale by Main Street merchants, vendor booths in the street, and beer and wine gardens in private

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parking lots. The proposed closed street event includes the closure of a half-mile portion of Main Street to vehicular traffic beginning at Strand Street and ending at Pier Avenue from 6:00AM to 11:59PM. The Ocean Park Association (OPA) has expressed its support for the road closure.

Council’s adoption of a resolution is necessary to comply with the State of California’s Vehicle Code Section 21101(e) which authorizes local authorities, for those highways under their jurisdiction, to temporarily close a portion of any street which is not governed by the City’s Municipal Code Chapter 4.68, for the safety and protection of persons who are using the closed portion during the temporary closing.

The annual Summer Soulstice is a beloved event and MSBIA has indicated that the Soulstice event will return in the future. For this year, MSBIA was unable to obtain the City approvals in time to organize a June 2022 Soulstice event.

Staff recommends that the City enter into a MOU with MSBIA to co-produce the 2022 Open Main Street October Fest being held on October 22, 2022. Under the terms of the proposed MOU, MSBIA would assume responsibility for organizing and managing the event, as well as obtaining all appropriate permits. MSBIA would also be responsible for contracting with an event promoter and musical acts, securing the event space on private property, contracting with vendors and sponsors, and raising all the funds necessary to support the event, which is estimated to cost approximately $50,000.

The proposed Open Main Street October Fest application has been reviewed by City staff from Community Services and Community Development to determine if the event meets the conditions for a City co-produced event, per Administrative Instructions II-4-

21. Staff supports this event as it advances the City’s goal of supporting local businesses through economic recovery from the pandemic. This event is similar to other “buy local” events that the Economic Development Division has supported for the other Business Improvement Districts (BIDs). City Council has provided Discretionary Funds to MSBIA and the other BIDs in support of these events.

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The City would be responsible for providing oversight and coordination of the City’s permitting process, coordinating the City’s social media promotion of the event, providing certain fee waivers and reductions in accordance with the Community Event AI. Staff anticipates that the amount of City support for this Open Main Street October Fest will be less than what was provided in 2019 due to the event taking place with a half-mile street closure versus a full one-mile street closure. Due to MSBIA’s experience and success with organizing community events and securing sponsorship funds, they have requested a reduced level of City commitment/participation for this year’s event. In addition to indirect support, the City is expected to provide $9,666 in direct financial assistance to support the event costs, from Council Discretionary Funds appropriated at its July 14, 2022 meeting. At its August 23, 2022, MSBIA requested Council to allocate an additional $10,000 from its Discretionary Funds to be used toward event costs, which Council approved.

Past Council Actions
Meeting Date Description
02/25/20
(attachment C)
Authorization to enter into a MOU with MSBIA to co-produce the 2020 Soulstice festival
02/26/19
(attachment D)
Authorization to enter into a MOU with MSBIA to co-produce the 2019 Soulstice festival
05/08/18
(attachment E)
Authorization to enter into a MOU with MSBIA to co-produce the 2018 Soulstice festival
Financial Impacts and Budget Actions
Staff seeks authority to enter into a MOU with MSBIA to co-produce the 2022 Open Main Street October fest. The indirect costs associated with the event that includes fee reductions and in-kind staff time are funded from the various City department budgets, including Economic Development Community Services and Transportation.

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Prepared By: Erika Cavicante, Senior Development Analyst Approved Forwarded to Council
Attachments:

A. 2022.09.13 Main Street Closure Authorization
B. Sharing An Open Main St Info Item FINAL 02.08.2022
C. Council Report February 25, 2020
D. Council Report February 26, 2019
E. Council Report May 8, 2018
F. Written Comments

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1 City Council Meeting: _________ Santa Monica, California RESOLUTION NUMBER _________ (CCS)
(City Council Series)

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF SANTA MONICA AUTHORIZING THE DIRECTOR OF THE

COMMUNITY SERVICES DEPARTMENT TO CLOSE PORTIONS OF MAIN STREET

FOR OPEN MAIN STREET, OCTOBERFEST
WHEREAS, California Vehicle Code Section 21101(e) authorizes local authorities, for those highways under their jurisdiction, to adopt rules and regulations by ordinance or resolution to temporarily close a portion of any street for celebrations, parades, local special events, and other purposes when, in the opinion of local authorities having jurisdiction or a public officer or employee that the local authority designates by resolution, the closing is necessary for the safety and protection of persons who are to use that portion of the street during the temporary closing; and WHEREAS, on September 13, 2022, the City Council of the City of Santa Monica authorized the City Manager to negotiate and execute a Memorandum of Understanding with the Main Street Business Improvement Association to co-produce a one-day open streets event called “Open Main Street, Octoberfest”; and WHEREAS, the City desires to authorize the City’s Director of the Community Services Department to temporarily close a portion of Main Street, since closure is necessary for the safety and protection of persons who are using the closed portion of Main Street during the temporary closing pursuant to Open Main Street, Octoberfest.

5.G.a
Packet Pg. 276 Attachment: 2022.09.13 Main Street Closure Authorization (5309 : Resolution Adoption and MOU Approval for Open Main Street October 2 NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SANTA MONICA DOES RESOLVE AS FOLLOWS:

SECTION 1. The Director of the Community Services Department is hereby authorized to temporarily close the portion of Main Street between Strand Street and Pier Avenue from 6:00 a.m. to 11:59 p.m. on October 22, 2022, because closure of this area is necessary for the safety and protection of persons who are using the closed portion during the temporary closing for Open Main Street, Octoberfest.

SECTION 2. The City Clerk shall certify to the adoption of this Resolution, and thenceforth and thereafter the same shall be in full force and effect.

APPROVED AS TO FORM:
_________________________
Douglas T. Sloan
City Attorney

5.G.a
Packet Pg. 277 Attachment: 2022.09.13 Main Street Closure Authorization (5309 : Resolution Adoption and MOU Approval for Open Main Street October Information Item
Date: February 8, 2022
To: Mayor and City Council
From: Edward F. King, Director, Department of Transportation Subject: “Sharing an Open Main Street” Pilot Evaluation Introduction
Pursuant to the discussion at the June 8, 2021, City Council meeting and subsequent direction, the Mobility Division worked collaboratively with other City departments and in partnership with Ocean Park Association (OPA) and the Main Street Business Improvement Association (MSBIA) to implement an “open street” pilot program, Sharing an Open Main Street, on one weekend each for four months: July 24-25, August 21-22, September 18-19, and October 16-17, 2021. The pilot closed two blocks of Main Street to vehicles between Hill and Kinney Streets to create a pedestrian plaza with outdoor dining, shopping, and recreation. This information item summarizes the Open Main Street pilot and provides a program evaluation of the pilot.

To support the pilot, City staff engaged a consultant to prepare temporary traffic control plans for the roadway closure and to report data for event and non-event traffic and pilot parking conditions. City staff oversaw traffic control installations, collected noise readings, and performed observations during each event. MSBIA and OPA collected survey responses from residents, visitors and business operators during each event.

In summary:
• Parking levels for on-street and lots, increased moderately during event weekends
• Traffic levels immediately adjacent to the pilot area increased slightly during event weekends

5.G.b
Packet Pg. 278 Attachment: Sharing An Open Main St Info Item FINAL 02.08.2022 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Information Item: Sharing an Open Main Street Pilot Program Evaluation 2 • There was no significant change in traffic speed during event weekends • Pedestrian levels increased significantly during event weekends • All noise readings were within authorized levels for the location • Stakeholder responses to follow-up surveys were overwhelmingly positive Below: Pedestrians and diners at the first Sharing an Open Main Street.

Overview of Sharing an Open Main Street Events and Activities Sharing an Open Main Street provided an opportunity for the community to experience a massive public space in a completely new way. Without cars, two blocks of Main Street functioned as an open playground for residents and visitors to come together to dine, exercise, play, and visit. Business operators were allotted more space in the street to expand their operations and experiment with new concepts to serve customers. The slow pace of Sharing an Open Main Street on roads commonly filled with high volumes of loud and fast-moving traffic allowed people to visit local establishments they might not otherwise frequent and discover businesses they may not have known existed while driving. Main Street businesses overwhelmingly perceived the pilot as a benefit to their business.

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Packet Pg. 279 Attachment: Sharing An Open Main St Info Item FINAL 02.08.2022 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Information Item: Sharing an Open Main Street Pilot Program Evaluation 3 Family-friendly programming, organized by MSBIA and OPA, provided local businesses, artists, musicians, dancers, health and fitness instructors, and other participants with a platform to showcase their talent and actively engage attendees by drawing their services out onto the street.

Exhibit 1 illustrates the project area, barriers, and fire access lane

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Packet Pg. 280 Attachment: Sharing An Open Main St Info Item FINAL 02.08.2022 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Information Item: Sharing an Open Main Street Pilot Program Evaluation 4 Exhibit 2 illustrates the detour routes for vehicles and buses and location of public parking lots
Traffic Control Plan and Traffic Assessment
Michael Baker International, the project’s traffic control consultant, prepared the temporary traffic control plans (TTCPs) for the closure of Main Street between Hill and Kinney streets based on input provided by the City in accordance with the City’s Procedures and Requirements for TTCPs and the California Manual on Uniform Traffic Control Devices (MUTCD). The plans included the following components:
• Water-filled temporary safety barricades
• Fire access lane (minimum width of 17-feet)
• Detour signage for vehicles
• Changeable Message Signs (CMS)
• Temporary bus stop closures and detours
Traffic and parking count data was obtained in June 2021 to establish baseline nonevent conditions. These counts were conducted on the weekend of Saturday and Sunday, June 19-20. The same traffic counts were re-collected during the July Sharing an Open Main Street event on Saturday and Sunday, July 24-25 to establish traffic and

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Packet Pg. 281 Attachment: Sharing An Open Main St Info Item FINAL 02.08.2022 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Information Item: Sharing an Open Main Street Pilot Program Evaluation 5 parking conditions during the event. The extents and location of the count data efforts included the following:
• Intersection Turning Movement Counts (10 AM – 8 PM Saturday only) – Turning movement counts are obtained by counting vehicles that move left, through, or right at every intersection approach (e.g, north, south, east and west) at the following intersections:

1. Neilson Way / Hill Street

2. Neilson Way / Kinney Street

3. Neilson Way / Marine Street

4. Main Street / Hill Street

5. Main Street / Kinney Street

6. 2nd Street / Hill Street
• Automobile Daily Segment Counts (48-hour Saturday & Sunday) – Automobile roadway counts are obtained by counting the vehicles mid-block on a roadway segment. The counts can determine the number, speed, and classification (passenger, truck, etc.) of vehicles. This information was captured for:

1. Neilson Way – between Hill Street and Ashland Avenue

2. 2nd Street – between Hill Street and Ashland Avenue

3. 3rd Street – between Hill Street and Ashland Avenue

4. 4th Street – between Hill Street and Raymond Avenue
The following data analysis is a comparison of the baseline non-event data to the traffic and parking conditions during the first event. Please note that traffic collection equipment at the intersection of Main and Kinney streets was tampered with on multiple occasions and therefore it is not included in this analysis.

Automobile Counts and Speeds
Automobile Counts
Baseline daily trips on Neilson Way average 18,550. The first event weekend shows an increase in traffic volumes on Neilson Way by an average of 5,800 daily trips over baseline of 18,550 daily trips for an overall average of 24,350 daily trips during the event.

Exhibit 3, below, illustrates non-event baseline versus first event weekend automobile counts.

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Packet Pg. 282 Attachment: Sharing An Open Main St Info Item FINAL 02.08.2022 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Information Item: Sharing an Open Main Street Pilot Program Evaluation 6 Exhibit 3 –Average traffic counts for non-event baseline and first event weekend • Fourth Street experienced an average increase of 1,000 daily trips over baseline of 4,656 daily trips for an overall average of 5,700 daily trips. • Third Street experienced an average increase of 1,110 daily trips over its baseline of 1,682 daily trips for an overall average of 2,800 daily trips. • Second Street experienced an average increase in vehicles of 550 daily trips over its baseline of 850 daily trips for an overall average of 1,400 daily trips.

Automobile Speeds
Speed data was also obtained at the same locations. No significant change in speed was evident in the data when comparing the non-event baseline vs. the first event weekend. The only roadway segment that showed a decrease in speeds was Neilson Way at 33 miles per hour (MPH) during the first event conditions compared to 36 MPH during non-event conditions (a difference of 3 MPH).

5.G.b
Packet Pg. 283 Attachment: Sharing An Open Main St Info Item FINAL 02.08.2022 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Information Item: Sharing an Open Main Street Pilot Program Evaluation 7 Exhibit 4 - Average speed during baseline and the first event conditions Street
Segme
nt
Day Directio
n
Baseline
Conditions
First Event
Conditions
Delta
(Increase/Decrea
se)
Avera
ge
Speed
(MPH)
85th
Percentil
e (MPH)
Avera
ge
Speed
(MPH)
85th
Percenti
le (MPH)
Avera
ge
Speed
(MPH)
85th
Percentil
e (MPH)
Neilson
Way
Saturday
& Sunday Both 29 36 26 33 -3 -3
2nd
Street
Saturday
& Sunday
Southbound 18 24 19 24 1 0
3rd
Street
Saturday
& Sunday Both 15 19 14 19 -1 0
4th
Street
Saturday
& Sunday Both 19 24 20 24 1 1
Pedestrian, Bike and Scooter Counts
Pedestrian, bicycle, and scooter volumes were collected at the following intersections:

1. Neilson Way / Hill Street

2. Neilson Way / Kinney Street

3. Neilson Way / Marine Street

4. Main Street / Hill Street

5. 2nd Street / Hill Street
All five intersections showed an increase in pedestrian traffic when comparing the two weekends. During the non-event conditions, 1,150 pedestrians, 1,050 bicyclists, and 100 scooters were counted at the intersection of Main and Hill streets over an 8-hour period between 10 AM and 8 PM, compared to 7,500 pedestrians, 950 bicycles, and almost 100 scooters during the first event on Saturday, July 24. This reflects a 550% increase in pedestrian traffic while bicycle and scooter traffic dropped 9% and 5%, respectively.

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Packet Pg. 284 Attachment: Sharing An Open Main St Info Item FINAL 02.08.2022 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Information Item: Sharing an Open Main Street Pilot Program Evaluation 8 Exhibit 5 - Pedestrian, bicycle, and scooter counts for baseline and first event weekends at all five study intersections
Parking Observations
On-Street Parking Observations (7 AM – 7 PM Saturday only) Parking surveys document the number of occupied parking spaces on an hourly basis for the duration of the survey period. This information was collected at:

1. Hill Street – between 3rd Street and Main Street

2. Ashland Avenue – between 3rd Street and Main Street

3. 2nd Street – between Ocean Park Boulevard and Marine Street

4. 3rd Street – between Ocean Park Boulevard and Marine Street Parking surveys were conducted for 12 hours on Saturday, June 19 as well as during the first event. The parking survey included a detailed parking inventory that identified parking characteristics including handicap parking, restricted parking, permit parking, etc. During the survey, the occupancy of each parking space was recorded every hour

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Packet Pg. 285 Attachment: Sharing An Open Main St Info Item FINAL 02.08.2022 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Information Item: Sharing an Open Main Street Pilot Program Evaluation 9 for 12 hours from 7:00 AM to 7:00 PM. This data was used to determine the parking utilization as a percent of parking spaces occupied.

During non-event days, data shows that on-street parking is highly utilized, with occupancies generally at or above 85% throughout the day within the residential neighborhoods on Second and Third streets as well as during the afternoons after 2:00 PM on Hill Street and Ashland Avenue. The peak parking conditions under non-event conditions occurred from 3:00 – 4:00 PM where overall occupancy was at 93.5%.

With the first event conditions, several areas within the study area are shown to have a parking utilization at 100%. The highest occupied areas occurred on Ashland Avenue between Second and Third streets, as well as on Third Street. Peak parking conditions during the event were from 3:00 – 4:00 PM where overall occupancy within the study area was at 95.5%.

Exhibit 6 - Parking occupancy on nearby streets during baseline and first event weekends

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Packet Pg. 286 Attachment: Sharing An Open Main St Info Item FINAL 02.08.2022 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Information Item: Sharing an Open Main Street Pilot Program Evaluation 10 Off-Street Parking Observations
Parking data for off-street parking in Lot 9 (located along Neilson Way between Hill and Kinney streets) and Lot 5 (located at the beach along Barnard Way between Sea Colony Dr and Ocean Park Blvd) was also analyzed during baseline and the first event days. In both instances, Lot 9 remained full. During the first event weekend in July, Lot 9 experienced high occupancies on both Saturday and Sunday, while on the comparison weekend, Sunday parking was lighter. Beach Lot 5S occupancies were very similar to Lot 9, where the event and comparison weekends show similar activity on Saturday, while the event weekend stayed busier on Sunday.

Exhibit 7 - Parking occupancy in City Lot 9 during baseline and first event weekends

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Packet Pg. 287 Attachment: Sharing An Open Main St Info Item FINAL 02.08.2022 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Information Item: Sharing an Open Main Street Pilot Program Evaluation 11 Exhibit 8 - Parking occupancy in City Beach Lot 5S during baseline and first event weekends
Noise Levels
Code Enforcement Officers conducted noise readings for two time periods (12PM and 7PM) during three different events: on July 17-18, as a baseline condition when the street was open to vehicular traffic; during the first event weekend on July 24-25; and during the final event weekend on October 16, 2021.

Code Enforcement Officers did not observe or hear unreasonably loud noise activity during the first event on July 24-25 or during the final event on October 16, 2021. The noise readings collected on October 16, 2021 were in direct response to eight complaints from residents regarding noise generated during the August and September events.

Based on the Santa Monica Municipal Code Chapter 4.12, Main Street (which falls in Noise Zone II), was within the allowable noise standards when the readings were taken during the event weekends. The readings did not identify noise levels to be unreasonably loud, raucous, jarring or disturbing to persons of normal sensitiveness within the area of audibility.

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Packet Pg. 288 Attachment: Sharing An Open Main St Info Item FINAL 02.08.2022 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Information Item: Sharing an Open Main Street Pilot Program Evaluation 12 Exhibit 9 - Average noise levels for baseline and event weekends General Observations by City Staff
Staff observations during each event did not indicate significant neighborhood traffic, noise, transit, or parking disruption. Staff observed some bicyclists and skateboarders who did not dismount as requested when entering the pedestrian plaza. In general, the environment was family-friendly with fitness, dance, lawn games, music, and art activities for all.

Staff made minor adjustments to the traffic control plan after the first event, determining that a full closure at Main Street and Ashland Avenue would eliminate conflicts between drivers and pedestrians crossing at the intersection and improve pedestrian flow and continuity across the two blocks.

Staff received less than a dozen inquiries after each weekend event from residents and businesses regarding lack of on-street parking, general inconvenience to residents due to the closure, excessive noise levels, and reports of trash. Staff also received half a

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Packet Pg. 289 Attachment: Sharing An Open Main St Info Item FINAL 02.08.2022 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Information Item: Sharing an Open Main Street Pilot Program Evaluation 13 dozen emails from residents who expressed enthusiasm for the events and a desire to formalize the pilot.

City staff coordinated closely with OPA and MSBIA to address inquiries from the community and to reduce impacts wherever possible. Each event weekend, OPA set up a booth staffed by volunteers to help answer questions about the pilot. MSBIA hired two Chrysalis team members for each weekend closure, whose responsibility was to pick up trash and assist with event breakdown. Two of MSBIA’s farmers market team members also assisted with cleaning trash throughout the events.

Four portable restrooms and sinks were secured at Hill and Kinney streets for each weekend closure and included cleaning each Sunday morning. OPA and MSBIA invited local businesses to participate in each weekend event, offering dedicated space in the street for them to host free activities such as dance classes, fitness classes, art, sports, and other entertainment. OPA also coordinated with scooter companies to create a “no throttle zone” within the pedestrian plaza and designated scooter drop zones for parking.

Below: Local businesses host fitness classes in the street.

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Packet Pg. 290 Attachment: Sharing An Open Main St Info Item FINAL 02.08.2022 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Information Item: Sharing an Open Main Street Pilot Program Evaluation 14 Below: A climbing wall was a major attraction, especially for families with children.

Below: Ten Women Gallery hosted face painting and a crafts table.

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Packet Pg. 291 Attachment: Sharing An Open Main St Info Item FINAL 02.08.2022 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Information Item: Sharing an Open Main Street Pilot Program Evaluation 15 Below: Pumpkin Patch
Below: Visitors set up lawn chairs in the street and enjoyed popcorn while watching Beetlejuice

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Packet Pg. 292 Attachment: Sharing An Open Main St Info Item FINAL 02.08.2022 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Information Item: Sharing an Open Main Street Pilot Program Evaluation 16 Below: Dancing to the music
Below: Best in show at the annual Howl-o-ween costume contest. Photo by: Pet Shot Studios
Survey Responses
OPA collected survey responses from event attendees and through electronic mailing lists. Responses were overwhelmingly positive, with respondents living within two blocks

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Packet Pg. 293 Attachment: Sharing An Open Main St Info Item FINAL 02.08.2022 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Information Item: Sharing an Open Main Street Pilot Program Evaluation 17 of the closure providing most of the negative responses. Respondents reported spending more time on Main Street because of Sharing an Open Main Street. In terms of travel behavior to the event, walking was the preferred choice of travel by 64% of the event attendees.

Exhibit 10 - General impression of survey respondents by home location by month of survey

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Packet Pg. 294 Attachment: Sharing An Open Main St Info Item FINAL 02.08.2022 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Information Item: Sharing an Open Main Street Pilot Program Evaluation 18 Exhibit 11 - Reported impact of Sharing an Open Main Street on time spent on Main Street
Exhibit 12 - How survey respondents traveled to the event

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Packet Pg. 295 Attachment: Sharing An Open Main St Info Item FINAL 02.08.2022 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Information Item: Sharing an Open Main Street Pilot Program Evaluation 19 MSBIA also collected surveys from businesses on Main Street, both inside and outside of the pilot area. Businesses located within the event area were equally split between loving the event and rating it as “okay,” whereas the majority of businesses located outside the event area felt it was okay. Of the business types, restaurant/bars reported very favorable impressions of the event whereas retailers were overwhelmingly “okay” and a small percentage (6%) reported a negative sentiment.

In terms of economic impacts, 54% of businesses located within the pilot area reported increased sales versus 24% of those located outside of the event area, and an average of 19% of businesses along Main Street reported worse sales with the greatest positive impact reported by restaurants/bars versus the most negative impact report by retailers. A summary of the results is listed below.

Exhibit 13 - Survey respondents' feelings toward the event by location

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Packet Pg. 296 Attachment: Sharing An Open Main St Info Item FINAL 02.08.2022 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Information Item: Sharing an Open Main Street Pilot Program Evaluation 20 Exhibit 14 - Survey respondents' feelings toward the event by business category Exhibit 15 illustrates how businesses in and out of the pilot area on Main Street responded when asked about the economic impact on their business

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Packet Pg. 297 Attachment: Sharing An Open Main St Info Item FINAL 02.08.2022 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Information Item: Sharing an Open Main Street Pilot Program Evaluation 21 Exhibit 16 illustrates how different business categories responded when asked what kind of economic impact the pilot had on their business
Email comments to Council regarding Sharing an Open Main Street Following the last event on October 17, 2021, the City Council received 248 emails expressing their opinion about the pilot including 242 positive and 6 negative.

Approximate Cost and Staff Time
The Sharing an Open Main Street pilot was primarily funded from repurposed Metro grant funds, originally intended for the 2020 COAST open streets event, which could not occur due to the pandemic. Metro allowed for repurposing $70,000 of the funds to this and other Art of Recovery projects, on a one-time basis. In addition, MSBIA received Council Contingency Funds of $25,000 which was applied towards the event to help fund activities, entertainment, and cleaning services. This funding was previously designated for Main Street SOULstice and was approved to be re-purposed to the Open Streets event instead. Ongoing or future funding for this program has not been identified. Below is a breakdown of how the Metro funds were used, in-kind costs from the City, MSBIA costs, and approximate number of hours spent by City staff. The overall Sharing an Open Main Street pilot cost was $141,070, not including City or MSBIA staff time. Future events, including City co-produced events, would carry a higher price tag as they would incur permit fees and City staffing costs as required under the City’s Community Events Policy.

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Packet Pg. 298 Attachment: Sharing An Open Main St Info Item FINAL 02.08.2022 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Information Item: Sharing an Open Main Street Pilot Program Evaluation 22 ITEM COST FUNDING SOURCE
Traffic Control & Supervision
Design Traffic Control Plan & Data
Collection/Analysis $28,582 Metro Coast Funding
Traffic Control Services/Parts $20,000 Metro Coast Funding Big Blue Bus Detour $27,572 In-kind
City Fees
Water Fees for Hydrant Meter - Hookup $225 In-kind
Water Fees for Hydrant Meter - 4 events $572 Metro Coast Funding TNPS/Meter Revenue Fees $1,266 In-kind
RRR - additional trash carts $4,390 MSBIA
Street Closure Permit Fees $307 In-kind
Marketing & Materials
Graphic Designer - flier, poster, banner, social
media $855 Metro Coast Funding
Printing - flier, poster, signs, banner $1,839 Metro Coast Funding Banner Installation $2,709 Metro Coast Funding
Advertising - social media/digital $800 Metro Coast Funding Advertising - social media/digital, press, etc. $6,931 MSBIA Supplies $1,555 MSBIA
Activations and Vendors $3,150 MSBIA
Street Team - door to door flier distribution $2,500 MSBIA Live Music $2,975 MSBIA
Day-of Staff, Street Clean-up Crew $4,550 MSBIA
Rentals - tables, chairs, tents, stanchions, porta
potties $30,293 MSBIA
City of Santa Monica Staff Time
Mobility Hours
Chief Mobility Officer 50 In-kind
Mobility Manager 10 In-kind
Principal Transportation Planner 10 In-kind
Principal Traffic Engineer 15 In-kind
Transportation Planning Associate 420 In-kind
Traffic Engineer 40 In-kind
Planning Assistant 6 In-kind
Communications
Senior Marketing Manager 15 In-kind
Economic Development
Economic Development Manager 20 In-kind
Senior Development Analyst 15 In-kind
Community Development

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Packet Pg. 299 Attachment: Sharing An Open Main St Info Item FINAL 02.08.2022 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Information Item: Sharing an Open Main Street Pilot Program Evaluation 23 Planning Manager 20 In-kind
Senior Planner 15 In-kind
Police 6 In-kind
Fire 4 In-kind
BBB 8 In-kind
RRR 8 In-kind
Code Enforcement 6 In-kind
CAO 20 In-kind
TOTAL HOURS - CITY OF SM STAFF 688 hours
TOTAL - PAID BY METRO COAST FUNDS $55,357
TOTAL – IN-KIND (not including staff costs) $29,369
TOTAL - MSBIA $56,344
TOTAL OVERALL EVENT COSTS: $141,070 (or approx. $35k per weekend) Conclusion
Overall, the pilot is considered a success by City staff in that it did not create any unforeseen traffic issues or have a significant negative impact on the character of the neighborhood. Survey responses were overwhelmingly positive, with respondents living within two blocks of the closure providing most of the negative responses.

Open street events are not new to Main Street. Summer SOULstice, Santa Monica COAST, and the 4th of July parade are all annual events that have been celebrated for years, closing off vehicle access to portions of Main Street between Pico to Marine for varying amounts of time. Sharing an Open Main Street was the next step in the evolution of those events. These events align with local and national movements that look at creative ways to repurpose space on our streets to support our communities.

Prepared By: Jacqui Swartz, Transportation Planning Associate, Mobility Division

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Packet Pg. 300 Attachment: Sharing An Open Main St Info Item FINAL 02.08.2022 (5309 : Resolution Adoption and MOU Approval for Open Main Street October City Council
Report
City Council Meeting: February 25, 2020
Agenda Item: 3.B
1 of 3
To: Mayor and City Council
From: Andy Agle, Director, Housing and Economic Development, Economic Development Division
Subject: Approval of Memorandum of Understanding for 2020 Soulstice Festival Recommended Action
Staff recommends that the City Council authorize the City Manager to negotiate and execute a Memorandum of Understanding with the Main Street Business Improvement Association to co-produce the 2020 Summer Soulstice festival.

Summary
The Summer Soulstice festival (Soulstice) is an annual community event that the Main Street Business Improvement Association (MSBIA) launched in 2001 to showcase the local businesses in the Main Street commercial district. For the third year in a row, Main Street is proposed to be closed to vehicles for the Soulstice festival. Staff recommends entering into a Memorandum of Understanding (MOU) with MSBIA to co-produce the 2020 Soulstice festival and define the roles, responsibilities, and financial contributions of each party.

Discussion
The MSBIA has produced the Soulstice festival, an annual, free, one-day, live-music event since 2001. The summer event was organized to celebrate Main Street’s businesses, attract residents and visitors to the area, and expand the entertainment offerings provided at the Sunday Main Street Farmers Market. The event brings vitality to the street, offers the community an opportunity to enjoy free, live musical entertainment in an outdoor setting, and provides an economic boost to the retailers and restaurants on Main Street. The 2020 Soulstice is planned to feature live bands, a sidewalk sale by Main Street merchants, 150 vendor booths in the street, and beer and wine gardens in private parking lots. This year marks the 20 th year of the festival.

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Packet Pg. 301 Attachment: Council Report February 25, 2020 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Festival) 2 of 3
As in 2019, the 2020 Soulstice festival is planned to include the closure of Main Street to vehicular traffic from Pico Boulevard to Marine Street on June 28, 2020 from 9:00AM to 9:00PM. The 2019 street closure was a success because it provided for an expanded closed-street environment, increased the number of exhibitors and activity areas, and allowed for a better integration of the north and south sections of the commercial district. The Ocean Park Association, which represents the neighborhood surrounding Main Street, has expressed its support for the full road closure.

Staff recommends that the City enter into an MOU with MSBIA to co-produce the 2020 Soulstice festival, to be held on June 28, 2020. Under the terms of the proposed MOU, MSBIA would assume responsibility for organizing and managing the event, as well as obtaining all appropriate permits. MSBIA would also be responsible for contracting with an event promoter and musical acts, securing the event space on private property, contracting with vendors and sponsors, and raising the funds necessary to support the event, which is estimated to cost approximately $120,000.

The City would be responsible for providing oversight and coordination of the City’s permitting process, granting access to the street banner on Main Street, coordinating the City’s social media promotion of the event, and providing fee waivers and reductions as well as direct and indirect financial assistance. In addition to indirect support, the City is expected to provide $26,000 in direct financial assistance to support the event costs, including $1,000 from the Buy Local program budget and $25,000 from the Council Discretionary Funds ($8,000 appropriated June 25, 2019 and $17,000 appropriated January 14, 2020).

Past Council Actions
Meeting Date Description
02/26/19
(attachment A)
Authorization to enter into MOU with MSBIA to co-produce the 2019 Soulstice festival
05/08/18
(attachment B)
Authorization to enter into a MOU with MSBIA to co-produce the 2018 Soulstice festival

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Packet Pg. 302 Attachment: Council Report February 25, 2020 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Festival) 3 of 3
Financial Impacts and Budget Actions
Staff seeks authority to enter into an MOU with MSBIA to co-produce the 2020 Soulstice festival. The indirect costs associated with the event, including fee waivers, fee reductions, and in-kind staff time, are funded from the various City department budgets, including Housing and Economic Development, Community and Cultural Services, Police, and Fire. The City’s direct financial contribution is $26,000.

MOU Request
Request Amount FY 2019-20 Department / Account # Total MOU Amount $17,000 Council / 01100001.532330.12012 $17,000
$ 8,000 Council / 01100001.532330.12002 $ 8,000
$ 1,000 HED / 01160004.537040 $ 1,000
Total $26,000
Prepared By: Erika Cavicante, Senior Development Analyst Approved Forwarded to Council

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Packet Pg. 303 Attachment: Council Report February 25, 2020 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Festival) City Council
Report
City Council Meeting: February 26, 2019
Agenda Item: 3.H
1 of 3
To: Mayor and City Council
From: Andy Agle, Director, Housing and Economic Development, Economic Development Division
Subject: Memorandum Of Understanding for 2019 Soulstice Festival Recommended Action
Staff recommends that the City Council authorize the City Manager to negotiate and execute a Memorandum of Understanding with the Main Street Business Improvement Association to co-produce the 2019 Summer Soulstice festival.

Summary
The Summer Soulstice festival (Soulstice) is an annual community event that the Main Street Business Improvement Association (MSBIA) launched in 2001 to showcase the local businesses in the Main Street commercial district. For the second year in a row, Main Street will be closed to vehicles for the Soulstice festival. Staff recommends entering into a Memorandum of Understanding (MOU) with MSBIA to co-produce the 2019 Soulstice festival and define the roles, responsibilities, and financial contributions of each party.

Discussion
The MSBIA has produced the Soulstice festival, an annual, free, one-day, live-music event, since 2001. The summer event was organized to celebrate Main Street’s businesses, attract residents and visitors to the area, and expand the entertainment offerings provided at the Sunday Main Street Farmers Market. The event brings vitality to the street, offers the community an opportunity to enjoy free, live musical entertainment in an outdoor setting, and provides an economic boost to the retailers and restaurants on Main Street. The 2019 Soulstice will feature live bands, a sidewalk sale by Main Street merchants, 150 vendor booths in the street, and beer and wine gardens in private parking lots.

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Packet Pg. 304 Attachment: Council Report February 26, 2019 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Festival) 2 of 3
For the first time in its history, the 2018 Soulstice festival included the closure of a portion of Main Street to vehicular traffic, from Pico Boulevard to Ocean Park Boulevard.

The street closure expanded the capacity for public participation in the event and allowed for additional activation of the area. The street closure was a success and MSBIA proposes for the 2019 Soulstice festival to extend the closure of Main Street from Pico Boulevard to Pier Avenue, from 9:00 AM to 9:00 PM on June 23, 2019 to provide an expanded closed street environment, increase the number of exhibitors and activity areas, and better integrate the north and south sections of the commercial district. The Ocean Park Association has expressed its support of the extended street closure.

Staff recommends that the City enter into an MOU with MSBIA to co-produce the 2019 Soulstice festival, proposed to be held on June 23, 2019. Under the terms of the proposed MOU, MSBIA would assume responsibility for organizing and managing the event, as well as obtaining all appropriate permits. MSBIA would also be responsible for contracting with an event promoter and musical acts, securing the event space on private property, contracting with vendors and sponsors, and raising all the funds necessary to support the event, which is estimated to cost approximately $110,000.

The City would be responsible for providing oversight and coordination of the City’s permitting process, granting access to the street banner on Main Street, coordinating the City’s social media promotion of the event, and fee waivers and reductions. Staff anticipates that the amount of indirect City support for the 2019 Soulstice will be higher than in 2018 due to the increased expenses associated with the extended street closure. In addition to indirect support, the City is expected to provide $26,000 in direct financial assistance to support the event costs, including $1,000 from the Buy Local program budget and $25,000 from Council Discretionary Funds ($8,000 appropriated June 12, 2018 and $17,000 appropriated January 22, 2019).

Past Council Actions

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Packet Pg. 305 Attachment: Council Report February 26, 2019 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Festival) 3 of 3
Meeting Date Description
02/28/17
(attachment A)
Authorization to enter into a MOU with MSBIA to co-produce the 2017 Soulstice festival
05/08/18
(attachment B)
Authorization to enter into a MOU with MSBIA to co-produce the 2018 Soulstice festival
Financial Impacts and Budget Actions
Staff seeks authority to enter into an MOU with MSBIA to co-produce the 2019 Soulstice festival. The indirect costs associated with the event, including fee waivers, fee reductions, and in-kind staff time, are funded from various City department budgets, including Housing and Economic Development, Community and Cultural Services, Police, and Fire. The City’s direct financial contribution is $26,000.

MOU Request
Request Amount FY 2018-19 Department / Account # Total MOU Amount $17,000 Council / 01100001.532330.12012 $17,000
$ 8,000 Council / 01100001.532330.12002 $ 8,000
$ 1,000 HED / 01160004.537040 $ 1,000
Total $26,000
Prepared By: Erika Cavicante, Senior Development Analyst Approved Forwarded to Council
Attachments:

A. Council Rpt 02.28.2017 - Staff Report
B. Council Rpt 05.08.2018 - Staff Report

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Packet Pg. 306 Attachment: Council Report February 26, 2019 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Festival) City Council
Report
City Council Meeting: May 8, 2018
Agenda Item: 3.F
1 of 6
To: Mayor and City Council
From: Andy Agle, Director, Housing and Economic Development, Economic Development Division
Subject: Memorandum of Understanding for 2018 Soulstice Event Recommended Action
Staff recommends that the City Council authorize the City Manager to negotiate and execute a Memorandum of Understanding with the Main Street Business Improvement Association to co-produce the 2018 Summer Soulstice event.

Executive Summary
The Summer Soulstice festival is an annual community event that the Main Street Business Improvement Association (MSBIA) has held since 2001 to showcase the Main Street commercial district. The event attracts approximately 7,000 to 10,000 local and regional attendees to hear live music and to experience the businesses along the onemile business corridor. Beginning in 2011, the City has provided funding and staffing assistance to MSBIA for the event’s production. Staff recommends a memorandum of understanding to define the roles, responsibilities, and contributions of each party.

For the first time in its history, the 2018 Soulstice festival proposes to close a portion of Main Street to vehicle traffic. Starting at Pico Boulevard and extending south to Ocean Park Boulevard, the street would be closed from 10:00 AM to 9:00 PM. The street closure would not only expand the capacity for public participation in the event, it would also allow for additional activation of the area. The proposed street closure also increases the costs for staging the event, especially in the areas of public safety and traffic control. While MSBIA is working to raise additional funding for the event through increased sponsorships and vendors, a funding gap is anticipated. At its April 10, 2018 meeting, Council allocated an additional $14,000 of its discretionary funds to MSBIA to help offset the additional public safety expense.

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Packet Pg. 307 Attachment: Council Report May 8, 2018 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Festival) 2 of 6
Background
The Main Street Business Improvement Association (MSBIA) has produced the Summer Soulstice festival (Soulstice), an annual, free, one-day, live-music event, since 2001. The event features bands on stages located on several closed side streets along Main Street, as well as an accompanying sidewalk sale by Main Street merchants, and, in some years, an entertainment area for children. The summer event was organized to celebrate Main Street’s businesses, attract residents and visitors to the area, and expand the entertainment offerings provided at the Sunday Main Street Farmers Market. The event brings vitality to the street, offers the community an opportunity to enjoy free, live musical entertainment in an outdoor setting, and provides an economic boost to the retailers and restaurants on Main Street. The Main Street commercial district begins at Pico Boulevard to the north and extends to the southern City boundary, just south of Marine Street.

For many years, MSBIA’s Executive Director and the organization’s board members solely produced and financed the one-day Summer Soulstice event. As production costs and administrative responsibilities have risen over time, MSBIA has sought participants to help with the administrative duties, as well as sponsors and vendors to help offset the expense.

Beginning in FY 2011-12 and annually thereafter, Council has allocated discretionary funds to support events organized by the business improvement districts (BIDs) that include MSBIA, as well as the Pico Boulevard and Montana Avenue districts.

Downtown Santa Monica, Inc. does not participate in the discretionary funding allocation since it is primarily organized as a property-based assessment district. MSBIA has used the discretionary funds to cover the City’s fees related to the production of the Soulstice event. The amount of Council discretionary funds allocated to MSBIA has varied each year. The City provided $2,500 in FY 2011-12; $3,750 in FY 2012-13, and $7,000 in FY 2013-14. In FY 2014-15, the amount of discretionary funding was reduced to $4,000 because the City was able to reduce Police and Fire staffing costs associated with the event. In FY 2015-16 and FY 2016-17, Council provided $7,000 in

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Packet Pg. 308 Attachment: Council Report May 8, 2018 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Festival) 3 of 6
discretionary funds to MSBIA and to each of the other BIDs. For FY 2017-18, the City has increased the amount each of the three BIDs receives to $8,000.

In 2011, the City’s Buy Local program began providing partnership grant funds to the three BIDs of up to $1,500 annually. MSBIA has primarily used the Buy Local grant to help fund some of the Summer Soulstice marketing and promotion costs, as the event helps promote the Buy Local program.

In 2015, the City established an Event Partnership Administrative Instruction (AI) that specified conditions and requirements for City sponsorship and co-production of community events. The AI authorizes the City to partner with organizations to provide funds, fee waivers, and use of City staff time for planning and implementation of qualified events. The value of the sponsorship or co-production varies. The City coproduced the 2015 Summer Soulstice event and MSBIA received approximately $13,604 in City support, comprised of Council discretionary funds, Buy Local funds, fee waivers, fee reductions, and in-kind staff time to contribute to the event’s total expense of approximately $32,000. The City also co-produced the 2016 Soulstice festival, and MSBIA received $16,823 in City support, which included allowing for an over-the-street banner, promotion of the event via the City’s social media outlets, fee waivers, fee reductions, and additional City fees associated with public safety staffing requirements, to help offset the total event expense of approximately $40,000. The value of the City resources provided to MSBIA is based on the actual cost of City fees, as well as staff time. While the City was considered a co-producer for both the 2015 and 2016 Soulstice events, both events were processed by the Community and Cultural Service events program and no MOU was executed.

At its February 28, 2017 meeting, Council authorized staff to enter into a MOU with MSBIA to co-produce the 2017 Soulstice festival (Attachment A). MSBIA received $19,313 of City support in the form of expense reimbursement, in-kind staff assistance, and some fee waivers to contribute towards the total event expense of approximately $66,000. The City’s increased support in 2017 was primarily due to a change in the City’s parking-rate structure for reserving spaces in the City parking lots.

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Packet Pg. 309 Attachment: Council Report May 8, 2018 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Festival) 4 of 6
The Soulstice festival is a signature event for MSBIA and the Main Street commercial district. The City has historically welcomed the opportunity to co-produce the event because it aligns with several City’s goals. For example, the event draws a broad audience that includes both locals and regional visitors of all ages. The festival also brings the community together and creates a sense of connection where attendees can gather and socialize. In addition, the event allows attendees to explore Main Street stores and restaurants, and encourages spending locally, thereby supporting Economic Opportunity.

Discussion
For several years, MSBIA has been interested in the closure of Main Street in conjunction with Soulstice in order to expand the event program area and increase pedestrian circulation. Due to the success of COAST, the open-streets event the City produced in 2016 and 2017, MSBIA requested the closure of Main Street for the 2017 Soulstice. Staff determined that a variety of internal policies and requirements would need to be addressed in order to permit the closure of Main Street and that there was insufficient time to do so prior to the 2017 event. While evaluating the closure of Main Street from Pico Boulevard to the southern City boundary for the 2018 Soulstice, a closure of Main Street from Pico to Ocean Park Boulevard was agreed upon between staff and MSBIA. The 2018 Soulstice festival will be held on June 24, 2018. Main Street will be closed to vehicle traffic beginning at Pico Boulevard, and extending south to Ocean Park Boulevard from 10:00AM to 9:00PM. The street closure allows for additional activations, and it will provide attendees a new way to interact and experience the businesses along Main Street. The Ocean Park Association expressed their support for the closure of Main Street as part of the 2018 Soulstice.

The street closure also increases the costs for staging the event because of the increased requirements for public safety and traffic control. For 2018’s Soulstice, water barricades will be required at a cost of approximately $15,000; the costs for fire and medical personnel is estimated at $7,800, an increase of $6,500 from the 2017 Soulstice; and additional traffic control and police cost is estimated at $5,100, an

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increase of $2,200 from 2017. The public safety expenses add up to a total of $27,900 in production costs, an increase of $23,700 over 2017’s costs.

While MSBIA has been working to offset the increased costs by increasing the number of sponsors and vendors, at its April 10, 2018 meeting, Council allocated an additional $14,000 in discretionary funds to help with the additional public safety and traffic control expenses. For FY 2017-18, MSBIA will receive a total of $22,000 in Council discretionary funds, reflecting $14,000 allocated on April 10, 2018 and $8,000 allocated for FY 2017-18.

Staff recommends that the City enter into a memorandum of understanding (MOU) with MSBIA to co-produce the 2018 Soulstice festival being held on June 24, 2018. This is the second year the City will formalize its co-production of the event by entering into an MOU with MSBIA that would outline the scope of the event, responsibilities of each party, and City support. Staff anticipates that the amount of City support for the 2018 Soulstice will be higher than what was provided in 2017 due to the increased expenses associated with the street closure. The MOU would assign MSBIA with the responsibility for obtaining all appropriate permits, as well as organizing and managing the event. The City would be responsible for providing oversight and coordination of the City’s permitting process, access to the street banner on Main Street, coordination of the City’s social media promotion of the event, fee waivers, fee reductions, and $23,500 in direct financial assistance to support the event. MSBIA would be responsible for contracting with an event promoter, musical acts, securing the event space on private property, contracting with vendors and sponsors, and managing the event expenses, which are estimated at $71,500.

Financial Impacts and Budget Actions
Funds in the amount of $23,500 to support the event are available in the FY 2017-18 budget in the City Council and Housing and Economic Development Departments at accounts 01201.579002 ($22,000) and 012681.522340 ($1,500), respectively. The indirect costs associated with the event, including fee waivers, fee reductions, and inkind staff time, are funded from the various City department budgets, including Housing

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and Economic Development, Community and Cultural Services, Police, and Fire.

Prepared By: Erika Cavicante, Senior Development Analyst Approved Forwarded to Council
Attachments:

A. MSBIA MOU for Soulstice 2017 Council Meeting 02.28.2017 - Staff Report B. MSBIA Oaks Initiative 05. 2017

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Packet Pg. 312 Attachment: Council Report May 8, 2018 (5309 : Resolution Adoption and MOU Approval for Open Main Street October Festival) 1 Vernice Hankins
From: Curt Cotter <[email protected]>
Sent: Friday, September 9, 2022 3:18 PM
To: councilmtgitems
Subject: Main Street Closing for Octoberfest.

EXTERNAL
Sent from Mail for Windows
Dear Santa Monica Council person,
I object to the closing down of Main Street and the Money given to the Main Street Merchants for their Octoberfest.

I live a block from Main Street and object to the closing down of Main St. because it disrupters traffic patterns causing more problems for near by residents from added traffic and less parking available to residents.

I very much object to giving Main Street merchants $20,000 to subsidize their Octoberfest. The Octoberfest is an enterprise activity that only benefits the Main Street merchants. It does not benefit the residents by making the city greener, a better place to live or reduce property taxes; there are so many other ways to better spend the city’s money.

Sincerely
Dawn Cotter
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Packet Pg. 313 Attachment: Written Comments (5309 : Resolution Adoption and MOU Approval for Open Main Street October Festival) 1 Vernice Hankins
From: Sean Besser <[email protected]>
Sent: Tuesday, September 13, 2022 8:10 AM
To: councilmtgitems
Subject: Support for Roctober Street Closure on Main Street

EXTERNAL
Hello Mayor Himmelrich, CouncilMembers,
Sean Besser here. I am VP of The Ocean Park Association and chairing our Main Street Task Force. I ask you to vote yes on the Rocktoberfest street event. OPA voted to support the Main Street Merchants and we are looking forward to a day of Main Street as a pedestrian plaza.

Once again, we are going to have a pet costume contest and plan on showing a kid friendly movie in the Street.

Thank You,
~~Sean Besser
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Packet Pg. 314 Attachment: Written Comments (5309 : Resolution Adoption and MOU Approval for Open Main Street October Festival) City Council
Report
City Council Meeting: September 13, 2022
Agenda Item: 5.H
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To: Mayor and City Council
From: Denise Anderson Warren, City Clerk, Records and Election Services Department
Douglas Sloan, City Attorney, City Attorney's Office
Subject: 2022 Biennial Notice of Review of the City's Conflict of Interest Code Recommended Action
Staff recommends that the City Council, by Motion, receive and file the Fair Political Practices Commission 2022 Local Agency Biennial Notice advising that the city’s Conflict of Interest Code is currently under review.

Executive Summary
The Political Reform Act requires all local agencies to file a biennial notice to the City Council by October 1, 2022, advising whether any amendments to the City’s Conflict of Interest Code are necessary. The code is currently under review, and we believe amendments likely will be necessary. Following the receipt and filing of the 2022 Biennial Notice, staff will provide sufficient notice of the revisions and present the revised code to Council for approval within 90 days, as required.

Financial Impacts and Budget Actions
There is no immediate financial impact or budget action necessary as a result of the recommended actions.

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Prepared By: Esterlina Lugo, Deputy City Clerk
Approved Forwarded to Council
Attachments:

A. 2020 Biennial Notice_COI Review/Amendment_NEED TO SWAP OUT 2020 NOTICE WITH THE 2022 NOTICE

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__________________________________________ _________________________ 2020 Local Agency Biennial Notice
Name of Agency:

Mailing Address:

Contact Person: Phone No.

Email: Alternate Email:

Accurate disclosure is essential to monitor whether officials have conflicts of interest and to help ensure public trust in government. The biennial review examines current programs to ensure that the agency’s code includes disclosure by those agency officials who make or participate in making governmental decisions.

This agency has reviewed its conflict of interest code and has determined that (check one BOX):
❑ An amendment is required. The following amendments are necessary:
(Check all that apply.)
 Include new positions
 Revise disclosure categories
 Revise the titles of existing positions
 Delete titles of positions that have been abolished and/or positions that no longer make or participate in making governmental decisions
 Other (describe)
❑ The code is currently under review by the code reviewing body. ❑ No amendment is required. (If your code is over five years old, amendments may be necessary.)
Verification (to be completed if no amendment is required) This agency’s code accurately designates all positions that make or participate in the making of governmental decisions. The disclosure assigned to those positions accurately requires that all investments, business positions, interests in real property, and sources of income that may foreseeably be affected materially by the decisions made by those holding designated positions are reported. The code includes all other provisions required by Government Code Section 87302.

Signature of Chief Executive Officer Date
All agencies must complete and return this notice regardless of how recently your code was approved or amended. Please return this notice no later than October 1, 2020, or by the date specified by your agency, if earlier, to:
(PLACE RETURN ADDRESS OF CODE REVIEWING BODY HERE)
PLEASE DO NOT RETURN THIS FORM TO THE FPPC.
www.fppc.ca.gov
FPPC Advice: [email protected] (866.275.3772)

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Santa Monica City CouncilSeptember 13, 2022

Santa Monica City Council
September 13, 2022