Agenda packet — Santa Monica City Council, May 23, 2023 (part 3 of 4)

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Packet Pg. 684 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 50 • Housing Authority Fund (12) — To account for the receipt and expenditure of federal funds related to housing programs.
• Local Return Fund (27) — To account for revenues and expenditures from the Proposition A, Proposition C and Measure R Local Return programs, three one-half cent sales tax measures approved by Los Angeles County voters to finance a countywide transit development program. • Low- and Moderate-Income Housing Asset Fund (41) — To account for the revenues and expenditures formerly in the Low- and Moderate-Income Housing Fund established under Community Redevelopment law.
• Miscellaneous Grants Fund (20) — To account for the receipt and expenditure of miscellaneous Federal, State and County awarded grants and special allocations provided to the City. • Parks and Recreation Fund (28) — To account for funds collected under the City's Unit Dwelling Tax.

These funds are to be used for the acquisition, improvement, and expansion of public parks, playgrounds, and recreational facilities.
• Rent Control Fund (25) — To account for revenues and expenditures of the Rent Control Board. Though included in the Annual Comprehensive Financial Report, the fund is not discussed in this document, as the budget is prepared separately for the Rent Control Board’s adoption. • South Coast Air Quality Management District (SCAQMD) Fund (18) — To account for the receipt of Air Quality Management District funds and eligible expenditures. • Special Revenue Source Fund (10) — To account for receipt and expenditure of monies restricted, committed or assigned for specific use.
• Tenant Ownership Rights Charter Amendment (TORCA) Fund (14) — To account for filing fee and conversion tax revenues and expenditures related to various housing programs authorized by Chapter XX of the City Charter.

PROPRIETARY (ENTERPRISE AND INTERNAL SERVICE) FUNDS
Proprietary (Enterprise and Internal Service) Funds are used to account for operations that are financed and operated in a manner similar to private business enterprises where (a) the intent is that the costs (expenses, including depreciation) of providing goods or services to the general public or City departments on a continuing basis be financed or recovered primarily through user charges, or (b) the City has decided that periodic determination of revenues earned, expenses incurred and/or net income is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. • Airport Fund (57) — To account for revenues and expenses connected with management of the Santa Monica Municipal Airport.

FY 2023-25 PROPOSED BIENNIAL BUDGET

FUND BALANCES - CLASSIFICATION OF FUNDS

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Packet Pg. 685 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 51 • Big Blue Bus (BBB) Fund (60) — To account for revenues and expenses related to operation of the City's municipal bus lines.
• Cemetery Fund (59) — To account for revenues and expenses associated with operation of Woodlawn Cemetery.
• Community Broadband Fund (55) — To account for revenues and expenses related to the City’s dark and lit fiber services. Effective FY 2023-24, the Community Broadband Fund (55) will be consolidated into the General Fund (01).
• Information Technology Replacement and Services Fund (71) — To account for user charges from other funds and expenses related to replacement of computer and telecommunication equipment. • Parking Authority Fund (61) — The Parking Authority is a financing authority for the City's parking structures.
• Pier Fund (53) — To account for revenues and expenses connected with management and development of the Santa Monica Pier.
• Resource Recovery and Recycling (RRR) Fund (54) — To account for revenues and expenses of operating the City's refuse collection, street sweeping and cleaning, and recycling programs. • Self-insurance, Bus Fund (73) — To account for contributions from the Big Blue Bus Fund and expenses related to the administration and payment of bus-related liability claims. • Self-insurance, General Liability and Auto Fund (72) — To account for user charges from other funds and expenses related to the administration and payment of general liability and auto claims. • Self-insurance, Risk Management Administration Fund (74) — To account for user charges from other funds and expenses related to the administration of the Risk Management Division. • Self-insurance, Workers’ Compensation Fund (75) — To account for contributions from City Departments for administration and payment of workers' compensation claims. • Stormwater Management Fund (52) — To account for revenues and expenses associated with stormwater management.
• Vehicle Management Fund (70) — To account for user charges from other funds and expenses related to replacement, maintenance and fueling of City owned vehicles, including specialized mechanical equipment.
• Wastewater Fund (51) — To account for revenues and expenses associated with maintaining the sanitary sewer and storm drain systems within the City. • Water Fund (50) — To account for revenues and expenses of providing water service.

FY 2023-25 PROPOSED BIENNIAL BUDGET

FUND BALANCES - CLASSIFICATION OF FUNDS

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Packet Pg. 686 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 52 Three other fund types that are included in the City’s Annual Comprehensive Financial Report are not budgeted for various reasons:

FIDUCIARY FUNDS
Fiduciary Funds are used to account for resources held for the benefit of parties outside the City. The fund resources are not available to support City programs and therefore they are not budgeted. • General Trust Fund (80) — To account for payroll withholding due State and Federal agencies, Environmental Impact Report (EIR) monies deposited by developers and other resources held in trust for the benefit of parties outside the City.
• Private Purpose Trust Fund (43) — To account for the distribution of assets of the dissolved Redevelopment Agency of the City of Santa Monica.
• Street Light Fund (83) — To account for collected payments of street assessments.

PERMANENT FUNDS
Permanent Funds, which consist of Cemetery Perpetual Care (81) Fund and Mausoleum Perpetual Care (82) Fund, are used to report resources that reflect only earnings, not principal, to be used for City programs. Earnings from these two funds are transferred to the Cemetery Fund to support the cemetery operations. While the two perpetual care funds are not budgeted, the Cemetery Fund budgets the transfer amounts.

DEBT SERVICE FUND
Debt Service Fund is used to account for the accumulation of resources for, and the payment of, general long-term debt principal and interest.

FY 2023-25 PROPOSED BIENNIAL BUDGET

FUND BALANCES - CLASSIFICATION OF FUNDS

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Packet Pg. 687 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 53 FY 2023-25 PROPOSED BIENNIAL BUDGET

FUND BALANCES - FUND BALANCE PROJECTIONS
The following section shows fund balance projections for each year of the biennial budget in the three major categories: General Fund, Special Revenue funds, and Proprietary (Enterprise and Internal Service) funds. Funds are budgeted to maintain a positive balance on a yearly basis. In the cases where budgeted expenditures exceed revenues, this indicates one-time capital projects where expenditures are funded from prior years’ revenue held in reserve for this purpose, except in the case of the Housing Authority, which requires a transfer of funds from the Special Revenue Source Fund.

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Packet Pg. 688 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 54 FY 2023-25 PROPOSED BIENNIAL BUDGET
FUND BALANCES - FUND BALANCE PROJECTIONS (FY 2023-24)
Fund Category/Type
6/30/2023
Projected
Ending
Fund Balance
FY 2023-24
Budgeted
Revenues
FY 2023-24
Budgeted
Expenditures
Operating
Transfers /
Use of
Reserves
6/30/2024
Projected
Ending
Fund Balance Change $
Change
%
General a $ 4,880,702 $ 438,689,358 $ (436,874,538) $ - $ 6,695,522 $ 1,814,820 37.2% Beach Recreation b - 16,767,189 (15,917,291) - 849,898 849,898 N/A Citizens' Option for Public Safety 720,463 225,000 (106,955) - 838,508 118,045 16.4% Clean Beaches / Ocean Parcel Tax 12,145,321 4,602,895 (8,837,297) - 7,910,919 (4,234,402) -34.9% CDBG c - 1,533,710 (1,544,499) 10,789 - - N/A
Gas Tax 250,325 4,957,637 (4,932,472) - 275,490 25,165 10.1% Housing Authority 2,657,950 29,214,740 (29,838,470) - 2,034,220 (623,730) -23.5% Local Return c - 8,628,542 (10,151,567) 1,523,025 - - N/A Low/Moderate Income Housing Asset 13,711,210 500,000 (389,364) - 13,821,846 110,636 0.8% Miscellaneous Grants c - 7,619,388 (7,972,967) 353,579 - - N/A Parks and Recreation Facilities - 3,000 - - 3,000 3,000 N/A SCAQMD AB2766 381,385 129,000 (112,000) - 398,385 17,000 4.5% Special Revenue Source 85,775,767 4,714,177 1,433,635 - 91,923,579 6,147,812 7.2% TORCA 1,210,582 185,000 (122,592) - 1,272,990 62,408 5.2% Airport 11,008,577 18,703,994 (19,228,795) - 10,483,776 (524,801) -4.8% Big Blue Bus 116,978,293 111,567,424 (110,790,082) - 117,755,634 777,341 0.7% Cemetery 2,940,530 2,389,760 (2,377,840) - 2,952,450 11,920 0.4% Parking Authority 100,335 40,000 (900) - 139,435 39,100 39.0% Pier d 4,603,465 8,786,676 (12,047,957) - 1,342,184 (3,261,281) -70.8% Resource Recovery and Recycling 14,966,889 35,003,605 (37,387,491) - 12,583,003 (2,383,886) -15.9% Stormwater Management e 1,859,213 2,126,858 (1,338,092) (400,000) 2,247,979 388,766 20.9% Wastewater f 31,283,071 24,311,954 (23,693,597) (2,892,931) 29,008,497 (2,274,574) -7.3% Water g 11,043,343 51,729,641 (46,636,852) (875,892) 15,260,240 4,216,897 38.2%

ENTERPRISE FUNDS

GENERAL FUND

SPECIAL REVENUE FUNDS
FUND BALANCE PROJECTIONS FY 2023-24

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Packet Pg. 689 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget 55 FY 2023-25 PROPOSED BIENNIAL BUDGET
FUND BALANCES - FUND BALANCE PROJECTIONS (FY 2023-24)
Fund Category/Type
6/30/2023
Projected
Ending
Fund Balance
FY 2023-24
Budgeted
Revenues
FY 2023-24
Budgeted
Expenditures
Operating
Transfers /
Use of
Reserves
6/30/2024
Projected
Ending
Fund Balance Change $
Change
%
FUND BALANCE PROJECTIONS FY 2023-24
Info Tech Replacement and Services 818,806 2,516,447 (2,895,400) - 439,853 (378,953) -46.3% Self-Insurance, Bus 7,524,992 4,470,000 (4,709,930) - 7,285,062 (239,930) -3.2% Self-Insurance, General / Auto Liability 10,880,032 12,355,000 (8,682,233) - 14,552,799 3,672,767 33.8% Self-Insurance, Risk Management Admin 1,774,479 6,113,500 (5,418,095) - 2,469,884 695,405 39.2% Self-Insurance, Workers' Compensation 62,527,924 14,270,000 (15,526,658) - 61,271,266 (1,256,658) -2.0% Vehicle Management h $ 7,837,237 $ 19,013,800 $ (18,796,456) $ (107,500) $ 7,947,081 $ 109,844 1.4% Total All Funds $ 407,880,890 $ 831,168,295 $ (824,896,755) $ (2,388,930) $ 411,763,500 $ 3,882,610 1.0%

INTERNAL SERVICE FUNDS
c. The CDBG (19), Miscellaneous Grants (20) and Local Return (27) funds revenues and expenditures do not consistently balance on an annual basis due to receipt of federal funding and grant timing.
f. The Wastewater (51) Fund reflects payment of debt service to the Clean Water State Revolving Fund for the Sustainable Water Infrastructure Project. h. The Vehicle Management (70) Fund transfer reflects the set aside of funds to reserves to support future fuel station replacement. b. The Beach Recreation (11) Fund reflects a $2.7 million advance/loan from the General (01) Fund, which is included in the budgeted expenditures. Depending on actual spending, General Fund support may be less than projected. d. The Pier (53) Fund June 30, 2023 projected ending funding balance includes an anticipated subsidy of working capital from the General fund that is in addition to the budgeted $0.2 million subsidy. Depending on actual spending, General Fund support may be less than projected. e. The Stormwater Management (52) Fund includes a transfer to set aside funds in reserves to support future capital projects. g. The Water (50) Fund reflects payment of debt service on the Water Revenue Bond partially offset by the use of Gillette Boeing Settlement reserves to fund capital water projects.
a. The General (01) Fund June 30, 2023 projected ending fund balance reflects working capital that is anticipated to be needed during the biennial budget period.

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Packet Pg. 690 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget 56 FY 2023-25 PROPOSED BIENNIAL BUDGET
FUND BALANCES - FUND BALANCE PROJECTIONS (FY 2024-25)
Fund Category/Type
6/30/2024
Projected
Ending
Fund Balance
FY 2024-25
Budgeted
Revenues
FY 2024-25
Budgeted
Expenditures
Operating
Transfers /
Use of
Reserves
6/30/2025
Projected
Ending
Fund Balance Change $
Change
%
General $ 6,695,522 $ 451,899,443 $ (458,594,965) $ - $ - $ (6,695,522) -100.0% Beach Recreation a 849,898 17,140,589 (17,255,716) 734,771 - (115,127) -13.5% Citizens' Option for Public Safety 838,508 225,000 (109,094) 954,414 - 115,906 13.8% Clean Beaches / Ocean Parcel Tax 7,910,919 4,676,211 (12,673,150) 86,020 - (7,910,919) -100.0% CDBG b 1,199,558 - (452,289) 747,269 - 747,269 N/A
Gas Tax 275,490 5,173,328 (4,688,969) 759,849 - 484,359 175.8% Housing Authority 2,034,220 30,242,658 (30,440,595) 1,836,283 - (197,937) -9.7% Local Return b 7,743,736 - (7,076,456) 667,280 - 667,280 N/A Low/Moderate Income Housing Asset 13,821,846 500,000 (389,364) 13,932,482 - 110,636 0.8% Miscellaneous Grants b 3,445,573 - (1,091,092) 2,354,481 - 2,354,481 N/A Parks and Recreation Facilities 3,000 3,000 - - 6,000 100.0% 3,000 SCAQMD AB2766 398,385 129,000 - 527,385 - 129,000 32.4% Special Revenue Source 91,923,579 4,814,177 874,154 97,611,910 - 5,688,331 6.2% TORCA 1,272,990 185,000 (122,714) 1,335,276 -
62,286 4.9%
Airport 10,483,776 20,364,117 (24,611,196) 6,236,697 - (4,247,079) -40.5% Big Blue Bus c 117,755,634 124,557,283 (94,138,266) (16,655,860) 131,518,791 13,763,157 11.7% Cemetery 2,952,450 2,468,560 (2,335,894) 3,085,116 - 132,666 4.5% Parking Authority 139,435 40,000 (900) 178,535 - 39,100 28.0% Pier d 1,342,184 8,870,002 (10,212,186) - - (1,342,184) -100.0% Resource Recovery and Recycling 12,583,003 39,413,352 (38,858,661) 13,137,694 - 554,691 4.4% Stormwater Management e 2,247,979 2,126,858 (1,431,365) (400,000) 2,543,472 295,493 13.1% Wastewater f 29,008,497 27,095,343 (25,892,349) (2,935,733) 27,275,758 (1,732,739) -6.0% Water g 15,260,240 55,680,506 (50,117,447) (2,304,049)
18,519,250 3,259,010 21.4%
FUND BALANCE PROJECTIONS FY 2024-25

GENERAL FUND

SPECIAL REVENUE FUNDS

ENTERPRISE FUNDS

7.A.a
Packet Pg. 691 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget 57 FY 2023-25 PROPOSED BIENNIAL BUDGET
FUND BALANCES - FUND BALANCE PROJECTIONS (FY 2024-25)
Fund Category/Type
6/30/2024
Projected
Ending
Fund Balance
FY 2024-25
Budgeted
Revenues
FY 2024-25
Budgeted
Expenditures
Operating
Transfers /
Use of
Reserves
6/30/2025
Projected
Ending
Fund Balance Change $
Change
%
FUND BALANCE PROJECTIONS FY 2024-25
Info Tech Replacement and Services 439,853 2,516,447 (2,956,300) - - (439,853) -100.0% Self-Insurance, Bus 7,285,062 4,270,000 (5,391,090) 6,163,972 - (1,121,090) -15.4% Self-Insurance, General / Auto Liability 14, 552,799 14,155,000 (10,094,358) 18,613,441 - 4,060,642 27.9% Self-Insurance, Risk Management Admin 2,469,884 7,123,900 (5,532,728) 4,061,056 - 1,591,172 64.4% Self-Insurance, Workers' Compensation 61,271,266 14,770,000 (15,961,548) 60,079,718 - (1,191,548) -1.9% Vehicle Management h $ 7,947,081 $ 19,269,770 $ (15,028,466) $ (107,500) $ 12,080,885 $ 4,133,804 52.0% Total All Funds 411,763,500 $ $ 870,098,411 $ (834,583,004) $ (22,317,122) $ 424,961,785 $ 13,198,285 3.2% g. The Water (50) Fund reflects payment of debt service on the Water Revenue Bond partially offset by the use of Gillette Boeing Settlement reserves to fund capital water projects.
h. The Vehicle Management (70) Fund transfer reflects the set aside of funds to reserves to support future fuel station replacement. b. The CDBG (19), Miscellaneous Grants (20) and Local Return (27) funds revenues and expenditures do not consistently balance on an annual basis due to receipt of federal funding and grant timing.
d. The Pier (53) fund reflects a $3.2 million subsidy from the General Fund, which is included in the budgeted expenditures. Depending on actual spending, General Fund support may be less than projected.
e. The Stormwater Management (52) Fund includes a transfer to set aside funds in reserves to support future capital projects. f. The Wastewater (51) Fund reflects transfer use reserves for payment of debt service to the Clean Water State Revolving Fund for the Sustainable Water Infrastructure Project.

INTERNAL SERVICE FUNDS
a. The Beach Recreation (11) Fund reflects a $2.6 million advance/loan from the General (01) Fund, which is included in the budgeted expenditures. Depending on actual spending, General Fund support may be less than projected. c. FY 2024-25 budgeted capital expenditures are subject to change due to potential changes in capital activity. Transfers reflected in this table serves as an adjustment related to additional capital expenditures that will be programmed as part of the FY 2024-26 Biennial Capital Improvement Program budget process.

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Packet Pg. 692 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget FY 2023-25 PROPOSED BIENNIAL BUDGET

REVENUES

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Packet Pg. 693 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 58 FY 2023-25 PROPOSED BIENNIAL BUDGET
REVENUES - SUMMARY BY CATEGORY & FUND (FY 2023-24)
Fund Property
Taxes Sales Taxes Other Taxes Licenses & Permits
Fines and
Forfeitures
Charges for
Services
Investment /
Rent
Intergovernmental /
Grants
Other Budget Total
General $ 81,461,289 $ 77,695,000 $ 158,760,605 $ 36,567,610 $ 13,326,284 $ 53,570,626 $ 11,149,513 $ 1,538,961 $ 4,619,470 $ 438,689,358 Airport - - - - - 17,149,328 270,000 - 1,284,666 18,703,994 Beach Recreation - - - 123,250 - 14,138,207 1,335,862 37,379 1,132,491 16,767,189 Big Blue Bus - 86,448,120 - - - 10,135,248 - 11,436,615 3,547,441 111,567,424 Cemetery - - - - - 2,292,200 5,000 - 92,560 2,389,760
COPS - - - - - - 5,000 220,000 - 225,000
Clean Beaches &
Ocean Parcel Tax - - 3,660,172 - - - 130,000 812,723 - 4,602,895 CDBG - - - - - - 5,000 1,528,710 - 1,533,710
Gas Tax - - - - - - 18,000 4,939,637 - 4,957,637
Housing Authority - - - - - - - 29,214,740 - 29,214,740 Information Technology - - - - - 2,416,447 100,000 - - 2,516,447 Local Return - - - - - - - 8,628,542 - 8,628,542
Low & Moderate Income
Housing Asset - - - - - - 100,000 - 400,000 500,000
Misc. Grants - - - - - - - 7,584,388 35,000 7,619,388
Parking Authority - - - - - - 40,000 - - 40,000
Parks & Recreation - - - - - - 3,000 - - 3,000
Pier - - - - - 8,783,273 3,403 - - 8,786,676
Resources Recovery &
Recycling - - - - - 34,297,070 250,000 - 456,535 35,003,605 Self-insurance, Bus - - - - - 4,400,000 70,000 - - 4,470,000 Self-Insurance, General
Liability/Auto - - - - - 12,200,000 155,000 - - 12,355,000 Self-insurance, Risk
Management Admin - - - - - 6,113,500 - - - 6,113,500
Self-insurance, Workers'
Comp - - - - - 13,500,000 770,000 - - 14,270,000
SCAQMD - - - - - - 10,000 119,000 - 129,000
Special Revenue Source - - - - - 448,107 230,000 547,516 3,488,554 4,714,177 Stormwater - - - - - 1,706,858 20,000 - 400,000 2,126,858 TORCA - - 25,000 - - - 110,000 - 50,000 185,000
Vehicle Management - - - - - 18,421,200 440,000 - 152,600 19,013,800 Wastewater - - - - - 23,231,954 860,000 - 220,000 24,311,954 Water - - - - - 50,424,641 750,000 - 555,000 51,729,641 SUBTOTAL $ 81,461,289 $ 164,143,120 $ 162,445,777 $ 36,690,860 $ 13,326,284 $ 273,228,659 $ 16,829,778 $ 66,608,211 $ 16,434,317 $ 831,168,295 Reimbursements &
Transfers - - - - - (82,591,029) (1,433,025) - - (84,024,054) TOTAL $ 81,461,289 $ 164,143,120 $ 162,445,777 $ 36,690,860 $ 13,326,284 $ 190,637,630 $ 15,396,753 $ 66,608,211 $ 16,434,317 $ 747,144,241 FY 2023-24 REVENUE SUMMARY BY CATEGORY & FUND

7.A.a
Packet Pg. 694 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget 59 FY 2023-25 PROPOSED BIENNIAL BUDGET
REVENUES - SUMMARY BY CATEGORY & FUND (FY 2024-25)
Fund Property
Taxes Sales Taxes Other Taxes Licenses & Permits
Fines and
Forfeitures
Charges for
Services
Investment /
Rent
Intergovernmental /
Grants
Other Budget Total
General $ 83,895,666 $ 79,888,000 $ 161,493,019 $ 37,211,527 $ 13,343,910 $ 54,549,709 $ 12,019,930 $ 2,276,801 $ 7,220,881 $ 451,899,443 Airport - - - - - 18,780,110 270,000 - 1,314,007 20,364,117 Beach Recreation - - - 123,250 - 14,260,841 1,579,062 38,127 1,139,309 17,140,589 Big Blue Bus - 88,239,078 - - - 10,750,333 - 21,919,372 3,648,500 124,557,283 Cemetery - - - - - 2,367,900 5,000 - 95,660 2,468,560
COPS - - - - - - 5,000 220,000 - 225,000
Clean Beaches &
Ocean Parcel Tax - - 3,733,376 - - - 130,000 812,835 - 4,676,211 CDBG - - - - - - 5,000 1,194,558 - 1,199,558
Gas Tax - - - - - - 18,000 5,155,328 - 5,173,328
Housing Authority - - - - - - - 30,242,658 - 30,242,658 Information Technology - - - - - 2,416,447 100,000 - - 2,516,447 Local Return - - - - - - - 7,743,736 - 7,743,736
Low & Moderate Income
Housing Asset - - - - - - 100,000 - 400,000 500,000
Misc. Grants - - - - - - - 3,410,573 35,000 3,445,573
Parking Authority - - - - - - 40,000 - - 40,000
Parks & Recreation - - - - - - 3,000 - - 3,000
Pier - - - - - 8,866,497 3,505 - - 8,870,002
Resources Recovery &
Recycling - - - - - 38,701,816 250,000 - 461,536 39,413,352 Self-insurance, Bus - - - - - 4,200,000 70,000 - - 4,270,000 Self-Insurance, General
Liability/Auto - - - - - 14,000,000 155,000 - - 14,155,000 Self-insurance, Risk
Management Admin - - - - - 7,123,900 - - - 7,123,900
Self-insurance, Workers'
Comp - - - - - 14,000,000 770,000 - - 14,770,000
SCAQMD - - - - - - 10,000 119,000 - 129,000
Special Revenue Source - - - - - 448,107 230,000 547,516 3,588,554 4,814,177 Stormwater - - - - - 1,706,858 20,000 - 400,000 2,126,858 TORCA - - 25,000 - - - 110,000 - 50,000 185,000
Vehicle Management - - - - - 18,679,070 440,000 - 150,700 19,269,770 Wastewater - - - - - 26,015,343 860,000 - 220,000 27,095,343 Water - - - - - 54,375,506 750,000 - 555,000 55,680,506 SUBTOTAL $ 83,895,666 $ 168,127,078 $ 165,251,395 $ 37,334,777 $ 13,343,910 $ 291,242,437 $ 17,943,497 $ 73,680,504 $ 19,279,147 $ 870,098,411 Reimbursements &
Transfers - - - - - (86,706,547) (1,433,025) - - (88,139,572) TOTAL $ 83,895,666 $ 168,127,078 $ 165,251,395 $ 37,334,777 $ 13,343,910 $ 204,535,890 $ 16,510,472 $ 73,680,504 $ 19,279,147 $ 781,958,839 FY 2024-25 REVENUE SUMMARY BY CATEGORY & FUND

7.A.a
Packet Pg. 695 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget 60 FY 2023-25 PROPOSED BIENNIAL BUDGET

REVENUES - FIVE-YEAR REVENUE SUMMARY
FY 2022-23 FY 2023-24 FY 2024-25
FY 2020-21 FY 2021-22 Revised Proposed Change Change Budget Fund/Revenue Category Actual Actual Budget Budget Amount Percent Plan Property Taxes $ 75,324,680 $ 75,980,972 $ 79,254,752 $ 81,461,289 $ 2,206,537 2.8% $ 83,895,666 Sales Taxes 64,301,901 76,698,693 77,971,800 77,695,000 (276,800) -0.4% 79,888,000 Other Local Taxes 98,955,859 157,399,065 154,052,530 158,760,605 4,708,075 3.1% 161,493,019 Licenses and Permits 25,963,474 35,337,524 35,129,456 36,567,610 1,438,154 4.1% 37,211,527 Fines and Forfeitures 7,779,861 12,262,875 13,381,964 13,326,284 (55,680) -0.4% 13,343,910 Charges for Service 36,793,794 43,100,868 47,055,049 53,570,626 6,515,577 13.8% 54,549,709 Investment (Interest) 9,372,127 1,174,433 2,600,000 2,900,000 300,000 11.5% 3,700,000 Rentals 5,291,570 6,578,878 7,828,021 8,249,513 421,492 5.4% 8,319,930 Intergovernmental 1,868,075 1,482,605 4,418,856 1,538,961 (2,879,895) -65.2% 2,276,801 Other 3,256,724 4,320,736 3,578,566 4,619,470 1,040,904 29.1% 7,220,881 Total General Fund 328,908,065 $ $ 414,336,650 $ 425,270,994 $ 438,689,358 $ 13,418,364 3.2% $ 451,899,443 Charges for Services $ 14,951,966 $ 16,508,884 $ 17,328,126 $ 17,149,328 $ (178,798) -1.0% $ 18,780,110 Investment (Interest) 385,038 160,525 270,000 270,000 0.0% - 270,000 Other 1,261,014 1,053,684 1,176,834 1,284,666 107,832 9.2% 1,314,007 Total Airport Fund 16,598,019 $ $ 17,723,093 $ 18,774,960 $ 18,703,994 $ (70,966) -0.4% $ 20,364,117 Investment (Interest) $ 22,074 $ 8,032 $ - $ - $ N/A - $ - Intergovernmental 154,472 282,386 - - N/A - -
Total Airport Fund 176,547 $ $ 290,418 $ - $ - $ N/A - $ - Licenses & Permits $ 71,617 $ 129,631 $ 123,250 $ 123,250 $ 0.0% - $ 123,250 Charges for Services 10,997,027 13,952,792 14,029,040 14,138,207 109,167 0.8% 14,260,841 Investment (Interest) 73,161 16,984 - - N/A - -
Rentals 841,816 1,436,692 1,335,862 1,335,862 0.0% - 1,579,062 Intergovernmental 50,873 28,899 28,899 37,379 29.3% 8,480 38,127 Other 748,435 1,342,959 782,795 1,132,491 349,696 44.7% 1,139,309 Total Beach Recreation Fund 12,782,930 $ $ 16,907,955 $ 16,299,846 $ 16,767,189 $ 467,343 2.9% $ 17,140,589

AIRPORT FUND

BEACH RECREATION FUND

FIVE-YEAR REVENUE SUMMARY
FY 2022-23 to FY 2023-24

GENERAL FUND

ASSET SEIZURE FUND

7.A.a
Packet Pg. 696 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget 61 FY 2023-25 PROPOSED BIENNIAL BUDGET

REVENUES - FIVE-YEAR REVENUE SUMMARY
FY 2022-23 FY 2023-24 FY 2024-25
FY 2020-21 FY 2021-22 Revised Proposed Change Change Budget Fund/Revenue Category Actual Actual Budget Budget Amount Percent Plan

FIVE-YEAR REVENUE SUMMARY
FY 2022-23 to FY 2023-24
Sales Taxes $ 39,666,655 $ 37,048,344 $ 74,101,950 $ 86,448,120 $ 12,346,170 16.7% $ 88,239,079 Charges for Services 3,426,680 9,551,395 9,647,112 10,135,248 488,136 5.1% 10,750,333 Investment (Interest) 589,421 85,761 - - N/A - -
Capital Grants 28,984,243 38,328,627 13,848,090 11,436,615 (2,411,475) -17.4% 21,919,372 Other 2,823,710 3,539,191 3,469,602 3,547,441 77,839 2.2% 3,648,500 Total Big Blue Bus Fund 75,490,709 $ $ 88,553,318 $ 101,066,754 $ 111,567,424 $ 10,500,670 10.4% $ 124,557,284 Charges for Services $ 2,443,202 $ 2,763,982 $ 1,963,912 $ 2,292,200 $ 328,288 16.7% $ 2,367,900 Investment (Interest) 21,381 10,987 5,000 5,000 0.0% - 5,000 Other 381,509 378,340 89,000 92,560 4.0% 3,560 95,660
Total Cemetery Fund 2,846,092 $ $ 3,153,309 $ 2,057,912 $ 2,389,760 $ 331,848 16.1% $ 2,468,560 Investment (Interest) $ 8,118 $ 2,874 $ 5,000 $ 5,000 $ 0.0% - $ 5,000 Intergovernmental 220,760 228,404 220,000 220,000 0.0% - 220,000 Total COPS Fund 228,878 $ $ 231,278 $ 225,000 $ 225,000 $ 0.0% - $ 225,000 Other Local Taxes $ 3,394,100 $ 3,466,243 $ 3,588,404 $ 3,660,172 $ 71,768 2.0% $ 3,733,376 Investment (Interest) 126,621 52,186 130,000 130,000 0.0% - 130,000 Intergovernmental 3,298,245 3,317,241 3,297,465 812,723 (2,484,742) -75.4% 812,835 Total Clean Bchs & Ocean Prcl Tax Fund 6,818,965 $ $ 6,835,669 $ 7,015,869 $ 4,602,895 $ (2,412,974) -34.4% $ 4,676,211 Charges for Services $ 3,299,401 $ 2,779,596 $ 2,567,375 $ - $ (2,567,375) -100.0% $ - Investment (Interest) 7,980 2,861 - - N/A - -
Total Community Broadband Fund 3,307,382 $ $ 2,782,457 $ 2,567,375 $ - $ (2,567,375) -100.0% $ - Investment (Interest) $ 291 $ 17 $ 5,000 $ 5,000 $ 0.0% - $ 5,000 Intergovernmental 2,465,110 1,324,848 1,235,326 1,528,710 293,384 23.7% 1,194,558 Total CDBG Fund 2,465,401 $ $ 1,324,865 $ 1,240,326 $ 1,533,710 $ 293,384 23.7% $ 1,199,558

COMMUNITY DEVELOPMENT BLOCK GRANTS (CDBG) FUND

CEMETERY FUND

COMMUNITY BROADBAND FUND

CITIZENS' OPTION FOR PUBLIC SAFETY (COPS) FUND

CLEAN BEACHES & OCEAN PARCEL TAX FUND

BIG BLUE BUS FUND

7.A.a
Packet Pg. 697 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget 62 FY 2023-25 PROPOSED BIENNIAL BUDGET

REVENUES - FIVE-YEAR REVENUE SUMMARY
FY 2022-23 FY 2023-24 FY 2024-25
FY 2020-21 FY 2021-22 Revised Proposed Change Change Budget Fund/Revenue Category Actual Actual Budget Budget Amount Percent Plan

FIVE-YEAR REVENUE SUMMARY
FY 2022-23 to FY 2023-24
Investment (Interest) $ 51,551 $ 22,136 $ 18,000 $ 18,000 $ 0.0% - $ 18,000 Intergovernmental 3,711,636 3,893,161 4,597,728 4,939,637 341,909 7.4% 5,155,328 Total Gas Tax Fund 3,763,186 $ $ 3,915,297 $ 4,615,728 $ 4,957,637 $ 341,909 7.4% $ 5,173,328 Investment (Interest) $ 4,304 $ 3,630 $ - $ - $ N/A - $ - Intergovernmental 21,669,582 26,801,001 27,086,442 29,214,740 2,128,298 7.9% 30,242,658 Total Housing Authority Fund 21,673,886 $ $ 26,804,631 $ 27,086,442 $ 29,214,740 $ 2,128,298 7.9% $ 30,242,658 Charges for Services $ 439,967 $ 1,249,018 $ 2,416,421 $ 2,416,447 $ 0.0% 26 $ 2,416,447 Investment (Interest) 52,051 10,533 100,000 100,000 - 0.0% 100,000 Total Information Technology Fund 492,018 $ $ 1,259,551 $ 2,516,421 $ 2,516,447 $ 0.0% 26 $ 2,516,447 Investment (Interest) $ 195,318 $ 81,494 $ 150,000 $ - $ -100.0% (150,000) $ - Intergovernmental 5,484,185 6,783,792 6,325,938 8,628,542 2,302,604 36.4% 7,743,736 Total Local Return Fund 5,679,503 $ $ 6,865,285 $ 6,475,938 $ 8,628,542 $ 2,152,604 33.2% $ 7,743,736 Investment (Interest) $ 198,423 $ 72,999 $ 100,000 $ 100,000 $ 0.0% - $ 100,000 Other 377,623 366,367 400,000 400,000 0.0% - 400,000
Total Low & Mod. Housing Asset Fund 576,046 $ $ 439,366 $ 500,000 $ 500,000 $ 0.0% - $ 500,000 Investment (Interest) $ - $ - $ - $ - $ N/A - $ -
Intergovernmental $ 19,573,047 $ 22,052,957 $ 28,271,324 $ 7,584,388 $ (20,686,936) -73.2% 3,410,573 Other 5,000 3,000 289,178 35,000 (254,178) -87.9% 35,000 Total Misc. Grants Fund 19,578,047 $ $ 22,055,957 $ 28,560,502 $ 7,619,388 $ (20,941,114) -73.3% $ 3,445,573 Investment (Interest) $ 33,012 $ 2,371 $ 40,000 $ 40,000 $ 0.0% - $ 40,000 Total Parking Authority Fund 33,012 $ $ 2,371 $ 40,000 $ 40,000 $ 0.0% - $ 40,000

GAS TAX FUND

HOUSING AUTHORITY FUND

INFORMATION TECHNOLOGY SERVICES AND REPLACEMENT FUND

LOCAL RETURN FUND

LOW AND MODERATE INCOME HOUSING ASSET FUND

MISCELLANEOUS GRANTS FUND

PARKING AUTHORITY FUND

7.A.a
Packet Pg. 698 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget 63 FY 2023-25 PROPOSED BIENNIAL BUDGET

REVENUES - FIVE-YEAR REVENUE SUMMARY
FY 2022-23 FY 2023-24 FY 2024-25
FY 2020-21 FY 2021-22 Revised Proposed Change Change Budget Fund/Revenue Category Actual Actual Budget Budget Amount Percent Plan

FIVE-YEAR REVENUE SUMMARY
FY 2022-23 to FY 2023-24
Investment (Interest) $ 1,057 $ 153 $ 3,000 $ 3,000 $ 0.0% - $ 3,000 Total Parks & Rec Facilities Fund $ 1,057 $ 153 $ 3,000 $ 3,000 $ 0.0% - $ 3,000 Charges for Services $ 3,163,590 $ 6,725,936 $ 9,003,696 $ 8,783,273 $ (220,423) -2.4% $ 8,866,497 Investment (Interest) 95,792 20,356 - - N/A - -
Rent - - - 3,403 3,403 N/A 3,505
Other 1,210 1,322 - - N/A - -
Total Pier Fund 3,260,592 $ $ 6,747,614 $ 9,003,696 $ 8,786,676 $ (217,020) -2.4% $ 8,870,002 Charges for Services $ 26,842,778 $ 27,347,037 $ 28,120,375 $ 34,297,070 $ 6,176,695 22.0% $ 38,701,816 Investment (Interest) 436,490 145,560 250,000 250,000 0.0% - 250,000 Other 281,575 698,161 446,976 456,535 2.1% 9,559 461,536 Total RRR Fund 27,560,843 $ $ 28,190,758 $ 28,817,351 $ 35,003,605 $ 6,186,254 21.5% $ 39,413,352 Charges for Services $ 5,200,000 $ 5,200,000 $ 5,200,000 $ 4,400,000 $ (800,000) -15.4% $ 4,200,000 Investment (Interest) 80,486 24,540 70,000 70,000 0.0% - 70,000 Total Self-Insurance, Bus Fund 5,280,486 $ $ 5,224,540 $ 5,270,000 $ 4,470,000 $ (800,000) -15.2% $ 4,270,000 Charges for Services $ 17,451,656 $ 67,719,187 $ 14,100,000 $ 12,200,000 $ (1,900,000) -13.5% $ 14,000,000 Investment (Interest) 98,257 55,218 155,000 155,000 0.0% - 155,000 Total Self-Ins., Gen Liab. / Auto Fund 17,549,913 $ $ 67,774,405 $ 14,255,000 $ 12,355,000 $ (1,900,000) -13.3% $ 14,155,000 Charges for Services $ 4,065,875 $ 4,472,123 $ 5,357,547 $ 6,113,500 $ 755,953 14.1% $ 7,123,900 Investment (Interest) - 730 - - N/A - -
Total Self-Ins., Risk Mgt.-Admin Fund 4,065,875 $ $ 4,472,853 $ 5,357,547 $ 6,113,500 $ 755,953 14.1% $ 7,123,900

SELF-INSURANCE, BUS FUND

SELF-INSURANCE, GENERAL LIABILITY / AUTO FUND

SELF-INSURANCE, RISK MANAGEMENT ADMINISTRATION FUND

RESOURCE RECOVERY AND RECYCLING (RRR) FUND

PARKS AND RECREATION FACILITIES FUND

PIER FUND

7.A.a
Packet Pg. 699 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget 64 FY 2023-25 PROPOSED BIENNIAL BUDGET

REVENUES - FIVE-YEAR REVENUE SUMMARY
FY 2022-23 FY 2023-24 FY 2024-25
FY 2020-21 FY 2021-22 Revised Proposed Change Change Budget Fund/Revenue Category Actual Actual Budget Budget Amount Percent Plan

FIVE-YEAR REVENUE SUMMARY
FY 2022-23 to FY 2023-24
Charges for Services $ 19,075,424 $ 16,978,358 $ 15,500,379 $ 13,500,000 $ (2,000,379) -12.9% $ 14,000,000 Investment (Interest) 965,159 358,964 770,000 770,000 0.0% - 770,000 Other 39,118 7,324 - - N/A - -
Total Self-Ins., Workers' Comp Fund 20,079,701 $ $ 17,344,645 $ 16,270,379 $ 14,270,000 $ (2,000,379) -12.3% $ 14,770,000 Investment (Interest) $ 16,958 $ 6,408 $ 10,000 $ 10,000 $ 0.0% - $ 10,000 Intergovernmental 120,598 120,147 137,004 119,000 (18,004) -13.1% 119,000 Total SCAQMD AB 2766 Fund 137,556 $ $ 126,555 $ 147,004 $ 129,000 $ -12.2% (18,004) $ 129,000 Charges for Services $ 560,304 $ 595,102 $ 5,448,107 $ 448,107 $ (5,000,000) -91.8% $ 448,107 Investment (Interest) 283,495 76,237 200,000 - -100.0% (200,000) - Rent 179,525 194,423 230,000 230,000 0.0% - 230,000
Intergovernmental - 547,516 - 547,516 0.0% - 547,516
Other 3,895,790 7,568,956 3,005,548 3,488,554 483,006 16.1% 3,588,554 Total Special Revenue Source Fund 4,919,115 $ $ 8,434,718 $ 9,431,171 $ 4,714,177 $ (4,716,994) -50.0% $ 4,814,177 Charges for Services $ 1,609,229 $ 1,419,613 $ 1,706,858 $ 1,706,858 $ 0.0% - $ 1,706,858 Investment (Interest) 104,575 42,570 20,000 20,000 0.0% - 20,000 Other 449,042 421,359 400,000 400,000 0.0% - 400,000
Total Stormwater Management Fund 2,162,846 $ $ 1,883,541 $ 2,126,858 $ 2,126,858 $ 0.0% - $ 2,126,858 Other Local Taxes $ 48,060 $ 36,732 $ 25,000 $ 25,000 $ 0.0% - $ 25,000 Investment (Interest) 102,957 28,814 110,000 110,000 0.0% - 110,000 Other 268,794 183,542 50,000 50,000 0.0% - 50,000
Total TORCA Fund 419,811 $ $ 249,087 $ 185,000 $ 185,000 $ 0.0% - $ 185,000 Charges for Services $ 10,716,549 $ 14,214,770 $ 17,232,235 $ 18,421,200 $ 1,188,965 6.9% $ 18,679,070 Investment (Interest) 333,561 134,993 440,000 440,000 0.0% - 440,000 Other 239,497 215,370 90,100 152,600 69.4% 62,500 150,700 Total Vehicle Management Fund 11,289,607 $ $ 14,565,133 $ 17,762,335 $ 19,013,800 $ 1,251,465 7.0% $ 19,269,770

SPECIAL REVENUE SOURCE FUND

STORMWATER MANAGEMENT FUND

TENANT OWNERSHIP RIGHTS CHARTER AMENDMENT (TORCA) FUND

VEHICLE MANAGEMENT FUND
SOUTH COAST AIR QUALITY MANAGEMENT DISTRICT (SCAQMD) AB 2766 FUND

SELF-INSURANCE, WORKERS' COMPENSATION FUND

7.A.a
Packet Pg. 700 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget 65 FY 2023-25 PROPOSED BIENNIAL BUDGET

REVENUES - FIVE-YEAR REVENUE SUMMARY
FY 2022-23 FY 2023-24 FY 2024-25
FY 2020-21 FY 2021-22 Revised Proposed Change Change Budget Fund/Revenue Category Actual Actual Budget Budget Amount Percent Plan

FIVE-YEAR REVENUE SUMMARY
FY 2022-23 to FY 2023-24
Charges for Services $ 17,330,719 $ 19,249,781 $ 21,236,857 $ 23,231,954 $ 1,995,097 9.4% $ 26,015,343 Investment (Interest) 673,178 162,590 860,000 860,000 0.0% - 860,000 Other 215,646 382,893 220,000 220,000 0.0% - 220,000
Total Wastewater Fund 18,219,543 $ $ 19,795,263 $ 22,316,857 $ 24,311,954 $ 1,995,097 8.9% $ 27,095,343 Charges for Services $ 29,638,341 $ 34,259,153 $ 41,030,526 $ 50,424,641 $ 9,394,115 22.9% $ 54,375,506 Investment (Interest) 1,225,317 464,684 750,000 750,000 0.0% - 750,000 Other 555,668 675,773 555,000 555,000 0.0% - 555,000
Total Water Fund 31,419,326 $ $ 35,399,610 $ 42,335,526 $ 51,729,641 $ 9,394,115 22.2% $ 55,680,506 Total All Funds $ 647,784,958 $ 823,690,346 $ 817,595,791 $ 831,168,295 $ 13,572,504 1.7% $ 870,098,412 Less Reimbursements and Transfers (78,949,171) $ $ (131,910,242) $ (85,969,432) $ (84,024,054) $ 1,945,378 -2.3% $ (88,139,572) Grand Total $ 568,835,787 $ 691,780,104 $ 731,626,359 $ 747,144,241 $ 15,517,882 2.1% $ 781,958,840

WATER FUND

ALL FUNDS

WASTEWATER FUND
FY 2022-23 FY 2023-24 FY 2024-25
FY 2020-21 FY 2021-22 Revised Proposed Change Change Budget Fund/Revenue Category Actual Actual Budget Budget Amount Percent Plan

WATER FUND

ALL FUNDS

WASTEWATER FUND
Other 3,895,790 7,568,956 3,005,548 3,488,554 483,006 16.1% 3,588,554 Total Special Revenue Source Fund 4,919,115 $ $ 8,434,718 $ 9,431,171 $ 4,714,177 $ (4,716,994) -50.0% $ 4,814,177 Charges for Services $ 1,609,229 $ 1,419,613 $ 1,706,858 $ 1,706,858 $ 0.0% - $ 1,706,858 Investment (Interest) 104,575 42,570 20,000 20,000 0.0% - 20,000 Other 449,042 421,359 400,000 400,000 0.0% - 400,000
Total Stormwater Management Fund 2,162,846 $ $ 1,883,541 $ 2,126,858 $ 2,126,858 $ 0.0% - $ 2,126,858 Other Local Taxes $ 48,060 $ 36,732 $ 25,000 $ 25,000 $ 0.0% - $ 25,000 Investment (Interest) 102,957 28,814 110,000 110,000 0.0% - 110,000 Other 268,794 183,542 50,000 50,000 0.0% - 50,000
Total TORCA Fund 419,811 $ $ 249,087 $ 185,000 $ 185,000 $ 0.0% - $ 185,000 Charges for Services $ 10,716,549 $ 14,214,770 $ 17,232,235 $ 18,421,200 $ 1,188,965 6.9% $ 18,679,070 Investment (Interest) 333,561 134,993 440,000 440,000 0.0% - 440,000 Other 239,497 215,370 90,100 152,600 69.4% 62,500 150,700 Total Vehicle Management Fund 11,289,607 $ $ 14,565,133 $ 17,762,335 $ 19,013,800 $ 1,251,465 7.0% $ 19,269,770

STORMWATER MANAGEMENT FUND

TENANT OWNERSHIP RIGHTS CHARTER AMENDMENT (TORCA) FUND

VEHICLE MANAGEMENT FUND

7.A.a
Packet Pg. 701 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget 66 FY 2023-25 PROPOSED BIENNIAL BUDGET

REVENUES - OVERVIEW

OVERVIEW
Departmental staff works in concert with Finance Department staff to develop revenue projections. The projections reflect a somewhat conservative, yet prudent and consistent, approach using established budget practices that reflect the economic impacts described in the “Overall Economic Conditions” section of the budget.

Staff considers qualitative and quantitative methods of forecasting and uses techniques such as trend analysis, economic indicators, and professional judgment, to arrive at the revenue projections. Revenue forecasting is always one of the most challenging aspects in the budget process, with many unknown variables over which the City has little or no control including fluctuations in the local, regional, statewide, and national economies; patterns of consumer habits and demands; geo-political events, and the fiscal impacts of legislative changes.

TOTAL CITY REVENUES
Total City revised budgeted revenues for FY 2022-23, after adjustments for reimbursements and transfers between funds, are $731.6 million, reflecting a $39.8 million, or 5.8%, increase over FY 2021-22. Primary drivers of the increases by fund are described in the following Fund Details section.

FY 2023-24 total City revenues, after adjustments for
reimbursements and transfers between funds, are projected to be $747.2 million, $15.5 million or 2.1% more than the FY 2022-23 budget. The increase reflects greater General Fund revenues ($13.4 million) primarily from various taxes including Transient Occupancy and Property taxes ($4.8 million), Community Broadband revenues ($2.6 million), anticipated developer payments ($2.0 million) and revenue ($4.0 million) from the City’s new Digital Wayfinding Kiosk program. Other increases include revenues from the Big Blue Bus Fund ($11.4 million) primarily from increased capital project funding, the Water Fund ($9.4 million) and Wastewater Fund ($2.0 million) from scheduled water and wastewater rate adjustments, the Resource Recovery and Recycling Fund ($6.2 million) from anticipated solid waste rate adjustments, the Local Return Fund ($2.2 million) based on estimates of funding allocation from LA Metro, and the Housing Authority Fund ($2.1 million) reflecting increased use and associated funding allocation of Federal Housing Choice Voucher (Section 8) Program vouchers. The increases are primarily offset by decreases in the Miscellaneous Grants Fund ($20.9 million) reflecting the timing of estimated reimbursement revenues from grant expenses. All other funds are expected to show a net revenue decrease of $9.4 million.

FY 2024-25 total City revenues, after adjustments for reimbursements and transfers between funds, are projected to be $782.0 million, $34.8 million or 4.7% more than in FY 2023-24. The increase is primarily driven by greater General Fund revenues ($13.2 million) reflecting continued recovery from the pandemic-induced economic downturn; increases in the Big Blue Bus Fund ($13.0 million) primarily from increased capital project funding, increases in the Resource Recovery and Recycling Fund ($4.4 million) from anticipated solid waste rate adjustments, and increases in the Water Fund ($4.0 million) and Wastewater Fund ($2.8 million) reflecting $0
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7.A.a
Packet Pg. 702 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 67 scheduled water and wastewater rate adjustments. The increases are primarily offset by a decrease in expected grant funding in the Miscellaneous Grants Fund ($4.2 million). All other funds are expected to show net revenue growth of $1.6 million.

FUND DETAILS
Revenue projections for the next two fiscal years for all City funds are detailed in the section that follows.

GENERAL FUND
The FY 2022-23 revised revenue budget is $425.3 million, $11 million (2.6%) more than in FY 2021-22 and nearly $100 million more than in FY 2020-21, the lowest year of the COVID-19 pandemic. The global, national, and local economies recovered faster than anticipated from the pandemic-induced recession.

The hardest hit areas of the economy, tourism, retail, and hospitality sectors have all showed a strong recovery, although certain areas such as parking, international travel, and business travel continue to lag.

FY 2023-24 total General Fund revenues are projected to be $438.7 million, which is $13.4 million (3.2%) greater than the FY 2022-23 revised budget. Revenue increases primarily reflect gains in charges for services ($6 million), Transient Occupancy Taxes ($3.5 million) primarily reflecting voter approved (Measure CS) increases in the tax rate, property taxes ($2.2 million), Utility Users Taxes ($0.9 million), Business License taxes ($0.6 million), and a net increase of $0.2 million from various other sources.

FY 2024-25 revenues are forecast to be $451.9 million, $13.2 million (3%) more than in FY 2023-24. The increases are from Property Taxes ($2.4 million), Sales Taxes ($2.2 million), Documentary Transfer Taxes ($2 million), other taxes ($0.6 million), investment income ($1 million), and a net increase of $5 million from various other revenues.

General Fund revenues are grouped into the following major revenue categories. An in-depth review of each of these major revenue categories follows:
• Property Taxes • Licenses & Permits
• Sales Taxes • Fines/Forfeitures
• Other Taxes • Charges for Services
◊ Utility Users Taxes • Investment Income (Interest)
◊ Transient Occupancy Taxes • Rent
◊ Business Licenses Taxes • Intergovernmental
◊ Other Local Taxes • Other
FY 2023-25 PROPOSED BIENNIAL BUDGET

REVENUES - OVERVIEW
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7.A.a
Packet Pg. 703 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 68 $0
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PROPERTY TAXES
Property Tax revenues result from a 1% levy on the assessed value of all real property in the City. Proposition 13, passed by California voters in 1979, specifies that assessed value of properties will change at the rate of the Consumer Price Index, not to exceed 2% per year, unless the property is improved or sold, thus establishing a new market value.

The 1% Property Tax levy is collected by the Los Angeles County Tax Collector and is distributed to various public agencies located in the County, including cities, school districts, and special districts. Santa Monica’s share of the 1% levy is approximately 14% to 17%, depending on the area of the City where the property is located.

The primary component of Property Taxes is taxes secured by real property. The City also receives unsecured property taxes, a reimbursement of homeowners’ exemptions, pass through and residual tax payments related to the former Redevelopment Agency (RDA), and an additional levy over the 1% rate used to pay debt service on voter approved debt. Beginning in FY 2004-05, this category also includes property taxes received in exchange for lost Vehicle License Fee (VLF) revenue resulting from the decrease in the VLF rate per the FY 2004-05 State budget (VLF Swap).

The FY 2022-23 revised budget for Property Tax revenues is $3.3 million more than in FY 2021-22, primarily due to increases in assessed valuation growth and residual Property Tax payments related to the former RDA.

FY 2023-24 Property Taxes are projected to be $2.2 million more than FY 2022-23, primarily from assessed valuation increases that are expected to continue, but at a slower pace than the last few years, and greater residual Property Tax payments related to the former RDA.

Revenues are anticipated to increase by another $2.4 million in FY 2024-25 based on slower assessed valuation growth as the real estate market continues to soften.

FY 2023-25 PROPOSED BIENNIAL BUDGET

REVENUES - REVENUE ANALYSIS, GENERAL FUND

7.A.a
Packet Pg. 704 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 69 SALES TAXES
The total sales tax rate in Santa Monica is 10.25%. The rate is allocated as follows:

State 6.00%
Local 1.00% City General Fund

0.25% To Counties for Transportation Uses
Prop A 0.5%
Prop C 0.5%
Measure R 0.5%
Measure M 0.5%
Measures Y 1.00% Measure Y approved by Santa Monica voters in November 2010 added 0.5% and Measure and GSH GSH approved by Santa Monica voters in November 2016 added an additional 0.5% to the rate.

One half of the Measure Y and Measure GSH Transaction and Use Tax revenues are paid to the Santa MonicaMalibu Unified School District for use of certain school district facilities. Additionally, 25% of the Measure GSH revenues are set aside to be used for affordable housing. The affordable housing allocation was suspended in FY 2020-21 to help offset pandemic-induced revenue losses.

Sales tax revenues have rebounded strongly and quicker than anticipated from pandemic lows and have returned to pre-COVID levels. The FY 2022-23 revised budget is $14 million (nearly 22%) greater than in FY 2019-20 and FY 2020-21.

However, the economy has started to show signs of weakness, which is expected to continue into FY 2023-24 when revenues are projected to be flat with FY 2022-23.

Sales Tax revenues are projected to increase $2.2 million (2.8%) in FY 2024-25 as the economy strengthens and sales taxes growth approaches the projected long-term trend.

FY 2023-25 PROPOSED BIENNIAL BUDGET

REVENUES - REVENUE ANALYSIS, GENERAL FUND
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7.A.a
Packet Pg. 705 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 70 $0
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UTILITY USERS TAXES
The City’s 10% Utility Users Tax (UUT) is applied to electricity, natural gas, telephone (both hardwire and wireless), cable, and water/wastewater services.

FY 2022-23 revised budget revenue projections are
approximately 2.4% more than in FY 2021-22 due to spikes in electricity and natural gas rates.

UUT are projected to increase by $0.9 million (2.7%) in FY 2023-24 and another $0.7 million in FY 2024-25 (1.8%) primarily due to Council-approved water and wastewater rate increases, partially offset by the continuing decrease in revenues from telecommunication services as consumers shift to more internet-based services which are not subject to the tax.

TRANSIENT OCCUPANCY TAX
The City levies a tax on transient room rentals of 15% for hotel/ motel stays and 17% for homeshare stays.

Tourism, one of the primary drivers of the City’s economy, has experienced a stronger and faster than anticipated recovery after the devastating impacts of the COVID-19 pandemic which resulted in a 70% decrease in tax receipts. Exclusive of a onetime accounting change made in FY 2020-21, the FY 2022-23 revised budget is nearly 10% more than FY 2021-22 actuals and has exceeded pre-pandemic levels. The increase reflects higher average room rates and occupancy levels, although occupancy still lags behind pre-COVID levels as international and business travel have been slower to recover than domestic leisure travel.

The estimate also includes the partial year impact of the voter-approved Measure CS, which increased the tax rates from 14%, effective March 1, 2023.

While tourism is expected to remain strong, the uncertain economy over the next 12-18 months could negatively affect the tourism industry. Additionally, the closure of a major hotel is expected to impact revenues for at least the first half of FY 2023-24. Therefore, the 5.3% increase projected for FY 2023-24 is almost entirely due to the full year impact of the tax rate increases.

Another major hotel will be closed for renovation for approximately 30 months beginning in FY 2024-25.

Additionally, increased enforcement regarding illegally operating homeshares may impact revenues. Based on these factors, FY 2024-25 taxes are projected to be essentially flat with FY 2023-24 levels. $0
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7.A.a
Packet Pg. 706 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 71 BUSINESS LICENSE TAXES
Businesses operating in the City of Santa Monica are required to obtain a business license annually and pay a tax. In most cases, the amount of the tax is based on prior calendar year gross business receipts. There are three major tax categories:

Professional: $5.00 for each $1,000 in gross receipts
Services: $3.00 for each $1,000 in gross receipts
Other: $1.25 for each $1,000 in gross receipts
Certain other small categories pay a flat fee. Businesses with gross receipts between $40,000 and $60,000 annually pay the minimum tax of $75. Businesses with worldwide gross receipts less than $40,000 annually may request an exemption from paying the tax.

Due to the reporting period for calculating business license taxes (fiscal year revenues are based on businesses’ gross receipts from the prior calendar year), most of the pandemic-related revenue impact was realized in FY 2021-22, when revenues dropped over 13%. The fast recovery from the pandemic-induced recession was also seen in business license tax revenues as the FY 2022-23 revised budget is $2.2 million (7.5%) more than FY 2021- 22 actuals.

FY 2023-24 revenues (based on calendar year 2022 gross receipts) are expected to grow by approximately 2% ($0.6 million). However, the economic weakening during the fiscal year is expected to impact FY 2024-25 revenues, which are projected to be relatively flat with FY 2023-24 levels.

FY 2023-25 PROPOSED BIENNIAL BUDGET

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7.A.a
Packet Pg. 707 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 72 OTHER TAXES
Other Taxes include:

Real Property (Documentary) Transfer Tax The
Documentary Transfer Tax is levied on the sale of real property in the City at a rate of $3.00 per $1,000 of transfer value for transfers valued under $5 Million. Per Measure SM, approved by Santa Monica voters in November 2020, transfers valued $5 million and over are assessed a tax of $6.00 per $1,000 of transfer value. Measure GS, approved by voters in November 2022, added a third tier to the tax of $56.00 per $1,000 for transfers valued at $8 million and over, effective March 1, 2023.

The incremental revenues from the third tier are restricted as to use and will be deposited into the Special Revenue Source Fund.

Vehicle License Fees (VLF) The State Budget Act of 2011 ended the allocation of VLF to cities with the exception of a small portion related to certain compliance procedures.

Parking Facility Tax The Parking Facility Tax of 10% is assessed on private and public parking fees collected in the City.

Condominium Tax The Condominium Tax of $1,000 per unit is assessed on all new condominium construction and condominium conversions in the City.

Revenues from these other taxes have recovered from the pandemic. Revenues spiked in FY 2021-22, mostly due to the addition of the second tier of the Documentary Transfer Tax ($6.00 per $1,000 for transfers $5 million and over) effective March 1, 2021, as well as a number of very large transfers occurring in that year. The FY 2022-23 revised budget reflects a $6 million decrease over the prior year due to a sharp decrease in the number of property transfers (down 37% year-to-date through February 2023) as the economy and housing market have shown signs of weakness.

The FY 2023-24 projected decrease of $1.2 million primarily reflects continued weakness in the real estate market resulting in fewer property transfers, partially offset by a projected 4.6% increase in Parking Facility Taxes as parking activity in the City continues to increase, but still remains below pre-COVID levels.

FY 2024-25 revenues are projected to increase an additional $2.3 million reflecting increased Documentary Transfer Taxes and Parking Facility Taxes as the economy improves after an expected weakening in FY 2023-24.

FY 2023-25 PROPOSED BIENNIAL BUDGET

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7.A.a
Packet Pg. 708 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 73 LICENSES AND PERMITS
The primary component of the Licenses and Permits revenue category is parking revenues, which have recovered strongly from pandemic lows, but still have not recovered to pre-COVID levels of $39.9 million. The rebound in parking activity has been slower than anticipated as parkers have trended towards parking in facilities that offer free parking for short stays.

Additionally, the remote and hybrid work environment continue to impact overall parking activity. Therefore, the FY 2022- 23 revised revenue budget is relatively flat with FY 2021-22 actuals.

Revenues are expected to return to a moderate, steady recovery in FY 2023-24 as visitation to the City increases, resulting in a $1.4 million (4.1%) increase, followed by an additional $0.6 million (1.8%) increase in FY 2024-25. The revenue projections do not include the impact of any potential parking rate increases, which are currently pending before the Coastal Commission.

FINES AND FORFEITURES
Fines and forfeitures are comprised mainly of parking citation fines but also include administrative fines and penalties from Code Enforcement and Police Department activities, California vehicle code fines, library fines, and other administrative fines.

In total, the FY 2022-23 revised revenue budget of $13.4 million is up approximately 9% from FY 2021-22 but remains approximately 10% below pre-pandemic levels.

Revenues are projected to remain relatively flat in FY 2023-24 and FY 2024-25 at $13.3 million. Parking citation revenues are projected at $12.9 million for both years and represent a gradual return to near pre-pandemic levels.
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Packet Pg. 709 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 74 $0
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CHARGES FOR SERVICES
The FY 2022-23 revised revenue budget of $47.1 million is $4.0 million over FY 2021-22, primarily due to increased reimbursement from other funds for general government
administrative support services, increased building permit revenue as building activity returned to pre-pandemic levels, and increased enrollment in City afterschool programs. The increases were partially offset by lower than anticipated revenues related to mutual aid deployments by the Fire Department to assist with wildfires as part of multiple mutual aid strike team deployments and mobile stroke unit special deployments (these are typically unbudgeted reimbursements that fluctuate year over year).

Revenues are projected to increase by $6.5 million in FY 2023-24 to $53.6 million, primarily due to the advertising revenue from the City’s new Digital Wayfinding Kiosk program and the consolidation of the Community Broadband Fund into the General Fund. These increases are partially offset by a decrease in zoning revenue due to process streamlining, which reduces the number of projects requiring zoning review and by a further reduction to mutual aid deployment revenues.

In FY 2024-25 revenues are projected to increase by $1.0 million to $54.6 million primarily due to an increase in reimbursements from other funds for general government administrative support based on projected total compensation costs.

INVESTMENT INCOME
Total investment income represents earnings from the City’s pooled investment portfolio (which primarily consists of reserves) and bond/loan proceeds. Revenues are budgeted on a cash basis and do not take into account unrealized gains or losses. Additionally, interest on bond proceeds is not typically included in the budget since it is restricted to the projects for which the bonds were issued. The chart and the discussion exclude unrealized gains and losses, other year-end accounting adjustments, and interest from bond/loan proceeds.

FY 2022-23 revised budget revenues are $2 million more than in FY 2021-22 as interest rates rose sharply over the last several months after a long period of historically low rates.

FY 2023-24 revenues are projected to be flat with FY 2022-23 levels. While the overall portfolio yield is expected to increase as many investments purchased before the rise in rates will mature and be reinvested at much higher rates of return, the increase will be offset by an expected decrease in the investable fund balance due to large legal settlement payments.
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7.A.a
Packet Pg. 710 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 75 FY 2024-25 revenues are projected to increase by $1 million as the portfolio continues to shed investments purchased during the low interest environment, and funds are reinvested at higher rates. The investable fund balance is anticipated to remain relatively flat.

RENT
The FY 2022-23 revised lease revenue budget of $7.8 million is $1.2 million greater than FY 2021-22 due to an increase in percentage rents for leases of City-owned property, a partial year of the reinstated outdoor dining fees, and revenue from the new parklet program.

FY 2023-24 revenues are projected to increase by $0.4 million to $8.2 million reflecting a full year of outdoor dining license and parklet fees.

FY 2024-25 revenues are projected to remain relatively level with FY 2023-24.

INTERGOVERNMENTAL
This revenue category is related to reimbursements from other government agencies. FY 2022-23 revised budgeted revenue of $4.4 million is $2.9 million greater than FY 2021-22 due to one-time State reimbursement for SB 90 claims from prior years (2002 to 2013) and election cost reimbursements from the Santa Monica-Malibu Unified School District, the Santa Monica Community College District, and the Rent Control Board, which typically occur on a biennial basis, as reflected in FY 2024-25 revenues.
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Packet Pg. 711 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 76 FY 2023-25 PROPOSED BIENNIAL BUDGET

REVENUES - REVENUE ANALYSIS, GENERAL FUND

OTHER REVENUES
The FY 2022-23 revised revenue budget of $3.6 million is $0.7 million less than in FY 2021-22 primarily due to one-time revenues received in FY 2021-22 from legal settlements and reimbursements from various sources.

Other revenues are projected to increase by about $1.0 million in FY 2023-24 and an additional $2.6 million in FY 2024-25. These increases are primarily related to anticipated developer payments from the Miramar Hotel during the period it is closed for renovation to partially offset lost Transient Occupancy Taxes and the discount the City receives for pre-paying the full employer share of its CalPERS retirement contribution at the beginning of each fiscal year, which is expected to resume in FY 2024-25 after being suspended in FY 2023-24. $0
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Packet Pg. 712 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 77 FY 2023-25 PROPOSED BIENNIAL BUDGET

REVENUES - REVENUE ANALYSIS, OTHER FUNDS

AIRPORT FUND
This enterprise fund accounts for revenues and expenses connected with management of the Santa Monica Municipal Airport and its property.

FY 2022-23 revised budgeted revenues of $18.8 million reflect an increase of $1.1 million from FY 2021-22 primarily due to increased property rental income from new leases.

Revenues are projected to remain relatively flat in FY 2023-24 due to temporary vacancies while building renovations occur.

Revenues for FY 2024-25 are projected to increase by $1.7 million once renovations are complete and lease revenues are reinstated.

BEACH RECREATION FUND
This special revenue fund accounts for revenues and expenses related to beach parking, beach recreation activities, concession revenues, beach maintenance, and Beach House operations.

Beach parking revenues account for approximately 80% of total revenues and can be highly dependent on weather conditions and other factors.

FY 2022-23 revised budgeted revenues of $16.3 million reflect a $0.6 million decrease from FY 2021-22 primarily due to lower than projected parking due to setbacks in the implementation of a projected rate increase pending California Coastal Commission (CCC) approvals, a key step in the process to implement a rate increase.

FY 2023-24 revenues are projected to increase by $0.5 million to $16.8 million due to increasing special event and parking permit activity. FY 2024-25 revenues are projected to increase by an additional $0.3 million to $17.1 million, reflecting increases in lease agreements. Parking revenue estimates do not include the impact of potential parking rate increases, which are pending California Coastal Commission (CCC) approval. $0
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Packet Pg. 713 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 78 BIG BLUE BUS FUND
This enterprise fund accounts for operating and capital revenues and expenses related to operation of the City's municipal bus lines.

FY 2022-23 revised budgeted revenues of $101.1 million are $12.5 million higher than FY 2021-22, primarily due to an increase in the funding allocation by LA Metro as a result of higher than anticipated County and State-wide sales tax revenues.

FY 2023-24 revenues are projected to increase by $10.5 million to $111.6 million due to the projected increases in funding allocations and reimbursements associated with capital
projects, including bus purchases, due to the shift to electric vehicles. FY 2024-25 revenues are projected to increase by $13.0 million to $124.6 million due to capital reimbursements associated with the procurement of 15 battery electric buses.

CEMETERY FUND
This enterprise fund accounts for revenues and expenses associated with the operation of the City of Santa Monica Woodlawn Cemetery, Mausoleum, and Mortuary.

FY 2022-23 revised budgeted revenues of $2.1 million are $1.1 million lower than FY 2021-22, reflecting a decrease in cemetery and mausoleum-related sales and a one-time donation received in FY 2021-22.

FY 2023-24 revenues are expected to increase by approximately $0.3 million to $2.4 million due to the availability of additional niches, the purchase of unused plots, and the reallocation of abandoned plots. FY 2024-25 revenues are anticipated to remain relatively flat at $2.5 million. $0
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Packet Pg. 714 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 79 CITIZENS' OPTION FOR PUBLIC SAFETY (COPS) FUND
This fund accounts for State-funded revenues and associated expenditures for the Citizens Option for Public Safety (COPS) program established per AB3229 of 1996.

FY 2022-23 revised budgeted revenues of $225,000 are
relatively level with FY 2021-22.

FY 2023-24 and FY 2024-25 revenues are projected to continue to remain flat with FY 2022-23.

CLEAN BEACHES AND OCEAN PARCEL TAX FUND
This fund records activity related to implementation of the Watershed Management Plan and the passage of Measure V, Clean Beaches and Ocean Parcel Tax, in November 2006. The assessment rate is subject to annual CPI increases.

FY 2022-23 revised budgeted revenues of $7.0 million are $0.2 million more than FY 2021-22, which reflect installments of a three-year Measure W, Safe Clean Water Program regional grant.

FY 2023-24 revenues are projected to decrease by $2.4 million to $4.6 million reflecting the end of the three-year Measure W, Safe Clean Water Program regional grant. FY 2024-25 revenues are expected to remain level.

FY 2023-25 PROPOSED BIENNIAL BUDGET

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7.A.a
Packet Pg. 715 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 80 COMMUNITY BROADBAND FUND
This enterprise fund recorded revenues and expenses related to the management of Santa Monica CityNet, the City’s 100 Gigabit advanced broadband initiative. Effective FY 2023- 24, the Community Broadband Fund has been consolidated
into the General Fund, realigning the structure of CityNet operations as a way to control costs.

FY 2022-23 revised budgeted revenues of $2.6 million are $0.2 million less than FY 2021-22 and reflect the difficult business environment as businesses continue the transition to hybrid or fully remote work.

COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND
The Community Development Block Grant (CDBG) Fund
accounts for Federal entitlements under the Housing and Community Development Act of 1974 (as amended). The City Council annually allocates CDBG funds to various programs.

FY 2022-23 revised budgeted revenues of $1.2 million are $0.1 less than FY 2021-22 due to the one-time CARES Act funding in FY 2021-22.

FY 2023-24 revenues of $1.5 million are $0.3 million higher than FY 2022-23, reflecting an increase in the annual allocation amount and the reprogramming of prior year funds. FY 2024-25 revenues are projected at the historical funding level of $1.2 million.

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7.A.a
Packet Pg. 716 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 81 GAS TAX FUND
The Gas Tax Fund collects revenue resulting from a State tax on the sale of gasoline in accordance with the provisions of the State of California Streets and Highway Code. The State of California imposes per-gallon excise taxes on gasoline and diesel fuel, sales taxes on gasoline and diesel fuel and registration taxes on motor vehicles with allocations dedicated to transportation purposes. Gas Tax funds are used to perform citywide repairs and restoration to existing roadways, reduce congestion and to improve safety.

FY 2022-23 revised budgeted revenues of $4.6 million are $0.7 million more than FY 2021-22 primarily due to higher than anticipated gas tax apportionments from the State.

FY 2023-24 revenues are projected to increase by $0.4 million to $5.0 million and increase an additional $0.2 million in FY 2024-25, reflecting updated gas tax apportionment estimates.

HOUSING AUTHORITY FUND
The Housing Authority Fund accounts for the receipt and expenditure of Federal funds related to housing programs.

FY 2022-23 revised budgeted revenues of $27.1 million are approximately $0.3 million higher than FY 2021-22 reflecting a slight increase in utilization of Section 8 vouchers.

FY 2023-24 revenues are projected to increase by $2.1 million to $29.2 million and increase by an additional $1.0 million to $30.2 million in FY 2024-25, reflecting the projected increase in unit utilization in both the Section 8 and Emergency Housing Voucher Programs.

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Packet Pg. 717 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 82 INFORMATION TECHNOLOGY SERVICES AND REPLACEMENT FUND This internal service fund receives allocations from City departments to finance the City’s annual scheduled expenses for replacement of computer equipment and telephone-related services.

FY 2022-23 revised budgeted revenues of $2.5 million are $1.2 million higher than FY 2021-22. This reflects the General Fund resuming its contributions, which were suspended for two years to address revenue shortfalls from the pandemic.

FY 2023-24 and FY 2024-25 revenues are expected to remain level at $2.5 million.

LOCAL RETURN FUND
This fund records Prop A and Prop C local return funding from MTA. Prior to FY 2016-17, these revenues were recorded in the Miscellaneous Grants Fund.

FY 2022-23 revised budgeted revenues of $6.5 million are approximately $0.4 million less than FY 2021-22 due to lower than expected funding allocations from LA Metro.

FY 2023-24 revenues are projected to increase by $2.1 million to $8.6 million and decrease by $0.9 million to $7.7 million in FY 2024-25 based on estimates of funding allocations from LA Metro.

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Budget
in Millions

7.A.a
Packet Pg. 718 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 83 LOW AND MODERATE INCOME HOUSING ASSET FUND
On February 1, 2012, the Redevelopment Agency of the City of Santa Monica was dissolved, and its assets transferred to the City as the Successor Agency. The City, in turn, assigned housing assets and functions to the Housing Authority, which now maintains prior Redevelopment Low and Moderate Income Housing Fund assets in the Low and Moderate Income Housing Asset Fund.

FY 2022-23 revised budgeted revenues of $0.5 million are essentially level with FY 2021-22 and reflect interest earnings and residual receipts from housing projects.

FY 2023-24 and FY 2024-25 are projected to remain flat with FY 2022-23 revenues.

MISCELLANEOUS GRANTS FUND
This fund accounts for the receipt and expenditure of
miscellaneous federal, state and county awarded grants and special allocations provided to the City.

FY 2022-23 revised budgeted revenues of $28.6 million reflect new grants awarded during the year, including $14.8 million from the State's AB-179 Budget Act of 2022 legislation, authorizing two earmarks to the City for the City Yards Modernization Microgrid and the Lincoln Neighborhood Corridor Streetscape (LiNC) projects, $4.6 million in transportation and mobility grants, $2.9 million in grants related to the HOME voucher program and $1.9 million from the Federal Emergency Management Association (FEMA) in Hazard Mitigation Grant funds to reimburse qualifying property owners in completing their City-required seismic retrofits.

FY 2023-24 revenues are projected at $7.6 million and FY 2024-25 revenues are projected at $3.4 million, reflecting anticipated grant awards and timing of grant receipts.

FY 2023-25 PROPOSED BIENNIAL BUDGET

REVENUES - REVENUE ANALYSIS, OTHER FUNDS
$0
$1
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
$0
$5
$10
$15
$20
$25
$30
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions

7.A.a
Packet Pg. 719 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 84 PARKING AUTHORITY FUND
The Parking Authority is a financing authority for the City's parking structures.

FY 2022-23 revised budgeted revenues of $40,000 are $37,600 above FY 2021-22, which reflected historic low interest rates.

Revenues for FY 2023-24 and FY 2024-25 of $40,000 reflect anticipated interest earnings.

PARKS AND RECREATION FACILITIES FUND
This fund was used to account for funds collected from the Unit Dwelling Tax. Starting in FY 2021-22, no unit dwelling tax is collected, as developers of any new projects that would have paid the Unit Dwelling Tax are eligible to pay the Parks and Recreation Impact Fee in-lieu of the unit dwelling tax. The impact fee is deposited into the Special Revenue Source Fund.

The annual revenue currently recorded in this fund reflects investment income only. The funds are used for the acquisition, improvement, and expansion of public parks, playgrounds, and recreational facilities.

The revised budget of $3,000 in FY 2022-23 is $2,800 higher than FY 2021-22 as a result of the prior year’s historic low interest rate environment. Revenues for FY 2023-24 and FY 2024-25 are projected to remain flat with FY 2022-23.

FY 2023-25 PROPOSED BIENNIAL BUDGET

REVENUES - REVENUE ANALYSIS, OTHER FUNDS
$0
$1
$2
$3
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Thousands
$0
$10
$20
$30
$40
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Thousands

7.A.a
Packet Pg. 720 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 85 PIER FUND
This enterprise fund accounts for revenues and expenses connected with management, operation, and development
of the Santa Monica Pier. Lease rental and parking revenues account for about 80% of total revenues and can be highly dependent on weather conditions and other factors, including impacts due to closures related to the pandemic.

FY 2022-23 revised budgeted revenues of $9.0 million are $2.3 million higher than FY 2021-22, reflecting continued economic recovery and improving lease revenues.

FY 2023-24 and FY 2024-25 revenues are projected to remain essentially level with FY 2022-23 at $8.8 million and $8.9 million, respectively.

RESOURCE RECOVERY AND RECYCLING (RRR) FUND
This enterprise fund accounts for revenues and expenses of operating the City's refuse collection, street sweeping and cleaning, and recycling programs.

FY 2022-23 revised budgeted revenues of $28.8 million are $0.6 million higher than FY 2021-22, from greater than projected construction and demolition permits activity.

FY 2023-24 revenues are anticipated to increase by $6.2 million and a further $4.4 million in FY 2024-25, primarily from the new rates anticipated to be approved and adopted on June 13, 2023 and effective in August 2023, as well as other fee increases.

FY 2023-25 PROPOSED BIENNIAL BUDGET

REVENUES - REVENUE ANALYSIS, OTHER FUNDS
$0
$10
$20
$30
$40
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
$0
$3
$6
$9
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions

7.A.a
Packet Pg. 721 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 86 SELF-INSURANCE, BUS FUND
This internal service fund accounts for contributions from the Big Blue Bus Fund, and expenses related to the administration and payment of bus-related liability claims.

FY 2022-23 revised budgeted revenues of $5.3 million are essentially level with FY 2021-22.

FY 2023-24 and FY 2024-25 revenues are projected to remain relatively flat at $4.5 million and $4.3 million, based on lower contributions required from the Big Blue Bus Fund due to sufficient fund balance available to cover anticipated claim payments.

SELF-INSURANCE, GENERAL LIABILITY/AUTO FUND
This internal service fund accounts for contributions from other funds and expenses related to the administration and payment of general liability and automobile liability claims.

FY 2022-23 revised budgeted revenues of $14.3 million are $53.5 million lower than FY 2021-22 as a result of a transfer in FY 2021-22 from the General Fund to pay for a legal settlement.

A second large settlement ($122.5 million), finalized in late April 2023 is not included in the FY 2022-23 revised budget, which will be adjusted at year-end. Revenues are projected to be $12.4 million in FY 2023-24 and $14.2 million in FY 2024- 25, reflecting required contribution levels from all City funds to ensure an adequate fund balance for anticipated claim payments.

FY 2023-25 PROPOSED BIENNIAL BUDGET

REVENUES - REVENUE ANALYSIS, OTHER FUNDS
$0
$25
$50
$75
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
$0
$2
$4
$6
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions

7.A.a
Packet Pg. 722 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 87 SELF-INSURANCE, RISK MANAGEMENT ADMINISTRATION FUND
This internal service fund represents contributions from other funds for property and other special insurance.

FY 2022-23 revised budgeted revenues of $5.4 million are $0.9 million higher than FY 2021-22, reflecting increased contributions from other funds for property insurance due to rising premiums.

Revenues are projected to increase to $6.1 million in FY 2023- 24 and then increase to $7.1 million in FY 2024-25, reflecting increased contributions required from other funds for property insurance to cover the cost of rising premiums.

SELF-INSURANCE, WORKERS’ COMPENSATION FUND
This internal service fund accounts for contributions from City Departments and expenses related to the administration and payment of workers' compensation claims. Fluctuations in annual contribution levels from all City funds depends on the number and amount of anticipated workers’ compensation
claims.

FY 2022-23 revised budgeted revenues of $16.3 million are $1.0 million lower than FY 2021-22.

FY 2023-24 revenues are projected to decrease by $2.0 million to $14.3 million. FY 2024-25 revenues are projected to increase $0.5 million to $14.8 million.

FY 2023-25 PROPOSED BIENNIAL BUDGET

REVENUES - REVENUE ANALYSIS, OTHER FUNDS
$0
$6
$12
$18
$24
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
$0
$2
$4
$6
$8
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions

7.A.a
Packet Pg. 723 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 88 SOUTH COAST AIR QUALITY MANAGEMENT DISTRICT (SCAQMD) FUND
This fund accounts for the receipt of Air Quality Management District funds and eligible expenditures.

FY 2022-23 revised budgeted revenues of $147,004 are
approximately $20,000 more than FY 2021-22, reflecting the one time allocation of grant funds. FY 2023-25 revenues reflect the City’s projected annual funding allocation of $129,000 to remain flat for both years.

SPECIAL REVENUE SOURCE FUND
FUND
In accordance with Government Accounting Standards Board Statement 33, this fund records revenues that are restricted, committed, or assigned for specific uses.

FY 2022-23 revised budgeted revenues of $9.4 million are $1.0 million higher than FY 2021-22 due to increased developer fees.

FY 2023-24 projected revenues of $4.7 million reflect a decrease of $4.7 million as compared to FY 2022-23, primarily due to a large one-time development agreement payment
received in FY 2022-23. FY 2024-25 revenues are projected to increase by $0.1 million, based on the anticipated timing of receipt of fees related to pending development projects.

FY 2023-25 PROPOSED BIENNIAL BUDGET

REVENUES - REVENUE ANALYSIS, OTHER FUNDS
$0
$50
$100
$150
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Thousands
$0
$1
$2
$3
$4
$5
$6
$7
$8
$9
$10
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions

7.A.a
Packet Pg. 724 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 89 STORMWATER MANAGEMENT FUND
FUND
This enterprise fund accounts for revenues and expenses associated with stormwater management. The primary source of revenue is the stormwater management parcel fee. Additional revenues include the sale of recycled water, operating and capital cost reimbursements from the City of Los Angeles related to the Santa Monica Urban Runoff Recycling Facility (SMURRF) facility, and developer payments.

FY 2022-23 revised budgeted revenues of $2.1 million reflect a $0.2 million increase over FY 2021-22 due to delayed
reimbursement from the City of Los Angeles for operating costs associated with the Santa Monica Urban Runoff Recycling Facility (SMURRF).

FY 2023-24 and FY 2024-25 revenues are anticipated to remain level at $2.1 million.

TENANT OWNERSHIP RIGHTS CHARTER AMENDMENT (TORCA) FUND
The TORCA Fund accounts for TORCA Conversion Tax revenues and expenditures related to various housing programs as authorized by Article XX—Tenant Ownership Rights of the City Charter. The tax was levied on each conversion, with the funds to be used for development and administration of TORCA programs, or to assist low to moderate income households. This program was voted into effect in 1984 by Santa Monica voters and expired in 1996.

Revenue estimates of $185,000 in FY 2023-24 and FY 2024- 25 are projected to remain level with the FY 2022-23 revised budget, reflecting anticipated receipt of TORCA tax revenues from previously approved conversions, and interest earnings on available fund balances.

FY 2023-25 PROPOSED BIENNIAL BUDGET

REVENUES - REVENUE ANALYSIS, OTHER FUNDS
$1
$2
$3
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
$0
$85
$170
$255
$340
$425
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Thousands

7.A.a
Packet Pg. 725 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 90 VEHICLE MANAGEMENT FUND
This internal service fund receives payments and contributions from City departments to finance the City’s annual scheduled costs for vehicle maintenance, fuel, scheduled replacement of vehicles, and the operating costs and future fuel station replacements.

FY 2022-23 revised budgeted revenues of $17.8 million are $3.2 million higher than FY 2021-22. This increase represents resumed contributions from the General and Beach Recreation Funds which were suspended for two years to address revenue shortfalls from the pandemic.

FY 2023-24 revenues are anticipated to increase by $1.2 million over the FY 2022-23 and an additional $0.3 million in FY 2024-25, reflecting required vehicle replacement contributions and anticipated maintenance payments from other funds.

WASTEWATER FUND
This enterprise fund accounts for revenues and expenses associated with maintaining the sanitary sewer and storm drain systems within the City.

FY 2022-23 revised budgeted revenues of $22.3 million are expected to be $2.5 million higher than FY 2021-22, reflecting scheduled wastewater rate adjustments.

FY 2023-24 revenues are projected to increase by $2.0 million, primarily reflecting the last full fiscal year of five annual Councilapproved wastewater rate adjustments. Another $2.8 million increase in FY 2024-25, revenues reflect a half year of Councilapproved rate increase and an estimated rate increase from the next 5-year Water and Wastewater rate study commencing in FY 2023-24. Rate adjustment recommendations will be presented to Council at the conclusion of the study.

FY 2023-25 PROPOSED BIENNIAL BUDGET

REVENUES - REVENUE ANALYSIS, OTHER FUNDS
$0
$5
$10
$15
$20
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
$0
$5
$10
$15
$20
$25
$30
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions

7.A.a
Packet Pg. 726 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 91 WATER FUND
This enterprise fund accounts for revenues and expenses of providing water service to the residents of the City.

FY 2022-23 revised budgeted revenues of $42.3 million are $6.9 million higher than FY 2021-22 due to scheduled water rate adjustments.

FY 2023-24 revenues are projected to increase by $9.4 million to $51.7 million, primarily reflecting the last full fiscal year of five Council-approved annual water rate adjustments. FY 2024- 25 revenues are projected to increase by an additional $4.0 million to $55.7 million, reflecting the last half year of Councilapproved rate increases and an estimated rate increase from the next 5-year Water and Wastewater rate study commencing in FY 2023-24. Rate adjustment recommendations will be presented to Council at the conclusion of the study.

REIMBURSEMENTS AND TRANSFERS
These are technical adjustments to eliminate double counting of certain revenues appearing in two funds and revenues paid by one fund to another due for accounting procedures.

FY 2022-23 revised budgeted reimbursements and transfers are expected to be $85.9 million, which is 35% lower than FY 2021- 22 due to a one-time transfer from the General Fund to the SelfInsurance, General Liability/Auto Fund to fund a settlement.

Reimbursements and transfers are projected to decrease by $1.9 million in FY 2023-24 primarily due to reductions to required self-insurance contributions, primarily for General Liability/Auto and Workers’ Compensation funds. FY 2024-25 is projected to increase by $4.1 million due to increases in the self-insurance contributions.

FY 2023-25 PROPOSED BIENNIAL BUDGET

REVENUES - REVENUE ANALYSIS, OTHER FUNDS
$0
$10
$20
$30
$40
$50
$60
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions
$0
$22
$44
$66
$88
$110
$132
20-21
Actual
21-22
Actual
22-23
Revised
23-24
Budget
24-25
Budget
in Millions

7.A.a
Packet Pg. 727 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) FY 2023-25 PROPOSED BIENNIAL BUDGET

EXPENDITURES

7.A.a
Packet Pg. 728 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 92 FY 2023-25 PROPOSED BIENNIAL BUDGET
EXPENDITURES - EXPENDITURE SUMMARY BY FUND (FY 2023-24) Fund Salaries and
Wages
Supplies and
Expenses Operating Total Capital Improvements Budget Total General $ 287,814,280 $ 135,555,829 $ 423,370,109 $ 13,504,429 $ 436,874,538 Airport 2,502,953 8,511,953 11,014,906 8,213,889 19,228,795 Beach Recreation 5,548,230 9,597,341 15,145,571 771,720 15,917,291 Big Blue Bus 61,122,618 24,190,314 85,312,932 25,477,150 110,790,082 Cemetery 977,227 1,151,520 2,128,747 249,093 2,377,840
Citizens Op for Public Safety - 106,955 106,955 - 106,955 Clean Beaches/Ocean Parcel Tax - 5,577,297 5,577,297 3,260,000 8,837,297 Community Development Block Grants - 494,499 494,499 1,050,000 1,544,499 Gas Tax - 2,632,472 2,632,472 2,300,000 4,932,472
Housing Authority 2,204,237 27,621,862 29,826,099 12,371 29,838,470 Info Tech Replacement and Services - - - 2,895,400 2,895,400 Local Return - 1,566,367 1,566,367 8,585,200 10,151,567 Low/Mod Income Housing Asset - 389,364 389,364 - 389,364 Miscellaneous Grants - 3,092,232 3,092,232 4,880,735 7,972,967 Parking Authority 900 - 900 - 900
Pier 2,581,917 4,582,253 7,164,170 4,883,787 12,047,957 Resource Recovery & Recycling 14,074,727 19,199,537 33,274,264 4,113,227 37,387,491 Self-Insurance, Bus - 4,709,930 4,709,930 - 4,709,930
Self-Insurance, Comprehensive - 8,682,233 8,682,233 - 8,682,233 Self-Insurance, Risk Management Admin 2,065,354 3,318,553 5,383,907 34,188 5,418,095 Self-Insurance, Workers' Comp - 15,526,658 15,526,658 - 15,526,658 SCAQMD AB 2766 - - - 112,000 112,000
Special Revenue Source - (4,064,935) (4,064,935) 2,631,300 (1,433,635) Stormwater - 1,338,092 1,338,092 - 1,338,092
TORCA - 122,592 122,592 - 122,592
Vehicle Management 3,667,678 4,864,226 8,531,904 10,264,552 18,796,456 Wastewater 3,502,622 13,086,478 16,589,100 7,104,497 23,693,597 Water 9,089,753 21,021,385 30,111,138 16,525,714 46,636,852 SUBTOTAL $ 395,152,496 $ 312,875,007 $ 708,027,503 $ 116,869,252 $ 824,896,755 Reimbursements and Transfers (71,234,507) (12,789,547) (84,024,054) GRAND TOTAL $ 395,152,496 $ 312,875,007 $ 636,792,996 $ 104,079,705 $ 740,872,701 FY 2023-24 Expenditure Summary by Fund

7.A.a
Packet Pg. 729 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget 93 FY 2023-25 PROPOSED BIENNIAL BUDGET
EXPENDITURES - EXPENDITURE SUMMARY BY FUND (FY 2024-25) Fund Salaries and
Wages
Supplies and
Expenses Operating Total Capital Improvements Budget Total General $ 298,297,455 $ 145,308,281 $ 443,605,736 $ 14,989,229 $ 458,594,965 Airport 2,644,956 8,935,151 11,580,107 13,031,089 24,611,196 Beach Recreation 5,778,395 10,180,301 15,958,696 1,297,020 17,255,716 Big Blue Bus 63,986,742 24,809,974 88,796,716 5,341,550 94,138,266 Cemetery 1,022,590 1,231,511 2,254,101 81,793 2,335,894 Citizens Op for Public Safety - 109,094 109,094 - 109,094 Clean Beaches/Ocean Parcel Tax - 4,623,150 4,623,150 8,050,000 12,673,150 Community Development Block Grants - 452,289 452,289 - 452,289 Gas Tax - 2,688,969 2,688,969 2,000,000 4,688,969
Housing Authority 2,328,336 28,099,888 30,428,224 12,371 30,440,595 Info Tech Replacement and Services - - - 2,956,300 2,956,300 Local Return - 1,576,456 1,576,456 5,500,000 7,076,456
Low/Mod Income Housing Asset - 389,364 389,364 - 389,364 Miscellaneous Grants - 741,092 741,092 350,000 1,091,092 Parking Authority 900 - 900 - 900
Pier 2,717,725 2,160,674 4,878,399 5,333,787 10,212,186 Resource Recovery & Recycling 14,647,144 19,990,990 34,638,134 4,220,527 38,858,661 Self-Insurance, Bus - 5,391,090 5,391,090 - 5,391,090
Self-Insurance, Comprehensive - 10,094,358 10,094,358 - 10,094,358 Self-Insurance, Risk Management Admin 2,183,688 3,314,852 5,498,540 34,188 5,532,728 Self-Insurance, Workers' Comp - 15,961,548 15,961,548 - 15,961,548 Special Revenue Source - (4,119,154) (4,119,154) 3,245,000 (874,154) Stormwater - 1,431,365 1,431,365 - 1,431,365
TORCA - 122,714 122,714 - 122,714
Vehicle Management 3,832,342 5,235,822 9,068,164 5,960,302 15,028,466 Wastewater 3,631,596 14,614,956 18,246,552 7,645,797 25,892,349 Water 9,506,770 21,917,263 31,424,033 18,693,414 50,117,447 SUBTOTAL $ 410,578,639 $ 325,261,998 $ 735,840,637 $ 98,742,367 $ 834,583,004 Reimbursements and Transfers (75,273,625) (12,865,947) (88,139,572) GRAND TOTAL $ 410,578,639 $ 325,261,998 $ 660,567,012 $ 85,876,420 $ 746,443,432 FY 2024-25 Expenditure Summary by Fund

7.A.a
Packet Pg. 730 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget 94 FY 2023-25 PROPOSED BIENNIAL BUDGET

EXPENDITURES - FIVE-YEAR EXPENDITURE SUMMARY
(1) (2) (3) (4) (5) (6) (7)

FUND/DEPARTMENT BUDGET UNIT
Operating Budget
City Council $ 794,460 $ 805,104 $ 893,672 $ 887,090 $ (6,582) -0.7% $ 934,133 City Manager 10,851,646 11,111,210 12,039,016 13,064,576 1,025,560 8.5% 13,620,975 City Attorney 11,298,628 11,875,744 12,566,694 13,044,443 477,749 3.8% 13,671,033 Records & Elections Services 3,240,089 2,517,564 3,534,871 2,848,348 (686,523) -14.3% 3,739,923 Community Development 15,214,406 14,740,602 17,386,179 18,578,147 1,191,968 6.9% 19,480,317 Community Services 23,948,999 25,716,118 29,412,863 - (29,412,863) -100.0% - Finance 11,496,940 11,127,938 12,203,965 12,708,374 504,409 4.1% 13,272,109 Fire Dept 45,572,620 48,479,262 51,578,309 52,963,821 1,385,512 2.7% 54,848,610 Housing & Human Services - - - 22,914,918 22,914,918 N/A 23,098,338 Human Resources 4,970,360 4,950,668 5,944,373 6,308,341 363,968 6.1% 6,575,105 Information Services 9,058,675 8,935,338 10,507,148 12,974,857 2,467,709 23.5% 13,591,029 Library 8,712,984 8,673,550 10,359,730 10,986,687 626,957 6.1% 11,511,299 Police Dept 96,395,653 96,096,806 108,727,934 113,191,099 4,463,165 4.1% 117,660,552 Public Works 41,729,702 45,252,310 48,504,596 51,358,680 2,854,084 5.9% 54,806,475 Recreation & Arts - - - 10,042,653 10,042,653 N/A 10,420,377 Santa Monica Department of Transportation 20,223,678 22,766,226 24,809,531 24,618,593 (190,938) -0.8% 25,754,093 Departmental Operating Budget 303,508,840 313,048,440 348,468,881 366,490,627 18,021,746 5.2% 382,984,368 Non-Departmental
All Other Transactions 49,756,298 109,536,721 59,242,444 57,184,013 (2,058,431) -3.5% 58,408,664 Non-Departmental Operating Budget 49,756,298 109,536,721 59,242,444 57,184,013 (2,058,431) -3.5% 58,408,664 Operating Budget Subtotal 353,265,138 422,585,161 407,711,325 423,674,640 15,963,315 3.9% 441,393,032 Interfund Transfers (13,496,496) (4,483,102) (491,303) (304,531) 186,772 -38.0% 2,212,704 Operating Budget Total 339,768,642 418,102,059 407,220,022 423,370,109 16,150,087 4.0% 443,605,736 Capital Budget 29,739,471 25,831,983 49,682,852 13,504,429 (36,178,423) -72.8% 14,989,229 Sub-Total 369,508,113 443,934,043 456,902,874 436,874,538 (20,028,336) -4.4% 458,594,965 Less Reappropriated Capital b 36,198,648
Total General Fund $ 369,508,113 $ 443,934,043 $ 420,704,226 $ 436,874,538 $ 16,170,312 3.8% $ 458,594,965 b. Reappropriated Capital represents capital projects fully budgeted in prior fiscal years that are still underway; these are financed using associated fund reserves.

GENERAL FUND
a. FY 2022-23 Revised Budget differs from amounts presented in the Adopted FY 2022-23 City Budget due to Council-approved budget changes throughout the fiscal year.

Five-Year Expenditure Summary
FY 2020-21
Actual
FY 2022-23
Revised
Budget a
FY 2023-24
Proposed
Budget
Change
Amount
(4) - (3)
Change
Percent
(5) / (3)
FY 2024-25
Budget
Plan
FY 2021-22
Actual

7.A.a
Packet Pg. 731 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget 95 FY 2023-25 PROPOSED BIENNIAL BUDGET

EXPENDITURES - FIVE-YEAR EXPENDITURE SUMMARY
(1) (2) (3) (4) (5) (6) (7)

FUND/DEPARTMENT BUDGET UNIT
Five-Year Expenditure Summary
FY 2020-21
Actual
FY 2022-23
Revised
Budget a
FY 2023-24
Proposed
Budget
Change
Amount
(4) - (3)
Change
Percent
(5) / (3)
FY 2024-25
Budget
Plan
FY 2021-22
Actual
Operating Budget 6,879,676 8,190,448 9,626,866 10,377,124 750,258 7.8% 10,919,546 All Other Transactions (Non-Departmental) (2,372) 7,966 22,719 822 (21,897) -96.4% 863 Interfund Transfers 1,873,493 (6,756,108) 682,371 636,960 (45,411) -6.7% 659,698 Capital Budget 2,480,492 3,254,033 29,711,824 8,213,889 (21,497,935) -72.4% 13,031,089 Sub-Total 11,231,288 4,696,338 40,043,780 19,228,795 (20,814,985) -52.0% 24,611,196 Less Reappropriated Capital b 17,064,956
Total Airport Fund $ 11,231,288 $ 4,696,338 $ 22,978,824 $ 19,228,795 $ (3,750,029) -16.3% $ 24,611,196 Operating Budget 124,407 143,733 - - - N/A -
Capital Budget - - 650,000 - (650,000) -100.0% -
Sub-Total 124,407 143,733 650,000 - (650,000) -100.0% - Less Reappropriated Capital b 650,000
Total Asset Seizure Fund $ 124,407 $ 143,733 $ - $ - $ - N/A $ - Operating Budget 13,599,188 14,974,236 16,753,596 17,731,972 978,376 5.8% 18,412,782 All Other Transactions (Non-Departmental) 12,232 17,873 69,005 28,170 (40,835) -59.2% 29,578 Interfund Transfers (2,684,306) 74,238 86,811 (2,614,571) (2,701,382) -3111.8% (2,483,664) Capital Budget 5,032,936 1,012,256 4,158,102 771,720 (3,386,382) -81.4% 1,297,020 Sub-Total 15,960,050 16,078,602 21,067,514 15,917,291 (5,150,223) -24.4% 17,255,716 Less Reappropriated Capital b 2,077,107 -
Total Beach Recreation Fund $ 15,960,050 $ 16,078,602 $ 18,990,407 $ 15,917,291 $ (3,073,116) -16.2% $ 17,255,716 Operating Budget 70,028,137 71,432,883 83,413,414 85,186,756 1,773,342 2.1% 88,629,049 All Other Transactions (Non-Departmental) (158,561) 249,687 735,698 294,733 (440,965) -59.9% 309,469 Interfund Transfers (106,034) (502,923) 38,047 (168,557) (206,604) -543.0% (141,802) Capital Budget 4,745,297 19,245,805 98,922,007 25,477,150 (73,444,857) -74.2% 5,341,550 Sub-Total 74,508,839 90,425,452 183,109,166 110,790,082 (72,319,084) -39.5% 94,138,266 Less Reappropriated Capital b 87,468,329 -
Total Big Blue Bus Fund $ 74,508,839 $ 90,425,452 $ 95,640,837 $ 110,790,082 $ 15,149,245 15.8% $ 94,138,266

BEACH RECREATION FUND

AIRPORT FUND

BIG BLUE BUS FUND

ASSET SEIZURE FUND

7.A.a
Packet Pg. 732 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget 96 FY 2023-25 PROPOSED BIENNIAL BUDGET

EXPENDITURES - FIVE-YEAR EXPENDITURE SUMMARY
(1) (2) (3) (4) (5) (6) (7)

FUND/DEPARTMENT BUDGET UNIT
Five-Year Expenditure Summary
FY 2020-21
Actual
FY 2022-23
Revised
Budget a
FY 2023-24
Proposed
Budget
Change
Amount
(4) - (3)
Change
Percent
(5) / (3)
FY 2024-25
Budget
Plan
FY 2021-22
Actual
Operating Budget 2,231,578 2,397,083 2,526,164 2,504,463 (21,701) -0.9% 2,629,761 All Other Transactions (Non-Departmental) (24,589) (20,785) 25,762 - (25,762) -100.0% - Interfund Transfers (536,748) (483,094) (385,071) (375,716) 9,355 -2.4% (375,660) Capital Budget 69,752 385,143 279,455 249,093 (30,362) -10.9% 81,793 Sub-Total 1,739,993 2,278,347 2,446,310 2,377,840 (68,470) -2.8% 2,335,894 Less Reappropriated Capital b 35,122 -
Total Cemetery Fund $ 1,739,993 $ 2,278,347 $ 2,411,188 $ 2,377,840 $ (33,348) -1.4% $ 2,335,894 Operating Budget 326,973 12,754 104,858 106,955 2,097 2.0% 109,094 Sub-Total 326,973 12,754 104,858 106,955 2,097 2.0% 109,094 Less Reappropriated Capital b - -
Total COPS Fund $ 326,973 $ 12,754 $ 104,858 $ 106,955 $ 2,097 2.0% $ 109,094 Operating Budget 533,931 527,130 781,378 799,020 17,642 2.3% 816,097 All Other Transactions (Non-Departmental) - - 5,223 - (5,223) -100.0% - Interfund Transfers (13,827,237) 1,239,933 2,750,768 4,778,277 2,027,509 73.7% 3,807,053 Capital Budget 21,396,441 1,805,856 9,987,633 3,260,000 (6,727,633) -67.4% 8,050,000 Sub-Total 8,103,135 3,572,919 13,525,002 8,837,297 (4,687,705) -34.7% 12,673,150 Less Reappropriated Capital b 9,187,633 -
Total Clean Beaches & Ocean Parcel Tax Fund $ 8,103,135 $ 3,572,919 $ 4,337,369 $ 8,837,297 $ 4,499,928 103.7% $ 12,673,150 Operating Budget 1,768,351 2,374,927 2,163,899 - (2,163,899) -100.0% - All Other Transactions (Non-Departmental) (22) 3,037 80,247 - (80,247) -100.0% - Interfund Transfers 222,000 822,000 222,000 - (222,000) -100.0% - Capital Budget 1,267,277 294,273 1,728 - (1,728) -100.0% - Sub-Total 3,257,606 3,494,236 2,467,874 - (2,467,874) -100.0% - Less Reappropriated Capital b 1,728 -
Total Community Broadband Fund $ 3,257,606 $ 3,494,236 $ 2,466,146 $ - $ (2,466,146) -100.0% $ - Operating Budget 3,280,212 248,877 201,268 205,293 4,025 2.0% 209,399 All Other Transactions (Non-Departmental) 45,853 24,168 107,065 159,206 52,141 48.7% 111,390 Interfund Transfers 237,618 125,334 140,000 130,000 (10,000) -7.1% 131,500 Capital Budget 77,004 44,164 1,668,529 1,050,000 (618,529) -37.1% - Sub-Total 3,640,688 442,543 2,116,862 1,544,499 (572,363) -27.0% 452,289 Less Reappropriated Capital b 742,829 -
Total CDBG Fund $ 3,640,688 $ 442,543 $ 1,374,033 $ 1,544,499 $ 170,466 12.4% $ 452,289

COMMUNITY DEVELOPMENT BLOCK GRANTS (CDBG) FUND

COPS FUND

CLEAN BEACHES & OCEAN PARCEL TAX FUND

CEMETERY FUND

COMMUNITY BROADBAND FUND

7.A.a
Packet Pg. 733 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget 97 FY 2023-25 PROPOSED BIENNIAL BUDGET

EXPENDITURES - FIVE-YEAR EXPENDITURE SUMMARY
(1) (2) (3) (4) (5) (6) (7)

FUND/DEPARTMENT BUDGET UNIT
Five-Year Expenditure Summary
FY 2020-21
Actual
FY 2022-23
Revised
Budget a
FY 2023-24
Proposed
Budget
Change
Amount
(4) - (3)
Change
Percent
(5) / (3)
FY 2024-25
Budget
Plan
FY 2021-22
Actual
All Other Transactions (Non-Departmental) 4,951 5,013 5,261 5,366 105 2.0% 5,474 Interfund Transfers 1,996,179 2,169,917 2,681,020 2,627,106 (53,914) -2.0% 2,683,495 Capital Budget 658,871 1,323,914 6,480,426 2,300,000 (4,180,426) -64.5% 2,000,000 Sub-Total 2,660,002 3,498,844 9,166,707 4,932,472 (4,234,235) -46.2% 4,688,969 Less Reappropriated Capital b 4,280,426 -
Total Gas Tax Fund $ 2,660,002 $ 3,498,844 $ 4,886,281 $ 4,932,472 $ 46,191 0.9% $ 4,688,969 Operating Budget 24,242,724 25,267,146 27,517,034 29,586,947 2,069,913 7.5% 30,074,327 Interfund Transfers (129,000) (92,355) (65,258) 239,152 304,410 -466.5% 353,897 Capital Budget 12,371 12,371 12,371 12,371 - 0.0% 12,371 Sub-Total 24,126,095 25,187,162 27,464,147 29,838,470 2,374,323 8.6% 30,440,595 Less Reappropriated Capital b - -
Total Housing Authority Fund $ 24,126,095 $ 25,187,162 $ 27,464,147 $ 29,838,470 $ 2,374,323 8.6% $ 30,440,595 Capital Budget 2,208,238 1,923,347 4,003,038 2,895,400 (1,107,638) -27.7% 2,956,300 Sub-Total 2,208,238 1,923,347 4,003,038 2,895,400 (1,107,638) -27.7% 2,956,300 Less Reappropriated Capital b 1,167,138 -
Total Info Tech Replacement & Services Fund $ 2,208,238 $ 1,923,347 $ 2,835,900 $ 2,895,400 $ 59,500 2.1% $ 2,956,300 Operating Budget 272,238 326,327 494,538 600,429 105,891 21.4% 610,518 Interfund Transfers 550,700 684,378 738,000 965,938 227,938 30.9% 965,938 Capital Budget 1,830,051 3,784,435 14,322,806 8,585,200 (5,737,606) -40.1% 5,500,000 Sub-Total 2,652,989 4,795,140 15,555,344 10,151,567 (5,403,777) -34.7% 7,076,456 Less Reappropriated Capital b 11,114,806 -
Total Local Return Fund $ 2,652,989 $ 4,795,140 $ 4,440,538 $ 10,151,567 $ 5,711,029 128.6% $ 7,076,456 All Other Transactions (Non-Departmental) 43 112 - - - N/A - Interfund Transfers (3,697,398) 362,715 372,657 389,364 16,707 4.5% 389,364 Sub-Total (3,697,355) 362,827 372,657 389,364 16,707 4.5% 389,364 Less Reappropriated Capital b -
Total Low & Mod Income Housing Asset Fund $ (3,697,355) $ 362,827 $ 372,657 $ 389,364 $ 16,707 4.5% $ 389,364

HOUSING AUTHORITY FUND

GAS TAX FUND

LOCAL RETURN FUND

LOW AND MODERATE INCOME HOUSING ASSET FUND

INFORMATION TECHNOLOGY REPLACEMENT & SERVICES FUND

7.A.a
Packet Pg. 734 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget 98 FY 2023-25 PROPOSED BIENNIAL BUDGET

EXPENDITURES - FIVE-YEAR EXPENDITURE SUMMARY
(1) (2) (3) (4) (5) (6) (7)

FUND/DEPARTMENT BUDGET UNIT
Five-Year Expenditure Summary
FY 2020-21
Actual
FY 2022-23
Revised
Budget a
FY 2023-24
Proposed
Budget
Change
Amount
(4) - (3)
Change
Percent
(5) / (3)
FY 2024-25
Budget
Plan
FY 2021-22
Actual
Operating Budget 3,667,533 3,510,077 6,592,488 2,929,489 (3,662,999) -55.6% 578,349 Interfund Transfers 17,156,546 15,710,876 157,144 162,743 5,599 3.6% 162,743 Capital Budget 5,704,780 6,861,242 40,143,596 4,880,735 (35,262,861) -87.8% 350,000 Sub-Total 26,528,859 26,082,194 46,893,228 7,972,967 (38,920,261) -83.0% 1,091,092 Less Reappropriated Capital b 21,616,810
Total Miscellaneous Grants Fund $ 26,528,859 $ 26,082,194 $ 25,276,418 $ 7,972,967 $ (17,303,451) -68.5% $ 1,091,092 Operating Budget 1,050 1,000 900 900 - 0.0% 900
Interfund Transfers 10,998,895 - - - - N/A -
Capital Budget 1,707,582 56,471 352,624 - (352,624) -100.0% - Sub-Total 12,707,527 57,471 353,524 900 (352,624) -99.7% 900 Less Reappropriated Capital b 352,624
Total Parking Authority Fund $ 12,707,527 $ 57,471 $ 900 $ 900 $ - 0.0% $ 900 Capital Budget 28,841 164,742 136,542 - (136,542) -100.0% - Sub-Total 28,841 164,742 136,542 - (136,542) -100.0% -
Less Reappropriated Capital b 136,542
Total Parks & Recreation Fund $ 28,841 $ 164,742 $ - $ - $ - N/A $ - Operating Budget 5,715,185 6,504,664 7,506,557 7,740,459 233,902 3.1% 8,438,864 All Other Transactions (Non-Departmental) 717,176 (3,147) 73,603 9,445 (64,158) -87.2% 9,917 Interfund Transfers (2,796,326) (3,411,613) (2,814,738) (585,734) 2,229,004 -79.2% (3,570,382) Capital Budget 2,419,132 5,115,568 6,027,179 4,883,787 (1,143,392) -19.0% 5,333,787 Sub-Total 6,055,166 8,205,472 10,792,601 12,047,957 1,255,356 11.6% 10,212,186 Less Reappropriated Capital b 1,288,318
Total Pier Fund $ 6,055,166 $ 8,205,472 $ 9,504,283 $ 12,047,957 $ 2,543,674 26.8% $ 10,212,186 Operating Budget 24,136,745 25,364,189 28,470,181 31,999,385 3,529,204 12.4% 33,336,672 All Other Transactions (Non-Departmental) (110,241) 9,688 250,693 89,704 (160,989) -64.2% 94,189 Interfund Transfers 231,217 272,312 1,141,235 1,185,175 43,940 3.9% 1,207,273 Capital Budget 3,429,941 4,044,144 6,805,727 4,113,227 (2,692,500) -39.6% 4,220,527 Sub-Total 27,687,663 29,690,333 36,667,836 37,387,491 719,655 2.0% 38,858,661 Less Reappropriated Capital b 2,239,141
Total Resource Recovery & Recycling Fund $ 27,687,663 $ 29,690,333 $ 34,428,695 $ 37,387,491 $ 2,958,796 8.6% $ 38,858,661

PIER FUND

PARKS AND RECREATION FUND

PARKING AUTHORITY FUND

RESOURCE RECOVERY & RECYCLING FUND

MISCELLANEOUS GRANTS FUND

7.A.a
Packet Pg. 735 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget 99 FY 2023-25 PROPOSED BIENNIAL BUDGET

EXPENDITURES - FIVE-YEAR EXPENDITURE SUMMARY
(1) (2) (3) (4) (5) (6) (7)

FUND/DEPARTMENT BUDGET UNIT
Five-Year Expenditure Summary
FY 2020-21
Actual
FY 2022-23
Revised
Budget a
FY 2023-24
Proposed
Budget
Change
Amount
(4) - (3)
Change
Percent
(5) / (3)
FY 2024-25
Budget
Plan
FY 2021-22
Actual
Operating Budget 3,980,887 3,271,764 3,157,535 4,260,936 1,103,401 34.9% 4,919,717 Interfund Transfers 328,722 339,779 309,414 448,994 139,580 45.1% 471,373 Sub-Total 4,309,608 3,611,543 3,466,949 4,709,930 1,242,981 35.9% 5,391,090 Less Reappropriated Capital b -
Total Self-Insurance, Bus Fund $ 4,309,608 $ 3,611,543 $ 3,466,949 $ 4,709,930 $ 1,242,981 35.9% $ 5,391,090 Operating Budget 63,508,418 14,872,117 5,739,311 8,056,782 2,317,471 40.4% 9,432,411 Interfund Transfers 504,600 502,192 487,682 625,451 137,769 28.2% 661,947 Sub-Total 64,013,018 15,374,309 6,226,993 8,682,233 2,455,240 39.4% 10,094,358 Less Reappropriated Capital b -
Total Self-Insurance, Comprehensive Fund $ 64,013,018 $ 15,374,309 $ 6,226,993 $ 8,682,233 $ 2,455,240 39.4% $ 10,094,358 Operating Budget 5,450,147 6,407,654 7,890,188 8,206,906 316,718 4.0% 8,461,320 All Other Transactions (Non-Departmental) (7,321) 14,033 41,851 23,697 (18,154) -43.4% 24,882 Interfund Transfers (1,992,253) (2,059,268) (2,053,007) (2,846,696) (793,689) 38.7% (2,987,662) Capital Budget 92,732 32,433 34,148 34,188 40 0.1% 34,188 Sub-Total 3,543,305 4,394,852 5,913,180 5,418,095 (495,085) -8.4% 5,532,728 Less Reappropriated Capital b -
Total Self-Insurance, Risk Mgmt Admin Fund $ 3,543,305 $ 4,394,852 $ 5,913,180 $ 5,418,095 $ (495,085) -8.4% $ 5,532,728 Operating Budget 13,626,153 9,495,815 13,097,563 13,703,476 605,913 4.6% 14,047,485 Interfund Transfers 1,334,810 1,379,710 1,315,011 1,823,182 508,171 38.6% 1,914,063 Sub-Total 14,960,962 10,875,524 14,412,574 15,526,658 1,114,084 7.7% 15,961,548 Less Reappropriated Capital b -
Total Self-Insurance, Workers' Comp Fund $ 14,960,962 $ 10,875,524 $ 14,412,574 $ 15,526,658 $ 1,114,084 7.7% $ 15,961,548 All Other Transactions (Non-Departmental) 7,317 7,463 - - - N/A - Capital Budget - 274,122 842,161 112,000 (730,161) -86.7% - Sub-Total 7,317 281,585 842,161 112,000 (730,161) -86.7% - Less Reappropriated Capital b 190,161
Total SCAQMD AB 2766 Fund $ 7,317 $ 281,585 $ 652,000 $ 112,000 $ (540,000) -82.8% $ - SCAQMD AB 2766 FUND

SELF-INSURANCE, COMPREHENSIVE FUND

SELF-INSURANCE, BUS FUND

SELF-INSURANCE, RISK MANAGEMENT ADMINISTRATION FUND

SELF-INSURANCE, WORKERS' COMPENSATION FUND

7.A.a
Packet Pg. 736 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget 100
FY 2023-25 PROPOSED BIENNIAL BUDGET

EXPENDITURES - FIVE-YEAR EXPENDITURE SUMMARY
(1) (2) (3) (4) (5) (6) (7)

FUND/DEPARTMENT BUDGET UNIT
Five-Year Expenditure Summary
FY 2020-21
Actual
FY 2022-23
Revised
Budget a
FY 2023-24
Proposed
Budget
Change
Amount
(4) - (3)
Change
Percent
(5) / (3)
FY 2024-25
Budget
Plan
FY 2021-22
Actual
Operating Budget 2,173,132 2,505,412 3,493,499 2,696,797 (796,702) -22.8% 2,658,733 Interfund Transfers (13,726,217) (7,916,973) (7,080,326) (6,761,732) 318,594 -4.5% (6,777,887) Capital Budget 3,590,370 1,921,253 12,996,323 2,631,300 (10,365,023) -79.8% 3,245,000 Sub-Total (7,962,714) (3,490,307) 9,409,496 (1,433,635) (10,843,131) -115.2% (874,154) Less Reappropriated Capital b 8,558,665
Total Special Revenue Source Fund $ (7,962,714) $ (3,490,307) $ 850,831 $ (1,433,635) $ (2,284,466) -268.5% $ (874,154) All Other Transactions (Non-Departmental) 9,166 36,719 185,245 37,429 (147,816) -79.8% 38,178 Interfund Transfers 740,125 1,335,657 1,136,504 1,300,663 164,159 14.4% 1,393,187 Capital Budget - 434,729 3,253,122 - (3,253,122) -100.0% - Sub-Total 749,292 1,807,106 4,574,871 1,338,092 (3,236,779) -70.8% 1,431,365 Less Reappropriated Capital b 3,253,122
Total Stormwater Management Fund $ 749,292 $ 1,807,106 $ 1,321,749 $ 1,338,092 $ 16,343 1.2% $ 1,431,365 Operating Budget 3,511 39 6,000 6,120 120 2.0% 6,242
All Other Transactions (Non-Departmental) 188 59,491 - - - N/A - Interfund Transfers 51,645 118,647 86,268 116,472 30,204 35.0% 116,472 Capital Budget 63,290 1,344,226 1,919,349 - (1,919,349) -100.0% - Sub-Total 118,635 1,522,404 2,011,617 122,592 (1,889,025) -93.9% 122,714 Less Reappropriated Capital b 1,919,349
Total TORCA Fund $ 118,635 $ 1,522,404 $ 92,268 $ 122,592 $ 30,324 32.9% $ 122,714 Operating Budget 6,979,583 7,476,720 7,810,000 8,500,053 690,053 8.8% 9,034,771 All Other Transactions (Non-Departmental) (30,187) 6,292 57,956 27,161 (30,795) -53.1% 28,519 Interfund Transfers 60,833 63,311 58,960 4,690 (54,270) -92.0% 4,874 Capital Budget 2,411,473 1,619,728 27,564,735 10,264,552 (17,300,183) -62.8% 5,960,302 Sub-Total 9,421,702 9,166,052 35,491,651 18,796,456 (16,695,195) -47.0% 15,028,466 Less Reappropriated Capital b 21,272,373
Total Vehicle Management Fund $ 9,421,702 $ 9,166,052 $ 14,219,278 $ 18,796,456 $ 4,577,178 32.2% $ 15,028,466

STORMWATER MANAGEMENT FUND

TORCA FUND

SPECIAL REVENUE SOURCE FUND

VEHICLE MANAGEMENT FUND

7.A.a
Packet Pg. 737 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget 101
FY 2023-25 PROPOSED BIENNIAL BUDGET

EXPENDITURES - FIVE-YEAR EXPENDITURE SUMMARY
(1) (2) (3) (4) (5) (6) (7)

FUND/DEPARTMENT BUDGET UNIT
Five-Year Expenditure Summary
FY 2020-21
Actual
FY 2022-23
Revised
Budget a
FY 2023-24
Proposed
Budget
Change
Amount
(4) - (3)
Change
Percent
(5) / (3)
FY 2024-25
Budget
Plan
FY 2021-22
Actual
Operating Budget 12,105,397 10,281,690 19,026,148 20,257,741 1,231,593 6.5% 20,990,886 All Other Transactions (Non-Departmental) (5,592) 24,083 65,667 17,978 (47,689) -72.6% 18,877 Interfund Transfers 14,947,487 (552,236) (1,333,692) (3,686,619) (2,352,927) 176.4% (2,763,211) Capital Budget 21,856,073 27,652,067 29,721,555 7,104,497 (22,617,058) -76.1% 7,645,797 Sub-Total 48,903,365 37,405,603 47,479,678 23,693,597 (23,786,081) -50.1% 25,892,349 Less Reappropriated Capital b 20,482,974
Total Wastewater Fund $ 48,903,365 $ 37,405,603 $ 26,996,704 $ 23,693,597 $ (3,303,107) -12.2% $ 25,892,349 Operating Budget 23,939,408 26,940,310 29,263,479 28,757,240 (506,239) -1.7% 30,030,738 All Other Transactions (Non-Departmental) (15,225) 65,500 104,078 46,827 (57,251) -55.0% 49,169 Interfund Transfers 1,221,097 428,007 1,246,822 1,307,071 60,249 4.8% 1,344,126 Capital Budget 18,995,441 35,190,547 107,660,161 16,525,714 (91,134,447) -84.7% 18,693,414 Sub-Total 44,140,721 62,624,364 138,274,540 46,636,852 (91,637,688) -66.3% 50,117,447 Less Reappropriated Capital b 91,091,123
Total Water Fund $ 44,140,721 $ 62,624,364 $ 47,183,417 $ 46,636,852 $ (546,565) -1.2% $ 50,117,447 Operating Budget 592,083,404 555,575,433 624,105,745 650,705,870 26,600,125 4.3% 677,332,029 All Other Transactions (Non-Departmental) 50,199,114 110,043,914 61,072,517 57,924,551 (3,147,966) -5.2% 59,129,169 Interfund Transfers (536,048) (628,665) (572,681) (602,918) (30,237) 5.3% (620,561) Capital Budget 129,817,856 143,628,851 457,337,994 116,869,252 (340,468,742) -74.4% 98,742,367 Sub-Total 771,564,326 808,619,533 1,141,943,575 824,896,755 (317,046,820) -27.8% 834,583,004 Less Reappropriated Capital b 342,389,925
Total All Funds 771,564,326 808,619,533 799,553,650 824,896,755 $ 25,343,105 3.2% 834,583,004 Less Reimbursements and Transfers
Operating (74,609,839) (123,891,790) (73,738,776) (71,234,507) 2,504,269 -3.4% (75,273,625) Capital (4,339,332) (8,018,452) (12,230,656) (12,789,547) (558,891) 4.6% (12,865,947) GRAND TOTAL $ 692,615,154 $ 676,709,291 $ 713,584,218 $ 740,872,701 $ 27,288,483 3.8% $ 746,443,432

WASTEWATER FUND

WATER FUND

ALL FUNDS

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DEPARTMENTAL SUMMARIES

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DEPARTMENTAL SUMMARIES - CITY COUNCIL

CITY COUNCIL
The mission of the City Council is to adopt
legislation and provide direction to the
administration of the City and to promote
the best interests of the community locally
and with other governmental agencies.

DEPARTMENT RESOURCES
City Council

EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages $ 481,653 $ 478,803 $ 607,952 $ 595,654 $ 636,868 Supplies and Expenses 312,807 326,301 285,720 291,436 297,265 Subtotal 794,460 805,104 893,672 887,090 934,133
Total All Funds
Salaries and Wages 481,653 478,803 607,952 595,654 636,868 Supplies and Expenses 312,807 326,301 285,720 291,436 297,265 Total Department $ 794,460 $ 805,104 $ 893,672 $ 887,090 $ 934,133 This section presents a description of each department, its mission and the services provided by its divisions. It identifies how department projects, programs, and initiatives align with and contribute to positive outcomes. It also identifies the divisional expenditure budget and related positions.

City Council

PERSONNEL
2020-21

REVISED
BUDGET
2021-22

REVISED
BUDGET
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Permanent Employees 1.0 2.0 2.0 2.0 2.0
Temporary Staffing 0.0 0.0 0.0 0.0 0.0
Total Personnel & Staffing 1.0 2.0 2.0 2.0 2.0

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DEPARTMENTAL SUMMARIES - CITY COUNCIL

SERVICE BY DIVISION
The City Council provides leadership in establishing policies for the conduct of municipal affairs while acting as the principal policymakers for the City; oversees the delivery of basic City services; formulates community priorities for allocation of City resources; and holds regularly scheduled meetings, hearings, and study sessions to receive citizens’ input and conduct City business in a public forum. Staff manages constituent services and the City’s legislative and intergovernmental affairs programs and provides Council members with scheduling, communications and other administrative support.

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DEPARTMENTAL SUMMARIES - CITY MANAGER

CITY MANAGER
The City Manager’s Office leads the team
of City departments and staff to implement
the Council’s vision based on Council
priorities and direction. The Department’s
mission is to foster collaboration and
innovation across the City, guided by
the values of accountability, equity,
inclusion, innovation, resilience, safety, and
stewardship.

DEPARTMENT RESOURCES
CMO

EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages $ 9,047,380 $ 9,416,183 $ 9,939,320 $ 10,618,911 $ 11,122,998 Supplies and Expenses 1,804,267 1,695,026 2,099,696 2,445,665 2,497,977 Subtotal 10,851,647 11,111,209 12,039,016 13,064,576 13,620,975 Miscellaneous Grants Fund
Supplies and Expenses 483,039 14 565,000 - -
Subtotal 483,039 14 565,000 - -
Total All Funds
Salaries and Wages 9,047,380 9,416,183 9,939,320 10,618,911 11,122,998 Supplies and Expenses 2,287,306 1,695,040 2,664,696 2,445,665 2,497,977 Total Department $ 11,334,686 $ 11,111,223 $ 12,604,016 $ 13,064,576 $ 13,620,975 CMO

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DEPARTMENTAL SUMMARIES - CITY MANAGER

SERVICE BY DIVISION

ADMINISTRATION
The Administration Division is responsible for supporting the departments in their efforts to provide efficient and cost-effective City programs and policies. The division oversees major City-initiated projects, coordinates policy development, advocates for City priorities and programs, provides guidance on the annual budget process, and manages the City Council agendas. In addition to these functions, the Administration Division houses five teams:
• 311 Customer Service provides centralized customer response for all non-public safety services via in person, phone, web and mobile app in multiple languages; • Community Partnerships manages relationships with key City partners, including Santa Monica Travel and Tourism, the We Are Santa Monica Fund, and others;
• Diversity, Equity and Inclusion works to advance racial equity and social diversity to improve the wellbeing of people who live, work, play, and do business in our City; • Public Information administers Citywide strategic outreach via digital and print media, manages media relations and outreach, covers government meetings and produces City videos; and • Policy and Legislative Affairs advances the Council’s legislative platform through work with City lobbyists and supports the development of City policy recommendations supporting Council priorities.

OFFICE OF EMERGENCY MANAGEMENT
The Office of Emergency Management (OEM) is responsible for the City’s emergency response and planning efforts
including mitigation, preparedness, response, and recovery to community-wide hazards and disaster events. OEM
is made up of two divisions. The Emergency Services
Division implements extensive disaster planning, training, and proactive community-based disaster preparedness
programs to ensure that the City of Santa Monica is a
disaster resilient community. Emergency Services also
oversees the operation of the City’s Emergency Operation Center (EOC). The Public Safety Communications Division is responsible for providing communications services to the police and fire departments, including answering 911 and non-emergency telephone calls, dispatching public safety resources, and providing emergency medical dispatch
services.

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DEPARTMENTAL SUMMARIES - CITY ATTORNEY

CITY ATTORNEY
The City Attorney’s Office provides the City
Council, City Manager, City Clerk, and staff
with the highest quality legal services. The
services the office provides are objective,
timely, comprehensive, vigorous, and fair.

Prosecutors diligently, compassionately,
and justly enforce the law on behalf of
the People of the State of California. In all
functions, the office is ethical and costeffective in promoting the community's interests in equity, justice, and fairness.

DEPARTMENT RESOURCES
CAO

EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages $ 10,336,488 $ 10,812,356 $ 11,716,568 $ 12,286,477 $ 12,886,110 Supplies and Expenses 962,140 1,063,389 850,126 757,966 784,923 Subtotal 11,298,628 11,875,745 12,566,694 13,044,443 13,671,033 Total All Funds
Salaries and Wages 10,336,488 10,812,356 11,716,568 12,286,477 12,886,110 Supplies and Expenses 962,140 1,063,389 850,126 757,966 784,923 Total Department $ 11,298,628 $ 11,875,745 $ 12,566,694 $ 13,044,443 $ 13,671,033 CAO

PERSONNEL
2020-21

REVISED
BUDGET
2021-22

REVISED
BUDGET
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Permanent Employees 42.0 43.0 44.0 44.0 44.0
Temporary Staffing 0.5 0.5 0.5 0.5 0.5
Total Personnel & Staffing 42.5 43.5 44.5 44.5 44.5

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SERVICE BY DIVISION

ADMINISTRATION
The Administrative Unit supports the work of the entire office. Among other things, administrative staff manage the office budget; manage procurement, city wide legal contracts and invoices; handle office personnel matters; recruiting, onboarding, offboarding; manage technology including hardware, software, and the City website; manage facilities and supplies; and manage the City Attorney's Office's (CAO) ongoing response to health and safety issues.

LITIGATION
The work of the Litigation Unit is as varied and complex as the City’s operations. The unit defends the City in state and federal court lawsuits covering nearly every aspect of the operations of Big Blue Bus, Public Works, Community Development, Community Services, Human Resources, Police, and Fire Departments, and more. Litigators work closely with City staff, shepherding employees through the legal process from discovery to trial and appeal. The unit also initiates litigation to obtain monetary recovery for the City from third party individuals and entities. While civil lawsuits focus on past events, the unit also works closely with Risk Management to provide preventive legal advice based on experience. Lawyers make recommendations with the goal of improving safety and reducing claims.

CRIMINAL PROSECUTION
The Criminal Prosecution Unit represents the
People in misdemeanor criminal matters, many
of which used to be considered felony crimes.

Prosecuted offenses range from Penal Code
violations, such as driving under the influence,
assault, theft, and domestic violence, to local
infractions. Most cases are referred by the Santa
Monica Police Department, but cases also come
from other City departments and public agencies.

The unit assists victims of crime (especially victims
of domestic violence) by providing support prior
to and in court proceedings, connecting victims
to available resources, and processing restitution
payments. The unit also staffs the City's drug,
mental illness, and homeless courts, which are
diversion programs designed to address and
remedy underlying causes of unlawful conduct with
a focus on racial equity within the justice system.

FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - CITY ATTORNEY

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DEPARTMENTAL SUMMARIES - CITY ATTORNEY

ADVISORY
The Advisory Unit provides legal advice on a wide range of issues to the City Council, the City’s boards and commissions, the Emergency Operations, and all City staff. The unit drafts and reviews emergency orders, ordinances, resolutions, contracts, leases, memos, and other legal documents. The unit also handles land use, constitutional, and other specialized litigation, including appeals; and oversees personnel issues and investigations.

CONSUMER PROTECTION
The Consumer Protection Unit brings affirmative
litigation to address violations of consumer protection and fair housing laws, including federal, state, and
local laws that prohibit housing discrimination, protect tenants against harassment and other unlawful
conduct, and protect consumers against fraud and
unfair business practices. The unit also prosecutes
code violations, handling administrative appeals and
pursuing criminal actions. The unit enforces state
and local emergency eviction laws; building and fire
codes; state and local laws regulating nuisances,
contractors, massage businesses, and alcohol serving
establishments; zoning; historic resources; signs;
minimum wage; business licensing; and tenant
relocation. The unit educates the community on their
legal rights. The unit also handles responses to Public Records Act requests.

PERFORMANCE MEASURES BY

FRAMEWORK OUTCOME

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DEPARTMENTAL SUMMARIES - RECORDS AND ELECTION SERVICES (CITY CLERK)

RECORDS AND ELECTION

SERVICES (CITY CLERK)
The mission of the City Clerk is to serve as
the City Elections Official, Political Reform
Filing Officer, and Compliance Officer for
the Public Records Act, Brown Act, and local
statutes. The City Clerk’s Office facilitates
the democratic process by conducting
City elections for voters and candidates. It
provides support to the City Council and
records Council proceedings; manages the
City’s records and coordinates responses
to public requests for information; accepts
federal passport applications; provides
mail and printing services to internal
departments; and cost-effectively carries out
all programs of this office.

DEPARTMENT RESOURCES
RES

EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages $ 1,767,883 $ 1,889,962 $ 1,959,506 $ 2,064,362 $ 2,166,381 Supplies and Expenses 1,472,206 627,603 1,575,365 783,986 1,573,542 Subtotal 3,240,089 2,517,565 3,534,871 2,848,348 3,739,923 Total All Funds
Salaries and Wages 1,767,883 1,889,962 1,959,506 2,064,362 2,166,381 Supplies and Expenses 1,472,206 627,603 1,575,365 783,986 1,573,542 Total Department $ 3,240,089 $ 2,517,565 $ 3,534,871 $ 2,848,348 $ 3,739,923 RES

PERSONNEL
2020-21

REVISED
BUDGET
2021-22

REVISED
BUDGET
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Permanent Employees 12.0 12.0 12.0 13.0 13.0
Temporary Staffing 0.0 0.0 0.0 0.0 0.0
Total Personnel & Staffing 12.0 12.0 12.0 13.0 13.0

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SERVICE BY DIVISION

ADMINISTRATION
The Administration Division carries out the official duties of the City Clerk as required by local law and the Brown Act (Open Meetings Law), Public Records Act and Political Reform Act. The division prepares and disseminates the City Council meeting agenda and packets; maintains the City’s legislative history for the City Council, Redevelopment Successor Agency, and Public Finance, Housing and Parking Authorities. Additionally, division staff serve as the Board Secretaries of the Audit Subcommittee and Clean Beaches & Ocean Oversight Committee.

The office also maintains the City’s Boards/Commissions Appointments List, Lobbyist Registry and Council’s Oaks Initiative Log; administers the Records Management Program; attests to contracts executed by the City Manager; and serves as a Passport Acceptance Facility.

ELECTIONS
The City Clerk serves as the City’s Elections Official and Filing Officer as required by local and State Election Codes and the State Political Reform Act. The division conducts special municipal elections, coordinates consolidated regular City Council, Rent Control Board, Santa Monica – Malibu Unified School District (SMMUSD) Board and Santa Monica City College (SMCC) Board elections with the Los Angeles County Clerk/Registrar-Recorder, and maintains the official election records. The division is staffed by Administration and Support Services personnel.

FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - RECORDS AND ELECTION SERVICES (CITY CLERK)

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SUPPORT SERVICES
The Support Services Division provides internal
support to City staff and provides all City
departments with high quality reprographic
services and efficient internal and external mail
service. Support Services personnel also provide
additional staffing for Administration and Election
events.

FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - RECORDS AND ELECTION SERVICES (CITY CLERK)

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DEPARTMENTAL SUMMARIES - COMMUNITY DEVELOPMENT

COMMUNITY

DEVELOPMENT
The mission of the Community
Development Department is focused on the
built environment and the encouragement
and expansion of economic opportunities
for businesses and residents. The
department facilitates new investment
and encourages economic activity by
introducing code amendments to streamline
the land use entitlement process and
review for development applications
consistent with the City’s adopted land
use policies. The department ensures
that development projects comply with
applicable standards, project design reflects
the City’s aesthetic character, and historic
resources are protected. The Department
is also responsible for development
review, plan check, building inspections,
code enforcement, implementing City real
estate transactions, promoting economic
sustainability, serving as liaison to the
business districts, managing leasing and
licensing of City property, operating the
Santa Monica Farmers Markets, managing
the Santa Monica Beach and Pier, and
administering the wind-down of the former
Redevelopment Agency.

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DEPARTMENT RESOURCES
FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - COMMUNITY DEVELOPMENT
CDD

EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages $ 13,161,251 $ 13,502,840 $ 15,200,847 $ 15,553,259 $ 16,364,620 Supplies and Expenses 2,053,155 1,237,762 2,185,332 3,024,888 3,115,697 Subtotal 15,214,406 14,740,602 17,386,179 18,578,147 19,480,317 Beach Fund
Supplies and Expenses 6,435,384 6,912,028 7,443,583 7,908,585 8,142,769 Subtotal 6,435,384 6,912,028 7,443,583 7,908,585 8,142,769 Miscellaneous Grants Fund
Supplies and Expenses 355,607 305,517 1,965,260 - -
Subtotal 355,607 305,517 1,965,260 - -
Pier Fund
Salaries and Wages 334,672 333,899 331,637 370,655 393,595 Supplies and Expenses 1,468,767 1,902,812 2,421,561 2,579,088 3,049,780 Subtotal 1,803,439 2,236,711 2,753,198 2,949,743 3,443,375 Special Revenue Source Fund
Supplies and Expenses 259,474 62,296 - - -
Subtotal 259,474 62,296 - - -
Total All Funds
Salaries and Wages 13,495,923 13,836,739 15,532,484 15,923,914 16,758,215 Supplies and Expenses 10,572,387 10,420,415 14,015,736 13,512,561 14,308,246 Total Department $ 24,068,310 $ 24,257,154 $ 29,548,220 $ 29,436,475 $ 31,066,461 CDD

PERSONNEL
2020-21

REVISED
BUDGET
2021-22

REVISED
BUDGET
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Permanent Employees 79.2 85.2 84.2 86.2 86.2
Temporary Staffing 0.8 0.8 0.8 0.8 0.8
Total Personnel & Staffing 80.0 86.0 85.0 87.0 87.0

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DEPARTMENTAL SUMMARIES - COMMUNITY DEVELOPMENT

SERVICE BY DIVISION

ADMINISTRATION
The Administration Division coordinates and manages the Department’s four other divisions: Building and Safety, City Planning, Code Enforcement, and Economic Development. Responsibilities include providing direction and leadership to the Department, coordinating the wind-down of the former Redevelopment Agency's activities, monitoring staff report preparation, coordination of personnel issues, reviewing and coordinating responses to City Council/citizen inquiries, budget preparation and fiscal tracking, coordinating inter-departmental collaborative objectives, coordinating responses to regional planning initiatives, and researching and analyzing data for inclusion in reports and special studies.

BUILDING AND SAFETY
The Building and Safety Division ensures the safe construction and occupancy of buildings by verifying construction compliance with regulated building and fire codes, which is achieved through the application and enforcement of State laws and City ordinances governing the construction, use, and maintenance of structures on private and public property throughout the City. In this capacity, the Building and Safety Division administers Federal, State, and Municipal regulations regarding architectural compliance, structural stability, seismic safety, electrical, mechanical, plumbing, disabled access, energy conservation, green building, and tenant protection during construction. Services provided by the Building and Safety Division include public counter permitting operations, plan review, inspections, and maintenance of permit and construction records. Additionally, the division administers the locally implemented Seismic Retrofit Program, where nearly 2,000 buildings were identified as potentially seismically vulnerable in need of seismic retrofit and required to comply with the Program.

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CITY PLANNING
The City Planning Division develops long-range policies and plans that shape the built environment and public parks of Santa Monica to address community priorities and changing conditions, in addition to administering and implementing City land use and development policies, the zoning ordinance, housing policies, urban design policies, and the historic preservation program. The division coordinates environmental review, development agreement negotiations, community outreach, and maintains and updates existing policy documents such as the City’s General Plan. The Division’s current strategic planning projects include the 2021-2029 Housing Element Update and Local Coastal Program Update. Ongoing multi-year strategic planning projects include the Parks and Recreation Master Plan Update, Landmarks Ordinance Update, Tree Preservation Ordinance, and planning for the conversion of the Santa Monica airport after its closure.

CODE ENFORCEMENT
The Code Enforcement Division ensures that both residents and businesses within the City adhere to Federal, State, and Municipal codes by responding to reported code violations, as well as conducting proactive enforcement.

The division responds to violations involving construction work, substandard housing, noise, and property maintenance. They also investigate planning and zoning violations, including adherence to conditional use permit requirements. The division may take enforcement action to compel compliance, including issuing notices of violation or administrative citations. The Code Enforcement Division strives to form partnerships within the community and routinely participates in educational sessions during local neighborhood meetings.

ECONOMIC DEVELOPMENT
The Economic Development Division is focused on creating a sustainable, equitable and inclusive economy in Santa Monica and continues to lead the Citywide economic recovery effort in response to the economic impacts of the COVID-19 pandemic.

The division manages leasing of the City’s real estate assets including the Airport, Beach, and Pier properties, the Outdoor Dining program, and provides technical assistance to City departments in lease negotiation, property management,
and property reuse and development. The division oversees administration of the Santa Monica Beach and Pier, including management of the multi-departmental funds and coordination with community partners to enhance the visitor experience at the Santa Monica Beach and Municipal Pier, and manages four weekly Santa Monica Farmers Markets. Additionally, the division acts as a liaison and provides technical support to Santa Monica’s several business organizations, including the Santa Monica Alliance, Santa Monica Travel and Tourism, the Buy Local Santa Monica Committee and business improvement districts.

PERFORMANCE MEASURES BY
FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - COMMUNITY DEVELOPMENT

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DEPARTMENTAL SUMMARIES - FINANCE

FINANCE
The mission of the Finance Department is
to provide sound business, financial, and
risk management support to internal and
external customers, ensuring continuation
of public services to the residents, visitors,
and businesses of Santa Monica through
the protection of financial resources.

DEPARTMENT RESOURCES
FIN

EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages $ 8,230,681 $ 8,365,208 $ 9,043,123 $ 9,498,814 $ 9,986,363 Supplies and Expenses 3,266,259 2,762,730 3,160,842 3,209,560 3,285,746 Subtotal 11,496,940 11,127,938 12,203,965 12,708,374 13,272,109 Self-insurance, Risk Management Administration Fund
Salaries and Wages 1,535,881 1,590,335 1,856,950 2,041,657 2,158,806 Supplies and Expenses 3,914,266 4,817,319 6,033,238 6,165,249 6,302,514 Subtotal 5,450,147 6,407,654 7,890,188 8,206,906 8,461,320 Total All Funds
Salaries and Wages 9,766,562 9,955,543 10,900,073 11,540,471 12,145,169 Supplies and Expenses 7,180,525 7,580,049 9,194,080 9,374,809 9,588,260 Total Department $ 16,947,087 $ 17,535,592 $ 20,094,153 $ 20,915,280 $ 21,733,429 FIN

PERSONNEL
2020-21

REVISED
BUDGET
2021-22

REVISED
BUDGET
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Permanent Employees 61.3 64.3 66.3 67.3 67.3
Temporary Staffing 0.0 0.0 0.0 0.5 0.5
Total Personnel & Staffing 61.3 64.3 66.3 67.7 67.7

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SERVICE BY DIVISION

ADMINISTRATION
The Administration Division is responsible for financial strategic planning, providing overall long-range
financial projections, and managing debt issuance and
compliance. In addition, the division is responsible
for directing the Department’s divisions, coordinating
personnel activities, staff reports, budgets and fiscal tracking, and responding to inquiries from the public.

The division also staffs the Audit Subcommittee,
administers the internal audit function, and staffs the Measure CS Advisory Committee.

BUDGET
The Budget Division is responsible for developing and
monitoring the City’s multi-year budget; preparing
the long-term financial forecast and periodic financial status updates; developing and implementing budget
policies, systems, and procedures; and providing
budgetary guidance and support to City departments.

FINANCIAL OPERATIONS
The Financial Operations Division is responsible for the City’s financial reporting; accounts payable; payroll; grants monitoring; and management, maintenance, and development of the City’s Enterprise Resource Planning software and other financial systems. Division staff coordinates with the City’s independent auditors and other auditors to complete numerous financial and compliance audits and produce required financial reports to be submitted to numerous regulatory agencies, including the Annual Comprehensive Financial Report and the Single Audit Report.

PROCUREMENT
The Procurement Division is responsible for developing and implementing procurement policies and procedures and for providing procurement and contract administration guidance and support to City departments. The division coordinates the procurement of goods and services and assists all City departments with procurement efforts, securing goods and services which meet necessary standards and are in compliance with City policy and State law, assuring fair and equal opportunity to all qualified suppliers in support of the delivery of public services.

FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - FINANCE

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REVENUE
The Revenue Division is responsible for local tax administration, managing the City’s investment portfolio, revenue collection process, and banking relationships; administering debt issuance and compliance; collecting the business license tax and related City business permits/assessments; billing for and collecting utility payments from all City residents and businesses; ensuring that delinquent debts are collected; and counting and processing daily cash collections for City parking meter and transit fare-box revenue.

RISK MANAGEMENT ADMINISTRATION
The Risk Management Division is responsible for ensuring the City has sufficient insurance in place to cover all liability, workers’ compensation, and property losses; adjusting all liability and most of the workers’ compensation claims filed against the City; implementing policies and procedures across the organization to reduce the City’s exposure to unnecessary liability, workers’ compensation and property losses; and coordinating the City’s efforts to comply with local, state, and federal safety regulations.

FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - FINANCE

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FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - FIRE
FIRE
We believe in making a difference every
day. We help people by preserving and
improving the safety, health, and wellbeing
of our community. We provide collaborative
and innovative fire protection, emergency
medical care, and life safety services. We are
committed to service that honors our core
values of Integrity, Compassion, Teamwork,
Accountability, and Trust.

DEPARTMENT RESOURCES
FIRE

EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages $ 42,357,268 $ 44,540,477 $ 47,698,247 $ 48,839,290 $ 50,491,415 Supplies and Expenses 3,215,352 3,938,785 3,880,062 4,124,531 4,357,195 Subtotal 45,572,620 48,479,262 51,578,309 52,963,821 54,848,610 Miscellaneous Grants Fund
Supplies and Expenses 1,670,684 1,800,971 185,000 1,468,805 - Subtotal 1,670,684 1,800,971 185,000 1,468,805 -
Special Revenue Source Fund
Supplies and Expenses 7,380 11,752 15,000 15,300 15,606 Subtotal 7,380 11,752 15,000 15,300 15,606
Total All Funds
Salaries and Wages 42,357,268 44,540,477 47,698,247 48,839,290 50,491,415 Supplies and Expenses 4,893,416 5,751,508 4,080,062 5,608,636 4,372,801 Total Department $ 47,250,684 $ 50,291,985 $ 51,778,309 $ 54,447,926 $ 54,864,216 FIRE

PERSONNEL
2020-21

REVISED
BUDGET
2021-22

REVISED
BUDGET
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Permanent Employees 134.0 137.0 138.0 137.0 137.0
Temporary Staffing 0.0 0.0 0.0 0.4 0.4
Total Personnel & Staffing 134.0 137.0 138.0 137.4 137.4

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SERVICE BY DIVISION

ADMINISTRATION DIVISION
The Fire Chief and administrative staff
are responsible for establishing and
implementing policy and procedures,
evaluating operational effectiveness and
implementing improvements, establishing
goals and objectives, analyzing outcomes,
and managing ongoing and one-time
capital improvement projects. Additionally,
the administrative staff is responsible
for oversight of continuing education for
Emergency Medical Services (EMS) personnel,
communications, and computers and
software programs utilized for emergency
response. Staff also provides City employees
with training in the use of Automatic External Defibrillators (AED), including the installation and maintenance of each unit, as well as the recertification of each employee. Administration works with the Department of Transportation under a maintenance agreement to ensure that Fire apparatus and heavy duty vehicles are kept in excellent working condition through scheduled preventative maintenance and timely repairs and service.

PREVENTION DIVISION
The Fire Prevention Division is responsible for
developing and implementing programs that prevent
or reduce the magnitude of emergencies, such as loss
of life and property, personal injury, or environmental damage. The division recommends and implements
ordinances, reviews plans, processes complaints,
and enforces codes, ordinances and laws through
inspection of new construction and existing buildings.

The division works with other City agencies, such as
the Police Department and the Building and Safety
Division of the Community Development Department,
to advocate for new or revised laws where appropriate. The division evaluates provisions for emergency access, building evacuation, confinement of fires, and potential for hazardous materials releases. Fire Prevention also enforces State laws regarding health care, penal, public assembly, high-rise facilities, and environmental regulations relating to hazardous materials. Additionally, the Prevention Division provides public safety education to the schools, community members, and City employees in fire safety and disaster assistance response training.

The division is also responsible for the SMFD’s social media.

FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - FIRE

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FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - FIRE

SUPPRESSION AND RESCUE DIVISION
The Fire Suppression and Rescue Division is responsible for responding to and effectively mitigating fire, medical, urban search and rescue, aircraft rescue firefighting, accident, and hazardous materials-related emergencies. This division also conducts extensive evaluation of its preparedness status, provides training and recertification of its personnel in the specialty fields of hazardous materials and urban search and rescue, evaluates potential building hazards, and plans mitigation tactics. The division also conducts residential inspections, provides public education, and maintains facilities, apparatus and equipment.

TRAINING DIVISION
The Training Division is responsible for providing and managing training for each Fire Department division, including recruitment programs and a recruit training academy for newly hired firefighters. The division coordinates and controls the training calendar for all divisions. Training activities cover career development; evaluation for retention of job skills, knowledge, abilities and team effectiveness; specialized and new information or procedures; monitoring of cyclic training recertification programs; post stress incident debriefing; classroom and field training; physical fitness programs; and training outside the City or Department.

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FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - HOUSING AND HUMAN SERVICES

HOUSING AND HUMAN

SERVICES
The Housing and Human Services
Department aligns Santa Monica’s social
services safety net with the City’s affordable
housing programs within one consolidated
team, administering a comprehensive
array of housing, educational, and social
services, programs, and investments to
support vulnerable populations. This, in
turn, supports an inclusive and diverse
Santa Monica, a place that dedicates local
investments in the community’s basic needs
for education, housing, and stability.

DEPARTMENT RESOURCES
HHS

EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

REVISED
BUDGET
2023-24

7.A.a
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FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - HOUSING AND HUMAN SERVICES

SERVICE BY DIVISION

ADMINISTRATION
The Administration Division guides the department’s activities to ensure access to housing and human services that meet the needs and priorities of the community. Additionally, the division leads development of the department’s budget and financial reporting, coordinates its communication and marketing outreach, and provides administrative support to the department’s boards, commissions, and advisory bodies.

HOUSING
The Housing Division manages a diverse portfolio of
housing programs that address the needs of households
struggling with housing stability and affordability.

The division administers project and tenant-based
rental assistance programs, manages production and
preservation of affordable housing, and performs
compliance monitoring of existing affordable housing.

Collaborating with community stakeholders and partners, as well as with public and private lenders, developers
and service providers, the division works to ensure lowincome and vulnerable community members have access to income and rental support through the City’s Housing Authority to prevent homelessness and help individuals
and families thrive.

HHS

EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages $ - $ - $ - $ 9,255,291 $ 9,732,617
Supplies and Expenses - - - 13,659,627 13,365,721
Subtotal - - - 22,914,918 23,098,338
Community Development Block Grant (CDBG) Fund
Supplies and Expenses - - - 205,293 209,399
Subtotal - - - 205,293 209,399
Housing Authority Fund
Salaries and Wages - - - 2,204,237 2,328,336
Supplies and Expenses - - - 27,382,710 27,745,991
Subtotal - - - 29,586,947 30,074,327
Miscellaneous Grants Fund
Supplies and Expenses - - - 512,231 512,231
Subtotal - - - 512,231 512,231
Special Revenue Source Fund
Supplies and Expenses - - - 2,000,000 2,000,000
Subtotal - - - 2,000,000 2,000,000
TORCA Fund
Supplies and Expenses - - - 6,120 6,242
Subtotal - - - 6,120 6,242
Total All Funds
Salaries and Wages - - - 11,459,528 12,060,953
Supplies and Expenses - - - 43,765,981 43,839,584
Total Department $ - $ - $ - $ 55,225,509 $ 55,900,537
Housing Authority Fund
Salaries and Wages - - - 2,204,237 2,328,336
Supplies and Expenses - - - 27,382,710 27,745,991
Subtotal - - - 29,586,947 30,074,327
Miscellaneous Grants Fund
Supplies and Expenses - - - 512,231 512,231
Subtotal - - - 512,231 512,231
Special Revenue Source Fund
Supplies and Expenses - - - 2,000,000 2,000,000
Subtotal - - - 2,000,000 2,000,000
TORCA Fund
Supplies and Expenses - - - 6,120 6,242
Subtotal - - - 6,120 6,242
Total All Funds
Salaries and Wages - - - 11,459,528 12,060,953
Supplies and Expenses - - - 43,765,981 43,839,584
Total Department $ - $ - $ - $ 55,225,509 $ 55,900,537
HHS

PERSONNEL
2020-21

REVISED
BUDGET
2021-22

REVISED
BUDGET
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Permanent Employees 0.0 0.0 0.0 73.3 73.3
Temporary Staffing 0.0 0.0 0.0 8.2 8.2
Total Personnel & Staffing 0.0 0.0 0.0 81.4 81.4

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FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - HOUSING AND HUMAN SERVICES

HUMAN SERVICES
The Human Services Division manages an extensive portfolio of essential community resources and services that address the economic, equity and basic needs of low-income and vulnerable youth and families, people with disabilities, seniors, and people experiencing homelessness. Additionally, this dynamic division provides direct services through school and community-based educational and cultural programs and events at Virginia Avenue Park, the Police Activities League, and through the CREST Program. The division collaborates with community stakeholders and service providers to ensure low-income and vulnerable community members have access to an array of coordinated, high-quality safety net services funded through the City’s Human Services Grants Program.

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FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - HUMAN RESOURCES

DEPARTMENT RESOURCES

HUMAN RESOURCES
The mission of the Human Resources
Department is to attract and retain the
next generation of leaders, cultivate a
culture of accountability, empowerment
and leadership, and reinforce a civil and
equitable workplace.

EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages $ 4,224,808 $ 4,082,553 $ 5,126,538 $ 5,069,215 $ 5,314,408 Supplies and Expenses 745,552 868,115 817,835 1,239,126 1,260,697 Subtotal 4,970,360 4,950,668 5,944,373 6,308,341 6,575,105 Total All Funds
Salaries and Wages 4,224,808 4,082,553 5,126,538 5,069,215 5,314,408 Supplies and Expenses 745,552 868,115 817,835 1,239,126 1,260,697 Total Department $ 4,970,360 $ 4,950,668 $ 5,944,373 $ 6,308,341 $ 6,575,105 HR

PERSONNEL
2020-21

REVISED
BUDGET
2021-22

REVISED
BUDGET
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Permanent Employees 22.0 27.0 27.0 26.0 26.0
Temporary Staffing 0.0 0.0 0.0 0.0 0.0
Total Personnel & Staffing 22.0 27.0 27.0 26.0 26.0

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FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - HUMAN RESOURCES

SERVICE BY DIVISION

ADMINISTRATIVE SERVICES
The Chief People Officer oversees the Administrative
Services Division which provides administrative
oversight and leadership to all the divisions of
the Human Resources Department. Functions of
the Administrative Services Division include but
are not limited to: establishing organizational
human resource policy and departmental budget
preparation and fiscal tracking; maintaining the
HR/Payroll and compensation systems; staff report
preparation; management of the department’s
records retention and the facilitation of the Santa
Monica Personnel Board. Through a team of HR
professionals the division promotes a culture that
reflects the City’s progressive values and ensures the
highest levels of service to the City’s departments
and workforce.

EMPLOYMENT AND CLASSIFICATION
The Employment and Classification Division engages in efforts to establish the City of Santa Monica as an employer of choice by attracting and retaining the next generation of leaders. The division handles all recruitment, selection and certification of qualified candidates supporting all City Departments. The division also manages all job classifications within the City and conducts studies to ensure classifications are relevant and meet the operational needs of City Departments. The HR staff serves as business partners using a consultative approach with City Departments when delivering business services to assist them in meeting their staffing needs as well as serving the public in their search for career opportunities with the City of Santa Monica.

LABOR AND EMPLOYEE RELATIONS
The Labor and Employee Relations Division is responsible for reinforcing a civil and equitable workplace. The division negotiates and administers labor agreements with the City’s various employee associations; provides assistance to departments regarding employee performance issues and disciplinary matters; ensures City compliance with all Federal and State employment laws; and investigates employee complaints. Additionally, the division administers the interactive/reasonable accommodation process and monitors compliance of various leave programs such as the Family and Medical Leave Act and California Family Rights Acts. The division's Human Resources Manager is responsible for labor negotiations for the City.

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ORGANIZATIONAL DEVELOPMENT AND EMPLOYEE BENEFITS
The Organizational Development and Employee Benefits Division is responsible for cultivating a culture of accountability, empowerment and leadership. The division provides services that focus on the development and retention of our workforce. The division facilitates training, organizational development and employee engagement opportunities within the City of Santa Monica to provide professional development for employees and enhance the organizational culture. The division also administers, coordinates, and provides information related to employee health benefits, employee wellness, deferred compensation, retirement, new employee orientation, and employee recognition programs.

PERFORMANCE MEASURES BY FRAMEWORK OUTCOME
FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - HUMAN RESOURCES

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FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - INFORMATION SERVICES

INFORMATION SERVICES
The mission of the Information Services
Department is to leverage technology in
support of responsive City services and
an exceptional digital experience for the
people of Santa Monica. Our vision: through
technology we empower people, connect
community, and craft solutions to support
a digitally literate City that works for
everyone.

DEPARTMENT RESOURCES
ISD

EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages $ 7,276,117 $ 7,553,551 $ 8,623,593 $ 9,952,888 $ 10,437,461 Supplies and Expenses 1,782,558 1,381,787 1,883,555 3,021,969 3,153,568 Subtotal 9,058,675 8,935,338 10,507,148 12,974,857 13,591,029 Community Broadband Fund
Salaries and Wages 827,429 831,221 1,134,621 - -
Supplies and Expenses 940,922 1,543,705 1,029,278 - -
Subtotal 1,768,351 2,374,926 2,163,899 - -
Miscellaneous Grants Fund
Supplies and Expenses 42,000 181,575 - - -
Subtotal 42,000 181,575 - - -
Total All Funds
Salaries and Wages 8,103,546 8,384,772 9,758,214 9,952,888 10,437,461 Supplies and Expenses 2,765,480 3,107,067 2,912,833 3,021,969 3,153,568 Total Department $ 10,869,026 $ 11,491,839 $ 12,671,047 $ 12,974,857 $ 13,591,029 ISD

PERSONNEL
2020-21

REVISED
BUDGET
2021-22

REVISED
BUDGET
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Permanent Employees 46.0 49.0 52.0 52.0 52.0
Temporary Staffing 0.0 0.0 0.5 0.5 0.5
Total Personnel & Staffing 46.0 49.0 52.5 52.5 52.5

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SERVICE BY DIVISION

STRATEGY AND OPERATIONS
The Strategy and Operations Division manages business operations and administrative functions, provides project management oversight, delivers technology training, and oversees the City’s cyber security program. Major activities include: strategic planning and organizational development; budget development and oversight; contract management; project portfolio management, and development and implementation of technology policies and procedures.

COMMUNITY BROADBAND
The Community Broadband Division is responsible for
overall strategy, program development, operations,
and management of Santa Monica CityNet- the City’s
100 Gigabit advanced broadband initiative. CityNet
provides business broadband services to the City’s
businesses and several affordable housing units.

CUSTOMER EXPERIENCE AND SUPPORT
The Customer Experience and Support Division provides comprehensive support services to enable quality technology experiences for City staff and patrons. The division delivers a proactive customer support program that includes a call-center, department based business application services, and end-user device support.

DIGITAL TRANSFORMATION AND DEVELOPMENT
The Digital Transformation and Development Division leads the City’s efforts in software engineering, information architecture, data analysis and integration, and geospatial analysis. The division contributes to the City of Santa Monica’s mission of government transparency and resident empowerment by developing and supporting applications such as the Santamonica.gov, the Santa Monica Mobile App, and the City’s open data program.

INFRASTRUCTURE AND CLOUD SERVICES
The Infrastructure and Cloud Services Division manages the planning, implementation, and operation of the City’s Information Technology infrastructure, including the City’s on premise and cloud-hosted datacenters, telecommunications services, and the City’s network that connects 44 City facilities, 13 School District facilities, 6 College facilities, 156 traffic signals, and 14 parking facilities.

FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - INFORMATION SERVICES

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FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - LIBRARY

LIBRARY
The mission of the Library is to provide
resources, services, and a physical and
virtual space to encourage the community
to read, connect, relax, and learn. The
Library supports literacy, lifelong learning,
civic engagement, and cultural awareness
through the Strategic Plan’s four main
focus areas: 1) Vibrant Learning Center,
2) Wellbeing Cultivator, 3) Dynamic Third
Place, and 4) Community and Cultural
Connector. The Library is committed
to diversity, equity and inclusion and
welcomes all.

DEPARTMENT RESOURCES
LIB

EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages $ 6,915,021 $ 6,913,212 $ 8,392,544 $ 8,893,310 $ 9,296,256 Supplies and Expenses 1,797,964 1,760,338 1,967,186 2,093,377 2,215,043 Subtotal 8,712,985 8,673,550 10,359,730 10,986,687 11,511,299 Miscellaneous Grants Fund
Supplies and Expenses 41,271 41,365 56,006 60,465 66,118 Subtotal 41,271 41,365 56,006 60,465 66,118
Total All Funds
Salaries and Wages 6,915,021 6,913,212 8,392,544 8,893,310 9,296,256 Supplies and Expenses 1,839,235 1,801,703 2,023,192 2,153,842 2,281,161 Total Department $ 8,754,256 $ 8,714,915 $ 10,415,736 $ 11,047,152 $ 11,577,417 LIB

PERSONNEL
2020-21

REVISED
BUDGET
2021-22

REVISED
BUDGET
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Permanent Employees 47.0 51.0 53.5 56.5 56.5
Temporary Staffing 0.8 7.3 14.5 16.4 16.4
Total Personnel & Staffing 47.8 58.3 68.0 72.9 72.9

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SERVICE BY DIVISION

ADMINISTRATION AND BUSINESS

SERVICES
The Administration and Business Services Division
plans and oversees the operation of the department;
coordinates system-wide business services, including
HR processes, staff development, and facilities
management; develops and disperses the budget;
oversees branch facilities and daily operations;
handles special projects; directs internal staff
communications and engagement; and aligns staff
work with the City’s and Library’s priorities, mission
and vision. The division manages system-wide
publicity and community relations, staffs the Library
Board, assists the Friends of the Santa Monica Public
Library, and maintains the safety and security of all
Library facilities.

COLLECTIONS, TECHNOLOGY AND PATRON SERVICES
The Collections, Technology and Patron Services
Division supports the Library’s strategic goal as
a Vibrant Learning Center by coordinating and
maintaining collections to help community members
learn, improve, and grow. The division includes
the following functions: materials selection and
acquisitions, cataloging and processing, and Patron
Services desk and cardholder account management.

The division is also responsible for implementation
of the Library’s technology initiatives, virtual
infrastructure and digital environment, and supports
the Library as a virtual Dynamic Third Place.

COMMUNITY ENGAGEMENT AND PROGRAMMING
The Community Engagement and Programming Division addresses the programming needs of youth, families, and adults through innovative programs, activities, and learning experiences. In alignment with the Library’s goal as a Vibrant Learning Center, this division produces a variety of literary programs and literacy services for adults and FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - LIBRARY

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families, coordinates volunteers, and hosts technology and educational classes. The division supports the Library as a Wellbeing Cultivator and Community and Cultural Connector by collaborating with community groups and organizations, working with diverse populations, enhancing relationships with the schools and other youth service providers, and actively engaging with new partners and external resources to support services for all ages.

FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - LIBRARY

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FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - POLICE
POLICE
We are dedicated to safeguarding our
community by improving quality of life
and upholding public trust. We endeavor
to be law enforcement’s benchmark for
excellence as we seek to eliminate crime
and social disorder in collaboration with our
community partners.

DEPARTMENT RESOURCES
PD

EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages $ 89,706,673 $ 88,440,161 $ 101,448,895 $ 103,746,464 $ 107,624,055 Supplies and Expenses 6,688,980 7,656,645 7,279,039 9,444,635 10,036,497 Subtotal 96,395,653 96,096,806 108,727,934 113,191,099 117,660,552 Asset Seizure Fund
Supplies and Expenses 124,407 143,733 - - -
Subtotal 124,407 143,733 - - -
Citizen's Option for Public Safety (COPS) Fund
Supplies and Expenses 326,973 12,754 104,858 106,955 109,094 Subtotal 326,973 12,754 104,858 106,955 109,094
Miscellaneous Grants Fund
Salaries and Wages 241,182 183,640 258,444 - -
Supplies and Expenses 186,452 113,077 497,360 887,988 - Subtotal 427,634 296,717 755,804 887,988 -
Pier Fund
Salaries and Wages 1,622,964 1,630,855 1,604,144 1,652,431 1,742,890 Supplies and Expenses 162,787 187,358 186,562 200,682 207,829 Subtotal 1,785,751 1,818,213 1,790,706 1,853,113 1,950,719 Special Revenue Source Fund
Supplies and Expenses 32,025 96,955 4,390 4,478 4,568
Subtotal 32,025 96,955 4,390 4,478 4,568
Total All Funds
Salaries and Wages 91,570,819 90,254,656 103,311,483 105,398,895 109,366,945 Supplies and Expenses 7,521,624 8,210,522 8,072,209 10,644,738 10,357,988 Total Department $ 99,092,443 $ 98,465,178 $ 111,383,692 $ 116,043,633 $ 119,724,933

7.A.a
Packet Pg. 771 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 134

SERVICE BY DIVISION

OFFICE OF THE CHIEF OF POLICE
The Office of the Chief of Police is the Chief Executive of the Police Department and provides direct oversight of the executive staff. The Chief’s Office has the responsibility to ensure the implementation of goals, objectives, policies, procedures, and standards for the department. It establishes the overall mission and sets direction for the Department as a whole. The Chief’s Office takes part in the design, management, and evaluation of all law enforcement activities. The Chief’s Office also partakes in the strategic planning covering the use of resources, coordinating activities, and ensuring high quality service. Additionally, the office contributes to the development and implementation of projects and programs to maximize police services in coordination with the City Manager, the City Council, other city departments, and public and private organizations. The Community Affairs Unit consists of the Crime Prevention Coordinators and Neighborhood Resource Officers, which works as a liaison between the public and the Police Department to resolve quality of life issues.

FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - POLICE
PD

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Packet Pg. 772 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 135
FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - POLICE

PATROL SERVICES
The Patrol Operations Division (POD) includes Patrol, Downtown Services Unit (DSU), Direct Action Response Team (DaRT), Community Service Officers, K9 Program, and Harbor Unit. Patrol is responsible for the preservation of peace and protection of life and property, maintains a 24-hours-a-day City patrol. It is tasked with enforcement of laws, conducting preliminary investigations of crimes, and the apprehension of criminal offenders. Patrol responds to 911 calls, the majority of homeless related calls, encampments, fights, assaults, disturbances, public death, and open-air drug use and dealing. Downtown Services utilizes bicycles, zero bikes, and provides a collaborative approach to community policing by partnering with the downtown community and business improvement districts (BIDs). DaRT is partnered with Code Enforcement, Fire and the City Attorney to provide effective solutions to impacting the criminal activity on and around the Santa Monica Beach and Pier.

CRIMINAL INVESTIGATIONS
The Criminal Investigations Division includes the Criminal Investigations Section, the Criminal Investigations Support Section, and the Custody Section. The Criminal Investigations Section is an impartial fact-finding entity responsible for the apprehension of criminals through investigation, recovery of stolen property, and the preparation and presentation of evidence to the judicial system. Detectives also identify, register, and track previously convicted sex offenders utilizing State mandated protocols. The Criminal Investigations Support Section is responsible for the management of public law enforcement records, Uniform Crime Reporting, Investigative analysis, and the retention and safeguarding of evidence and found property. The Custody Section’s primary mission is to take custody of people who have been arrested and ensure their safety and security until their arraignment or release.

SPECIAL OPERATIONS
The Special Operations Division is comprised of three sections: Special Enforcement Section, Strategic Planning Section, and Traffic Services Section. Within the Special Enforcement Section lies the Homeless Liaison Program (HLP), Public Services Officers (PSOs) Unit, and collateral units including SWAT, Crisis Negotiations Unit, and the Mounted Unit. HLP addresses quality of life issues associated with the homeless population while providing longterm solutions. This unit works hand in hand with other city departments, such as the Human Services Division and the City Attorney’s Office, to positively deal with the problems brought about by homelessness. The PSOs are non-sworn personnel deployed in the parks, airport, and downtown areas to address quality of life concerns.

Within the Strategic Planning Section lies the Traffic Enforcement Unit and Planning and Intelligence, along with collateral units including Mobile Field Force, Major Accident Response Team, and the Mobile Command Post. The Traffic Enforcement Unit, comprised of our motor officers and collision investigators, provide citywide enforcement, education, and investigation of vehicle code violations. Planning and Intelligence is responsible for facilitating First Amendment activities and intelligence coordination with local, state, and federal law enforcement partners.

Within the Traffic Services Section lies the Traffic Services Unit, Crossing Guard Unit, and Parking Citation Review.

The Traffic Services Unit and Crossing Guards provide intersection traffic control and parking enforcement services throughout the City and enhances pedestrian safety.

7.A.a
Packet Pg. 773 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 136

PROFESSIONAL SERVICES
The Professional Services Division includes the Technical Services Section, Animal Control Section, and the Budget & Procurement Unit. The Technical Services Section encompasses several units: the Logistics Unit is responsible for implementing and recommending technology integration into the police department and maintaining the police safety facility; the Range Unit provides firearms training and operation of the shooting range and equipment inventory and tracking; the Drone as a First Responder (DFR) unit provides Remote Aerial Systems (RAS) to assist in the daily operations of patrol. The Animal Control Section operates a progressive animal care shelter, and is responsible for the enforcement of both local and State animal control laws and regulations. The Budget and Procurement Unit is responsible for the fiscal planning, analysis, and procuring of department equipment and supplies.

HARBOR UNIT
The Harbor Unit provides 24-hour security, rescue, and major first-aid service to persons using the Pier, ocean, and beach areas. The Unit provides a continuous source of phone and over-the-counter public information on weather, tides, boating, fishing, and other marine matters. The Harbor Unit works closely with other municipal, County, and State agencies, and keeps watch for crimes and potential crimes on the Pier and adjacent beach area, reporting suspicious activity to Police Officers. Harbor Unit personnel also support the operations of the Municipal Pier by maintaining and protecting pier pilings, moorings, and related structures and equipment. The Unit is under the supervision of the Patrol Operations Division.

FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - POLICE

7.A.a
Packet Pg. 774 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 137
FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - PUBLIC WORKS

PUBLIC WORKS
The mission of the Public Works
Department is to protect and enrich the
quality of life in the City through the
sustainable maintenance, management,
and enhancement of resources and public
infrastructure.

DEPARTMENT RESOURCES
PW

EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

REVISED
BUDGET
2023-24

7.A.a
Packet Pg. 775 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 138

SERVICE BY DIVISION

ADMINISTRATIVE SERVICES
The Administrative Services Division directs the work of the department and provides administrative support to the Public Works Divisions. Support includes coordinating and preparing the department operating budget, coordinating and managing the City’s Capital Improvement Program and budget, coordinating City Council staff reports and information items, monitoring responses to constituent inquiries, and conducting research and analysis. The division is also responsible for inter-departmental and interagency coordination. Within the division, Woodlawn Cemetery, Mausoleum and Mortuary provides mortuary services, funeral service planning, and cemetery services including sale of traditional and green burial plots. In addition, the Fleet Management section procures and services the City’s fleet including over 800 pieces of equipment, vehicles and maintenance of various fueling stations.

FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - PUBLIC WORKS
PW

EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages $ 28,162,010 $ 28,225,449 $ 31,907,852 $ 32,708,348 $ 34,223,077 Supplies and Expenses 13,567,692 17,026,861 16,596,744 18,650,332 20,583,398 Subtotal 41,729,702 45,252,310 48,504,596 51,358,680 54,806,475 Airport Fund
Salaries and Wages 1,403,061 1,753,432 2,348,947 2,502,131 2,644,093 Supplies and Expenses 5,476,615 6,437,016 7,277,919 7,874,993 8,275,453 Subtotal 6,879,676 8,190,448 9,626,866 10,377,124 10,919,546 Beach Recreation Fund
Salaries and Wages 2,895,799 3,165,212 3,846,480 4,015,621 4,179,517 Supplies and Expenses 2,238,481 2,429,016 2,647,273 2,970,802 3,111,338 Subtotal 5,134,280 5,594,228 6,493,753 6,986,423 7,290,855 Cemetery Fund
Salaries and Wages 964,625 929,063 1,057,337 977,227 1,022,590 Supplies and Expenses 1,266,952 1,468,020 1,468,827 1,527,236 1,607,171 Subtotal 2,231,577 2,397,083 2,526,164 2,504,463 2,629,761 Clean Beaches & Ocean Parcel Tax Fund
Supplies and Expenses 533,931 527,130 781,378 799,020 816,097 Subtotal 533,931 527,130 781,378 799,020 816,097
Miscellaneous Grants Fund
Supplies and Expenses 38,428 55,741 303,429 - -
Subtotal 38,428 55,741 303,429 - -
Pier Fund
Salaries and Wages 427,689 522,113 542,774 549,386 571,323 Supplies and Expenses 1,698,307 1,927,626 2,419,879 2,388,217 2,473,447 Subtotal 2,125,996 2,449,739 2,962,653 2,937,603 3,044,770 Resource Recovery & Recycling Fund
Salaries and Wages 10,730,663 10,974,649 12,599,859 13,985,023 14,552,955 Supplies and Expenses 13,406,082 14,389,540 15,870,322 18,014,362 18,783,717 Subtotal 24,136,745 25,364,189 28,470,181 31,999,385 33,336,672 Vehicle Management Fund
Salaries and Wages 3,188,622 3,038,055 3,360,423 3,640,517 3,803,823 Supplies and Expenses 3,790,961 4,438,665 4,449,577 4,859,536 5,230,948 Subtotal 6,979,583 7,476,720 7,810,000 8,500,053 9,034,771 Wastewater Fund
Salaries and Wages 2,392,762 2,474,388 3,055,457 3,484,644 3,612,719 Supplies and Expenses 9,712,635 7,807,302 15,970,691 16,773,097 17,378,167 Subtotal 12,105,397 10,281,690 19,026,148 20,257,741 20,990,886 Water Fund
Salaries and Wages 6,504,343 7,293,283 8,751,915 9,042,926 9,457,601 Supplies and Expenses 17,435,066 19,647,026 20,511,564 19,714,314 20,573,137 Subtotal 23,939,409 26,940,309 29,263,479 28,757,240 30,030,738 Total All Funds
Salaries and Wages 56,669,574 58,375,644 67,471,044 70,905,823 74,067,698 Supplies and Expenses 69,165,150 76,153,943 88,297,603 93,571,909 98,832,873 Total Department $ 125,834,724 $ 134,529,587 $ 155,768,647 $ 164,477,732 $ 172,900,571 Supplies and Expenses 533,931 527,130 781,378 799,020 816,097 Subtotal 533,931 527,130 781,378 799,020 816,097
Miscellaneous Grants Fund
Supplies and Expenses 38,428 55,741 303,429 - -
Subtotal 38,428 55,741 303,429 - -
Pier Fund
Salaries and Wages 427,689 522,113 542,774 549,386 571,323 Supplies and Expenses 1,698,307 1,927,626 2,419,879 2,388,217 2,473,447 Subtotal 2,125,996 2,449,739 2,962,653 2,937,603 3,044,770 Resource Recovery & Recycling Fund
Salaries and Wages 10,730,663 10,974,649 12,599,859 13,985,023 14,552,955 Supplies and Expenses 13,406,082 14,389,540 15,870,322 18,014,362 18,783,717 Subtotal 24,136,745 25,364,189 28,470,181 31,999,385 33,336,672 Vehicle Management Fund
Salaries and Wages 3,188,622 3,038,055 3,360,423 3,640,517 3,803,823 Supplies and Expenses 3,790,961 4,438,665 4,449,577 4,859,536 5,230,948 Subtotal 6,979,583 7,476,720 7,810,000 8,500,053 9,034,771 Wastewater Fund
Salaries and Wages 2,392,762 2,474,388 3,055,457 3,484,644 3,612,719 Supplies and Expenses 9,712,635 7,807,302 15,970,691 16,773,097 17,378,167 Subtotal 12,105,397 10,281,690 19,026,148 20,257,741 20,990,886 Water Fund
Salaries and Wages 6,504,343 7,293,283 8,751,915 9,042,926 9,457,601 Supplies and Expenses 17,435,066 19,647,026 20,511,564 19,714,314 20,573,137 Subtotal 23,939,409 26,940,309 29,263,479 28,757,240 30,030,738 Total All Funds
Salaries and Wages 56,669,574 58,375,644 67,471,044 70,905,823 74,067,698 Supplies and Expenses 69,165,150 76,153,943 88,297,603 93,571,909 98,832,873 Total Department $ 125,834,724 $ 134,529,587 $ 155,768,647 $ 164,477,732 $ 172,900,571 PW

PERSONNEL
2020-21

REVISED
BUDGET
2021-22

REVISED
BUDGET
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Permanent Employees 438.0 445.0 459.5 480.5 480.5
Temporary Staffing 0.0 2.9 2.9 0.4 0.4
Total Personnel & Staffing 438.0 447.9 462.4 480.9 480.9

7.A.a
Packet Pg. 776 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 139

AIRPORT
The Airport Division manages the operation of the Santa Monica Municipal Airport, a general aviation airport.

Airport Administration provides enforcement of noise regulations and applicable fees and user rates, and acts as a liaison with the neighboring community, aviation groups, and the Airport Commission. The Airport Division provides property management services to the numerous tenants of the Airport campus, and provides for the general maintenance and Capital Improvements of City-owned Airport property and buildings.

ARCHITECTURE SERVICES
The Architecture Services Division is responsible for the planning, design, construction and management of capital improvement projects related to City-owned and leased
facilities, including public buildings, community and
recreation centers, parks, parking structures, transportation facilities, libraries and fire stations. The division incorporates the City’s sustainable design directives, while maintaining a high standard of economy, utility, and aesthetics. The division strives to provide innovative design solutions in the development and construction of efficient, sustainable, safe, and inspiring public facilities and open spaces.

ENGINEERING AND STREET SERVICES
The Engineering and Street Services Division provides sustainable design, construction, and construction management services for City public infrastructure improvements including annual street resurfacing, water/ waste water main replacement, pier upgrades, airport improvements, urban runoff mitigation and watershed management. Additionally, the division provides various services related to land development including permit review, right-of-way inspection, and utility coordination. Within the division, the Street Services section repairs and maintains city streets, alleys, and sidewalks as well as the vast network of streetlights, park and parking lot lighting, and electric vehicle charging stations.

FACILITIES MAINTENANCE
The Facilities Maintenance Division is divided into four distinct sections. The Custodial Services section manages cleaning services for all public parks, public restrooms, and City facilities by both in-house and contractual custodial staff. The Promenade Maintenance section is responsible for ensuring the over 4 million square-feet of downtown area are maintained, allowing residents and visitors a safe and beautiful city center to explore.

The Facilities Services section is responsible for the upkeep, repairs and maintenance of all City buildings and properties by skilled City staff and outside contractors. The division also oversees the Airport Maintenance section, which is responsible for the day to day maintenance of runway, taxiways, aircraft parking areas, buildings and infrastructure.

FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - PUBLIC WORKS

7.A.a
Packet Pg. 777 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 140

OFFICE OF SUSTAINABILITY AND THE ENVIRONMENT
The Office of Sustainability and the Environment is responsible for strategic initiatives that promote environmental, economic, and social sustainability. The office oversees programs and policies related to climate change, resource management, energy, watershed management, water conservation and efficiency, sustainable procurement, and toxic use reduction. It also provides education, outreach, and training to residents, students, and businesses regarding sustainable practices. The Office leads the citywide efforts to enhance and expand electric vehicle infrastructure, and achieve water self-sufficiency, zero waste, and carbon neutrality.

PUBLIC LANDSCAPE
The Public Landscape Division maintains and enhances the City’s parks, landscapes, urban forest, Santa Monica State Beach, Santa Monica Pier, Santa Monica Swim Center, and Annenberg Community Beach House. These assets require constant upkeep and repairs as they are heavily used for recreation, leisure, commerce, and events, and impact health, wellness, and quality of life. Some responsibilities include tennis and basketball courts, athletic fields, park amenities, Muscle Beach, managing over 35,000 public trees; and keeping the waterfront clean. The division leads or collaborates with other departments on a variety of capital improvement projects and implements the vision of the City’s Urban Forest Master Plan.

FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - PUBLIC WORKS

7.A.a
Packet Pg. 778 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 141

RESOURCE RECOVERY & RECYCLING
The Resource Recovery & Recycling Division collects all residential and commercial municipal landfill trash, organics, and recyclable material in the City, services litter and recycling cans located on sidewalks, provides bulky item pick-up and illegal dumping clean-ups, sweeps all streets to prevent debris from entering the storm drains and polluting the Santa Monica Bay, performs fee-based services, such as pressure-washing and trash enclosure plan checks, manages the household and small business hazardous waste program, and oversees the City's zero waste programs including construction and demolition material recycling, zero waste event management, public outreach, and community engagement. In response to California Senate Bill 1383, which mandates Statewide organics recycling and edible food recovery, in 2022 the division continued the rollout of green organics containers to locations throughout the City that did not already have one, with an anticipated completion by the end of December 2023.

WATER RESOURCES
The Water Resources Division provides a safe, reliable and sustainable water supply for residents and businesses, operates the City’s potable and recycled water production and treatment facilities and distribution systems, manages water pollution prevention programs, oversees groundwater basin clean-up operations, and maintains the wastewater collection and conveyance system. The division is working towards reducing the City’s reliance on imported water supplies by diversifying the City's water supply portfolio to enhance sustainability and drought resiliency through projects like the recently completed Sustainable Water Infrastructure Project (SWIP) and enhance production efficiency of the City's Arcadia Water Treatment Plant by the end of 2023. The SWIP would recover 1,680 acre-feet of water annually (approximately 11% of the City’s supply) from stormwater, dry weather urban runoff and municipal wastewater through a new stormwater harvesting tank, a new advanced water treatment facility, and upgrades to the Santa Monica Urban Runoff Recycling Facility (SMURRF). Production efficiency enhancement of the City's Arcadia Water Treatment Plant will increase overall recovery to 90%, adding an additional 1,200 acre-feet of water annually (approximately 8% of the City's water supply).

FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - PUBLIC WORKS

7.A.a
Packet Pg. 779 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 142
FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - RECREATION AND ARTS

RECREATION AND ARTS
The Recreation and Arts Department
focuses on efforts and initiatives that serve
communities through its social, cultural and
recreational programming. Initiatives of
the new department will include the future
management and programming at the Miles
Memorial Playhouse and Camera Obscura
cultural facilities, reframing City Hall murals,
promoting economic recovery through
art activations and events, leveraging the
Beach House as a tourist destination and a
key element of Santa Monica’s beachfront
brand, addressing the conflicts between
demand for recreational amenities and
capacity, managing recreational spaces
and programs, and permitting community
events and art installations.

DEPARTMENT RESOURCES
RAD

EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages $ - $ - $ - $ 7,001,488 $ 7,301,903
Supplies and Expenses - - - 3,041,165 3,118,474
Subtotal - - - 10,042,653 10,420,377
Beach Recreation Fund
Salaries and Wages - - - 1,504,439 1,569,300
Supplies and Expenses - - - 1,332,525 1,409,858
Subtotal - - - 2,836,964 2,979,158
Special Revenue Source Fund
Supplies and Expenses - - - 345,995 300,915
Subtotal - - - 345,995 300,915
Total All Funds
Salaries and Wages - - - 8,505,927 8,871,203
Supplies and Expenses - - - 4,719,685 4,829,247
Total Department $ - $ - $ - $ 13,225,612 $ 13,700,450

7.A.a
Packet Pg. 780 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 143

SERVICE BY DIVISION

ADMINISTRATION
The Administration Division guides the Department’s activities to ensure access to the social, cultural, recreational, and educational programs and services that meet the needs and interests of the community. Additionally, the division leads development of the department’s budget and financial reporting and coordinates its communication and marketing outreach.

COMMUNITY RECREATION
The Community Recreation Division manages recreation and active-living programs at the City’s parks, beach, and recreation facilities. In addition, the division offers aquatics programming at the City’s award-winning Swim Center, Santa Monica High School Aquatics Center and the Annenberg Community Beach House, including recreational and lap swimming, swim instruction, specialty classes, and competitive swimming opportunities. The division oversees adult sports leagues, the Memorial Park Gym, The Cove Skatepark, and community classes and camps.

Additionally, the division develops policies and issues permits for use of facilities, BBQ picnic areas, sports fields, tennis courts, commercial fitness and athletic instruction, and community events.

FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - RECREATION AND ARTS
RAD

PERSONNEL
2020-21

REVISED
BUDGET
2021-22

REVISED
BUDGET
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Permanent Employees 0.0 0.0 0.0 42.8 42.8
Temporary Staffing 0.0 0.0 0.0 43.3 43.3
Total Personnel & Staffing 0.0 0.0 0.0 86.1 86.1
RAD

EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

REVISED
BUDGET
2023-24

EXPENDITURES
00 ACTUAL
0 ACTUAL
S
BUDGET
OOS
BUDGET
UG
PLAN
General Fund
Salaries and Wages $ - $ - $ - $ 7,001,488 $ 7,301,903
Supplies and Expenses - - - 3,041,165 3,118,474
Subtotal - - - 10,042,653 10,420,377
Beach Recreation Fund
Salaries and Wages - - - 1,504,439 1,569,300
Supplies and Expenses - - - 1,332,525 1,409,858
Subtotal - - - 2,836,964 2,979,158
Special Revenue Source Fund
Supplies and Expenses - - - 345,995 300,915
Subtotal - - - 345,995 300,915
Total All Funds
Salaries and Wages - - - 8,505,927 8,871,203
Supplies and Expenses - - - 4,719,685 4,829,247
Total Department $ - $ - $ - $ 13,225,612 $ 13,700,450

7.A.a
Packet Pg. 781 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 144

CULTURAL AFFAIRS
The Cultural Affairs Division manages the development and implementation of a broad range of community-focused cultural programs and investments. This includes supporting local artists and arts organizations through direct grants, residency programs, visibility, and convenings; commissioning public art; implementing creative partnerships to reopen cultural facilities such as the Miles Playhouse and Camera Obscura; and overseeing the Annenberg Community Beach House. Alongside the Arts Commission, the division serves as an advocate for arts and culture. Cultural Affairs also runs Art of Recovery, a pioneering program that uses dynamic partnerships between creatives and other sectors to achieve the City’s recovery goals. The division’s newest initiative, Acknowledge and Reframe Together (Reframe), produces public art and civic memory projects that center community voices with the aim of creating a more just and equitable Santa Monica.

FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - RECREATION AND ARTS

7.A.a
Packet Pg. 782 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 145
FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - DEPARTMENT OF TRANSPORTATION

DEPARTMENT OF

TRANSPORTATION
The Santa Monica Department of
Transportation (SaMoDoT) provides
accessible connections to economic
opportunity and leads the City’s vision for a
non-auto-centric future, while also ensuring
safe and reliable streets. The department is
a resource for innovative, accessible, and
sustainable mobility options. DoT combines
Big Blue Bus (BBB) planning, operations
and maintenance, traffic engineering,
operations and maintenance, multi-modal
transportation planning, programming and
design, shared mobility and micromobility
regulation, transportation permitting and
parking operations/management under one
administration. DoT advances BBB’s regional
transit service, the Mobility On-Demand
Every Day (MODE) paratransit program,
and the planning and implementation of
Complete, Green Streets to include bus,
bike, pedestrian, micromobility, and first-last
mile options. DoT provides opportunities for
community mobility and wellbeing as part
of an active, accessible, congestion-relieving,
multimodal transportation network.

7.A.a
Packet Pg. 783 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 146
FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - DEPARTMENT OF TRANSPORTATION

DEPARTMENT RESOURCES
DOT

EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages $ 5,147,444 $ 4,910,421 $ 6,021,687 $ 5,946,452 $ 6,308,613 Supplies and Expenses 15,076,234 17,855,805 18,787,844 18,672,141 19,445,480 Subtotal 20,223,678 22,766,226 24,809,531 24,618,593 25,754,093 Big Blue Bus Fund
Salaries and Wages 51,681,247 52,363,880 62,090,857 60,827,885 63,677,273 Supplies and Expenses 18,346,889 19,069,003 21,322,557 24,358,871 24,951,776 Subtotal 70,028,136 71,432,883 83,413,414 85,186,756 88,629,049 Local Return Fund
Supplies and Expenses 272,238 326,327 494,538 600,429 610,518 Subtotal 272,238 326,327 494,538 600,429 610,518
Parking Authority Fund
Salaries and Wages 1,050 1,000 900 900 900
Subtotal 1,050 1,000 900 900 900
Special Revenue Source Fund
Supplies and Expenses 255,838 203,793 324,533 331,024 337,644 Subtotal 255,838 203,793 324,533 331,024 337,644
Total All Funds
Salaries and Wages 56,829,741 57,275,301 68,113,444 66,775,237 69,986,786 Supplies and Expenses 33,951,199 37,454,928 40,929,472 43,962,465 45,345,418 Total Department $ 90,780,940 $ 94,730,229 $ 109,042,916 $ 110,737,702 $ 115,332,204 DOT

PERSONNEL
2020-21

REVISED
BUDGET
2021-22

REVISED
BUDGET
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Permanent Employees 441.8 448.8 469.3 472.3 472.3
Temporary Staffing 0.5 0.5 0.5 0.5 0.5
Total Personnel & Staffing 442.3 449.3 469.7 472.7 472.7

7.A.a
Packet Pg. 784 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 147

SERVICE BY DIVISION

FINANCE AND ADMINISTRATIVE SERVICES
The Finance and Administrative Services Division is responsible for providing leadership and direction to the SaMoDoT through ensuring stable regional, federal, and state funding sources, developing new services, resources for staff and BBB capital project oversight. The division manages a portfolio of projects including the longrange transition of the Big Blue Bus fleet to zero-emission vehicles and the procurement and implementation of transit system technology solutions. The division provides oversight in the hiring and recruitment of staff, equal employment opportunity, financial performance, evaluation compliance, as well as employee relations.

Additionally, the division is responsible for the development and oversight of the biennial operating budget, multiyear financial and capital plan, funding strategies, and BBB grants administration. It also provides all operational accounting support to the department such as payroll-timekeeping, BBB accounts payables and receivables, vault and fare inventory control, and warranty recovery. The division coordinates the completion of financial, compliance, operational and performance audits, and manages the development and submittal of all required local, state, and federal compliance documentation and reporting. The division is also responsible for bus advertising sales.

COMMUNITY ENGAGEMENT AND CUSTOMER EXPERIENCE
The Community Engagement and Customer
Experience Division is responsible for marketing
and communications for Big Blue Bus (BBB), the
Mobility On-Demand Every Day (MODE) program;
community outreach and customer information.

The division develops and administers annual
customer surveys, manages media and public
relations activities, works with local and regional
transportation partners on communications,
captures and responds to customer inquiries
related to BBB and MODE service, facilitates transit
fare product purchases and in-person assistance at
Blue: The Transit Store, and maintains and operates
both the BBB and MODE Call Centers.

The division manages the conceptualization, graphic design, copywriting, and production of all digital and printed public information for BBB and MODE, including the Little Blue Book transit guide, system maps, route maps, interior and exterior bus advertising, audio announcements, website, social media, email marketing, video production, internal and external publications, and all customer-facing aspects of BBB’s bus stops and transit hubs, and other activities in support of BBB’s goals and objectives.

FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - DEPARTMENT OF TRANSPORTATION

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DEPARTMENTAL SUMMARIES - DEPARTMENT OF TRANSPORTATION

MAINTENANCE
The Maintenance Division is responsible for the
procurement, maintenance, technology, and servicing
of the Big Blue Bus (BBB) fleet of more than 195 clean
fuel and zero-emission buses and service vehicles as
well as providing maintenance services to both the Fire and Police Department heavy vehicles and apparatus.

In addition, the division is responsible for cleaning and fueling buses used in revenue service, procurement
of goods and services, parts and equipment inventory
management/control, and the overall maintenance
of all BBB infrastructure supporting these functions.

The division is also responsible for BBB all facilities infrastructure and the BBB bus stop maintenance and
cleaning program, bus stop amenities, facility and
heavy shop equipment preventative maintenance
programs, and BBB capital improvement projects
related to facility and bus stop enhancements.

MOBILITY
The Mobility Division provides accessible connections to economic activity and strives to manage congestion, reduce green house gas emissions, and eliminate fatal and severe injury crashes from our streets. The team oversees citywide transportation to increase the safety, efficiency, quality, convenience, and variety of Santa Monica’s transportation options and ensures the safe movement of people and
goods throughout the City. The division is responsible for a Capital Improvement Project (CIP) program to implement the protected bike lane network envisioned in the Bike Action Plan Amendment, the goals of the Pedestrian Action Plan, and safety enhancements to realize our goal of eliminating all traffic fatalities by 2026 as part of the City’s Vision Zero Program.

The Mobility Division coordinates city-wide efforts that affect how our streets are designed, operated, and maintained. The division oversees the City’s traffic management system, traffic signals, traffic signs and markings, as well as programs including Shared Use Mobility, Personal Delivery Devices, Take the Friendly Road Safety Campaign, and Taxicab and Pedicab permitting and policy.

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DEPARTMENTAL SUMMARIES - DEPARTMENT OF TRANSPORTATION
The division reviews private property development for compliance with the City’s transportation design and transportation demand management requirements, and seeks to reduce construction disruption through mitigation plans and permitting for temporary traffic controls, oversize loads and roadway closures. The division is responsible for the day-to-day operations of the Preferential Parking Program and Employer Trip Reduction Ordinance. Special projects of the division include economic recovery through parklets and directing the GoSaMo Transportation Management Organization.

OPERATIONS
The Operations Division is responsible for the delivery of safe, reliable, and efficient daily service to our customers on all of Big Blue Bus’s (BBB’s) routes across its 58 square mile service area. Operations is responsible for all BBB operations personnel including 335 Motor Coach Operators and Motor Coach Operator Supervisors who provide support to street operations, fleet communications, and daily staff scheduling. The division also manages the Motor Coach Operator General Work Bid three times per year, facilitates service delivery for special events and related detours in the City and the Los Angeles service area, and oversees service disruptions in real-time due to unforeseen road events.

PARKING OPERATIONS
The Parking Operations Division is responsible for the revenues, management, and operations of the City’s 5,600 on-street parking meters and 41 off-street public parking facilities in Downtown, the beach lots and other locations citywide. Through innovative staffing and technology solutions, the division ensures efficient access to each facility, protects parking assets and revenues, maximizes the customer experience, provides safe and well-maintained parking facilities, and supports the City’s broader transportation and mobility goals through data analytics and regulatory compliance.

Division staff oversees the collection and adjudication of parking citations, administers the City’s residential, recreational, and other parking permit programs, as well as manages the coordination of special event parking activations in the City’s off-street public parking facilities. The division also maintains a working collaboration with regulatory bodies such as the California Coastal Commission to ensure timely compliance for beach zone access and parking issues.

PLANNING AND PERFORMANCE
The Transit Planning and Performance Division is responsible for service planning for Big Blue Bus (fixed route) and MODE (demand response). Service planning includes route and schedule changes, creation of vehicle and motor coach operator (MCO) schedules, advancing projects and programs that improve fixed route travel times (e.g., bus

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DEPARTMENTAL SUMMARIES - DEPARTMENT OF TRANSPORTATION
only lanes), setting fare policy, conducting planning studies and analyses, and researching and implementing best practices to improve the customer experience (e.g., real-time signs at bus stops). The division is also responsible for the collection and reporting of all fixed route and demand response performance metrics such as ridership, system size (i.e., miles and hours), route performance, cost effectiveness, safety, maintenance, and fares, and supports the department’s federally required reporting to the National Transit Database (NTD). Finally, the division serves as a liaison to other transit agencies in LA County to coordinate and implement projects that improve transit services in the region.

SAFETY AND TRAINING
The Safety and Training Division is responsible
for the development, management, and
implementation of all DOT safety, security, and
training programs. The division develops and
maintains Big Blue Bus (BBB) Public Transportation
Agency Safety Plan (PTASP), which ensures that
the transit agency meets or exceeds its safety
objectives through the collection, analysis, and
assessment of safety data. It also identifies and
analyzes hazards and takes action to mitigate
safety risks.

The division selects and trains Motor Coach
Operators (MCOs), provides continuous trainings
such as Verification of Transit Training (VTT),
accident retraining, return-to-work, special
assignment trainings, and OSHA/Cal OSHA-required
training for all pertinent BBB staff. The division also hosts quarterly safety meetings to communicate
safety information for all BBB staff and oversees
system-wide safety by investigating bus accidents
and incidents, tracking accident trends, and taking
measures to mitigate preventable collisions.

The division manages the department’s security
programs for customers and staff through contracts with SMPD to provide transit enforcement services on BBB buses and with a security contractor company to provide 24-hour onsite security services for the BBB campus and the safety of staff.

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DEPARTMENTAL SUMMARIES - NON-DEPARTMENTAL

NON-DEPARTMENTAL
The Non-Departmental budget represents
activities that are not attributed to any
one specific department in the City.

The Non-Departmental budget includes
appropriations to manage the use of federal
funding sources such as Coronavirus Aid,
Relief, and Economic Security (CARES) Act
and the American Rescue Plan Act (ARPA);
payments to pay down the California
Public Employees’ Retirement System
(CalPERS) unfunded liability; annual
required contribution (ARC) to prefund
Other Post-Employment Benefits (OPEB)
liabilities; payment to the Santa MonicaMalibu Unified School District (SMMUSD) in return for the use of certain school
district facilities; debt service payments;
and transfers to/from other funds such as
a transfer per the Advisory Measure GS to
fund schools, homelessness prevention, and
affordable housing.

Non-Dept

EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

REVISED
BUDGET
2023-24

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DEPARTMENTAL SUMMARIES - NON-DEPARTMENTAL
Non-Dept

EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
General Fund
Salaries and Wages $ (1,678,766) $ 960,149 $ 6,465,228 $ 5,784,057 $ 4,404,310 Supplies and Expenses 37,938,568 104,093,471 52,285,913 51,095,425 56,217,058 Subtotal 36,259,802 105,053,620 58,751,141 56,879,482 60,621,368 Airport Fund
Salaries and Wages (2,372) 7,966 22,719 822 863
Supplies and Expenses 1,873,493 (6,756,108) 682,371 636,960 659,698 Subtotal 1,871,121 (6,748,142) 705,090 637,782 660,561
Beach Recreation Fund
Salaries and Wages (4,435) 17,873 69,005 28,170 29,578
Supplies and Expenses (2,667,639) 74,238 86,811 (2,614,571) (2,483,664) Subtotal (2,672,074) 92,111 155,816 (2,586,401) (2,454,086) Big Blue Bus Fund
Salaries and Wages (158,561) 249,687 735,698 294,733 309,469 Supplies and Expenses (106,034) (502,923) 38,047 (168,557) (141,802) Subtotal (264,595) (253,236) 773,745 126,176 167,667
Cemetery Fund
Salaries and Wages (24,589) (20,785) 25,762 - -
Supplies and Expenses (536,748) (483,094) (385,071) (375,716) (375,660) Subtotal (561,337) (503,879) (359,309) (375,716) (375,660) Clean Beaches & Ocean Parcel Tax Fund
Salaries and Wages - - 5,223 - -
Supplies and Expenses (13,827,237) 1,239,933 2,750,768 4,778,277 3,807,053 Subtotal (13,827,237) 1,239,933 2,755,991 4,778,277 3,807,053 Community Broadband Fund
Salaries and Wages (22) 3,037 80,247 - -
Supplies and Expenses 222,000 822,000 222,000 - -
Subtotal 221,978 825,037 302,247 - -
Community Development Block Grant (CDBG) Fund
Supplies and Expenses 283,471 149,502 247,065 289,206 242,890 Subtotal 283,471 149,502 247,065 289,206 242,890
Gas Tax Fund
Supplies and Expenses 2,001,131 2,174,930 2,686,281 2,632,472 2,688,969 Subtotal 2,001,131 2,174,930 2,686,281 2,632,472 2,688,969 Housing Authority Fund
Supplies and Expenses (129,000) (92,355) (65,258) 239,152 353,897 Subtotal (129,000) (92,355) (65,258) 239,152 353,897
Local Return Fund
Supplies and Expenses 550,700 684,378 738,000 965,938 965,938 Subtotal 550,700 684,378 738,000 965,938 965,938
Low/Moderate Income Housing Asset Fund
Supplies and Expenses (3,697,355) 362,827 372,657 389,364 389,364 Subtotal (3,697,355) 362,827 372,657 389,364 389,364
General Fund
Salaries and Wages $ (1,678,766) $ 960,149 $ 6,465,228 $ 5,784,057 $ 4,404,310 Supplies and Expenses 37,938,568 104,093,471 52,285,913 51,095,425 56,217,058 Subtotal 36,259,802 105,053,620 58,751,141 56,879,482 60,621,368 Airport Fund
Salaries and Wages (2,372) 7,966 22,719 822 863
Supplies and Expenses 1,873,493 (6,756,108) 682,371 636,960 659,698 Subtotal 1,871,121 (6,748,142) 705,090 637,782 660,561
Beach Recreation Fund
Salaries and Wages (4,435) 17,873 69,005 28,170 29,578
Supplies and Expenses (2,667,639) 74,238 86,811 (2,614,571) (2,483,664) Subtotal (2,672,074) 92,111 155,816 (2,586,401) (2,454,086) Big Blue Bus Fund
Salaries and Wages (158,561) 249,687 735,698 294,733 309,469 Supplies and Expenses (106,034) (502,923) 38,047 (168,557) (141,802) Subtotal (264,595) (253,236) 773,745 126,176 167,667
Cemetery Fund
Salaries and Wages (24,589) (20,785) 25,762 - -
Supplies and Expenses (536,748) (483,094) (385,071) (375,716) (375,660) Subtotal (561,337) (503,879) (359,309) (375,716) (375,660) Clean Beaches & Ocean Parcel Tax Fund
Salaries and Wages - - 5,223 - -
Supplies and Expenses (13,827,237) 1,239,933 2,750,768 4,778,277 3,807,053 Subtotal (13,827,237) 1,239,933 2,755,991 4,778,277 3,807,053 Community Broadband Fund
Salaries and Wages (22) 3,037 80,247 - -
Supplies and Expenses 222,000 822,000 222,000 - -
Subtotal 221,978 825,037 302,247 - -
Community Development Block Grant (CDBG) Fund
Supplies and Expenses 283,471 149,502 247,065 289,206 242,890 Subtotal 283,471 149,502 247,065 289,206 242,890
Gas Tax Fund
Supplies and Expenses 2,001,131 2,174,930 2,686,281 2,632,472 2,688,969 Subtotal 2,001,131 2,174,930 2,686,281 2,632,472 2,688,969 Housing Authority Fund
Supplies and Expenses (129,000) (92,355) (65,258) 239,152 353,897 Subtotal (129,000) (92,355) (65,258) 239,152 353,897
Local Return Fund
Supplies and Expenses 550,700 684,378 738,000 965,938 965,938 Subtotal 550,700 684,378 738,000 965,938 965,938
Low/Moderate Income Housing Asset Fund
Supplies and Expenses (3,697,355) 362,827 372,657 389,364 389,364 Subtotal (3,697,355) 362,827 372,657 389,364 389,364
Non-Dept

EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

REVISED
BUDGET
2023-24

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Non-Dept

EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Miscellaneous Grants Fund
Supplies and Expenses 17,156,546 15,710,876 157,144 162,743 162,743 Subtotal 17,156,546 15,710,876 157,144 162,743 162,743
Parking Authority Fund
Supplies and Expenses 10,998,895 - - - -
Subtotal 10,998,895 - - - -
Pier Fund
Salaries and Wages (12,165) (3,147) 73,603 9,445 9,917
Supplies and Expenses (2,066,985) (3,411,613) (2,814,738) (585,734) (3,570,382) Subtotal (2,079,150) (3,414,760) (2,741,135) (576,289) (3,560,465) Resource Recovery & Recycling Fund
Salaries and Wages (110,241) 9,688 250,693 89,704 94,189 Supplies and Expenses 231,217 272,312 1,141,235 1,185,175 1,207,273 Subtotal 120,976 282,000 1,391,928 1,274,879 1,301,462
SCAQMD AB 2766 Fund
Supplies and Expenses 7,317 7,463 - - -
Subtotal 7,317 7,463 - - -
Self-insurance, Bus Fund
Supplies and Expenses 4,309,608 3,611,543 3,466,949 4,709,930 5,391,090 Subtotal 4,309,608 3,611,543 3,466,949 4,709,930 5,391,090 Self-insurance, General Liability/Auto Fund
Supplies and Expenses 64,013,018 15,374,309 6,226,993 8,682,233 10,094,358 Subtotal 64,013,018 15,374,309 6,226,993 8,682,233 10,094,358 Self-insurance, Risk Management Administration Fund
Salaries and Wages (7,321) 14,033 41,851 23,697 24,882
Supplies and Expenses (1,992,253) (2,059,268) (2,053,007) (2,846,696) (2,987,662) Subtotal (1,999,574) (2,045,235) (2,011,156) (2,822,999) (2,962,780) Self-insurance, Workers' Compensation Fund
Supplies and Expenses 14,960,962 10,875,524 14,412,574 15,526,658 15,961,548 Subtotal 14,960,962 10,875,524 14,412,574 15,526,658 15,961,548 Special Revenue Source Fund
Supplies and Expenses (13,726,217) (7,916,973) (7,080,326) (6,761,732) (6,777,887) Subtotal (13,726,217) (7,916,973) (7,080,326) (6,761,732) (6,777,887) Stormwater Management Fund
Supplies and Expenses 749,292 1,372,377 1,321,749 1,338,092 1,431,365 Subtotal 749,292 1,372,377 1,321,749 1,338,092 1,431,365 TORCA Fund
Supplies and Expenses 51,833 178,139 86,268 116,472 116,472 Subtotal 51,833 178,139 86,268 116,472 116,472
Vehicle Management Fund
Salaries and Wages (30,187) 6,292 57,956 27,161 28,519
Supplies and Expenses 60,833 63,311 58,960 4,690 4,874
Subtotal 30,646 69,603 116,916 31,851 33,393
g(,) (,) ,,,
Supplies and Expenses (2,066,985) (3,411,613) (2,814,738) (585,734) (3,570,382) Subtotal (2,079,150) (3,414,760) (2,741,135) (576,289) (3,560,465) Resource Recovery & Recycling Fund
Salaries and Wages (110,241) 9,688 250,693 89,704 94,189 Supplies and Expenses 231,217 272,312 1,141,235 1,185,175 1,207,273 Subtotal 120,976 282,000 1,391,928 1,274,879 1,301,462
SCAQMD AB 2766 Fund
Supplies and Expenses 7,317 7,463 - - -
Subtotal 7,317 7,463 - - -
Self-insurance, Bus Fund
Supplies and Expenses 4,309,608 3,611,543 3,466,949 4,709,930 5,391,090 Subtotal 4,309,608 3,611,543 3,466,949 4,709,930 5,391,090 Self-insurance, General Liability/Auto Fund
Supplies and Expenses 64,013,018 15,374,309 6,226,993 8,682,233 10,094,358 Subtotal 64,013,018 15,374,309 6,226,993 8,682,233 10,094,358 Self-insurance, Risk Management Administration Fund
Salaries and Wages (7,321) 14,033 41,851 23,697 24,882
Supplies and Expenses (1,992,253) (2,059,268) (2,053,007) (2,846,696) (2,987,662) Subtotal (1,999,574) (2,045,235) (2,011,156) (2,822,999) (2,962,780) Self-insurance, Workers' Compensation Fund
Supplies and Expenses 14,960,962 10,875,524 14,412,574 15,526,658 15,961,548 Subtotal 14,960,962 10,875,524 14,412,574 15,526,658 15,961,548 Special Revenue Source Fund
Supplies and Expenses (13,726,217) (7,916,973) (7,080,326) (6,761,732) (6,777,887) Subtotal (13,726,217) (7,916,973) (7,080,326) (6,761,732) (6,777,887) Stormwater Management Fund
Supplies and Expenses 749,292 1,372,377 1,321,749 1,338,092 1,431,365 Subtotal 749,292 1,372,377 1,321,749 1,338,092 1,431,365 TORCA Fund
Supplies and Expenses 51,833 178,139 86,268 116,472 116,472 Subtotal 51,833 178,139 86,268 116,472 116,472
Vehicle Management Fund
Salaries and Wages (30,187) 6,292 57,956 27,161 28,519
Supplies and Expenses 60,833 63,311 58,960 4,690 4,874
Subtotal 30,646 69,603 116,916 31,851 33,393
Non-Dept

EXPENDITURES
2020-21
ACTUAL
2021-22
ACTUAL
2022-23

REVISED
BUDGET
2023-24

PROPOSED
BUDGET
2024-25
BUDGET
PLAN
Wastewater Fund
Salaries and Wages (5,592) 24,083 65,667 17,978 18,877
Supplies and Expenses 14,947,487 (552,236) (1,333,692) (3,686,619) (2,763,211) Subtotal 14,941,895 (528,153) (1,268,025) (3,668,641) (2,744,334) Water Fund
Salaries and Wages (15,225) 65,500 104,078 46,827 49,169 Supplies and Expenses 1,221,097 428,007 1,246,822 1,307,071 1,344,126 Subtotal 1,205,872 493,507 1,350,900 1,353,898 1,393,295 Total All Funds
Salaries and Wages (2,049,476) 1,334,376 7,997,730 6,322,594 4,969,773 Supplies and Expenses 132,828,000 135,720,570 74,496,515 77,020,233 81,938,448 Total Non-Departmental $ 130,778,524 $ 137,054,946 $ 82,494,245 $ 83,342,827 $ 86,908,221 FY 2023-25 PROPOSED BIENNIAL BUDGET

DEPARTMENTAL SUMMARIES - NON-DEPARTMENTAL

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PERSONNEL AND STAFFING

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PERSONNEL AND STAFFING - ORGANIZATIONAL CHART

CITY COUNCIL
MAYOR Gleam Davis / MAYOR PRO TEM Lana Negrete
COUNCILMEMBER Phil Brock / COUNCILMEMBER Oscar de la Torre COUNCILMEMBER Christine Parra / COUNCILMEMBER Caroline Torosis COUNCILMEMBER Jesse Zwick

RECORDS & ELECTION

SERVICES (CITY CLERK)
Denise Anderson-Warren

TRANSPORTATION
Edward F. King

FINANCE
Gigi Decavalles-Hughes

INFORMATION SERVICES
Joseph Cevetello

COMMUNITY

DEVELOPMENT
David Martin

HOUSING AND HUMAN

SERVICES
Danielle Noble, Acting Director
FIRE
Danny Alvarez

LIBRARY
Erica Cuyugan
POLICE
Ramon Batista

RECREATION AND ARTS
Vacant

HUMAN RESOURCES
Lori Gentles

CITY ATTORNEY
Douglas Sloan

CITY MANAGER
David White

PUBLIC WORKS
Rick Valte
DEPUTY

CITY MANAGER
Anuj Gupta

ASSISTANT

CITY MANAGER
Susan Cline

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Packet Pg. 804 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 166
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Packet Pg. 805 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 167
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Packet Pg. 806 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 168
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Packet Pg. 807 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 169
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Packet Pg. 808 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 170
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Packet Pg. 809 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 171
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Packet Pg. 810 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 172
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Packet Pg. 811 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 173
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Packet Pg. 812 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 174
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Packet Pg. 813 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 175
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Packet Pg. 814 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 176
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Packet Pg. 815 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 177
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Packet Pg. 816 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 178
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Packet Pg. 817 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 179
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Packet Pg. 818 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 180
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Packet Pg. 819 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 181
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Packet Pg. 820 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 182
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Packet Pg. 821 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 183
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Packet Pg. 822 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 184
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Packet Pg. 823 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 185
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Packet Pg. 824 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 186
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Packet Pg. 825 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 187
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Packet Pg. 826 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 188
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Packet Pg. 827 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 189
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Packet Pg. 828 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 190
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Packet Pg. 829 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 191
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Packet Pg. 830 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 192
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Packet Pg. 831 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 193
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Packet Pg. 832 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 194
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Packet Pg. 833 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 195
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Packet Pg. 834 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) FY 2023-25 PROPOSED BIENNIAL BUDGET

CAPITAL IMPROVEMENT PROGRAM

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Packet Pg. 835 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 196
FY 2023-25 PROPOSED BIENNIAL BUDGET
CAPITAL IMPROVEMENT PROGRAM - ADDENDUM TO FY 2022-24 CIP BUDGET FY 2023-24 THROUGH FY 2026-27 CAPITAL IMPROVEMENT PROGRAM The Capital Improvement Program (CIP) budget process is a five-year planning cycle and is updated biennially. On June 28, 2022, Council adopted the first year and approved the second year of the FY 2022-24 Biennial Capital Improvement Program Budget. In the face of the pandemic’s impact on capital project and construction program resources, only a very limited number of projects were approved in the FY2022-24 Biennial CIP Budget cycle.

Those projects represented critical infrastructure needs, projects that could not be deferred without compromising essential operations or public health and safety, and projects that would generate revenue. The changes outlined in this Addendum are revisions to the second year of the approved Biennial Budget, FY 2022-24. These changes are limited to priority needs that have arisen during the first year of the Biennial Budget and cannot be deferred until the next biennial budget process. However, absent new General Fund resources, departments did identify alternative funding options, such as grant resources, special revenue funds, Local Return Funds, BBB Enterprise Funds and Community Development Block Grant resources to fund CIP projects.

FY 2024-27 budget plan amounts are included as a planning tool to demonstrate total anticipated capital funding needs. However, project needs will be re-evaluated during each biennial budget cycle to ensure that budgets are adjusted to fall within available funding limits and to best reflect updated City priorities.

DEFINITION OF CAPITAL PROJECTS
The Capital Improvement Program is a five-year financial plan for the acquisition, expansion or rehabilitation of land, buildings and other major infrastructure. Projects included in the CIP budget are those with costs exceeding $50,000 and with useful lives of more than three years; most involve public infrastructure construction or major equipment procurement.

FY 2023-24 EXCEPTION-BASED CIP BUDGET
The exception-based budget process occurs in the second year of the biennial budget period, and only projects that are highly urgent are considered. Project requests are submitted to and evaluated by the CIP Team comprised of the City Manager, Assistant City Manager, Director of Finance, and the Director of Public Works which recommends funding or provides feedback for projects best reflecting current City priorities. CIP Project applications are also evaluated within the context of available funding limits to ensure that extremely limited resources fund priority projects while maintaining the City’s existing infrastructure and minimize future replacement costs. Capital budget recommendations are presented to City Council and the community for consideration.

Changes to the FY 2023-24 CIP Budget as part of the CIP Exception-Based Budgeting process include:
• New allocation of Measure CS funds for two vehicles that require immediate funding; • Increases in allocations to existing projects based on revised estimates and available restricted funding; • Allocation of local and grant resources; and
• Alternative funding from federal Big Blue Bus funds.

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Packet Pg. 836 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 197
FY 2023-25 PROPOSED BIENNIAL BUDGET
CAPITAL IMPROVEMENT PROGRAM - ADDENDUM TO FY 2022-24 CIP BUDGET

REVISED BUDGET SUMMARY
The revised FY 2023-24 CIP Budget totals $104.1 million. This represents an increase of $8 million from the originally approved FY 2023-24 CIP Budget. Of the total FY 2023-24 CIP budget, the General Fund portion represents $13.5 million or 13 percent. Total budget amounts represent major project support to water projects identified in the Sustainable Waster Master Plan, Water and Wastewater Main Replacement projects, and ongoing maintenance projects.

CIP BUDGET SUMMARY BY FUND

GENERAL FUND BUDGET CHANGES
The CIP Team evaluated requests and approved $0.5 million in General Fund budget increases for the FY 2023- 24 Exception-Based CIP Budget for the Reed Park Improvements project and the internal services transfer in the Vehicle Replacement Program outlined in the Project Details section and the CIP Budget Matrix. In light of the impacts of COVID-19 on General Fund resources, funding additional new projects is not available and are included in the Unfunded CIP List.

FUND

BUDGET BUDGET PLAN
FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
(01) General Fund $13,504,429 $14,989,229 $18,585,979 $15,371,629 (10) Special Revenue $2,631,300 $3,245,000 $1,176,000 $1,100,000 (11) Beach Recreation $771,720 $1,297,020 $797,020 $820,220 (12) Housing Authority $ 12,371 $12,371 $12,371 $12,371 (16) Clean Beaches & Ocean Parcel Tax - Measure V $3,260,000 $8,050,000 $50,000 $50,000 (18) SC AQMD $112,000 - - -
(19) Community Development Block Grant $1,050,000 - - - (20) Miscellaneous Grants Fund $4,880,735 $350,000 $41,700,000 $5,540,000 - (26) Gas Tax Fund $2,300,000 $2,000,000 $2,000,000 $2,000,000 (27) Local Return $8,585,200 $5,500,000 $5,500,000 $5,500,000 (50) Water $16,525,714 $18,693,414 $17,348,314 $12,634,314 (51) Wastewater $7,104,497 $7,645,797 $7,961,997 $8,092,597 (53) Pier $4,883,787 $5,333,787 $88,487 $3,888,487
(54) Resource Recovery & Recycling $4,113,227 $4,220,527 $4,487,627 $4,546,427 (57) Airport $8,213,889 $13,031,089 $9,734,689 $8,362,989 (59) Cemetery $249,093 $81,793 $81,793 $81,793
(60) Big Blue Bus $25,477,150 $5,341,550 $5,454,750 $5,500,950 (70) Vehicle Replacement $10,264,552 $5,960,302 $10,410,492 $8,083,752 (71) Computer Equipment Replacement $2,895,400 $2,956,300 $3,293,600 $3,293,600 (75) Risk Management Admin $ 34,188 $ 34,188 $ 34,188 $ 34,188 Total CIP Budget All Funds $116,869,252 $98,742,367 $ 128,717,307 $84,913,317 Less Internal Service Transfers ($12,789,547) ($12,865,947) ($13,618,447) ($13,961,247) Net Total CIP Budget All Funds $104,079,705 $85,876,420 $115,098,860 $70,952,070

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Packet Pg. 837 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 198
FY 2023-25 PROPOSED BIENNIAL BUDGET
CAPITAL IMPROVEMENT PROGRAM - ADDENDUM TO FY 2022-24 CIP BUDGET

NON-GENERAL FUND BUDGET CHANGES
The total net change proposed for Non-General Fund budgets is approximately $7.5 million. These budget increases are outlined below in the Project Details section and the CIP Budget Matrix. All of the proposed budget increases can be fully supported by an existing enterprise fund balance, grants, alternative funding or special revenue source.

The FY 2023-24 CIP budget changes includes $4.3 million in net increased budget from enterprise Big Blue Bus funding sources for projects necessary to implement the Administration Building seismic improvement project and augmentation of the 7th Street Fencing Upgrade project. The remaining significant Non-General Fund increases are from an appropriation of $1.25 million in Local Return revenues for the new Bus Terminal at PCH and Sunset Blvd and Parking Structure Study, $1.05 million in the CDBG Funds toward the 19th Street Open Space Project, Virginia Avenue Park Commercial Kitchen and Virginia Park Basketball Replacement project and $0.7 million in Special Revenue Funds for the Marine Park Basketball Court Surface Reconstruction and Park Improvement Program projects. These major budget increases as well as smaller changes are outlined below in the Project Details section and the CIP Budget Matrix.

IMPACTS ON ONGOING OPERATION
Projects that increase or expand City facilities can impact ongoing operating costs. The CIP Exception-Based changes for FY 2023-24 do not add additional ongoing operational costs.

UNFUNDED CIP PROJECTS
Projects that were eliminated or reduced to help close the City’s funding gap resulting from the global COVID-19 crisis or did not receive funding due to extremely limited resources are listed in the Unfunded Projects table and are tracked for consideration in future funding cycles. In many cases, these are still high priority projects, but they remain unfunded given the limited resources. City staff will need to explore opportunities to leverage City funds with external funding. Future project proposals will also need to acknowledge workload considerations where existing staffing capacity is fully committed to other urgent projects or limited due to staffing levels. In some cases, staff can continue preliminary or related work until it is possible to fully fund a broader effort.

While there are incremental increases in the amount dedicated to capital projects each year leading to FY 2026- 27, these increases will not be sufficient to address deferred infrastructure and equipment maintenance, price escalation, and a renewed focus on community amenities that were put on hold during the pandemic, such as the Memorial Park Expansion project and planning for the Airport closure.

PROJECT DETAILS
This section outlines proposed project budget increases described in the revised budget summary and CIP Budget Matrix. Budget increases include additional budget appropriations to projects that have revised estimates, as well as new projects that have urgent budget needs or reflect a priority that cannot be deferred until the next biennial CIP budget process. The following projects are organized by department and then by title.

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Packet Pg. 838 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 199
Project #
C0738
Target Completion Date
FY 2024-25
Total Project Budget
$1,777,789
Project Description
This project would provide additional funds for
new fencing along 7th Street, bus stop amenities
designed to improve the customer experience such
as the installation of trash receptacles, seating,
signage, real-time signs, automatic gates and lighting. This project will also include shared mobility parking and a small off leash park for dogs. To further enhance the customer experience, the bus stop will also feature outdoor dining spaces and a shared mobility space to pick-up or drop off e-bikes and e-scooters for downtown residents, visitors, and employees . Funding in the amount of $640,700 was included in the FY 2018-20 CIP budget and $837,089 was included in the FY 2021-22 CIP Budget. The additional $300,000 in federal funds will augment the existing funding and will ensure the funding of the design and construction associated with this project.

Project Justification
This unique and innovative project garnered visibility and support and earned SaMoDoT federal funding in support of the project.

Department of Transportation
7TH STREET FENCING UPGRADE
Fund Account FY 2023-24
Big Blue Bus Fund C6007380.689000 $300,000
TOTAL PROJECT BUDGET $300,000
FY 2023-25 PROPOSED BIENNIAL BUDGET
CAPITAL IMPROVEMENT PROGRAM - ADDENDUM TO FY 2022-24 CIP BUDGET

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Packet Pg. 839 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 200
Project #
C0740
Target Completion Date
FY 2025-26
Total Project Budget
$6,780,000
Project Description
The original scope of work for this project included
seismic retrofit work for addressing structural
deficiencies in BBB’s operations-administration
building identified in a comprehensive facility
structural analysis that was completed in FY 2019-120. The scope included an alternative analysis for adding more space to the Motor Coach Operator Ready Room on the 1st floor, and modifications to BBB’s Communication and Dispatch Center located on the first floor. The project was initially de-scoped due to budgetary reasons as a result of staff restructuring and service reductions due to COVID 19. The new scope of work includes all seismic retrofit work on the building and the subterranean parking structure sheer walls, and minor modifications to the 2nd floor outdoor balcony (including purchase of outdoor furniture) to provide Motor Coach Operators and staff an outdoor break and eating area to enhance wellbeing. Funding in the amount of $2,780,000 was included in the FY 2020-22 CIP budget and the additional $4,000,000 increase will address the scope of the project and escalation costs.

Project Justification
As a result of a comprehensive facility infrastructure assessment, it was determined that BBB’s Operations – Administration Facility required seismic retrofit work to ensure the building was safe for staff. During the assessment, staff scoped out a project option for the potential expansion of the MCO Ready Room on the 1st floor and the Communication/Dispatch Office to address adequate healthy space for Motor Coach Operators (MCO’s) to appropriately take breaks and to accommodate BBB’s new Radio/CAD/AVL equipment in the Communication Center.

Department of Transportation

ADMINISTRATION BUILDING UPGRADES
Fund Account FY 2023-24
Big Blue Bus Fund C6007400.689000 $4,000,000
TOTAL PROJECT BUDGET $4,000,000
FY 2023-25 PROPOSED BIENNIAL BUDGET
CAPITAL IMPROVEMENT PROGRAM - ADDENDUM TO FY 2022-24 CIP BUDGET

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Packet Pg. 840 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 201
Project #
C0884
Target Completion Date
FY 2024-25
Total Project Budget
$1,000,000
Project Description
This project would fund the construction of a
transit hub which would include bus shelters,
benches, real-time and wayfinding signage, trash
cans , bike racks, and lighting. In addition, a full turn around for bus drop-off and pick-up with any required ramps would be created.

Project Justification
This project is needed to create a transit hub where Big Blue Bus Route 9 can provide direct access, enhance connectivity with Metro's PCH service, and provide a place to terminate and turnaround. Currently, BBB Route 9 travels on Sunset but does not reach PCH because there is no place to terminate or turnaround, and a major gap in transit service exists for people connecting from BBB Route 9 to the rest of the transit network along the coast.

The transit hub will provide direct access to the beach for transit riders, including those with disabilities. Besides beach access, BBB Route 9 could also be used to connect Metro's PCH service.

Department of Transportation

BUS TERMINAL AT PCH AND SUNSET BLVD
Fund Account FY 2023-24
Local Return – Prop A C2708840.689140 $1,000,000
TOTAL PROJECT BUDGET $1,000,000
FY 2023-25 PROPOSED BIENNIAL BUDGET
CAPITAL IMPROVEMENT PROGRAM - ADDENDUM TO FY 2022-24 CIP BUDGET

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Packet Pg. 841 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 202
Project #
C0885
Target Completion Date
FY 2023-24
Total Project Budget
$250,000
Project Description
This project would fund a parking garage study/
analysis on parking supply and demand that will
inform future decisions on parking lots.

Project Justification
To make informed decisions on the City's parking garage infrastructure and surface lots, a comprehensive study is needed. The selected consultant will analyze the current parking operations and management practices within the Downtown area, during both peak and non-peak conditions and make planning, financial, and operational recommendations for the project area.

Department of Transportation

PARKING STRUCTURE STUDY
Fund Account FY 2023-24
Local Return -Meas. M C2708850.689110 $250,000
TOTAL PROJECT BUDGET $250,000
FY 2023-25 PROPOSED BIENNIAL BUDGET
CAPITAL IMPROVEMENT PROGRAM - ADDENDUM TO FY 2022-24 CIP BUDGET

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Packet Pg. 842 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 203
Project #
C0818
Target Completion Date
FY 2024-25
Total Project Budget
$1,204,115
Project Description
The Wilshire Transportation Safety Project will
install transportation safety improvements at
seven high crash intersection locations on Wilshire
Blvd. The Wilshire Blvd Safety Study identified
these locations based on community input, adjacency to schools and parks, and amount of crash incidents.

The project would reduce crashes, significantly enhance crossing conditions for people walking, and improve connections to bus service. The additional available grant funding will ensure project scope is completed.

Project Justification
This project is key in advancing Santa Monica’s Vision Zero Action Plan and Pedestrian Action Plan goal of reducing the occurrence of fatal and severe traffic related injuries. The City’s Vision Zero Traffic Safety Analysis identified Wilshire Blvd as a priority corridor for road safety improvements as multiple intersections rank in the top ten citywide for the amount of fatal and severe injuries. The recently conducted Wilshire Blvd Safety Study gathered extensive community input and evaluated crash data and identified seven priority locations for safety improvements.

Department of Transportation

WILSHIRE ACTIVE TRANSPORTATION SAFETY PROJECT
Fund Account FY 2023-24
Misc. Grant C2008180.689260 $108,115
TOTAL PROJECT BUDGET $108,115
FY 2023-25 PROPOSED BIENNIAL BUDGET
CAPITAL IMPROVEMENT PROGRAM - ADDENDUM TO FY 2022-24 CIP BUDGET

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Packet Pg. 843 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 204
FY 2023-25 PROPOSED BIENNIAL BUDGET
CAPITAL IMPROVEMENT PROGRAM - ADDENDUM TO FY 2022-24 CIP BUDGET Project #
C0882
Target Completion Date
FY 2023-24
Total Project Budget
$500,000
Project Description
This project would fund Phase I development of the
2018 19th Street parcel and would involve grading
and preparing the land for general accessibility
before installing a community garden aspect in a
future Phase II.

Project Justification
The City purchased the 2018 19th Street parcel from the Housing Fund in FY 2019-20, using a mix of CDBG and General Funds. The use of CDBG funds obligates the City to follow through on its commitment to develop the space into a neighborhood serving amenity. Once developed, this 19th street space will provide a valuable amenity to this Pico Neighborhood community. Currently the lot remains unused and fenced. Preliminary community engagement, which began prior to the pandemic, paused when the City lost park planning staff. The Recreation and Parks Commission has indicated a desire to develop an open space and community garden. Staff are now poised begin phased development of the land for this purpose, first opening the space for public access in Phase I before developing and integrating the community garden aspect in Phase II.

Public Works
19TH STREET OPEN SPACE PROJECT - PHASE 1
Fund Account FY 2023-24
CDBG Fund C1908820.689000 $500,000
TOTAL PROJECT BUDGET $500,000

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Packet Pg. 844 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 205
FY 2023-25 PROPOSED BIENNIAL BUDGET
CAPITAL IMPROVEMENT PROGRAM - ADDENDUM TO FY 2022-24 CIP BUDGET Project #
C0886
Target Completion Date
FY 2023-24
Total Project Budget
$170,000
Project Description
This project would install double bottom cylinders
that are required by elevator code, ASME A17.1
for safety purposes. Due to the age of the elevator,
re-occurring repair costs, and single jack cylinder
being used the elevator needs to be retrofitted.

Project Justification
The existing underground hydraulic cylinder, piston, and cylinder head will need to be removed and replaced with a new double bottom design cylinder with sealed PVC encasement. The completion of the repairs will comply with current building codes.

Public Works

CEMETERY ELEVATOR RETROFIT
Fund Account FY 2023-24
Cemetery Fund C5908860.689000 $170,000
TOTAL PROJECT BUDGET $170,000

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Packet Pg. 845 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 206
FY 2023-25 PROPOSED BIENNIAL BUDGET
CAPITAL IMPROVEMENT PROGRAM - ADDENDUM TO FY 2022-24 CIP BUDGET Project #
C0880
Target Completion Date
FY 2023-24
Total Project Budget
$414,700
Project Description
This project funds the reconstruction of the two
asphalt basketball courts by grinding down the
existing asphalt and resurfacing the court. A new
layer of asphalt will be then added to the courts
along with the appropriate painted markings.

Project Justification
Marine Park basketball courts are the oldest courts in the city (built before 1986) and require repair. If this project is not completed the basketball courts will need to remain fenced off and closed for the foreseeable future. The cracks were patched in 2022, however, the patches did not work, and the cracks have returned requiring a full reconstruction is needed.

Public Works

MARINE PARK BASKETBALL COURT SURFACE RECONSTRUCTION
Fund Account FY 2023-24
Special Revenue Fund C1008800.689000 $414,700
TOTAL PROJECT BUDGET $414,700

7.A.a
Packet Pg. 846 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 207
FY 2023-25 PROPOSED BIENNIAL BUDGET
CAPITAL IMPROVEMENT PROGRAM - ADDENDUM TO FY 2022-24 CIP BUDGET Project #
C0881
Target Completion Date
Ongoing
Total Project Budget
Ongoing
Project Description
This project would address emergency repairs
and deferred maintenance in parks, identified
by the priorities identified in the Park Condition
Assessment, in order to ensure park assets remain
clean, safe and open. Improvements could include park lighting, sport courts, field and playground equipment, dog parks, exercise equipment, pathways and trails.

Project Justification
Due to budget reductions and deferred maintenance, combined with high use during the pandemic, park assets are beginning to wear out, becoming unsafe for use, or even require closure. This CIP would address emergency repair and deferred maintenance projects in parks. This work would ensure parks remain clean and safe for all citizens and visitors. The projects will be prioritized using the Park Condition Assessment.

Public Works

PARK IMPROVEMENT PROGRAM
Fund Account FY 2023-24
Special Revenue Fund C1008280.689000 $250,000
TOTAL PROJECT BUDGET $250,000

7.A.a
Packet Pg. 847 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 208
FY 2023-25 PROPOSED BIENNIAL BUDGET
CAPITAL IMPROVEMENT PROGRAM - ADDENDUM TO FY 2022-24 CIP BUDGET Project #
C0597
Target Completion Date
FY 2023-24
Total Project Budget
$200,000
Project Description
This project would fund the installation of
additional lighting, address deferred maintenance,
and replace amenities that have exceeded their
useful life at Reed Park. Priority will be given to
repairs identified in the upcoming Park Condition Assessment and those that provide a Clean and Safe Santa Monica.

Project Justification
This project would enhance park amenities and public safety which would help provide residents with a feeling of security and comfort and encourage use of Santa Monica parks by all park patrons.

Public Works

REED PARK IMPROVEMENT
Fund Account FY 2023-24
General Fund C0105970.689000 $200,000
TOTAL PROJECT BUDGET $200,000

7.A.a
Packet Pg. 848 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 209
FY 2023-25 PROPOSED BIENNIAL BUDGET
CAPITAL IMPROVEMENT PROGRAM - ADDENDUM TO FY 2022-24 CIP BUDGET Project #
C0883
Target Completion Date
FY 2023-24
Total Project Budget
$400,000
Project Description
This project funds the reconstruction of the
basketball court at Virginia Avenue Park. A new
layer of asphalt will be added to the court along
with the appropriate painted markings.

Project Justification
The Virginia Avenue Park basketball court is in increasing disrepair and will soon result in safety hazards for basketball players. If the court is not resurfaced and repaired, it may need to be temporarily closed until funds can be identified.

Public Works

VIRGINIA AVENUE PARK BASKETBALL COURT REPLACEMENT
Fund Account FY 2023-24
CDBG Fund C1908830.689000 $400,000
TOTAL PROJECT BUDGET $400,000

7.A.a
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FY 2023-25 PROPOSED BIENNIAL BUDGET
CAPITAL IMPROVEMENT PROGRAM - ADDENDUM TO FY 2022-24 CIP BUDGET Project #
C0813
Target Completion Date
FY 2023-24
Total Project Budget
$750,000
Project Description
This project funds the conversion of the current
Virginia Avenue Park Kitchen into a licensed
commercial kitchen that will generate economic
growth in local neighborhoods through small
business incubation, entrepreneur development, and job-training. The VAP Kitchen will function as an economic driver in the Pico Neighborhood by 1) Giving residents access to a licensed commercial kitchen where they can prepare food for public sale and become official food vendors to cater small and larger City-sponsored events as well as other public and private events; 2) Generating economic growth in local neighborhoods in the form of small business incubation and development, and job-training sites; and 3) Promoting community connectedness, partnership, culture and entrepreneurship. The FY 2020-21 budget included $100,000 from the Economic Recovery Fund and federal Community Development Block Grant funds in the amount of $500,000 were awarded in the 2021-22 for design, construction, and other eligible costs. An additional $150,000 is now required to complete the project due to increasing costs of construction and the unanticipated loss of expected funding from a previously identified external funding source.

Project Justification
Converting the Virginia Avenue Park Kitchen into a commercial kitchen has been one of the key suggestions brought to light by Familias Latinas Unidas and other residents for several years. Santa Monica City Council proposed a comprehensive economic development program declaring "incubating small businesses and entrepreneurs" as one of the plan's five priorities.

Public Works

VIRGINIA AVENUE PARK COMMERCIAL KITCHEN
Fund Account FY 2023-24
CDBG Fund C1908130.689000 $150,000
TOTAL PROJECT BUDGET $150,000

7.A.a
Packet Pg. 850 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 211
FY 2023-25 PROPOSED BIENNIAL BUDGET
CAPITAL IMPROVEMENT PROGRAM - ADDENDUM TO FY 2022-24 CIP BUDGET Project #
C0001
Target Completion Date
Ongoing
Total Project Budget
Ongoing
Project Description
The Fleet Vehicle Replacement Program funds
the ongoing replacement of City fleet vehicles
according to an established vehicle replacement
schedule. The program is funded through internal
service contributions from other funds that use City fleet vehicles. Depreciation is charged on each vehicle every year so that the Fund has sufficient balance to purchase a new vehicle at the end of the prior vehicle's useful life. The enhancement would fund two trucks for the Homeless Operations Services Team (HoST). The staff will use the stakebed dump truck to transport all material that is collected from various encampments to the landfill. Vehicles will include 4-wheel drive so they can service the beach area as needed and remove encampments located on the sand.

Project Justification
These funds are essential for purchase of two vehicles and implementation of the HoST team. Fleet vehicles allow all staff to effectively complete daily operations and support all City strategic goals. The Program supports revenue generating enterprise Funds such as the Resource Recovery and Recycling, Water, Wastewater, and Airport Funds.

Public Works

VEHICLE REPLACEMENT PROGRAM
Fund Account FY 2023-24
Vehicle Repl. FundApproved Budget C7000010.689000 $9,985,170 Vehicle Repl. Fund- CS
Enhancement C7000010.689000 $254,000
TOTAL PROJECT BUDGET $10,239,170

7.A.a
Packet Pg. 851 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 212
Annual internal service contributions from CS funds to Vehicle Replacement Fund to account for enhancement vehicle purchase for HoST team:

Fund Account FY 2023-24
General Fund –
Enhancement Internal
Service Contribution
I0100010.689000 $254,000
TOTAL PROJECT BUDGET $254,000
FY 2023-25 PROPOSED BIENNIAL BUDGET
CAPITAL IMPROVEMENT PROGRAM - ADDENDUM TO FY 2022-24 CIP BUDGET

7.A.a
Packet Pg. 852 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 213
FY 2023-25 PROPOSED BIENNIAL BUDGET
CAPITAL IMPROVEMENT PROGRAM - FY 2023-24 BUDGET BY FUND

APPROVED
BUDGET
FY2023-24

INCREASE/
(DECREASE)
FY 2023-24

APPROVED
BUDGET
FY2023-24

INCREASE/
(DECREASE)
FY 2023-24

7.A.a
Packet Pg. 853 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget 214

APPROVED
BUDGET
FY2023-24

INCREASE/
(DECREASE)
FY 2023-24

APPROVED
BUDGET
FY2023-24

INCREASE/
(DECREASE)
FY 2023-24

PROPOSED
BUDGET
FY 2023-24
FY2024-25 FY2025-26 FY2026-27
CIP Project
Number
Account Project Title BUDGET PLAN
Number
BUDGET
Beach Recreation (11)
C0841 C1108410.689000 ACBH Facilities Maintenance 185,000 - 185,000 700,000 200,000 200,000 C0467 C1104670.689000 Swim Facilities Planned Maintenance 65,000 - 65,000 65,000 65,000 65,000 I0003 I1100030.689000 Computer Equipment Replacement Program 18,098 - 18,098 18,098 18,098 18,098 I0002 I1100020.689000 Telecommunications Services 6,922 - 6,922 6,922 6,922 6,922 I0001 I1100010.689000 Vehicle Replacement Program - 496,700 496,700 507,000 507,000 530,200 $ 771,720 $ - $ 771,720 $ 1,297,020 $ 797,020 $ 820,220 Housing Authority (12)
I0003 I1200030.689000 Computer Equipment Replacement Program 8,220 - 8,220 8,220 8,220 8,220 I0002 I1200020.689000 Telecommunications Services 4,151 - 4,151 4,151 4,151 4,151 $ 12,371 $ - $ 1 2,371 $ 12,371 $ 12,371 $ 12,371
Clean Beaches & Ocean Parcel Tax -Measure V (16)
C0845 C1608450.689000 Pico‐Kenter Outfall and MS4 Compliance Projects - - 8,000,000 - - - C0462 C1604620.689000 Permeable Surface Alleys 50,000 - 50,000 50,000 50,000 50,000 C0499 C1604990.689000 Surface Drainage Improvements 2,710,000 - 2,710,000 - - - C0846 C1608460.689000 Watershed Facility Upgrades 500,000 - 500,000 - - - $ 3,260,000 $ - $ 3,260,000 $ 8,050,000 $ 50,000 $ 50,000 SC AQMD (18)
C0749 C1807490.689000 EV Action Plan Implementation 112,000 - 112,000 - - - $ 112,000 $ - $ 112,000 $ - $ - $ -
CDBG (19)
C0882 C1908820.689000 19th Street Open Space Project -Phase 1 - 500,000 500,000 - - - C0883 C1908830.689000 Virginia Avenue Park Basketball Court Replacement - 400,000 400,000 - - - C0813 C1908130.689000 Virginia Avenue Park Commercial Kitchen - 150,000 150,000 - - - $ - $ 1,050,000 $ 1,050,000 $ - $ - $ -
Miscellaneous Grants (20)
C0672 C2006720.689000 Beach Bike Path Ramp Connection to Santa Monica Pier 911,674 911,674 - - - C0814 C2008140.689290 Broadway Protected Bikeway: 5th Street ‐ 26th Street 161,471 161,471 - - - C0815 C2008150.689290 Colorado Avenue Protected Bikelane 350,000 350,000 - - - C0852 C2008520.689000 East Pico Blvd. Safety Project 478,475 478,475 - - - BP Budget Plan Main Street & Neilson Way Transportation Safety Improvements - - - - 5,000,000 C0840 C2008400.689000 Olympic Boulevard Improvements 1,903,000 1,903,000 - - - C0527 C2005270.689000 Pier Bridge Replacement Project (Highway Bridge Program) - - - 41,700,000 - BP Budget Plan Priority Signalized Intersections - - - - 540,000 BP Budget Plan Santa Monica Boulevard Safety Study - - 350,000 - - C0818 C2008180.689290 Wilshire Active Transportation Safety Project-MSP 968,000 968,000 - - - C0818 C2008180.689260 Wilshire Active Transportation Safety Project-TDA - 108,115 108,115 - - - $ 4,772,620 $ 108,115 $ 4,880,735 $ 350,000 $ 4 1,700,000 $ 5,540,000 Gas Tax (26)
C0460 C2604600.689610 Annual Paving and Sidewalk Repair Program - 2,300,000 2,300,000 2,000,000 2,000,000 2,000,000 $ 2,300,000 $ - $ 2,300,000 $ 2,000,000 $ 2,000,000 $ 2,000,000

APPROVED
BUDGET
FY2023-24

INCREASE/
(DECREASE)
FY 2023-24

PROPOSED
BUDGET
FY 2023-24
FY2024-25 FY2025-26 FY2026-27
CIP Project
Number
Account Project Title BUDGET PLAN
Number
BUDGET
Local Return (27)
C0460 C2704600.689110 Annual Paving and Sidewalk Repair Program-Measure M - - - 1,000,000 1,000,000 1,000,000 C0460 C2704600.689120 Annual Paving and Sidewalk Repair Program-Measure R 1,400,000 - 1,400,000 1,500,000 1,500,000 1,500,000 C0460 C2704600.689130 Annual Paving and Sidewalk Repair Program-Prop C 2,000,000 - 2,000,000 1,000,000 1,000,000 1,000,000 C0672 C2706720.689110 Beach Bike Path Ramp Connection to Santa Monica Pier-Measure M 1,888,300 - 1,888,300 - - - C0884 C2708840.689140 Bus Terminal at PCH and Sunset Blvd-Prop A - 1,000,000 1,000,000 - - - C0815 C2708150.689130 Colorado Avenue Protected Bikelane- Prop C 46,900 - 46,900 - - - C0885 C2708850.689110 Parking Structure Study - Measure M - 250,000 250,000 C0459 C2704590.689110 Streetlight Modernization Program-Measure M 1,000,000 1,000,000 - 1,000,000 1,000,000 1,000,000 C0459 C2704590.689130 Streetlight Modernization Program-Prop C 1,000,000 - 1,000,000 1,000,000 1,000,000 1,000,000 $ 7,335,200 $ 1,250,000 $ 8,585,200 $ 5,500,000 $ 5,500,000 $ 5,500,000 Water (50)
C0460 C5004600.689000 Annual Paving and Sidewalk Repair Program 250,000 - 250,000 250,000 250,000 250,000 C0853 C5008530.689000 Arcadia Water Treatment Plant Fencing Improvements 1,000,000 - 1,000,000 - - - C0804 C5008040.689000 Construction Management Software 11,000 - 11,000 12,000 13,200 14,500 C0856 C5008560.689000 Groundwater Recharge Well SM‐11i 2,238,900 - 2,238,900 - - - C0857 C5008570.689000 Groundwater Recharge Well SM‐12i 1,500,000 - 1,500,000 3,200,000 - - C0858 C5008580.689000 Groundwater Sustainability Plan Implementation 150,000 - 150,000 150,000 150,000 150,000 C0487 C5004870.689000 Non-Potable Water Main Expansion 380,300 - 380,300 1,163,400 806,300 - C0588 C5005880 689410 Olympic Wellfield Management 558,400 - 558,400 665,000 665,000 665,000 C0762 C5007620.689000 Upgrades and Improvements for the City's Water Reservoirs 2,500,000 - 2,500,000 4,500,000 4,000,000 - C0485 C5004850.689000 Water Main Improvements - City Forces 289,800 - 289,800 298,500 307,500 307,500 C0484 C5004840.689000 Water Main Replacement 6,955,600 - 6,955,600 7,737,500 10,429,300 10,500,000 I0003 I5000030.689000 Computer Equipment Replacement Program 52,857 - 52,857 52,857 52,857 52,857 I0002 I5000020.689000 Telecommunications Services 41,757 - 41,757 41,757 41,757 41,757 I0001 I5000010.689000 Vehicle Replacement Program 597,100 - 597,100 632,400 622,400 652,700 $ 16,525,714 $ - $ 16,525,714 $ 18,693,414 $ 17,348,314 $ 12,634,314 Wastewater (51)
C0460 C5104600.689000 Annual Paving and Sidewalk Repair Program 250,000 - 250,000 250,000 250,000 250,000 C0457 C5104570.689000 Hyperion Capital Payment 3,040,500 - 3,040,500 3,477,800 3,582,200 3,689,600 C0486 C5104860689000 WttMiRlt 3376500 3376500 3477800 3689600 3689600 FY 2023-25 PROPOSED BIENNIAL BUDGET
CAPITAL IMPROVEMENT PROGRAM - FY 2023-24 BUDGET BY FUND

7.A.a
Packet Pg. 854 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget 215
FY 2023-25 PROPOSED BIENNIAL BUDGET
CAPITAL IMPROVEMENT PROGRAM - FY 2023-24 BUDGET BY FUND

APPROVED
BUDGET
FY2023-24

INCREASE/
(DECREASE)
FY 2023-24

PROPOSED
BUDGET
FY 2023-24
FY2024-25 FY2025-26 FY2026-27
General Fund (01)
C0828 C0108280.689000 Airport Conversion Planning 1,000,000 - 1,000,000 250,000 3,000,000 - C0829 C0108290.689000 Airport Park Parking Lot and Pathway Replacement - - - 268,400 - - C0461 C0104610.689000 Alley Renewal Program - - - 350,000 350,000 350,000 C0460 C0104600.689000 Annual Paving and Sidewalk Repair Program - - - 1,000,000 1,500,000 2,000,000 C0458 C0104580.689000 Citywide Facilities Renewal Program 1,500,000 - 1,500,000 2,000,000 2,000,000 2,500,000 C0804 C0108040.689000 Construction Management Software 55,000 - 55,000 60,500 66,550 73,200 C0830 C0108300.689000 CCTV Security Camera Program 250,000 - 250,000 250,000 250,000 250,000 C0456 C0104560.689000 Fire Apparatus Replacement - - - 1,655,000 515,000 600,000 BP Budget Plan Fire Station 5 Upgrades - - - - 351,000 - C0822 C0108220.689000 Lobby Mural Recontextualization 250,000 - 250,000 - - C0489 C0104890.689000 Maintenance for Parking Structures and Lots 350,000 - 350,000 400,000 400,000 400,000 C0707 C0107070.689000 Palisades Park Road and Drainage Improvements 340,000 - 340,000 300,000 - - C0597 C0105970.689000 Reed Park Improvements - 200,000 200,000 - - - BP Budget Plan Self-contained Breathing Apparatus - - - - 1,200,000 - C0836 C0108360.689000 SMFD Portable Radio Replacement 1,500,000 - 1,500,000 - - - C0466 C0104660.689000 Surface Lot Paving Program - - - 150,000 150,000 150,000 C0467 C0104670.689000 Swim Facilities Planned Maintenance 100,000 - 100,000 100,000 100,000 100,000 C0837 C0108370.689000 Traffic Signal Maintenance - - - 300,000 300,000 300,000 C0465 C0104650.689000 Urban Forest Renewal 450,000 - 450,000 450,000 450,000 450,000 I0003 I0100030.689000 Computer Equipment Replacement Program 1,668,030 - 1,668,030 1,668,030 2,018,030 2,038,030 I0002 I0100020.689000 Telecommunications Services 352,899 - 352,899 352,899 352,899 352,899 I0001 I0100010.689000 Vehicle Replacement Program 5,234,500 5,488,500 254,000 5,434,400 5,582,500 5,807,500 13,050,429 454,000 13,504,429 14,989,229 18,585,979 15,371,629 Funds Available for General Fund CIP Projects
General Fund CIP Allotment 14,000,000 - 14,000,000 21,000,000 21,000,000 21,000,000 Adjustment to Allotment (Prior Year CIP Savings) 510,261 200,000 710,261 Measure CS Funding (Clean and Safe) 254,000 - 254,000
Subtotal 14,510,261 454,000 14,964,261
City Hall East Debt Service Contribution (1,459,832) - (1,459,832) (1,325,228) (1,163,449) (999,448) Total Funds Available for General Fund CIPs $ 13,050,429 $ 454,000 $ 13,504,429 $ 19,674,772 $ 19,836,551 $ 20,000,552 Remaining Balance - - -
Special Revenue (10)
C0814 C1008140.689000 Broadway Protected Bikeway: 5th Street ‐ 26th Street 1,331,000 - 1,331,000 - - BP Budget Plan Central Core Protected Bike Network - - - 2,342,000 - - BP Budget Plan Main Street & Neilson Way Transportation Safety Improvements - - - - - 1,000,000 C0880 C1008800.689000 Marine Park Basketball Court Surface Reconstruction -PIF - 414,700 414,700 - - - BP Budget Plan Ocean Avenue and Pico Boulevard Protected Bike Lanes - - - 500,000 1,016,000 - BP Budget Plan Ocean View Basketball Court - - - 53,000 - - C0840 C1008400.689000 Olympic Boulevard Improvements 553,000 - 553,000 - - - C0881 C1008810.689000 Park Improvement Program -PIF - 250,000 250,000 250,000 100,000 100,000 BP Budget Plan Priority Signalized Intersections - - - 100,000 60,000 - C0818 C1008180.689000 Wilshire Active Transportation Safety Project - 82,600 82,600 - - - $ 1,966,600 $ 664,700 $ 2,631,300 $ 3,245,000 $ 1,176,000 $ 1,100,000 CIP Project
Number
Account Project Title BUDGET PLAN
Number
BUDGET
C0815 C2708150.689130 Colorado Avenue Protected Bikelane Prop C 46,900 46,900 C0885 C2708850.689110 Parking Structure Study - Measure M - 250,000 250,000 C0459 C2704590.689110 Streetlight Modernization Program-Measure M 1,000,000 - 1,000,000 1,000,000 1,000,000 1,000,000 C0459 C2704590.689130 Streetlight Modernization Program-Prop C - 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 $ 7,335,200 $ 1,250,000 $ 8,585,200 $ 5,500,000 $ 5,500,000 $ 5,500,000 Water (50)
C0460 C5004600.689000 Annual Paving and Sidewalk Repair Program 250,000 - 250,000 250,000 250,000 250,000 C0853 C5008530.689000 Arcadia Water Treatment Plant Fencing Improvements 1,000,000 - 1,000,000 - - - C0804 C5008040.689000 Construction Management Software 11,000 - 11,000 12,000 13,200 14,500 C0856 C5008560.689000 Groundwater Recharge Well SM‐11i 2,238,900 - 2,238,900 - - - C0857 C5008570.689000 Groundwater Recharge Well SM‐12i 1,500,000 - 1,500,000 3,200,000 - - C0858 C5008580.689000 Groundwater Sustainability Plan Implementation 150,000 - 150,000 150,000 150,000 150,000 C0487 C5004870.689000 Non-Potable Water Main Expansion 380,300 - 380,300 1,163,400 806,300 - C0588 C5005880 689410 Olympic Wellfield Management 558,400 - 558,400 665,000 665,000 665,000 C0762 C5007620.689000 Upgrades and Improvements for the City's Water Reservoirs 2,500,000 - 2,500,000 4,500,000 4,000,000 - C0485 C5004850.689000 Water Main Improvements - City Forces 289,800 - 289,800 298,500 307,500 307,500 C0484 C5004840.689000 Water Main Replacement 6,955,600 - 6,955,600 7,737,500 10,429,300 10,500,000 I0003 I5000030.689000 Computer Equipment Replacement Program 52,857 - 52,857 52,857 52,857 52,857 I0002 I5000020.689000 Telecommunications Services 41,757 - 41,757 41,757 41,757 41,757 I0001 I5000010.689000 Vehicle Replacement Program - 597,100 622,400 597,100 632,400 652,700 $ 16,525,714 $ - $ 16,525,714 $ 18,693,414 $ 17,348,314 $ 12,634,314 Wastewater (51)
C0460 C5104600.689000 Annual Paving and Sidewalk Repair Program 250,000 - 250,000 250,000 250,000 250,000 C0457 C5104570.689000 Hyperion Capital Payment 3,040,500 - 3,040,500 3,477,800 3,582,200 3,689,600 C0486 C5104860.689000 Wastewater Main Replacement 3,376,500 - 3,376,500 3,477,800 3,689,600 3,689,600 I0003 I5100030.689000 Computer Equipment Replacement Program 43,229 - 43,229 43,229 43,229 43,229 I0002 I5100020.689000 Telecommunications Services 13,968 - 13,968 13,968 13,968 13,968 I0001 I5100010.689000 Vehicle Replacement Program 380,300 - 380,300 383,000 383,000 406,200 $ 7,104,497 $ - $ 7,104,497 $ 7,645,797 $ 7,961,997 $ 8,092,597 Pier (53)
C0615 C5306150.689000 Pier Below Deck Fire Sprinkler - - - 3,400,000 3,300,000 - C0675 C5306750.689000 Pier Deck Upgrade 4,700,000 - 4,700,000 - - - C0674 C5306740.689000 Pier Railing & Light Pole Replacement Program - - - 500,000 500,000 - C0864 C5308640.689000 Pier Trash Compactor Relocation 100,000 - 100,000 850,000 - - C0719 C5307190.689000 Pier West End Substructure Upgrade - - - 500,000 - - I0003 I5300030.689000 Computer Equipment Replacement Program 2,419 - 2,419 2,419 2,419 2,419 I0002 I5300020.689000 Telecommunications Services 10,168 - 10,168 10,168 10,168 10,168 I0001 I5300010.689000 Vehicle Replacement Program - 71,200 71,200 71,200 75,900 75,900 $ 4,883,787 $ - $ 4,883,787 $ 5,333,787 $ 88,487 $ 3,888,487

APPROVED
BUDGET
FY2023-24

INCREASE/
(DECREASE)
FY 2023-24

PROPOSED
BUDGET
FY 2023-24
FY2024-25 FY2025-26 FY2026-27
CIP Project
Number
Account Project Title BUDGET PLAN
Number
BUDGET
Resource Recovery & Recycling (54)
C0454 C5404540.689000 Refuse & Recycling Container Replacement Program 900,000 - 900,000 920,000 950,000 980,000 I0003 I5400030.689000 Computer Equipment Replacement Program 35,971 - 35,971 35,971 35,971 35,971 I0002 I5400020.689000 Telecommunications Services 7,256 - 7,256 7,256 7,256 7,256 I0001 I5400010.689000 Vehicle Replacement Program 3,170,000 3,170,000 - 3,257,300 3,494,400 3,523,200 $ 4 ,113,227 $ - $ 4,113,227 $ 4,220,527 $ 4,487,627 $ 4,546,427 Airport (57)
C0471 C5704710.689000 Airfield Pavement Maintenance 700,000 - 700,000 700,000 700,000 700,000 C0469 C5704690.689000 Airport Building / Facilities Refurbishments 6,556,000 - 6,556,000 11,574,000 8,081,000 6,998,000 C0470 C5704700.689000 Airport Parking Lot Maintenance 523,000 - 523,000 520,000 714,000 423,000 C0561 C5705610.689000 Airport Avenue Sidewalk, Street and Slope Improvements 200,000 - 200,000 - - - C0468 C5704680.689000 Airport Reconfiguration 105,000 - 105,000 105,000 105,000 105,000 I0003 I5700030.689000 Computer Equipment Replacement Program 19,502 - 19,502 19,502 19,502 19,502 I0002 I5700020.689000 Telecommunications Services 16,387 - 16,387 16,387 16,387 16,387 I0001 I5700010.689000 Vehicle Replacement Program 94,000 - 94,000 98,800 96,200 101,100 $ 8,213,889 $ - $ 8,213,889 $ 13,031,089 $ 9,734,689 $ 8,362,989 Cemetery (59)
C0886 C5908860.689000 Cemetery Elevator Retrofit - 170,000 170,000 - - - I0003 I5900030.689000 Computer Equipment Replacement Program 5,500 - 5,500 5,500 5,500 5,500 I0002 I5900020.689000 Telecommunications Services 3,093 - 3,093 3,093 3,093 3,093 I0001 I5900010.689000 Vehicle Replacement Program - 70,500 70, 73,200 500 73,200 73,200 $ 79,093 $ 170,000 $ 2 49,093 $ 81,793 $ 81,793 $ 81,793 Big Blue Bus (60)
C0738 C6007380.689000 7th Street Fencing Upgrade - 300,000 300,000 - - - C0740 C6007400.689000 Administration Building Upgrade - 4,000,000 4,000,000 - - - C0475 C6004750.689000 Bus Components - BBB 3,188,800 - 3,188,800 3,198,400 3,198,400 3,198,400 C0478 C6004780.689000 Bus Stop Amenities 80,000 - 80,000 80,000 80,000 80,000 C0866 C6008660.689000 Bus Stop Improvements 1,058,600 - 1,058,600 - - - C0747 C6007470.689000 Customer Experience Technology Enhancements 621,900 - 621,900 636,700 682,300 731,100 C0867 C6008670.689000 Customer Service Live Chat Platform 65,000 - 65,000 65,000 65,000 65,000 C0483 C6004830.689000 Facilities Upgrades & Renovations 770,900 - 770,900 350,000 350,000 350,000 C0868 C6008680.689000 Fleet Asset Management System 140,000 - 140,000 - - - C0869 C6008690.689000 HVAC Replacement 198,000 - 198,000 - - - C0477 C6004770.689000 BBB Information Technology Program 747,100 - 747,100 608,100 608,100 608,100 C0724 C6007240.689000 Propulsion Infrastructure Feasibility 13,822,800 - 13,822,800 - - - C0474 C6004740.689000 Radio Tower Equipment 129,400 - 129,400 127,100 127,100 127,100 C0479 C6004790.689000 Service Vehicles - BBB 185,000 - 185,000 - 67,600 65,000 C0482 C6004820.689000 Shop Equipment 43,400 - 43,400 200,000 200,000 200,000 C0476 C6004760.689000 Yard Improvements 75,000 - 75,000 25,000 25,000 25,000 I0002 I6000020.689000 Telecommunications Services 51,250 - 51,250 51,250 51,250 51,250 $ 21,177,150 $ 4,300,000 $ 25,477,150 $ 5 ,341,550 $ 5,454,750 $ 5,500,950

7.A.a
Packet Pg. 855 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget 216
FY 2023-25 PROPOSED BIENNIAL BUDGET
CAPITAL IMPROVEMENT PROGRAM - FY 2023-24 BUDGET BY FUND

APPROVED
BUDGET
FY2023-24

INCREASE/
(DECREASE)
FY 2023-24

APPROVED
BUDGET
FY2023-24

INCREASE/
(DECREASE)
FY 2023-24

PROPOSED
BUDGET
FY 2023-24
FY2024-25 FY2025-26 FY2026-27
CIP Project
Number
Account Project Title BUDGET PLAN
Number
BUDGET
Vehicle Management (70)
C0001 C7000010.689000 Vehicle Replacement Program 9,985,170 254,000 10,239,170 5,934,920 10,385,110 8,058,370 I0003 I7000030.689000 Computer Equipment Replacement Program 15,742 - 15,742 15,742 15,742 15,742 I0002 I7000020.689000 Telecommunications Services 9,640 - 9,640 9,640 9,640 9,640 $ 10,010,552 $ 254,000 $ 10,264,552 $ 5,960,302 $ 10,410,492 $ 8,083,752 Computer Equipment Replacement (71)
C0003 C7100030.689000 Computer Equipment Replacement Program 2,109,900 - 2,109,900 2,152,000 2,470,000 2,470,000 C0002 C7100020.689000 Telecommunication Services 785,500 - 785,500 804,300 823,600 823,600 $ 2,895,400 $ - $ 2,895,400 $ 2,956,300 $ 3,293,600 $ 3,293,600 Risk Management (75)
I0003 I7500030.689000 Computer Equipment Replacement Program 22,971 - 22,971 22,971 22,971 22,971 I0002 I7500020.689000 Telecommunications Services 6,417 - 6,417 6,417 6,417 6,417 I0001 I7500010.689000 Vehicle Replacement Program 4,800 - 4,800 4,800 4,800 4,800 $ 34,188 $ - $ 3 4,188 $ 34,188 $ 34,188 $ 34,188
TOTAL CIP BUDGET ALL FUNDS $ 108,618,437 $ 8,250,815 $ 1 16,869,252 $ 9 8,742,367 $ 128,717,307 $ 8 4,913,317 Less Internal Service Transfers (12,535,547) (254,000) (12,789,547) (12,865,947) (13,618,447) (13,961,247) NET GRAND TOTAL CIP BUDGET ALL FUNDS $ 9 6,082,890 $ 7,996,815 $ 104,079,705 $ 8 5,876,420 $ 115,098,860 $ 7 0,952,070

7.A.a
Packet Pg. 856 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget 217
FY 2023-25 PROPOSED BIENNIAL BUDGET
CAPITAL IMPROVEMENT PROGRAM - FY 2023-24 UNFUNDED PROJECTS .

Project Title Estimated Project Costs
Infrastructure Maintenance
Camera Obscura/Art Lab Facility Maintenance $ 1,486,100 City Yards Modernization - Michigan Ave Improvements $ 11,000,000 Computer Replacement Contributions - General Fund Deferral $ 3,400,000 Downtown Parking Structures Guardrail and Waterproofing Upgrades $ 6,380,000 Fire Station 2 HVAC Replacement $ 1,000,000
Historic City Hall North Wing Building System Upgrades $ 7,700,000 Main Library Auditorium Upgrades $ 300,300
Main Library Security Camera Replacement $ 102,000
Parking Facilities Renewal Program (Annual Amount) $ 2,200,000 Parking Structure #1 Complete Remodel $ 13,370,100
Property Room Solutions, Improvements, and Updates $ 1,025,200 Public Safety Facility Security and Tenant Improvements $ 220,000 Replacement Program For Parking Access & Revenue Control Systems and Equipment (Annual) $ 26,623,300 Safety Upgrades for Santa Monica Public Library $ 880,000 Surface Parking Lot Repaving Program (General Fund and Beach Fund) Annual Amount $ 11,000,000 Vehicle Replacement Contributions - General Fund Deferral $ 8,060,000 Subtotal $ 94,747,000
New Infrastructure or Technology
EV Action Plan Implementation - EV Charging $ 3,300,000 Fire Station 3 Facility Design/Build Assessment, Demo, and New Facility $ 28,600,000 Fire Station 7 (Permanent Solution) $ 4,400,000
Fire Station 7 Tenant Improvements and Training Trailer Move $ 1,880,000 License Plate Camera Recognition Program $ 1,200,000
Permitting System $ 4,000,000
Public Landscape Division Relocation $ 2,800,000
Training Center Facility - Training Yard $ 5,126,220
Subtotal $ 5 1,306,220
1 .

7.A.a
Packet Pg. 857 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget 218
.

Project Title Estimated Project Costs
Parks
19th Street Open Space Project - Design & Construction $ 1,320,000 Airport Park Expansion Phase 1 $ 49,500,000
Clover Park Playground Reconstruction $ 2,882,000
Crescent Bay Park Improvements $ 3,633,000
Gandara Park Restoration (CalTrans Clean California Local Grant) $ 5,500,000 Memorial Park Expansion Phase 1 (add $25M from SMC and SMMUSD) $ 11,000,000 Memorial Park Expansion Phase 2-3 $ 83,600,000
Memorial Park Playground $ 330,000
Pickleball Courts $ 5,400,000
Subtotal $ 163,165,000
Pier and Beach
Beach and Pier Master Plan (Phase 2) $ 1,320,000
Pier Carousel Park Gazebos $ 616,000
Pier Deck Upgrade $ 11,990,000
Pier Railing and Light Poles $ 2,343,000
Pier Restroom Repairs $ 172,700
Pier Safety Enhancements ( PA System and Bollards) $ 2,610,520 Pier West End Substructure Upgrade $ 5,830,000
Subtotal $ 24,882,220
Planning
Library Facilities Master Plan $ 682,000
$ 682,000
Streetscape and Lighting
Bergamot Station Connectivity- Phase 2 $ 3,850,000
Lincoln Corridor Streetscape $ 7,920,000
Promenade Lighting Project $ 10,890,000
Street Light Modernization Program $ 4,950,000
Subtotal $ 27,610,000
Total Unfunded $ 362,392,440
2 Parks
19th Street Open Space Project - Design & Construction $ 1,320,000 Airport Park Expansion Phase 1 $ 49,500,000
Clover Park Playground Reconstruction $ 2,882,000
Crescent Bay Park Improvements $ 3,633,000
Gandara Park Restoration (CalTrans Clean California Local Grant) $ 5,500,000 Memorial Park Expansion Phase 1 (add $25M from SMC and SMMUSD) $ 11,000,000 Memorial Park Expansion Phase 2-3 $ 83,600,000
Memorial Park Playground $ 330,000
Pickleball Courts $ 5,400,000
Subtotal $ 163,165,000
Pier and Beach
Beach and Pier Master Plan (Phase 2) $ 1,320,000
Pier Carousel Park Gazebos $ 616,000
Pier Deck Upgrade $ 11,990,000
Pier Railing and Light Poles $ 2,343,000
Pier Restroom Repairs $ 172,700
Pier Safety Enhancements ( PA System and Bollards) $ 2,610,520 Pier West End Substructure Upgrade $ 5,830,000
Subtotal $ 24,882,220
Planning
Library Facilities Master Plan $ 682,000
$ 682,000
Streetscape and Lighting
Bergamot Station Connectivity- Phase 2 $ 3,850,000
Lincoln Corridor Streetscape $ 7,920,000
Promenade Lighting Project $ 10,890,000
Street Light Modernization Program $ 4,950,000
Subtotal $ 2 7,610,000
Total Unfunded $ 3 62,392,440
2 FY 2023-25 PROPOSED BIENNIAL BUDGET
CAPITAL IMPROVEMENT PROGRAM - FY 2023-24 UNFUNDED PROJECTS

7.A.a
Packet Pg. 858 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget FY 2023-25 PROPOSED BIENNIAL BUDGET

APPENDIX

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Packet Pg. 859 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 219
FY 2023-25 PROPOSED BIENNIAL BUDGET

APPENDIX - TARGETED BUDGET ENHANCEMENTS
Funding Source Department(s) Description Permanent
FTE
As-needed
FTE FY 2023-24 FY 2024-25
General Fund City Manager Restoration of ongoing funding for the Neighborhood Grant program
- 49,000 49,000
General Fund City Manager Resources to support Community Partnerships Program, including the We Are Santa Monica Fund,
the digital kiosks, LA28 Olympics, film and event
permits, and other public-private partnership
opportunities

1.0 411,913 415,249
General Fund Community
Development
Establishment of ongoing funding for security services
program at the Pier (Measure CS)
- 604,804 616,900
General Fund Community
Development
Restoration of key positions to enhance economic
recovery work

2.0 360,299 375,171
General Fund and
CDBG
Community
Development
Establishment of a Small Business Assistance and
Tenant Improvement Fund
- 150,000 100,000
General Fund Community
Development
Funding to enhance monitoring and enforcement of
the City’s home-sharing ordinance (Measure CS)
- 130,000 130,000
General and All
Enterprise Funds
Finance Position to support payroll operations, partially funded by enterprise funds

1.0 122,225 126,604
Risk Mgmt, Admin Finance Temporary employee hours to support the Workers' Compensation program, funded by reallocation of
funds

0.5 - -
General Fund Fire Dept Changes in the Fire Department to strengthen to improve Emergency Medical Services (EMS) delivery.

With the completion of the CRU pilot program,
resources are reallocated to a new EMS Battalion
Chief/Homeless Liaison, 3 new Captains serving in
the Emergency Incident Technician role (offset by the
deletion of 3 Firefighter positions), a part-time
Logistics position, a contracted case manager for high
users of 9-1-1, and restoration of a longer Recruit
Academy program that increases the ability to hire a
more diverse workforce. The enhancement is partially
funded by increased inspection revenues. (ongoing
and one-time).
(1.0) 0.4 235,414 143,713
Housing and Human
Services
Positions are added to support the new Housing and
Human Services Department as the organizational
point for homelessness services and programs and to
manage a larger voucher program in the Housing
Authority. Positions include the restoration of a
Housing Manager, Housing Authority Administrator,
Staff Assistant III, and a 0.5 Housing Inspector, and a new Sr Housing Specialist and Housing Specialist.

5.5 See below See below
Recreation and Arts Creation of Recreation and Arts Department to enhance leadership around recreational partnership
opportunities. Positions added include a Director,
Administrative Services Officer and an Executive
Administrative Assistant.

3.0 See below See below
30,152 49,317
452,147 690,512
555,897 698,707
General Fund Housing and Human
Services
Ongoing funding for partial restoration of the direct
service programs of CREST, PAL, and VAP
- 167,750 171,105
General and All
Enterprise Funds
Housing and Human
Services
ADA Coordinator position to oversee compliance
program, partially funded by enterprise funds

1.0 161,420 166,980
Staffing Changes Operating Expenses a
General Fund,
Housing Authority
Fund and Housing
Trust Fund
Funding (FY 2023-24 reflects prorated costs):

General Fund
Housing Authority Fund
Housing Trust Fund

7.A.a
Packet Pg. 860 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 220
FY 2023-25 PROPOSED BIENNIAL BUDGET

APPENDIX - TARGETED BUDGET ENHANCEMENTS
Funding Source Department(s) Description Permanent
FTE
As-needed
FTE FY 2023-24 FY 2024-25
Staffing Changes Operating Expenses a
General Fund Housing and Human
Services
Expansion of homeless multidisciplinary outreach
teams (Measure CS)
- 460,000 460,000
General Fund Housing and Human
Services
One-time funding for preparation of a Homelessness
Strategic Plan (HSP) (Measure CS)
- 400,000 -
General Fund Housing and Human
Services
Redesign of the SAMOSHEL interim housing program
to accommodate 24/7 intakes (Measure CS) (ongoing
and one-time)
- 800,000 600,000
General Fund Human Resources Funding for services to administer selection/examination processes to establish eligibility lists for employee recruitment
- 260,000 260,000
General Fund Human Resources Funding for classification and compensation studies - 140,000 140,000 General Fund Information Services Ongoing funding to maintain for previously one-time funded technology related items
- 55,999 97,918
General Fund Information Services Conversion of limited term position to permanent 1.0 179,870 196,261 General Fund Library and Public
Works
Restoration of additional service hours at the Main
Library on Saturdays, extending evening hours at all
open locations (M-TH) to 8 pm, and opening the Main
Library one hour earlier (M-TH) at 10 am. This is in
addition to maintaining services funded with one-time
funds in the prior budget cycle.

3.0 1.9 510,492 527,008
General Fund Non-Departmental Ongoing funding to support the School District’s Playground Club program
- 500,000 500,000
General Fund Non-Departmental Funding for program to offer reduced RRR rates for qualifying low-income households
- 150,000 150,000
General Fund Police Dept Funding to expand security services program at Downtown parking structures (Measure CS)
- 280,000 280,000
General Fund Police Dept Realignment of administrative positions in the Police Department
- (11,830) (12,184)
General Fund Police Dept Increase Police Department staffing levels to expand Homeless Liaison Program (HLP) and to augment
staffing in other areas of need such as the Downtown
Services Unit (Measure CS)b

7.0 2,017,804 2,084,391
General Fund Public Works Ongoing funding for maintenance of the water features at Ken Genser and Tongva Parks (Measure
CS)
- 84,756 86,451
Water Fund Public Works Staffing changes to align positions with operational responsibilities in the Water Division
- 12,406 12,777
General Fund Public Works Funding to increase tree pruning frequencies in hightraffic areas to improve safety and aesthetics of our public spaces (Measure CS)
- 120,000 120,000
General Fund and
Vehicle Mgmt.

Public Works Funding to establish specialized public space maintenance team focusing on waste and debris
generated by people experiencing homelessness
(Measure CS)

3.0 440,355 571,385
Wastewater Fund Public Works Staffing to help advance water conservation projects (Water Resources Protection Specialist and Sr.

Water Resources Protection Specialist)

2.0 307,847 320,696
Resource
Recovery &
Recycling
Public Works Staffing to enhance alley clearing, illegal dumping and bulky item pickup services, bike lane sweeping,
comply with State mandatory organics recycling, and
work towards Zero Waste goal, funded by new rate
adjustments.

18.0 (2.9) 1,722,502 1,790,110

7.A.a
Packet Pg. 861 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 221
FY 2023-25 PROPOSED BIENNIAL BUDGET

APPENDIX - TARGETED BUDGET ENHANCEMENTS
Funding Source Department(s) Description Permanent
FTE
As-needed
FTE FY 2023-24 FY 2024-25
Staffing Changes Operating Expenses a
Airport Fund Public Works Funding to repair and replace aging equipment at airport hangars
- 40,000 40,000
Cemetery Fund Public Works Staffing changes to align position with operational responsibilities
- 0.4 - -
BBB, Water,
Wastewater and
Airport
Public Works and
Transporation
Funding to continue the Trades Intern Program (TIP),
which focuses on supporting and empowering
vulnerable Santa Monica youth and adults

5.0 373,430 388,130
General Fund Records & Election
Services
Restoration of passport services, almost entirely
funded by new revenues

1.0 103,373 107,132
General Fund Records & Election
Services
Upgrade of Enterprise Content Management system
(ongoing and one-time funds)
- 84,810 41,070
General Fund Recreation and Arts Funding for continuation of the Art of Recovery program
- 250,000 250,000
General Fund Recreation and Arts Re-introduction of cost covering Swim Center conference room rental

0.1 5,777 5,893
General Fund Recreation and Arts Positions to increase public access to Community Recreation Facilities funded by reallocation of funds

8.8 - (7,042)
Beach Fund Recreation and Arts Restoration of cost covering position to address demand for event rentals at the Annenberg
Community Beach House

0.5 80,224 83,350
General Fund Recreation and Arts Restoration of cost covering access hours at Memorial Park Gym and Fitness Room and field
rentals

1.5 80,952 81,936
General Fund Recreation and Arts Creation of a new cost covering Pickleball Program, with dedicated staff provide overall program oversight

1.0 0.6 136,720 140,655
General Fund Recreation and Arts Expand cost covering classes at new SaMoHi aquatic facility

0.1 4,817 4,876
General Fund
Airport
RES, Library, CMO,

PW, CDD
Funding to support hybrid public meetings - public
comment
- 62,655 35,152
Big Blue Bus Transportation Staffing changes to support the BBB’s recruitment and training efforts, maintenance needs and security
services to restore bus service to pre-pandemic levels

4.0 1,574,579 1,626,599
Total 58.0 11.5 14,658,559 14,715,822
General Fund 9,351,250 8,921,992
All Other Funds 5,307,309 5,793,830
14,658,559 14,715,822
Notes:
a. Position changes are listed here, as all changes to position counts require Council approval.

Note that the change of the total Permanent FTE count listed here (58.0) and the total in the Personnel and Staffing section (46.5) of this document is 11.5 FTEs. The difference is as follows: 8.5 limited-term positions that are being extended or converted to permanent status. Those positions do not appear as changes in the Personnel and Staffing section because they were already budgeted limited-term positions in FY 2022-23; therefore, continuing those FTEs in FY 2023-24 does not change the count of FTEs year over year. Additionally, 3.0 FTE reduction for limited-term positions that expire as of June 30, 2023 are also reflected in the Personnel and Staffing section. b. On a one-time basis until positions are filled, resources will support the Directed Action Response Team (DaRT) and be saved to invest in Police technology initiatives.

7.A.a
Packet Pg. 862 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 222
FY 2023-25 PROPOSED BIENNIAL BUDGET

APPENDIX - BUDGET CALENDAR
March - April 2023
• Presentation of the five-year financial forecast (FY 2023-24 through FY 2027-28) • City Council receives public input and confirms budget priorities for Fiscal Year (FY) 2023-25
• Staff develops Proposed Biennial Budget
May 2023 • Publication of Proposed Biennial Budget document for FY 2023-25 • Council Budget Study Session
June 2023 • Public hearing to adopt the Budget (adoption of first year of biennial budget and approval of second year budget plan)
July 1, 2023 • Start of new fiscal year - FY 2023-24
January - February 2024 • Presentation of five-year financial forecast (FY 2024-25 through FY 2028-29) • Presentation of the FY 2023-24 mid-cycle budget review May 2024 • Proposed adjustments to the FY 2024-25 approved budget plan presented to Council (exception-based budget adjustments)
June 2024 • Public hearing and budget adoption (adoption of second year approved budget plan for FY 2024-25)
July 1, 2024 • Start of new fiscal year - FY 2024-25
October 2024 • Presentation of the FY 2023-24 year-end budget review

7.A.a
Packet Pg. 863 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 223
FY 2023-25 PROPOSED BIENNIAL BUDGET

APPENDIX - FISCAL POLICIES

GENERAL POLICIES
The City will maintain sound financial practices in accordance with all Federal, State and local laws and direct its financial resources towards meeting the City’s long-term goals.

The City will maintain and further develop programs to assure its long-term ability to pay the costs necessary to provide the level and quality of service required by its citizens.

The City of Santa Monica annually adopts a budget for the upcoming fiscal year. Through this budget, City Council establishes public policy by setting funding levels for departments and exercises control over City spending. The budget further serves as a financial planning tool to ensure that the inflow of resources (revenues) is adequate to meet both anticipated and unanticipated needs (expenditures).

FISCAL SUSTAINABILITY PHILOSOPHY
Santa Monica is committed to fiscal sustainability.

Fiscal sustainability means maintaining a long-term view of financial planning that anticipates and proactively addresses risks to preserve and enhance quality of life and service provision as identified and prioritized through community input.

The City commits to:

1. Informed decision-making
City staff will identify and evaluate immediate and long-term economic, social, and environmental impacts of all issues provided for Council consideration.

2. Transparency
The City will conduct all business with transparency pursuant to applicable laws and regulations. Santa Monica will proactively pursue ways to make financial information publicly available, accessible, and easy to understand.

3. Aligned investments
Santa Monica pursues opportunities within the legal framework to align investments with the City’s values and priorities as adopted by the City Council.

4. Pursuing diversified revenue sources
The City will pursue diversified revenue sources that align with community priorities and support expenditures.

5. Managing long-term liabilities
The City will proactively identify and monitor long-term financial liabilities, including unfunded pension obligations, and commits to taking actions to manage these commitments that prioritize the City’s longterm financial sustainability.

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Packet Pg. 864 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 224

THE BIENNIAL BUDGET
The City will follow a Biennial budget process, emphasizing long-range planning and effective program management. A biennial budget process allows staff to plan ahead, to take advantage of the efficiencies when not recreating the budget document each year to focus on strategic projects and capital budgeting, and has the added benefit of decreasing requested budget increases from one year to the next.

The Biennial Budget will comply with the Charter of the City of Santa Monica, specifically Article XV—Fiscal Administration, which provides the framework for the preparation and adoption of an annual budget for each fiscal year. This includes:
• Fiscal Year definition — July 1 through June 30.
• Proposed budget preparation by the City Manager, in consultation with each department head. • Proposed budget submission to City Council at least 35 days prior to the beginning of each fiscal year. • Budget adoption by City Council on or before June 30 following a public hearing where stakeholders are given an opportunity to comment on the proposed budget.

Before the beginning of the second year of the two-year cycle, the Council will consider and approve the exception-based budget for the second year.

The mid-year budget review analyzes the budget status at the mid-point of the year and provides an opportunity to adjust revenue projections and make expenditure appropriation changes.

The year-end budget review makes budget transfers and additional appropriations, as necessary, to ensure that expenditures are within budget authority.

Budget modifications may occur as necessary at any City Council meeting through staff report proposals that receive five affirmative votes from the members of the Council.

FY 2023-25 PROPOSED BIENNIAL BUDGET

APPENDIX - FISCAL POLICIES

6. Shared responsibility
The City recognizes a shared responsibility between the employee and employer to appropriately fund employee benefits to attract and retain employees while maintaining a long-term sustainable and balanced budget.

7. Seeking efficiency and effectiveness
Staff will continuously explore ways to operate more efficiently while preserving effectiveness.

7.A.a
Packet Pg. 865 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 225

OPERATING BUDGET POLICIES
• The City will adopt a balanced budget annually by June 30. • The City will make all current, ongoing expenditures with current, ongoing revenues, avoiding procedures that balance current budgets by postponing needed expenditures or accruing future revenues. • The City will estimate revenues using an objective and analytical process; in the case of assumption uncertainty, conservative projections will be used.
• The City will maintain a level of expenditures that support essential services and promote quality-of-life to its citizens.
• The City will forecast its General Fund and other major fund expenditures and revenues for a five-year period and will update the forecast semi-annually. The forecast will be taken into consideration when preparing budget recommendations.
• The City will endeavor to maintain a diversified and stable revenue system to minimize the impact of shortterm fluctuations in any one revenue source. • The City will avoid targeting revenues for specific purposes whenever possible, allowing maximum flexibility in funding decisions on an annual basis.
• One-time revenues will be used for one-time expenditures only. • The City will investigate potential new revenue sources, particularly those that will not add to the tax burden of residents and local businesses.
• The City will follow an accelerated pay down of its unfunded pension liability. The acceleration will be for a period as further detailed in the section below titled, "Principles for Pension Funding". These payments will be in addition to the Annual Required Contribution.
• Additionally, on April 11, 2023, City Council authorized staff to suspend the accelerated pay down of its unfunded pension liability from FY 2022-23 to FY 2027-28 or later, pending restoration of City services and maintenance budgets and reserves.
• The City will prefund other post-employment benefit obligations (OPEB) each year, setting aside the equivalent of the actuarially-determined annual required contribution (ARC) in an irrevocable trust. • The City will work proactively with the League of California Cities and local communities to monitor and impact legislation that may impact the City financially.

FY 2023-25 PROPOSED BIENNIAL BUDGET

APPENDIX - FISCAL POLICIES

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Packet Pg. 866 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) 226

CAPITAL IMPROVEMENT PROGRAM (CIP) BUDGET POLICIES
• The City will biennially plan for capital improvements for a five-year period. The CIP budget will incorporate Council priorities, community objectives, and projects that will improve operational efficiency. The CIP Biennial Budget will be presented to Council in the second year of the Operating Biennial Budget. • Future operating costs associated with new capital improvements will be projected and included in the Operating Budget forecasts.
• An inventory of the City’s physical assets, their condition, and remaining useful life will be maintained. • The City will maintain all assets at a sufficient level to protect the City’s capital investment and to minimize future maintenance and replacement costs.

BUDGETARY CONTROL
The City Council is required to adopt an annual budget for all City departments and funds with the exception of the Rent Control Fund. The City Council also serves as the governing body for the Santa Monica Redevelopment Successor Agency, the Housing Authority, the Parking Authority, and the Public Financing Authority, which adopt budgets for the Redevelopment Successor Agency, the Housing Authority and the Parking Authority Funds.

Adoption of the budget requires a majority Council vote (4 of 7 councilmembers).

The City Council approves any revisions that increase the total budgeted expenditures or revenues of any department and fund, and any changes to staffing levels, including budgeted permanent and as-needed fulltime equivalent positions. The City Manager is authorized by the City Council to allocate the budget to more detailed levels of control for administrative purposes. This includes changes between major object or program categories (i.e., Salaries & Wages, Supplies & Expenses including Capital Outlay, or Capital Improvements) within a department. Budget changes to capital improvement program accounts that change or increase project scope must be approved by Council.

Changes to the budget due to emergency work, additional project costs exceeding the budget authority, or receipt of a grant, take place throughout the year through semi-monthly Council meetings. Citywide comprehensive budget review takes place twice a year.

To change the budget after it is adopted requires a supermajority Council vote (5 of 7 councilmembers).

COMMUNITY INVOLVEMENT
Essential to the development of Santa Monica’s annual budget is feedback from individuals and organizations regarding issues or programs that they believe need to be addressed with additional resources. Input from the FY 2023-25 PROPOSED BIENNIAL BUDGET

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community is received through Santa Monica’s 311 Program, and through the various forums presented by City boards, commissions and community groups. Additional opportunity for public comments occurs at City Council meetings when various budget updates and priority setting reports are presented and during the formal public hearing on the proposed budget each June.

CITY OF SANTA MONICA PERFORMANCE MANAGEMENT POLICY
The City of Santa Monica supports the use of data to drive and inform decision making processes and deliver reliable results to create a model 21st Century government and will strive to develop a comprehensive system of performance measures.

PRINCIPLES FOR PENSION FUNDING
(In response to the severe economic downturn resulting from the COVID-19 pandemic, on May 5, 2020, the City Council authorized suspension of the FY 2020-21 and FY 2021-22 accelerated payments and a shift from a 13-year to a 15-year schedule. Additionally, on April 11, 2023, City Council authorized staff to suspend the accelerated pay down of its unfunded pension liability from FY 2022-23 to FY 2027-28 or later, pending restoration of City services and maintenance budgets and reserves.)
In view of continuing pension challenges, and following resident interest in the City’s plan to manage pensions, in November 2018 the City Manager established an ad hoc advisory committee made up of residents and City employees to discuss the City’s pension obligation. The Committee’s purpose was to study the issue, look at alternatives, and develop sensible recommendations for the City Manager to consider in the development of a proposed sustainable budget for community and City Council consideration. The Committee considered scenarios from the independent actuary; information from City staff on the budget process, past actions, and City’s financial status and resources; other cities’ practices and experiences; and research from group members.The Committee unanimously voted to recommend principles for an approach to pension obligation management that endorse a proactive approach to pension obligation management that minimizes total funds spent over time by decreasing the interest accrued. Moreover, the Pension Advisory Committee recommended an accelerated plan to pay down the City’s current pension unfunded liability over 13 years, to conclude in FY 2032-33. The following are the Principles:
• The GFOA and the California Actuarial Advisory Panel (CAAP) believe it is financially advantageous to repay or amortize unfunded pension liabilities. The Pension Advisory Committee believes the unfunded liability represents a looming threat to Santa Monica’s safety and quality of life through erosion of vital services; undermining workforce compensation and job security; and damaging the City’s long-term fiscal health. • The Pension Advisory Committee believes the City should maintain prudent funded status levels and an aggressive repayment plan to ensure that funds are available in the long run to meet City obligations and preserve financial flexibility to meet or maintain City obligations consistent with values of the City.

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• The Pension Advisory Committee believes the City should formally commit to a repayment period of notto-exceed 13 years for the current unfunded pension liability, concluding in FY 2032-33. By following this recommendation, the City is projected to save approximately $100 million. • In the event of a fiscal emergency, the Council would have the option to reduce the annual payment for that fiscal year to the amount required for a 15-year repayment schedule (as calculated in 2019), concluding in FY 2034-35, only after holding a public hearing and making appropriate findings.

BASIS OF BUDGETING
Basis of budgeting for the City’s budget is consistent with the Annual Comprehensive Financial Report (ACFR) with a few exceptions, primarily in non-cash adjustments.

Governmental funds, including general, special revenue, and capital project funds, are budgeted on a modified accrual basis with a focus on near-term inflows and outflows of financial resources. Revenues are recognized when they are measurable and available, while expenditures are recognized as soon as liabilities are incurred, except for debt service, capital lease obligations, inventories, and prepaid items. Year-end encumbrances are included in the fiscal year’s expenditures (actual, budgetary basis), as they represent financial resources committed for goods or services to be delivered in the near future (usually within one or two months). However, many multi-year capital projects are budgeted on a full cost basis. Year-end remaining capital budgets for active projects are continued to the next fiscal year until the completion of the project.

Proprietary funds, including enterprise and internal service funds, are budgeted on an accrual basis similar to private-sector businesses, with a focus on total economic resources. Revenues are recognized when they are earned, while expenses are recognized when the liability is incurred. Year-end encumbrances are excluded from the fiscal year’s expenses, for the transactions have not yet occurred. However, non-cash items, such as investment adjustments to market value, depreciation, amortization and bad debt expense are not budgeted. Just as with the governmental funds, multi-year capital projects are often budgeted on a full cost basis and the year-end active project budgets are continued to the next year until the completion of the project.

General Fund
Special Revenue Funds
Capital Project Funds
Enterprise Funds
Internal Service Funds
Basis of Accounting Modified Accrual Accrual
Exceptions: • Multi-year capital project budgets
are generally budgeted on a full cost
basis
• Multi-year capital project budgets
are generally budgeted on a full cost
basis
• Non-cash items, such as investment
adjustments to market value, are not
budgeted
• Non-cash items, such as investment
adjustments to market value,
depreciation, amortization, bad debt
expense, are not budgeted

APPROPRIATIONS LIMIT
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APPROPRIATIONS LIMIT
The Council will annually adopt a resolution establishing the City's appropriations limit (the Gann Limit) calculated in accordance with Article XIII-B of the Constitution of the State of California, Section 7900 et seq. of the State of California Government Code, and any other voter approved amendments or state legislation that affect the City's appropriations limit. Under the Gann Limit, a maximum amount is established for tax-funded government services.

That amount is to be adjusted each year depending on city population, changes in non-residential assessed value, and the transfer of financial responsibility for various governmental activities from one level of government to another. Any significant amount of state tax revenue received above that Gann Limit is to lead to future tax rebates or tax cuts.

The supporting documentation used in calculating the City's appropriations limit and projected appropriations subject to the limit will be available for public and Council review at least 15 days before Council consideration of a resolution to adopt an appropriations limit. The Council will generally consider this resolution in connection with final approval of the budget.

FUND POLICIES

GENERAL FUND
The City will maintain at the end of FY 2023-24 a General Fund Operating Contingency reserve at a level that is equal to at least 13.5%, and at the end of FY 2024-25 a level that is equal to at least 14%, of the following year’s General Fund annual operating and capital expenditure budget and subsidies to other funds covered by ongoing revenues as originally adopted by Council. Strong reserves allowed the use of contingency and economic uncertainty funds during the severe economic downturn that resulted from the pandemic, while the City retained a stable Rainy Day Fund reserve level of 12.5% of ongoing expenditures in the event of a new emergency. As revenues continue to recover, the City is committed to increase its Contingency reserve by 0.5 percentage point a year until it once again reaches 15% in FY 2026-27.

Council approval will be required before expending funds from the Operating Contingency.

In addition to the General Fund Contingency, the City’s goal is to maintain an Economic Uncertainty reserve balance with the level to be established as needed.

The City will maintain a balance in the General Fund for earned vacation benefits of General Fund employees.

Compensated absences for all employees are recorded in the respective funds.

The City will seek to maintain sufficient funds in its fund balance to act as potential capital contingency fund balance. This balance is intended to be used for major capital repair where facility failure, unexpected hazards, or destruction of City property has occurred and where repair or replacement is not planned within the established capital, operations, or other replacement funds.

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EQUIPMENT REPLACEMENT FUNDS
The City will maintain a Fleet Replacement Fund to provide for the timely replacement of vehicles and related equipment. To the extent possible, the City will maintain a minimum fund balance in the Fleet Replacement Fund of at least 15% of the original purchase cost of the items accounted for in this fund. The annual contribution to this fund will generally be based on the annual use allowance, which is determined based on the estimated life of the vehicle or equipment and its original purchase cost. Interest earnings and sales of surplus equipment as well as any related damage and insurance recoveries will be credited to the Fleet Replacement Fund.

The City will maintain a Computer Equipment Replacement Fund to provide for the timely replacement of information hardware technology. The annual contribution to this fund will generally be based on the annual use allowance, which is determined based on the estimated life of the equipment and its original purchase cost. To the extent possible, the City will maintain a minimum fund balance in the Computer Equipment Replacement Program of at least 25% of the original purchase costs of the items accounted for in this fund.

WATER, WASTEWATER AND RESOURCE RECOVERY AND RECYCLING FUNDS The City will maintain reserves for the purposes of offsetting unanticipated fluctuations in Water, Wastewater or Resource Recovery and Recycling Fund revenues and expenditures to provide financial stability, including the stability of revenues and the rates and charges related to each Enterprise. The reserves are based on the following:

Water Fund
• Operating and capital reserves based on industry and bond rating agency best practices. • A rate stabilization reserve based on industry best practices.

Wastewater Fund
• Operating and capital reserves based on industry and bond rating agency best practices. • A rate stabilization reserve based on industry best practices.

Resource Recovery and Recycling Fund
• Operating and capital reserves based on industry and bond rating agency best practices.

FUND BALANCE CLASSIFICATIONS
The City’s fund balance is made of the following components, or classifications:
• Non-spendable fund balance typically includes inventories, prepaid items and other items, that by definition cannot be appropriated.

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• The restricted fund balance category includes amounts that can be used only for the specific purposes stipulated by constitution, external resource providers, or through enabling legislations. • The committed fund balance classification includes amounts that can be used only for the specific purposes determined by a formal action of the City Council. The City Council has authority to establish, modify, or rescind a fund balance commitment.
• Amounts in the assigned fund balance classification are intended to be used by the City for specific purposes but do not meet the criteria to be classified as restricted or committed. The City Manager or designee has the authority to establish, modify or rescind a fund balance assignment. • Unassigned fund balance is the residual classification for the City’s funds and includes all spendable amounts not contained in the other classifications.

The City considers restricted or unrestricted amounts to have been spent when an expenditure is incurred for purposes for which both restricted and unrestricted fund balance is available.

The City’s committed, assigned, or unassigned amounts are considered to have been spent when an expenditure is incurred for purposes for which amounts in any of those unrestricted fund balance classification could be used.

INTERFUND TRANSFERS AND LOANS
In order to achieve important public policy goals, the City has established various special revenue, capital project, debt service and enterprise funds to account for revenues whose use should be restricted to certain activities.

Accordingly, each fund exists as a separate financing entity from other funds, with its own revenue sources, expenditures and fund equity.

Any transfers between funds for operating purposes are clearly set forth in the Biennial Budget. From time to time, interfund borrowing may be appropriate; however, this is subject to the following criteria in ensuring that the fiduciary purpose for that fund is met: The Council must approve temporary interfund loans, while the Director of Finance and the City Manager are authorized to negotiate and approve terms and conditions of those loans.

INDIRECT COST ALLOCATION FOR GENERAL FUND SERVICES
Proprietary and special revenue fund programs, which are financed by service user fees or grant funding, are assessed administrative costs to reflect the true costs of doing business through the City’s indirect cost allocation plan. This plan provides a reimbursement to the General Fund for central services costs such as custodial services, personnel services, financial services, facilities maintenance, legal services, and administrative time, which is directly applicable to enterprise and special revenue fund operations. Data used in determining cost allocation is gathered from the last audited annual financials. Cost allocation plan updates will occur, at a minimum, every five years. During years between updates, a factor reflecting a blended expenditure increase will be added to the existing amount.

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USER FEE COST RECOVERY GOALS
City policy is to charge for the full costs of services provided by City Staff when such services benefit individual users rather than members of the community as a whole. The City has calculated the cost of providing various recreational services and opportunities to individuals and has discounted those costs to ensure that individuals will be able to utilize these services and opportunities. Fees will be reviewed and updated on an ongoing basis to ensure that they keep pace with cost of living and service delivery changes. A comprehensive analysis of City costs and fees should be made at least every five years. In the interim, fees will be increased annually by a factor based on the annual increase in total compensation costs, unless otherwise stated for specific fees. Fees may also be adjusted during this interim period based on supplemental analysis whenever there have been significant changes in the method, level or cost of service delivery.

ENTERPRISE FUND RATES
Water, Wastewater, Resource Recovery & Recycling
The City will set rates at levels that fully cover the total direct and indirect costs, including operations and maintenance, capital outlay, and debt service of the Water, Wastewater, and Resource Recovery and Recycling programs.

Parking
The City will set rates at levels that are needed to cover the costs to operate and maintain parking operations and structures, taking into account market conditions and City policies to encourage use of alternate transportation methods.

Big Blue Bus
Based on targets set under the Transportation Development Act, the City will strive to cover at least twenty percent of transit operating costs with fare revenues.

REPORTING POLICIES

ANNUAL REPORTING
The City will prepare annual financial statements as follows:
• In accordance with Charter requirements, the City will contract for an annual audit by a qualified independent certified public accountant. The City will strive for an unqualified auditors’ opinion. • An Annual Comprehensive Financial Report (ACFR) will be prepared and audited by a qualified independent public accounting firm.
• The City will strive to issue audited financial statements within 180 days after fiscal year end.

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• The City’s accounting and financial reporting systems will be maintained in conformance with generally accepted accounting principles and standards of the Government Accounting Standards Board, and reports will strive to meet the requirements of the GFOA’s Award for Excellence in Financing Reporting program.

INTERIM REPORTING
The City will prepare and issue timely interim reports on the City’s fiscal status to the Council and staff. This includes:
• Online access to the City’s financial management system by City staff • Monthly online reports for City staff use
• Midyear and year end reviews to Council and staff

INVESTMENT POLICY
An investment policy will be submitted annually to the City Council for review and adoption.

The City will invest public funds in a manner that will provide a market rate of return after ensuring optimum safety and meeting the daily cash flow demands of the City.

DEBT POLICY

BACKGROUND
The City maintains conservative financial policies to assure strong financial health both in the short- and long-term. The City issues debt primarily to finance large capital investments such as construction of public infrastructure or property acquisitions.

Maintaining the City’s bond rating is an important objective of the City’s financial policies. To this end, the City is constantly working to improve its financial policies, budgets, forecasts, and financial health.

Effective January 1, 2017, and in accordance with Section 8855 of the Government Code, California public agencies that issue public debt are required to certify prior to the issuance of debt that they have adopted debt policies concerning the use of debt and that the contemplated debt issuance is consistent with those local policies.

The City’s Debt Policy set forth below complies with the requirements of Section 8855.

This debt policy shall apply to obligations issued by the City, the Santa Monica Public Financing Authority, the Santa Monica Parking Authority, and the Successor Agency to the Santa Monica Redevelopment Agency.

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PURPOSE OF POLICY
This policy sets forth the criteria for issuance and repayment of debt. The primary objective of the Debt Policy is to establish criteria that will protect the City’s financial integrity while providing a funding mechanism to meet the City’s capital needs. The underlying approach of the City is, except in extraordinary circumstances, to borrow only for capital improvements that cannot be funded on a pay-as-you-go basis. The City will not issue long-term debt to finance current operations.

All debt issued will be in compliance with this policy, the debt limit noted in Article VI of the City Charter and with all other relevant state and federal regulations.

A biennial review of the Debt Policy will be performed and any changes to the Debt Policy will be brought forward for City Council consideration and approval. Further, in the event there are any recommended deviations or exceptions from the Debt Policy when a certain bond issue is structured, those exceptions will be discussed in the staff reports when the bond issue is presented for City Council’s consideration.

RESPONSIBILITY
Authority to issue debt is given by the City Council, exercising the powers reserved to the City under Section 6 of Article XI of the Constitution of the State of California and Section 400 of the City Charter of the City of Santa Monica. The Treasurer and designated staff, including the Assistant City Treasurer, assist in the duties of debt issuance, interest payments, principal repayments and other debt-related activities.

The Director of Finance is responsible for assuring that the activities related to the issuance and payment of bonds or other obligations will not jeopardize the bond rating.

PURPOSE OF FINANCING
Except in extraordinary circumstances, the City borrows money to fund long-term capital improvement projects and to refinance existing debt. The issuance of debt to fund operating deficits is not permitted.

While the preferred means of financing projects is the “pay-as-you-go” method of using current revenues to pay for capital projects because it avoids interest payments, the City would be able to undertake capital projects under this method only if sufficient cash accumulates. Prudent use of debt financing rather than pay-as- you-go funding of capital projects can distribute the cost of a project over its useful life, facilitate better allocation of resources and increase financial flexibility. Debt can also be used in conjunction with pay-as-you-go financing to pay only a portion of the project using debt if insufficient funds are available from non-debt sources.

The Treasurer, working with the Assistant Treasurer, will periodically evaluate the City’s existing debt and execute, upon approval of the City Council, a refinancing when economically beneficial. A refinancing includes the issuance of bonds to refund existing bonds.

See “Refunding Debt” for refunding considerations.

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BUDGETING AND CAPITAL PLANNING
The City shall develop and maintain a Five-Year capital planning process that includes a Biennial Capital Improvement Program budget and is approved and adopted by the City Council as part of the budget process. The capital plan is informed by the City’s Five-Year forecasting process.

The decision to utilize debt to fund all or a portion of a capital project first requires an analysis by the Finance Department of how the debt will be repaid. The source of revenues to repay the debt must be identified and the impact of repayment of the debt on existing budget commitments must be assessed.

The Finance Department is responsible for coordinating and analyzing the debt requirements. This will include timing of debt, calculation of outstanding debt, debt limitation calculations and compliance, impact on future debt burdens, and current revenue requirements.

ASSET LIFE
Generally, no debt will be issued for periods exceeding the useful life or average useful lives of projects to be financed.

TYPES OF DEBT
The following is a description of the types of long-term debt the City may issue:

General Obligation Bonds
General Obligation (GO) bonds are secured by a pledge of full faith and credit of an issuer and a promise to levy taxes in an unlimited amount as necessary to pay debt service. GO bonds usually achieve lower rates of interest than other financing instruments since they are considered to be a lower risk.

California State Constitution, Article 16 - Public Finance, Section 18, requires that the issuance of a GO bond by the City must be approved by a two-thirds majority of those voting on the bond proposition. Uses of bond proceeds are limited to the acquisition and improvement of real property.

Lease Obligations
Lease financings are long-term obligations that include Lease Revenue Bonds and Certificates of Participation.

Lease Revenue Bonds (LRBs) are lease obligations secured by an installment sale or by a lease-back arrangement between the City and the City’s Public Financing Authority, a joint powers authority, where City revenues are pledged to pay the lease payments, which are, in turn, used to pay debt service on the LRBs. Alternatively, Certificates of Participation (COPs) are lease obligations secured by a financing lease between the lessee, which would be the City, and a lessor, which may be the City’s Public Financing Authority, that undertakes the construction of a project. These obligations do not constitute indebtedness under the state constitutional debt limitation and, therefore, are not subject to voter approval.

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Payments to be made under valid leases are payable only in the year in which use and occupancy of the leased property is available, and lease payments may not be accelerated. Lease financing requires the fair market rental value of the leased property to be equal to or greater than the required debt service or lease payment schedule.

The governmental lessee is obligated to place in its Annual Budget the rental payments that are due and payable during each fiscal year the lessee has use of the leased property.

Revenue Bonds
Revenue bonds are obligations payable from revenues generated by an enterprise as defined in Section 54300 et seq. of the California Government Code. City issuance of revenue bonds is specifically authorized by Chapter 2.36 of the City’s Municipal Code. Since the debt service is directly paid by the enterprise, such debt is considered selfliquidating and generally is not considered as part of the maximum debt capacity of the issuer.

The City’s utility Revenue Bonds are payable solely from the appropriate City Enterprise Fund and are not secured by any pledge of ad valorem taxes or general fund revenues of the City. In accordance with the agreed upon bond covenants, the revenues generated by these Enterprise Funds must be sufficient to maintain required coverage levels, or the customer rates of the enterprise have to be raised to maintain the coverages. The issuance of revenue bonds does not require voter approval.

Bank Loans
Under certain circumstances, it may be advantageous to obtain financing through a direct bank loan. Bank loans can be in the form of fixed rate or variable rate loans with defined maturities or lines of credit that have variable interest rates and flexible payment provisions. One potential advantage of bank loans is that the process for execution is generally simpler and can be less expensive to issue than a public bond issue. Additionally, a bank loan can often be structured in a manner that more closely conforms with specific project or repayment considerations than a bond issue. However, since bank loans are issued in an environment less transparent than a public debt issue, it is more difficult to assess how the proposed loan rates, fees, and terms compare to the market.

The City Treasurer will consult with the City’s Financial Advisor to determine when a bank loan is the appropriate financing measure.

Assessment District Financing
The Municipal Improvement Act of 1913 provides for a local agency to form an Assessment District to finance certain infrastructure, including roadways, water and sewer facilities, storm drains, and other improvements often required in connection with new development. An Assessment District must include all properties that will benefit directly from the improvements to be constructed, and formation of the district requires an election in which at least 50% of property owners vote in favor of the district. If an Assessment District is formed, the City may levy assessments that can be utilized to directly finance the public improvements, or may be pledged to support debt service on bonds, which may be issued under the Improvement Bond Act of 1915. The assessments that are levied upon each parcel must be based upon the direct and special benefit received by the property.

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LIMITATION OF INDEBTEDNESS
The City’s indebtedness is limited by Article VI of the City Charter, which states that the bonded indebtedness of the City may not exceed the sum of 10% of the total assessed valuation of property within the City, exclusive of any indebtedness that has been or may hereafter be incurred for the purpose of acquiring or establishing a system of waterworks for the supplying of water, or for the purpose of constructing sewers or drains in the City, for which purposes a further indebtedness may be incurred by the issuance of bonds, subject only to the provisions of the State Constitution and of this Charter. The City will include all lease obligations when calculating its compliance under this debt limit even though they may not constitute bonded indebtedness.

AFFORDABILITY TARGETS
General Obligation Debt
The decision on whether or not to assume new general obligation debt shall be based on costs and benefits, current conditions of the municipal bond market, and the City’s ability to afford new debt and service it as determined by an objective analytical approach. This process shall compare generally accepted measures of affordability to the current values for the City. These measures shall include:
• Debt per capita: the outstanding principal as a percentage of population. • Debt as a percent of assessed valuation: the outstanding principal as a percentage of assessed valuation.

General Fund-Supported Debt
The most important affordability ratio used in analyzing the City’s debt position with respect to General Fund supported debt (e.g., lease obligations) is the Annual General Fund debt service/lease payment (e.g., payment on lease revenue bonds) as a percentage of available revenue or expenditures. This ratio, which pertains to only general fund backed debt, is often referred to as “lease burden.” This analysis excludes enterprise revenue bonds and other obligations supported by dedicated revenue pledges. Additionally, this analysis may exclude other General Fund liabilities such as loan obligations or the City’s annually required contribution to the pension system or retiree health care costs. Liabilities of the City’s related agencies are also excluded from the debt affordability ratios.

Credit rating agency guidelines recommend a lease burden ratio of no more than 12%; the City shall strive to maintain its lease burden ratio below 10%. Affordability analysis as determined by this measure will be undertaken before new General-Fund supported debt is issued.

In addition to the City’s direct debt burden, debt levels of underlying and overlapping entities such as counties, school districts, and special districts add to a City’s overall debt burden. The City’s proportional share of the debt of other local governmental units, which either overlap it or underlie it, is called the overlapping debt. Overlapping debt is generally apportioned based upon relative assessed value. While the City does not control debt issuance by other entities, it recognizes that its taxpayers share the overall debt burden. The City shall include a statement of overlapping debt in its initial and continuing disclosure.

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Revenue Bonds
In determining the affordability of proposed revenue bonds, the City will perform an analysis comparing projected annual net revenues (after payment of operating and maintenance expense) to estimated annual debt service.

Generally, legal covenants requiring a minimum coverage ratio are set forth in the bond documents, and are based on the level of security provided to the bondholders. The City’s revenue bonds require a legal coverage ratio of at least 120% for senior bonds and a coverage ratio of at least 100% for senior and subordinate debt combined.

Credit rating agencies point to a target coverage ratio of 200% for programs with large ongoing capital needs and 150% for programs without such needs, using historical and/or projected net revenues to cover annual debt service for bonds issued on a subordinate basis which have a 100% legal coverage ratio requirement. The City will require a rate increase to cover both operations and debt service costs, and create debt service reserve funds to maintain the required coverage ratios.

STRUCTURE OF DEBT
Term of Debt
Debt will be structured consistent with a fair allocation of costs to current and future beneficiaries or users.

Borrowings by the City should be of a duration that does not exceed the useful life of the improvement that it finances and where feasible, should be shorter than the projected economic life. The standard term of long-term borrowing is typically 15-30 years.

Debt Repayment
The City shall pay all interest and repay all debt in accordance with the terms of the bond ordinance and bond covenants. To the extent possible, the City will seek level or declining debt service repayment schedules. However, in some cases the City may seek an alternative debt service schedule to meet certain policy or operational requirements.

Variable-Rate Securities
When appropriate, the City may choose to issue securities that pay a rate of interest that varies according to a predetermined formula or results from a periodic remarketing of the securities. Due to the potential volatility of such instruments, the City will limit the use of variable-rate debt to the greater of $50 million or 20% of outstanding principal.

Derivatives
The City will not use derivatives when structuring debt.

Capitalized Interest
Where appropriate, interest may be capitalized for the construction period of a revenue-producing project so that debt service expense does not begin until the project is expected to be operational and producing revenues.

In addition, for lease back arrangements, such as those used for lease revenue bond transactions, interest may be capitalized for the construction period, until the asset is operational. Only under extraordinary circumstances will interest be capitalized for a period longer than the construction period. Capitalized interest is sometimes referred to as “funded interest.”
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Call Options/Redemption Provisions
A call option, or optional redemption provision, gives the City the right to prepay or retire debt prior to its stated maturity. This option may permit the City to achieve interest savings in the future through refunding, or in some cases, full or partial redemption of the bonds. Generally, fixed rate tax-exempt municipal bonds are structured with a 10-year call at par (no premium). Because the cost of call options can vary widely, depending largely on market conditions, an evaluation of factors such as the following will be conducted in connection with each issuance:
• The time until the bonds may be called
• The price at which the bonds may be called
• The potential to generate future interest cost savings (or call option value) • Any need for additional flexibility with respect to repayment

METHOD OF SALE
The City may issue its debt through a competitive or negotiated process. The negotiated process would be used under the following conditions.
• The bond issue is, or contains, a refinancing that is dependent on market/interest rate timing. • At the time of issuance, the interest rate environment or economic factors that affect the bond issue are volatile.
• The nature of the debt is unique and requires particular skills from the underwriter(s) involved. • The debt issued is bound by a compressed time line due to extenuating circumstances such that time is of the essence and a competitive process cannot be accomplished, or a competitive process might result in selection of an underwriter or other situations inconsistent with City policies.

When determined appropriate by the City Treasurer, the City will negotiate financing terms with banks and financial institutions for specific borrowings on a private offering basis. Typically, private placements are carried out by the City when extraneous circumstances preclude public offerings, such as an interim financing, or to avoid the costs of a public offering for smaller issuances.

The City Treasurer will consult with the City’s Financial Advisor on an issue by issue basis to determine the appropriate method of sale to be used.

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APPENDIX - FISCAL POLICIES

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PROFESSIONAL SERVICES
The City’s Finance Department shall be responsible for the solicitation and selection of professional services that are required to administer the City’s debt program, which will follow the City’s Procurement Policy. The City Attorney’s Office will take the lead to solicit and select bond counsel. The financial advisor, bond and disclosure counsel, and trustee costs associated with the bond issuance will be paid with bond proceeds. Eligible City staff costs related to issuance of long term bonds may also be reimbursed from bond proceeds.

Financial Advisor
A Financial Advisor(s) will be used to assist in the issuance of the City’s debt. The Financial Advisor will provide the City with objective advice and analysis on debt issuance. This includes, but is not limited to, monitoring market opportunities, structuring and pricing debt, and preparing official statements of disclosure.

Bond Counsel
The City Attorney’s Office will take the lead in selecting and contracting with the Bond Counsel and Disclosure Counsel. All debt issued by the City will include a written opinion by bond counsel affirming that the City is authorized to issue the proposed debt. The opinion shall include confirmation that the City has met all City and state constitutional and statutory requirements necessary for issuance, a determination of the proposed debt’s federal income tax status and any other components necessary for the proposed debt. Bond counsel is also responsible for preparing all financing documents including Trust Indentures and Bond resolutions and assists in preparation of Official Statements. Disclosure Counsel shall be required to deliver a customary 10(b)-5 opinion on City offering documents. The Disclosure Counsel will work with City staff to draft all disclosure documents for a bond financing. The City Attorney’s Office may engage separate firms in the capacity of Bond and Disclosure Counsel or one single firm to perform bond and disclosure counsel functions.

Underwriters
An Underwriter(s) will be used for all debt issued in a negotiated or private placement sale method. The Underwriter is responsible for purchasing negotiated or private placement debt and reselling the debt to investors.

Trustee/Fiscal Agent
A Fiscal Agent and/or Third Party Trustee will be used to provide accurate and timely payment to bondholders and securities processing. If there are unspent bond proceeds, funds will be held by the third party trustee. The Finance Department will monitor funds held by third party trustees and review trustee bank statements on a monthly basis to ensure any expenditures from the trustee accounts are in accordance with the intended use of the bonds.

CREDIT RATINGS
The City will maintain good communication with bond rating agencies about its financial condition. This effort will include providing periodic updates on the City’s general financial condition, coordinating meetings, and presentations in conjunction with a new issuance. The City will continually strive to maintain its bond rating by improving financial policies, budgets, forecasts and the financial health of the City.

Credit enhancements may be used to improve or establish a credit rating on a City debt obligation. Credit enhancements should only be used if cost effective.

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APPENDIX - FISCAL POLICIES

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REFUNDING DEBT
A debt refunding is a refinance of debt typically done to take advantage of lower interest rates.

Current Refunding
A current refunding is one in which the refunding bonds are issued no more than 90 days before the date upon which the refunded bonds will be redeemed.

Advance Refunding
An advance refunding is one in which the refunding bonds are issued more than 90 days prior to the date upon which the refunded bonds will be redeemed. Advance refundings are used to refinance outstanding debt before the date the outstanding debt becomes due or callable. Internal Revenue Code §149(d)(3) provides that governmental bonds issued after 1985 may only be advanced refunded once over the life of a bond issuance.

Changes to the Federal tax law enacted in 2017 prohibit the issuance of advance refunding bonds after December 31, 2017; however, it is possible this prohibition will be removed in the future.

Unless otherwise justified, such as a desire to remove or change a bond covenant, a debt refunding will require a minimum present value savings of 3%. This savings requirement for a refunding may be waived by the City Treasurer upon a finding that such a refunding is in the City’s overall best financial interest.

DEBT SERVICE RESERVE FUND/SURETY POLICY
In instances where there is no market or credit rating agency requirement to fund a debt service reserve, or where there is an economic cost associated with borrowing to fund a reserve fund, the City will attempt to avoid their use. If a debt service reserve funded by bond proceeds is determined to be necessary or in the City’s best interest, the debt service reserve fund will be held by and available to the Trustee to make principal and interest payments to bondholders in the event that pledged revenues are insufficient to do so. The maximum size of the reserve fund is generally governed by tax law, which permits the lesser of: 1) 10% of par; 2) 125% of average annual debt service; and 3) 100% of maximum annual debt service. Reserve funds are typically equal to approximately one year’s maximum debt service on the bonds. On a case-by-case basis, assuming there is no economic or credit disadvantage, the City may issue bonds with a debt service reserve fund that is sized at a lower level.

The reserve fund requirement may also be satisfied by a surety policy, a form of insurance provided by a bond insurer to satisfy a reserve fund requirement for a bond issuance. Under this arrangement, instead of depositing cash in a reserve fund, the issuer buys a surety policy by paying a one-time premium equal to a percentage of the face amount of the policy. The City may use a surety policy instead of a debt service reserve fund when economically feasible.

The City will not rely on any uncollateralized credit instruments for any reserve requirement unless justified by significant financial advantage.

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APPENDIX - FISCAL POLICIES

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ARBITRAGE REBATE MONITORING AND REPORTING
The City will, unless otherwise justified, use bond proceeds within the established time frame pursuant to the bond ordinance, contract or other documents to avoid arbitrage rebate. Arbitrage is the interest earned on the investment of the bond proceeds at a rate above the interest rate paid on the debt. If arbitrage occurs, the City may be required to pay the amount of the arbitrage to the Federal Government as required by Internal Revenue Service Regulation 1.148-11. The City will maintain a system of recordkeeping and reporting to meet the arbitrage rebate compliance requirement of the IRS regulation. For each bond issue not used within the established time frame, the recordkeeping shall include tracking investment earnings on bond proceeds, calculating rebate payments, and remitting any rebatable earnings to the federal government in a timely manner in order to preserve the tax-exempt status of the outstanding debt.

TAX CERTIFICATE COMPLIANCE
The City will comply with requirements imposed in any tax certificate to maintain the tax-exempt status of the City’s bonds.

COVENANT COMPLIANCE
The City will comply with all covenants stated in the bond ordinance, contract, etc.

DEBT ISSUANCE REPORTING
The City will comply with all state reporting requirements for issuance of debt, including a report to the California Debt and Investment Advisory Commission (CDIAC) of any proposed debt issuance no later than 30 days prior to the sale of any debt issue. The report shall include a certification by the issuer that it has adopted local debt policies concerning the use of debt and that the contemplated debt issuance is consistent with these policies.

The City shall also submit a report to CDIAC of final sale no later than 21 days after sale of debt, by any method approved by the CDIAC. The report on final sale shall include a copy of the official statement for the issue or, if there is no official statement, the other disclosure documents and indenture.

ONGOING DISCLOSURE
The City will meet secondary disclosure requirements in a timely and comprehensive manner, as stipulated by the SEC Rule 15c2-12. The City Treasurer shall be responsible for providing ongoing disclosure information to the Municipal Securities Rulemaking Board’s (MSRB’s) Electronic Municipal Market Access (EMMA) system, the central depository designated by the SEC for ongoing disclosures by municipal issuers. The City Treasurer is responsible for maintaining compliance with disclosure standards promulgated by state and national regulatory bodies, including the Government Accounting Standards Board (GASB), the National Federation of Municipal Analysts, the Securities and Exchange Commission (SEC), and Generally Accepted Accounting Principles (GAAP). The City may also employ the services of firms that improve the availability of or supplement the City’s EMMA filings. The City will also complete and file an annual Debt Transparency Report with the California Debt Investment Advisory Commission (CDIAC) in compliance with Section 8855 of the Government Code.

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APPENDIX - FISCAL POLICIES

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INVESTMENT OF BOND PROCEEDS
The proceeds of the bond sales will be invested until used for the intended project in order to maximize utilization of the public funds. The investments will be made to obtain the highest level of safety. The City of Santa Monica Investment Policy and the bond indentures govern objectives and criteria for investment of bond proceeds. The City Treasurer and Assistant City Treasurer, or the bond trustees under the direction of the City Treasurer or Assistant City Treasurer, will invest the bond proceeds in a manner to avoid, if possible, and minimize any potential negative arbitrage over the life of the bond issuance, while complying with arbitrage and tax provisions.

In certain cases, particularly for bond reserve funds, it may be fiscally prudent to invest funds using a forward delivery agreement or some other type of guaranteed investment contract. Such agreements should be obtained under a competitive bid process under consultation with the Financial Advisor.

State and Local Government Securities (SLGS) are the preferred investment option rather than open market securities for escrows for refunded bonds to allow for better matching of settlement dates and fewer arbitrage regulation compliance issues.

INTERNAL CONTROL PROCEDURES
The City Treasurer is responsible for ensuring compliance with the Debt Policy.

The Finance Department will monitor the expenditure of bond proceeds in a manner consistent with its monitoring of other City funds and will ensure that bond proceeds are expended exclusively for their authorized purpose.

Specifically, the City’s Capital Improvement Project budget will include appropriations specifically for the authorized purpose. Disbursement of bond proceeds from the trustee may be made either to reimburse the City for expenditures the City has made to project contractors or directly from the trustee to the contractor. In either case, the Finance Department will prepare the certificate or other required document requesting disbursement of funds by the trustee. Internal control procedures will be reviewed and amended as necessary to ensure compliance.

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APPENDIX - FISCAL POLICIES

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APPENDIX - DEBT FINANCING SUMMARY
The City of Santa Monica annually adopts a budget for the upcoming fiscal year. Through this budget, City Council establishes public policy by setting funding levels for departments and exercises control over City spending. The budget further serves as a financial planning tool to ensure that the inflow of resources (revenues) is adequate to meet both anticipated and unanticipated needs (expenditures).

LEGAL DEBT LIMIT AND MARGIN (JUNE 30, 2022)
Total Gross Assessed Value.........................................................................................................$45,497,990,000 Debt limit: 10% of total assessed value (1)..............................................................................$4,549,799,000 Amount of debt applicable to debt limit:

Total bonded debt.................................................................................$207,515,000 Less: Assets in debt service funds available for payment bonds................$8,508,208 Total amount of debt applicable to debt limit...........................................................................$199,006,792 Legal debt margin (2)....................................................................................................................$4,350,792,208 (1) Section 607 of the City Charter limits the bonded indebtedness of the City to 10% of the total assessed valuation of taxable properties within the City, exclusive of any indebtedness incurred for the purpose of constructing water supply, sewer or storm drain systems Source: County of Los Angeles and City of Santa Monica Finance Department

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APPENDIX - SUMMARY OF LONG-TERM INDEBTEDNESS (JUNE 30, 2022) Date of Issue Original Issue Final Maturity
Date Interest Rates BalanceJune 30, 2022
BONDS SUBJECT TO DEBT LIMIT:

Lease Revenue bonds:

Santa Monica Public Financing Authority Lease Revenue Bonds, Series 2021 (City Yards Modernization project) Aug 4, 2021 $64,780,000 July 1, 2051 2.125 - 5.00% $64,780,000 Santa Monica Public Financing Authority Lease Revenue Bonds, Series 2021A May 5, 2021 $17,860,000 July 1, 2031 4.00% $17,860,000 Santa Monica Public Financing Authority Lease Revenue Bonds, Series 2021B May 5, 2021 $1,840,000 July 1, 2023 0.30% $1,840,000 Santa Monica Public Finance Authority Lease Revenue Bonds, Series 2018 (Downtown Fire Station Project) Jun 6, 2018 $34,220,000 July 1, 2048 3.625 - 5.000% $33,625,000 Santa Monica Public Finance Authority Lease Revenue Bonds, Series 2017 (City Services Building Project)(Green Bonds) Sep 14, 2017 $68,565,000 July 1, 2047 3.00 - 5.00% $68,565,000 Santa Monica Public Financing Authority Lease Revenue Bonds, Series 2015 (Civic Center Parking Project) July 9, 2015 $26,360,000 July 1, 2033 3.00 - 5.00% $19,785,000 Subtotal - Revenue bonds, governmental activities $206,455,000 General obligation bonds:

City of Santa Monica General Obligation Refunding Bonds, Series 2012 (Library Improvement Project) May 30, 2012 $11,325,000 July 1, 2022 0.20 - 4.00% $1,060,000 Subtotal - General obligation bonds, governmental activities $1,060,000 Subtotal - Bonds Subject to Debt Limit: $207,515,000
Other Debt:

Revenue bonds:

City of Santa Monica Water enterprise revenue bonds, Series 2021 August 25, 2021 $70,525,000 August 1, 2051 2.25 - 5.00% $70,525,000 Subtotal - Revenue bonds: $70,525,000
Loans:

State Water Res Control Bd Installment Sale Agreement Sep 21, 2017 $75,885,903 Dec 31, 2052 1.80% $53,330,029 Subtotal - Loans: $53,330,029
Subtotal - Other Debts: $123,855,029
Total $331,370,029
Management believes it is in compliance with all debt covenants.

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FY 2023-25 PROPOSED BIENNIAL BUDGET

APPENDIX - DEBT SERVICE SCHEDULE
FY 2023-24 FY 2024-25
Bond Descriptions Principal Interest Total Principal Interest Total Santa Monica Public Financing Authority
Lease Revenue Bonds, Series 2021 (City Yards
Modernization project)
$1,240,000 $1,097,625 $2,337,625 $1,305,000 $2,133,250 $3,438,250 Santa Monica Public Financing Authority Lease
Revenue Bonds, Series 2021A&B $1,940,000 $675,600 $2,615,600 $2,015,000 $596,500 $2,611,500 Santa Monica Public Financing Authority Lease
Revenue Bonds, Series 2018 (Downtown Fire
Station Project)
$685,000 $1,460,888 $2,145,888 $720,000 $1,426,638 $2,146,638 Santa Monica Public Financing Authority Lease
Revenue Bonds, Series 2017
(City Services Building Project) (Green Bonds)
$1,555,000 $2,845,850 $4,400,850 $1,620,000 $2,799,200 $4,419,200 Santa Monica Public Financing Authority Lease
Revenue Bonds, Series 2015
(Civic Center Parking Project)
$1,420,000 $629,944 $2,049,944 $1,490,000 $558,944 $2,048,944 Total - General Fund $6,840,000 $6,709,906 $13,549,906 $7,150,000 $7,514,531 $14,664,531 City of Santa Monica Water Enterprise Revenue
Bonds, Series 2021 $1,380,000 $2,174,488 $3,554,488 $1,435,000 $2,118,188 $3,553,188 State Water Resources Control Board Installment
Sale Agreement1 $1,828,161 $1,293,946 $3,122,107 $1,861,068 $1,261,039 $3,122,107 Total - Water Fund $3,208,161 $3,468,434 $6,676,595 $3,296,068 $3,379,227 $6,675,295 1 start date for repayment is subject to change based on completion date of the project

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APPENDIX - BOND RATINGS
The City’s long-term financial strength is reflected in these ratings. The ratings from all three agencies were reaffirmed. Santa Monica’s consistently high ratings reflect both a strong local economy and the City’s history of strong and proactive financial management. Among the elements of the City’s financial management that credit agencies have highlighted are the following:
• Historically, a very strong and diverse economy;
• Very strong management, with strong financial policies and practices • Very strong budgetary flexibility, with strong reserves • A multi-year financial forecast that is reviewed and revised regularly • In anticipation of anticipated pandemic-induced revenue reductions, the City proactively implemented budget adjustments at the onset of the pandemic to limit the impact on reserves.

DESCRIPTION S&P FITCH MOODY’S
Lease Revenue Bonds
Santa Monica Public Financing Authority Lease Revenue Bonds, Series 2021 (City Yards Modernization project) AA+ AA+ N/A
Santa Monica Public Financing Authority Lease Revenue Bonds, Series 2021A&B AA+ AA+ Aa2
Santa Monica Public Finance Authority Lease Revenue Bonds, Series 2018 (Downtown Fire Station Project) AA+ AA+ Aa1
Santa Monica Public Finance Authority Lease Revenue Bonds, Series 2017 (City Services Building Project) (Green Bonds) AA+ AA+ Aa1 Santa Monica Public Financing Authority Lease Revenue Bonds, Series 2015 (Civic Center Parking Project) AA+ AA+ Aa2
Revenue Bonds
City of Santa Monica Wastewater Refunding Revenue Bonds, Series 2021 AAA N/A N/A The City has issued various bonds, primarily to support construction of City capital projects.

Below is a summary of the current ratings on the City’s outstanding debt.

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APPENDIX - GLOSSARY

ACCOUNTS PAYABLE
A short-term liability account reflecting amounts owed to private persons or organizations for goods and services received by a government.

ACCOUNTS RECEIVABLE
An asset account reflecting amounts due from private persons or organizations for goods and services furnished by a government (but not including amounts due from other funds or other governments).

ACCRUAL BASIS OF ACCOUNTING
A basis of accounting that recognizes the financial effect of transactions, events, and interfund activities when they occur, regardless of when cash transactions occur.

ADOPTED BUDGET
The City Council approved annual budget establishing the legal authority for the expenditure of funds as set forth in the adopting Council budget resolution.

AMERICAN RESCUE PLAN ACT OF 2021 (ARPA)
On March 11, 2021, President Joseph R. Biden signed into law the American Rescue Plan Act of 2021, a $1.9 trillion federal aid package designed to help the American people and American economy recover from the prolonged impacts felt from COVID-19. This legislation provides direct payments to eligible individuals, extends federal supplemental unemployment benefits, increases funding for the Paycheck Protection Program, provides funds for housing stabilization and to address homelessness, and provides funds to help schools reopen safely and for COVID-19 testing, vaccination, and treatment, among a number of other provisions that assist local businesses and individuals who have been impacted by the pandemic. The legislation also includes $350 billion in direct financial relief for all state, local, tribal, and territorial governments, $29.3 million of which has been allocated to the City of Santa Monica.

AMORTIZATION
The process of decreasing or allocating a lump sum amount over a period of time, particularly for loans and other forms of finance, including related interest and other finance charges.

ANNUAL COMPREHENSIVE FINANCIAL REPORT (ACFR)
The official annual report of the City’s financial condition at the conclusion of the fiscal year. The report is prepared to conform to Generally Accepted Accounting Principles (GAAP) for governmental units and presentation of the financial data in conformity with the Adopted Budget.

APPROPRIATION
Legal authorization, as required by the City Charter, granted to the City Manager by the City Council to expend monies, and/or to incur legal obligations for specific departmental purposes. An appropriation is usually limited in amount, as well as to the time when it may be expended.

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ASSESSED VALUATION
A dollar value placed upon real estate or other property by Los Angeles County as a basis for levying property taxes.

ASSETS
Property owned by a government, which has monetary value.

AUDIT
Prepared by an independent certified public accountant (CPA), the primary objective of an audit is to determine if the City’s financial statements fairly present the City’s financial position and results of operations in conformity with generally accepted accounting principles.

AUTHORIZED POSITIONS
Permanent positions authorized in the budget to be employed during the fiscal year.

BASIS OF ACCOUNTING
The timing of recognition, that is, when the effects of transactions or events are recognized for financial reporting or budgeting purposes. The three basis of accounting for governmental agencies are: (1) cash basis (when cash is received or paid), (2) accrual basis (when the underlying transaction or event takes place), and (3) modified accrual basis (revenues are recognized in the accounting period in which they become available and measurable and expenditures are recognized in the accounting period in which the fund liability occurred).

BALANCE SHEET
A statement purporting to present the financial position of an entity by disclosing the value of its assets, liabilities, and equities as of a specific date.

BALANCED BUDGET
When the total of revenues and other financing sources is equal to or greater than the total of expenditures and other financing uses, the budget is balanced.

BEGINNING FUND BALANCE
Fund balance available in a fund from the end of the prior year for use in the following year.

BOND
A city may raise capital by issuing a written promise to pay a specified sum of money, called the face value or principal amount, at a specified date or dates in the future, together with periodic interest at a special rate.

BOND RATING
An evaluation of a bond issuer’s credit quality and perceived ability to pay the principal and interest on time and in full.

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APPENDIX - GLOSSARY

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BUDGET
A plan of financial and program operation listing an estimate of proposed appropriations or expenses and the proposed means of financing them, for a particular time period. The budget is proposed or preliminary until it has been adopted by the City Council.

BUDGET ADOPTION
Formal action by the City Council, which sets the spending plan for the year.

BUDGET CALENDAR
The schedule of key dates or milestones that a government follows in preparation and adoption of a budget.

BUDGETARY CONTROL
The control or management of a government or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of available appropriations and revenues.

CALPERS
State of California Public Employees’ Retirement System.

CAPITAL ASSET
A tangible, fixed asset that is long-term in nature, of significant value, and obtained or controlled as a result of past transactions, events or circumstances. Fixed assets include land, buildings, equipment, improvements to buildings, and infrastructure (i.e., streets, highways, bridges, and other immovable assets). A capital asset is defined as an asset with a useful life extending beyond a single accounting period.

CAPITAL BUDGET
A financial plan of proposed capital improvement projects and the means of financing them for a given period of time.

CAPITAL IMPROVEMENT PROGRAM (CIP)
Improvements that cost over $50,000 and have a useful life of 3 years or more, or involve public works construction. The City may own completed projects, or the City may maintain a legal interest in the completed project. Examples of projects owned by the City include a new park, street resurfacing, modifications to buildings, and construction of water mains. An example of a project in which the City maintains a legal interest is a privately owned housing project with an outstanding promissory note to the City.

CARES ACT
The Coronavirus Aid, Relief, and Economic Security Act is federal legislation signed into law on March 27, 2020, in response to the COVID-19 emergency. Under the CARES Act, emergency assistance via one-time cash payments, increased and expanded unemployment payments, loans, and grants was provided to individuals and families, businesses, public health, local and state governments, and educational institutions.

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APPENDIX - GLOSSARY

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CASH BASIS OF ACCOUNTING
A basis of accounting that recognizes revenues and expenses when cash is received or disbursed.

CERTIFICATES OF PARTICIPATION (COPS)
This financing technique provides long-term financing through a lease, installment sale agreement or loan agreement. Certificates of Participation (COPs) allow the public to purchase (in $5,000 increments) participation in a stream of lease payments, installment payments or loan payments relating to the acquisition or construction of specific equipment, land or facilities. An example would be COPs sold by the City to finance various Third Street Promenade-related improvements.

CITY CHARTER
Legal authority approved in 1946 by the voters of Santa Monica under the State of California Constitution defining the organization, powers, functions, and essential procedures of the city government. The charter established the current "Council - Manager" form of government.

CITY MANAGER’S MESSAGE
A general discussion of the proposed budget as presented in writing by the City Manager to the City Council. The message contains an explanation of the principal budget items and summarizes the proposed budget relative to the current year adopted budget.

COMMUNITY PRIORITIES
Strategic work objectives that require collaborative action by several City departments and partnerships with other elements of the community.

CONSUMER PRICE INDEX (CPI)
A statistical description of price levels provided by the U.S Department of Labor. The change in this index from year to year is used to measure the cost of living and economic inflation.

CONTINGENCY
A budgetary reserve set aside for emergency or unanticipated expenditures, revenue shortfalls, and/or unknown expenditures.

CERTIFIED UNIFIED PROGRAM AGENCY (CUPA)
Senate Bill 1082, passed in 1993, created the Unified Hazardous Waste and Hazardous Materials Management Regulatory Program (Unified Program), which requires the administrative consolidation of six hazardous materials and waste programs under one agency, a Certified Unified Program Agency (CUPA).

DEPARTMENT
An operational and budgetary unit designated by the City Council to define and organize City operations, or a group of related operations within a functional area.

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APPENDIX - GLOSSARY

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DEBT
An obligation resulting from the borrowing of money or from the purchase of goods and services. Debts of governments include bonds, time warrants, and notes.

DEBT FINANCING
Issuance of bonds and other debt instruments to finance municipal improvements and services.

DEBT SERVICE
Debt service refers to the interest and principal payments on bond issues and Certificate of Participation, and includes the issuance costs related to bond funding.

DEFICIT
The excess of an entity’s liabilities over its assets, or the excess of expenditures or expenses over revenue during a single accounting period.

DEPRECIATION
(1) Expiration in the service life of capital outlay assets attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence. (2) The portion of the cost of a capital asset that is charged as an expense during a particular period.

DIVISION
An organizational unit consisting of program(s) or activity(ies) within a department which furthers the objectives of the City Council by providing services or a product.

ENCUMBRANCE
Financial commitments related to unperformed contracts for goods or services for which part of an appropriation is reserved. They cease to be encumbrances when the obligations are paid or otherwise terminated.

ENTERPRISE FUND
A type of fund established to account for the total costs of those governmental facilities and services which are operated in a manner similar to private enterprises. These funds are entirely or predominately self-supporting.

ENVIRONMENTAL IMPACT REPORT (EIR)
An analysis of the environmental implications related to a specific action. For example, the increase in traffic in an area proposed for new development.

EXPENDITURE
The payment made for cost of services rendered, materials, equipment, and capital improvements.

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EXPENSE
Charges incurred (whether paid immediately or unpaid) for operations, maintenance, interest, or other charges.

EXPENSE CATEGORY
Two expense object categories: Salaries and Wages; and Supplies and Expenses.

FEE
The payment for direct receipt of a public service by the party who benefits from the service.

FIDUCIARY FUND
A fund type to report assets held in a trustee or agency capacity for others and which therefore cannot be used to support the government’s own programs. The fiduciary fund category includes pension, trust funds, investment trust funds, private-purpose trust funds, and agency funds.

FISCAL YEAR (FY)
A twelve-month accounting period of time to which the budget applies; for Santa Monica, it is July 1 through June

30. FRINGE BENEFITS
Benefits including employee retirement, social security, health, dental, vision, life insurance, workers’ compensation, uniforms, and deferred compensation plans.

FTE
Full Time Equivalent Employee (FTE) Hours per year = 1.0 Full-Time Equivalent position.

FUND
An independent fiscal and accounting entity used to record all financial transactions related to the specific purpose for which the fund was created. There are three major types of fund: Governmental (general, special revenue, debt service, capital projects, and permanent), Proprietary (enterprise and internal service), and Fiduciary (trust and agency).

FUND BALANCE
The amount of financial resources immediately available for use. Generally, this represents the excess of unrestricted current assets over current liabilities.

GANN APPROPRIATION LIMIT
Article XIIIB of the State constitution was amended by Proposition 4 (Gann initiative) in 1979. Article XIIIB limits growth in the spending of tax proceeds to tax proceeds appropriated in the "base year" of 1978-79 times the product of the allowable annual percentage change in a cost-of-living factor and the allowable annual percentage change in a population change factor. The cost-of-living factor is the larger of the annual percentage change in the State per capita personal income or the annual percentage change in the local non-residential assessed FY 2023-25 PROPOSED BIENNIAL BUDGET

APPENDIX - GLOSSARY

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valuation due to new construction. The population change factor is the larger of the annual percentage change of the jurisdiction's population or the annual percentage population change of the county in which the jurisdiction is located.

GENERAL FUND
The primary fund of the City used to account for all revenues and expenditures of the City not legally restricted as to use. Examples of departments financed by the General Fund include City Council, Police and Fire Departments.

GENERAL OBLIGATION BOND
A type of bond that is backed by the full faith, credit, and taxing power of the City.

GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (GAAP)
Uniform minimum standards and guidelines for financial accounting and reporting. They govern the form and content of the financial statements of an entity. GAAP encompass the conventions, rules, and procedures necessary to define accepted accounting practice at a particular time. They include not only broad guidelines of general application, but also detailed practices and procedures. GAAP provide a standard by which to measure financial presentations. The primary authoritative body on the application of GAAP to state and local governments is the GASB.

GOVERNMENTAL ACCOUNTING
The composite activity of analyzing, recording, summarizing, reporting, and interpreting the financial transactions of governments.

GOVERNMENTAL ACCOUNTING STANDARDS BOARD (GASB)
The authoritative accounting and financial reporting standard-setting body for government entities.

GOVERNMENTAL FUND
A fund type to account for tax-supported activities. There are five different types of governmental funds: the general fund, special revenue funds, debt service funds, capital projects funds, and permanent funds.

GRANT
Contributions or gifts of cash or other assets from another governmental entity to be used or expended for a specific purpose, activity or facility. An example is the Community Development Block Grant awarded by the Federal government.

INDIRECT COST ALLOCATION PLAN
The City uses an indirect cost allocation plan to ensure that enterprises and certain special revenue supported operations pay for themselves and are not subsidized by City taxpayers. General fund supported central services costs such as payroll, accounting, data processing, personnel, city management and facilities maintenance are allocated to those funds benefiting from these services based on statistical data reflecting use of these support services.

FY 2023-25 PROPOSED BIENNIAL BUDGET

APPENDIX - GLOSSARY

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INFRASTRUCTURE
Facilities on which the continuance and growth of a community depend on such as roads, water lines, sewers, public buildings, parks and airports.

INTERFUND TRANSACTIONS
These budgetary transactions consist of quasi-external transactions which would be treated as revenues and expenditures if they involved organizations external to the governmental unit, reimbursements of expenditures initially made in one fund which are attributable to another fund, and operating transfers where monies are appropriated from one fund to another fund to reimburse expenses which are of benefit to the first fund.

INTERNAL SERVICE FUND
Funds used to account for the financing of goods or services provided by one department or agency to other departments or agencies of a government, on a cost-reimbursement basis.

LEED
The Leadership in Energy and Environmental Design (LEED) Green Building Rating System® is a voluntary, consensus-based national standard for developing high-performance and sustainable buildings.

LEGAL DEBT LIMIT
Per section 6.07 of the City Charter, bonded indebtedness of the City may not exceed 10% of the total assessed valuation of property within the City, exclusive of any indebtedness incurred for the purpose of water supply or sewers or storm drains.

LIABILITY
Debt or other legal obligations arising out of transactions in the past which must be liquidated, renewed, or refunded at some future date. Note: This term does not include encumbrances.

LINE ITEM DETAIL
A budget that lists detailed expenditure categories (permanent salaries, utilities, travel, training, etc.) separately, along with the amount budgeted for each specified category.

LONG-TERM DEBT
Debt with a maturity of more than one year after the date of issue.

MEASURE CS
On November 8, 2022, voters approved Measure CS, a ballot measure increasing the Transient Occupancy Tax, paid by overnight visitors, by 1% for hotels and motels, and by 3% for homeshares. The tax increase became effective March 1, 2023.

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APPENDIX - GLOSSARY

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MEASURES GS AND GSH (2016)
Measure GSH, approved by Santa Monica voters in November 2016, increased the City’s transaction and use tax rate by half a percent point. Per the advisory Measure GS (2016), one-half of the proceeds from the increased portion of the tax will be used for affordable housing with the other half paid to the Santa Monica/Malibu Unified School District. The tax increase became effective April 1, 2017.

MEASURE HMP
Measure HMP, approved by Santa Monica voters on November 8, 2022, establishes the Cannabis Business Tax on every licensed cannabis business and retailers of products containing psychoactive cannabinoids, operating within the City. Non-medicinal cannabis retailers are taxed at 3% of gross receipts, medicinal cannabis retailers are taxed at 2%, and other licensed cannabis retailers (involved in distribution, manufacturing, cultivation, or laboratory testing) are taxed at 1%, with a maximum tax rate of 10% at the discretion of City Council. While this tax is currently in effect, there are no recreational cannabis-related retail establishments in Santa Monica.

MEASURE R
Measure R increases the sales tax rate by half a percent point in Los Angeles County for 30 years to provide funding for new transportation projects and programs and accelerate the ones already in the works. Aimed to bring traffic relief and transportation upgrades throughout the County, the ballot measure was approved by voters in November 2006 and went into effect July 1, 2009.

MEASURE SM (2020)/MEASURE GS (2022)
Measure SM, approved by Santa Monica voters in November 2020, added a second tier to the City’s one-time general tax on real estate transfers paid on each sale of property of $5 million or more of $6.00 per $1,000 of transfer value, with affordable housing projects exempt from the increase. Proceeds from the measure are used for essential services including addressing homelessness, parks and beaches, maintenance, public safety, emergency response, senior and tenant protections, libraries, small businesses, food for the hungry, and youth programs. The tax increase became effective March 1, 2021. Measure GS, approved by voters in November 2022, added a third tier to the tax of $56.00 per $1,000 on each sale of property with a transfer value of $8 million and over. This is a special tax with funds from the incremental increase in the tax ($50.00 per $1,000) restricted to homelessness prevention, affordable housing, and schools. The tax increase became effective March 1, 2023.

MEASURE V
The Clean Beaches and Ocean Parcel Tax was approved by Santa Monica voters in November 2006. The tax raises revenue to be used solely for the purpose of implementing the City’s Watershed Management Plan for the health, safety, and general welfare of the residents.

MEASURE Y
Measure Y is a one-half percent transaction and use tax approved by voters in November 2010 which is projected to generate approximately $12 million in new revenue annually for the City.

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MEASURE YY
Measure YY was an advisory measure on the use of revenues from the transaction and use tax proposed under Measure Y. Measure YY specifies that if a local transaction and use tax was enacted in the City of Santa Monica, half of its revenue should be used to support school, educational and afterschool programs, and half of its revenue should be used to fund general City services.

MISSION
A description of the basic purpose and responsibility of the division or department.

MODIFIED ACCRUAL BASIS OF ACCOUNTING
A basis of accounting. Revenues are recognized in the accounting period in which they become available and measurable; expenditures are recognized in the accounting period in which the fund liability is incurred (if measurable), except for unmatured interest on general long-term debt and certain similar accrued obligations, which should be recognized when due.

MUNICIPAL CODE
A compilation of City Council approved ordinances currently in effect. The Code defines City policy in various categories, for example, Civil Service rules, traffic regulations, sanitation and health standards, building regulations, and planning and zoning regulations.

OPERATING BUDGET
A financial, programmatic and organizational plan for furthering the goals of the City Council through the departments of the City, which does not include one-time capital improvements projects.

ORDINANCE
A formal legislative enactment by the City Council. It has the full force and effect of law within the City boundaries unless it is in conflict with any higher form of law such as a State statute or constitutional provision. An ordinance has higher legal standing than a resolution.

PATIENT PROTECTION AND AFFORDABLE CARE ACT
Patient Protection and Affordable Care Act was signed into law by President Barack Obama on March 23, 2010 and is aimed at increasing the rate of health insurance coverage for Americans and reducing the overall costs of health care. The PPACA is commonly referred to as Obamacare.

PAY-AS-YOU-GO BASIS
A term used to describe a financial policy by which capital outlays are financed from current revenues rather than through borrowing.

PROGRAM
An activity or division within a department which furthers the City’s objectives by providing services or a product.

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APPENDIX - GLOSSARY

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PROJECT
A temporary, unique action that has a defined beginning and end, with a defined scope and resources. Success is measured by the completion of milestones.

PROPOSITION A AND PROPOSITION C (PROP A & PROP C)
Proposition A and Proposition C programs are two one-half cent sales tax measures approved by Los Angeles County voters to finance a countywide transit development program.

PROPRIETARY FUND
Funds that focus on the determination of operating income, changes in net assets (cost recovery), financial position, and cash flows. There are two types of proprietary funds: Enterprise and Internal Service Funds.

PURCHASE ORDER
A document issued to authorize a vendor to deliver specified merchandise or render a specified service for a stated estimated price. Outstanding purchase orders are called encumbrances.

RE-APPROPRIATION
The amount of money that is budgeted for a project in a prior year but is not spent or encumbered and needs to be appropriated again in the current year in order to continue the program originally intended.

REIMBURSEMENTS
Payments of amounts remitted on behalf of another party, department or fund. They are recorded as expenditures or expenses in the reimbursing fund and as reductions of the expenditure or expense in the fund that is reimbursed (see Interfund Transactions).

RESERVE
An account used to set aside a portion of the fund balance as legally segregated for a specific use.

RESOLUTION
A special order of the City Council which requires less legal formality than an ordinance in terms of public notice and the number of public readings prior to approval. A resolution has lower legal standing than an ordinance.

The adopted City budget is approved by resolution and requires a majority vote of the councilmembers present at budget adoption time. During the fiscal year other budget modifications made by the City Council require a majority plus one vote.

REVENUE
Sources of income used to finance City governmental services.

SALARIES AND WAGES
A budget category which generally accounts for full-time, part-time, and temporary employees’ salaries, overtime costs, and fringe benefits for a particular division or program.

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APPENDIX - GLOSSARY

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SELF-INSURANCE
A term often used to describe the retention by an entity of a risk of loss arising out of the ownership of property or the activity of the agency.

SERVICES
A grouping of activities with common business goals organized by divisions.

SPECIAL REVENUE FUNDS
A Special Revenue Fund is separately administered because restrictions have been placed on how revenues may be spent by the City Council, the State of California or the Federal government. Two examples are the State of California Gas Tax Fund and Federal government Community Development Block Grant funds.

SUPPLIES AND EXPENSES
A budget category which accounts for all non-personnel expenses. Examples include office supplies, utility costs, legal advertising, equipment maintenance, small tool purchases, building/structure maintenance, and contractual services.

TAXES
Compulsory charges levied by a governmental unit for the purpose of financing services performed for the common benefit. This term does not include charges for services rendered only to those paying such charges, for example refuse collection.

TRUST FUNDS
Types of fiduciary funds which account for assets held by the City in a trustee capacity. The budget does not appropriate fiduciary funds.

VEHICLE LICENSE FEE
Vehicle License Fee (VLF) is an annual fee on the ownership of a registered vehicle in California. It has been assessed on all privately owned registered vehicles in California in place of taxing vehicles as personal property since 1935. The VLF is paid to the Department of Motor Vehicles (DMV) at the time of annual vehicle registration.

A portion of VLF had traditionally been apportioned to cities on a per capita basis. However, effective July 1, 2011, virtually all VLF revenues previously apportioned to cities were shifted to fund law enforcement grants as a part of efforts to solve the State’s chronic budget problems.

FY 2023-25 PROPOSED BIENNIAL BUDGET

APPENDIX - GLOSSARY

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AB
Assembly Bill
ARPA
American Rescue Plan Act of 2021
ATMS
Advanced Traffic Management System
AVR
Average Vehicle Ridership
B&S
Building and Safety
CAC
California Arts Council

CALPERS / PERS
California Public Employees’ Retirement System
CAM
Common Area Maintenance
CARES
Coronavirus, Aid, Relief, and Economic Security Act
of 2020
CBB
Community Broadband
CDBG
Community Development Block Grant
CIP
Capital Improvement Program
COG
Council of Governments
FY 2023-25 PROPOSED BIENNIAL BUDGET

APPENDIX - ACRONYMS
COLA
Cost of Living Adjustment
COPS
Citizens’ Option for Public Safety
CPI
Consumer Price Index
CRD
Community Recreation Division
CREST
Childcare Recreation Enrichment Sports Together
CUPA
Certified Unified Program Agency
EIR
Environmental Impact Report
EOC
Emergency Operations Center
ERAF
Educational Revenue Augmentation Fund
FEMA
Federal Emergency Management Agency
FTE
Full Time Equivalent
GAP
Grant Acceleration Program
GAAP
Generally Accepted Accounting Principles

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GASB
Governmental Accounting Standards Board
GDP
Gross Domestic Product
GFOA
Government Finance Officers Association
GIS
Geographical Information Systems
HHW
Household Hazardous Waste
HHSD
Housing and Human Services Division
HLP
Homeless Liaison Program
HMG
Hazardous Mitigation Grants
HMRRP
Haz-Mat Response and Reporting Program
HUD
Department of Housing and Urban Development
HOME
Federal Home Investment Partnership Program
LACMTA
Los Angeles County Metropolitan Transportation
Authority
LAEDC
Los Angeles County Economic Development
Corporation
LEED
Leadership in Energy and Environmental Design
LLEBG
Local Law Enforcement Block Grants Program
MOE
Maintenance of Effort
MOU
Memorandum of Understanding
MTA
Metropolitan Transportation Authority
MWD
Metropolitan Water District
OEM
Office of Emergency Management
OSE
Office of Sustainability and the Environment
OTS
California Office of Traffic Safety
PAL
Police Activities League
PEG
Public, Educational, and Government
PNA
Pico Neighborhood Association
PPACA
Patient Protection and Affordable Care Act. Frequently
referred to as Obamacare.

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APPENDIX - ACRONYMS

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PROP A & PROP C
Proposition A and Proposition C.

RA
Recreation and Arts
RDA
Redevelopment Agency
SA
Successor Agency
SB
Senate Bill
SCAQMD
South Coast Air Quality Management District
SMMUSD
Santa Monica-Malibu Unified School District
SMURRF
Santa Monica Urban Runoff Recycling Facility
TEA
Transportation Equity Act
TDA
Transportation Development Act
TDM
Traffic Demand Management
TMP
Transportation Management Program
TORCA
Tenant Ownership Rights Charter Amendment
VLF Vehicle License Fee
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APPENDIX - ACRONYMS

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FY 2023-25 PROPOSED BIENNIAL BUDGET

APPENDIX - GFOA AWARD
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to City of Santa Monica, California for its biennial budget for the biennium beginning July 1, 2021. In order to receive this award, a government unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device.

This award is valid for a period of two years only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for the biennium beginning July 1, 2023.

PRESENTED TO
City of Santa Monica
California
For the Biennium Beginning
July 01, 2021
Executive Director

GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award

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Packet Pg. 904 Attachment: Attachment A - FY 2023-25 Proposed Biennial Budget (5224 : FY 2023-2025 Biennial Budget Study Session) Revisions to Fee Schedules FY2023-24
Category Description Current Fee
FY 2022-23 Current Fee Unit Revised or Proposed Fee FY 2023-24 Proposed Fee Unit Comments Planning Fees Architectural Review Board – Administrative Design Approval (New Construction) $ 4,942.56
Planning Fees SB 9 Conformance Review $ 1,360.00
Pier Fees
Santa Monica Pier Carousel Rental Rate Schedule: Private Events Held After Regular Operating Hours: 1-99 Guests $ 250.00 Per hour $ 300.00 Per hour 20% Discount given to midweek and off-season parties.
30% Discount given to midweek alcohol-free parties hosted by nonprofit groups. Only nonprofit groups with documented tax-exempt status shall be eligible for discount.

Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Private Events Held After Regular Operating Hours: 100-199 Guests $ 350.00 Per hour $ 420.00 Per hour 20% Discount given to midweek and off-season parties.
30% Discount given to midweek alcohol-free parties hosted by nonprofit groups. Only nonprofit groups with documented tax-exempt status shall be eligible for discount.

Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Private Events Held After Regular Operating Hours: 200-299 Guests $ 400.00 Per hour $ 480.00 Per hour 20% Discount given to midweek and off-season parties.
30% Discount given to midweek alcohol-free parties hosted by nonprofit groups. Only nonprofit groups with documented tax-exempt status shall be eligible for discount.

Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Private Events Held After Regular Operating Hours: 300-350 Guests $ 450.00 Per hour $ 540.00 Per hour 20% Discount given to midweek and off-season parties.
30% Discount given to midweek alcohol-free parties hosted by nonprofit groups. Only nonprofit groups with documented tax-exempt status shall be eligible for discount.

Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Private Events Held After Regular Operating Hours: East Deck - Half $ 65.00 Per hour $ 80.00 Per hour 20% Discount given to midweek and off-season parties.
30% Discount given to midweek alcohol-free parties hosted by nonprofit groups. Only nonprofit groups with documented tax-exempt status shall be eligible for discount.

Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Private Events Held After Regular Operating Hours: East Deck - Full $ 100.00 Per hour $ 120.00 Per hour 20% Discount given to midweek and off-season parties.
30% Discount given to midweek alcohol-free parties hosted by nonprofit groups. Only nonprofit groups with documented tax-exempt status shall be eligible for discount.

Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Private Events Held During Regular Operating Hours: 1-99 Guests $ 600.00 Per hour $ 700.00 Per hour Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Private Events Held During Regular Operating Hours: 100-199 Guests $ 800.00 Per hour $ 940.00 Per hour Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Private Events Held During Regular Operating Hours: 200-299 Guests $ 900.00 Per hour $ 1,060.00 Per hour Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Private Events Held During Regular Operating Hours: 300-350 Guests $ 1,000.00 Per hour $ 1,180.00 Per hour Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Semi-Private Event: 1-99 Guests $ 75.00 Per hour $ 56.00 Per hour 25% Discount given to nonprofit groups and to mid-week parties. Only nonprofit groups with documented tax-exempt status shall be eligible for discount Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Semi-Private Event: 100-199 Guests $ 100.00 Per hour $ 120.00 Per hour 25% Discount given to nonprofit groups and to mid-week parties. Only nonprofit groups with documented tax-exempt status shall be eligible for discount Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Semi-Private Event: 200-299 Guests $ 125.00 Per hour $ 150.00 Per hour 25% Discount given to nonprofit groups and to mid-week parties. Only nonprofit groups with documented tax-exempt status shall be eligible for discount Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Children's Party Specials (SemiPrivate - Flat Rate {3 hours}): Up to 30 Guests $ 250.00 $5 per additional person $ 300.00 $6 per additional person Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Children's Party Specials (SemiPrivate - Flat Rate {3 hours}): Up to 60 Guests $ 350.00 $5 per additional person $ 425.00 $6 per additional person Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Children's Party Specials (SemiPrivate - Flat Rate {3 hours}): Up to 90 Guests $ 550.00 $ 675.00 Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Children's Party Specials (SemiPrivate - Flat Rate {3 hours}): Additional half-hour $ 25.00 $ 30.00 Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Filming: Commercial Film (per hour) $ 400.00 Per hour $ 475.00 Per hour 35% Discount given to nonprofit and student groups. Only nonprofit groups with documented tax-exempt status shall be eligible for discount.

Pier Fees Santa Monica Pier Carousel Rental Rate Schedule: Filming: Commercial Stills (per hour) $ 300.00 Per hour $ 375.00 Per hour 35% Discount given to nonprofit and student groups. Only nonprofit groups with documented tax-exempt status shall be eligible for discount.

Community Services
Updated Hourly Rates Swim Instructor/Lifeguard $ 19.40 $ 21.69 Community Services
Updated Hourly Rates Chief Pool Lifeguard $ 25.23 $ 26.37 1 of 4
Attachment C

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Packet Pg. 905 Attachment: Attachment C - Revisions to Fee Schedules FY 23-24 FINAL (5224 : FY 2023-2025 Biennial Revisions to Fee Schedules FY2023-24
Category Description Current Fee
FY 2022-23 Current Fee Unit Revised or Proposed Fee FY 2023-24 Proposed Fee Unit Comments Community Services
Updated Hourly Rates Guest Services Assistant $ 23.08 $ 24.12 Community Services
Updated Hourly Rates Aquatics Program Coordinator $ 31.56 $ 32.98 Beach House Volleyball - Youth (Series) $ 120.00 4 Sessions Beach House Volleyball - Adult (Series) $ 120.00 4 Sessions Beach House Yoga (Series) $ 100.00 5 Sessions
Beach House Bounce (Series) $ 320.00 8 Sessions
Beach House Volleyball - Youth $ 40.00 Single Session/Drop-In-Rate Beach House Volleyball - Adult $ 40.00 Single Session/Drop-In-Rate Beach House Elite Volleyball Camp $ 70.00 Single Session/Drop-In-Rate Beach House Yoga $ 20.00 Single Session/Drop-In-Rate
Beach House Bounce $ 40.00 Single Session/Drop-In-Rate
Beach House Semi-Private Swim Lessons $ 110.00 2 Weeks $ 110.00 4 Sessions Beach House Elite Volleyball Camp (Series) $ 350.00 5 Sessions Department of
Transportation Traffic Engineer $ 297.76 per hour $ 313.88 per hour Department of
Transportation Traffic Painter Crew Leader $ 186.65 per hour Department of
Transportation Traffic Painter $ 151.41 per hour
Department of
Transportation Traffic Operations Supervisor $ 234.14 per hour Department of
Transportation Lead Traffic Signal Technician $ 212.79 per hour Department of
Transportation Traffic Signal Technician $ 193.46 per hour Department of
Transportation Principal Traffic Engineer $ 372.58 per hour Department of
Transportation Parking Meter Pole Removal and or Installation $ 662.24 Department of
Transportation Parking Meter Head Removal and or Installation $ 399.76 Pedicab Fee Pedicab Beach Bike Path Decal $ 18.29 Per item Library Rentals Martin Luther King, (MLK) Jr. Auditorium Rental (2 Hour Minimum) $ 240.00 $ 160.00 Library Rentals Multipurpose Room Rental (2 Hour Minimum) $ 180.00 $ 120.00 Library Rentals Rental (2 Hour Minimum) $ 90.00 $ 60.00 Library Rentals Fairview Branch Comm Room Rental (2 Hour Minimum) $ 90.00 $ 60.00 Library Rentals Montana Ave Branch Comm Room Rental (2 Hour Minimum) $ 90.00 $ 60.00 Library Rentals Ocean Park Branch Comm Room Rental (2 Hour Minimum) $ 90.00 $ 60.00 Cemetery Fees Arbor View - Outdoor Niches: Marble $ 2,219.02 Cemetery Fees Hope: Marble $ 2,219.02
2 of 4
Attachment C

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Packet Pg. 906 Attachment: Attachment C - Revisions to Fee Schedules FY 23-24 FINAL (5224 : FY 2023-2025 Biennial Revisions to Fee Schedules FY2023-24
Category Description Current Fee
FY 2022-23 Current Fee Unit Revised or Proposed Fee FY 2023-24 Proposed Fee Unit Comments Cemetery Fees Library of Living Memories: Small Glass - 11"L x 11.5"W x 7"H $ 3,135.65 Cemetery Fees Library of Living Memories: Medium Glass - 11"L x 11.5"W x 15"H $ 6,062.30 Cemetery Fees Library of Living Memories: Medium-Large Glass - 17"L x 11.5"W x 15"H $ 7,177.21 Cemetery Fees Library of Living Memories: Large Glass - 22.5"L x 11.5"W x 15"H $ 8,292.11 Cemetery Fees Library of Living Memories: Extra Large Glass - 35"L x 11.5"W x 15"H $ 22,845.35 Cemetery Fees Heavenly Gate: Marble $ 2,144.04 $ 2,219.02 Cemetery Fees Precious/Cherish: Small Glass - 14"L x 11.5"W x 7"H $ 3,135.65 Cemetery Fees Precious/Cherish: Medium Glass - 12"L x 11.5"W x 14"H $ 6,062.30 Cemetery Fees Precious/Cherish: Medium Glass - 14.5"L x 11.5"W x 14"H $ 6,271.30 Cemetery Fees Precious/Cherish: Large Glass - 24.5"L x 11.5"W x 14"H $ 8,292.11 Cemetery Fees Precious/Cherish: Extra Large Glass - 30"L x 11.5"W x 14"H $ 19,581.73 Cemetery Fees (Mausoleum P Niches): Small Marble $ 1,672.36 Cemetery Fees (Mausoleum P Niches): Marble $ 2,219.02
Cemetery Fees (Mausoleum U Niches): Small Marble $ 1,672.36 Cemetery Fees (Mausoleum U Niches): Marble $ 2,219.02
Cemetery Fees (Mausoleum U Niches): Large Marble $ 4,438.04 Cemetery Fees (Mausoleum U Niches): Small Glass - 11.25"L x 11.75"W x 6.25"H $ 3,135.65 Cemetery Fees (Mausoleum U Niches): Medium Glass - 11.25"L x 11.75"W x 13.75"H $ 6,062.30 Cemetery Fees (Mausoleum U Niches): Large Glass - 23.5"L x 11.75"W x 13.75"H $ 8,292.11 Cemetery Fees (Mausoleum V Niches): Small Marble Niche $ 1,672.36 Cemetery Fees (Mausoleum V Niches): Marble Niche $ 2,219.02 Cemetery Fees (Mausoleum W Niches): Small Marble Niche $ 1,672.36 Cemetery Fees (Mausoleum W Niches): Marble Niche $ 2,219.02 Cemetery Fees (Mausoleum W Niches): Large Marble Niche $ 4,438.04 Cemetery Fees (Mausoleum W Niches): Small Glass - 11.25"L x 11.75"W x 6.25"H $ 3,135.65 Cemetery Fees (Mausoleum W Niches): Medium Glass - 11.25"L x 11.75"W x 13.75"H $ 6,062.30 Cemetery Fees (Mausoleum W Niches): Large Glass - 23.5"L x 11.75"W x 13.75"H $ 8,292.11 EV User Fees EV User Fee (Summer: June 1 - September 30) $ 0.30 per kWh $ 0.35 per kWh EV User Fees EV User Fee (Winter: October 1 - May 31) $ 0.30 per kWh $ 0.31 per kWh Election Fees Initiative Fee $ 200.00
Election Fees Candidate Statement Fee: City Council and Rent Control Board $ 1,100.00 3 of 4
Attachment C

7.A.c
Packet Pg. 907 Attachment: Attachment C - Revisions to Fee Schedules FY 23-24 FINAL (5224 : FY 2023-2025 Biennial Revisions to Fee Schedules FY2023-24
Category Description Current Fee
FY 2022-23 Current Fee Unit Revised or Proposed Fee FY 2023-24 Proposed Fee Unit Comments Election Fees Candidate Statement Fee: College and School Board $ 1,200.00 Development Fee Urban Runoff In Lieu Fee $ 7.61 per gallon $ 12.27 per gallon 4 of 4
Attachment C

7.A.c
Packet Pg. 908 Attachment: Attachment C - Revisions to Fee Schedules FY 23-24 FINAL (5224 : FY 2023-2025 Biennial 2023-25 ORGANIZATIONAL SUPPORT PROGRAM (OSP)

GRANTS FOR ARTS AND CULTURE NONPROFITS
Attachment D
The OSP Program
The City has a long history of investing in artists and cultural organizations with the goal of ensuring that residents have an exciting and stimulating array of arts and heritage programs and services in which to participate. Santa Monica residents share a vision for their community that weaves the arts, cultural activities, education, and an understanding of history through their daily lives, work, cityscape, and neighborhoods. This vision has been documented extensively in the City’s cultural plan, Creative Capital, adopted by Council in 2007, and in subsequent community assessments and marketing studies. Sustainable access to arts and heritage programming has been shown to contribute to a sense of connectedness and to promote mental health by broadly enriching a community’s emotional and intellectual capacities, improving children’s school performance, facilitating the ability to acquire new skills, and encouraging creativity in every aspect of life.

The Organizational Support Program (OSP) was created by City Council in 1997 to support resident arts and heritage organizations with multi-year grants aimed at operational expenses.

Operational grants assist nonprofits in the achievement of their artistic and administrative goals.

The City of Santa Monica funds both large and small arts and heritage organizations, recognizing the importance of diversity, equity, and inclusion in meeting the community’s cultural needs.

During the 2020 budget cuts, staff prioritized the retention of the OSP grant funding, keeping the program whole while making some unfortunately necessary cuts to the Community Access and Participation (CAP) and Artist Fellowship grant programs. The City’s ability to sustain OSP funding during the challenges of two-and-a-half years of mandated closures due to the pandemic – while real estate prices continued to heavily gentrify – has been central to the survival of the City’s cultural sector.

Community Assessment Recommendations and Responses
In the fall of 2022, in preparation for the 2023-25 application process, a community assessment was completed which is attached to the end of this document. The following recommendations from the report were addressed by staff in the current OSP application process. • Recommendation: Prioritize support for those who strategized and tried new ways to reach audiences, fundraise and make an impact within their communities.

Response: Staff reversed the long-standing selection criteria order and made Community Engagement the top consideration for jury review. Artistic Excellence is now second for review, though it remains a key value. The intention was to ensure that organizations that can

7.A.d
Packet Pg. 909 Attachment: Attachment D - OSP 2023-25 (5224 : FY 2023-2025 Biennial Budget Study Session) demonstrate their community impact are recognized, including their responses to the paradigm shifting dialogues that have occurred nationally in the wakes of both the George Floyd murder and the pandemic.
• Recommendation: Broaden and loosen requirements around “serving Santa Monica audiences.” Response: the OSP eligibility rules now allow performing arts groups that are based in Santa Monica but spend a substantial portion of their seasons touring to qualify for the program.
• Recommendation: to address key equity goals, the total OSP budget allocation would need to increase by approximately 25-30 percent. If that is not a reality, the City may find itself either delaying equitable funding to the smaller organizations or notifying the historic grantees that they should expect to receive significantly smaller grants. Response: Staff has worked to balance the mandates of equity with the needs of the larger, more established institutions. OSP funding is intended to provide a stable level of support for grantees year over year; the goal is to provide funding amounts that do not fluctuate wildly. Due to an anticipated flat budget for the program, staff recommends that new applicants begin with “starter grants,” while those who were new in the last cycle receive a slight increase based on the panel scoring, which will step them up toward the more traditional funding levels. Staff will also recommend flat funding for long-term organizations.

Grant Application Process
The OSP application process re-opened this year for the first time since 2019. Proposals were solicited for the grant period FY2023-25. A request for applications was distributed widely on December 16, 2022; the City received 27 eligible submittals by the January 31 deadline.

Applications were reviewed by a diverse jury of arts professionals, including regional experts in each of the artistic/cultural disciplines represented in the applicant pool. The jury process was designed to be rigorous and objective, with each application reviewed by the entire group.

Cultural Affairs staff reviewed applications for eligibility only; staff did not score applications.

Jurors included regional experts in the areas of music, theater, dance, visual arts, cultural heritage, nonprofit management, and community arts organizations. Applications were scored on a 100-point scale. 21 organizations are being recommended for funding in this cycle, one more than in the previous cycle in 2019.

Jurors for 2023-25
o Olga Garay-English, former Cultural Affairs Manager for the City of Los Angeles o Rick Noguchi, President and CEO of California Humanities, former Chief Operations Officer for the Japanese American National Museum o Artist Mark Steven Greenfield
o Elizabeth Kennedy, former official of the Music Center of Los Angeles County, Vice President of the Autry National Center, and Vice President of Occidental College
OSP Program Goals
• Increase and sustain world-class artistic production and exhibition in Santa Monica.

7.A.d
Packet Pg. 910 Attachment: Attachment D - OSP 2023-25 (5224 : FY 2023-2025 Biennial Budget Study Session) • Deliver opportunities for creativity, artistic participation and the understanding of cultural heritage to diverse components of the community.
• Promote high standards of organizational management in Santa Monica’s arts and • culture ecosystem.
• Highlight the City as an international creative center. • Open avenues of discourse to broad topics of human creativity and learning among the general public.
2023-24 Grant Recommendations
Guide to Grant Amounts
Grant amounts are determined by a combination of jury score, previous grant award, and the City’s available resources. Organizational budget size is defined as very large ($10+ million), large ($2+ million), midsize ($500,000-$1,999,999), and small ($1-$499,999). In addition, due to limitations in City resources, a reduced scale of grant levels is being recommended for applicants who are new to the program. This approach allows the City to bring a greater number of organizations into the program.

Proposed Grant Amounts
The following grants are being recommended for approval. (New applicants recommended for funding are noted with an asterisk.)
Very Large Organizations ($10 million+):

Applicant
Organizational
Budget Recommended Grant
KCRW Foundation, Inc.* $22,018,583.00 $6,000
Large Organizations ($2 mil - $9,999,999):

Applicant
Organizational
Budget Recommended Grant
Madison Project dba
BroadStage $2,121,096 $70,400
Midsize Organizations ($500,000 - $1,999,999):

Applicant
Organizational
Budget Recommended Grant
18th Street Arts Complex $1,203,684 $65,150
Jewish Women's Theatre $600,145 $23,690
Jacob Jonas The Company* $527,368 $5,350
Elemental Music $608,919 $28,055

7.A.d
Packet Pg. 911 Attachment: Attachment D - OSP 2023-25 (5224 : FY 2023-2025 Biennial Budget Study Session) Small Organizations ($1 - $499,999):

Applicant
Organizational
Budget
Recommended
Grant
Highways, Inc. $465,135 $26,000
Santa Monica Symphony Assoc $148,711 $15,700
SOL-LA Music Academy* $346,051 $5,350
Santa Monica Youth Orchestra $327,602 $8,920
Aresis Ensemble dba City Garage $193,690 $11,300
Dancessence, Inc. $50,690 $1,970
Santa Monica Conservancy $262,292 $13,300
Building Bridges Art Foundation $94,731 $4,060
California Heritage Museum $164,261 $15,950
Westside Ballet of Santa Monica $362,879 $12,970
Santa Monica Theatre Guild dba
Morgan-Wixson Theatre $334,720 $8,000
Santa Monica History Museum $429,371 $30,500
Jacaranda Music $320,998 $24,650
Orchestra Santa Monica Assoc $204,390 $5,040
Ruskin Group Theatre $161,200 $19,570
Verdi Chorus $101,690 $8,000
*New grantee recommended at a corresponding entry grant level.

Not recommended for funding:

Applicant Budget
ShareWell dba Cayton Children's Museum $3,876,607
Human Family Educational and Cultural Institute $574,416 Santa Monica Repertory Theater $18,254
Theatre for a Small Space $14,770
Santa Monica Playhouse $357,646
ATTACHED: COMMUNITY ASSESSMENT REPORT

7.A.d
Packet Pg. 912 Attachment: Attachment D - OSP 2023-25 (5224 : FY 2023-2025 Biennial Budget Study Session) 2023
Organizational
Support Program
Community
Assessment &
Recommendations
Attachment D

7.A.e
Packet Pg. 913 Attachment: Attachment D - OSP 2023 Community Assessment Report FINAL (5224 : FY 2023-2025 Biennial Budget Study Session) Table of Contents
01 Introduction
02 About the Assessment Process
03 Assessments &
Recommendations
04 Conclusion
Attachment D

7.A.e
Packet Pg. 914 Attachment: Attachment D - OSP 2023 Community Assessment Report FINAL (5224 : FY 2023-2025 Biennial Budget Study Session) Introduction
The Cultural Affairs Division’s Organizational Support Program (OSP) has cemented itself as a key source of funding and continued growth of Santa Monica-based arts organizations. As detailed in the Creative Capital cultural plan adopted by City Council in 2007, OSP grantees are eligible to receive up to ten percent of their overall annual budget as unrestricted funds. In a funding landscape where most grants are awarded for specific programs versus operations, the OSP program is notable in that it understands and responds to the very real and timely needs of the arts community.

Based on the 2021 grant guidelines, OSP grantees are expected to:

Increase and sustain world-class artistic productions and exhibitions in Santa Monica.

Deliver opportunities for creativity, artistic participation, and the understanding of cultural heritage to diverse components of the community.

Promote high standards of organizational management in Santa Monica’ arts and culture ecosystem.

Highlight the city as an international creative center.

Open avenues of discourse to broad topics of human creativity and learning among the general public.

In addition, eligibility is based on compliance with all updated municipal standards, keeping clear fiscal records that are updated in their DataArts Cultural Data Project (CDP) profiles, and more. In the past, selection criteria was based on:

Artistic achievement
Managerial, Governance and Fiscal Performance
Community, Engagement, Collaboration, Partnerships and Future Aspirations.

In recent years, City staff has also been very responsive in ensuring that diversity, equity, and inclusion are at the forefront of OSP’s evolution. The last application was thoroughly updated and amended with DEI as a priority, granting eight new arts organizations that otherwise would not have met previous, often exclusionary, application requirements.

Attachment D

7.A.e
Packet Pg. 915 Attachment: Attachment D - OSP 2023 Community Assessment Report FINAL (5224 : FY 2023-2025 Biennial Budget Study Session) About the
Assessment Process
The assessment process began in early November,
kicking off with a review of past applications
(application structure, questions, and responses),
past DataArts reports, and the most recent
assessments provided by the Aspire Group in 2018
and Jerry Yoshitomi in 2014.

On Tuesday, November 22nd, a 90-minute virtual
feedback session was held with past grantees and
applicants. Local arts leaders discussed their
experiences and views on the OSP application
process and the state of local arts and funding
challenges in general. A total of 17 former grantees
participated, including representatives from the
Santa Monica Conservancy, Santa Monica Youth
Orchestra, Westside Ballet, Highways Performance
Space, and more.

A survey was crafted and sent to past grantees
who could not attend the virtual session, which
garnered an additional six responses. A copy of the
survey, which mirrored the questions asked during
our virtual feedback session, can be found as an
appendix to this report.

This assessment and recommendations document
has been prepared based on information gleaned
during the assessment process described above.
“Emergency
funding helped
us survive- but
what’s next?”
-Donna
Sternberg,
Dancessence
Attachment D

7.A.e
Packet Pg. 916 Attachment: Attachment D - OSP 2023 Community Assessment Report FINAL (5224 : FY 2023-2025 Biennial Budget Study Session) Assessments &
Recommendations

01. The Pandemic Still Looms Large
The Pandemic has deeply damaged the strength and outlook of our arts organizations, and many are still grappling with what to do next.

What we heard:

Not only have audiences not quite returned to prepandemic levels but many organizations find that, with almost three years of irregular business, it’s difficult to predict tickets sales and participation levels.

Organizations are grateful for the one-time grants that they received to keep them afloat during shutdowns. But most of those emergency funding programs have come to an end.

Arts organizations are now returning to traditional forms of fundraising: individual donors, ticket sales, etc., all of which shrank during the pandemic.

Many arts organizations are now severely understaffed
after pandemic-era downsizing. F unding has not been
available to bring them back to capacity.

How OSP can help:

Artistic Excellence has always been a key criterion in juried grant processes. A new lens may be applied this year that pairs artistic excellence with an organization's ability to adapt, innovate, and continue operation in whatever way they could through and post pandemic. This granting cycle,
organizations should be rewarded for their resilience, tenacity, and experimentation— even if at times, the end result was not up to the organization’s regular scale or artistic standards.

The program should prioritize support for those who
strategized and tried new ways to reach audiences,
fundraise and make an impact within their communities.

The pandemic made planning ahead harder—many of
these arts organizations have not had the space and time to think about what they want to achieve over the next 1-3 years. This application can help organizations explore and reopen those questions for their organization. Example
question: “How do you hope your organization evolves and rebuilds over the next 3 years?”
Attachment D

7.A.e
Packet Pg. 917 Attachment: Attachment D - OSP 2023 Community Assessment Report FINAL (5224 : FY 2023-2025 Biennial Budget Study Session) Assessments &
Recommendations

02. There is More to Do, with Less
Arts organizations are struggling to keep up with new state and municipal requirements.

What we heard:

California Assembly Bill 5 (AB5), which extends employee classification status to some gig workers, continues to be a very challenging hurdle, especially for the smaller arts organizations. Many have had to reduce programming and services to afford compliance to AB5.

Arts organizations serving youth are now required to obtain Harassment Insurance, which is prohibitively expensive.

Overall, small arts organizations have seen an approx. 30% - 40% increase in fixed, non-negotiable operational costs since 2019. With ticket sale uncertainty, fundraising strains, and dwindling affordable spaces to rehearse and perform in, the challenges have pushed many arts organizations to dramatically reduce or completely close their operations.

The DataArts form is time consuming and sometimes misaligned with how small organizations are able to gather data on their audiences.

Though the DataArts application is an important tool in helping determine the readiness and eligibility of these organizations to take on grants, it’s important to recognize the time- consuming process and heavy lift for many of our smaller organizations to complete the process. Staff should share any resources that could aid in this process.

How OSP can help:

City Staff can help educate decision makers on the full breadth, cost, and impact of these requirements.

We can broaden and loosen requirements around “serving Santa Monica audiences.” Many of these organizations have had to tour their productions around the region, increase their online presence and offerings, and more in order to survive and grow their organizations.

They should be rewarded for representing Santa Monica outside of the city as well as their service to locals within the city.

Attachment D

7.A.e
Packet Pg. 918 Attachment: Attachment D - OSP 2023 Community Assessment Report FINAL (5224 : FY 2023-2025 Biennial Budget Study Session) Assessments &
Recommendations

03. These Organizations Need The OSP
We heard from nearly everyone surveyed that OSP is critical to the health and, in some cases, survival, of the City’s arts organizations.

What we heard:

If the OSP were to be downsized, or worse, taken away, most would have an extremely challenging time making up the funding.

Arts organizations feel that the city staff have been responsive to their needs and care about their well-being. Most expressed deep gratitude for the program.

The OSP is integral to a wide breadth of Santa Monica arts organizations - the application, especially now through its reworked DEI lens, has been able to serve organizations big and small, and serve a variety of communities.

How OSP can help:

In 2019, eight new organizations were awarded grants due to much-needed adjustments that made the selection process more just and equitable. It’ s important that this progress not be seen as a one-time initiative but as an ongoing commitment to the community. If the overall budget for OSP is restricted, these organizations should not be the first to feel it.

It’s clear that if all eligible OSP grantees were to receive funding at an equitable level then the overall OSP budget allocation would need to increase by approximately 25-30 percent. If that is not a reality, the City may find itself either delaying. equitable funding to the smaller organizations for another two years or notifying the historic grantees that they should expect to receive significantly smaller grants. In either scenario, City staff and Council should be prepared for community feedback
Attachment D

7.A.e
Packet Pg. 919 Attachment: Attachment D - OSP 2023 Community Assessment Report FINAL (5224 : FY 2023-2025 Biennial Budget Study Session) Conclusion
OSP serves as a symbol of the City of Santa
Monica’s commitment to maintaining a healthy arts
ecosystem that serves the community by providing
equitable access for Santa Monicans to experience
art and culture and lead expressive lives.

As we look back on the darkest moments of the
pandemic shutdowns, many of these organizations
showed up to bring light to our community through
their art, making space for residents and visitors
alike to experience joy, catharsis, and most
importantly, togetherness in times of isolation. It’s
important that we honor that work and continue
investing in one of Santa Monica’s greatest
resources: its artist community.

Attachment D

7.A.e
Packet Pg. 920 Attachment: Attachment D - OSP 2023 Community Assessment Report FINAL (5224 : FY 2023-2025 Biennial Budget Study Session) “We’re talking to organizations we’ve
never partnered with before.” Donna
Sternberg, Danceessence
“Visitors who take part in the culture
of the city contribute more to the
economy.” Carol Lemlein,
Santa Monica Conservancy
“[OSP is] one of the very few grants
that support Highways Performance
Space. Project support is much easier
to find, but operational support is
critical.” Leo Garcia,
Highways Performance Space
“Post pandemic, we have a more
engaged audience that wants to
heal-not the same audience/visitors
who wanted to just view. Now they
want to fully engage and come with
the entire family.” Marisa Caichiolo,
Building Bridges Art Exchange
Attachment D

7.A.e
Packet Pg. 921 Attachment: Attachment D - OSP 2023 Community Assessment Report FINAL (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Carol Lemlein <[email protected]>
Sent: Friday, May 19, 2023 4:00 PM
To: councilmtgitems
Subject: Re: May 23, 2023 Agenda Item 7A Five-Year Financial Forecast Update, FY 2023-25 Proposed Biennial Budget….

Attachments: 2023-05-23 Council Item 7 A 2023-2027 Budget.pdf

EXTERNAL
Mayor Davis, Mayor Pro Tem Negrete and Council Members, Please see the attached letter regarding the FY 2023-2035 Biennial Budget from the Board of Directors of the Santa Monica Conservancy.

Thank you,
Carol Lemlein
Vice President
Santa Monica Conservancy
[email protected]
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 922 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) P.O. BOX 653
SANTA MONICA, CA 90406
310-496-3146
www.smconservancy.org
1 May 18, 2023
Via email to [email protected]
Re: May 23, 2023 Agenda Item 7A Five-Year Financial Forecast Update, FY 2023-25 Proposed Biennial Budget….

Mayor Davis, Mayor Pro Tem Negrete and Council Members, Our city’s once admirable Historic Preservation Program has been virtually shut down by budget cuts of the past three years. In spite of laws and policies of our LUCE, Historic Preservation Element, and Zoning Ordinance, the purview of the quasi-judicial Landmarks Commission has been stripped down causing months-long delays in application processing, and astronomically high fees have discouraged new applications. We recognize that the City’s financial resources are under great stress, but at the same time intense development pressures including the state-mandated Housing Element threaten big changes in our built environment. Historic preservation can provide a balance with new development in ways that ensures preservation of the authenticity that makes Santa Monica such an attractive place to live, work and visit. When a historic resource is lost, it is lost forever.

Historic preservation activity has dropped to
ZERO due to:
• highest filing fees for historic designation
applications in California
• limitations on staff time due to workload
resulting in processing delays
• six or fewer Landmarks Commission meetings
per year resulting in loss of program
stewardship
• reduction of Landmarks Commission purview
eliminating review of demolition permits
A two-phase process could restore the effectiveness of our Landmarks Ordinance and Historic Preservation program and offset the damage done by the budget cuts of the past three years.

Phase I: budget neutral optimization to reduce the cost burden on applicants.

The following adjustments to the program could be implemented in the coming fiscal year:
• Restore monthly meetings of the Landmarks Commission, resuming discussions that ensure city-wide stewardship of historic resources.
• Reduce the cost of Landmark Applications by streamlining consultant and staff reports to focus exclusively on the analysis necessary to meet the City’s criteria for designation. • Reduce Certificate of Appropriateness analysis for proposed changes to a landmark to simply address conformance to the standards.

ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 923 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 2 • Return Demolition Review to the Landmarks Commission using the process devised by the City Attorney to pass legal scrutiny and defined in the November 2018 Interim Zoning Ordinance.

Phase II: restoration of the Preservation Planner position which was approved by City Council in 2019.

A Preservation Planner with professional credentials in planning and historic preservation can take the lead on assessing applications, assisting property owners in understanding how preservation works, policy recommendations, permit review and processing, and Mills Act applications, with less need for consultants, and free other members of the overburdened planning Staff from interruptions to support the Historic Preservation Program:
• Landmark Application Analysis would be conducted in house by the Preservation Planner just as all other discretionary building permits are evaluated, reducing or eliminating the need to hire costly outside consultants and streamlining the process.
• Further reduce Landmark Application Fees by the elimination of outside consultants in many cases. • Restoring the fee waiver for applications from nonprofit organizations (application and consultant fees) would have minimal impact on the City budget but would greatly advance access to landmarking for groups reflecting our cultural diversity.
• Improve Applicant Awareness of Incentives during processing of Certificate of Appropriateness and Architectural Review Board applications involving Historic Resource Inventory properties. The Preservation Planner can encourage the use of the State Historic Building Code and Zoning Ordinance exceptions to help achieve owners’ programmatic goals while preserving historic features.

The budget cuts have had unintended consequences. Historic Preservation is a tool for social justice education, but recognition of important histories that honor all people remains out of reach to those who still struggle to be seen. Cost increases have put participation in Historic Preservation out of reach for all but the wealthy - at a time when preservation organizations from the National Trust to municipalities nationwide have broadened their efforts to increase access to preservation to “tell all the stories” of their diverse communities.

A robust preservation program with a broad emphasis on our heritage can create jobs and business opportunities. A recent publication by the National Advisory Council on Historic Preservation states “A high percentage of domestic and international travelers participate in cultural and/or heritage activities while traveling, and those that do stay longer, spend more, and travel more often.” Tourism is a major component of our local economy and the opportunities created by expanding heritage tourism are amplified by the approaching 150th Anniversary of the city’s founding and the 2028 Olympics. The Conservancy looks forward to being an active partner in this effort as we revitalize our tour programs.

Revitalization of our Historic Preservation Program will address the unintended inequities now embedded in the program, contribute to the city’s economic recovery, and ensure that the significant places that tell our city’s story are recognized and preserved.

We urge you to make these recommendations part of your direction to staff for the fiscal budget of 2023-2025.

Sincerely,
Carol Lemlein
Vice President, Santa Monica Conservancy Board of Directors ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 924 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Gloria Garvin <[email protected]>
Sent: Friday, May 19, 2023 10:11 PM
To: councilmtgitems
Subject: May 23, 2023, Agenda Item 7A Five-Year Financial Forecast Update, FY 2023-2025 Proposed Biennial Budget

EXTERNAL
Dear Mayor Davis, Mayor Pro Tem Negrete and Council Members, In the past several years, the Santa Monica Landmarks Commission has been radically diminished and will require Council action to restore it back to health.

Historic preservation activity has dropped to near zero in the past year due to:
(A) Extremely high filing fees for historic designation applications (B) Processing delays due to limitations of staff time
(C) Six or fewer meetings per year of the Landmarks Commission (D) Elimination of Landmarks Commission review of demolition permits The Santa Monica Conservancy has recommended a two-phase process that could restore the effectiveness of our Landmarks Ordinance and Historic Preservation program and offset the damage done by the budget cuts of the past three years. I agree with their recommendations.

The following adjustments to the program could be implemented in the coming fiscal year:

Phase I:
(1) Restore monthly meetings of the Landmarks Commission, resuming discussions that ensure city-wide stewardship of historic resources.
(2) Reduce the cost of Landmark Applications by streamlining consultant and staff reports to focus exclusively on the analysis necessary to meet the City’s criteria for designation. (3) Reduce Certificate of Appropriateness analysis for proposed changes to a landmark to simply address conformance to the standards.
(4) Return Demolition Review to the Landmarks Commission using the process devised by the City Attorney to pass legal scrutiny.

Phase II:
(1) Restoration of the Preservation Planner position which was approved by City Council in 2019. This would reduce or eliminate the need to hire costly outside consultants and would streamline the process. (2) Restore the fee waiver for applications from nonprofit organizations. This would have minimal impact on the City budget, but would greatly advance access to landmarking for groups reflecting our cultural diversity.

Our city's budget cuts have had unintended consequences that we must now reverse. Historic Preservation is not only a tool for social justice and education, but a way to recognize important histories that honor all people. Cost increases have put participation in Historic Preservation out of reach for all but the wealthy. We urge you to make these recommendations part of your direction to staff for the fiscal budget of 2023-2025.

Sincerely,
Gloria Garvin, PhD
Santa Monica resident
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 925 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Randall Klarin <[email protected]>
Sent: Saturday, May 20, 2023 9:43 AM
To: councilmtgitems
Subject: May 23, 2023 Agenda Item 7A Five-Year Financial Forecast Update, FY 2023-25 Proposed Biennial Budget

EXTERNAL
Landmark applications are in sharp decline and Santa Monica may already be losing significant historic resources that we can never get back.

What’s Going Wrong?
Landmark applications cost $6,000-$7,000 to file, the most in California! Timelines for landmark nominations see untenable delays of nine months or more.

Owners have little incentive to consider landmarking without reinstatement of planning division fee waivers and reasonable timelines.

Relying on the public to review demolition permits is not sustainable; Landmarks Commission review of demolition permits for buildings 40-years or older must be reinstated! Without a timely and affordable process, we cannot seek out and recognize resources significant to historically marginalized and underrepresented groups that will contribute to the city’s stated commitment to social justice.

RW Klarin
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 926 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Katharine Dreyfuss <[email protected]>
Sent: Saturday, May 20, 2023 8:13 PM
To: councilmtgitems
Subject: Please restore the Santa Monica Historic Preservation Program

EXTERNAL
Dear Santa Monica City Council,
I strongly urge you to adopt the two-phased plan proposed by the Santa Monica Conservancy.

Restore the Preservation Program in 2 Phases
Phase I: budget neutral optimization to reduce the cost burden on applicants right away  Restore monthly meetings of the Landmarks Commission to ensure city-wide historic resources.
 Return Demolition Review to the Landmarks Commission.  Reduce the cost of Landmark Applications by streamlining consultant and staff reports.  Streamline Certificate of Appropriateness analysis to focus on conformance with the standards.

Phase II: restoration of the Preservation Planner position in 2024  Landmark Application Analysis by Preservation Planner credentialed in preservation and planning with skills in historical research and analysis, eliminating costly outside consultants, and shortening processing time.
 Applicant Awareness of Incentives by Preservation Planner who supports use of the State Historic Building.
 Code and Zoning Ordinance exceptions to achieve programmatic goals while preserving historic features.
 Restore fee waivers for nonprofit organizations to ensure equitable access to the program.

Sincerely,
Katharine R. Dreyfuss
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 927 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Geoffry White <[email protected]>
Sent: Saturday, May 20, 2023 8:51 PM
To: councilmtgitems
Cc: Anne Rimer
Subject: Preserve the Preservation Program

EXTERNAL
Dear Santa Monica City Council,
I strongly urge the City Council to adopt the two-phased plan proposed by the Santa Monica Conservancy.

Restore the Preservation Program in 2 Phases
Phase I: budget neutral optimization to reduce the cost burden on applicants right away  Restore monthly meetings of the Landmarks Commission to ensure city-wide of historic resources.
 Return Demolition Review to the Landmarks Commission.  Reduce the cost of Landmark Applications by streamlining consultant and staff reports.  Streamline Certificate of Appropriateness analysis to focus on conformance with the standards.

Phase II: restoration of the Preservation Planner position in 2024  Landmark Application Analysis by Preservation Planner credentialed in preservation and planning with skills in
 historical research and analysis, eliminates costly outside consultants, and shortens processing time.
 Applicant Awareness of Incentives by Preservation Planner who supports use of the State Historic Building
 Code and Zoning Ordinance exceptions to achieve programmatic goals while preserving historic features.
 Restore fee waivers for nonprofit organizations to ensure equitable access to the program.

Sincerely,
Geoffry D. White, Ph.D.
1425 Stanford St. #9
Santa Monica, CA 90404
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 928 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Geoffry White <[email protected]>
Sent: Saturday, May 20, 2023 9:12 PM
To: councilmtgitems
Cc: Anne Rimer
Subject: Preservation Program Restoration (Follow up letter.)

EXTERNAL
Dear Santa Monica City Council,
My family and I have been residents of Santa Monica for 50 years. Our kids went through their entire K-12 education in our school system here. We walked them to school and took them to all sorts of activities across and back over the beautiful and welcoming city. Part of what we enjoyed were the monuments, historical homes and landmarks that are special and characterize our fair city.

I was shocked and dismayed when I learned what was gradually happening to those structures mentioned above. This may seem like an extreme example, but hear me out. When I was doing humanitarian work in the Balkans during the Bosnia war and genocide, it was pointed out to me that genocide is more than killing people. It is also destroyed the cultural landscape that expresses and describes the identity of a people.

Thats what was done in Europe during the Holocaust, in Turkey during the Armenian genocide and in Bosnia as I mentioned. It's not a luxury to preserve landmarks, architecture and monuments. It's protecting culture from extinction.

I strongly urge the City Council to adopt the two-phased plan proposed by the Santa Monica Conservancy.

Restore the Preservation Program in 2 Phases
Phase I: budget neutral optimization to reduce the cost burden on applicants right away  Restore monthly meetings of the Landmarks Commission to ensure city-wide of historic resources.
 Return Demolition Review to the Landmarks Commission.  Reduce the cost of Landmark Applications by streamlining consultant and staff reports.  Streamline Certificate of Appropriateness analysis to focus on conformance with the standards.

Phase II: restoration of the Preservation Planner position in 2024  Landmark Application Analysis by Preservation Planner credentialed in preservation and planning with skills in
 historical research and analysis, eliminates costly outside consultants, and shortens processing time.
 Applicant Awareness of Incentives by Preservation Planner who supports use of the State Historic Building
 Code and Zoning Ordinance exceptions to achieve programmatic goals while preserving historic features.
 Restore fee waivers for nonprofit organizations to ensure equitable access to the program.

Sincerely,
Geoffry D. White, Ph.D.
1425 Stanford St. #9
Santa Monica, CA 90404
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 929 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Ruth Punt <[email protected]>
Sent: Sunday, May 21, 2023 4:19 AM
To: councilmtgitems
Subject: Preservation Program

EXTERNAL
Dear Santa Monica City Council,
I strongly urge the City Council to adopt the two-phased plan proposed by the Santa Monica Conservancy.

Restore the Preservation Program in 2 Phases
Phase I: budget neutral optimization to reduce the cost burden on applicants right away  Restore monthly meetings of the Landmarks Commission to ensure city-wide of historic resources.
 Return Demolition Review to the Landmarks Commission.  Reduce the cost of Landmark Applications by streamlining consultant and staff reports.  Streamline Certificate of Appropriateness analysis to focus on conformance with the standards.

Phase II: restoration of the Preservation Planner position in 2024  Landmark Application Analysis by Preservation Planner credentialed in preservation and planning with skills in
 historical research and analysis, eliminates costly outside consultants, and shortens processing time.
 Applicant Awareness of Incentives by Preservation Planner who supports use of the State Historic Building
 Code and Zoning Ordinance exceptions to achieve programmatic goals while preserving historic features.
 Restore fee waivers for nonprofit organizations to ensure equitable access to the program.

Sincerely,
Ruth Punt
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 930 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Isabelle Edwards <[email protected]>
Sent: Sunday, May 21, 2023 10:56 AM
To: councilmtgitems
Subject: Santa Monica Historic Preservation Program

EXTERNAL
Hello,
I am writing in support of City Council to restore Santa Monica’s Historic Preservation Program by, among other things, re-establishing monthly Landmarks Commission meetings, returning demolition review to the Landmarks Commission, reducing the cost of landmark applications, and restoring the Preservation Planner position to the Planning Department.

I have grown up in Santa Monica and am a current resident of the city, which cares about it maintaining its integrity and history. Beautiful old historic buildings should continue to be landmarked and that process is important to generations going forward. The great character of this city is bundled into many of these beautiful buildings, please restore the Santa Monica Historic Preservation Program.

Many thanks,
Isabelle Edwards
Santa Monica resident
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 931 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Billy Nistico <[email protected]>
Sent: Sunday, May 21, 2023 11:05 AM
To: councilmtgitems
Subject: Restore the land marking process

EXTERNAL
Hello, I’m writing today to show my support in restoring Santa Monica’s Landmarking process. Re establishing monthly Landmarks Commission meetings, returning demolition review to the Landmarks Commission, reducing the cost of landmark applications, and restoring the Preservation Planner position to the Planning Department is imperative in preserving the balance in our amazing city between being responsible stewards of the past and embracing the future including development and planning.

Thank you. Billy Nistico

ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 932 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Kara Fox <[email protected]>
Sent: Sunday, May 21, 2023 11:07 AM
To: councilmtgitems
Subject: Please restore our landmarking process...

EXTERNAL
It’s so sad that developers who don’t even live here are doing their best to ruin our besautiful city for their own personal gain. Please try to stop this. Kara Fox 14 th st
kara fox
_________________________
Glamourproject.org
[email protected]
Instagram: @infinitelyolive
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 933 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Laurie Harmon <[email protected]>
Sent: Sunday, May 21, 2023 11:18 AM
To: councilmtgitems
Subject: restore Santa Monica Preservation Program

EXTERNAL
Dear Santa Monica City Council,
I urge you to adopt the 2 phase plan proposed by the Santa Monica Conservancy.

Phase 1 - budget neutral optimization to reduce the cost burden on applicants right away. restore monthly meetings of the Landmark Commission
return Demolition review of the Landmark Commission
reduce the cost of Landmark applications
streamline Certificate of Appropriateness anakysis
Phase 2 - restoration of theAnakysis Preservation Planner position in 2024.

Landmark Application Analysis
Applicant awareness of Incentive
Code and Zoning Ordinance exceptions
restore fee waivers for non profit organizations
Sincerely,
Laurie Harmon
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 934 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Joan Goldsmith Gurfield <[email protected]> Sent: Sunday, May 21, 2023 12:01 PM
To: councilmtgitems
Subject: Preserving historic buildings

EXTERNAL
Dear City Council Members,
I urge you to reconsider the importance of preserving historical buildings in our city. They are part of the heritage we should pass on to future generations. In our (understandable) haste to provide more housing, let's not neglect the important and often beautiful structures that are signs of our past.

Thank you.

Sincerely,
Joan Gurfield
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 935 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Beth Greulich <[email protected]>
Sent: Sunday, May 21, 2023 2:36 PM
To: councilmtgitems
Subject: Please restore landmarking process!

EXTERNAL
To whom it may concern, PLEASE restore the Santa Monica landmarking process. Preserving history is extremely important!
Beth and Geoff Greulich
620 12th St
Santa Monica 90402
Sent from my iPhone
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 936 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: April Smith <[email protected]>
Sent: Sunday, May 21, 2023 2:51 PM
To: councilmtgitems
Subject: Restore Santa Monia's Historica Preservation!

EXTERNAL
Nothing is more essential to the character of a city than its architectural history. Ours is eroded every day. Landmarking homes and commercial structures is an enduring way of honoring the folks who built this town and those who are farsighted and generous enough to pass that history on to future generations as well as a statement of our values as a community. We own one of three houses on Seventh Street built in the 1920s, each in a different historical style. I am also lucky to have an office in an historic medical building on Second Street that is once again in danger of being destroyed by redevelopment. Priceless.

Thank you for your consideration.

Sincerely,
April Smith
427 7th Street
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 937 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Elizabeth Lerer <[email protected]>
Sent: Sunday, May 21, 2023 3:11 PM
To: councilmtgitems; Gleam Davis; Lana Negrete; Christine Parra; Oscar de la Torre; Phil Brock; Caroline Torosis; Jesse Zwick
Subject: Budget to Protect Our History

EXTERNAL
Dear Mayor and Councilmembers,
We’re losing it. The city’s historic preservation process has been insanely deprioritized. Please protect our history:
- Return the Landmarks Commission to regular monthly meetings and restore their ability to review demolitions. - Reduce the costs associated with attaining a historic designation. - Resume efforts to hire an experienced preservation planner.

Thank you,
Elizabeth Lerer
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 938 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Karen Melick <[email protected]>
Sent: Sunday, May 21, 2023 3:59 PM
To: councilmtgitems
Cc: Clare Thomas; [email protected]; Joelle Simmons; Arati Desai Wagabaza; Jeanette Gant; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; Zina Josephs; Clay Evans; Kathryn Iannucci; Albin Gielicz; Maryanne LaGuardia; Steven Johnson; Lori Brown; Andrew Gomez; John Smith; David White
Subject: Item 7.A Input for 2023-25 Proposed Biennial Budget - Recreation and Arts Director positions

EXTERNAL
Dear City Council members,
My name is Karen Melick and I have been a resident in Santa Monica for 41 years. I am the chairperson of the Santa Monica Aquatics Advisory Committee, an advisory group to the Recreation and Parks Committee. My wife, Clare Thomas, is the president of the Friends of Sunset Park neighborhood group. We raised our son here who attended the SMMUSD schools and participated in a variety of City run youth programs including CREST, sports leagues and swim lessons. We are writing this letter as individuals, not as the position of our groups as this topic has not been discussed with those groups.

We whole-heartedly support elevating the importance of Recreation and Arts in our city, but adding 3 new permanent executive positions of a Director of Recreation and Arts, an Executive Administrative Assistant and an Administrative Services Officer, at a new cost of approximately $600,000 a year including benefits, is not the way to do it.

The previous directors of the Community Services department, Andy Agle and Karen Ginsberg, have come out against this proposal. With my MBA and 42 years of work experience including at the director level, I agree with Andy and Karen that adding these 3 high level positions is not necessary and a wasteful use of scarce budget resources. The resources needed are for front-line workers, not more managers, assistants and administrators. Also, in this day and age, a director should not need two full time assistants.

The existing Community Recreation manager is the person who is responsible for the direction and support of recreation programs in the city. The new director of Recreation and Arts seems like they would have significant overlapping responsibilities with this position. The Recreation department already has many management and administrator positions. Of the current 24.6 FTE permanent employees, 10 employees are manager, supervisor or coordinator positions. Another 4 are staff assistants or administrators. That leaves only 10.6 as front-line workers directly providing services to the community. With 26.4 FTE temporary staff members in 2022-2023, this is already a very top-heavy department.

While the permanent staffing level is what it was pre-COVID, the number of swim instructor/lifeguard temporary FTE has not returned to the pre-COVID number. Because of that, the Swim Center hours and programming are less than preCOVID. There is no plan in the 2023-2024 budget to increase the Swim Center hours and programming.

Drowning is the #1 cause of unintentional injury-related deaths in children ages 1-4. Santa Monica, as a beach town, should have an obligation to ensure our youth are water safe. Currently, youth swim classes fill up in about 2 minutes after enrollment opens, so many children are unable to learn this critical life-saving skill. We need to do better.

As seniors, we know that swimming is one of the best exercises for seniors. More hours and programming at the Swim Center are needed to service our city’s youth and seniors. The $600,000 for the new director and their two staff members ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 939 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 2 could instead be used to hire about 12 swim instructors/lifeguards to significantly expanded services to the citizens of Santa Monica.

Recommendation
Instead of hiring these 3 new positions, elevate the Community Recreation manager’s position to be the Recreation and Arts director. Have the Cultural Affairs (6.7 FTE) and Beach House (13.3 FTE) groups report into that upgraded position along with the current groups, the Aquatics Programs (13 permanent FTE) and Community Services (10.6 permanent FTE). Existing assistant and administrative support should be used. Or just don't split the current Community Services department into two departments. Then the $600,000 can be spent on front-line workers to expand services.

Thank you for your time and consideration.

Karen Melick and Clare Thomas
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 940 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Barbara Wallace <[email protected]>
Sent: Sunday, May 21, 2023 4:02 PM
To: councilmtgitems
Subject: Building preservatio

EXTERNAL
Dear Santa Monica City Council,
As a resident of this city, I urge you to re-establish the Preservation Council to protect historically significant buildings from demolition. There needs to be a voice for protecting these structures. The pressure for obtaining space to build high density housing will make it difficult to protect these older buildings. We need to have a voice that advocates for their preservation.

Thank you,
Barbara Wallace
Ocean Park Neighborhood Resident
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 941 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Margaret Bach <[email protected]>
Sent: Sunday, May 21, 2023 4:37 PM
To: councilmtgitems
Subject: May 23, 2023 Agenda Item 7A Five-Year Financial Forecast Update, FY 2023-25 Proposed Biennial Budget

EXTERNAL
To the honorable City Council,
Recognizing the current budget constraints of the city, I nonetheless urge you to restore Santa Monica's historic preservation program in a manner that would optimize scarce budget resources while returning the City's preservation program to a more robust and responsive initiative.

For priority action, I urge:
 Return Landmarks Commission meetings to a monthly schedule, to ensure effective review and management of historic resources and preservation opportunities.
 Streamlining consultant and staff reports, thereby reducing the cost of Landmark application.  Streamlining Certificate of Appropriateness applications and review.  Demolition Review -- restoring that review function to the Landmarks Commission. This review process has served the city well in the past, ensuring that potential resources up for demolition receive a timely review.

With the various pressures on our existing built environment, the City must strengthen its tools to protect and celebrate the historic resources in our diverse neighborhoods.

Sincerely,
Margaret Bach
Former member, Landmarks Commission
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 942 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Libby Pachares <[email protected]>
Sent: Sunday, May 21, 2023 6:23 PM
To: councilmtgitems
Subject: May 23, 2023 Agenda Item 7A Five-Year Financial Forecast Update, FY 2023-25 Proposed Biennial Budget

EXTERNAL
Honorable Council Members,
I am writing to urge you to implement those actions to revitalize the City’s Historic Preservation Program recommended by The Santa Monica Conservancy in its May 16 letter to you As a long-time resident of Santa Monica, I appreciate all that the City has done to preserve our diverse and amazing history, while I also am saddened that so much has been lost. While I do acknowledge the many challenges posed by the recent budget crisis, I am hopeful that as we reemerge from the pandemic (hopefully on more solid financial footing), Council will prioritize restoring funding for our Preservation Program.

Sincerely,
Libby Pachares
414 16th Street,
Santa Monica, CA. 90402
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 943 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Julie Cantor <[email protected]>
Sent: Sunday, May 21, 2023 7:26 PM
To: councilmtgitems
Subject: Please Protect Santa Monica Landmarks

EXTERNAL
Hello —
I am a longtime Santa Monica resident and fan, and I write to urge the City Counsel to restore our city’s Historic Preservation Program by, among other things, re-establishing monthly Landmarks Commission meetings, returning demolition review to the Landmarks Commission, reducing the cost of landmark applications, and restoring the Preservation Planner position to the Planning Department.

Thank you!
Julie D. Cantor MD | JD
Attorney
J. Cantor Law
The information contained in this communication is confidential and should be considered to be attorney work product and/or attorney-client privileged. This communication is the property of J. Cantor Law and is intended only for the use of the addressee. If you are not the intended recipient, please notify the sender, delete the message, and note that any distribution or copying of this message is prohibited. Any discussion of tax matters contained herein is not intended or written to be used, and cannot be used, for the purpose of avoiding any penalties that may be imposed under federal tax laws.

ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 944 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Julie Cantor <[email protected]>
Sent: Monday, May 22, 2023 12:19 AM
To: councilmtgitems
Subject: Re: Please Protect Santa Monica Landmarks

EXTERNAL
Correcting an autocorrect error — City *Council*
Thank you!
On May 21, 2023, at 7:26 PM, Julie Cantor <[email protected]> wrote:

Hello —
I am a longtime Santa Monica resident and fan, and I write to urge the City Counsel to restore our city’s Historic Preservation Program by, among other things, re-establishing monthly Landmarks Commission meetings, returning demolition review to the Landmarks Commission, reducing the cost of landmark applications, and restoring the Preservation Planner position to the Planning Department.

ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 945 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Susan hires <[email protected]>
Sent: Sunday, May 21, 2023 8:06 PM
To: councilmtgitems
Subject: Restore Historic preservation program.

EXTERNAL
Thank you for all your hard work. Please please please restore Santa Monica’s Historic Preservation Program. We are doing what we can to maintain and preserve our 60 year old condo building, Oceanaire on Ocean Ave. Your future efforts toward preservation will pay big dividends by restoring iconic structures of Santa Monica as an attractive place to live, work and play. Thank you.

An appreciative resident owner, Susan Hires.

Sent from iPhone 812-343-5182
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 946 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Ryan Olson <[email protected]>
Sent: Monday, May 22, 2023 8:37 AM
To: councilmtgitems
Subject: May 23, 2023 Agenda Item 7A Five-Year Financial Forecast Update, FY 2023-25 Proposed Biennial Budget

EXTERNAL
I understand that this year's budget is considering funding for the Landmarks Commission. I would like to respectfully request that council further reduce funding for the Landmarks Commission. In a time of fiscal cutbacks, this is absolutely not where the city should be spending its dwindling finances. Further, in my opinion, the commission has shown questionable judgement in what buildings they protect. I try not to be cynical, but it seems to me that the commission is more concerned with their power to stop development than with any good faith effort to preserve truly historic buildings.

I submit as evidence 1655 Appian Way:

This building was an absolute blight on our city, yet was designated historic by the Landmarks Commission. I am heartened that City Council overturned this terrible decision on the part of the Landmarks Commission, but I think this goes a long way to show how fundamentally unserious the commission is. Please do not restore their funding or take any actions to make it easier for this process to be abused like this in the future.

Ryan Olson
1021 Pine St.

ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 947 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Noma Boardmember <[email protected]>
Sent: Monday, May 22, 2023 9:51 AM
To: [email protected]
Cc: councilmtgitems
Subject: Re: Please Protect Santa Monica Landmarks

EXTERNAL
Thank you!
To help
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smnoma.org
[email protected]
On Sun, May 21, 2023 at 7:26 PM Julie Cantor <[email protected]> wrote:

ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 948 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Noma Boardmember <[email protected]>
Sent: Monday, May 22, 2023 10:25 AM
To: councilmtgitems; [email protected]; Lana Negrete; Phil Brock; [email protected]; Jesse Zwick; [email protected]; Oscar de la Torre
Cc: David Martin; David White; [email protected] Subject: Subject: Budget and Landmarks Commission items

EXTERNAL
To help
protect your
privacy,
Micro so ft
Office
prevented
auto matic
download of
this picture
from the
Internet.

Mayor Davis and Council Members,
Think of any great city in the world and the first thing that comes to mind are its historic landmarks: Paris’s Eiffel Tower, London’s Big Ben, Rome’s Colosseum. Or closer to home, the Griffith Observatory, and our own Santa Monica Pier.

These landmarks exist because past generations ensured that they survived.

As previous generations have done for us, so too must we be responsible stewards of our past. In a rapidly changing city like Santa Monica -- under constant development pressure -- preserving our diverse and historic architecture (from early Craftsman homes, to historic bungalows, to sleek mid-century buildings) is vital to preserving the character of our city.

Unfortunately, at a time when the pipeline is about to be flooded with new housing projects, our preservation program has been cut back so far as to be non-functional.

Our City has made landmarking increasingly difficult. The result has been the number of landmarked buildings in Santa Monica have decreased from about 5.8 designations per year through 2020, to under two designations in 2022, to zero designations so far this year. Zero.

The problem: processing times have increased from 60-days to months and months. The cost to applicants have skyrocketed. Demolition review has been delegated to the Santa Monica Conservancy which struggles under the burden of taking over so much of the Landmarks Commission work, while the Landmarks Commission barely meets (they have only met twice this year, so far).

NOMA is joining with other groups to encourage our City Council to restore Santa Monica’s Historic Preservation Program by, among other things, re-establishing monthly Landmarks Commission meetings, returning demolition review to the Landmarks Commission, reducing the cost of landmark applications, and restoring the Preservation Planner position to the Planning Department.

The NOMA Board
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 949 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 2 smnoma.org
[email protected]
Nancy Coleman - Chair
Danilo Bach - Vice-Chair
Victor Fresco - Treasurer
Jeff Brecht
Phillis Dudick
Sue Edwards
Jeff Gordon
Ann Greenspun
Todd James
Evelyn Lauchenauer
Bruce Leddy
Elizabeth Lerer
Steve Lissik
Sonya Fox Sultan
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 950 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Ann Hoover <[email protected]>
Sent: Monday, May 22, 2023 10:57 AM
To: David White; [email protected] Cc: councilmtgitems; Susan Cline; Anuj Gupta
Subject: 05-23-23 Council Meeting - Item 7.A. - Proposed Biennial Budget Study Session - Thank you!

EXTERNAL
Dear Mr. White, Ms. Decavalles-Hughes, & all other relevant City Staff members - I just want to say thank you for all the work that's clearly gone into the financial forecasting and preparation of the proposed budgets for Council consideration tomorrow night.

You've obviously worked incredibly hard to address both Council's priorities and community requests for restored fundamental services like additional hours at the libraries and youth afterschool programs like Playground Club (formerly the long-standing Playground Access afterschool free play).

These are the sorts of basic community services that dramatically enhance and support the lives and well-being of our seniors, our working families, and our young people.

So, again, thank you!
Sincerely,
Ann Bowman
Resident, 26+ years
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

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Packet Pg. 951 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Peter Altschuler <[email protected]> Sent: Monday, May 22, 2023 12:12 PM
To: Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre; Council Mailbox
Cc: councilmtgitems; David White; Douglas Sloan; David Martin Subject: May 23, 2023 Agenda Item 7A Five-Year Financial Forecast Update, FY 2023-25 Proposed Biennial Budget

EXTERNAL
The character of Santa Monica has been eroding for years, but preserving its landmarks and architecturally notable structures can ensure that the things that made the city desirable don’t vanish.

The National Trust for Historic Preservation recognizes the importance of the built environment that helped define cities and towns across America. The Landmarks Preservation Commission in New York has protected countless irreplaceable buildings that connect the present with the past. Our own Landmarks Commission was doing the same… and needs to do so again.

Funding for the Santa Monica Landmarks Commission needs to be restored. Fees for designated structures as landmarks need to be affordable for average homeowners and non-profit organizations. Oversight of demolition needs to be reviewed by Landmarks to prevent the destruction of noteworthy buildings and structures.

It’s convenient to think, in the digital age, that nothing valuable occurred more than 20 minutes ago or that history began on the birthday of a Millennial. Yet, just as people who don’t know history are doomed to repeat its mistakes, people who do know history can help retain what worked so that others can apply its lessons today.

The City Council has a role to play in ensuring that the past has a future. p
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

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Packet Pg. 952 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Roxanne Tanemori
Sent: Monday, May 22, 2023 2:12 PM
To: Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre
Cc: councilmtgitems; Jim Ries; Ellis Raskin
Subject: Planning Commission's Recommendation for Council Budget Study Session - Item 7A Attachments: Planning Commission to Council 2023-05-23 Budget Recommendations-signed.pdf Dear Council Members,
Please find the aƩached leƩer from the Planning Commission with their recommendaƟons for consideraƟon during your May 23rd FY 2023-25 biennial budget study session.

Thank you,
Roxanne Tanemori
Roxanne Tanemori, AICP
Acting Planning Manager
(310) 458-2201 ext. 8202
[email protected]
santamonica.gov
Reach the City Planning team anytime at 311!
Zoning Code | Applications & Forms | Plans & Projects
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

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Packet Pg. 953 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1685 Main Street, Santa Monica, CA 90401 • (310) 458-8411 • [email protected] santamonica.gov • @cityofsantamonica • @santamonicacity Honorable Mayor and City Councilmembers
Santa Monica City Council
1685 Main St,
Santa Monica, CA 90401
Re: City Council Meeting May 23, 2023; Agenda Item No. 7A regarding the City budget.

Honorable Councilmembers,
Item 7A on your agenda is a discussion regarding the City’s budget for the next fiscal term.

Given the City’s numerous priorities and limited resources, we understand that finalizing this City’s budget will be no simple task. However, it is essential for this City to provide the Planning Department the resources it needs to help us all build a stronger future for all residents.

The Planning Commission discussed and voted on recommendations which include the following priorities:

Right size the Planning Department: The City Planning Department needs a stable and appropriately sized workforce to complete its significant workload. This workload includes creating critical land use planning documents such as the Local Coastal Program (LCP). The successful approval of the LCP will claw back some local land use control, while also streamlining the permit process. Speaking of Santa Monica’s economic recovery, the Planning Commission also recommends the retention of a full time economic development administrator. This position will focus on supporting existing and new businesses in the City and facilitate and coordinate opportunities for both public and private stakeholders to support the City’s ongoing economic recovery.

The end goal of both of these positions is to promote economic development urgently needed.

Promote public participation by allowing for remote public testimony: The pandemic presented numerous challenges for City governments. However, one positive aspect was the creation of remote public hearings. This allowed a new, and for some easier, ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

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Packet Pg. 954 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1685 Main Street, Santa Monica, CA 90401 • (310) 458-8411 • [email protected] santamonica.gov • @cityofsantamonica • @santamonicacity format for constituents to interact with City government. As we move past the pandemic, we should hold on to these good government practices which promote public participation and enhance the transparency of the planning process. We urge the Council to approve a budget that permits in person City Planning Commission meetings at City Hall while also accommodating remote testimony.

Landmarks Commission: The Planning Commission requests that the City Council reestablish the City of Santa Monica’s commitment to historic preservation. A key to that is to allow the Landmarks Commission to re-engage in the land use development process. Consistent with written recommendations provided to us at our public hearing by current Landmarks Commissioners, we urge the City to adopt a budget that allows for the following: (1) a return to monthly Landmarks Commission meetings; (2) restore Landmarks Commission authority to conduct preliminary reviews of demolition applications for structures over 40 years old; (3) retention of an experienced professional preservation planner; (4) provide fee subsidizes for landmark designation applicants; and (5) provide fee waivers to encourage designations by property owners (in particular, we urge the City Council to approve fee waivers for not-for-profit organizations).

We appreciate this opportunity to provide our recommendations and urge you to consider them closely.

Sincerely,
Jim Ries
Planning Commission, Chair
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

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Packet Pg. 955 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Michelle Jonas Sroka <[email protected]>
Sent: Monday, May 22, 2023 2:29 PM
To: councilmtgitems
Subject: Item 7.A Input for 2023-25 Proposed Biennial Budget - Recreation and Arts Director positions

EXTERNAL
Dear City Council members,
My name is Mimi Sroka and I have been a resident in Santa Monica for 12 years. I am a member of the Santa Monica Aquatics Advisory Committee, an advisory group to the Recreation and Parks Committee. I am also on the upcoming executive board for Franklin Elementary's PTA. I have two children who attended the SMMUSD schools and participated in a variety of City run youth programs including CREST, sports leagues and swim lessons. I am are writing this letter as an individual, not from the position of my groups as this topic has not been discussed with those groups.

I whole-heartedly support elevating the importance of Recreation and Arts in our city, but adding 3 new permanent executive positions of a Director of Recreation and Arts, an Executive Administrative Assistant and an Administrative Services Officer, at a new cost of approximately $600,000 a year including benefits, is not the way to do it.

The previous directors of the Community Services department, Andy Agle and Karen Ginsberg, have come out against this proposal. I agree with Andy and Karen that adding these 3 high level positions is not necessary and a wasteful use of scarce budget resources. The resources needed are for front-line workers, not more managers, assistants and administrators. Personally, in this day and age, a director should not need two fulltime assistants.

While the permanent staffing level is what it was pre-COVID, the number of swim instructor/lifeguard temporary FTE has not returned to the pre-COVID number. Because of that, the Swim Center hours and programming are less than pre-COVID. There is no plan in the 2023-2024 budget to increase the Swim Center hours and programming.

Drowning is the #1 cause of unintentional injury-related deaths in children ages 1-4. Santa Monica, as a beach town, should have an obligation to ensure our youth are water safe. From first-hand experience, I know youth swim classes fill up in about 2 minutes after enrollment opens online, so many children are unable to learn this critical life-saving skill. We need to do better.

More hours and programming at the Swim Center are needed to service our city’s youth and seniors. The $600,000 for the new director and their two staff members could instead be used to hire about 12 swim instructors/lifeguards to significantly expanded services to the citizens of Santa Monica.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 956 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 2 into that upgraded position along with the current groups, the Aquatics Programs (13 permanent FTE) and Community Services (10.6 permanent FTE). Existing assistant and administrative support should be used. Or just don't split the current Community Services department into two departments. Then the $600,000 can be spent on front-line workers to expand services.

Thank you for your time and consideration.

Mimi Sroka
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

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Packet Pg. 957 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Ted Winterer <[email protected]>
Sent: Monday, May 22, 2023 2:32 PM
To: Gleam Davis; Lana Negrete; Phil Brock; Christine Parra; Oscar de la Torre; Caroline Torosis; Jesse Zwick
Cc: nicole faries; David White; councilmtgitems
Subject: Item 7, 5/23/23 Council agenda
Attachments: CEPS letter to Council for retreat.docx

EXTERNAL
Mayor Davis and Honorable Councilmembers,
We at Community for Excellent Public Schools (CEPS) are grateful that you agreed with the principles in our letter sent prior to your retreat (see attached) and that you made youth programs and services a priority for the FY 23/24 municipal budget.

We look forward to the City's use of deferred pension liability paydown dollars to fund investments in our children.

Thank you,
Nicole Faries
Ted Winterer
CEPS Co-Chairs
--
Ted Winterer
Realtor @Compass, 2115 Main Street Santa Monica
DRE #02047989
To help protect your privacy, Microsoft Office prevented automatic download of this picture from the Internet.

ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

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Packet Pg. 958 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) Mayor Davis and Honorable Councilmembers,
Community for Excellent Pubic Schools (CEPS) is very aware of the challenges you face in approving a balanced budget by June 2023, and we are sympathetic to the tradeoffs you will have make given the demands of multiple interest groups. After all, CEPS was founded to help SMMUSD with its chronic budget shortfalls, a predicament for the District which continues to this day with 5% annual cuts required over the next two years.

We believe that the potential purchase by SMMUSD of either the Civic Auditorium or the acquisition of the Civic and the nearby sports field (our preference) presents a remarkable opportunity to create one-time funds for the City’s staggering legal liabilities while expediting the completion of the Santa Monica High campus upgrade. We encourage you to explore this option vigorously, as it would benefit both public agencies.

As for funding the City’s operational budget, we urge you to preserve your long term commitment to municipal funding for education and youth services. Too often when public agencies have to trim their budgets, items such as parks and kids bear the brunt of cuts while expenditures backed by more organized and influential lobbying are spared the chopping block. Yet what better commitment is there to a diverse and equitable city than an investment in our children and their future? In fact, we believe the Council should adopt an additional budget priority: Youth Services and Lifelong Education.

ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 959 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) Consequently, we urge you to postpone the pension liability pay down in your new budget and to use those funds for the continuation of Playground Club and youth sports at our schools and for the restoration of other youth programs and services, including those at Virginia Avenue Park.

Please make funding for our children your top priority in our budget priorities.

Thank you,
Nicole and Ted
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

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Packet Pg. 960 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) Mayor Davis and Honorable Councilmembers,
Community for Excellent Pubic Schools (CEPS) is very aware of the challenges you face in approving a balanced budget by June 2023, and we are sympathetic to the tradeoffs you will have make given the demands of multiple interest groups. After all, CEPS was founded to help SMMUSD with its chronic budget shortfalls, a predicament for the District which continues to this day with 5% annual cuts required over the next two years.

ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 961 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) Consequently, we urge you to postpone the pension liability pay down in your new budget and to use those funds for the continuation of Playground Club and youth sports at our schools and for the restoration of other youth programs and services, including those at Virginia Avenue Park.

Please make funding for our children your top priority in our budget priorities.

Thank you,
Nicole and Ted
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

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Packet Pg. 962 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Mike Bonney <[email protected]>
Sent: Monday, May 22, 2023 3:54 PM
To: councilmtgitems
Subject: “May 23, 2023 Agenda Item 7A Five-Year Financial Forecast Update, FY 2023-25 Proposed Biennial Budget”

EXTERNAL
HiThis historic preservation group is a joke, I don’t want money going to whatever it is that they do. I want this on the record. ThanksMike Bonney
2503 28th st #4
Sent from Yahoo Mail for iPad
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

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Packet Pg. 963 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Ted Winterer <[email protected]>
Sent: Monday, May 22, 2023 6:08 PM
To: Gleam Davis; Lana Negrete; Christine Parra; Jesse Zwick; Oscar de la Torre; Caroline Torosis; Phil Brock
Cc: David White; councilmtgitems
Subject: Item 7, 5/23/23 agenda, SM Conservancy concerns

EXTERNAL
Mayor Davis and Honorable Councilmembers,
I am aware of the Conservancy's concerns about budgeting and staffing for the City's historic preservation initiatives, which I believe have never been a priority compared to the other elements of our LUCE.

We can reasonably expect significant changes to our built environment in upcoming years due to the zoning changes implemented by the Housing Element update. I believe as new buildings are constructed we can also honor the most outstanding architecture of the past -- let's seek diversity in our built environment as well as in our population.

So I offer these suggestions for your consideration:

1. Given the current high cost of a landmark application, if it's legal you could allocate Council discretionary dollars to the Conservancy to defray these costs in the short term -- perhaps as a match to the Conservancy's private fundraising. If not legal for some reason, there may be another entity which can accept and utilize such funds in the same manner.

2. My recollection is that the Woodys case (https://www.law.com/therecorder/almID/1202716654543/) may make it challenging for the Landmarks Commission to review demolition permits and then rule on landmark designations.

However, I urge you to consult with the City Attorney to find some way for demolition permit applications to be reviewed in a public forum, whether it's the Landmarks Commission or another body (Planning Commission?). The public deserves the chance to opine on the future of structures on the Historic Resources Inventory.

3. While the City's fiscal health is not sound, surely there is a way in the short term to reduce some of the costs associated with applications for landmark status and Certificates of Appropriateness.

4. As the City's revenues recover, consider in future budgets restoring the preservation planner position in place before the COVID budget crisis.

Let's build the new housing so desperately needed for the future of our region, but at the same time let's respect and value the iconic design of the past.

Regards,
Ted Winterer
--
Ted Winterer
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

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Packet Pg. 964 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 2 Realtor @Compass, 2115 Main Street Santa Monica
DRE #02047989
To help protect your privacy, Microsoft Office prevented automatic download of this picture from the Internet.

ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

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Packet Pg. 965 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Annspun <[email protected]>
Sent: Monday, May 22, 2023 7:51 PM
To: Gleam Davis; Christine Parra; Phil Brock; Oscar de la Torre; Lana Negrete; Caroline Torosis; Jesse Zwick
Cc: councilmtgitems
Subject: Please restore the SM Historic Preservation Program.......from Ann Greenspun/SM resident

EXTERNAL
Good evening City Council Members,
If you have ever gone to a meeting or function of the SM Conservancy, it is easy to recognize the unmistakable passion and respect so many of us residents have for our cultural and architectural history. Many mightily passed these gifts on to us.

Our responsibility is to pass that on to our posterity.

It takes dedicated volunteer work and cooperation with the city for us have these elements preserved and enjoyed by our future generations.

I am hoping each of you adopts the two-phased, recommended plan below to save and protect the Santa Monica Historic Preservation Program.

While planning for our future, please continue heartily to respect the past, and work hand in hand to preserve the elements that continue to make Santa Monica special and loved by each of us.

Below is the proposal taken from the Santa Monica Conservancy's suggestions.

I strongly urge the City Council to adopt it.

With respect,
Ann Greenspun
46 years of being an involved SM resident
Restore the Preservation Program in 2 Phases
Phase I: budget neutral optimization to reduce the cost burden on applicants right away
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 966 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 2  Restore monthly meetings of the Landmarks Commission to ensure city-wide of historic resources.
 Return Demolition Review to the Landmarks Commission.  Reduce the cost of Landmark Applications by streamlining consultant and staff reports.
 Streamline Certificate of Appropriateness analysis to focus on conformance with the standards.

Phase II: restoration of the Preservation Planner position in 2024  Landmark Application Analysis by Preservation Planner credentialed in preservation and planning with skills in
 historical research and analysis, eliminates costly outside consultants, and shortens processing time.
 Applicant Awareness of Incentives by Preservation Planner who supports use of the State Historic Building
 Code and Zoning Ordinance exceptions to achieve programmatic goals while preserving historic features.
 Restore fee waivers for nonprofit organizations to ensure equitable access to the program.

ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 967 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Heather Staves <[email protected]>
Sent: Monday, May 22, 2023 7:58 PM
To: councilmtgitems
Subject: Restoration of the Preservation Program in 2 Phases

EXTERNAL
Please support the Santa Monica Conservancy plan to restore the Landmarks Program, including streamlining processing and hiring a trained preservation professional.
--
Heather
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 968 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Alexandra Sundell <[email protected]>
Sent: Monday, May 22, 2023 8:58 PM
To: councilmtgitems
Subject: Landmarks Program restoration

EXTERNAL
Please adopt the restoration of the Santa Monica Landmarks Program.

Thank you,
Alexandra Sundell
90405
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 969 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Mike Layton <[email protected]>
Sent: Monday, May 22, 2023 9:24 PM
To: councilmtgitems
Subject: Agenda Item: Pickleball & Budget Meeting 5.23.23

EXTERNAL
Dear Santa Monica City Council,
As many of you may know, Santa Monica racquet/paddle sports have been facing significant challenges caused by a shortage of available "court" space. Please review the suggestions below, which I believe are reasonable steps to support pickleball and the other "court" sports involved. "Courts Advisory Committee": I endorse the proposal put forth by the Santa Monica Parks and Recreation Commission to establish a Committee for Court Facilities. This committee would be responsible for devising strategies and solutions aimed at supporting sports such as tennis, pickleball, volleyball, and basketball—sports that rely on court facilities.

Valid Santa Monica Resident Pickleball Player Information: It is important to note that the data regarding pickleball participants from Santa Monica residents has yet to undergo current thorough verification and processing by the city.

The Santa Monica Pickleball Club, a private organization, has presented their estimate of Santa Monica resident pickleball involvement (*Approx: 470) during a meeting with the Parks and Recreation Commission on March 16, 2023.

However, it is necessary for the city to obtain precise participant data through their established verification and screening procedures, such as ID verification and utility bill confirmation. This process should mirror the approach used for collecting participant data in other sports within the city. Consequently, the actual number of Santa Monica residents who actively enroll and engage in pickleball within the city remains unknown. - While not explicitly mentioned in the recommendations put forth by the Parks and Recreation Commission, this is a crucial aspect missing from the overall pickleball process. It is highly significant and warrants further consideration.

City Controlled Pickleball: I stand behind the efforts of pickleball enthusiasts to locate suitable and equitable venues for their sport. The Parks and Recreation Commission has proposed that the city resumes its oversight of pickleball programs offered by the municipality. This measure aims to address disparities, eliminate confusion, and establish a more organized framework. For instance, the management of public "open play" pickleball should be entrusted to the city rather than a private entity, as is presently the case.

Thank you for acknowledging this email, and I am hopeful we can discover fair and balanced solutions for racquet and paddle sports which benefit all players involved.

Warm Regards,
Mike Layton
Santa Monica Resident
Santa Monica Small Business Owner
PTM Ambassador
USPTA Elite Professional
USPTA Examiner (former)
Coach of #1 ITF USA Junior (former)
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 970 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Soloff, Michael <[email protected]>
Sent: Monday, May 22, 2023 11:06 PM
To: councilmtgitems
Cc: [email protected]; Santa Monica Democratic Club; Gleam Davis; Lana Negrete; Phil Brock; Christine Parra; Oscar de la Torre; Caroline Torosis; Caroline Torosis; David White; Douglas Sloan
Subject: 5.23.2023 SM CC Meeting Agenda Item 7A-Joint SMRR and SMDC Letter Opposing Diversion of Affordable Housing Funds .pdf;
Attachments: 5.23.2023 SM CC Meeting Agenda Item 7A-Joint SMRR and SMDC Letter Opposing Diversion of Affordable Housing Funds .pdf

EXTERNAL
Please find attached a joint letter from Santa Monicans For Renters’ Rights and the Santa Monica Democratic Club regarding Agenda Item 7A for the May 23, 2023 City Council meeting.

ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 971 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 May 22, 2023
Re: Agenda Item 7.A for May 23, 2023 City Council Meeting (Budget Study Session) – Opposition to Proposed Diversions of Housing Trust Funds Without Concrete and Binding Plans for Prompt Repayment
Dear Councilmembers:

Both Santa Monicans for Renters’ Rights (“SMRR”) and the Santa Monica Democratic Club (“SMDC”) urge you to act immediately to revise Staff’s proposed ongoing diversions—without any concrete and binding plan for prompt repayment—of Housing Trust Fund (“HTF”) monies, including the GSH sales tax revenues that more than 70% of Santa Monica voters stated should be used equally for funding affordable housing programs for lower and moderate income households and for funding the public schools. As explained in detail below, not only are the proposed diversions of HTF monies therefore contrary to the democratic intent of the voters, as well as contrary to Santa Monica Municipal Code Section 4.90.30(e) (a provision which the voters added in 2022 through new Measure GS), the proposed diversions also are wholly inconsistent with the City and this Council’s claimed intentions to promote racial justice, equity, and social diversity, to comply with the approved Housing Element, and to comply with City Charter Section 630.

The specific Staff proposals at issue are the following.

First, based upon SMRR and SMDC’s reviews of the Staff report for this budget study session and the supporting materials, it appears that no provision is being made for the previously promised repayment of the $5.3 million in GSH sales tax revenues diverted from the HTF to other uses in FY 2020-2021 in response to the City’s pandemic-induced fiscal emergency.

In particular, at its April 13, 2021 meeting, when considering how to use American Rescue Plan funds, the City Council—including Mayor Davis and Councilmembers Brock, de la Torre, and Parra—voted unanimously both to reject any further diversions of GSH sales tax revenues from the HTF during the upcoming FY 2021-2022 fiscal year, and to repay as soon as possible the GSH sales tax revenues diverted from the HTF during FY 2020-2021. Accordingly, the Staff Report for the FY 2021-2022 budget study session held on May 25, 2021 stated on page 11 that “[t]he [five-year] forecast also includes payments, over three years, of the deferred FY 2020-21 ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 972 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 2 Measure GSH Housing Trust Fund allocation beginning in FY 2023-24.” (emphasis added). But there is no evidence in the materials for this study session that this promised repayment will occur.

Second, at the April 25, 2023 City Council meeting, the City Attorney announced Council’s approval of a new $122.5 million settlement to resolve pending lawsuits alleging child molestation by Eric Uller. The City Manager spoke briefly about how the settlement would be funded. As he stated at that time, and as confirmed in an email to the NOMA Board by the City's Director of Finance, the City plans to finance the settlement include—in addition to drawing down reserves in the General Fund, borrowing "from" the general fund portion of the workers compensation fund, and borrowing "from" the Water Fund—both (1) "[s]uspending a substantial portion of contributions of Measure GSH (2016) funds to affordable housing for FY 2022-23 and FY 2023-24," and (2) borrowing "against" the general fund portion of the Housing Trust Fund.

No plan for the repayment of these HTF fund diversions was provided, let alone a binding and concrete plan for prompt repayment. And no plan appears in the materials for this budget study session.

Based on a unanimous vote of SMRR’s Steering Committee, and on the unanimous vote of the SMDC Political Action Committee and the SMDC Executive Committee, it is SMRR and SMDC’s positions that:

1. The City must honor its prior commitment to repay the Measures GS/GSH funds that it diverted from the Housing Trust Fund in the first year of the pandemic.

2. No funds should be taken from the Housing Trust Fund, and no sales tax revenues that would have been placed in the Housing Trust Fund should be diverted, to pay for the Uller settlement without a concrete plan and binding commitment to promptly repay those funds from future insurance recoveries, litigation recoveries, or other general funds.

Here are the reasons why you, our City Council, should vote to adopt these same positions.

First, diverting monies from the HTF and using them for purposes other than affordable housing programs for lower and moderate income households is anti-democratic and contrary to Santa Monica Municipal Code Section 4.90.30(e).1
In 2016, more than 70% of Santa Monica voters—
by passing measure GS—stated that one-half of the Measure GSH sales tax revenues should go to affordable housing programs and one-half to the public schools. Then, in 2022, Santa Monica voters confirmed their 2016 choice when they approved the new Measure GS, including the provisions stating that the transfer tax funds raised for affordable housing programs and for the schools by the new GS are in addition to and not in replacement of the existing funding for these programs and for the schools, including funding provided in accordance with prior advisory measures. These provisions—now found at Santa Monica Municipal Code Sections

1 SMRR and SMDC are political organizations, and therefore take no position regarding the legal consequences to the City should it violate Santa Monica Municipal Code Section 4.90.30(e).

ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

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Packet Pg. 973 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 3 4.90.20(c)2 and 4.90.30(e)3—were expressly called out by the City Attorney in both the Ballot Title and Summary appearing on the first page of each signature petition, and in the Impartial Analysis of Measure GS found in the November 2022 General Election Official Sample Ballot voter pamphlet: “The School Fund and the Homelessness and Affordable Housing Fund are intended to provide additional support and not replace any existing funding under current agreements or prior advisory measures.” (emphasis added).

At the same 2022 election, the voters had the option to pass Measures DT/DTS in order to provide funding for a different set of priorities as described in Measure DTS. But more than 65% of Santa Monica voters rejected this option.

In short, in 2021 the City Council—including Mayor Davis and Councilmembers Brock, de la Torre and Parra—recognized the importance of honoring the voters’ will regarding the use of GSH funds, including by voting to direct repayment as soon as possible of the GSH sales tax revenues diverted from the HTF during the first year of the pandemic. The City Council should continue to respect the will of the voters, rather than renege on the promised repayment to the HTF of the diverted FY 2020-2021 GSH sales tax revenues and/or authorize the further diversion of HTF funds and GSH sales tax revenues for the Uller settlement in the absence of a concrete and binding plan for their prompt repayment.

Second, diverting monies from the HTF and using them for purposes other than affordable housing programs for lower and moderate income households is wholly inconsistent with the City and this Council’s claimed intentions to promote racial justice, equity, and social diversity, and to comply with the approved Housing Element.

There is no doubt that maximally available affordable housing funding is necessary to promote racial justice, equity, and social diversity in Santa Monica.

The City—together with SMCC and SMMUSD—invited Heather McGhee (author of The Sum of Us: What Racism Costs Everyone and How We Can Prosper Together) to be the keynote speaker last Thursday evening at the John Adams Middle School Performing Arts Center.

Mayor Davis introduced Ms. McGhee, and Councilmember Brock was announced as one of the V.I.P.’s in attendance. As Ms. McGhee states in her book:

2 “In enacting this Initiative, it is the intent of the voters that any funds allocated to the SMMUSD or any future school district pursuant to this Section should be additional to, and not a replacement of, any funds the City otherwise provides to the school district, including any funds provided according to existing agreements or in accordance with prior advisory measures regarding City funding for public education.”
3 “In enacting this Initiative, it is the intent of the voters that any funds allocated to the Homelessness Prevention and Affordable Housing Fund should be additional to, and not a replacement of, any funds the City otherwise provides for the purposes described above, including any funds provided in accordance with prior advisory measures regarding City funding for affordable housing.”
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

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Packet Pg. 974 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 4 Because of our deliberately constructed racial wealth gap, most black and brown families can't afford to rent or buy in places where white families are, and when white families bring their wealth into black and brown neighborhoods, it more often leads to gentrification and displacement than enduring integration. The solution is more housing in more places that people can afford on the average incomes of workers of color. What gets in the way is objections about costs--to real estate developers, to public budgets, and to existing property owners. (emphasis added).

In Santa Monica, "places that people can afford on the average incomes of workers of color" means deed-restricted or rent-subsidized housing for lower and moderate income households.

The Los Angeles Almanac, using 2017-2021 American Community Survey data from the Census Bureau, reports the following regarding median household income by race in Los Angeles County and in Santa Monica:

City/Community All White Alone Asian Hispanic/ Black/
(not Hispanic) Latino African American
LA County $77,456 $95,193 $90,444 $66,929 $51,841
Santa Monica $99,847 $107,112 $117,500 $69,681 $45,613
While Santa Monica has a long way to go to help undo systemic racism and to more fully integrate our community, it is not a coincidence that the Lawyers' Committee for Civil Rights Under Law found each of the following in its 4/1/20 report entitled ASSESSMENT OF FAIR HOUSING City of Santa Monica (emphasis added):

1. “The City of Santa Monica has enacted numerous policies to prevent displacement and increase the supply of affordable housing, including rent control, just-cause eviction, anti-tenant harassment laws, source of income protections, and anti-discrimination laws that afford protections beyond the federal Fair Housing Act and the California Fair Employment and Housing Act.

Santa Monica has also enacted mandatory inclusionary housing and spends significant local resources on affordable housing creation and rental subsidies.

Santa Monica also has among the highest [Section 8 voucher] exception payment standards in the country, and is undoubtedly implementing more programs to address its fair housing needs than other actors in the region. These actions have resulted in a drastically expanded [affordable] housing stock in the City.”

2. “The City of Santa Monica provides most of the affordable housing in the West Los Angeles area.”

3. "Since 1990, segregation has decreased in Santa Monica at a faster rate than within the greater region."
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

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Packet Pg. 975 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 5 There also is no doubt that maximally available affordable housing funding is necessary to comply with the approved Housing Element. The Housing Element is replete with affordable housing programs and policies for which the City states a need to locate funding. See, e.g., Program 2B (right of first refusal ordinance for non-profit affordable housing providers); Program 2E (commit to the production of affordable housing on City-owned/publicly-owned land); Program 3C (facilitate the conservation of restricted and non-restricted at-risk housing); Program 3D (maintain an acquisition and rehabilitation program); Program 6B (seek funding sources to support rental assistance for vulnerable individuals and households at-risk of displacement); Program 6C (maintain and expand the preserving our diversity (POD) program).

Moreover, the RHNA allocation to Santa Monica called for the creation 6,158 deed-restricted affordable housing units, 69% of the total RHNA allocation. The Housing Element cites lack of available funding as the reason for setting its quantified objectives for these deed-restricted affordable units at just 2,249 (just 36.5% of the RHNA allocation).

Finally, there is no doubt that maximally available affordable housing funding is necessary for the City Council to comply with Section 630 of the City Charter. That provision, added by the voters of Santa Monica in 1990 through Proposition R, provides:

The City Council by ordinance shall at all times require that not less than thirty percent (30%) of all multifamily-residential housing newly constructed in the City on an annual basis is permanently affordable to and occupied by low and moderate income households. For purposes of this Section, “low income household” means a household with an income not exceeding sixty percent (60%) of the Los Angeles County median income, adjusted by family size, as published from time to time by the United States Department of Housing and Urban Development, and “moderate income household” means a household with an income not exceeding one hundred percent (100%) of the Los Angeles County median income, adjusted by family size, as published from time to time by the United States Department of Housing and Urban Development. At least fifty percent (50%) of the newly constructed units required to be permanently affordable by this Section shall be affordable to and occupied by low income households.
(emphasis added). This provision reflects the desire of Santa Monicans to live in an economically diverse community, rather than an economically-gated community like Beverly Hills, Brentwood, or Pacific Palisades.

Given the Council’s recent establishment of a uniform inclusionary zoning requirement of 15%, and the fact that the State Density Bonus Law effectively reduces that inclusionary zoning requirement to just 11% as demonstrated by the recent Gelson’s project, it is patent that maximally available funding is needed for Council to meet its obligations under Section 630 of the Charter.

In short, the Housing Element states: “The City Council has prioritized funding and land use policies to develop affordable housing.” In order to stay true to its stated priorities and legal responsibilities, City Council must continue to do so, rather than renege on the promised ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

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Packet Pg. 976 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 6 repayment to the HTF of the diverted FY 2020-2021 GSH sales tax revenues and/or authorize the further diversion of HTF funds and GSH sales tax revenues for the Uller settlement in the absence of a concrete and binding plan for their prompt repayment. * * *
In conclusion, SMRR and SMDC appreciate the problems created by Eric Uller, and does not challenge the wisdom of settling the pending Uller-related lawsuits. But that cannot excuse taking HTF funds to pay that settlement without some concrete and binding plan to promptly repay those HTF funds from insurance recoveries, litigation recoveries, or other general revenues of the City that are not subject to specific voter direction. Nor can it excuse the City reneging on it prior promise to repay as soon as possible the GSH sales tax revenues diverted from the HTF fund during the first year of the pandemic. Please do not do permit such inexcusable diversions of desperately needed affordable housing funds.

Thank you for considering SMRR and SMDC’s views on this important subject.

Sincerely,
Denny Zane Jon Katz
Co-Chair, Santa Monicans for Renters’ Rights President, Santa Monica Democratic Club Mike Soloff
Co-Chair, Santa Monicans for Renters’ Rights
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

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Packet Pg. 977 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Debbie Mahdessian <[email protected]> Sent: Tuesday, May 23, 2023 9:54 AM
To: councilmtgitems
Subject: May 23 Meeting Item-Fiscal Year 2023-25 biennial budget (Pickleball)

EXTERNAL
Dear City Council,
I am writing in support of the recommendation from Recreation and Parks Commission recommendation to approve reinstating a modified and revenue-supported City-run pickleball program that is staffed with City staff, gives priority access to residents, and charges nominal fees for high-demand open-play session time.

As a Santa Monica resident, business owner, homeowner, parent of 5 and USTA NJTL Youth non-profit organization I strongly urge council to approve this in the budget for the following reasons:
 EQUITY-To create equity between the two sports that are sharing tennis courts, both sports and their users (residents, instructors and organizations) should be subject to the same oversight and rules for access. Currently, tennis users are overseen by City rules and fees, pickleball users are overseen by an outside, private organization that is permitted on a monthly basis by the city. There are no rules currently governing the permit holder regarding what hours instruction and clinics are allowed(unlike tennis). This discrepancy in governance is a large contributor to unnecessary friction between the two sports sharing the tennis courts. There is no other sport in the City that is conducted in the manner pickleball currently is.  FINANCIAL-The cost of creating and hiring personelle to staff the oversight will be recouped through reservation card fees, court fees and city run programming through community class pickleball (which is currently not offered)
 DATA-Gathering current and accurate data on the number and proportion of resident and non resident pickleball players (as the city has on teens through reservation cards and community class registrations) as well as the age demographics of the player. The City has accurate data on the number and ages of tennis players, but has no reliable or verifiable data on pickleball. Without accurate data, informed decisions on allotment of financial and space resources for the sports.

I support the growth of BOTH pickleball and tennis in our community, proportional to the demand by residents based on accurate data. Creating this position in the budget will allow this and alleviate much of the friction that has unfortunately defined the relationship between the two sports in our common city.

I welcome any questions and would love to be a part of the solution.

Sincerely,
Debbie Mahdessian
310-430-1962
Website
Instagram
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

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Packet Pg. 978 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 2 ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

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Packet Pg. 979 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: [email protected]
Sent: Tuesday, May 23, 2023 11:29 AM
To: councilmtgitems
Subject: Item 7A, biennial budget review

EXTERNAL
Dear Council Members,
The current staffing level for the city library services is 60% of pre-pandemic level. This next budget only increases it to 65% of pre-pandemic level.

These cuts are particularly critical to lower income, youth, and senior citizens of our city. Please prioritize more resources to restore these library services.

Thank you,
Clare Thomas
2602 25th St
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 980 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Kathy Knight <[email protected]>
Sent: Tuesday, May 23, 2023 11:41 AM
To: councilmtgitems
Subject: May 23, 2023 Agenda Item 7A Five-Year Financial Forecast Update, FY 2023-25 Proposed Biennial Budget”

EXTERNAL
May 23, 2023
To: Santa Monica City Council
From: Kathy Knight
Sunset Park resident for 30 years
[email protected]
(310) 613-1175
Dear City Council Members:

Please support the request by the Santa Monica Conservancy to lower the costs of landmarking our precious resources here in Santa Monica that are so important for the enjoyment of our City life.

PLEASE SUPPORT THIS REQUEST so that we can have monthly Landmarks Commission meetings again, give the commission more responsibilities to protect our landmarks, and lower the cost of designation applications, so that not only the rich can apply for landmark protections.

Our landmarks are so important to preserve, for us and future generations, and they make our City more attractive for tourists and business - which helps our economy over all.

I know many people that are getting very unhappy with places being torn down and huge Mega buildings being put up that are not that attractive to tourists and local residents.

Most residents cannot afford to live in them.

PLEASE RESTORE THE BUDGET FOR OUR HISTORIC PRESERVATION PROGRAM.

Thank you.

ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

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Packet Pg. 981 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Esther Hickman <[email protected]>
Sent: Tuesday, May 23, 2023 12:46 PM
To: councilmtgitems
Subject: “May 23, 2023 Agenda Item 7A Five-Year Financial Forecast Update, FY 2023-25 Proposed Biennial Budget” in the subject line.

EXTERNAL
Dear Honorable City Council Members,
Acknowledging the city’s current funding constraints, we are asking Council to recommend Restoration of the Preservation Program in 2 Phases.

Phase 1 (NOW): Budget neutral optimization to reduce the cost burden on applicants right away!
 Restore monthly meetings of the Landmarks Commission to ensure city-wide review of historic resources.
 Reduce the cost of Landmark Applications by streamlining consultant and staff reports.  Streamline Certificate of Appropriateness analysis to focus on conformance with the standards.
 Return Demolition Review to the Landmarks Commission.

Phase II (NEXT YEAR): Restore the 2019 Preservation Planner position (a credentialed professional in preservation and planning with skills in historical analysis) so that:
 Landmark Application Analysis can be conducted in house just as all other discretionary building permits are evaluated, eliminating the need to hire costly outside consultants, and streamlining the process.
 Applicants can be informed of Incentives such as encouraging the use of the State Historic Building Code and Zoning Ordinance exceptions to achieve programmatic goals while preserving historic features.
 With reduced costs, fee waivers for nonprofit organizations can be restored to ensure equitable access to the program.

With Gratitude for all you do for all of us!
--
Esther Hickman
310.600.7306
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

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Packet Pg. 982 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: PNA90404 <[email protected]>
Sent: Tuesday, May 23, 2023 1:34 PM
To: councilmtgitems; Christine Parra; Oscar de la Torre; Phil Brock; Lana Negrete; Jesse Zwick; Caroline Torosis
Cc: [email protected]; David White
Subject: Save the Historic Preservation Program

EXTERNAL
Dear Santa Monica City Council Members and City Manager, The PNA Board is writing this letter to demonstrate support to restore the Historic Preservation Program in two phases. We feel that it is important for our city to do its part in preserving the character and scale of our neighborhoods and in doing so protecting long-term renters and small locally owned businesses.

As we move forward to meet the growing needs for housing and new development projects, City leaders must ensure that the infrastructure established to adequately support laws and policies in our LUCE, Historic Preservation Element, and Zoning Ordinance is fully funded. Unfortunately, due to budgets cuts resulting from the COVID lockdown the preservation program has come to a halt. The purview of the quasi-judicial, wellqualified Landmarks Commission has been stripped down. Months-long delays in application processing and astronomically high fees have discouraged new applications. The work is not getting done. Landmarks applications are in sharp decline, not a single new application has come in since November 2022. The city may already be losing significant historic resources that we can never get back.

We urge that you consider restoring the Historic Preservation Program in 2 Phases. This will provide the City the ability to sufficiently fund as development projects move forward.

Phase I: budget neutral optimization to reduce the cost burden on applicants right away • Restore monthly meetings of the Landmarks Commission to ensure city-wide of historic resources. • Return Demolition Review to the Landmarks Commission. • Reduce the cost of Landmark Applications by streamlining consultant and staff reports. • Streamline Certificate of Appropriateness analysis to focus on conformance with the standards.

Phase II: restoration of the Preservation Planner position in 2024 • Landmark Application Analysis by Preservation Planner credentialed in preservation and planning with skills in historical research and analysis, eliminates costly outside consultants, and shortens processing time. • Applicant Awareness of Incentives by Preservation Planner who supports use of the State Historic Building Code and Zoning Ordinance exceptions to achieve programmatic goals while preserving historic features. • Restore fee waivers for nonprofit organizations to ensure equitable access to the program.

Thank you for your time and consideration.

PNA Board of Directors
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

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Packet Pg. 983 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: june Jones <[email protected]>
Sent: Tuesday, May 23, 2023 2:29 PM
To: councilmtgitems
Subject: Landmarks

EXTERNAL
Continue seeking and renewing Santa Monica’s landmarks.

Sent from my iPhone
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

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Packet Pg. 984 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Mike Salazar <[email protected]>
Sent: Tuesday, May 23, 2023 2:39 PM
To: councilmtgitems
Subject: Item 7A Budget to restore Preservation Program Attachments: Item7a-May23-2023-CityCouncil-Salazar.pdf

EXTERNAL
May 23, 2023
City Council, May 23, 2023, Item 7A
Please distribute the attached letter in support of the restoration of the Preservation Program as a budget priority to the City Council, City Manager, Planning Department and all appropriate city staff.

Thank You in advance,
Mike Salazar, Architect
Ocean Park/Santa Monica
--
Mike Salazar
The information contained in this e-mail message is intended only for the use of the individual or entity named above. If the reader of this message is not the intended recipient, or is not the employee or agent responsible for delivering it to the intended recipient, you are hereby notified that any dissemination, distribution or copying of this communication is strictly prohibited. If you have received this message in error, please immediately notify us by telephone or reply by e-mail and promptly delete the message.

Thank you.

ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

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Packet Pg. 985 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 986 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

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Packet Pg. 987 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Leonora <[email protected]>
Sent: Tuesday, May 23, 2023 3:35 PM
To: councilmtgitems
Subject: Agenda Item 7.A for May 23, 2023 City Council Meeting (Budget Study Session) – Opposition to Proposed Diversions of Housing Trust Funds Without Concrete and Binding Plans for Prompt Repayment

EXTERNAL
Subject: Opposition to Proposed Diversions of Housing Trust Funds Without Concrete and Binding Plans for Prompt Repayment
Dear Councilmembers,
I'm writing as a deeply concerned resident of Santa Monica regarding the proposed ongoing diversions of Housing Trust Fund (HTF) monies, specifically GSH sales tax revenues intended for affordable housing programs and public schools funding. I've noted with alarm that there is no clear plan for repayment of the $5.3 million in GSH sales tax revenues diverted from the HTF in FY 2020-2021. Equally worrying is the recent approval of a $122.5 million settlement, funded partially by suspending a considerable portion of Measure GSH funds and borrowing against the HTF, again without any indication of a repayment plan.

As a Santa Monica resident, I believe it is crucial that the city adheres to its prior commitment to reimburse the HTF for the diverted Measures GS/GSH funds. Furthermore, any funds borrowed from the HTF to settle the Uller lawsuit must come with a guarantee of swift repayment from future insurance recoveries, litigation recoveries, or other general funds. It is essential to respect the will of Santa Monica's voters who supported the use of GSH funds for affordable housing and public schools and continue to strive for racial justice, equity, and social diversity.

While I understand the challenges brought about by the Eric Uller-related lawsuits, I believe it's crucial to maintain a strong commitment to affordable housing and schools funding, especially in light of H0using Element commitments. Any proposed diversions of HTF monies should come with concrete and binding plans for quick repayment. I urge you to consider the long-term implications of these decisions and act in the best interest of our community.

Sincerely,
Leonora Camner
Santa Monica resident
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

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Packet Pg. 988 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Tara Barauskas <[email protected]>
Sent: Tuesday, May 23, 2023 3:34 PM
To: councilmtgitems
Subject: Item 7A
Attachments: item7a.pdf

EXTERNAL
Dear Mayor Davis and Members of the City Council, please find attached a letter regarding Item 7A. Thank you.

Tara Barauskas, LEED AP
Executive Director
Community Corporation of Santa Monica
1423 2nd Street, Suite B
Santa Monica, CA 90401
(310) 394-8487 ext. 133
[email protected]
www.communitycorp.org
I acknowledge with respect and gratitude the Tongva, Kizh, and Chumash Peoples on whose traditional territory I live and work.

ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 989 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

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Packet Pg. 990 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Council Mailbox
Sent: Tuesday, May 23, 2023 3:50 PM
To: councilmtgitems
Subject: Fw: Tonight's Meeting Agenda Item 7A Budget Study Session From: Kurt Gonska <[email protected]>
Sent: Tuesday, May 23, 2023 2:24 PM
To: Jesse Zwick <[email protected]>; Caroline Torosis <[email protected]>; Phil Brock <[email protected]>; Gleam Davis <[email protected]>; Christine Parra <[email protected]>; Lana Negrete <[email protected]>; Oscar de la Torre <[email protected]>
Cc: Council Mailbox <[email protected]>
Subject: Tonight's Meeting Agenda Item 7A Budget Study Session City Councilmembers,
In addition to my position as a Rent Control Board Commissioner, I'm a member of SMRR and Santa Monica Democratic Club. I'm writing in support of the positions taken by those organizations in their letter to you dated 5/22/23 (Re: Agenda Item 7.A for May 23, 2023 City Council Meeting (Budget Study Session) – Opposition to Proposed Diversions of Housing Trust Funds Without Concrete and Binding Plans for Prompt Repayment).

I urge you to avoid diverting funds from affordable housing – as do your constituents who made this clear on Election Day in November.

It is crucial to prioritize funding for affordable housing.

Thank you.

Kurt Gonska
Commissioner, Santa Monica Rent Control Board
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 991 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Helen Landon <[email protected]>
Sent: Tuesday, May 23, 2023 4:55 PM
To: councilmtgitems
Subject: “May 23, 2023 Agenda Item 7A

EXTERNAL
I know that I’m late, but I want to voice my support for funding that supports city landmarks. I believe we benefit from preserving our past.

Thank you for all you do,
Helen Z. Landon, PhD
Santa Monica resident since 1986 ish.

ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 992 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 1 Xavier Mota
From: Elan Glasser <[email protected]>
Sent: Tuesday, May 23, 2023 5:03 PM
To: Council Mailbox
Cc: councilmtgitems; David White; Finance Mailbox
Subject: City Budget / Item 7-A on tonight's agenda

EXTERNAL
Dear City Council, City Manager and Mayor:

I am writing regarding the budget study session on tonight’s agenda (item# 7-A).

In 2020, during the height of the city’s pandemic budget crisis, the city council decided to make draconian cuts to our public libraries. I believe that this was the most drastically cut department in the city at that time, by a wide margin. The library laid off well over half its full-time equivalent staff and 80% of its Youth Services (children’s) librarians.

Loud voices of outcry from residents followed, and city council promised residents numerous times that the cuts were short-term and that they would be restored. The recent ballot measures passed by voters specifically promised restoration of library services and that is what many residents believed they were voting for, among other priorities.

Since 2020, a few very modest increases in library funding have occurred, however branch libraries remain gutted, with 2 of them open only 2 days week, and unstaffed. The others have severely restricted hours and have gutted programs such as story time and after school tutoring for low-income families.

In the current city staff proposal, a measly additional 600K in funding is proposed for fiscal year 2023-24. The original library budget, pre-pandemic was around $13M. A full restoration of the library budget would cost approximately 2 million additional dollars. To put this in perspective, in an annual city budget of well over $400M, we are talking about under 0.5% of the city budget to restore library funding to pre-pandemic levels.

Residents have patiently waited 3 long years for their beloved libraries to fully reopen, only to feel blindsided by this latest staff proposal.

Libraries are not self-organizing. They are not only about opening hours and checking books in and out. Libraries rely on professionals to curate, update and support collections, and to plan community services such as adult and child literacy programs, ESL and after-school tutoring programs, as well as internet and information services that are especially important for low income community members. Now that the pandemic has ended, it is essential that we restore these programs and services.

The staff proposal talks about increasing library opening hours, but in reality, without full funding restoration, there is not enough staff to restore branch library story times, tutoring and other services. A generation of children are growing up without their beloved neighborhood story times, not to mention without consistent access to branch libraries for safe places to study and learn.

Cutting libraries hits the poorest and most vulnerable amongst us the hardest, including seniors and people who wouldn’t otherwise have access to books and safe study spaces, to free internet access, to a variety of children’s services like tutoring, and to education for adults including ESL.

ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

7.A.f
Packet Pg. 993 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) 2 Now is the time for City Council to direct staff to restore library funding and to not only make annual piecemeal adjustments.

I urge the Council to direct staff to reallocate under 0.5% of the city budget in order to fully restore the library’s budget.

Thanks for your time and consideration,
Elan Glasser
Longtime Santa Monica Resident
c 310.720.6075
ITEM 7.A.

MAY 23, 2023
ITEM 7.A.

MAY 23, 2023

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Packet Pg. 994 Attachment: Written Comments [Revision 1] (5224 : FY 2023-2025 Biennial Budget Study Session) City Council – May 23, 2023
FY 2023-25 Proposed Biennial Budget Study Session

7.A.g
Packet Pg. 995 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study Agenda
– Budget Study Session

1. Budget Overview

2. Financial Status Update

3. Department Presentations

4. Capital Improvement Program

5. Other Business

6. Council Questions
2 7.A.g
Packet Pg. 996 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study March 11 Retreat
• 5 Year Forecast, state of
operations
• Council adopts priorities for
FY 2023- 25 Biennial Budget
May 23 Study Session
• Proposed FY 2023-
25 Budget Presented
to City Council for
feedback
June 27 Adoption
• FY 2023- 25 Budget
Public Hearing and
Adoption
The City’s Biennial Budget Timeline
Year 1 – Biennial
• Priority Setting Process
• Comprehensive Budget Document
• Adopt Year 1; Approve Year 2 Plan
Year 2 – Exception-Based
• Adjustments to Year 2 Plan
• Adopt Year 2

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Packet Pg. 997 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study The FY 2023-25 Proposed Biennial Budget
Most substantial restoration and introduction of new
ongoing services since 2020 restructuring
 Provides stability through ongoing program funding
 Strategic and focused on community priorities and
enabling in-person services
 Year 1 Budget is Balanced
 Year 2 General Fund Uses Working Capital Reserves
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Packet Pg. 998 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study BUDGET OVERVIEW:

FY 2023-25 Proposed Budget
5 FY 2023-24 Proposed Budget
Citywide - $740.9 million*
• 3.8% increase over FY 2022-
23 General Fund - $436.9 million
FY 2024-25 Budget Plan
Citywide - $746.4 million*
• 0.8% increase over FY 2023-
24 General Fund - $458.6 million
*Net of reimbursements and transfers between funds
636.8
660.6
104.1

85.9 - 100.0 200.0 300.0 400.0 500.0 600.0 700.0 800.0
Budgeted Expenditures* (in millions)
Operating Capital
Other
Funds
Enterprise
Funds
General
Fund

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Packet Pg. 999 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study BUDGET OVERVIEW:

FY 2023-25 Proposed Budget
6 2,297.9
1,877.2
2,097.1
0 500 1000 1500 2000 2500
Citywide Staffing Over Time
FY 2023-24 Proposed Budget FY 2020-21 Adopted Budget FY 2019-20 Adopted Budget • FY 2023-24 FTE
Change
• +46.5 Permanent
• +11.5 As-needed
• Still 200 short of prepandemic levels- mostly in
General Fund

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Packet Pg. 1000 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study • FY 2023
-25 BIENNIAL BUDGET:

FY 2023-25 BIENNIAL BUDGET:

General Fund

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Packet Pg. 1001 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study FY 2023-25 BIENNIAL BUDGET:

Addressing
Homelessness
Clean & Safe
Santa Monica
Cultivate
Economic
Recovery &
Expand
Community &
Cultural
Offerings
Racial Justice,
Equity & Social
Diversity
Sustainable &
Connected
Community
RECREATION & ARTS CITY MANAGER’S OFFICE

POLICE FIRE

FINANCE LIBRARY

HOUSING & HUMAN
SERVICES PUBLIC WORKS INFO. SYSTEMS
CITY CLERK’S OFFICE HUMAN RESOURCES
TRANSPORTATION CITY ATTORNEY’S OFFICE

COMMUNITY DEVELOPMENT

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Packet Pg. 1002 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study FY 2023-25 BIENNIAL BUDGET:

Addressing Homelessness
Housing & Human
Services
• New department focus
• Multi-Disciplinary Street
Teams expansion
• SamoShel 24/7 intakes
• Housing voucher
program/staffing
expansion
Police
• Expanded Homeless
Liaison Program
expansion
• Salvation Army
outreach teams
City Manager's
Office/Housing &
Human Services
• Homelessness Strategic
Plan

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Packet Pg. 1003 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study FY 2023-25 BIENNIAL BUDGET:

Clean & Safe Santa Monica
Police
• DaRT Continuation
• Expanding
technology
• Plan for SMART
Center
• Parking Structure
Security expansion
Fire
• EMS strategic
focus
• Case Manager
for high utilizers
Public Works
• Debris/waste cleanup from PEH
• Alley cleaning & bulky
item cleanup
• Water feature
permanent
restoration
• Tree pruning
restoration
Transportation
• Transit Safety
Program
Community
Development
• Code Enforcement
Pier security
continuation
• Homeshare
monitoring

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Packet Pg. 1004 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study FY 2023-25 BIENNIAL BUDGET:

Cultivate Economic Recovery & Expand
Community & Cultural Offerings
Housing &
Human
Services
• Youth Programs
restored
• CREST
• VAP Teen
Center
• Police Activities
League
Library
•Open Main on
Saturdays
•Evening hours
extended
•Main morning
hours extended
•One-time
restorations
permanent
Recreation &
Arts
• New department
focus
• Art of Recovery
ongoing
• Pickleball Program
• Memorial Park
facilities open
• SamoHi aquatic
program
Community
Development
•Staffing focus
on Local Coastal
Plan and leasing
•Small Business
Assistance
Program
City Manager’s
Office/Finance
• Support to
SchoolsPlayground Club
• Neighborhood
Grants Program
• Partnerships
Program
• Business License
Modernization

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Packet Pg. 1005 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study FY 2023-25 BIENNIAL BUDGET:

Racial Justice, Equity & Social Diversity
City Manager’s
Office
• Equity Fund
• Language Access
• Reframe
• Racial Equity
Committee
Housing &
Human
Services
• ADA Coordinator
Public Works &
Transportation
• Trades Intern
Program ongoing
City Clerk’s
Office
• Hybrid public
meetings
Finance
• Equity in
Procurement
• RRR rate subsidy
program

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Packet Pg. 1006 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study FY 2023-25 BIENNIAL BUDGET:

Sustainable & Connected Community
Public Works
• Zero Waste
Strategic Plan
• Sustainable Water
Master Plan
• Electric Vehicle
Action Plan
Transportation
• Electrification of
Bus Fleet
• Transit
recruitment
towards full
restoration

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Packet Pg. 1007 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study FINANCIAL STATUS UPDATE:

Challenges
Business and
international
travel still
lagging

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Packet Pg. 1008 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study • Lost $170M in
revenues through
June 2022
• Total loss of $250M,
ending in ‘27-28
• Gap reflects capacity
to restore services
FINANCIAL STATUS UPDATE:

General Fund Revenues Still Lagging
320.0
340.0
360.0
380.0
400.0
420.0
440.0
460.0
480.0
500.0
520.0
18-19 19-20 20-21 21-22 22-23 23-24 24-25 25-26 26-27 27-28 General Fund Revenues Before and After the Pandemic
May 2023 Pre-COVID

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Packet Pg. 1009 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study FINANCIAL STATUS UPDATE:

General Fund Reserves and Borrowing
General Fund Unrestricted Reserves
$-
$50,000,000
$100,000,000
$150,000,000
$200,000,000
$250,000,000
$300,000,000
FY 18-19 FY 19-20 FY 20-21 FY 21-22 Post
Settlement
Assigned Rainy Day/Econ. Uncertainty Working Capital

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Packet Pg. 1010 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study • 67% of pre-COVID
level
• $362M in unfunded
projects
FINANCIAL STATUS UPDATE:

Capital Needs Remain Unfunded
$0.0
$5.0
$10.0
$15.0
$20.0
$25.0
2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 In Millions
General Fund - Capital Improvement Program
Annual Base Allocations

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Packet Pg. 1011 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study $0.1 $0.1 $0.1
$(0.6)
$(1.5)
$(2.0)
$(1.0)
$-
$1.0
$2.0
FY 23- 24 FY 24- 25 FY 25- 26 FY 26- 27 FY 27- 28
Balance of Sources and Uses ($ in m ilions)
{ Working CapitalReserve }
FINANCIAL STATUS UPDATE:

Five Year General Fund Forecast

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Packet Pg. 1012 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study • 3.5% average growth
rate
• Included:
• Measure CS
• Kiosks
• TOT impacted by hotel
renovations in short
term
• Not Included:
• Measure HMP
• Parking rate
increases
FINANCIAL STATUS UPDATE:

Revenue Growth is Steady but Slow

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Packet Pg. 1013 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study Self-Sustaining: Water, Wastewater, BBB, Airport, Cemetery, Housing Authority, Stormwater
Requiring Attention: RRR, Fleet and Information Technologyfuture year repayments of suspended contributions General Fund Impact: Beach and Pier subsidies; CBB merged Measure GS (2022) Fund: next year
FINANCIAL STATUS UPDATE:

Other Funds (Non-General Fund)

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Packet Pg. 1014 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study Finance
Proposed
Budget
Revenues Expenditures Positions
Perm / Temp
FY 2023-24 $7,226,556 $20,915,280 67.3 / 0.5
FY 2024-25 $8,263,458 $21,733,429 67.3 / 0.5
Key Areas of Focus
• Fiscal sustainability through forecasting, new
revenue streams, budget monitoring
• Business license tax modernization
• Procurement disparity study
• Administration of Measure CS and GS Funds
• Banking relationship transition
• Ongoing: revenue collection, payments, safety
and insurance, audit programs, debt
management and investments
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Packet Pg. 1015 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study Finance
Proposed Budget Changes
• Position to support payroll operations, partially funded by enterprise funds (1.0 FTE permanent)
• Ongoing funding to support SMMUSD’s Playground Club program • Funding for program to offer reduced RRR rates for qualifying low-income households
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Packet Pg. 1016 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study City Council Proposed Budget Expenditures Positions
Perm
FY 2023-24 $887,090 2
FY 2024-25 $934,133 2
Key Areas of Focus
• Mayor, Mayor Pro Tem and Councilmember Support
• Administration of Council Discretionary funds
• Legislative Advocacy
• Federal and State Lobbyists
• Advance City policy positions
• Identify/pursue federal and state funding opportunities • Intergovernmental Relations
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Packet Pg. 1017 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study City Manager
Proposed
Budget
Revenues Expenditures Positions
Perm / Temp
FY 2023-24 $4,013,263 $13,064,576 56 / 1.4
FY 2024-25 $4,013,263 $13,620,975 56 / 1.4
Key Areas of Focus
• Policy recommendations and implement direction
• Manage organization and service delivery
• 3-1-1 program
• Diversity, Equity and Inclusion
• Office of Communications
• Office of Emergency Management (OEM)
• Community Partnerships
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Packet Pg. 1018 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study City Manager
Proposed Budget Changes
• Restore ongoing funding for grants to Neighborhood groups • Provide resources to support Community Partnerships
• Revenue generating
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Packet Pg. 1019 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study City Attorney
Proposed
Budget
Expenditures Positions
Perm / Temp
FY 2023-24 $13,044,443 44 / 0.5
FY 2024-25 $13,671,033 44 / 0.5
Key Areas of Focus
• No budget changes, other than to fund existing obligations, including staff reclassifications approved by Council in February. • Public Safety - Prosecute misdemeanors • Victim assistance • Coordinate with SMPD and CSD to address homelessness
• Homeless court and other local diversion programs
• Consumer Protection – Enforce state and local laws • Tenant harassment and fair housing • Residential leasing and home-sharing
• Consumer and worker protection
• Community education to help tenants, landlords, businesses, and workers understand their rights and responsibilities
• Protect City Resources - Defend lawsuits – In February Council approved BBB funding a litigation position to handle BBB lawsuit defense, providing savings over outside counsel.
• Legal Advice - Prepare Council items and advise all City officials, departments, boards, and commissions 26 7.A.g
Packet Pg. 1020 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study Records & Election Services
(City Clerk)
Proposed
Budget
Revenues Expenditures Positions
Perm
FY 2023-24 $332,129 $2,848,348 13
FY 2024-25 $1,027,854 $3,739,923 13
Key Areas of Focus
• Administration (including Records Management)
• Upcoming retirements
• Purchase/implement new Agenda Management System and leverage digital kiosks • Fully restore passport services
• City Council meeting support – implement hybrid public comment • Support Services (Mailroom and Print Shop)
• Upcoming retirements
• Purchase/implement new large format printer
• Elections – 2024 General Municipal Election
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Packet Pg. 1021 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study Records & Election Services
(City Clerk)
Proposed Budget Changes
• Full restoration of passport services, entirely funded by new revenues (1.0 FTE permanent)
• Upgrade of Enterprise Content Management system (ongoing and one-time funds)
• Funding to support hybrid public comment for City Council meetings
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Packet Pg. 1022 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study Community Development
Proposed
Budget
Revenues Expenditures Positions
Perm / Temp
FY 2023-24 $43,631,265 $29,436,475 86.2 / 0.8
FY 2024-25 $44,400,177 $31,066,461 86.2 / 0.8
Key Areas of Focus
Focused on the built environment and the encouragement and expansion of economic opportunities for businesses and residents
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Packet Pg. 1023 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study Community Development
Key Areas of Focus
• Economic Stability and Growth: supporting new and existing businesses, implementing grant program for small businesses, partnering with business improvement districts, enabling recreational cannabis businesses, modifying zoning ordinance to enable more entertainment options Downtown and on the Third Street Promenade
• Policies and Plans: finalizing Safety Element Update and Local Coastal Plan updates, implementing the Housing Element
• Stewardship of City Resources: administering the beach and pier, operating the Farmers Markets, processing of Development Agreements and permits for City-owned properties and private developments, overseeing disposition or sale of City-owned properties
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Packet Pg. 1024 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study Community Development
Key Areas of Focus
• System Improvements: implementing permitting efficiency study recommendations, supporting issuance of RFP for updated permitting system, implementation of an electronic payment option for tenants of City-owned properties
• Safety: developing and implementing a vacant properties ordinance, administering the seismic retrofit program, implementing new technology to support home-sharing regulations, partnering to enforce vending rules, responding to community concerns, inspecting construction
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Packet Pg. 1025 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study Community Development
Proposed Budget Changes
• Funding to support hybrid public meetings
• Funding to enhance monitoring and enforcement of the City’s homesharing ordinance • Restoration of key positions to enhance economic recovery work with a focus on the City’s real estate portfolio, complex planning efforts, and process streamlining (2.0 FTE permanent)
• Establishment of a Small Business Assistance and Tenant Improvement Fund
• Establishment of ongoing funding for security services program at the Pier 32 7.A.g
Packet Pg. 1026 Attachment: PowerPoint Presentation (5224 : FY 2023-2025 Biennial Budget Study AGENDA
Fire
Key Areas of Focus
33 Proposed Budget Revenues Expenditures Positions Perm / Temp FY 2023-24 $6,374,799 $54,447,926 137 / 0.4
FY 2024-25 $3,695,727 $54,864,216 137 / 0.4
• Completion of first ever SMFD Strategic Plan
• Initiate the accreditation process through the Center for Public Safety Excellence (CPSE) / Commission on Fire Accreditation International (CFAI) accreditation in FY2023-24 • Manage existing Emergency Medical Services and explore opportunities to enhance services to more efficiently manage low-acuity calls, vulnerable population response, explore in-house ambulance transport services, and community paramedicine programs • Implement a comprehensive employee mental health/wellness program that recognizes the unique needs of public safety personnel
• Develop a Community Outreach, Communications, and Engagement Plan to facilitate enhanced engagement with community stakeholders

Santa Monica City CouncilMay 23, 2023

Santa Monica City Council
May 23, 2023