Agenda packet — Santa Monica City Council, April 9, 2024 (part 1 of 7)

City of Santa Monica
City Council Meeting
AGENDA

PHIL BROCK
MAYOR

GLEAM DAVIS LANA NEGRETE

COUNCILMEMBER MAYOR PRO TEM

CHRISTINE PARRA CAROLINE TOROSIS

COUNCILMEMBER COUNCILMEMBER

JESSE ZWICK OSCAR DE LA TORRE

COUNCILMEMBER COUNCILMEMBER

DAVID WHITE

CITY MANAGER

DOUGLAS SLOAN

CITY ATTORNEY

NIKIMA NEWSOME

INTERIM CITY CLERK

STANDARDS OF BEHAVIOR THAT PROMOTE CIVILITY AT ALL PUBLIC MEETINGS:
• Treat everyone courteously; • Embrace respectful disagreement and dissent as democratic rights, inherent components of an inclusive
public process, and tools for forging sound decisions
• Hate has no place in Santa Monica. The City opposes
abusive or threatening hate speech, intolerance, or
dehumanization, and supports basic civil respect and
human decency.
• Listen to others respectfully;
• Exercise self-control;
• Give open-minded consideration
to all viewpoints;
• Focus on the issues and avoid
personalizing debate;
Regular meetings are broadcast live on CityTV cable channel 16 and on the internet at santamonica.gov. Cable television re-broadcasts air on Thursday and Saturday at 11:30 AM. The agenda will air on CityTV on Saturday and Sunday at 11:00 AM and 6:00 PM, and on Monday and Tuesday at 12:30 PM and 6:00 PM.

City of Santa Monica Generated: 4/10/2024 3:49 PM Page 2

RULES OF ORDER FOR THE CONDUCT OF CITY COUNCIL MEETINGS (Resolution No.11547(CCS))

WAYS TO PROVIDE PUBLIC COMMENT
If you are interested in providing public comment at a City Council meeting, there are several ways to participate:
(1) Written public comment. In lieu of oral public comment, the public is strongly encouraged to submit written public comment on agenda items via email to [email protected]. Written public comment submitted by 12:00 pm on the day of the meeting will be available for online viewing. Please note the agenda item number in the subject line of your written comments. (2) Oral public comment. Persons wishing to address the City Council regarding items on the agenda must be present and submit their name and address (optional) to the City Clerk before the public comment section is opened for that item or before the public hearing is opened where one is required by law. Register to speak at the Speaker Kiosk prior to the meeting. Remarks from the public are limited to a total of 6 minutes per City Council meeting, with a maximum of 2 minutes and a minimum of one minute per item. Except for the author of the request, public comment on 15-items are limited to 1 minute. Except on Public Input, speakers appearing at the meeting in person, may donate 2 minutes to another person present in-person at the meeting, who may speak for a total of 4 minutes on that item.

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

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

Levine Act Disclosure. Pursuant to the Levine Act (Govt Code Section 84308), any party to a permit, license, contract, or other entitlement before the Council is required to disclose on the record any contribution, including aggregated contributions, of more than $250 made by the party or the party's agents within the preceding 12 months to any City official. Participants and agents are requested to make this disclosure as well. The disclosure must include the name of the party, participant, or agent, and any other person making the contribution; the name of the recipient, the amount of the contribution, and the date the contribution was made.

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

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

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

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

4. Closed Session.

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

6. Public Comment on remaining Agenda Items

7. Study Session.

8. Continued Items.

9. Administrative Proceedings.

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

11. Staff Administrative Item.

12. Public Hearings.

13. Reports of Boards and Commissions.

14. Resolutions.

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

16. Councilmember Discussion Items.

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

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

City of Santa Monica Generated: 4/10/2024 3:49 PM Page 3

AGENDAS

CITY OF SANTA MONICA

REGULAR AND SPECIAL MEETING

CITY HALL COUNCIL CHAMBERS
1685 MAIN STREET, ROOM 250,
TUESDAY, APRIL 9, 2024
MEETING BEGINS AT 5:30 PM
HOW TO PROVIDE WRITTEN PUBLIC COMMENT:

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

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

CALL TO ORDER

PLEDGE OF ALLEGIANCE

ROLL CALL
Levine Act Disclosure. Pursuant to the Levine Act (Govt Code Section 84308), any party to a permit, license, contract, or other entitlement before the Council is required to disclose on the record any contribution, including aggregated contributions, of more than $250 made by the party or the party's agents within the preceding 12 months to any City official.

Participants and agents are requested to make this disclosure as well. The disclosure must include the name of the party, participant, or agent, and any other person making the contribution; the name of the recipient, the amount of the contribution, and the date the contribution was made.

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

1.A. Written Comments

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

ITEMS, CONSENT CALENDAR ONLY)

3. SPECIAL AGENDA ITEMS
City of Santa Monica Generated: 4/10/2024 3:49 PM Page 4

3.A. Proclamation: Library Week

3.B. Proclamation: Poetry Month

3.C. City Manager Report

4. CLOSED SESSIONS

4.A. Conference with legal counsel - existing litigation - Gov. Code §54956.9(d)(1):

John U.N.B. Doe, et al. v. City of Santa Monica, et al.; LASC Case No. 23STCV12746 - New Item Received. 4/04/2024

4.B. Conference with legal counsel - existing litigation - Gov. Code §54956.9(d)(1):

Hector Orozco v. John Doe, Does 1-2; LASC Case No. 23SMCV03120 - New Item Received. 4/04/2024

4.C. Conference with legal counsel - existing litigation - Gov. Code §54956.9(d)(1):

John Doe 1, et al. v. City of Santa Monica, et al.; LASC Case No. 23STCV15009 - New Item Received. 4/04/2024

4.D. Conference with legal counsel - existing litigation - Gov. Code §54956.9(d)(1):

John Doe (A.G.) v. Santa Monica Police Activities League, et al.; LASC Case No. 23SMCV0606 - New Item Received. 4/04/2024

4.E. Conference with legal counsel - existing litigation - Gov. Code §54956.9(d)(1):

John JPC Doe v. Doe City, et al.; LASC Case No. 23STCV22020 - New Item Received. 4/04/2024

4.F. Conference with legal counsel - existing litigation - Gov. Code §54956.9(d)(1):

John AD Doe, et al. v. City of Santa Monica, et al.; LASC Case No. 23STCV26548 - New Item Received. 4/04/2024

4.G. Conference with legal counsel - existing litigation - Gov. Code §54956.9(d)(1):

John CW Doe, et al. v. City of Santa Monica, et al.; LASC Case No. 23STCV29623 - New Item Received. 4/04/2024

4.H. Conference with legal counsel - existing litigation - Gov. Code §54956.9(d)(1):

City of Santa Monica v. ICSOP, et al.; OCSC Case No. 30-2022-01261243 - New Item Received. 4/04/2024

4.I. Conference with legal counsel - existing litigation - Gov. Code §54956.9(d)(1):

Pico Neighborhood Association and Maria Loya v. City of Santa Monica, L.A.S.C. Case No. BC 616804; Second District Court of Appeal Case No.

B295935 - New Item Received. 4/04/2024

4.I. Conference with legal counsel - existing litigation - Gov. Code §54956.9(d)(1):

Pico Neighborhood Association and Maria Loya v. City of Santa Monica, L.A.S.C. Case No. BC 616804; Second District Court of Appeal Case No.

B295935 - New Item Received. 4/04/2024
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4.K. Conference with legal counsel - existing litigation - Gov. Code §54956.9(d)(1):

Daniel Reygosa v. Charlesetta Grant, et al.; LASC Case No. 21STCV39861 [report out only] - New Item Received. 4/04/2024
The following is the order of business for items to be heard no earlier than 7:00 p.m.

5. CONSENT CALENDAR
(All items will be considered and approved in one motion unless removed by a Councilmember for discussion. In accordance with Charter section 615, the adoption of all ordinances and resolutions shall be by reading of title only unless a Councilmember present dissents. No public discussion is permitted on ordinances for second reading and adoption.)

5.A. Award Construction and Construction Observation Contracts for Stewart Street and Pennsylvania Avenue Safety Enhancement Project Recommended Action
Staff recommends that the City Council:

1. Adopt a finding of Categorical Exemption pursuant to Section 15301 and Section 15311 of the California Environmental Quality Act (CEQA) Guidelines and Section 21080.25 of CEQA;

2. Award Bid #SP2653 to PALP Inc. dba Excel Paving Company, a California-based company, for the construction of the Stewart Street and Pennsylvania Avenue Safety Enhancement Project for the Public Works Department;

3. Authorize the City Manager to negotiate and execute a construction contract with PALP Inc. dba Excel Paving Company in an amount not to exceed $5,817,320 (including a 10% contingency);

4. Authorize the Director of Public Works to issue any necessary change orders to complete additional work within contract authority;

5. Award Request for Proposal (RFP) #SP2653 & #SP2662 to Willdan Engineering to provide construction management and materials testing services for the Stewart Street & Pennsylvania Avenue Safety Enhancement Project and the Olympic Boulevard & 26th Street Project for the Public Works Department;

6. Authorize the City Manager to negotiate and execute a construction management agreement with Willdan Engineering in an amount not to exceed $530,672 for a term of three year; and

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

5.B. Approval of Third Contract Modification with McCabe's Guitar Shop for their Fourth Annual Production of Americana in the Park
Recommended Action
Staff recommends that the City Council

1. Adopt a finding of categorical exemption pursuant to Section 15323 of the California Environmental Quality Act (CEQA) Guidelines; City of Santa Monica Generated: 4/10/2024 3:49 PM Page 6

2. Authorize the City Manager to negotiate and execute a third modification to Agreement #4820 in an estimated amount of $100,000 with McCabe’s Guitar Shop, a California-based company, to produce, develop, and implement the fourth annual Americana in the Park in September 2024. This will result in an amended Agreement with a new total amount not-to-exceed $302,000, with no future funding expected for this Agreement.

5.C. Award Contract to R3 Consulting Group, Inc. for the 2024 Zero Waste Plan Update
Recommended Action
Staff recommends that the City Council:

1. Adopt a finding of no possibility of significant effect pursuant to Section 15061(b)(3) (Common Sense Exemption) of the California Environmental Quality Act (CEQA) Guidelines;

2. Award RFP# 399 to R3 Consulting Group, Inc. for the City’s 2024 Zero Waste Plan Update for the Public Works Department; and

3. Authorize the City Manager to negotiate and execute an agreement with R3 Consulting Group, Inc., in an amount not to exceed $113,430 (including a $18,905 contingency) for one year.

5.D. Award Bid to Southern Counties Lubricants, LLC for the Purchase of Engine Oils and Fluids for Transit Buses
Recommended Action
Staff recommends that the City Council:

1. Adopt a finding of Categorical Exemption (Class 1 Existing Facilities) pursuant to Section 15301 of the California Environmental Quality Act (CEQA) Guidelines;

2. Award Bid #4480 to Southern Counties Lubricants, LLC for the purchase of transit bus engine oil, coolant, and lubricants as needed by the Department of Transportation; and

3. Authorize the Procurement Manager to issue a purchase order with Southern Counties Lubricants, LLC for the purchase of transit bus engine oil, coolant, and lubricants in the amount not to exceed $147,193, for one year with five additional one-year renewal options to extend on the same terms and conditions, for a total amount not to exceed $809,561including a $10% contingency, with future year funding contingent on Council budget approval.

5.E. Award Request for Proposal and enter into Agreement with Roth Management for Operation and Maintenance of the Santa Monica Pier Carousel Recommended Action
Staff recommends that the City Council:

1. Adopt a finding of Categorical Exemption pursuant to Section 15301 and Section 15331 of the California Environmental Quality Act (CEQA) Guidelines.

2. Award RFP# 398 to Roth Management for operation and maintenance of the Santa Monica Pier Carousel for the Community Development Department.

3. Authorize the City Manager to negotiate and execute an agreement with Roth City of Santa Monica Generated: 4/10/2024 3:49 PM Page 7 Management, in an amount not to exceed $897,235 for three years, with two additional one-year renewal option(s) in the amount of $643,916, on the same terms and conditions.

5.F. Approval of Amendment to Contract No. 3896 with Bounce, Inc. for Specialty Recreation Classes at the Annenberg Community Beach House Recommended Action
Staff recommends that the City Council

1. Adopt a finding of no possibility of significant effect pursuant to Section 15601(b)(3) (Common Sense Exemption) of the California Environmental Quality Act (CEQA) Guidelines.

2. Authorize the City Manager to negotiate and execute a second modification to an agreement with Bounce, Inc. #3896 to increase the amount of the agreement by an additional $171,696 and permit the City to exercise its remaining two options to extend the agreement through FY 26-27. This will result in a total not-to-exceed amount of $420,696 with future year funding contingent on Council budget approval.

5.G. Approval of Agreements for As-needed Executive Search Services / Placement Services
Recommended Action
Staff recommends that the City Council:

1. Adopt a finding of no possibility of significant effect pursuant to Section 15061(b)(3) (Common Sense Exemption) of the California Environmental Quality Act (CEQA) Guidelines;

2. Award RFP #368 to Teri Black and Company, LLC; Mosaic Public Partners; Raftelis Financial Consultants, Inc.; Baker Tilly US, LLP; WBCP, Inc.; and Ralph Andersen & Associates for as-needed Executive Search Services / Placement Services for the Human Resources Department;

3. Authorize the City Manager to negotiate and execute six agreements with the following firms: Teri Black and Company, LLC; Mosaic Public Partners; Raftelis Financial Consultants, Inc.; Baker Tilly US, LLP; WBCP, Inc.; and Ralph Andersen & Associates for as-needed Executive Search Services / Placement Services, for a total aggregate amount for the six agreements, not to exceed $250,000 over a five-year period.

5.H. Adoption of Salary Resolution for the Establishment of Job Classifications Recommended Action
Staff recommends that the City Council

1. Adopt a finding of no possibility of significant effect pursuant to Section 15601(b)(3) (Common Sense Exemption) of the California Environmental Quality Act (CEQA) Guidelines.

2. Adopt the attached Salary Resolution to establish a new classification of Library Program Specialist-Literary Services and restore the recently abolished classification of Public Information Coordinator.

City of Santa Monica Generated: 4/10/2024 3:49 PM Page 8

5.I. Approval of Second Amendment to Contract with the County of Los Angeles for Lifeguard Services on Santa Monica State Beach
Recommended Action
Staff recommends that City Council:

1. Adopt a finding of no possibility of significant effect pursuant to Section 15061(b)(3) (Common Sense Exemption) of the California Environmental Quality Act (CEQA) Guidelines.

2. Authorize the City Manager to negotiate and execute a Second Modification to agreement #9045 (CCS) in the amount of $3,962,000 with the County of Los Angeles for lifeguard services for the Community Development Department. This will result in a 16-year amended agreement with a new total amount not to exceed $47,495,594.

6. PUBLIC INPUT ON REMAINING AGENDA ITEMS
. Public Input for 12-Items will be heard at the time when the Public Hearing is called.

7. STUDY SESSION
No items

8. CONTINUED ITEMS

8.A. Appointment to one unscheduled vacancy on the Arts Commission for a term ending on June 30, 2027 (Continued from 3/19/2024). - New Item Received. 4/04/2024

8.B. Appointment to one unscheduled vacancy on the Housing Commission for a term ending on June 30, 2025 (Continued from 3/19/2024). - New Item Received. 4/04/2024

9. ADMINISTRATIVE PROCEEDINGS
No items

10. ORDINANCES
(Public comment is permitted on ordinances for introduction and first reading. No public discussion is permitted on ordinances for second reading and adoption. In accordance with Charter section 615, the adoption of all ordinances and resolutions shall be by reading of title only unless a Councilmember present dissents.)
No items

11. STAFF ADMINISTRATIVE ITEMS

11.A. Business License Tax Modernization
City of Santa Monica Generated: 4/10/2024 3:49 PM Page 9 Recommended Action
Staff recommends that City Council:

1. Consider the proposed Business License Modernization and associated business license tax rate changes;

2. Direct staff to draft changes, as applicable to section of Article 6 Business, Professions and Trades;

3. Prepare a draft measure for the Business License Modernization and a proposed resolution to place the measure on the November 2024 ballot: and

4. Adopt a finding of no possibility of significant effect pursuant to Section 15061(b)(3) (Common Sense Exemption) of the California Environmental Quality Act (CEQA) Guidelines.

11.B. Approval of Design Concept for Affordable Housing Development located on City-owned Site located at 1318 Fourth Street and Negotiate Ground Lease and Disposition and Development Agreement - Correction Made to Staff Report. 4/5/24
Recommended Action
Staff recommends that the City Council:

1. Select Design Concept #1 for the affordable housing development located at 1318 Fourth Street, Santa Monica, CA 90401 (PS3) – 122 apartments with 2 levels of underground parking;

2. Direct staff to proceed with negotiations of the Ground Lease and Disposition and Development Agreement (DDA) with developer EAH, Inc.; and

3. Adopt a finding of no possibility of significant effect on the environment for providing direction on development concept pursuant to Section 15061(b)(3) (Common Sense Exemption) of the California Environmental Quality Act (CEQA) Guidelines and find that the future development of affordable housing on the City-owned properties at 1318 Fourth Street is consistent with the certified 6th Cycle Housing Element Environmental Impact Report (State Clearinghouse No. 2020100575).

12. PUBLIC HEARINGS
. SPECIAL MEETING OF THE HOUSING AUTHORITY
. ROLL CALL

12.A. Public Hearing and Adoption of Santa Monica Housing Authority Draft Fiscal Year 2024-25 Annual and Administrative Plans - New Item Received. 4/04/2024 Recommended Action
Staff recommends the Santa Monica Housing Authority Board:

1. Hold a public hearing and receive public comment;

2. Adopt the Fiscal Year 2024-25 Santa Monica Housing Authority Annual Plan;

3. Adopt the Fiscal Year 2024-25 Santa Monica Housing Authority Administrative Plan;

4. Authorize the Submission of the Fiscal Year 2024-25 Annual and Administrative Plans to the United States Department of Housing and Urban Development (HUD); and
City of Santa Monica Generated: 4/10/2024 3:49 PM Page 10

5. Adopt a finding of no possibility of significant effect pursuant to Section 15061(b)(3) (Common Sense Exemption) of the California Environmental Quality Act (CEQA) Guidelines.
. ADJOURNMENT OF SPECIAL MEETING

13. REPORTS OF BOARDS AND COMMISSIONS
No items

14. RESOLUTIONS
No items

15. WRITTEN COMMUNICATIONS OTHER THAN REPORTS OF COMMISSION AND

OFFICERS
No items

16. COUNCILMEMBER DISCUSSION ITEMS

16.A. Request of Councilmembers Zwick, Torosis, and Davis that the City Council allocate a total of $10,000 from its Discretionary Fund to support our city’s public libraries. Specifically, the funds will support programming around the Pico Branch’s 10th Anniversary Celebration on June 29, which will include oral history kits for community members and organizations to check out and record their personal stories, as well as programming and after-hours staff support for the Main Library’s special Friday preview event to Yallwest, the teen book festival at Samohi, and book giveaways, library activities, storytellers, and performers at the Arts & Literacy Festival on April 27.

16.B. Request of Councilmembers Zwick, Torosis, and Davis that the Council allocate $20,000 of its discretionary funds to Santa Monica High School Grad Nite, a 501(c)(3), to support a safe and fun graduation night celebration for all Santa Monica High School seniors.

16.C. Request of Mayor Brock and Vice Mayor Negrete that the City Manager, City Attorney, and City Clerk develop and return to City Council with recommendations to establish a Youth Commission (or Council) based on best practices. The City currently engages youth at PAL (Youth Leadership Council), Virginia Avenue Park (Teen Leadership Council), and the Library (Teen Leadership Council) and a Youth Commission (or Council) would represent an opportunity to expand opportunities for youth to be involved in city government. In addition to evaluating a Youth Commission (or Council), the City Manager and City Attorney are also encouraged to explore other opportunities such as evaluating the potential to add dedicated seats for youth on existing boards or commissions.

City of Santa Monica Generated: 4/10/2024 3:49 PM Page 11

16.D. Request of Councilmembers Davis, Torosis and Zwick that the City Council allocate up to $8,333 of their discretionary funds to the Public Policy Institute at Santa Monica College to support the 2024 Public Policy Symposium - an event jointly sponsored by Santa Monica College and Santa Monica Malibu Unified School District.

16.E. Recommendation to accept Helen Finkelstein's resignation from the Human Services Commission and authorize the City Clerk to publish the vacancy - New Item Received. 4/04/2024

16.F. Request of Mayor Brock, Councilmember de la Torre, and Councilmember Parra that the City Council allocate up to $10,000 from its Discretionary Fund to Santa Monica College to spend on expenses related to inaugural Santa Monica Digital New Arts Festival – an innovative, inclusive, and diverse sixmonth long festival that celebrates the synthesis of art and science by focusing on the diverse and highly fascinating work of Digital Art. The DNA Festival brings together Santa Monica’s leading cultural institutions: Santa Monica College, Bergamot Station Arts Center, and 18th Street Arts Center in cooperation with the Santa Monica Arts Commission’s Media Arts Subcommittee, LA ACM SIGGRAPH and the EZTV Online Museum, offering free admission to more than 16 events across 12 venues from June 22, 2024 to November 21, 2024 (Additional information is attached) - New Item Received. 4/04/2024

16.G. Request of Mayor Brock that the City Council allocate $5,000.00 from the Council Discretionary funds to the Elks Lodge of Santa Monica to cover costs associated with the rental of sound system, small stage, chairs, and related event expenses for the Memorial Day event the Elks Lodge and American Legion Post are hosting at Woodlawn Cemetery in Santa Monica on May 27, 2024 and direct the City Manager to promote the event on the City’s social media platforms - New Item Received. 4/04/2024

16.H. Request of Vice Mayor Negrete, Councilmember Davis, and Councilmember Parra that the City Council, as part of May being Mental Health Awareness Month, approve City Sponsorship of Los Angeles County Department of Mental Health’s “Take Action for Mental Health” event taking place on June 1, 2024 on the Santa Monica Pier by directing the City Manager to waive all City Fees for Purpose Driven Solutions, the event planning organization LACDMH has contracted with to produce the event and collect sponsorships. City Fees related to the “Take Action for Mental Health” event include, but are not limited to, the application, administrative, neighborhood notification, business license, parking, and zero waste plan fees associated with the use of the Pier in an amount up to $15,482.08 of waived fees - New Item Received. 4/04/2024

16.I. Request of Mayor Brock, Vice Mayor Negrete, and Councilmember Parra that the City Council adopt the attached resolution objecting to the County of Los Angeles’ Implementation of the Clean Needle Distribution Program in the City of Santa Monica - New Item Received. 4/04/2024
City of Santa Monica Generated: 4/10/2024 3:49 PM Page 12

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

Members of the public unable to attend a meeting but wishing to comment on an item(s) listed on the agenda may submit written comments prior to the meeting by meeting by mailing them to: City Clerk, 1685 Main Street, Santa Monica, CA 90401 or to [email protected]. Written comments received from the public by 12 PM on the day of the City Council meeting will be distributed to the City Council prior to the meeting and posted online. Members of the public who submit written public comment on an agenda item may be subject to the Levine Act which requires disclosure of campaign contributions of more than $250 to an officer of the City within the preceding 12 months.

City Hall and the Council Chambers are wheelchair accessible. If you require any special disability related accommodations to either attend or provide public testimony at a Council meeting (i.e. sign language interpreting, access to an amplified sound system, remote option, etc.), please contact the City Clerk’s Office at (310) 458-8211 or TDD: (310) 917- 6626 or via email at [email protected] at least 72 hours prior to the scheduled meeting. Best efforts shall be made to accommodate requests received after the 72-hour deadline. In the case of special meetings, requests should be submitted as early as possible, but no later than noon the day of the special Council meeting.

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

Santa Monica Blue Bus Lines #1, #2, #3, #5, #9 and the EXPO Line serve City Hall.

Parking is available on Main Street, on Olympic Drive, and in the Civic Center Parking Structure (validation free).

City Council
Report
City Council Meeting: April 9, 2024
Agenda Item: 1.A
1 of 1
To: Mayor and City Council
From: Nikima Newsome, Interim City Clerk, Records and Election Services Department
Subject: Written Comments
Prepared By: Esterlina Lugo, Deputy City Clerk
Approved Forwarded to Council
Attachments:

A. Written Comments

1.A
Packet Pg. 13
1 David Yakobson
From: Jean Reichle <[email protected]>
Sent: Tuesday, March 26, 2024 11:50 AM
To: councilmtgitems
Cc: Stathis Kostopoulos
Subject: Euclid parking lot and EV chargers

EXTERNAL
Hello,
My name is Jean Reichle and I am a Santa Monica resident since 2001. I live in a townhome (1244 12th St ) and use the 1217 Euclid Electric Vehicle charging station frequently, since I cannot install a charger in our building. No other public charging stations are available that I can use for my car that are within walking distance; the 14th & Santa Monica Blvd Tesla charging station is not compatible with non-Tesla cars, for example. EV chargers are in high demand in our neighborhood, since most of us cannot install chargers in our condos/apartments. My family, friends, and neighbors also use these parking lots for the shops along Wilshire frequently, since street parking is rarely available.

I am very disappointed to read that the city is replacing these lots and charging stations with public housing and there is no concrete plan for public parking or charging stations. I am typically supportive of affordable housing for low income residents, but demand more information and transparency on these projects and a public vote. Parking in our neighborhood is scarce as it is!
Please contact me regarding this situation.

Thank you,
-Jean
310-592-1248
Council votes to build affordable housing on three city-owned sites https://smdp.com/2024/03/25/council-votes-to-build-affordable-housing-on-three-city-owned-sites/ --
Jean K. Reichle, DVM MS DACVR
[email protected]
Item 1
April 9, 2024
Item 1
April 9, 2024

1.A.b
Packet Pg. 14
Attachment: Written Comments (6346 : Written Comments)
1 David Yakobson
From: Arthur Jeon <[email protected]>
Sent: Sunday, March 24, 2024 11:37 PM
To: Gleam Davis; Lana Negrete; Oscar de la Torre; Christine Parra; Caroline Torosis; Jesse Zwick; Phil Brock
Cc: David White; Douglas Sloan; City of Santa Monica; Clerk Mailbox; Jeanette Gant; Micah Akerson; Erika Aklufi; Danielle Noble; Ramon Batista; [email protected]; Roberto Lucio; Thomas McLaughlin; Jose Rodriguez; Annette Farmer; Maryanne LaGuardia; Albin Gielicz; Alisha Brady; [email protected]; Arati Desai Wagabaza; Lori Brown; John Smith; John Alle; Evan Meyer; [email protected]; Luke Cain; Peter Bosen; [email protected]; Elaine Golden-Gealer; Eric Sedman; Michele Aronson; Aisling Winders; Julia Ladd; Peter TRINH; [email protected]; Anuj Gupta; [email protected]; dominic gomez; Jenna Grigsby; Attorney Mailbox; Shawn R.

Kehoe; Andrew Thomas; SMDP Editor; Susan Cline; Third District; Michele A Wittig; [email protected]; Attorney Mailbox; Joe; [email protected]; Stan Epstein; [email protected]; [email protected]; Tricia Crane; [email protected]; Turbella; Phil Brock; Lauren Howland; [email protected]; Matthew Hall; Richard Drapkin; [email protected]; Planning Commission Comments; Dawn Fairchild; [email protected]; [email protected]
Subject: One phot... Top of my street

EXTERNAL
Dear Council,
Walking last night with my wife to a spontaneous dinner at Tocaya on Wilshire, we counted 14 addicts and/or mentally ill people in the 4 blocks from 9th street to 5th street. They were trudging to our alleys and carports, or already holed up in empty storefronts, or heading to Reed Park, or hanging out in the parking lot of the 7/11, or getting ready to bed down wherever. They were high, unstable, and neither of us felt safe. Some were doing drugs, one was buying drugs. My wife again brought up wanting to live “somewhere nice,” and despite my often unrequited love of Santa Monica, I couldn’t disagree with the reality we live in. Where else in the country can you encounter 14 ill people within 4 blocks besides the worst Skid Rows of Los Angeles and San Francisco? How have we all gotten so inured to this that we’ve normalized the abnormal?
Some of the council members I’ve talked to directly are operating under a fiction that things are getting better, perhaps because our private security has been able to patrol the promenade where things are getting better (if you don’t walk the alleys and streets around it). Perhaps because they are not touring neighborhoods living with the onslaught. But my neighborhood has, depending on the day, not changed, or like last night demonstrated, gotten much worse (so bad that we don’t really walk Wilshire at dusk, last night being an anomaly).

The very reason we chose to live here was because of easy access to downtown, and the ability to travel by foot and bike, embodying the dream of the 15-minute city, which we had both gotten used to living close by. Well, that dream has turned into a dystopian nightmare. Reed continues to be a magnet of disorder, supported by a much hated needle distribution program, the 7/11 which still has drug dealing, and the liquor store on 10th and Wilshire. Small restaurants and businesses in this part of Wilshire open and almost immediately close because foot traffic has disappeared. In short, my neighborhood is a mess.

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2 To be clear, I do not go out looking for this in some sort of misery tour, intent on only showing a skewed picture of Santa Monica. That’s too easy and doesn’t show the entirety of this city, still struggling with recovery, but showing signs of life.

It's why I don’t often include pictures, hesitating to even bother to show this because it should be obvious to anybody with eyes who isn’t willfully, in a Panglossian delusion like a few of our council members, choosing not to see it. If I really wanted to I could document a level of insanity, misery, and human need that’s on par with what I encountered in India.

My wife was freaked out enough that I didn’t take pictures of everybody we saw last night. But I did snap ONE HURRIED PICTURE at the top of our street at 9th and Wilshire (below). It’s for the city council members I talk to that don’t think it’s a big deal, or doesn’t really exist. And they are out there, believe me.

I know change takes time, and that we have billions being invested in Santa Monica (perhaps giving some in our government a false sense of progress and security), and that we have the new transport van coming online, and that we are trying to get LA County to shoulder their fair share of the 6,000 transients that flow through our city every year, and that we are trying to deal with being a terminal end point of the train. But how much time should we give a city that ignores the reality residents have to live with, which is extremely “service resistant” addicts and their heartbreaking brethren, the seriously mentally ill? How much time would you give your neighborhood if it looked like this, and that you had to be on guard every time you leave the house?
I’ve said it before, and I'll say it again, getting a handle on this issue is existential for a destination tourist town. And it’s existential for those of us bearing the brunt of it. Cleaning up just the promenade, and I’ve personally witnessed how skillfully the Legion team has dealt with the insanity, does’t work for residents who are now getting the overflow. We must do much, much better. Start by listening to residents instead of gaslighting them. Start by finding the money to bring 20 more sworn officers so our chief can get the undercover unit going to go after the dangerous and armed dealers creating so much misery here.

Start by taking a close look at the one photo I took. Ask yourself, is this is what the county and Santa Monica get by spending $27,000 per homeless person every year in LA County?!!! What a miserable failure.

Sincerely,
Arthur Jeon
MASTER SHOT: At the top of my street are 4 addicts and/or mentally ill people within a half a block. One is regularly bedding down at Dagwoods, which needs to be fenced in. He is doing drugs. The other one is talking to him loudly. The other two are just off the Schwab parking lot.

CLOSE UP: On the far left you can’t see the man crouched behind his pile of possessions, heartbreakingly topped by a pet container. On his right is another transient looking for a place to bed down.

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3 CLOSE UP: The former SM institution, Dagwood’s, now closed, should be completely fenced, including the parking lot, because addicts are bedding down it it, and drug dealers are often hanging out there if the cops crack down on the 7/11.

The guy sitting is doing drugs. One shot, four transient addicts.

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1 David Yakobson
From: Madeline Luedke <[email protected]>
Sent: Sunday, March 24, 2024 10:53 AM
To: councilmtgitems
Subject: Urgent Action Needed to Restore Safety in Palisades Park Categories: Orange Category

EXTERNAL
Dear Santa Monica City Council,
I am writing to express my deep concern about the recent surge of homeless encampments and disruptive behavior in Palisades Park. These issues are not only impacting the park's intended use for picnics, relaxation, and family outings, but more importantly, they are threatening the safety of residents, children, pets, and the majority of the population who use the park peacefully.

The presence of encampments creates an unsanitary environment and can attract negative activity.

Today, for instance, I witnessed a disturbing incident where a man yelled threats “I will blow your face off” at passersby, causing a family with young children to feel unsafe. Another man, degraded my wife about her breasts. And a third man, we saw inject what I assume to be drugs into his arm intravenously. All three instances occurred within one morning walk along the bluffs. This is unacceptable.

Our focus on the safety of vulnerable populations should not come at the expense of the safety of the majority.

While I understand the complexities of homelessness, the current situation in Palisades Park requires immediate action.

Here are some suggestions:
 Review and potentially reinstate programs or resources that were seemingly more effective a year ago in managing the situation in Palisades Park.  Explore alternative housing solutions, potentially temporary housing with support services in less populated areas, especially for those with severe mental health needs.Research suggests permanent housing isn't always the best answer in these cases.  Investigate the feasibility of volunteer programs to support these temporary housing locations.

Palisades Park is a vital community space, and its current state is unsustainable. We need a comprehensive and compassionate approach that addresses homelessness, even a bandaid in the interim, while ensuring the safety and well-being of all residents and visitors.

Thank you for your time and attention to this urgent matter.

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2 Sincerely,
Madeline Luedke
Santa Monica resident since 2014
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3 David Yakobson
From: Ann Hoover <[email protected]>
Sent: Friday, March 22, 2024 10:35 AM
To: Phil Brock; Christine Parra; Oscar de la Torre; Lana Negrete; Gleam Davis; Caroline Torosis; Jesse Zwick; councilmtgitems
Cc: David White; Susan Cline; Douglas Sloan; Susan Cola; Ramon Batista; Heather Averick; Erika Aklufi; Jenny Rogers; Steven Johnson
Subject: Follow-up to March 19, 2024 Council Meeting - Item 16.J. - Needle and Naloxone Distribution
Categories: Orange Category

EXTERNAL
Dear Mayor Brock & Esteemed Councilmembers -
This data won't come as a surprise to at least some of you but:
 Annual U.S. Health Care spending to purchase naloxone is estimated by the NIH to be as high as $1.4 BILLION to $4 BILLION. https://pubmed.ncbi.nlm.nih.gov/37614062/  Who makes naloxone? Emergent Biosolutions.
 What is Emergent Biosolutions market capitalization? $129,500,000.

Follow the money, deconstruct the rhetoric. "Harm reduction" is big business. We live in Orwellian times, where "harm reduction" is how we describe the provision of expensive needles and antidote drugs to further enable drug use, the possibility of overdose, death and/or suicide.

N.B. Some health care practitioners are beginning to believe, based on experience, that the availability of naloxone may actually increase risky behavior, although good luck finding a study yet to examine that. Again, follow the money.

I thank and applaud the 4 City Councilmembers who are pushing to take needle distribution out of our parks and I applaud their common sense, reasonable suggestions for how to continue "harm reduction" in appropriate venues so as to safeguard our larger populace and return our parks to the public.

I reprimand and disapprove of the 3 Councilmembers who choose to privilege and elevate the behavior of a handful of addicts over the rights of thousands of Santa Monicans to clean, safe, needle-free parks and public spaces.

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4 Santa Monicans pay every year for our parks and public spaces with our taxes, all while watching a higher and higher portion of our City budget every year go to dealing with the vagrants, the mentally ill, and the drug addicts who pour into Santa Monica because we are a sanctuary city for people with problems. Yet the thanks to our community for that generous welcome is dirty, unsafe and unusable parks and public spaces.

I further reprimand and disapprove of the 3 Councilmembers who privilege the addicts who have rendered Reed Park, Tongva and other parks and public spaces more or less unusable by our children and our senior citizens, to mention only a few of our local and/or vulnerable and sensitive populations deserving of clean, safe, needle-free parks and public spaces.

And if none of our local service providers want or are suitable to host this needle distribution, I support what I believe was either Councilmember Parra's or Councilmember Negrete's suggestion to take the addicts in vans to the concrete space in front of City Hall, put up some shade structures for them, and let them lounge about and smoke and toke and shoot up and LA County can direct the Venice Family Clinic to come and do the "harm reduction" there.

Sincerely,
Ann Bowman
Resident, 28 years
A little more on Emergent Biosolutions:

How one company profited while delaying Narcan’s drugstore debut To help
protect your
privacy,
Micro so ft
Office
prevented
auto matic
download of
this picture
from the
Internet.

How one company profited while delaying
Narcan’s drugstore debut
Access to Narcan, a lifesaving drug that reverses overdoses, has been limited by Emergent BioSolutions’ hunt for...
"Robert Califf, head of the Food and Drug Administration, blamed Narcan’s overthe-counter delay on Emergent’s pursuit of profits. 'I think the problem is that the financial model doesn’t appear to be working for the company, so they’re not motivated to do it,' Califf said at a 2022 conference. 'We can’t order companies to go Item 1
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5 over-the-counter.' Emergent’s reluctance ended in late 2022 after a competitor prepared its own bid for over-the-counter approval of naloxone....." Item 1
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1 Xavier Mota
From: daydree myoshun.com <[email protected]>
Sent: Tuesday, March 26, 2024 1:08 PM
To: councilmtgitems
Subject: Homeless on Our Street

EXTERNAL
> Hello,
>
> I have been a resident of Santa Monica for 30 years. I am saddened by the response of the police department. When I first moved here in 1994 the police response was friendly, prompt and effecƟve. Now the idea of “Protect and Serve” seems to be a joke. But the joke’s on us - the residents. >
> Today I called the police department and reached an Officer Prosser who was not helpful at all in addressing my issue of a homeless person laid across our sidewalk on 20th Street (1100 block). We have folks in wheelchairs, elderly and young children on our block. Not only was the officer non-responsive but he had an aƫtude to go with it. It was clear that my call was annoying to him. Is he not supposed to “protect and serve”? He did nothing and by the Ɵme I got back home, the homeless person was sƟll there. Why isn’t there a liaison group present to take care of homeless people in residenƟal areas? It seems to me that the police department should be concerned with violent crimes and theŌ, not the homeless. Can we not get a department to handle the homeless in residenƟal areas?? >
> Concerned for our neighborhood and safety, The residents of 1128 20th > Street
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1 Xavier Mota
From: Kevin McKeown <[email protected]>
Sent: Tuesday, April 2, 2024 11:16 AM
To: councilmtgitems; Phil Brock; Lana Negrete; Jesse Zwick; Christine Parra; Gleam Davis; Caroline Torosis; Oscar de la Torre
Cc: Ben Allen; [email protected]
Subject: Reparations (Item 1)

EXTERNAL
Comment on “Items not on the agenda”
Council meeƟng of April 9, 2024
Councilmembers and staff,
I write to urge you to boldly champion reparaƟons, even though some of our consƟtuents may be uncomfortable with the necessary acƟons. We must undo the racist history of Santa Monica, including past policies for which we may not personally have been responsible.

In late March, the Santa Monica DemocraƟc Club voted overwhelmingly to support Black reparaƟons, including both the legislaƟve package proposed in Sacramento and direct appropriate compensaƟon to the White family for Santa Monica’s apparently racist eminent domain seizure of the planned Ebony Beach Club.

At that meeƟng, Assemblymember Reggie Sawyer-Jones posited that decisive California acƟon is needed if the rest of the country is to take reparaƟons seriously. Likewise, I would suggest that Santa Monica has an opportune leadership role. We can and should be one city showing the rest of California how to “do the right thing right.” The Ebony Beach Club story cries out for direct jusƟce. I trust you’ll deal with that appropriately. It’s easier to successfully advocate for something when your issue has a face. But most families of color in Santa Monica were not robbed of real property. Over generaƟons, families of color were robbed of opportunity. If we’re lucky enough to enjoy the many resources and excellent schools of an “exclusive neighborhood," well, who do we think got excluded? The New York Times recently ran a story about an affordable housing struggle in South Carolina that included the following study, which I urge you to contemplate:
> By moving to beƩer neighborhoods, a pioneering study found, children from low-income families increased their average lifeƟme earnings by an average of nearly $200,000.

A “beƩer neighborhood” in Santa Monica, jobs-rich and blessed with truly superior schools, could mean the lifeƟme potenƟal will be even greater. For families of color robbed of opportunity, not land, geƫng to join us fortunate people in a fortunate city might represent very real reparaƟons. That’s what spurred my BelMar “right to return” proposal years ago.

I recommend we prevail upon the State of California to subsidize VERY significant affordability for mulƟ-family housing built in formerly exclusive single-family (mostly white) neighborhoods, if ciƟes like Santa Monica rezone that land to encourage mulƟ-family (integrated) use.

Thank you for considering my proposal. Were I sƟll in office, I would be proud to champion it.

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2 Kevin McKeown
ReƟred former Mayor
————————————
K e v I n M c K e o w n
hƩps://urldefense.com/v3/__hƩp://www.mckeown.net__;!!OfuUnHCITYtmmjM!tdgJS3GRiv3H9b3XIo_E82JlFeyrRQWvy HoQcFVlIMA_JZ-fiiP_9YnnLXHZ11lebShKiDMx_RUBzKmC7CdeOLEj7G0$ Choose to be conscious
————————————
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1 Xavier Mota
From: Beyond Karate <[email protected]>
Sent: Tuesday, April 2, 2024 11:55 AM
To: Council Mailbox; Gleam Davis; Recreation and Arts Department; councilmtgitems Cc: Mallica Skyler Cooper; Helen M. Davis; John Falvey
Subject: Time sensitive: Park use for youth with disabilities

EXTERNAL
Dear Gleam Davis and Santa Monica City Council.

Beyond Karate is a Santa Monica based center providing physical training for martial arts and beyond, primarily for children and young adults with disabilities. Our programs include a variety of activities geared towards families, teens and children, with the majority of our students having special needs. Our goal is to support and empower growth, self-esteem and teach the tools required to live life with greater confidence and purpose. We meet each student where they are and create a plan for them that highlights their abilities and encourages them to level up for success.

One of our major programs for including people with disabilities in the community are seasonal camps, which make use of all that our beautiful city of Santa Monica has to offer. Our campers learn life skills by ordering lunch from local restaurants, using the public transportation system, libraries, shopping on the Promenade, and having fun at our beaches and parks.

The Santa Monica parks are a major part of our camp program. It’s a way to enjoy the benefits of being physically active outdoors, connect to nature, and feel part of the greater community with other park goers. It’s important the participants are outdoors and enjoying an inclusive use of the parks.

For a couple of years now, we have tried to figure out the appropriate channels for using the parks for our camps. Initially, we received an email saying there was no charge to use the parks. However, last summer at Virginia Park, someone told us that we could not be there. This happens to be the park across the street from our dojo, which is our karate home base.

When we emailed to find out what we should do to use the parks, we were told that at the beginning of each year, there was a time to register for permits. So this January, we tried to apply for a permit, but then were told the deadline was missed. Through the miscommunication we received from the park system, we are concerned we will not have access to the parks this Summer 2024.

We would like to have access to the Santa Monica parks, and specifically, Virginia Park which is close to us. What solutions can the city provide to give us access to the parks this Summer? We usually have about 18 participants at a time, who would visit the park.

We welcome your support and guidance in navigating the appropriate channels to applying for and receiving whatever permits necessary to give these neurodiverse children and young adults access to the outdoors through the city parks. Our first week of camp is June 17, 2024. We are writing in advance of attending a city council meeting with our concerns, in the hopes that this can be solved more informally.

As owner and director of Beyond Karate, I have been part of my family’s Santa Monica business for over 14 years. I branched out to opening Beyond Karate in Santa Monica for the purpose of serving a vulnerable population. We have always found ways to incorporate our participants into the Santa Monica community, for example, when we worked with the city Chamber of Commerce for public performances. I love Item 1
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2 Santa Monica, and I have always been grateful for the open environment here and for sharing all that the city has to offer to my students and their families.

We welcome you to come and see what we do and how much our students benefit from being part of this growing community, where they feel love, accepted and embraced.

Thank you for your consideration.

Mallica Skyler Cooper Sensei
3rd Degree Black Belt
Owner
Karate Instructor
Director of Family Involvement
Life Skills Training Coach

BEYOND KARATE
Mobile: (310) 968-1375
Email: [email protected]
Website: www.beyondkarate.org

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1 Xavier Mota
From: John Alle <[email protected]>
Sent: Thursday, April 4, 2024 8:46 AM
To: City of Santa Monica; Council Mailbox; councilmtgitems; Phil Brock; Gleam Davis; Lana Negrete; Christine Parra; Jesse Zwick; Oscar de la Torre; Caroline Torosis; David White Subject: Important DTSM, Inc. Meeting Today - - Come listen to City Staff discuss the #1 Item on the Meeting Agenda....Santa Monica's Urban Forest

EXTERNAL
Insta
https://www.instagram.com/reel/C5WEbPtCaZA/?utm_source=ig_web_copy_link&igsh=MzRlODBiNWFlZA== YouTube
https://youtu.be/P7XpzAGF66k
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From: Janet Morris
To: John Alle; City of Santa Monica; Council Mailbox; councilmtgitems; Phil Brock; Gleam Davis; Lana Negrete; Christine Parra; Jesse Zwick; Oscar de la Torre; Caroline Torosis; David White Subject: Re: Important DTSM, Inc. Meeting Today - - Come listen to City Staff discuss the #1 Item on the Meeting Agenda....Santa Monica"s Urban Forest
Date: Thursday, April 4, 2024 10:05:40 AM
Attachments: Downtown Burbank BID Report.pdf

EXTERNAL
Hi All
I have been living in the valley lately and go to Burbank often.

They are a larger city than SM, and their downtown BID is 1/10 of what DTSM's is yet they are able to keep the downtown clean and safe. Please take a look. We need to learn some lessons from them.

Janet
From: John Alle <[email protected]>
Sent: Thursday, April 4, 2024 8:46 AM
To: City of Santa Monica <[email protected]>; [email protected] <[email protected]>; councilmtgitems <[email protected]>; Phil Brock <[email protected]>; Gleam Davis <[email protected]>; Lana Negrete <[email protected]>; Christine Parra <[email protected]>; Jesse Zwick <[email protected]>; Oscar de la Torre <[email protected]>; [email protected] <[email protected]>; [email protected] <[email protected]>
Subject: Important DTSM, Inc. Meeting Today - - Come listen to City Staff discuss the #1 Item on the Meeting Agenda....Santa Monica's Urban Forest
Insta
https://www.instagram.com/reel/C5WEbPtCaZA/?
utm_source=ig_web_copy_link&igsh=MzRlODBiNWFlZA==
YouTube
https://youtu.be/P7XpzAGF66k
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DOWNTOWN

BURBANK

PARTNERSHIP
2022 Accomplishments
& 2023 Looking Ahead
Attachment 2
DRAFT
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TABLE OF

CONTENTS
04 05
06 07
08 09
10 12
16 18
20 21
22 24
26 27
28 29
31 CAPITAL IMPROVEMENTS & MAINTENANCE

MARKETING & EVENTS

ECONOMIC ENHANCEMENTS

LEASING SUPPORT & ADVOCACY

ECONOMIC INDICATORS
NEW BUSINESS IN 2022
20 YEARS OF INVESTMENT IN DOWNTOWN BURBANK

FUTURE INVESTMENTS IN DOWNTOWN BURBANK

CAPITAL IMPROVEMENTS & MAINTENANCE

MARKETING & EVENTS

ECONOMIC ENHANCEMENTS

LEASING SUPPORT & ADVOCACY

DIRECTORS, BOARD & STAFF
2022 ACCOMPLISHMENTS
WHAT’S IN STORE FOR 2023

WELCOME
ABOUT

GOALS & BENEFITS

PUBLIC PRIVATE PARTNERSHIP

ANNUAL BUDGET

MANAGEMENT DISTRICT PLAN SERVICES AND MAP
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WELCOME

DOWNTOWN BURBANK PROPERTY OWNERS,
The Downtown Burbank Property Based Business Improvement District (PBID) was formed in 2003, and 2023 marks the 20th anniversary of the District and its governing Board, the Downtown Burbank Partnership. During the past two-decades, the PBID has helped transform Downtown from small urban center into a regional powerhouse attracting millions of visitors each year.

Since 2003, the evolution of Downtown has been transformative, welcoming three new hotels, the AMC Burbank 16 theaters (which currently ranks among the top three theater in the world!), and a countless, mixed-use housing developments, new retailers, restaurants, and entertainment venues. But the real story is what you see on the ground:
a dynamic 18-hour environment with bustling restaurants, enticing storefronts, and visitors from all over enjoying a safe and welcoming environment.

Looking back, 2022 was another year of progress for Downtown Burbank with expanded holiday décor extending into Zone 3 (along San Fernando Boulevard. from Verdugo Avenue to Alameda Avenue), increased opportunities for in-street dining parklets, modified permits for expanded sidewalk dining, the revival of our robust special events program, continuation of the Hospitality and Social Outreach Program, and the addition of new businesses such as Boba Time, Smashed Burger, Cider Works at Story Tavern, and Silverlake Ramen.

Downtown Burbank wouldn’t be where it is today without the support and collaboration with the City of Burbank’s Economic Development Team and the Burbank Hospitality Association, doing business as Visit Burbank. Together, our three organizations work to attract new businesses and development, enhance consumer spending and visitation, facilitate jobs, and maintain a vibrant urban neighborhood, that is safe and thriving.

Looking ahead, Downtown Burbank is excited ready to grow and embrace new opportunities in 2023. On behalf of the Downtown Burbank Partnership Board, I want to extend our gratitude to everyone for their support in building a better Downtown.

We look forward to working together in 2023, and to the next 20 years! Sincerely, Michael Cusumano, Board Chair
The Downtown Burbank Property Based Business Improvement District (PBID), governed by the non-profit organization known as the Downtown Burbank Partnership, was formed in 2003 as part of the City of Burbank’s efforts to revitalize Downtown Burbank. The PBID was renewed in 2018 for a new 10-year term beginning January 1, 2019. The goal is to fund and manage projects and programs that enhance the economic well-being of Downtown Burbank working in collaboration with property owners and merchants in the area to increase property values, consumer visitation and spending.

ABOUT
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GOALS AND BENEFITS

PUBLIC PRIVATE PARTNERSHIP
The PBID is governed by a non-profit organization known as the Downtown Burbank Partnership, with Board members comprised of brokers and property and business owners in Downtown Burbank. The Downtown Burbank Partnership collaborates closely with Visit Burbank - the City’s destination marketing organization - and the City of Burbank’s Economic Development Division who manages the efforts of the Downtown PBID by developing strategies and initiatives that enhance visitation and increase consumer spending. Combined, these three organizations work to attract new businesses and developments, enhance consumer spending and visitation, facilitate new jobs, and maintain a vibrant, dynamic urban neighborhood. This public/private partnership gives Burbank a competitive edge in increasing job diversity, attracting new businesses, and safeguarding existing ones.
» Preserve and improve the aesthetics of Downtown through enhancements to capital infrastructure
» Increase the frequency of power washing and maintenance » Market Downtown as a destination and attract events to increase visitation and consumer spending
» Enhance safety and provide hospitality and social outreach services through StreetPlus » Maintain a low vacancy rate through leasing support, broker outreach, and advocacy » Streamline processes and support businesses with advocacy and outreach » Support the formation of a livable and walkable neighborhood » By creating a stable funding mechanism, the Partnership has provided 20 years of continuous investment in:
» Capital improvements and maintenance
» Marketing and events
» Leasing and business attraction support
» Support and advocacy for Downtown businesses and property owners » Enhanced maintenance and safety
GOALS

BENEFITS
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ALAMEDA AVE

BURBANK BLVD

GLENOAKS BLVD
N Third St
San Fernando Blvd San Fernando Blvd
First St
1st St
Grinnell Dr
Capital Improvements and Maintenance
District Wide Maintenance
Holiday Décor
Wayfinding Signage
Façade Improvement Program
Expanded WiFi
Marketing & Events
Comprehensive Marketing Program
Special Events
Economic Enhancements
Business Assistance Program
Homeless Assistance Program
Street Performer Management
Leasing Support
Administration
Administrative Costs
Contingency/Reserve
Contractual Obligations with City
Zone 1 Zone 2 Zone 3
Cypress AveSan Jose AveTujunga Ave
Magnolia BlvdOrange Grove AveOlive AveAngeleno AveVerdugo AveSanta Anita AveProvidencia AveCedar AveElmwood AveValencia Ave Palm Ave
Downtown Burbank PBID operated in 2022 with a $1,024,304 annual budget allocated as follows:

Capital
Improvements &
Maintenance
Marketing &
Events
Contractual
Obligations
Economic
Enhancements
Contingency
/ Reserve
Administration
$256,076 $358,506
$71,701
$133,160
$20,486
$184,375

ANNUAL BUDGET
The PBID continues its investment in capital improvements, maintenance and infrastructure, event programming, marketing, advocacy, and leasing support.

Services provided to the district in 2022 are notated on the chart below.

MANAGEMENT DISTRICT

PLAN SERVICES
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GOAL: INCREASED FREQUENCY OF POWER WASHING AND
MAINTENANCE.

GOAL: PRESERVE AND IMPROVE THE AESTHETICS OF

DOWNTOWN THROUGH ENHANCEMENTS TO CAPITAL
INFRASTRUCTURE.

CAPITAL IMPROVEMENTS & MAINTENANCE DISTRICT

MURAL PROGRAM
NEW AND EXPANDED HOLIDAY DÉCOR

UPDATED OUTDOOR DINING

MAINTENANCE
The 2022 holiday season added new décor
extended throughout the District and into Zone
3 (along San Fernando Blvd. from Verdugo Ave.
to Alameda Ave.). This year’s holiday décor
display included our 36’ walk-thru tree refreshed
with new ornaments and lights, new custom
photo-op holiday displays with festive holiday
characters, two giant LED walk-thru ornaments,
and four medians in Zone 3 decorated with
shimmering holiday wishes.

To assist businesses in providing expanded dining options for guests, the PBID continued to work with the City of Burbank to implement changes for outdoor dining including:
increased opportunities for in-street dining parklets, modified permits for expanded sidewalk dining, and maintaining three communal dining areas for general public use. The communal areas contain dining furniture and umbrellas providing guests opportunities to enjoy take-out of quick service food and beverages from anywhere in Downtown. In December 2022,
in-street and sidewalk outdoor dining in Downtown Burbank was extended through December 31, 2023.

The City of Burbank provides baseline maintenance services to Downtown Burbank which includes once a month power washing of the sidewalks and alleys and morning sidewalk sweeping and trash pick up services. The PBID supplements the existing maintenance services provided by the City by investing in extra power washing of sidewalks and alleys three times a month, and an evening service for sidewalk sweeping and trash pickup Wednesday thru Sunday. These enhanced services would not be possible without the PBID.

In 2022 the PBID instated a
partnership for the districts 12th
mural. Installed on Orange Grove
Avenue by famed French artist
Thierry Lefort, the mural features
the artists interpretation of the
Downtown Burbank skyline. The
mural was funded by the PBID to
generate additional visitation and
exposure for Downtown Burbank.
2022 ACCOMPLISHMENTS
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GOAL: PROMOTE DOWNTOWN BURBANK AS A VIBRANT

COMMERCIAL DESTINATION IN AN EFFORT TO INCREASE
CONSUMER VISITATION AND SPENDING.
2022 SOCIAL MEDIA METRICS
• Fan growth from 2021: +1.8%
• Total Impressions: 3,043,163
• Total Engagements: 104,285

FACEBOOK
Followers: 22,141
• Follower growth from 2021: +9.9%
• Total Impressions: 803,272
• Total Engagements: 17,412

INSTAGRAM
Followers: 8,574
• Follower growth from 2021: -0.8%
• Total Impressions: 66,208
• Total Engagements: 1,966

TWITTER
Followers: 3,534

PAID MEDIA

MARKETING AND EVENTS
Paid-Media represents advertising campaigns that are purchased by the PBID via media outlets. Media included: Outfront Media, Social Ads, Google Ads, LinkedIn Ads, Shopping Center Business Magazine, and CA Centers Magazine.

Paid Search Ads:
» Total Impressions: 357,460
» Total Website Visits: 24,142
Facebook Ads:
» Total Impressions: 1,699,164
» Total Clicks: 39,543
LinkedIn Ads:
» Total Impressions: 206,015
» Total Clicks: 1,638
Print Ads:
» Shopping Center Business - Readership: 75,000
» CA Centers Magazine - Readership: 30,000
Bus Shelters
» Impressions: 10 Million
Newsletters:
» Total Impressions: 12,348
» Open Rate: 49%
» Click Rate: 4.1%
• Total Sessions: 64,232
• New Users: 57,312
• Average Time on Site: 0:56 seconds
2022 ACCOMPLISHMENTS (CONT’D)
DTNBUR.COM METRICS
C
M
Y
CM
MY
CY
CMY
K
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STRATEGIC EVENT PARTNERSHIPS

MUSIC ON THE BLVD
» A series of acoustic and semi-acoustic
outdoor performances
» 24 performances held in 2022

JACKALOPE INDIE ARTISAN FAIR
(December 10-11, 2022)
» 180 Artisans
» Live Entertainment
» Holiday Activities and Photos with
Santa
» 10,000 Attendees

DOWNTOWN BURBANK

ARTS FESTIVAL
(May 15-15, 2022)
» 150 Artisans
» Live Entertainment
» Chalk-Artist Exhibition
» 15,000 Attendees

DOWNTOWN BURBANK

CULTURAL MARKET
(Weekly, Friday Evenings)
» Featuring more than 25 local, rotating
vendors selling jewelry, toys, soaps,
candles, hot sauces, and more

BURBANK WINTER WINE WALK
(November 12, 2022)
» 1,500 Tasting Tickets Sold
» 18 Business Tasting Locations
» Three In-Street Wine Gardens
» Live Entertainment
» 15,000 Attendees

DOWNTOWN BURBANK CERTIFIED

FARMERS MARKET
(Weekly, Saturday Mornings)
» Featuring certified California
produce, flowers, organic cheeses
and specialty breads
GOAL: CREATE PROMOTIONAL OPPORTUNITIES TO

INCREASE CONSUMER VISITATION AND SPENDING FOR
BUSINESSES THROUGH MARKETING AND EVENTS.

MARKETING AND EVENTS (CONT’D)
2022 ACCOMPLISHMENTS (CONT’D)
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GOAL: FOCUS ON IMPROVING THE DESIRABILITY OF THE

DOWNTOWN AS A DESTINATION, INCREASING SALES AND
BOOSTING OCCUPANCY AND RENTAL RATES.

ECONOMIC ENHANCEMENTS
In March 2019, The PBID hired StreetPlus to create a Hospitality and Social Service Outreach Program for Downtown Burbank. Street Plus Ambassadors provide the following services:

HOSPITALITY AND SOCIAL SERVICE OUTREACH PROGRAM:
» Identification and outreach to homeless individuals, providing resources and assistance as needed
» Hospitality engagement with visitors and members of the public » Daily check-ins and quarterly surveys with Downtown businesses » Visibility, circulation, and monitoring of issues
» Safety escorts for local employees
» Weekly reports documenting all activities and interactions including those with street performers
» Daily reporting of maintenance and landscaping issues including burned out lights, abandoned items in the right of way, trash/debris, and damaged public infrastructure
The goal of the Hospitality and Social Outreach Program is to create a safe environment in Downtown to increase visitation, consumer spending, and property values while also addressing concerns from visitors, residents and businesses.

In 2022*, The Hospitality and Social Outreach Program has:

Since the program’s inception in March 2019, 145 individuals have received housing, housing support, or transportation back to their families.

Figures above total reporting that took place from January 1, 2022 - December 31, 2022 Provided 44 Wellness
Checks with Homeless
Community Members
Resolved 4 Trespassing
Issues, and assisted with
38 Instances of Public
Intoxication
Assisted with 3 Homeless
Individuals Blocking
Public Sidewalks
Provided 29 Mental Health
Checks to Homeless Individuals
Requiring Special Assistance
Handled 22 Noise
Complaints and Verbal
Disturbances
Made 621 Social Service
Contacts for Homeless
Community Members
Dealt with 16 Instances of
Panhandling and assisted with
54 Street Performers

ENHANCED CLEANING
To help keep Downtown Burbank clean and safe for visitors, StreetPlus Ambassadors provide additional cleaning services and wipe downs of high touchpoint areas including traffic signals, street furniture, and communal dining areas. 2022 ACCOMPLISHMENTS (CONT’D)
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GOALS: WORK TO MAINTAIN A LOW VACANCY RATE VIA
LEASING SUPPORT AND ADVOCACY.

WORK TO SUPPORT BUSINESS RETENTION AND

ATTRACTION ADVOCATING FOR CHANGES TO CITY
ORDINANCES AND STREAMLINED PERMIT PROCEDURES.

LEASING SUPPORT AND ADVOCACY
The PBID works nonstop to re-energize the shopping and dining experience by anticipating vacancies and maintaining an active dialogue with property owners, prospective tenants, and commercial real estate professionals.

Proactive outreach to regional and
national tenants to ensure that
property owners have the best options
available when considering new leases
for their spaces
Providing more than 165 businesses
concierge services to help streamline
permitting processes for tenants and
property owners
Meeting with local brokers and
retail executives at webinars and
online conventions like the Southern
California Idea Exchange
Created and held an open-house
event to connect with local
brokers and share information and
opportunities on Downtown Burbank
Creating dedicated broker
focused marketing materials and
content on social media sites
including LinkedIn marketing
Marketing available properties in
national publications such as Shopping
Center Business (Readership of
75,000) and CA Centers Magazine
(Readership of 30,000)
2022 ACCOMPLISHMENTS (CONT’D)

ANNUAL SURVEY RESULTS
The Downtown Burbank Partnership frequently surveys businesses and property owners to gain feedback and insight on PBID activities and programs. In 2022, the PBID distributed a total of five surveys and received 270 responses from businesses and property owners.

The year-end survey was distributed in December 2022 to more than 280 businesses and property owners with 53 responding to the survey. The year-end survey requests feedback on programs and accomplishments from the past year, and gives an insight into the impact of the PBID on Downtown Burbank.

Survey respondents were compromised of:
• 55% Restaurants
• 23% Retailers
• 15% Service Providers
• 7% Other Businesses and Hotels
THE 2022 YEAR-END RESULTS WERE AS FOLLOWS:
87%
84%
98%
79%
87%
92%
Are satisfied with the overall
cleanliness and maintenance
in Downtown Burbank
Are aware of the events and
happenings in Downtown
Burbank
Are satisfied with the
Holiday Decorations in
Downtown Burbank
Feel there is enough
communication from Downtown
Burbank and the PBID
Are satisfied with Hospitality
and Social Outreach Services
(provided by StreetPlus)
Feel that Downtown
Burbank is a safe place
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DOWNTOWN BURBANK WAS HAPPY TO WELCOME
THE FOLLOWING BUSINESS IN 2022:

NEW BUSINESS IN 2022
2022 ACCOMPLISHMENTS (CONT’D)

ECONOMIC

INDICATORS
CITYWIDE INDICATORS:

DOWNTOWN INDICATORS:

2.2M

HOME TO TOP

EMPLOYERS
$125K+ 142K
2,100
250K
1,029
Downtown Burbank is a mixed-use urban neighborhood known as the core of the City of Burbank. Featuring more than 600 shops, restaurants and businesses, Downtown Burbank is situated in the heart of the entertainment industry, and the area is renowned for its dynamic street scene, outdoor dining, and pedestrian orientation. Below are the economic indicators representing Burbank* Population in a 10
miles radius
including: Cartoon Network,
Nickelodeon, The City of
Burbank, and Tesla
Annual household
income
Workforce
population
Brand new
housing units
Daytime
population
Hotel units
Source: HDL and CoStar
* The figures reflected here are higher than average due to large vacancies at the Burbank Town Center.

Retail Vacancy
Rate Q4 2022

11.9%*
Office Vacancy
Rate Q4 2022

14.2%
Office Rent Per
Square Foot
$3.32
Retail Rent Per
Sq. Ft. Q4 2022
$3.93
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TOTAL INVESTMENT: $15.8M
2003 » PBID founded with 82% of property owners in favor and a $720,000 annual operating budget
» Launched annual event programming featuring: the Downtown Burbank Arts Festival, Taste of Downtown Burbank, and Come Out and Dance
2004 » Initiated additional maintenance services, created a dedicated website, visitor brochure, installed identity street pole banners, launched an event program, and installed holiday décor. » Opened in Downtown AMC 16 » Opened in Downtown Urban Outfitters 2005 » Launched free WiFi service » Installed new directional wayfinding and I-5 exit signs for Downtown Burbank
2007 » Renewed PBID for new five-year term with 93% of property owners in favor and a $720,000 annual operating budget 2008 » Developed a new look for Downtown’s landscaping with stone cladding on planters, potted plants, low-flow watering system, and updated street furniture including benches, trash bins, and bike racks 2010 » Launched social media program » Added new tenants: Flappers Comedy Club, Granville, RA Organic Spa, and Don Cuco
2011 » Launched holiday decor program » Awarded “Best Downtown” by Los Angeles Daily News » Added new tenant Another Broken Egg 2012 » Launched Downtown Burbank Car Classic » Special events program attracted 100,000+ patrons » Added new tenants: Crunch Fitness, GAP Factory Store, Mama Hong’s Vietnamese Kitchen, Story Tavern, and Wild Carvery 2013 » Launched Downtown Burbank Beer Festival event
2015 » Initiated capital improvement project with upgrades to MUD Designory Paseo
» Added new tenants Five Guys Burgers and Fries, and Wood Ranch » Added new hotel SpringHill Suites Burbank Downtown 2016 » Launched Art and Mural Program with four new Downtown murals » Attracted and launched the inaugural Burbank Winter Wine Walk event
» Added new hotel Hilton Garden Inn Burbank Downtown » Added new tenants: Guisados, Urban Press Winery, and The Carving Board
2017 » New location of largest IKEA in North America opens » Burbank Town Center undergoes $65M renovation » Added new tenants: Tesla, Yard House, and Boiling Crab 2018 » Renewed PBID for a 10-year term expanding into Zone 3 with $1.02M annual operating budget
» Launched comprehensive marketing campaign achieving a reach of 25M
» Added new tenants: H&M, Shake Shack, Cookie Dough Dreams, and Cost Plus World Market
» Initiated capital improvements to district paseos and pergolas 2019 » Launched new StreetPlus Hospitality and Social Service Outreach Program
» Added new tenants: Over/Under Public House, Orange Theory Fitness, Panini Kabob Grill, and Verdigo Boulders
2020 » Developed in-street outdoor dining parklets » Unveiled Batman Statue on AMC Walkway » Rebranded the brand identity for Downtown with new graphics, website, banners, and holiday décor
» Added new tenants Round 1 and Cheebo Express
2021 » Launched Music on the Boulevard Program » Added new tenants: Artelice Patisserie, Finney’s Crafthouse, and Sushi Stop
2022 » Launched pilot Valet Parking Program » Added new tenants: Silverlake Ramen, Han Korean BBQ, It’s Boba Time, Smash Burger, Unique Vintage, and Lusanet Collective » Attracted weekly Downtown Burbank Cultural Market
For the past 20 years, the PBID has been the only constant funding mechanism in place to dedicate more than $15.8 million in funding back into Downtown through capital improvements, maintenance, infrastructure, events, social services, marketing, advocacy, and leasing support. This funding mechanism and the benefits created would not be possible without the commitment and investment from the PBID. 20 YEARS OF INVESTMENT

IN DOWNTOWN BURBANK
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GOAL: SUPPORT THE CONTINUED FORMATION OF

A LIVABLE AND WALKABLE NEIGHBORHOOD WITH
18-HOUR AMENITIES.

Downtown Burbank remains a top entertainment destination with new retailers and restaurants, enhanced capital improvements, and dedicated marketing and promotional efforts. The popularity of the area has spurred an increase in private investment with projects such as The First Street Village, LaTerra Select Mixed-Use Development, and The Y Magnolia Village. In addition to these projects, several new and exciting mixed-use projects are in the pipeline, all working to create a livable and walkable neighborhood for residents, visitors, and employees.

APPROVED

LATERRA SELECT
777 Front St (Zero Site)
Estimated Completion Date: 2023-2025
A mixed-use project with 573 residential
(rental) units, a hotel with 307 rooms, and
1,067 sq. ft. of ground floor retail space on
a vacant 7-acre site. The residential portion
is proposed to be an 8-story podium
building with one level of underground
parking; hotel will be a 7-story building.

UNDER CONSTRUCTION

FIRST STREET VILLAGE
First Street and Magnolia Boulevard
Estimated Completion: 2023
A mixed residential-commercial project
in Downtown Burbank at First Street
between Magnolia Boulevard and the alley
southeast of Palm Avenue including 275
apartments and 18,876 square-feet of retail
and commercial space. The City Council
approved this project June 13, 2017.

PROPOSED

THE Y MAGNOLIA VILLAGE
321 East Magnolia Blvd.

Estimated Completion Date: TBD
A proposed mixed-use development in
Downtown Burbank designed with an
emphasis on health, wellness, and
transit-oriented living. The project is
proposed to include affordable housing,
retail, and the replacement of the nearly
100-year-old Burbank YMCA with a
new, state-of-the-art Y facility and Child
Development Center.

MIXED-USE DEVELOPMENT PROJECTS: FUTURE INVESTMENTS IN

DOWNTOWN BURBANK
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WHAT’S IN STORE FOR
» Expanded maintenance services in Zone 3
» Addition of permanent outdoor parklets
» Addition of new plants and landscape design elements
» New K-Rail wrapping for outdoor parklets
» Repainting of Downtown Burbank streetlights
» Updates to the Palm Ave. Paseo and the Orange Grove Ave. Paseo » 12-Month One-Way Pilot Reconfiguration of San Fernando Boulevard which will include pedestrian safety enhancements
» New district murals
2023
GOAL: PRESERVE AND IMPROVE THE AESTHETICS

OF DOWNTOWN THROUGH ENHANCEMENTS TO
CAPITAL INFRASTRUCTURE.

MARKETING & EVENTS
GOAL: PROMOTE DOWNTOWN BURBANK AS VIBRANT

COMMERCIAL DESTINATION IN AN EFFORT TO
INCREASE CONSUMER VISITATION AND SPENDING.

PROGRAMS INCLUDE:

CAPITAL IMPROVEMENTS
& MAINTENANCE

UPDATED WAYFINDING

SIGNAGE

PAID DIGITAL

ADVERTISING

SOCIAL MEDIA

MARKETING

PRODUCTION & CO-PRODUCTION OF
EVENTS INCLUDING:
» The Downtown Burbank Arts Festival
» The Burbank Winter Wine Walk
» The Jackalope Indie Artisan Fair
» The Weekly Farmer’s Market
» The Cultural Market
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ECONOMIC ENHANCEMENTS
GOAL: FOCUS ON IMPROVING THE DESIRABILITY OF THE PBID AND

INCREASING SALES, IN AN EFFORT TO BOOST OCCUPANCY AND
RENTAL RATES.

Continuation of Hospitality and Social
Outreach Services via StreetPlus
Enhanced safety efforts, and community events
involving the Burbank Police Department

LEASING SUPPORT & ADVOCACY
GOAL: PROACTIVE OUTREACH TO REGIONAL AND NATIONAL

TENANTS BY MARKETING AVAILABLE PROPERTIES AND

MAINTAINING REGULAR INTERCHANGE WITH PROPERTY OWNERS,

PROSPECTIVE TENANTS, AND COMMERCIAL REAL ESTATE
PROFESSIONALS.

Advocate to City and State
organizations for grant
funding and financing
opportunities on behalf
of Downtown Burbank
Businesses
Attending trade shows
and conferences to
attract new tenants and
developments
The continuation of
dedicated broker
focused marketing
materials, events, and
LinkedIn outreach
Working with the City to
modify ordinances and
permitting to simplify
procedures and timelines for
new and current businesses
Business concierge
services to assist
businesses with City
permitting processes
Collaborating with the
City to better manage
and regulate parking in
Downtown
WHAT’S IN STORE FOR 2023 (CONT’D)
PROGRAMS INCLUDE:

PROGRAMS INCLUDE:
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DIRECTORS, BOARD & STAFF
CHAIR
Michael Cusumano, Cusumano Real Estate Group

VICE CHAIR
James O’Neil, Crown Realty & Development Inc.

TREASURER
Dominick Scarola, Burbank Community Member

SECRETARY
Ted Slaught, The Village Walk
BOARD
Mary Ann Barroso-Castanon, IKEA
Christine Deschaine, Kennedy Wilson
Erik Maenner, Burbank Town Center
Patrick Prescott, Community Development Director
Brett Warner, Lee and Associates
Judie Wilke, Asst. City Manager
Parham Yedidsion, Evolution Strategic Partners LLC
Brad Bucklin, Professional Literary Services, non-voting member Mark Gangi, Gangi Architects, non-voting member
Jamie Keyser, Burbank Chamber of Commerce, non-voting member STAFF
Simone McFarland, Assistant Community Development Director for Business and Economic Development, City of Burbank
Mary Hamzoian, Executive Director, Downtown Burbank Partnership & Economic Development Manager, City of Burbank
Marissa Minor, Operations Coordinator, Downtown Burbank Partnership & Senior Economic Development Analyst, City of Burbank
Aida Ofsepian, Economic Development Analyst, City of Burbank 30 Downtown Burbank Partnership / Annual Report Downtown Burbank Partnership / Annual Report 31 Item 1
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From: bijan trimana.com
To: John Alle; Promenade Landlord
Cc: Janet Morris; City of Santa Monica; Council Mailbox; councilmtgitems; Phil Brock; Gleam Davis; Lana Negrete; Christine Parra; Jesse Zwick; Oscar de la Torre; Caroline Torosis; David White Subject: Re: Important DTSM, Inc. Meeting Today - - Come listen to City Staff discuss the #1 Item on the Meeting Agenda....Santa Monica"s Urban Forest
Date: Thursday, April 4, 2024 11:03:11 AM

EXTERNAL
Good morning
Do what we did,
Just leave Santa Monica,
We took a huge loss in our Santa Monica location, but moved on, our space is still sitting vacant.

We asked the City managers office for help. I spent a few weeks with a group from the City who had absolutely no Idea and sense about what a retail business needs to succeed.

When we complained about shoplifting and that the police officers can’t do anything even when they actually show up, after we call in the incidents, The response was “ we need to post a big sign that all items must be paid for before leaving our store” this was their solution for the shoplifting nightmare at our location.

When we asked for support from our landlord to intervene with the City, there was absolutely no help. The landlord was too busy enjoying the huge monthly rent he was getting.

When we asked for landlord to renegotiate our lease, he accused me of lying and taking advantage of him.

Congratulations to all of you at city of Santa Monica, for absolutely destroying such a family friendly, world class, most beautiful environment with your idiotic ideas and actions.

I look forward to the day that, the City managers get an award for the Most Idiotic ideas to kill a world class business area.

Congratulations! To all of you at City of Santa Monica. You have my vote!!!! Bijan Ben Yadegar
Director of Developments / Owner / Partner
P:310-772-2829, C:310-678-6966, F:310-772-0719, [email protected] 1875 Century Park East Suite A, LA. CA. 90067

TRIMANA, TRIMANA GRILL, TRIMANA EXPRESS, SALAD GOT SOUP

TACO LIMON, PIZZA BENNE, PASTA BENNE, SUSHIMANA, RICEBOWLS TRIMANA Cafeteria Services, Food Service Consultants
Cafeteria Design, Remodeling, Construction Management Services On Apr 4, 2024, at 10:29 AM, John Alle <[email protected]> wrote:

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Hi Janet,
Thanks for responding. Hundreds are angry like you.

First and foremost, DTSM, Inc is not a BID (Business Improvement District). It is a non-profit agency controlled by the City with the City Manager and or his designee (now the Deputy City Manager). The City appointees make up the majority of the Board.

There is nothing the DTSM organization can do for us that we cannot do for ourselves as individual owners. The City is obligated to provide basic City services.

The organization will not be around for much longer. A large group of assessment-paying stakeholders is working fast to pull out of DTSM.

The CEO of DTSM (Andrew Thomas) is wasting Stakeholders' money. He makes a six-figure income and just received a raise similar to our City Manager.

He came from Westwood's retail group and was a failure there.

Andrew Thomas lied to the Stakeholders when he stated verbally and in newsletters that the County and the Venice Family Clinic had never distributed needles for addicts on the 3rd Street Promenade. Barbara Ferrer and Gary Tsai openly told the Members of the Santa Monica Coalition last year that her Health Department and the Venice Family Clinic had done so.

Shockingly, DTSM CEO Andrew Thomas did not even consider offers from Stakeholders for FREE office space. Instead, he renewed at above market rates (higher than what some ground floor space is leased) and used our assessment money to remodel and redecorate his office.

The question is, how have we as property and business owners benefited from the DTSM organization?
Please give me a call.

Thanks,
John (310 990 7124)
On Thu, Apr 4, 2024 at 10:04 AM Janet Morris <[email protected]> wrote:

Hi All
I have been living in the valley lately and go to Burbank often.

They are a larger city than SM, and their downtown BID is 1/10 of what DTSM's is yet they are able to keep the downtown clean and safe. Please Item 1
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take a look. We need to learn some lessons from them.

Janet
From: John Alle <[email protected]>
Sent: Thursday, April 4, 2024 8:46 AM
To: City of Santa Monica <[email protected]>; [email protected] <[email protected]>; councilmtgitems <[email protected]>; Phil Brock <[email protected]>; Gleam Davis <[email protected]>; Lana Negrete <[email protected]>; Christine Parra <[email protected]>; Jesse Zwick <[email protected]>; Oscar de la Torre <[email protected]>; [email protected] <[email protected]>; [email protected] <[email protected]>
Subject: Important DTSM, Inc. Meeting Today - - Come listen to City Staff discuss the #1 Item on the Meeting Agenda....Santa Monica's Urban Forest Insta
https://www.instagram.com/reel/C5WEbPtCaZA/?
utm_source=ig_web_copy_link&igsh=MzRlODBiNWFlZA==
YouTube
https://youtu.be/P7XpzAGF66k
--
John E. Alle

JOHN ALLE COMPANY
www.johnallecompany.com
www.thesantamonicacoalition.org
Cell: (310) 990-7124
Office: (626) 795-1511 (310) 319-1511
The information contained in this communication from the sender is confidential. It is intended solely for use by the recipient and others authorized to receive it. If you are not the recipient, you are hereby notified that any disclosure, copying, distribution or taking action in relation to the contents of this information is strictly prohibited and may be unlawful. Kindly delete.

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Attachment: Written Comments (6346 : Written Comments)
From: John Alle
To: Janet Morris
Cc: City of Santa Monica; Council Mailbox; councilmtgitems; Phil Brock; Gleam Davis; Lana Negrete; Christine Parra; Jesse Zwick; Oscar de la Torre; Caroline Torosis; David White Subject: Re: Important DTSM, Inc. Meeting Today - - Come listen to City Staff discuss the #1 Item on the Meeting Agenda....Santa Monica"s Urban Forest
Date: Thursday, April 4, 2024 11:12:50 AM

EXTERNAL
Hi Janet,
Thanks for responding. Hundreds are angry like you.

First and foremost, DTSM, Inc is not a BID (Business Improvement District). It is a nonprofit agency controlled by the City with the City Manager and or his designee (now the Deputy City Manager). The City appointees make up the majority of the Board.

There is nothing the DTSM organization can do for us that we cannot do for ourselves as individual owners. The City is obligated to provide basic City services.

The organization will not be around for much longer. A large group of assessment-paying stakeholders is working fast to pull out of DTSM.

The CEO of DTSM (Andrew Thomas) is wasting Stakeholders' money. He makes a six-figure income and just received a raise similar to our City Manager. He came from Westwood's retail group and was a failure there.

The question is, how have we as property and business owners benefited from the DTSM organization?
Please give me a call.

Thanks,
John (310 990 7124)
On Thu, Apr 4, 2024 at 10:04 AM Janet Morris <[email protected]> wrote:

Hi All
I have been living in the valley lately and go to Burbank often.

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Attachment: Written Comments (6346 : Written Comments)
They are a larger city than SM, and their downtown BID is 1/10 of what DTSM's is yet they are able to keep the downtown clean and safe. Please take a look. We need to learn some lessons from them.

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Attachment: Written Comments (6346 : Written Comments)
1 Xavier Mota
From: Jason Mastbaum <[email protected]>
Sent: Tuesday, April 9, 2024 10:58 AM
To: councilmtgitems
Cc: Phil Brock
Subject: 4/9/2014 item 1 general public comment

EXTERNAL
I just thought I'd follow up to see if Phil has finally decided to follow the law and attach his front license plate. ---------- Forwarded message ---------
From: Jason Mastbaum <[email protected]>
Date: Mon, Mar 18, 2024 at 5:40 PM
Subject: 3/19/2023 item 1 general public comment
To: <[email protected]>
Cc: Phil Brock <[email protected]>, <[email protected]>, <[email protected]>, <[email protected]>, <[email protected]>, <[email protected]>, Gleam Davis <[email protected]>
Walking by city hall just now I couldn't help but notice that our mayor still hasn't attached his front license plate, despite telling me in February that he was "going to attach it another way". You'd think a guy who's all about law and order would be able to follow basic traffic laws himself, but he seems to be following the Republican ethos that there must be in-groups whom the law protects but does not bind, and out-groups whom the law binds but does not protect.

I can't help but wonder what other laws Phil feels protected but not bound by.

On Mon, Dec 11, 2023, 4:38 PM Jason Mastbaum <[email protected]> wrote:

I just saw our soon-to-be mayor getting out of the fancy new electric Mercedes SUV he doesn't want to have to pay to charge, and I couldn't help but notice that Phil didn't attach his front license plate. As a lifelong Californian I'd think Phil would know that it's California law to attach both license plates to a car. I can't help but wonder what other laws will Phil decide don't apply to him once he's mayor.

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Attachment: Written Comments (6346 : Written Comments)
From: Bruce Leddy
To: councilmtgitems
Cc: Luis Castanon; Ivette Gomez
Subject: Item 13 - Commission Reports, Human Services Commission Date: Tuesday, April 9, 2024 11:25:34 AM
Attachments: HSC Letter on Mtg Frequ.pdf
Outlook-gtvljkod.png
Dear Mayor Brock and Council Members -
One year ago, I wrote you the attached letter on behalf of the Santa Monica Human Services Commission, requesting an increase in our meeting frequency from quarterly to bi-monthly (every other month). This item has yet to be agendized.

Quarterly meetings are far too infrequent for us to effectively serve and advise City Council on the myriad issues under our purview. Please review the attached letter of explanation at your earliest convenience.

Thank you for your consideration.

Bruce Leddy
Chair, Human Services Commission
Bruce Leddy
Chair, Human Services Commission
[email protected]
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Attachment: Written Comments (6346 : Written Comments)
Human Services Commission
April 24, 2023
Mayor Davis and City Council Members
City of Santa Monica
1685 Main Street,
Santa Monica, CA 90401
Re: Meeting Frequency
Dear Mayor Davis and Council Members,
The Human Services Commission voted unanimously to request your approval to increase our meetings from quarterly to bi-monthly (i.e., every other month).

As most of you know, the Human Services Commission was established last year as an umbrella commission comprising the former Social Services Commission, Commission on Women and Girls, and Commission on Seniors. Each of these former Commissions met monthly and had full agendas. Our Commission has found the quarterly meeting schedule completely inadequate to handle the scope of our mission and the diverse populations that are now under our purview.

While we do have the ability to add Ad Hoc and Special Meetings, we feel it is important that HSC applicants understand that the expectation will be, at minimum, bi-monthly meetings to encourage people to apply who are dedicated to committing the time needed to ensure an effective Commission.

Thank you for your consideration,
Bruce Leddy
Human Services Commissioner
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Attachment: Written Comments (6346 : Written Comments)
From: Charles Fredricks
3111 4th St. Santa Monica CA 90405
To: Santa Monica City Council: Jesse Zwick, Christine Parra, Caroline Torosis, Oscar de la Torre, Gleam Davis, Mayor Phil Brock, Mayor Pro Tem Lana Negrete April 9, 2024
My comments address a Cease-Fire in Gaza Resolution for Santa Monica. Some will say Foreign Policy is the province of the federal government, what business does a city have weighing such matters? But as our nation adopts the hypocritical stance of decrying lost innocent lives while supplying weapons for their destruction, ignoring a ruling from the foremost tribunal of international law, binding on everyone present here, which found palpable evidence of genocide, making the U.S. complicit— yet the doors of our representatives’ remain closed to our concerns, leaving no recourse other than appeal to city government. More than 100 cities have responded with cease-fire resolutions:

Chicago, Detroit, Seattle. In California, San Francisco, Oakland, Long Beach, Pasadena; and many others.

Israel’s reaction to October 7th has thus far killed 30 Palestinians for every life they lost, while restriction of aid places one and a half million people on the verge of starvation.

Our tax dollars are being used to destroy thousands of lives that had nothing to do with 10/7. The amount that Santa Monicans annually pay for our defense, $1.13 billion dollars, could instead provide every high school graduate from our community a 4-year scholarship, and build 40,000 Public Housing units, and leave half a billion dollars for energy and water infrastructure. Yet the additional billions in weapons we are advancing to Israel at this time is making us and Israel less safe, as Prime Minister Netanyahu and his cabinet push to widen the war attacking neighboring states.

Let me remind that Santa Monica has ever had one face towards the ocean & the world, the other towards Los Angeles & the nation. The “Chain Reaction” sculpture donated in 1990 stands in a place of honor on city property between City Hall and the Convention Center, across the street from RAND Corporation which guides national policy. When “Chain Reaction” was threatened, Santa Monicans rose to its defense saying, quote— “We would be happy to see “Chain Reaction” taken down — the day after the last nuclear weapon has been dismantled. Until then, it serves to remind us that with the creation, use and maintenance of nuclear weapons, humanity has taken a wrong turn.” “Chain Reaction” stands there still, to remind us that the danger of nuclear war has not passed. So it is in keeping with our city’s history to remind our leaders when they have taken a wrong turn. Please, adopt this resolution.

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Attachment: Written Comments (6346 : Written Comments)
1 Xavier Mota
From: Jason Mastbaum <[email protected]>
Sent: Tuesday, April 9, 2024 5:05 PM
To: councilmtgitems
Cc: Phil Brock
Subject: Re: 4/9/2014 item 1 general public comment

EXTERNAL
I saw Phil pulling up to city hall just now, and still no front license plate. Once again, here's the relevant California Vehicle Code section:

ARTICLE 9. Display of Plates, Tabs, and Stickers [5200 - 5206] ( Article 9 enacted by Stats. 1959, Ch. 3. ) 5200.
(a) When two license plates are issued by the department for use upon a vehicle, they shall be attached to the vehicle for which they were issued, one in the front and the other in the rear. https://leginfo.legislature.ca.gov/faces/codes_displaySection.xhtml?lawCode=VEH&sectionNum=5200 On Tue, Apr 9, 2024, 10:57 AM Jason Mastbaum <[email protected]> wrote:

I just thought I'd follow up to see if Phil has finally decided to follow the law and attach his front license plate. ---------- Forwarded message ---------
From: Jason Mastbaum <[email protected]>
Date: Mon, Mar 18, 2024 at 5:40 PM
Subject: 3/19/2023 item 1 general public comment
To: <[email protected]>
Cc: Phil Brock <[email protected]>, <[email protected]>, <[email protected]>, <[email protected]>, <[email protected]>, <[email protected]>, Gleam Davis <[email protected]>
Walking by city hall just now I couldn't help but notice that our mayor still hasn't attached his front license plate, despite telling me in February that he was "going to attach it another way". You'd think a guy who's all about law and order would be able to follow basic traffic laws himself, but he seems to be following the Republican ethos that there must be in-groups whom the law protects but does not bind, and out-groups whom the law binds but does not protect.

I can't help but wonder what other laws Phil feels protected but not bound by.

On Mon, Dec 11, 2023, 4:38 PM Jason Mastbaum <[email protected]> wrote:

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Attachment: Written Comments (6346 : Written Comments)
City Council
Report
City Council Meeting: April 9, 2024
Agenda Item: 3.A
1 of 1
To: Mayor and City Council
From: Nikima Newsome, Interim City Clerk, Special Agenda Items Subject: Proclamation: Library Week
Prepared By: Gilbert Portillo, Administrative Staff Assistant Approved Forwarded to Council

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City Council
Report
City Council Meeting: April 9, 2024
Agenda Item: 3.B
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To: Mayor and City Council
From: Nikima Newsome, Interim City Clerk, Special Agenda Items Subject: Proclamation: Poetry Month
Prepared By: Gilbert Portillo, Administrative Staff Assistant Approved Forwarded to Council

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City Council
Report
City Council Meeting: April 9, 2024
Agenda Item: 3.C
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To: Mayor and City Council
From: David White, City Manager, City Manager's Office
Subject: City Manager Report
Prepared By: Sergio Ramirez, Chief of Staff
Approved Forwarded to Council

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City Council
Report
City Council Meeting: April 9, 2024
Agenda Item: 4.I
1 of 1
To: Mayor and City Council
From: Douglas Sloan, City Attorney, City Attorney's Office Subject: Conference with legal counsel - existing litigation - Gov. Code §54956.9(d)(1):

Pico Neighborhood Association and Maria Loya v. City of Santa Monica, L.A.S.C. Case No. BC 616804; Second District Court of Appeal Case No.

B295935
Prepared By: Esterlina Lugo, Deputy City Clerk
Approved Forwarded to Council
Attachments:

A. Written Comments

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1 Xavier Mota
From: Jason Mastbaum <[email protected]>
Sent: Tuesday, April 9, 2024 7:55 AM
To: councilmtgitems
Subject: Item 4i 4/9/2024

EXTERNAL
Mooney ordered Palmdale to send Shenkman a $4.6 million check. “Picture me rollin’, bitches.”
Shenkman exulted in the victory, posting an image of the seven-figure check on Facebook along with that line from Tupac Shakur.
https://www.sfchronicle.com/california/article/malibu-lawyer-elections-18533273.php At first, Deidre Siguenza couldn’t make sense of the legal threat against her school district, even though she’s a lawyer.

The threat arrived in the mail in October 2017: a brief, blunt letter.

It was addressed to her, as clerk and past president of the school board in Martinez, her small hometown in the East Bay.

The sender was an attorney in Malibu she’d never heard of, Kevin Shenkman.

The letter made allegations about the way the board conducted its elections. It mentioned race, discrimination against Latino voters and a state law called the California Voting Rights Act.

Shenkman said he would sue the school system unless it changed its election rules and paid him $30,000 for pointing out the violation. In a follow-up letter, he even included an invoice. “It was just kind of: Wow?” recalled Siguenza, who is Filipina. “Where did this come from?” Over the next year, people in Martinez would learn about the most powerful state law that many Californians have never heard of — one created with the admirable goal of protecting and empowering minority voters.

Yet a yearlong examination of the law by the Chronicle found that it is achieving mixed results, and that because of how it’s designed — with generous financial incentives for legal action and no state tracking of outcomes — California’s election landscape is being shaped by a small group of plaintiffs’ attorneys.

Shenkman and several colleagues have made more than $15 million from CVRA lawsuits and settlements in the past decade, public records show. And they’ve won so often that local officials have basically stopped fighting back. As soon as a board receives a letter like the one that landed in Martinez, local officials usually agree to change their election Item 4.I.

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Attachment: Written Comments (6364 : 4.I. Closed Session - Pico Association Maria Loya) 2 rules and pay the lawyer $30,000. They do it even if the letters contain factual mistakes, like identifying Latinos as whites and vice versa, because the alternative is to get sued. So the merits of these cases rarely get debated or scrutinized.
...

After switching to districts, the diversity of the Martinez school board has fluctuated. Two white members resigned, and two Filipino members did not seek re-election. A Latina candidate, Yazmin Llamas, ran for a board seat and won. Carlos Melendez was appointed in a mostly white district; he is a registered Republican and a “2nd generation Hispanic American,” he wrote in an email. The board today is three fifths white.

Rossi said she still doesn’t understand why they were targeted under the CVRA. Instead of helping the schools in Martinez, the state law seemed mainly to have empowered a wealthy lawyer in Malibu. https://www.sfchronicle.com/projects/2023/california-voting-law Item 4.I.

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Attachment: Written Comments (6364 : 4.I. Closed Session - Pico Association Maria Loya) 1 Xavier Mota
From: Cris Gutierrez <[email protected]>
Sent: Tuesday, April 9, 2024 8:36 AM
To: councilmtgitems; Phil Brock; Lana Negrete; Gleam Davis; Caroline Torosis; Jesse Zwick; Christine Parra; Oscar de la Torre
Subject: 4/9/24 Agenda Item 4 - I

EXTERNAL
Dear Mayor and City Council Members:

I write regarding Item 4-I on tonight’s, 4/9/24, agenda. Once again, I urge you to remain steady and continue to defend the California Voting Rights Act (CVRA) by maintaining the City’s course in Pico Neighborhood Association and Maria Loya v. City of Santa Monica. Do not settle.

I am proud to have been born in Santa Monica. As a Latina member of a protected class, I find that this lawsuit should never have been brought as it has been based on a lockdown of history and an ignorance or dismissiveness of the City's and community’s long progress, which the City’s arguments have put forth clearly. The lawsuit has cost millions because plaintiffs have sought legal maneuvers to contend that only their mistaken view prevails.

Plaintiffs have sadly counted on a misapplication of the CVRA, by displaying an array of erroneous portrayals of conditions in Santa Monica. For years now voters have been embracing and electing candidates from the Pico Neighborhood, as elsewhere, with diverse ethnic and racial backgrounds.

As a Santa Monica resident for more than four decades, I am disgusted that this case has intended to chop up our modest sized pool of eligible voters, weakening our body politic by diminishing and reducing it to voting by-districts, and, frankly, disempowering mine and others’ voting power and voice by 85%.

The City’s defense is invaluable. That defense is an investment in strengthening our inclusive, diverse, participatory democracy. I fully support the Council in being steadfast, standing up for me, for all Santa Monica’s protected classes and for the CVRA. Do not settle the case.

With respect,
Christine “Cris” Gutierrez
Santa Monica Resident
Item 4.I.

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Attachment: Written Comments (6364 : 4.I. Closed Session - Pico Association Maria Loya) 1 Xavier Mota
From: Mike Terranova <[email protected]>
Sent: Tuesday, April 9, 2024 11:58 AM
To: councilmtgitems
Subject: April 9th 2024 CC Agenda Item 4I : Recusal of Councilmember De La Torre

EXTERNAL
Dear City Councilmembers:

Councilmember De La Torre should recuse himself from Agenda Item 4I pertaining to the ongoing California Voting Rights Act (CVRA) litigation. Councilmember De La Torre's involvement in both sides of the lawsuit compromises his ability to fulfill fiduciary duties to the City. Councilmember De La Torre previously testified on behalf of PNO, thereby placing himself in a position where his personal interests and those of the City could be seen as fundamentally antagonistic.

Councilmember De La Torre's public commentary during the City Council meeting on February 27 2024 appears to be violative of the July 18 2022 Settlement Agreement with the City concerning the Conflicts case (LASC 21STCV08597).

Despite the agreement stipulating that any public discussion of the conflict case or the agreement itself be limited to a neutral statement agreed upon by both parties, Councilmember De La Torre made statements implying the necessity of filing a lawsuit, the costs involved which may or may not be accurate, and mentioned a judicial opinion on his lack of conflict. These remarks seem to contravene the explicit terms of the settlement that sought to prevent further public discourse on the matter, as outlined in the agreement: "The Parties shall issue a neutral agreed upon statement in the form attached hereto as Exhibit A, with no other public or media discussion by Councilmembers or City of the Conflict case or this Agreement, other than to refer to the neutral statement.

The Agreement also encompasses provisions regarding the confidentiality of closed session discussions and nondisclosure of any City attorney-client privileged communication concerning the Pico case, unless in the presence of the City Attorney. Furthermore, it states that no Councilmember shall assert any privilege in response to inquiries about potential future breaches of this stipulation.

Given the observed non-conformance with the provision regarding neutral public statements, it raises a legitimate question about whether other critical aspects of the Settlement Agreement, especially those pertaining to confidentiality and attorney-client privilege, are at risk of being compromised.

The integrity of our City's governance structures and the trust our community places in them are paramount. Ensuring all council members adhere strictly to agreed-upon legal stipulations and ethical standards is essential in maintaining trust. I trust that the Council will give this matter the attention it deserves and each Councilmember will act in the best interest of our City.

Regards,
Michael Terranova
Sunset Park Resident
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April 9, 2024

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Attachment: Written Comments (6364 : 4.I. Closed Session - Pico Association Maria Loya) City Council
Report
City Council Meeting: April 9, 2024
Agenda Item: 5.A
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To: Mayor and City Council
From: Rick Valte, Public Works Director, Public Works, Engineering and Street Services
Subject: Award Construction and Construction Observation Contracts for Stewart Street and Pennsylvania Avenue Safety Enhancement Project Recommended Action
Staff recommends that the City Council:

1. Adopt a finding of Categorical Exemption pursuant to Section 15301 and Section 15311 of the California Environmental Quality Act (CEQA) Guidelines and Section 21080.25 of CEQA;

2. Award Bid #SP2653 to PALP Inc. dba Excel Paving Company, a Californiabased company, for the construction of the Stewart Street and Pennsylvania Avenue Safety Enhancement Project for the Public Works Department;

3. Authorize the City Manager to negotiate and execute a construction contract with PALP Inc. dba Excel Paving Company in an amount not to exceed $5,817,320 (including a 10% contingency);

4. Authorize the Director of Public Works to issue any necessary change orders to complete additional work within contract authority;

6. Authorize the City Manager to negotiate and execute a construction management agreement with Willdan Engineering in an amount not to exceed $530,672 for a term of three year; and

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

Summary
Santa Monica maintains a longstanding commitment to ensuring and enhancing roadway safety for all users. With over half of its residents walking and biking daily, and

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a third of students walking to school, the city consistently invests in broadening mobility choices.

The Stewart Street & Pennsylvania Avenue Safety Enhancement Project (Project) is geared towards fostering connectivity between local neighborhoods, transit facilities, schools, parks, and employment centers. Stewart Street and Pennsylvania Avenue, identified in plans such as the Land Use and Circulation Element, Bicycle Action Plan, Bergamot Area Plan, and Pedestrian Action Plan, are slated for improvements for pedestrians and bicyclists. The Project entails the addition of new sidewalks, trees, and pedestrian-scale lighting on Pennsylvania Avenue between 26th Street and Stewart Street, the establishment of a protected bikeway on Stewart Street from Colorado Avenue to Kansas Avenue, and enhancement at several intersections including Colorado Avenue and Yale Street, Stewart Street and Colorado Avenue, Stewart Street and Nebraska Avenue, and Stewart Street and Olympic Boulevard. Staff recommends PALP Inc. dba Excel Paving Company to provide construction services in an amount not to exceed $5,817,320 (including a 10% contingency). Staff also recommends Willdan Engineering to provide construction management and materials testing services for the Project and the Olympic Boulevard & 26th Street Project in an amount not to exceed $530,672 (no contingency).

Discussion
The Project is located within a formerly industrial area with wide roadways and limited pedestrian and bicycle infrastructure. Now adjacent to the Metro's E Line 26th Street/Bergamot Station, the Project would deliver on the changing needs and uses for the area. The Bergamot Area Plan designates Stewart Street and Pennsylvania Avenue as “Complete Streets.” Complete Streets serve transit station linkages and provide access for all: pedestrians, vehicles, bicycles, and transit. The Project would create new pedestrian connections along Pennsylvania Avenue between 26th Street and Stewart Street and enhance bicycle facilities along Stewart Street between Colorado Avenue and Kansas Avenue (Figure 1).

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Figure 1: Project Area
Improvements include:
• Installation of new ADA-compliant sidewalks on Pennsylvania Avenue. • Conversion of an existing standard bikeway to a protected bikeway on Stewart Street between Colorado Avenue and Kansas Avenue and on Colorado Avenue between Stewart Street and Yale Street.
• Improved crosswalks and curb ramps at key locations throughout the project area.
• Installation of street trees along Pennsylvania Avenue. • Installation of street lighting, including pedestrian-oriented lighting to enhance visibility on Pennsylvania Avenue.
• Reconfiguration of the Olympic/Nebraska/Stewart intersection to shorten the crossing distance for pedestrians.
• Installation of bicycle signals at Olympic Boulevard and Colorado Avenue to facilitate bicyclists crossing.

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• Installation of bus boarding islands at existing bus zones on Stewart Street between Colorado Avenue and Nebraska Avenue to facilitate transit access and improve efficiency.
• Adjustments to traffic signal timing to give pedestrians a head start when crossing the street.
• Pavement resurfacing.

This Project would be coordinated with the adjacent Olympic Boulevard Improvements Project and Olympic Boulevard & 26th Street Project. These project aims to enhance first and last mile connections to the Bergamot Metro E Line station and other transportation facilities.

Construction management and Materials Testing Services
Willdan Engineering was selected to provide construction management and material testing services for two projects: Stewart Street & Pennsylvania Avenue Safety Enhancement Project and the Olympic Boulevard & 26th Street Project. The firm would be responsible for providing a full-time construction inspector to assist the City’s inhouse construction manager and for performing materials testing. The construction inspector would be observing the daily work of the construction contractor to ensure construction adheres to project design plans and specifications, coordinating contractor’s questions in the field, verifying contractor’s installation, preparing daily reports, capturing and maintaining progress photos, coordinating work with various City departments, distributing construction notifications, and addressing questions or concerns from the public. With a significant number of City projects currently in construction, City staff does not have the capacity to inspect the construction of this type of project, which requires full-time oversight to assist the City’s in-house construction manager who manages multiple projects. The City’s in-house construction manager would manage and perform all public outreach via project website, social media, mailers and direct notices/signage.

Vendor Selection

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Contractor Selection
Bidder Recommendation
Best Bidder PALP Inc. dba Excel Paving Company
Evaluation
Criteria
Price; the ability, capacity, and skill of the bidder to perform the services; the capacity of the bidder to perform the contract within the time specified; the sufficiency of the bidder’s financial resources; the reputation and experience of the bidder.

Municipal Code SMMC 2.24.180
Submittals Received
PALP Inc. dba Excel Paving Company $5,288,472.00
Hardy & Harper, Inc $6,000,000.00
Access Pacific, Inc $6,215,086.50
Bid Data
Date
Posted
Posted On Advertise In
(City Charter & SMMC)
Vendors
Downloaded
Date
Publicly
Opened
01/11/2024 City's Online
Bidding Site
Santa Monica Daily Press 85 02/14/2024
Best Bidder Justification
Staff recommends PALP Inc. dba Excel Paving Company, the lowest bidder, as the best bidder when evaluating bid price, previous project experience, and completion of past projects for the City of Santa Monica.

Construction Management and Material Testing Services
RFQ Information
Prequalified Firms Berg and Associates, Inc., MNS Engineers, Inc., Psomas, TRC Engineers, Inc., and Willdan Engineering
Evaluation
Criteria
Price; the ability, capacity, and skill of the bidder to perform the services; the capacity of the bidder to perform the contract within the time specified; the sufficiency of the bidder’s financial resources; the reputation and experience of the bidder.

Municipal Code SMMC 2.24.190
RFQ Data
Date
Posted Posted On
Advertised In
(City Charter
& SMMC)
Vendors
Downloaded
Submittals
Received
Date Publicly
Opened

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9/25/2019 City's Online
Bidding Site
Santa
Monica Daily
Press
110 29 10/24/2019
RFP Information
Best Qualified
Firm
Willdan Engineering
Evaluation
Criteria
Price; the ability, capacity, and skill of the bidder to perform the services; the capacity of the bidder to perform the contract within the time specified; the sufficiency of the bidder’s financial resources; the reputation and experience of the bidder.

Municipal Code SMMC 2.24.190
Proposals Received
Berg & Associates, Inc
MNS Engineering, Inc
Willdan Engineering
RFP Data
Date
Posted
Posted On Vendors
Downloaded
Submittals
Received
Date
Opened
01/05/2024 Directly solicited from 5 prequalified firms3 3 02/12/2024

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Justification to Award
Willdan Engineering is recommended to provide construction management and material testing services from a shortlist of pre-qualified construction management firms. The shortlist was created by way of the Request for Qualifications (RFQ) process in which proposals were evaluated by staff from the Engineering and Street Services Division.

Three firms submitted proposals in response to the RFP for construction management and inspection services. The proposals were evaluated by staff from Engineering and Street Services Division. Staff recommend Willdan Engineering as the best qualified firm to provide construction management and material testing services, based on its qualifications, price, and its directly related experience providing similar services for municipal agencies.

Public Outreach
Public outreach for the design of the Project began in November 2019 and continued through May 2020. City staff consulted with the community through a series of meetings including open house events, with neighborhood associations, focused stakeholder discussions and presentations, site visits, mailers, door to door outreach, and messaging through the City’s Take the Friendly Road newsletter. The City’s Take the Friendly Road website also hosted an interactive mapping tool and comment section, that was shared widely throughout the design phase.

Construction is expected to begin in the summer of 2024, and last for approximately 18 months. Approximately two weeks prior to construction, the contractor would distribute notifications to adjacent properties and residents detailing the project scope, construction schedule, and potential impacts. Periodic updates during construction would be provided, as necessary. Social media would be utilized to notify the public about general construction updates and milestones.

Environmental Review
The project is categorically exempt from CEQA pursuant to Section 15301 and Section 15311 of the CEQA Guidelines and Section 21080.25 of CEQA. Section 15301 (Class

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1 – Existing Facilities) exempts the operation, repair, maintenance, permitting, leasing, licensing, or minor alteration of existing public or private structures, facilities, mechanical equipment, or topographical features, involving negligible or no expansion of existing or former use. Section 15311 (Class 11 – Accessory Structures) exempts the construction, or replacement of minor structures accessory to (appurtenant to) existing commercial, industrial, or institutional facilities, including but not limited to seasonal or temporary use items in generally the same locations from time to time in publicly owned parks, stadiums, or other facilities designed for public use. Additionally, Section 21080.25 of CEQA states that CEQA does not apply to pedestrian and bicycle facilities that improve safety, access, or mobility, including new facilities, within the public right-of-way. This project would add a protected bikeway, new sidewalks, bike signals, street trees, a curb extension, street and pedestrian lighting, and upgraded curb ramps. The project would not expand or materially change existing City streets or infrastructure. Furthermore, none of the exceptions to Categorical Exemptions set forth in the CEQA Guidelines, Section 15300.2, apply to this exemption. Therefore, the project is exempt pursuant to Sections 15301 and Section 15311 of the CEQA Guidelines, and Section 21080.25 of CEQA.

Financial Impacts and Budget Actions
Staff seeks authority to appropriate available funds from the Special Revenue Source Fund (Transportation Impact Fee) for the Project to balance unprecedented project cost escalations sustained since 2019.

FY 2023-2024 CIP Budget Changes
Release Funds Appropriate Funds
Account Number Amount Account Number Amount

10.370332 -
Transportation Impact
Fee
$799,532 C1008170.689000 $799,532
Total $799,532
Staff also seeks authority to award a contract to PALP Inc. dba Excel Paving Company to provide construction services for the Project using the budget changes proposed for

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Council approval and the previous appropriations in the Special Revenue Source Fund (Transportation Impact Fees), Miscellaneous Grants Fund (Active Transportation Program, Multi-Year Subregional Program), and Local Return Fund (Measure R and Proposition C).

Contract Request
Funding Source FY 2023-24
Request Amount
CIP Account # Total Contract
Amount
Requested Funds (if appropriated)
Transportation
Impact Fees
$799,532 C1008170.689000 $799,532
Available Funds (previously appropriated)
Active
Transportation
Program Grant
$3,171,000 C2008170.689250
Stewart & PA Safety
Enhancement
$3,171,000
Multi-Year
Subregional
Program Grant
$804,000 C2008170.689290
Stewart & PA Safety
Enhancement
$804,000
Local Return
Fund Measure R
$308,364 C2704600.689120
Annual
Paving/Sidewalk
$308,364
Local Return
Fund Proposition
C
$205,576 C2704600.689130
Annual Paving and
Sidewalk Replacement
$205,576
Transportation
Impact Fees
$528,848 C1007600.689000
Vision Zero and
Mobility Project
$528,848
Total $5,817,320
Lastly, staff seeks authority to approve available funding from the Special Revenue and Local Return funds to award a contract with Willdan Engineering to provide construction management and materials testing services for the Stewart Street & Pennsylvania Avenue Safety Enhancement Project and Olympic Boulevard & 26th Street Project.

Contract Request

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Funding
Source
FY 2023-24
Request Amount
CIP Account # Total Contract
Amount
Transportation
Impact Fees
$490,672 C1007600.689000
Vision Zero and Mobility
Projects
$490,672
Local Return
Fund
Proposition C
$40,000 C2704600.689130
Annual Paving and
Sidewalk Replacement
$40,000
Total $530,672
Prepared By: Jonathan Maldonado, Civil Engineering Associate Approved Forwarded to Council
Attachments:

A. Oaks Initiative Form - PALP
B. Levine Act Disclosure Form - PALP
C. Oaks Initiative Form - Willdan
D. Levine Act Disclosure Form - Willdan
E. Written Comments
F. PowerPoint Presentation

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5.A.a
Packet Pg. 76
Attachment: Oaks Initiative Form - PALP (6175 : Award Bid No.SP2653 to Excel for Stewart Street and Pennsylvania Avenue Safety

5.A.b
Packet Pg. 77
Attachment: Levine Act Disclosure Form - PALP [Revision 2] (6175 : Award Bid No.SP2653 to Excel for Stewart Street and Pennsylvania

5.A.b
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Attachment: Levine Act Disclosure Form - PALP [Revision 2] (6175 : Award Bid No.SP2653 to Excel for Stewart Street and Pennsylvania

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Attachment: Oaks Initiative Form - Willdan (6175 : Award Bid No.SP2653 to Excel for Stewart Street and Pennsylvania Avenue Safety

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Attachment: Oaks Initiative Form - Willdan (6175 : Award Bid No.SP2653 to Excel for Stewart Street and Pennsylvania Avenue Safety City of Santa Monica Levine Act Disclosure Form

CITY OF SANTA MONICA

CALIFORNIA LEVINE ACT DISCLOSURE
In 2022, California’s SB1439 extended requirements under Government Code Section 84308, also known as the "Levine Act", to prohibit City “Officers” from participating in any action related to a contract, license, permit, or entitlement if such Officer received campaign contributions totaling more than $250 within the previous twelve months, and for twelve months following the date of a final decision, from a party or participant to the proceeding, or their agent.

Section 84308(a)(4) of the Levine Act defines an "Officer" as follows: “Officer” means any elected or appointed officer of an agency, any alternate to an elected or appointed officer of an agency, and any candidate for elective office in an agency. The term “Officer” is further defined 2 Cal. Code Regs. Section 18438.1, which states:

An officer of an agency includes only those persons who make, participate in making, or in any way attempt to use their official position to influence a decision in the license, permit, or entitlement for use proceeding, or who exercise authority or budgetary control over the agency or officers who may do so, and:
(1) Serve in an elected position, including an official appointed to an elected position due to an interim vacancy or an election otherwise canceled because the official was the sole candidate for the position;
(2) Serve as a member of a board or commission;
(3) Serve as the chief executive of a state agency, or county, city or district of any kind; or
(4) Have decision making authority with respect to the proceeding involving a license, permit, or other entitlement for use and is also a candidate for elected office or has been a candidate for elective office in the 12 months prior to the proceeding.

A list of Santa Monica Elected Officials and members of boards and commissions can be found at the following links. The party making this certification is responsible for determining whether a recipient of a political contribution is a City Officer prior to completing this form.
https://www.smgov.net/departments/council/
https://www.santamonica.gov/departments/rent-control
https://www.smgov.net/ /boards/.

Have you, your company, or any agent on behalf of you or your company, made any political contributions of more than $250 to any City Officer in the twelve months preceding the date of the submission of your application or proposal? ____YES ____ NO
Name of Councilmember or City Officer: _________________________________

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Attachment: Levine Act Disclosure Form - Willdan (6175 : Award Bid No.SP2653 to Excel for Stewart Street and Pennsylvania Avenue Safety City of Santa Monica Levine Act Disclosure Form
Name of Contributor: _________________________________________________ Date(s) of Contribution(s): ____________________________________________ Amount(s) ________________________________________________________ Please specify below and/or add additional sheet(s) to identify additional Councilmembers or City Officers to whom you and/or your agents made campaign contributions.

Answering YES does not preclude the City of Santa Monica from awarding a contract, license, permit, or entitlement or taking any subsequent action related to the item. It does, however, preclude the identified City Officer from participating in any actions related to such item.

By signing below, you certify you also agree to disclose to the City any future contributions made to Councilmembers or other City Officers by you or your agent(s) after the date of signing this disclosure form, and within 12 months following the approval, renewal, or extension of the requested contract, license, permit, or entitlement.

I HEREBY CERTIFY UNDER PENALTY OF PERJURY UNDER THE LAWS OF THE STATE OF CALIFORNIA THAT THE FOREGOING IS TRUE AND CORRECT.

Signed: ____________________________ Date: ____________________ Print Name: _________________________ Title: _____________________ Company: __________________________
Additional Disclosures:

Please note this form is a public record and subject to a California Public Records Act request.

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Attachment: Levine Act Disclosure Form - Willdan (6175 : Award Bid No.SP2653 to Excel for Stewart Street and Pennsylvania Avenue Safety 1 Xavier Mota
From: Phoebe Kiekhofer <[email protected]>
Sent: Friday, April 5, 2024 6:06 PM
To: councilmtgitems; Council Mailbox; Jesse Zwick; Caroline Torosis; Lana Negrete; Oscar de la Torre; Phil Brock; Christine Parra; David White; Anuj Gupta; [email protected]; [email protected]
Subject: I support Item 5A

EXTERNAL
Dear Santa Monica City Council:

Please support the Stewart Street and Pennsylvania Avenue Safety Enhancement Projects that are so critical to our community safety and equitable mobility. I am a biker who frequently bikes to and from the 26th Street Metro, and I have consistently felt unsafe when forced to use streets that lack proper bike protected infrastructure. In order to encourage mixed mobility, we MUST provide the infrastructure and people will follow. This is a great way to encourage people to leave their cars at home in Santa Monica. Please support this. We desperately need safer streets and we need them now.

Thank you for your service,
Phoebe Kiekhofer
Phoebe Kiekhofer
[email protected]
(310) 487-2336
she/her/hers
Item 5.A.

April 9, 2024
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April 9, 2024

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Attachment: Written Comments [Revision 1] (6175 : Award Bid No.SP2653 to Excel for Stewart Street and Pennsylvania Avenue Safety 1 Xavier Mota
From: Caro Vilain <[email protected]>
Sent: Monday, April 8, 2024 6:51 PM
To: councilmtgitems; Council Mailbox; Gleam Davis; Jesse Zwick; Caroline Torosis; Phil Brock; Lana Negrete; Christine Parra; Oscar de la Torre
Subject: Support for item 5A

EXTERNAL
Dear council,
I’d like to express my support for item 5A.

The Stewart Street and Pennsylvania Ave Safety Enhancement Project is a great step forward in making our city safer and more accessible for everyone.

I look forward to this area being safer and more comfortable for people walking, biking, using personal mobility devices,… and I hope you do too.

Let’s move forward with these contracts and conƟnue to support more of these projects.

Please support item 5A.

Caro Vilain, 90404
Item 5.A.

April 9, 2024
Item 5.A.

April 9, 2024

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Attachment: Written Comments [Revision 1] (6175 : Award Bid No.SP2653 to Excel for Stewart Street and Pennsylvania Avenue Safety 1 Xavier Mota
From: PNA90404 <[email protected]>
Sent: Tuesday, April 9, 2024 10:05 AM
To: Christine Parra; Oscar de la Torre; Jesse Zwick; Lana Negrete; Phil Brock; Caroline Torosis; councilmtgitems; David White; Gleam Davis
Subject: Agenda item 5:A Bike Lanes Zip Code 90404

EXTERNAL
Dear Mayor, City Councilors and City Manager.

The City Public Works, Engineering and Street services
want to install bike lanes from Colorado ave to Kansas ave.

The previous plan wanted to eliminate 60 parking spaces between Exposition blvd and Kansas ave all predominately low income streets and residents and homes.

This new plan only loses 2 parking spaces either side of the highway underpass, the layout is not pretty or pleasant on the eye, more of a blight but the City intends on doing it.

Only a portion of the 1 mile stretch is wide enough to be reconfigured for the safety enhancement project-Stewart st is 35 feet to 50 feet wide due to existing pedestrian popouts (the Stewart/ Delaware intersections through to Stewart/ Kansas ave ) is extremely narrow and will lose the turning lane/ delivery lane, staff have not discussed this loss and its impact on the Poverty Stricken Pico Neighborhood residents affected by these changes that keep popping up in the 90404/90405 zip codes which are officially gentrified and poverty stricken, narrow streets is a sign of poverty neighborhoods.

If this new plan doesn't pan out how many parking spaces will the City take away from the low income residents to meet the City goals of eliminating parking? This type of zoning is considered grooming a term derived from Institutional Racism commonly known as Systemic Racism embedded as Normal Practice within Large Organizations such as local Government Agencies and Departments.

Sincerely Cris McLeod Santa Monica Resident PNA Board member Please see Exhibit: Middle Lane
Item 5.A.

April 9, 2024
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April 9, 2024

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Attachment: Written Comments [Revision 1] (6175 : Award Bid No.SP2653 to Excel for Stewart Street and Pennsylvania Avenue Safety 2 Item 5.A.

April 9, 2024
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April 9, 2024

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Attachment: Written Comments [Revision 1] (6175 : Award Bid No.SP2653 to Excel for Stewart Street and Pennsylvania Avenue Safety 1 Xavier Mota
From: Phil's Eighty Grand Electric Mercedes <[email protected]> Sent: Tuesday, April 9, 2024 10:41 AM
To: councilmtgitems
Cc: Phil Brock; Christine Parra; Oscar de la Torre; Lana Negrete; Gleam Davis; Jesse Zwick; Caroline Torosis
Subject: 4/9/2024 5A

EXTERNAL
Please do not pass this awful item! Innocent SUVs like me get hurt when these so-called street safety improvements get put in. You can't expect our drivers to avoid hitting stationary objects and they often take months or even years to finally spend the money to get us fixed--some drivers even have to choose between expensive repairs bills for their vehicles and putting food on the table. :(
Item 5.A.

April 9, 2024
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April 9, 2024

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Attachment: Written Comments [Revision 1] (6175 : Award Bid No.SP2653 to Excel for Stewart Street and Pennsylvania Avenue Safety 1 Xavier Mota
From: Boris Suchkov <[email protected]>
Sent: Tuesday, April 9, 2024 11:09 AM
To: councilmtgitems; Council Mailbox; Jesse Zwick; Caroline Torosis; Lana Negrete; Oscar de la Torre; Phil Brock; Christine Parra; Gleam Davis
Cc: David White; Anuj Gupta
Subject: I support Item 5A

EXTERNAL
Hi,
I'm a Sunset Park resident and I bike or walk in the area of the Stewart Street and Pennsylvania Avenue Safety Enhancement Projects almost every day. I take my 1-year-old son by bike to and from his daycare located north of the

10. I visit friends who live in the area. And I utilize the Bergamot E Line station for travel to Downtown LA. Multiple neighbors on my block also walk or bike on the corridor for school and transit connections.

All the features of the Stewart Street and Pennsylvania Avenue Safety Enhancement Projects should be approved and the project should proceed to construction without further delay.

The Stewart St connection under the 10 is basically our only connection to the parts of Santa Monica directly north of the freeway, and the only relatively safe bike crossing. But ever since the pandemic emptied out the offices in the Bergamot area, driver misbehavior including speeding and reckless driving has reached truly epic levels. The excess roadway space in the area should be reallocated to safe, productive uses such as protected bike lanes, new sidewalks, and other street safety improvements that prioritize walking, biking, and transit use. It is well known that such improvements actually also improve conditions for motorists by properly channelizing and organizing traffic as well as reducing reckless and unpredictable driver behavior.

The safety improvements in the proposed project are absolutely critical for my safety, the safety of my children, and the safety of my neighbors. Please approve the project so it can proceed to implementation.

Thanks,
Boris Suchkov
Santa Monica Families for Safe Streets
--
“We take cars for granted and we’re like, yeah, that’s just how you get around. But if you change your perspective and realize what’s really going on, you realize they wreck everything. Like, cars wreck everything. They wreck cities. They wreck your wallet, your finances. They wreck your family. They kill you.

They make you fat. They cost ten times more to make paths and roads for than the alternative of putting stuff closer together and having bikes and walking and stuff. Cars just wreck everything.” -Mr. Money Mustache Item 5.A.

April 9, 2024
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April 9, 2024

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Attachment: Written Comments [Revision 1] (6175 : Award Bid No.SP2653 to Excel for Stewart Street and Pennsylvania Avenue Safety 1 Xavier Mota
From: Sam Shapiro-Kline <[email protected]>
Sent: Tuesday, April 9, 2024 11:30 AM
To: councilmtgitems; Council Mailbox; Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre
Subject: I support Item 5A

EXTERNAL
Hello Councilmembers,
I'm Sam Shapiro-Kline, and I live on 21st and Washington. I strongly support the Stewart and Pennsylvania project! In particular, this will create a safe route from my neighborhood to the 26th street metro, bergamot station, and to Pico Boulevard.

I'm excited to see these safety improvements, as many of the intersections that will be treated are particularly unsafe, like Stewart + Olympic, or where there is a slip lane at 26th and Olympic.

I hope safety improvements will be extended up 26th street in the future, as that would be key to more easily accessing more destinations east of my home. Currently, destinations to the west are more conveniently accessed via the 17th street bike lane, and this could replicate that experience for me and my family.

Thanks,
Sam Shapiro-Kline
90403
Item 5.A.

April 9, 2024
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April 9, 2024

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Attachment: Written Comments [Revision 1] (6175 : Award Bid No.SP2653 to Excel for Stewart Street and Pennsylvania Avenue Safety 1 Xavier Mota
From: Alison Kendall <[email protected]>
Sent: Tuesday, April 9, 2024 11:37 AM
To: councilmtgitems; Council Mailbox; Jesse Zwick; Caroline Torosis; Lana Negrete; Oscar de la Torre; Phil Brock; Christine Parra; [email protected]
Cc: David White; Anuj Gupta
Subject: Support for Item 5A Stewart St and Pennsylvania Ave Safety Enhancement

EXTERNAL
In September 2017, I facilitated a Workshop on First Last Mile Planning around Bergamont Station with over 50 stakeholders and transportation professionals. The issues and recommendations from that group showed an urgent need for pedestrian, cyclist and transit rider improvements in the station area, and recommended many of the specific improvements to Stewart Street, Pennsylvania Avenue which are included in this much overdue project.

As one of many Santa Monica families who bike, walk and take transit in this area for our daily travel needs, we strongly support these projects, and are very happy to see them finally be funded and built to support sustainable transportation in our community.

Alison Kendall, Santa Monica homeowner, business owner
Architect and City Planner
Council Agenda
5A. Award Construction and Construction Observation Contracts for Stewart Street and Pennsylvania Avenue Safety Enhancement Project
Staff Report Printout
-- To help protect your privacy, Microsoft Office prevented automatic download of this picture from the Internet.

To help protect your privacy,
Micro so ft Office prevented
auto matic downlo ad o f this
picture from the Internet.

Item 5.A.

April 9, 2024
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April 9, 2024

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Attachment: Written Comments [Revision 1] (6175 : Award Bid No.SP2653 to Excel for Stewart Street and Pennsylvania Avenue Safety 1 Xavier Mota
From: Allon Percus <[email protected]>
Sent: Tuesday, April 9, 2024 12:01 PM
To: councilmtgitems; Council Mailbox; Gleam Davis; Jesse Zwick; Caroline Torosis; Lana Negrete; Oscar de la Torre; Phil Brock; Christine Parra
Cc: David White; Anuj Gupta
Subject: Support for Item 5A

EXTERNAL
Dear Mayor Brock and City Council,
As a Santa Monica resident and voter, I am wriƟng in strong support of item 5A on tonight’s council agenda.

Item 5A will iniƟate construcƟon of a safety project in the Bergamot StaƟon area that is crucial to Santa Monica residents like myself. Stewart and Olympic are part of my regular route for biking from my home on CenƟnela Ave. to the Metro E line staƟon at Bergamot. This area is sorely in need of improvements to make walking and biking safer. The intersecƟon of Stewart and Olympic is a dangerous one (with westbound bicycle access from Nebraska being a parƟcularly hair-raising experience), and the environment of Olympic Blvd. between Stewart and 26th is currently very unfriendly to pedestrians and bikes.

I’ve been eagerly awaiƟng these improvements since before Covid, when the project was first presented to the community. I really hope the Stewart Street and Pennsylvania Avenue Safety Enhancement Project will finally move forward. Please support it.

Thank you.

Allon Percus
1105 CenƟnela Ave.

Santa Monica, CA 90403
Item 5.A.

April 9, 2024
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April 9, 2024

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Attachment: Written Comments [Revision 1] (6175 : Award Bid No.SP2653 to Excel for Stewart Street and Pennsylvania Avenue Safety 1 Xavier Mota
From: Dwight Flowers <[email protected]>
Sent: Tuesday, April 9, 2024 12:15 PM
To: councilmtgitems
Subject: Item 5A

EXTERNAL
Please support the Stewart Street and Pennsylvania Avenue Safety Enhancement Projects that are so critical to our community safety and equitable mobility.

The Bergamot area plan has been underway for several years and pedestrian and bicycle enhancements are essential. Pennsylvania Avenue is an important connection between 26th Street and Stewart St. and on-street parking could be reduced to install improved sidewalks, street trees and pedestrian scale lighting. On Stewart Street improvements on the bikeway would be desirable to provide safe circulation around the Bergamot Station area. For several years I have enjoyed attending facilities and events there and often use light rail through the area.

Sincerely, Dwight Flowers AICP
Item 5.A.

April 9, 2024
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April 9, 2024

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Attachment: Written Comments [Revision 1] (6175 : Award Bid No.SP2653 to Excel for Stewart Street and Pennsylvania Avenue Safety 1 Xavier Mota
From: Jason Mastbaum <[email protected]>
Sent: Tuesday, April 9, 2024 12:08 PM
To: Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre; councilmtgitems; David White; Anuj Gupta
Subject: Support Item 5A, Stewart Street and Pennsylvania Avenue Safety Enhancement Project

EXTERNAL
Dear Santa Monica Mayor, City Council, I support the Bergamot Area Improvements the demonstrate the City’s commitment to safer streets for everyone. Please do not waver to prioritize improving bike and pedestrian infrastructure and Vision Zero and Award the Stewart Street and Pennsylvania Avenue Safety Enhancement Project. The City must continue the overwhelming community supported commitment to prioritize and protect vulnerable road users, like people walking and biking, with these collective projects that prioritize the design of safer streets for everyone. Please approve Item 5A and prioritize safer streets! Item 5.A.

April 9, 2024
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April 9, 2024

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Attachment: Written Comments [Revision 1] (6175 : Award Bid No.SP2653 to Excel for Stewart Street and Pennsylvania Avenue Safety 1 Xavier Mota
From: Natalya Zernitskaya <[email protected]>
Sent: Tuesday, April 9, 2024 12:24 PM
To: councilmtgitems
Cc: Christine Parra; Jesse Zwick; Gleam Davis; Phil Brock; Lana Negrete; Caroline Torosis; Oscar de la Torre; David White
Subject: 4/9/2024 Council Agenda Item 5A- Support

EXTERNAL
April 9, 2024
Re: Agenda Item 5A
Dear Mayor Brock, Vice Mayor Negrete, and City Councilmembers, I support the safety enhancements proposed as part of the Stewart Street and Pennsylvania Avenue Safety Enhancement Project and urge you to proceed with the staff recommendations as laid out in the staff report.

Every step we take to improve the infrastructure of our roads and sidewalks is another step towards our Vision Zero goals and I am happy to see this process moving forward.

Please vote “yes” on the staff recommendation for item 5A.

Thank you,
Natalya Zernitskaya
Natalya Zernitskaya (she/her)
[email protected]
Item 5.A.

April 9, 2024
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April 9, 2024

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Attachment: Written Comments [Revision 1] (6175 : Award Bid No.SP2653 to Excel for Stewart Street and Pennsylvania Avenue Safety 1 Xavier Mota
From: Auguste Miller <[email protected]>
Sent: Tuesday, April 9, 2024 12:50 PM
To: councilmtgitems; Council Mailbox; Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis
Subject: Yes to Item 5A

EXTERNAL
Dear Council,
I support item 5A.

The Stewart Street and Pennsylvania Ave Safety Enhancement Project is a great step forward in making our city safer and more accessible for everyone.

Let’s move forward with these contracts ASAP and continue to support more of these projects.

Please support item 5A.

Best
Auguste Miller
Item 5.A.

April 9, 2024
Item 5.A.

April 9, 2024

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Attachment: Written Comments [Revision 1] (6175 : Award Bid No.SP2653 to Excel for Stewart Street and Pennsylvania Avenue Safety 1 Xavier Mota
From: Auguste Miller <[email protected]>
Sent: Tuesday, April 9, 2024 12:51 PM
To: councilmtgitems; Council Mailbox; Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis
Subject: Re: Yes to Item 5A

EXTERNAL
A more livable SM (and LA) depends on it…
Sent from my iPhone
On Apr 9, 2024, at 12:50 PM, Auguste Miller <[email protected]> wrote:

Dear Council,
I support item 5A.

The Stewart Street and Pennsylvania Ave Safety Enhancement Project is a great step forward in making our city safer and more accessible for everyone.

Let’s move forward with these contracts ASAP and continue to support more of these projects.

Please support item 5A.

Best
Auguste Miller
Item 5.A.

April 9, 2024
Item 5.A.

April 9, 2024

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Attachment: Written Comments [Revision 1] (6175 : Award Bid No.SP2653 to Excel for Stewart Street and Pennsylvania Avenue Safety 1 Xavier Mota
From: Jack Feichtner <[email protected]>
Sent: Tuesday, April 9, 2024 12:53 PM
To: councilmtgitems; Council Mailbox; Gleam Davis; Jesse Zwick; Caroline Torosis; Lana Negrete; Oscar de la Torre; Phil Brock; Christine Parra
Cc: David White; Anuj Gupta
Subject: Support for Item 5A on 4/9/2024

EXTERNAL
Please support the Stewart Street & Pennsylvania Avenue Safety Enhancement Projects that are critical to our community safety and equitable mobility.

Thank you for your consideration.

Jack Feichtner AIA
1802 Twentieth Street Unit C
Santa Monica, CA 90404
Item 5.A.

April 9, 2024
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April 9, 2024

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Attachment: Written Comments [Revision 1] (6175 : Award Bid No.SP2653 to Excel for Stewart Street and Pennsylvania Avenue Safety 1 Xavier Mota
From: Sean Youssefi <[email protected]>
Sent: Tuesday, April 9, 2024 2:08 PM
To: Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre; councilmtgitems; David White; Anuj Gupta
Subject: Support Item 5A, Stewart Street and Pennsylvania Avenue Safety Enhancement Project

EXTERNAL
Dear Santa Monica Mayor, City Council,
I support the Bergamot Area Improvements as they demonstrate the City’s commitment to safer streets for everyone.

Please do not waver to prioritize improving bike and pedestrian infrastructure and Vision Zero and Award the Stewart Street and Pennsylvania Avenue Safety Enhancement Project.

The City must continue the overwhelming community supported commitment to prioritize and protect vulnerable road users, like people walking and biking, with these collective projects that prioritize the design of safer streets for everyone.

Please approve Item 5A and prioritize safer streets!
Thank you,
Sean Youssefi
Santa Monica resident
Item 5.A.

April 9, 2024
Item 5.A.

April 9, 2024

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Attachment: Written Comments [Revision 1] (6175 : Award Bid No.SP2653 to Excel for Stewart Street and Pennsylvania Avenue Safety 1 Xavier Mota
From: Cynthia Rose <[email protected]>
Sent: Tuesday, April 9, 2024 2:38 PM
To: councilmtgitems; Council Mailbox; [email protected]; Jesse Zwick; Caroline Torosis; Lana Negrete; Oscar de la Torre; Phil Brock; Christine Parra Cc: David White; Anuj Gupta; [email protected]; Kyle Kozar; Jacqui Swartz; Jason Kligier Subject: Support Item 5A, Stewart Street and Pennsylvania Avenue Safety Enhancement Project Attachments: 2024-04 CC Support Item 5A Bergamot Area Improvements.pdf

EXTERNAL
Dear Santa Monica Mayor and City Council
Please see our letter of support for Item 5A, Stewart Street and Pennsylvania Avenue Safety Enhancement Project and the countless hours of hard work and years of community and staff engagement that have been devoted to making these safety enhancements become a tangible reality to pave our way to a safer more sustainable future.

Cynthia Rose and Cris Gutierrez
--
Cynthia Rose
Director
Santa Monica Spoke
SMSpoke.org
I acknowledge with respect and gratitude the Tongva, Kizh, and Chumash Peoples on whose traditional territory I live and work.

Item 5.A.

April 9, 2024
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April 9, 2024

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Attachment: Written Comments [Revision 1] (6175 : Award Bid No.SP2653 to Excel for Stewart Street and Pennsylvania Avenue Safety A community group dedicated
to biking and walking in Santa Monica.

Working to make the
City of Santa Monica a
more sustainable,
bikeable & walkable place to live, work and play.

April 9, 2024

RE: Support Item 5A, Stewart Street and Pennsylvania Avenue Safety Enhancement Project

Dear Mayor and City Council Members:

Santa Monica Spoke and the Santa Monica Safe Streets Alliance strongly support the incredible safety updates proposed in the Bergamot Area as identified in the staff report for agenda item 5A. These updates are invaluable and expertly carry forth the City’s determination to provide safer streets for everyone. As our climate goals press upon us, the Stewart Street and Pennsylvania Avenue Safety Enhancement Projects ensure that we have quality infrastructure to support people walking and biking or riding mass transit, moving us forward to meet our Vision Zero commitment, Take the Friendly Road.

Additionally, new sidewalks that are key components also provide a safe setting for the local residents and workforce to enjoy connecting to assets, like the food trucks and The Metro E Line, along Olympic and Pennsylvania Avenue.

Countless hours of hard work and years of community and staff engagement have been devoted to making these safety enhancements become a tangible reality to pave our way to a safer future. Starting five years ago, the community had its first look at the possibility and provided input on the vision of this safety infrastructure to help make sure the amenities would suit the growing population of our community residents, students, families, visitors and workers – including the youngest, eldest and most vulnerable - moving along our streets with and without a car. The neighborhood around Stewart Street and Pennsylvania Avenue has seen decades of negative traffic and safety impacts along with the commuting that met the needs of industry and businesses in the area. It is critical we support these safety improvements for everyone - including our most vulnerable - and approve these contracts to move swiftly forward to build the enhancements that will benefit everyone.

We look forward to welcoming the Council’s approval this evening to advance the contracts for Santa Monica’s community, visitors, students and workforce to have more ease and safety in traversing our city.

Sincerely,
Cynthia Rose
Director, Santa Monica Spoke Cris Gutierrez
Co-Chair, Santa Monica Safe Street Alliance Co-Chair, Santa Monica Safe Streets Alliance SMSpoke.org
SaMoSafeStreets.org
Item 5.A.

April 9, 2024
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April 9, 2024

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Packet Pg. 100 Attachment: Written Comments [Revision 1] (6175 : Award Bid No.SP2653 to Excel for Stewart Street and Pennsylvania Avenue Safety 1 Xavier Mota
From: Laurene von Klan <[email protected]>
Sent: Tuesday, April 9, 2024 2:43 PM
To: Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre; councilmtgitems; David White; Anuj Gupta
Cc: Kent Strumpell
Subject: Support Item 5A, Stewart Street and Pennsylvania Avenue Safety Enhancement Project

EXTERNAL
Dear Members of the City Council
Please support Item 5A , the Stewart Street and Pennsylvania Avenue Safety Enhancement Project.

As someone who travels around the city on a bike frequently, I see this north-south connection as critical. As a senior, I am also increasingly appreciative of the time I get to spend outdoors in our wonderful city on my bike. Thanks to electric bikes, more seniors are re-joining the bike community.

I am also a co-chair of Climate Action Santa Monica. CASM encourages the creation of a fully built mobility system that is safe and accessible to all, that is green, and that does not pollute the atmosphere with climate-changing emissions. One benefit of these improvements is the connection to the train system. I DO take my bike on the train, and when I do, I see so many others doing the same. The proposed improvements will leverage the important regional benefit provided by transit.

Please support these improvements. And thank you for your leadership.

Laurene von Klan
Item 5.A.

April 9, 2024
Item 5.A.

April 9, 2024

5.A.e
Packet Pg. 101 Attachment: Written Comments [Revision 1] (6175 : Award Bid No.SP2653 to Excel for Stewart Street and Pennsylvania Avenue Safety 1 Xavier Mota
From: stephan corbel <[email protected]>
Sent: Tuesday, April 9, 2024 3:09 PM
To: Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre; councilmtgitems; David White; Anuj Gupta; Council Mailbox Subject: Re: Support Item 5A, Stewart Street and Pennsylvania Avenue Safety Enhancement Project

EXTERNAL
Dear Santa Monica Mayor, City Council and City Manager:

I support the Bergamot Area Improvements that demonstrate the City’s commitment to safer streets for everyone.

Please do not waver to prioritize improving bike and pedestrian infrastructure and Vision Zero and Award the Stewart Street and Pennsylvania Avenue Safety Enhancement Project.

Please approve Item 5A and prioritize safer streets!
Sincerely,
Stephane Corbel
Item 5.A.

April 9, 2024
Item 5.A.

April 9, 2024

5.A.e
Packet Pg. 102 Attachment: Written Comments [Revision 1] (6175 : Award Bid No.SP2653 to Excel for Stewart Street and Pennsylvania Avenue Safety 1 Xavier Mota
From: Jonathan Balk <[email protected]>
Sent: Tuesday, April 9, 2024 3:37 PM
To: Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre; councilmtgitems; David White; Anuj Gupta
Subject: Support Item 5A, Stewart Street and Pennsylvania Avenue Safety Enhancement Project

April 9, 2024
Item 5.A.

April 9, 2024

5.A.e
Packet Pg. 103 Attachment: Written Comments [Revision 1] (6175 : Award Bid No.SP2653 to Excel for Stewart Street and Pennsylvania Avenue Safety 1 Xavier Mota
From: kent Strumpell <[email protected]>
Sent: Tuesday, April 9, 2024 4:17 PM
To: Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre; councilmtgitems; David White; Anuj Gupta
Cc: Jason Kligier
Subject: Item 5A, Bergamot area safety improvements

EXTERNAL
Dear Council Members and City Staff,
I urge you to support Item 5A. The bikeway projects that you will be considering tonight are criƟcal to improving gaps in our bikeway network, especially some important north-south linkages. Equally important, they will increase acƟve mobility opƟons in the Pico Neighborhood and enhance safe connecƟvity to the Bergamot Expo Line staƟon.

As a senior who bicycles for all of my local mobility needs, the safe, protected bikeways that the city has been installing are a godsend that I eagerly use whenever possible. Our work won’t be done unƟl we have a pervasive network of such protected bikeways throughout our city. These projects are an important stelp towards geƫng us there.

Thank you!
Kent Strumpell
1211 Michigan Ave.

Pico Neighborhood
Item 5.A.

April 9, 2024
Item 5.A.

April 9, 2024

5.A.e
Packet Pg. 104 Attachment: Written Comments [Revision 1] (6175 : Award Bid No.SP2653 to Excel for Stewart Street and Pennsylvania Avenue Safety April 9, 2024

BERGAMOT AREA FIRST/LAST

MILE IMPROVEMENTS
Funded in part by Metro,
a partner in the community.

5.A.f
Packet Pg. 105 Attachment: PowerPoint Presentation (6175 : Award Bid No.SP2653 to Excel for Stewart

PROJECT
DESIGN

PROJECT

BACKGROUND

CONSTRUCTION

SCHEDULE
123

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Packet Pg. 106 Attachment: PowerPoint Presentation (6175 : Award Bid No.SP2653 to Excel for Stewart

KEY CORRIDORS & INTERSECTIONS
26th St (.3 miles)
Protected Bike Network
5-Year Vision
Existing/Planned
Bike Network
Santa Monica Protected Bike Network 5-Year Vision Santa Monica Priority Network (Collisions 2015-2019) Stewart St (1 mile)
Olympic Blvd (.3 miles)

5.A.f
Packet Pg. 107 Attachment: PowerPoint Presentation (6175 : Award Bid No.SP2653 to Excel for Stewart

OUTREACH
Community Presentations
9/2013 – Bergamot Area Plan Adopted by Council
7/2015 – Land Use & Circulation Element Amendment
9/2017 – First/Last Mile Workshop Bergamot Area
1/23/2018 – City Council Awards Design Contract
11/14/2019
12/2/2019
2/20/2022
3/13/2024 – Pico Neighborhood Association
3/19/2024 – Mid-City Neighbors
4/2/2024 – SM Spoke
Open Houses
12/14/2019 Virginia Avenue Park Library Annex
12/18/2019 Edison Language Academy
Booths at Community Events
5/18/2023 – Bike to Work
8/1/2023 – National Night Out
12/2/2023 – 17th St Ribbon Cutting
5/16/2024 – Bike Month
Mailers sent to residents and businesses
within 750 feet of project area
Booths at Community Events
5/18/2023 – Bike to Work
8/1/2023 – National Night Out
12/2/2023 – 17th St Ribbon Cutting
4/22/2024 – Earth Day
5/16/2024 – Bike Month
Mailers and Door-to-door
9/2019
5/2024
Project Website, Notices, and Flyers
Ongoing through end of construction

5.A.f
Packet Pg. 108 Attachment: PowerPoint Presentation (6175 : Award Bid No.SP2653 to Excel for Stewart Olympic Blvd from 26th St to Stewart St (.3 miles)
–
Council approved for construction – Jan 2024
26th St from Olympic Blvd to Broadway (.3 miles) –
Consent Calendar – May 14, 2024
Stewart St from Colorado Ave to Kansas Ave;
Colorado Ave from Stewart St to Yale St;
Pennsylvania Ave from 26th St to Stewart St (1 mile)
Recommended approval – April 9, 2024

KEY CORRIDORS
Bergamot Area First/Last Mile Improvements

5.A.f
Packet Pg. 109 Attachment: PowerPoint Presentation (6175 : Award Bid No.SP2653 to Excel for Stewart

A NEED FOR HIGH QUALITY

INFRASTRUCTURE
Parked cars in bike lanes block bicyclists and
scooter users, forcing unsafe conditions
Drivers destroy plastic bollards Moving cars next to regular bike lanes create high stress networks
Broadway & 19th St
Ocean Ave & Colorado Blvd Ocean Park Blvd & Lincoln Blvd

5.A.f
Packet Pg. 110 Attachment: PowerPoint Presentation (6175 : Award Bid No.SP2653 to Excel for Stewart Gaps in bike network force riders to compete for space
among moving vehicles and unpredictable turns.

Colorado Ave & Yale St
Sidewalk gaps force pedestrians to navigate
unstable conditions or to walk in the street.

Pennsylvania Ave between Stewart St & 26th St
Illegal maneuvers and poor visibility.

Stewart St & Nebraska Ave
KEY IMPROVEMENTS 5.A.f
Packet Pg. 111 Attachment: PowerPoint Presentation (6175 : Award Bid No.SP2653 to Excel for Stewart

PROJECT

BACKGROUND

CONSTRUCTION

SCHEDULE
13 PROJECT
DESIGN 2

5.A.f
Packet Pg. 112 Attachment: PowerPoint Presentation (6175 : Award Bid No.SP2653 to Excel for Stewart Protected Bike Lane
Concrete barriers will be installed on Stewart
St from Colorado Ave to Kansas Ave to create
a protected bike lane. The new design will shift
the existing bike lanes closer to the curb while
parking will shift away from the curb. This
treatment increases safety and comfort while
also attracting more riders of all ages and
abilities.

Leading Pedestrian Interval (LPI)
Traffic signal timing adjustments such as an
LPI will be implemented at signalized
intersections to give pedestrians the
opportunity to enter an intersection a few
seconds before vehicles are given a green
indication. With this head start, pedestrians
can better establish their presence in the
crosswalk and are more visible to motorists
which improves yielding compliance.

Bicycle Traffic Signals
A dedicated signal alerting bicyclists that they
can cross through the intersection without
vehicular traffic moving.

Bicycle signals will be installed at Stewart
St/Colorado Ave and Stewart St/Olympic Blvd.

STEWART ST & PENNSYLVANIA AVE

PROJECT ELEMENTS
17th St & Wilshire Blvd Colorado Ave & Ocean Ave

5.A.f
Packet Pg. 113 Attachment: PowerPoint Presentation (6175 : Award Bid No.SP2653 to Excel for Stewart Plastic Bollards (K71s)
Plastic bollards will be installed along
Colorado Ave from Stewart St to Yale St.

STEWART ST & PENNSYLVANIA AVE

DESIGN MAKE-UP OF BIKE FACILITY
23rd St & Marine St
Concrete Curb
Concrete barriers will be installed along Stewart
St from Colorado Ave to Virginia Ave.
17th St & Colorado Ave
17th Sidewalk LevelSt & Colorado Ave
Raised facility from Virginia Ave to Kansas Ave.
17th St & Colorado Ave
Standard Bike Facility
Existing facility on east side of Stewart from Delaware Pl to Kansas Ave will remain.

Stewart St & Kansas Ave - rendering
Stewart St & Delaware Ave

5.A.f
Packet Pg. 114 Attachment: PowerPoint Presentation (6175 : Award Bid No.SP2653 to Excel for Stewart

PARKING INVENTORY

SPACES TO BE REMOVED/ADDED
Parking space removed
Parking space added

5.A.f
Packet Pg. 115 Attachment: PowerPoint Presentation (6175 : Award Bid No.SP2653 to Excel for Stewart

THANK YOU
Visit the project webpage to learn more
santamonica.gov/mobility-projects/bergamot-first-and-last-mile-improvements or contact [email protected]

5.A.f
Packet Pg. 116 Attachment: PowerPoint Presentation (6175 : Award Bid No.SP2653 to Excel for Stewart City Council
Report
City Council Meeting: April 9, 2024
Agenda Item: 5.B
1 of 4
To: Mayor and City Council
From: Jenny Rogers, Recreation and Arts Director, Recreation and Arts Department Subject: Approval of Third Contract Modification with McCabe's Guitar Shop for their Fourth Annual Production of Americana in the Park
Recommended Action
Staff recommends that the City Council

1. Adopt a finding of categorical exemption pursuant to Section 15323 of the California Environmental Quality Act (CEQA) Guidelines;

Summary
On September 14, 2021, the City executed contract #4820 with McCabe’s Guitar Shop for $50,000 to produce, develop, and implement a free and family-friendly concert series in one or more of the City’s parks in September 2021. The Agreement included the option to extend the term of the Agreement for three separate one-year terms for a total of four annual concert series. It was expected at the time that the cost of the agreement would be $50,000 the first year, increasing $2,000 per year for a total contract cost of $212,000 over four years. Following the highly successful first year of the series, staff and McCabe’s decided to increase the investment in the concerts to meet growing demand with $75,000 in the second year and $77,000 in the third year. This fourth year will feature a fifth Sunday in September and a fifth Americana in the Park concert, which will drive the 2024 cost to $100,000. The not-to-exceed amount for the contract will

5.B
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consequently increase above the City’s $250,000 procurement threshold for the fourth year, requiring that staff seek City Council approval to execute the third and final modification of the Agreement. Staff recommends approval of this Third Modification.

Discussion
On June 25, 2021, staff released a Request for Proposals (“RFP”) titled, “Outdoor Music Concert Series 2021 Event Production” to find an event producer who would replace the Jazz on the Lawn concert series that ran for fourteen years in Gandara Park. Three proposals were received in response to the RFP and McCabe’s Guitar Shop was selected as the most qualified respondent. McCabe’s proposed a concert series entitled “Americana in the Park” that explored the roots of modern music through the history of the music genres that inspired it.

The first year of Americana in the Park was very popular and highly successful in terms of attendance and public reviews of the four concerts. Behind the scenes the contractor operated at a loss for the concert series in 2021 due to some unplanned expenses including an underestimation of the staff needed for the four concerts and the increased cost of all goods and services during the pandemic. Following this first “pilot” year of the project, staff and McCabe’s decided to increase the project fee to $75,000 for the second year to invest more money for artists, hire a headliner for each of the four concerts, allow McCabe’s to assign more staff to the events, and move expenses into the contract that the Cultural Affairs paid for in the first year including marketing for the events, parking staff, and public safety officers.

The second year’s budget was set at $75,000 for the four concerts in September 2022, increasing to $77,000 in the third year of the series for four concerts in September 2023, and now staff proposes to pay $100,000 in the fourth year of the concert series to expand the program to a fifth Sunday concert in September 2024 and compensate for rising costs.

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As of this staff report, following the first three annual concert series, the total spent for this Agreement is $202,000 and Staff seeks permission to modify the agreement a third time to add $100,000 for the fourth year of Americana in the Park, increasing the Not-toExceed amount of the agreement to $302,000.

Year Cost Cost per concert
2021 $ 50,000 $12,500
2022 $ 75,000 $18,750
2023 $ 77,000 $19,250
2024 $ 100,000 $20,000
Total $ 302,000
Staff plans to release a Request for Proposals in early 2025 to hire a producer for the next concert series in Gandara Park.

Environmental Review
The contract for the concert series is categorically exempt pursuant to Section 15323 (Class 23 Normal Operations of Facilities for Public Gatherings) of the California Environmental Quality Act (CEQA) guidelines. Class 23 consists of the normal operations of existing facilities for public gatherings for which the facilities were designed, where there is a history of the facility being used for the same or similar kind of purpose in where there is a past history of the facility being used for the same or similar kind of purpose. The City has a long history of producing concerts in existing City parks, and therefore, the contract is categorically exempt from CEQA pursuant to Section 15323.

Financial Impacts and Budget Actions
Staff seeks authority to approve available funding from the General Fund to increase the amount of the agreement with McCabe’s Guitar Shop to produce, develop, and implement the fourth annual Americana in the Park in September 2024.

5.B
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Contract Modification Request
Agreement # Current
Authorized
Amount
FY2023-24
Request
Amount
FY2024-25
Request
Amount
Department
Account #
Total
Revised
Contract
Amount
4820 $202,000 $59,250 $40,750 01430012.555570 $302,000
Future year funding is contingent on Council budget approval.

Prepared By: Jonathan Carr, Senior Administrative Analyst Approved Forwarded to Council
Attachments:

A. 1. RFP for Gandara Park Concert Producer
B. 2. Contract 4820 McCabes Event Production
C. 3. Contract 4820 McCabes First Modification
D. 4. Contract 4820 McCabes Second Modification
E. OAKS INITIATIVE FORM_signed_McCabes
F. 06 Levine Act Disclosure Form Mccabes
G. Written Comments

5.B
Packet Pg. 120
City of Santa Monica
Outdoor Music Concert Series 2021 Event Production
Request for Proposal

Page 1 of 4 ends

Concert Series Overview:

The City wishes to engage a Santa Monica-based concert producer to both develop and implement a free, family-friendly concert series in one or more of the City’s parks in fall 2021.

The impetus for this RFP is the community’s desire to bring back Jazz on the Lawn, which was historically a City-produced event, that ran for 14 years, and consisted of Sunday evening concerts in August; first in front of City Hall, then at Gandara Park. As a result of City restructuring and staff reductions, Cultural Affairs is now shifting to an events model that provides funding and technical support to outside producers, rather than producing in-house.

This will be a pilot of the City’s Art of Recovery program and will inform how the City expands support to Santa Monica-based individuals and organizations to produce events in the years to come.

Art of Recovery Events Expansion:

The Art of Recovery grant initiative has been a successful part of the City of Santa Monica’s Economic Recovery Task Force by responding to the pandemic with artist-driven projects focused on three recovery priorities that align with the multiple crises we face:
● Economic recovery
● Community connectedness & restorative justice
● Public health & safety
Cultural Affairs is now expanding Art of Recovery to include an events focus that will significantly contribute to the City’s reopening and vibrancy. This new events model will act as a stimulus that will enable organizations, BIDs, artists, and community members to create a varied and extensive range of events throughout Santa Monica. The program is intended to help the City develop an approach to supporting events that is responsive to and engages with different communities, and allows for variances in the timing, scale, priorities, and approach of events. Cultural Affairs’ goal is to use this concert series as a pilot for how it might re-envision supporting City events in a more sustainable manner. This approach also provides additional funding opportunities to local artists and arts organizations who have been disproportionally impacted due to the pandemic.

Scope of Work:

Event Production
● Develop a fall concert series, including name, branding and featured musical genres. ● Produce three to four free concerts in total, in one or more City Parks* on Saturdays or Sundays between September and December 2021, featuring a different musical group for each concert. (*Since the Jazz on the Lawn series was presented in Gandara Park for the last 8 years, the familiarity of the space and requirements are known. Based on this past experience, holding the concerts at Gandara Park could help expedite the overall event timeline, but this is not a requirement.) ● Oversee all matters relating to the production and implementation of the concert series, including relevant community outreach, small business outreach, overall logistics and marketing.
● Curate a series of musical acts based on artistic quality, accessibility for a broad audience, family-friendly, and their ability to engage with audiences (energetic, fun, interactive).

5.B.a
Packet Pg. 121 Attachment: 1. RFP for Gandara Park Concert Producer (6240 : Contract Modification for McCabe's Guitar Shop) Outdoor Music Concert Series 2021 Event Production: Request for Proposal

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Scope of Work: Event Production (continued)
● Use an innovative/creative approach to create high quality, interactive, and engaging family-friendly programming. All programming will be coordinated closely with relevant city staff and will fall within the existing budget parameters of the event. ● Band criteria: Southern California-based, professional musicians who earn income from their music practice.
● Music guidelines: accessible for a larger audience
o family-friendly, upbeat, fun and energetic
o encourages audience engagement/dancing
● Make sure the location is accessible by public transportation, close to affordable and available parking, and allows for people with different abilities to participate. ● If necessary, make arrangements with nearby parking lots for attendee access during the concert.
● In collaboration with City staff, coordinate and schedule planning meetings with Santa Monica city agencies (police, fire, transportation, sanitation, etc.) with regards to necessary day-of services. Attend all planning meetings with relevant city agencies. ● Arrange for security and parking attendants as needed. ● Create a timeline for the event that will set deadlines for both city departments and for producer and subcontractors.
● Manage all physical production components of the event by supervising, coordinating, and working in tandem with City agencies on the following: necessary rentals, event supplies, set up and breakdown, security and crowd control, insurance from participating partners, and permits.
● Manage the event budget within the City’s parameters. ● Secure, manage and pay event staff and all independent contractors and artists. Provide oversight of day-of staffing and any volunteers.
● Carry necessary insurance for the event (see below for requirements). ● Determine layout; create site plans, and identify infrastructure, signage and staffing needs.
● Create protocol materials for day-of staff and train personnel on information and general event needs.
● Recruit and manage volunteers for the event, if necessary. ● Access to nearby restaurants or food trucks is encouraged. ● Ensure restrooms are available and accessible.
● Provide an event information booth or table.

Publicity & Marketing
● Develop branding and collateral, including a new title for the series. ● Develop a marketing and communications plan that might include print and distribution of signage, banners, paid advertising, earned media, promotional postcards and notifications, and any other printed or digital outreach materials. ● Lead the marketing efforts for the concert series. Work in coordination and with the support of the City to ensure press access, social media and digital platforms, communications, and marketing functions are all successfully fulfilled. ● All outreach materials must incorporate the City logo and follow the City’s design guidelines.

5.B.a
Packet Pg. 122 Attachment: 1. RFP for Gandara Park Concert Producer (6240 : Contract Modification for McCabe's Guitar Shop) Outdoor Music Concert Series 2021 Event Production: Request for Proposal

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Reporting
● In collaboration with the City, provide video and photographic documentation of the series.
● Provide a final written financial and event attendance report including, but not limited to,, metrics for the event, event attendance, social media impacts, and press coverage.

The City’s Role & What it Will Provide:
● Cultural Affairs staff will provide technical support and help the producer navigate the City’s process for events.
● Support from an outside consultant on outdoor event production issues, if necessary. ● Cultural Affairs staff will help promote the series on its website and Facebook page. ● Some sharing of the series will also be done through the City’s other social channels and outlets.
● Event permit fees will be waived.

Selection Criteria for this RFP:
● The quality of the services offered.
● The ability, capacity, and skill of the applicant to perform the contract or provide the materials or services.
● The capacity of the applicant to perform the contract or provide the service promptly, within the time specified, and without delay or interference. ● The character, integrity, reputation, judgment, training, experience, and efficiency of the applicant.
● The submitted budget’s feasibility.
● Ability to collaborate with City staff and event production consultant team. ● Prior experience producing concerts/events.

Please submit a proposal that addresses the following:
● Describe your curatorial approach to this series, including how you will select the musicians and the musical genres you plan to include.
● A brief description of your production team, their role in the project and how you would manage this series.
● Examples of past experiences producing outdoor events, if applicable. ● A timeline including: curating, contracting with artists, production goals, marketing and PR.
● A sample budget using the total of $50,000 available to you for your work on the series.

Please make sure to include a line item for the insurance you will need to carry for the series (see the requirements noted below.)
● A brief description of the marketing strategies you would use. ● Your proposal should be no more than five pages of narrative.

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Proposal Timeline:
● Request for proposals issued June 25
● Email questions to [email protected] by July 1
● Answers to questions emailed by July 7
● Proposals due by email by 5:00 pm on July 14
● Selected candidate notified week of July 19
Proposals should be emailed to [email protected] no later than 5:00pm on Wednesday, July 14, 2021
Required Documents & Insurance (see the following attached examples) The selected candidate will be required to obtain and submit the following:
● A Contractual Services Agreement with the City of Santa Monica ● An Oaks Initiative Disclosure Form.
● A Living Wage Requirement. Any agreement issued as a result of this Request for Proposal may be subject to the City’s Living Wage Ordinance, Santa Monica Municipal Code Chapter 4.65 (LWO), and its implementing regulations. ● Insurance that, at a minimum, meets the requirements for insurance set forth in the City’s Contractual Services Agreement, Exhibit C, Insurance Requirements and Verifications which includes the following:
o Insurance against claims for injuries to persons (Workers Compensation) for your staff, any subcontractors you hire, and contracted artists o Auto insurance
o General liability insurance

5.B.a
Packet Pg. 124 Attachment: 1. RFP for Gandara Park Concert Producer (6240 : Contract Modification for McCabe's Guitar Shop) Contract No. 4820

CONTRACTUAL SERVICES AGREEMENT
This Contractual Services Agreement (“Contract”), entered into as of _________________(“Execution Date”), by and between the CITY OF SANTA MONICA, a municipal corporation (“City”), and McCabe’s Guitar Shop (“Contractor”), a California Corporation, is made with reference to the following:

RECITALS:

A. The City is a municipal corporation duly organized and validly existing under the laws of the State of California with the power to carry on its business as it is now being conducted under the statutes of the State of California and the Charter of the City.

B. Contractor is qualified to do business, and is doing business, in the State of California. Contractor represents it has the background, knowledge, experience and expertise necessary to provide the services set forth in this Contract.

C. The City and Contractor desire to enter into an agreement for Contractor to produce, develop, and implement a free and family-friendly concert series in one or more of the City’s parks (“Concert Series”).

NOW, THEREFORE, it is mutually agreed by and between the undersigned parties as follows:

TERMS AND CONDITIONS

1. Term. This Agreement begins on the Execution Date and terminates on June 30, 2022, unless sooner terminated in accordance with Section 17. The City, at its sole discretion, shall have the option to extend the term of this Agreement for three separate one-year options (“Extension Terms”).

2. Contractor Services. Unless otherwise specified in this Agreement, Contractor will perform all the services (“Services”) described in the City’s Outdoor Music Concert Series 2021 Event Production Request for Proposal (“RFP”) that the City issued on June 25, 2021 and the proposal that Contractor submitted to the City in response to the RFP, which documents are attached to this Agreement as Exhibit A, Scope of Services, and incorporated by reference. Contractor will complete the Services in accordance with Exhibit B, Budget.

3. Equipment and Production Elements. Contractor agrees to provide, at its sole expense, all materials to be used for the Concert Series, including but not limited to equipment, instruments, and other personal property (collectively, “Equipment and Production Elements”) and personnel required for the Concert Series unless otherwise specified in the RFP.

4. Publicity. Contractor agrees to not generate any written, audio, or visual publicity regarding the Concert Series without prior written approval from City.

DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489 9/14/2021

5.B.b
Packet Pg. 125 Attachment: 2. Contract 4820 McCabes Event Production (6240 : Contract Modification for McCabe's Guitar Shop)

5. City Services. The City agrees to:

5.1 City shall monitor, evaluate, and provide guidance to Contractor to ensure proper performance of this Agreement, and Contractor will fully cooperate in such activities. City’s provision of guidance does not limit or diminish Contractor’s responsibilities.

5.2 The City agrees to allow Contractor and Contractor’s employees, volunteers, agents, and subcontractors reasonable access to the designated City parks where the Concert Series will be held as provided in Exhibit A, Scope of Services.

5.3 Provide technical support and help Contractor navigate the City’s permitting process for the Concert Series.

5.4 Provide support for the production of the Concert Series by engaging a City consultant that will regularly meet with City staff and Contractor to provide advice and support regarding marketing, the event permitting process, programming, logistics, and budgeting.

5.5 Promote the Concert Series on the City’s website, Facebook Page, and other City social channels, as the City deems appropriate.

5.6 Make available to Contractor any currently existing documents, data or information required for the performance of the Services.

5.7 Designate a representative authorized to act on behalf of City.

5.8 Promptly examine and render findings on all documents and materials submitted for staff review by Contractor.

6. Credit to City. Contractor agrees to credit the City of Santa Monica on any and all written materials that are used by Contractor to promote the Concert Series.

Contractor further agrees to include in any press release, printed materials or public or private statements related to the Concert Series the following phrase: “supported by the City of Santa Monica Art of Recovery Program,” or similar language as may be agreed to by both parties.

7. Compensation. The City will compensate Contractor for the Services performed in an amount not to exceed $50,000, as set forth in Exhibit B. If the City exercises its options to extend the term of this Agreement, the amount of the compensation will increase $2,000 per year. The total contract not-to-exceed amount for the term of the Agreement, including Extension Terms, will be $212,000 after compensating Contractor $50,000 the first year, $52,000 for the second year, $54,000 for the third year, and $56,000 for the fourth year.

8. Invoices. Contractor will invoice the City for the Services in accordance with Exhibit B and the City will pay any undisputed amount within 30 days of receipt.

DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489

5.B.b
Packet Pg. 126 Attachment: 2. Contract 4820 McCabes Event Production (6240 : Contract Modification for McCabe's Guitar Shop)

9. Notices. All notices, demands, requests or approvals to be given under this Agreement, must be in writing and will be deemed served when delivered personally, by email, or on the third business day after deposit in the United States mail, postage prepaid, registered or certified, addressed as follows:

9.1 All notices, demands, requests or approvals to the City:

Cultural Affairs Division
City of Santa Monica
1685 Main Street, MS #44
Santa Monica, California 90401
Attention: Cultural Affairs Manager
Re: Contract No. 4820
with a copy to:

Santa Monica City Attorney’s Office
1685 Main Street, Third Floor
Santa Monica, California 90401
Attention: City Attorney
Re: Contract No. 4820

9.2 All notices, demands, requests or approvals to Contractor:

McCabe’s Guitar Shop
3101 Pico Blvd
Santa Monica, CA 90405
Attention: Walt McGraw, Vice President
[email protected], 310-828-4497
Re: Contract No. 4820

10. Independent Parties. Both parties to this Agreement will be acting in an independent capacity and not as agents, employees, partners, or joint venturers of one another.

Neither the City nor its officers or employees will have any control over the conduct of Contractor or any of Contractor’s agents, employees, or subcontractors, except as otherwise provided in this Agreement.

11. Integrated Contract. This Agreement represents the full and complete understanding of every kind or nature whatsoever between the parties. Any preliminary negotiations and agreements of any kind or nature are merged into this Agreement. No oral agreement or implied covenant may be held to vary the provisions of this Agreement.

This Agreement may be modified only by written agreement signed by City and Contractor, and approved as to form by the City Attorney.

12. Insurance. Prior to commencing work, Contractor must procure, maintain and pay for insurance against claims for injuries to persons or damage to property that may DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489

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Packet Pg. 127 Attachment: 2. Contract 4820 McCabes Event Production (6240 : Contract Modification for McCabe's Guitar Shop) arise from or in connection with the performance of the Services by Contractor or Contractor’s agents, representatives, employees or subcontractors for the duration of this Agreement. Contractor must obtain insurance that, at a minimum, meets the requirements for insurance set forth in Exhibit C, Insurance Requirements and Verifications.

13. Defense and Indemnification.

13.1 Contractor agrees to defend, indemnify, protect, and hold harmless the City, its agents, officers, boards and commissions, and employees (collectively, “City”) from and against any and all liability, claims, demands, damages, or costs, including but not limited to attorney’s fees, or payments for injury to any person or property (collectively, “Losses”) caused or claimed to be caused by the act, errors, and/or omissions of Contractor, or Contractor’s employees, agents, officers, and subcontractors. Contractor’s responsibilities under this Section

13.1 include liability arising from, connected with, caused by, or claimed to be caused by the active or passive negligent acts or omissions of the City, which may be in combination with the acts or omissions of Contractor, its employees, volunteers, agents or officers, or subcontractors; provided, however, that Contractor’s duty to defend, indemnify, protect and hold harmless shall not include any Losses arising from the sole negligence or willful misconduct of the City. Notwithstanding Contractor’s obligation to defend City hereunder, City has the right to conduct its own defense and seek reimbursement for reasonable costs of defense from Contractor, if City chooses to do so.

13.2 Enforcement Costs. Contractor agrees to pay any and all costs the City incurs enforcing the indemnity, defense and hold harmless provisions set forth in Section 13.1.

14. Prohibition Against Transfers.

14.1 Contractor may not assign, hypothecate, or transfer this Agreement or any interest therein directly or indirectly, by operation of law or otherwise without the prior written consent of City. Any attempt to do so without the City’s consent will be null and void, and any assignee, hypothecatee or transferee acquires no right or interest by reason of such attempted assignment, hypothecation or transfer.

14.2 The sale, assignment, transfer or other disposition of any of the issued and outstanding capital stock of Contractor or of any general partner or joint venturer or syndicate member of Contractor, if a partnership or joint venture or syndicate exists, which results in changing the control of Contractor, will be construed as an assignment of this Agreement. Control means 50% or more of the voting power of the corporation.

DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489

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Packet Pg. 128 Attachment: 2. Contract 4820 McCabes Event Production (6240 : Contract Modification for McCabe's Guitar Shop)

15. Permits and Licenses. With the exception of the Event Permit for the Concert Series for which the Contractor is responsible for procuring but which the City will waive the permit fee, Contractor at its sole expense, must obtain and maintain during the term of this Agreement all required business and professional permits, licenses and certificates.

16. Waiver. A waiver of any breach of this Agreement may not be deemed a waiver of any subsequent breach of the same or any other term, covenant, or condition of this Agreement.

17. Default and Termination.

17.1 If Contractor fails or refuses to perform any of the provisions of this Agreement, and if the default is not cured within a period of five days after the City’s written notice of default specifying the nature of the default, City may immediately terminate this Agreement by written notice to Contractor. Contractor agrees that any unexpended compensation that City paid to Contractor must be returned to the City within thirty (30) days from the City’s written termination notice to Contractor. Contractor’s obligation to return unexpended funds will survive the termination or expiration of this Agreement.

17.2 The City has the option, at its sole discretion and without cause, of terminating this Agreement by giving ten days’ written notice to Contractor. Upon termination of this Agreement, City will pay Contractor any compensation earned and unpaid up to the effective date of termination provided that Contractor submits documentation, including receipts, to support the amount of compensation earned. Contractor agrees that any unexpended compensation that City paid to Contractor must be returned to the City within thirty (30) days from the City’s written termination notice to Contractor. Contractor’s obligation to return unexpended funds will survive the termination or expiration of this Agreement.

18. Event Cancellation.

18.1 Return of Funds. In the event that Contractor cannot produce one or more scheduled concerts due to Force Majeure as this term is defined in Section 18.4 of this Agreement, Contractor agrees that any unexpended compensation that City paid to Contractor must be returned to the City within thirty (30) days from the earliest date of a scheduled concert, as specified in Exhibit A, that Contractor was unable to produce due to Force Majeure. Contractor’s obligation to return unexpended funds will survive the termination or expiration of this Agreement.

18.2 Cancellation by Contractor. If the Contractor is unwilling or unable to produce one or more concerts of the Concert Series, and such failure to perform is not excusable under Section 18.4, Force Majeure, Contractor shall notify the City at least ten days in advance and in writing. If the City compensated Contractor for DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489

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Packet Pg. 129 Attachment: 2. Contract 4820 McCabes Event Production (6240 : Contract Modification for McCabe's Guitar Shop) the concerts that Contractor is unwilling or unable to produce, within 30 days from the earliest date that a scheduled concert was cancelled, Contractor shall refund the City an amount at a rate equal to one quarter of the Agreement amount, for the applicable year, for each concert that is cancelled by Contractor.

For purposes of illustration only, should Contractor cancel two concerts during the first year of this Agreement, for which the budgeted amount is $50,000, and Contractor’s failure to perform is not excusable under Section 18.4, Contractor would be required to refund the City a sum in the amount of $12,500 per cancelled concert, for a total of $25,000 for both cancelled concerts.

18.3 Cancellation by City. If the City is unwilling and unable to proceed with one or more concerts of the Concert Series, and such failure is not excusable under Section 18.4, Force Majeure, City shall notify the Contractor at least ten days’ in advance and in writing. The City will seek to rebook a cancelled concert for a mutually agreeable date within a twelve-month period from the cancellation date. If it is not feasible to rebook a cancelled concert within a twelve-month period from the cancellation date, the City agrees to pay Contractor a cancellation fee equal to one eighth of the Agreement amount, for the applicable year, for each concert that is cancelled by the City. For purposes of illustration only, should City cancel two concerts during the first year of this Agreement, for which the budgeted amount is $50,000, and City’s failure to perform is not excusable under Section 18.4 and it is not feasible to rebook the cancelled concerts as provided in this paragraph, City would be required to pay Contractor a cancellation fee in the amount of $12,500 for the two concerts that City cancelled.

18.4 Force Majeure. In the event that one or more concerts of the Concert Series is prevented by an act of God; natural disaster; the acts, order, decree or regulation of a governmental body or public authority; interruption of transportation; work stoppage or strike; construction or demolition at a City park where a concert is scheduled for performance; or any other cause beyond reasonable control of City or Contractor (collectively, “Force Majeure”), both parties will be relieved of their respective obligations under the terms and conditions of the this Agreement for the performance or activity so prevented. For purposes of this Agreement, the concept of Force Majeure shall not apply to disruptions of a public outside performance due to rain or wind.

19. Compliance with Law. Contractor must comply with all laws of the State of California and the United States, and all ordinances, rules and regulations enacted or issued by City, including the City’s COVID-19 Vaccination Policy, which is attached hereto as Exhibit D and incorporated by reference.

20. Discrimination. Contractor may not discriminate in the provision of services hereunder because of race, color, religion, national origin, ancestry, sex, age, sexual orientation, marital status, AIDS or disability.

DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489

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Packet Pg. 130 Attachment: 2. Contract 4820 McCabes Event Production (6240 : Contract Modification for McCabe's Guitar Shop)

21. Nuisance. Contractor may not maintain, commit, or permit the maintenance or commission of any nuisance in connection with the performance of services under this Agreement.

22. Records.

22.1 Contractor must maintain complete and accurate records with respect to costs, expenses, receipts and other such information required by the City for any services provided where compensation is on the basis of hourly rates, subcontractor costs, or other direct costs. Contractor must keep the records, together with supporting documents, separate from other documents and records and maintain them for a period of three years after receipt of final payment.

22.2 Contractor must maintain records in sufficient detail to permit an evaluation of the Services and in accordance with generally accepted accounting principles.

Contractor must clearly identify all records and make them readily accessible to the City. At the City’s request, Contractor must provide records in an electronic format and, if necessary, access to any proprietary software to view such electronic records.

22.3 Contractor must allow the City to have free access to Contractor’s books and records and to inspect all work, data, documents, proceedings and activities related to this Agreement. The City has the right to examine or audit Contractor’s records, and Contractor agrees to cooperate with any examination or audit of its records. If a City audit discloses an error of 5% or more in information reported by Contractor, Contractor agrees to pay the cost of the City’s audit computed on the basis of four times the direct payroll of the audit staff completing the audit and audit report.

23. Work Product; Reports; Images

23.1 Any work product prepared or caused to be prepared by Contractor or any subcontractor for this Agreement will be the exclusive property of City. No work product given to or prepared by Contractor or any subcontractor pursuant to this Agreement may be made available to any individual or organization by Contractor without prior written approval by City.

23.2 At the City’s request, Contractor must furnish reports concerning the status of the Services.

23.3 Contractor represents and warrants that the photographs that Contractor will provide to the City, as outlined in the RFP, (the “Images”) are original works (excluding permissioned materials), will not contain any libelous or otherwise unlawful material, and will not infringe upon any copyright, patent, trademark, trade secret, or other intellectual property right, any right against defamation, any right of publicity, or any privacy right, or violate any other personal, property, or proprietary right.

DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489

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24. Permissions. Contractor represents and warrants the following:

24.1 Prior to delivery of the Images, Contractor has obtained from all persons who are, or whose trademark or other property is, identified, depicted, or otherwise referred to in any of the Images, all grant licenses, permissions, waivers, and consents (collectively, "Permissions" and each, individually, a "Permission"), including those relating to publicity and privacy, as are or reasonably may be expected to be necessary for the Images, including all intellectual property rights therein, without incurring any payment or other obligation to, or otherwise violating any right of, any such person; and

24.2 Should the Images depict, or otherwise refer to names, images, likeness, or biographical and professional information of any persons, Contractor shall procure such Permissions as are or may be expected to be necessary for Contractor to fully and lawfully exercise Contractor’s rights under this Agreement; and

24.3 Contractor has procured, in legally binding and irrevocable written instruments, all Permissions as are or reasonably may be expected to be necessary for Contractor to fully and lawfully exercise Contractor obligations and rights under the Agreement, including all required Permissions of the representatives of any deceased individual who are, or whose property is identified, depicted, or otherwise referred to in the Images; and

24.4 Upon delivery of the Images, Contractor will provide the City with a copy of each such fully executed Permissions.

25. Archival Materials for City. Within thirty (30) calendar days after completion of the Concert Series, Contractor must provide the City with the following:

Digital Photographs. A set of at least three digital Images of the Concert Series in 300dpi or better, JPG or TIFF files, on a Flash Drive. The Images must be labeled with the name of the Concert Series, the date that the photograph was taken, the location from which the photograph was taken, and the full name of photographer that took the Images to permit City to provide credit to photographer. By providing the Images to the City, Contractor represents and warrants that the Images and use thereof as permitted under this Agreement will not violate any law or regulation or infringe or otherwise violate any right of any third-party, including, but not limited to, any copyright or other intellectual property right, or the right of any person or entity.

25.1 Written Description. A full written narrative description of the Concert Series.

26. Reproduction Rights.

26.1 Definition of “Reproduction.” With respect to reproduction in connection with the use of the Images, “reproduction” means using an unlimited number of DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489

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Packet Pg. 132 Attachment: 2. Contract 4820 McCabes Event Production (6240 : Contract Modification for McCabe's Guitar Shop) copies of the Images in any and all formats and media whether now or hereafter known or devised by any and all technologies and means of delivery.

26.2 License Rights to City. Contractor hereby expressly grants to the City a nonexclusive license to reproduce the Images, or any portion thereof, for commercial and non-commercial use, and to publicly display and use the Images and any reproductions thereof for commercial and non-commercial use, in accordance with the provisions set forth in Section 27, License Rights to Images, below.

26.3 Copyright Ownership and License Rights. Contractor retains all copyright interests in the Images and has the right to reproduce the Images or grant licenses for reproduction of the Images to others for commercial or noncommercial purposes subject to the provisions of Section 27, License Rights to Images, below.

27. License Rights to Images.

27.1 Definitions. For purposes of this Section 27, the following terms have the following meanings:

27.1.1 “Commercial Use.” The term “commercial use” means the approved use or reproduction of the Images, or any part thereof, by the City or Contractor, which results in direct monetary compensation to the party initiating the use or reproduction, including use or reproduction of the Images in advertising, clothing, magazines, books, newspapers, postcards, films, television, greeting cards, commercial photography, posters, lithographs or other print and electronic media now known or hereafter discovered.

27.1.2 “Non-Commercial Use.” The term “non-commercial use” means any use of the Images, or any part thereof, for informational, historical or educational purposes, and which does not result in any direct monetary compensation to either Contractor or the City, including: any reproduction of the Images in reviews or articles relating to the City, the Concert Series, or Contractor; brochures and other print and electronic media now known or hereafter discovered, provided that such non-commercial use is exercised in a reasonable and professional manner and photographer is credited in use of the Images as is appropriate for the nature of the use.

27.1.3 “Contractor” and “City.” As used in this Section 27, the terms “Contractor” and “City” include the respective heirs, successors and assignees of each party.

27.2 Commercial Use by City. Commencing upon the Contractor’s delivery of the Images to the City, Contractor agrees to grant to the City a non-exclusive license to reproduce the Images, or any portion thereof, for commercial use, subject to the following limitation. Contractor has the right to review and approve in writing any commercial use of the Images by the City or any of the City’s DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489

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Packet Pg. 133 Attachment: 2. Contract 4820 McCabes Event Production (6240 : Contract Modification for McCabe's Guitar Shop) sublicensees. However, Contractor agrees that its approval will not be unreasonably withheld. In addition, Contractor must notify the City of Contractor’s disapproval of any commercial use within fifteen (15) calendar days of receipt of written notice by the City of such proposed commercial use.

Contractor’s failure to notify the City will be deemed to constitute approval by Contractor of the proposed commercial use. The City’s non-exclusive license interest and sublicense rights for commercial use of the Images extends for the duration of Contractor’s copyright, or 100 years, whichever period is longer.

The City agrees that all commercial uses of Images will be of a dignified manner and Contractor’s rights will be respected by the City. The City will ensure that the photographer is credited in the commercial use of the Images, as is appropriate for the nature of the use.

27.3 Commercial Use by Contractor. The City has the right to review and approve any commercial use of the Images by Contractor or any of Contractor’s licensees. However, the City agrees that its approval will not be unreasonably withheld. In addition, the City must notify Contractor of its disapproval of any commercial use within fifteen (15) calendar days of receipt of written notice by Contractor of the proposed commercial use.

27.4 Share of Proceeds. If Contractor reproduces Images for commercial use, Contractor must credit the City as commissioning party of the Images, unless such credit is not reasonably feasible, and pay to the City 50% of the net proceeds earned by Contractor from each reproduction thereof. If the City reproduces the Images or any form thereof for commercial use, the City will pay Contractor 50% of the net proceeds earned by the City from any reproduction thereof. If either the City or Contractor reach an agreement with a third party for payment of monetary compensation in exchange for commercial use of the Images by the third party, Contractor is entitled to receive 50% and the City is entitled to receive the other 50% of the negotiated monetary compensation.

27.5 Non-Commercial Use. Commencing Contractor’s delivery of the Images to the City, Contractor agrees to grant to the City a non-exclusive license to reproduce the Images, or any portion thereof, for noncommercial use. Nothing contained in this Section 27 will be construed to prevent the City from using the Images, or any reproduction thereof, without fee, for noncommercial, promotional, historical, or other City purposes, as defined in Section 27.1.2. If the City receives a fee for any non-commercial uses, Contractor is entitled to receive 50% of net proceeds and the City will retain the other 50% of net proceeds. City’s non-exclusive license interest for non- commercial use of the mages, or any part thereof, extends for the duration of Contractor’s copyright, or 100 years, whichever is longer.

28. Adaptations. Contractor acknowledges and agrees that the rights and license granted to City under this Agreement include City’s rights: (a) to use and reproduce Images in DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489

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Packet Pg. 134 Attachment: 2. Contract 4820 McCabes Event Production (6240 : Contract Modification for McCabe's Guitar Shop) digital form of display on the City’s website on the World Wide Web portion of the Internet for non-commercial use commencing upon Contractor’s delivery of the Images to the City; (b) to modify, edit, excerpt, combine with other materials (including, but not limited to, in combination or conjunction with Contractor’s name or any other name, or no name), include in collective works, and create derivative works of the Images in whole or in part (collectively, "Adapt," "Adapted," and "Adaptation" have correlative meanings).

City will own and retain all right, title, and interest in and to resulting work product created using any Adaptations of the Images made by the City, or by any third party for the benefit of City, subject to Contractor’s rights as specified in this Agreement; provided, however, Contractor shall maintain all rights, title, and interest in and to the Images.

29. Standard of Care. Contractor agrees to provide all Services, including services performed by any subcontractor, in a manner consistent with the level of care and skill ordinarily exercised by members of Contractor’s profession currently practicing in the same locality under similar conditions.

30. Contractor’s Name, Image, Likeness and Biographical and Professional Information. Contractor grants to City the right to use Contractor’s name, image, likeness, and preapproved biographical and professional information, including information Contractor provides to City, and any other information about Contractor that is publicly available or provided by Contractor from time to time in connection with the Concert Series, Images, and any Adaptations of the Images, including to advertise and promote the same or any good or service that features or includes the use or reproduction of the Images, or Adaptations, in whole or in part, as provided by Contractor unmodified or as Adapted. Contractor’s name, image, likeness, or biography shall not be used in conjunction with any commercial tie-ins or as a product endorsement, without separate, prior, express written consent by Contractor.

31. Transfer of All Physical Ownership Rights. Contractor hereby expressly transfers and conveys to the City, upon payment of the fee in full as set forth in Exhibit B, Budget, any rights Contractor may have to physical ownership in the Images. All rights and benefits of physical ownership of the Images belong to the City, except as specifically provided in Section 27, License Rights to Images. The transfer of title to the Images must be free from any and all claims, liens or charges by any person or entity, including any employee, contractor, supplier or consultant.

32. Subcontractors.

If Contractor proposes to have any subcontractor perform any part of the Services, Contractor must submit a request for approval in writing, describing the scope of work to be subcontracted, the name of the proposed subcontractor, and the total price or hourly rates used in preparing an estimated cost for the subcontractor’s services. The City, in its sole discretion, may grant or deny the request.

32.1 By executing this Agreement, Contractor understands and agrees that its subcontractors, including artists and consultants, hired by Contractor to DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489

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Packet Pg. 135 Attachment: 2. Contract 4820 McCabes Event Production (6240 : Contract Modification for McCabe's Guitar Shop) perform services under this Agreement shall be bound by the terms of this Agreement. Contractor will be responsible for the quality of any subcontractor’s work. Every agreement of any kind entered into between a contractor, including artists or subcontractors, must contain the following provision:

This agreement is consistent with all terms and conditions of the Agreement No. 4820 entered into between the City of Santa Monica and Contractor on .

33. Governing Law. The laws of the State of California, without regard to any choice of law provisions, will govern this Agreement.

34. Venue and Jurisdiction. The City and Contractor agree that the Services will take place in Los Angeles County. Any litigation arising out of this Agreement may only be brought in either the United States District Court, Central District of California, or the Superior Court of California, County of Los Angeles, West District, as appropriate. The parties agree that venue exists in either court, and each party expressly waives any right to transfer to another venue. The parties further agree that either court will have personal jurisdiction over the parties to this Agreement.
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DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489 9/14/2021

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Packet Pg. 136 Attachment: 2. Contract 4820 McCabes Event Production (6240 : Contract Modification for McCabe's Guitar Shop)

35. Survival of Provisions and Obligations. Any provision of this Agreement, which by its nature must be exercised after termination of this Agreement, will survive termination and remain effective for a reasonable time. Any obligation that accrued prior to termination of this Agreement will survive termination of this Agreement.

36. Exhibits. The following exhibits are incorporated by reference into this Contract as though fully set forth herein.

Exhibit A 1. Scope of Services

2. Outdoor Music Concert Series 2021 Event Production Request for Proposal (“RFP”) and

3. Contractor’s Proposal
Exhibit B Budget
Exhibit C Insurance Requirements
Exhibit D City’s COVID-19 Vaccination Policy
In witness whereof, the parties have caused this Agreement to be executed the day and year first above written.

ATTEST:
______________________________

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

LANE DILG
City Attorney

CITY OF SANTA MONICA,
a municipal corporation
By: ______________________________

RICK COLE
City Manager
MCCABE’S GUITAR SHOP
#VENDOR
By: ________________________________
Walt McGraw
Vice President
DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489 Interim City Attorney
9/1/2021
George S. Cardona
9/8/2021
Interim City Manager
9/14/2021
Denise Anderson-Warren John Jalili
City Clerk
9/14/2021

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Packet Pg. 137 Attachment: 2. Contract 4820 McCabes Event Production (6240 : Contract Modification for McCabe's Guitar Shop) Exhibit A
Scope of Services
With the exception that parties mutually agreed to modify the dates for when each concert of the Concert Series will be held during first one-year term of this Agreement, as specified below and that City agrees that Contractor will not be required to deliver a video recording, Contractor will perform all the services described in the City’s Outdoor Music Concert Series 2021 Event Production Request for Proposal (“RFP”) that the City issued on June 25, 2021 and proposal that Contractor submitted to the City in response to the RFP, which documents are attached hereto and incorporated by reference.

Event Details
McCabe’s Presents “Americana In the Park” will take place the Sundays listed below in September and October from 3:00 pm to 6:00 pm at Gandara Park located at 1819 Stewart St, Santa Monica, CA 90404. McCabe’s will begin setting up the stage after 12:00 p.m. and shall break down the stage by 8:00 p.m. after each concert performance.

Unless the parties mutually agree to modify the scheduled dates for the concerts in writing, the concerts for the first one-year term will take place on the following dates:

Sunday, September 19, 2021
Sunday, September 26, 2021
Sunday, October 3, 2021
Sunday, October 10, 2021
Attached to this Exhibit A:

1. Outdoor Music Concert Series 2021 Event Production Request for Proposal

2. Contractor’s Proposal
DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489

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Packet Pg. 138 Attachment: 2. Contract 4820 McCabes Event Production (6240 : Contract Modification for McCabe's Guitar Shop) City of Santa Monica
Outdoor Music Concert Series 2021 Event Production
Request for Proposal

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Concert Series Overview:

The City wishes to engage a Santa Monica-based concert producer to both develop and implement a free, family-friendly concert series in one or more of the City’s parks in fall 2021.

This will be a pilot of the City’s Art of Recovery program and will inform how the City expands support to Santa Monica-based individuals and organizations to produce events in the years to come.

Art of Recovery Events Expansion:

Scope of Work:

DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489

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DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489

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Packet Pg. 142 Attachment: 2. Contract 4820 McCabes Event Production (6240 : Contract Modification for McCabe's Guitar Shop) McCabe’s Presents “Americana In The Park” Event Proposal 1 Proposal for City of Santa Monica Outdoor Music Concert Series 2021 McCabe’s Presents “Americana In The Park”
About McCabe’s
McCabe’s Guitar Shop has been serving the Santa Monica community for over 60 years. Since 1969, we have presented live music including all ages and family-friendly programming. We have a history of presenting outdoor community programming at Lincoln Park, Clover Park, as well as in Topanga.

McCabe’s has a long history of producing quality concerts for Santa Monica residents and beyond. We are known internationally for our fine selection of instruments, talented teachers, top-notch repair shop, and our world-famous concert series that has hosted incredible, local talent such as Beck & Jackson Browne for over 50 years.

Event Description
Americana music is as much history as it is art form. McCabe’s will take audience members on a journey, exploring American music from its roots to its modern forms by showcasing folk, country, bluegrass, blues, jazz, and the African and Latin American music styles that inspired them.
“Americana In The Park” will serve as a way to bring together and celebrate the diverse and wonderful Santa Monica and Los Angeles Communities while helping to encourage economic recovery. All artists, contractors, and employees will belong to Santa Monica or greater Southern California area in an effort to raise up the community and its residents while using McCabe’s reputation and notoriety to also attract the attention of tourists.

The event will remain at its previous location at Gandara Park in order to maintain consistency with the former “Jazz on The Lawn” Concert Series attendees as well as encourage economic growth in the Eastern Park of Santa Monica that McCabe’s has called home for over 60 years.

DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489

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Packet Pg. 143 Attachment: 2. Contract 4820 McCabes Event Production (6240 : Contract Modification for McCabe's Guitar Shop) McCabe’s Presents “Americana In The Park” Event Proposal 2 Event Details
McCabe’s Presents “Americana In The Park” will take place Sundays in September from 4:00 pm to 7:00 pm at Gandara Park located at 1819 Stewart St, Santa Monica, CA 90404.

The event will take place on the following dates:

Sunday, Sept 5th
Sunday, September 12th
Sunday September 19th
Sunday September 26th
Equipment Needs
Stage
1- Stage 20 wide x 16 deep x 2 high 1- Step unit
3- Guard Rail - 3 sides
1- Skirt - 3 sides
2- Speaker wing
Sound System
1- Digital FOH Mixer
1- Digital MON Mixer
8- Monitor Speakers
1- Cable lot - All interface cables
1- Snake system
1- Distro System
1- Concert microphone kit
Other
Strike/Work lights
Table for Information booth
Chairs for Information Booth
Tent to cover Information Booth
Staffing Needs
Employees:

Manager/ Emcee (Concert Director Kora Peterson)
Booth Attendant (2)
Parking Attendant (2)
Sound Engineer (2)
DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489

5.B.b
Packet Pg. 144 Attachment: 2. Contract 4820 McCabes Event Production (6240 : Contract Modification for McCabe's Guitar Shop) McCabe’s Presents “Americana In The Park” Event Proposal 3 Scope of Work
Once our proposal is approved, the first step is to immediately book local talent, paying specific attention to the 1st concert in our series. To keep it simple I will pick two musical acts, one for kids and one for adults. With shows later in the series, I would like to introduce either a dance lesson, music lesson, or art activity for kids and adults into the pre-concert festivities.

Our insurance company will be contacted to make sure that all added members (including the City of Santa Monica, employee vehicles, and the contracted Sound company) can be added to the policy in time for the event. Our Staff and Sound Company will need to be confirmed for all dates.

While confirming talent, the next step is to work on branding to create an approved logo and marketing campaign for the joint venture. Once that is completed, we can start sending out information to our audience about the Concert Series.

As the line-up solidifies, we can release more information and also bring in the artists’ promotional teams to help widen our market. Separate events will be made for each concert with an RSVP option to help gauge the level of interest so we can anticipate attendance and whether or not additional parking lots will need to be rented or staff hired.

Food trucks will be contacted to determine availability and whether or not deposits will need to be sent. Contracts will need to be issued and approved for all talent.

Flyers and posters will be made to have on hand at the store and distributed to local hotels and businesses. Weekly newsletters will be sent out as well as social media posts to help remind people of the event.

Once each event is completed, attendance and interest will be monitored and surveys will be sent out through our newsletter measuring attendee satisfaction. Final reports covering costs, attendance, and social media impacts and press engagement will be completed.

Day of Show Timeline
2:00 pm – Arrive at Park
4:00 pm – Children’s Music opener/ Family-friendly Activities 5:00 pm – Band
7:00 pm – Set finish
7:10 pm – Breakdown Stage
8:30 pm – Leave Park
DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489

5.B.b
Packet Pg. 145 Attachment: 2. Contract 4820 McCabes Event Production (6240 : Contract Modification for McCabe's Guitar Shop) McCabe’s Presents “Americana In The Park” Event Proposal 4 Budget
Budget goal per concert: $12,500
Stage - $1,600
Sound System - $2,500
Stage/ Sound Transportation - $400
Generator - $1,000
Artist Fees - $2,500
Parking Lot Rental - $400
Waste Management - $1,250
Insurance - $200
On-site Staff: $800
Planning Staff - $550
Staff & Talent Hospitality - $150
Food Truck Deposits - $1,000
Flyers & Posters - $50
Advertising - $100
Total Estimated Budget per Show: $12,500
Marketing and Publicity
McCabe’s Guitar Shop has a mailing list that is distributed weekly to over 13, 500 subscribers that are primarily Los Angeles based and are all passionate live music attendees. Our subscriber interaction rate is more than double the industry average. We are also active on Facebook and Instagram which we have successfully used to promote our own in-house concerts. We also promote on our website and in the store using physical flyers and posters.

We have had a lot of success listing our events on Eventbrite, LA Parent, Red Tricycle, etc. and have been repeatedly listed as the LA Times Music Pick of the Week as well as in the Santa Monica Daily Press. We have consistently maintained our position as Most Loved Venue in the Argonaut.

We will use all our marketing tools to help promote our “Americana In The Park” Concert Series including our weekly newsletter, social media outlets, having posters and flyers at our physical location, and engaging with local papers and media for additional support. The folk community is very supportive, so we can also rely on common-interest groups such as FolkWorks, Far-West, Topanga Banjo Fiddle Contest, the Souther California Bluegrass Association, the Los Angeles Independent Venue Coalition, and NIVA-CA (National Independent Venue Coalition California) to help promote and support our event. McCabe’s also has partnerships with two hotels in the DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489

5.B.b
Packet Pg. 146 Attachment: 2. Contract 4820 McCabes Event Production (6240 : Contract Modification for McCabe's Guitar Shop) McCabe’s Presents “Americana In The Park” Event Proposal 5 immediate area who will be able to help promote the concerts for families and music lovers visiting the area in September.

We do all of our graphics in-house so any poster design can be done with our own design team in collaboration with the City of Santa Monica.

Final Thoughts
McCabe’s has been a member of the Santa Monica community for over 60 years. In 2018, we were even awarded our own day by the City of Santa Monica. We have not only served the community with music, but we have given the community a place to call their own, to create their own bonds and memories. Our children’s concerts and lessons have raised music and community-minded adults who now bring their own children to our store. Our all ages concerts have allowed families to enjoy the best in World, Folk, Americana, Bluegrass and Rock music together for over 50 years. Our name is one that the community trusts to bring them quality and enjoyable events and a partnership with the City of Santa Monica would only help to solidify our unwavering adherence to good quality programming.

DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489

5.B.b
Packet Pg. 147 Attachment: 2. Contract 4820 McCabes Event Production (6240 : Contract Modification for McCabe's Guitar Shop) Exhibit B
Budget
Payment Schedule for the First One-Year Term
The total budget for the first one-year term of the Agreement is not-to-exceed $50,000.

Within 30 days from the City’s receipt of Contractor’s complete invoice, the City will compensate Contractor 75 percent of the Agreement amount for the first one-year term.

Upon Contractor’s completion of the last concert of the Concert Series scheduled for the first one-year term, and within 30 days from the City’s receipt of Contractor’s complete invoice, the City will compensate Contractor the final 25 percent of the Agreement amount for the first one-year term.

DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489

5.B.b
Packet Pg. 148 Attachment: 2. Contract 4820 McCabes Event Production (6240 : Contract Modification for McCabe's Guitar Shop) Exhibit C
Insurance Requirements
Contractor shall procure and maintain for the duration of the Agreement insurance against claims for injuries to persons or damages to property that may arise from or in connection with the performance of the work hereunder by the Contractor, its agents, representatives, employees or subcontractors.

Minimum Scope and Limits of Insurance
Coverage shall be at least as broad as:

1. Commercial General Liability (CGL): Insurance Services Office Form CG 00 01 covering CGL on an “occurrence” basis, including products and completed operations, property damage, bodily injury and personal and advertising injury, with limits of no less than $1,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location (Insurance Services Office Form CG 25 04) or the general aggregate limit shall be twice the required occurrence limit.

2. Automobile Liability: Insurance Services Office Form CA 00 01 covering Code 1 (any auto), or if Contractor has no owned autos, Code 8 (hired) and Code 9 (non-owned), with limits of no less than $1,000,000 per accident for bodily injury and property damage.

3. Workers’ Compensation: Workers’ Compensation insurance as required by the State of California, with Statutory Limits and Employers’ Liability Insurance with limits of no less than $1,000,000 per accident for bodily injury or disease (see footnote #1).

If the Contractor maintains broader coverage or higher limits than the minimums shown above, the City of Santa Monica requires and shall be entitled to the broader coverage or higher limits maintained by the Contractor. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City of Santa Monica.

Other Insurance Provisions

1. The insurance policies are to contain, or be endorsed to contain, the following provisions:
a. Additional Insured Status: The City of Santa Monica, its officers, officials, employees and volunteers are to be covered as additional insureds on the CGL policy with respect to liability arising out of work or operations performed by or on behalf of Contractor including materials, parts, or equipment furnished in connection with such work or
DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489

5.B.b
Packet Pg. 149 Attachment: 2. Contract 4820 McCabes Event Production (6240 : Contract Modification for McCabe's Guitar Shop) operations. CGL coverage can be provided in the form of an endorsement to the Contractor’s insurance (at least as broad as Insurance Services Office Form CG 20 10 11 85, or if not available, through the addition of both CG 20 10, CG 20 26, CG 20 33, or CG 20 38 and CG 20 37).
b. Primary Coverage: For any claims related to this Agreement, the Contractor’s insurance shall be primary coverage as least as broad as Insurance Services Office Form CG 20 01 04 13 as respects the City of Santa Monica, its officers, officials, employees and volunteers. Any insurance or self-insurance maintained by the City of Santa Monica, its officers, officials, employees or volunteers shall be in excess of the Contractor’s insurance and shall not contribute with it.
c. Notice of Cancellation: Each insurance policy required herein shall state that coverage shall not be cancelled except after notice has been given to the City of Santa Monica.
d. Waiver of Subrogation: Contractor hereby grants to the City of Santa Monica a waiver of any right of subrogation which any insurer of said Contractor may acquire against the City of Santa Monica by virtue of payment of any loss. Contractor agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this provision applies regardless of whether or not the City of Santa Monica has received a waiver of subrogation endorsement from the insurer.

The Workers’ Compensation policy shall be endorsed with a waiver of subrogation in favor of the City of Santa Monica for all work performed by the Contractor, its employees, agents and subcontractors.

Self-Insured Retentions
Self-insured retentions must be declared to and approved by the City of Santa Monica. The City of Santa Monica may require the Contractor to purchase coverage with a lower retention or provide satisfactory proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention. The policy language shall provide, or be endorsed to provide, that the self-insured retention may be satisfied by either the name insured or the City of Santa Monica.

Acceptability of Insurers
Insurance is to be placed with insurers authorized to conduct business in California with a current A.M. Best rating of no less than A:VII, unless otherwise acceptable to the City of Santa Monica.

Verification of Coverage
DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489

5.B.b
Packet Pg. 150 Attachment: 2. Contract 4820 McCabes Event Production (6240 : Contract Modification for McCabe's Guitar Shop) Contractor shall furnish the City of Santa Monica with original certificates and amendatory endorsements (or copies of the applicable policy language effecting coverage provided by this clause). All certificates and endorsements are to be received and approved by the City of Santa Monica before work commences. However, failure to obtain required documents prior to the work beginning shall not waive the Contractor’s obligation to provide them. The City of Santa Monica reserves the right to require complete, certified copies of all required insurance policies, including the endorsements required herein, at any time.

Failure to Maintain Insurance Coverage
If Contractor, for any reason, fails to maintain insurance coverage which is required pursuant to this Agreement, the same shall be deemed a material breach of contract. The City of Santa Monica, at its sole option, may terminate this Agreement and obtain damages from the Contractor resulting from said breach.

Subcontractors
Contractor shall require and verify that all subcontractors maintain insurance meeting all the requirements stated herein. All exceptions must be approved in writing by the Risk Manager.

Footnotes
# 1: Workers’ Compensation insurance coverage is not required if the Contractor does not have employees. The Contractor must, however, execute the City’s Workers’ Compensation Coverage Exemption Declaration Form.

DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489

5.B.b
Packet Pg. 151 Attachment: 2. Contract 4820 McCabes Event Production (6240 : Contract Modification for McCabe's Guitar Shop) 1 COVID-19 VACCINATION POLICY

1. Purpose
The purpose of this policy is to provide City employees with a safe work environment and to protect the health and safety of both City employees and the public we serve, during the ongoing local emergency occasioned by the threat to public health and safety posed by COVID-19. To achieve that purpose, the City is requiring that City employees, volunteers (including interns or externs), members of City Boards, Commissions, and Task Forces, and certain contractors be vaccinated for COVID-19.

2. Preamble
The City Manager first declared a state of local emergency on March 13, 2020.

Since then, the City Council has ratified the declaration of a local emergency on multiple occasions, the most recent of which was July 13, 2021.

In addition, the states of emergency declared at the county, state, and national level because of COVID-19 all remain in place.

Over the course of the emergency, the Los Angeles County Department of Public Health has issued a series of health orders imposing risk reduction measures to address the COVID-19 emergency. The most recent, issued August 16, 2021, recognizes, among other things:
 Since June 15, 2021, when many restrictions imposed by the state and County were lifted, “community transmission of COVID-19 in Los Angeles County has rapidly increased from Low to High.”
 COVID-19 daily cases are now increasing; on August 13, 2021 alone, Los Angeles County reported 3,810 new cases. As of August 6, 2021, Los Angeles County is also reporting a 7-day daily average case rate of 29.1 cases per 100,000 people, without a 7-day lag. The test positivity rate and number of hospitalizations have also dramatically increased. This indicates a continued and high risk of COVID-19 infection for the unvaccinated. This also means that community transmission of COVID-19 Exhibit D DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489

5.B.b
Packet Pg. 152 Attachment: 2. Contract 4820 McCabes Event Production (6240 : Contract Modification for McCabe's Guitar Shop) 2 within Los Angeles County is highly likely to increase during the coming days and weeks.
 Currently, the Delta variant is predominant in Los Angeles County. The Delta variant is two times more contagious than earlier COVID-19 variants and continues to lead to increased infections.
 At this time, the current COVID-19 vaccines (the Moderna two-dose and Johnson & Johnson single-dose vaccines approved under the Food and Drug Administration’s (“FDA”) Emergency Use Authorization (“EUA”) approval process and the Pfizer BioNTech two-dose vaccine approved under the FDA’s Biologics License Application (i.e., general use) (“BLA”) approval process) are effective at helping to reduce the risk of getting and spreading the infection and also of getting seriously ill, even if a fully vaccinated person gets COVID-19, and even against the current variants of the virus that causes COVID-19. Although no vaccine is 100% effective at preventing illness in vaccinated people, the currently authorized COVID-19 vaccines remain the best form of protection against COVID-19.

On August 12, 2021, the Los Angeles County Department of Public Health issued a health order requiring vaccination of health case workers. This order recognizes, among other things:
 The spread of COVID-19 remains a substantial danger to the public.  The Delta variant has become the dominant strain of COVID-19 virus in the County and is much more contagious that previous strains of COVID-19.  Vaccination against COVID-19 is the most effective means of preventing infection with the COVID-19 virus, with the risk of infection reduced by 70% to 95%. Vaccination also appears to reduce the chance of transmission by an infected vaccinated person by 40% to 60%.
 Unvaccinated persons are more likely to get infected and spread the virus.

Over 90% of current hospitalizations and deaths are among unvaccinated persons.

Since July 30, 2021, COVID-19 cases and hospitalizations in Los Angeles County have continued to increase. For a recent reporting period, the weekly case average was 3,455 (a 58.6% increase over the last reporting period) and the number of hospitalizations was 1,503 (a 68.6% increase).

DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489

5.B.b
Packet Pg. 153 Attachment: 2. Contract 4820 McCabes Event Production (6240 : Contract Modification for McCabe's Guitar Shop) 3 In response to the continuing rapid increase in COVID-19 transmission, including that due to the Delta variant, many public employers have adopted mandatory vaccination policies. Among the local public employers implementing such policies are: Los Angeles County, which requires all County employees to be vaccinated by October 1, 2021; the University of California and the California State University systems, both of which require all employees and students to be fully vaccinated; and the City of Pasadena, which is requiring all city employees to be fully vaccinated by no later than September 17, 2021. Furthermore, on August 12, 2021, the Los Angeles County Department of Public Health issued an order requiring health care workers, including doctors and medical assistants, dentists and dental assistants, pharmacists, EMTS, EMT-paramedics, and home health aides to be fully vaccinated by September 30, 2021.

A continued increase in the vaccination rate is paramount to stem the continuing rapid increase in COVID-19 transmission. Currently authorized vaccines have proven effective at preventing severe outcomes from the virus causing COVID-19, including the Delta variant. COVID-19 vaccines are free, safe, and widely available. Getting vaccinated is one of the most important ways to help stop COVID-19 spread.

Currently, approximately 88% of Santa Monicans 12-17 years of age and 81% of Santa Monicans 16 years of age or older are vaccinated. The percentage of City employees who are vaccinated falls well below this, with only approximately 60% of employees having self-reported vaccination, and only approximately 36% having submitted documentation of vaccination.

3. Vaccination Requirement
To ensure that the City fulfills its primary function of protecting the health and safety of the Santa Monica community, while also meeting its obligation to provide a safe and healthy workplace for employees, all Covered Persons must: (a) receive at least one dose of a COVID-19 vaccine, or request an exemption, no later than September 17, 2021; and (b) in the absence of an exemption, be fully vaccinated for COVID-19 by no later than October 29, 2021.
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DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489

5.B.b
Packet Pg. 154 Attachment: 2. Contract 4820 McCabes Event Production (6240 : Contract Modification for McCabe's Guitar Shop) 4 4.Reporting Vaccination Stat us and Documentation
a) All Covered Persons must report their vaccination status no later than 5:00 p.m. on September 17, 2021. Covered persons must use the process and form designated by the City for this purpose, and include supporting documentation proving their vaccination status. Covered Persons will certify that they are:
i. Fully vaccinated for COVID-19 (no request for exemption required) ii. Partially vaccinated for COVID-19 (no request for exemption required) iii. Unvaccinated for COVID-19 (request an exemption due to medical/disability or sincerely held religious belief, practice, or observance) Covered Persons will certify that the information they provide regarding vaccination status is true and accurate.

b) All Covered Persons who certified that they were partially vaccinated for COVID-19 as of September 17, 2021, must certify that they are fully vaccinated for COVID-19 by no later than 5:00 pm on October 29, 2021. c) All Covered Persons who requested but were denied an exemption, must certify that they are fully vaccinated for COVID-19 by no later than 5:00 pm on October 29, 2021, or such later date as may be specified in the denial of the exemption..
d) Covered Persons are required to provide the City with proof of vaccination status within the relevant time frames set forth above. Proof of vaccination status may include any of the following documents:
i. A screen shot of the digital vaccination record, which is available free and instantly from the state of California, https://
myvaccinerecord.cdph.ca.gov/
ii. A photo of the CDC COVID-19 vaccination record card iii. Documentation by the employee's Health Care provider

5. Requests for Exemptions
The City will review requests for medical/disability and religious exemptions on a case -by-case basis consistent with procedures for reasonable accommodation requests.
a) Medical/Disability Exemption: Covered Persons with a medical condition, disability, or other medical restriction that affects their ability to safely receive a DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489

5.B.b
Packet Pg. 155 Attachment: 2. Contract 4820 McCabes Event Production (6240 : Contract Modification for McCabe's Guitar Shop) 5 COVID-19 vaccine, as verified by their Health Care provider, may request a reasonable accommodation to be exempted from this vaccination requirement.

Requests for medical/disability exemption must be submitted to the Human Resources Department using a process and form designated by the City no later than September 17, 2021 at 5:00 p.m. Covered Persons requesting a medical/disability exemption will be required to obtain a completed Certification from their Health Care Provider on a form to be provided by the City.
b) Requests for Religious Exemption: Covered Persons with a sincerely held religious belief, practice, or observance that prohibits them from receiving a vaccine may request a reasonable accommodation to be exempted from this vaccination requirement.

Requests for religious exemption must be submitted to the Human Resources Department using a process and form designated by the City no later than 5:00 p.m. on September 17, 2021. If the City possesses an objective basis for questioning the nature or sincerity of the religious belief, practice, or observance, the City may request that the Covered Person produce additional information to support their request for exemption.

6. Confidentiality of Vaccination Status and Records
The City will maintain the confidentiality of documentation and information regarding a Covered Person’s vaccination status and any request for exemption. The City will limit access to such documentation and information to those employed or retained by the City, such as the City’s Human Resources staff and individual employees’ immediate supervisors, with a need to know as provided by the American with Disabilities Act, the Confidentiality of Medical Information Act, California Civil Code section 56.20 (c), and other applicable local, state, or federal laws. ///
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DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489

5.B.b
Packet Pg. 156 Attachment: 2. Contract 4820 McCabes Event Production (6240 : Contract Modification for McCabe's Guitar Shop) 6 7. Definitions
a) “Covered Persons”: Covered Persons are all City employees and volunteers (including interns or externs); all members of City Boards, Commissions, and Task Forces; and all contractors with whom the City, after the effective date of this policy, enters into contracts that will require them to visit or work in City facilities or interact with City residents or employees, b) COVID-19 Vaccine: A COVID-19 vaccine satisfies the requirement of this policy if the FDA has approved the vaccine’s use under either the EUA or BLA approval processes. Vaccines that currently meet this requirement include Moderna or Pfizer BioNTech (two-dose COVID-19 vaccine series) and Johnson & Johnson/Janssen (a single-dose COVID-19 vaccine). c) "Fully Vaccinated": A Covered Person is fully vaccinated if 14 days or more have passed from the date the Covered Person received the final dose of a two-dose COVID-19 vaccine series (Moderna or Pfizer BioNTech) or a single-dose COVID-19 vaccine (Johnson & Johnson/Janssen). This definition may be expanded should booster shots for the COVID-19 vaccines be required in accordance with guidance provided by the U.S. Centers for Disease Control (CDC), FDA, California Department of Public Health, or Los Angeles County Department of Public Health.
d) "Partially Vaccinated": A Covered Person is partially vaccinated if they have received at least one dose of a COVID-19 vaccine but do not meet the definition of fully vaccinated.
e) "Unvaccinated": A Covered Person is unvaccinated if they have not received any doses of COVID-19 vaccine or if their vaccination status is unknown.
_________________________________________ _____________________ John Jalili Date
Interim City Manager
8-23-21
DocuSign Envelope ID: 277BA7DD-ACC9-46CD-88CB-BE5B9F691489

5.B.b
Packet Pg. 157 Attachment: 2. Contract 4820 McCabes Event Production (6240 : Contract Modification for McCabe's Guitar Shop) 1 FIRST MODIFICATION OF
CONTRACTUAL SERVICES AGREEMENT NO. 4820
This First Modification of Agreement Number 4820 (“First Modification”), entered into as of (“Execution Date”), by and between the City of Santa Monica, a municipal corporation (“City”), and McCabe’s Guitar Shop (“Contractor”) is made with reference to the following:

RECITALS
A. On or about September 14, 2021, the City and Contractor entered into Agreement Number 4820 for Contractor to produce, develop, and implement a free and family-friendly concert series in one or more of the City parks (“Original Agreement”).

B. The City and Contractor desire to modify the Original Agreement to extend the agreement term, include additional services to be performed by Contractor, and increase the agreement price to pay for those additional services.

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

1. Section 1 of the Original Agreement entitled “Term” shall be deleted in its entirety and replaced with the following paragraph:

Term. This Agreement begins on the Execution Date and terminates on June 30, 2023, unless terminated earlier as set forth in Section 17 of the Original Agreement or extended by the parties in writing. The City, at its sole discretion, shall have the option to extend the term of this Agreement for two separate one-year options (“Extension Terms”).

2. Section 2 of the Original Agreement entitled “Contractor Services” shall be modified by adding the following paragraph:

Additional Services. Contractor will perform all of the additional services (“Additional Services”) described in Exhibit A-1, Scope of Services. Contractor will complete the Additional Services in accordance with Exhibit B-1, Budget.

3. Section 7 of the Original Agreement entitled “Compensation” shall be deleted in its entirety and replaced with the following paragraph:

Compensation. The City will compensate Contractor for the Services performed as described in Exhibit B in an amount not to exceed $50,000. The City will compensate Contractor for the Additional Services in an amount not to exceed $75,000, as set forth in Exhibit B-1.

The total agreement price for services pursuant to the Original Agreement and this First Modification shall not exceed $125,000.

DocuSign Envelope ID: 6CC8DDCE-7883-428D-9D92-F74EC323F013 6/28/2022

5.B.c
Packet Pg. 158 Attachment: 3. Contract 4820 McCabes First Modification (6240 : Contract Modification for McCabe's Guitar Shop) 2 4. Exhibit A-1 and Exhibit B-1 are attached hereto and incorporated herein by this reference.

5. Execution in Counterparts. This First Modification may be executed in counterparts with the same effect as if both parties hereto had executed the same document. All counterparts shall be construed together and shall constitute a single modification. Any signature to this First Modification transmitted electronically through DocuSign or PDF shall be deemed an original signature and be binding upon the parties hereto (it being agreed that such electronic signature shall have the same force and effect as an original signature).

6. Except as expressly modified by this First Modification, all other terms and conditions of the Original Agreement shall be and remain in full force and effect.

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

ATTEST:
______________________________

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

LANE DILG
City Attorney

CITY OF SANTA MONICA,
a municipal corporation
By: ______________________________

RICK COLE
City Manager
McCabe’s Guitar Shop
ABC Corporation
#VENDOR
By: _______________________________
DocuSign Envelope ID: 6CC8DDCE-7883-428D-9D92-F74EC323F013

DOUGLAS SLOAN
6/21/2022
City Attorney
6/27/2022
Walt McGraw
David White
6/28/2022
City Manager
6/28/2022
Denise Anderson-Warren
City Clerk

5.B.c
Packet Pg. 159 Attachment: 3. Contract 4820 McCabes First Modification (6240 : Contract Modification for McCabe's Guitar Shop) 3 Exhibit A-1
Additional Services
Contractor will perform the services described in the City’s Outdoor Music Concert Series 2021 Event Production Request for Proposal (“RFP”) that the City issued on June 25, 2021, in modified form as described in the proposal that Contractor submitted to the City entitled “Proposal for City of Santa Monica Outdoor Music Concert Series 2022”, which is attached to Exhibit A and incorporated by reference.

Event Details
McCabe’s Presents “Americana in the Park” will take place the Sundays listed below in September and October from 4:00 pm to 7:00 pm at Gandara Park located at 1819 Stewart St, Santa Monica, CA 90404. McCabe’s will begin setting up the stage after 2:00 p.m. and shall break down the stage by 8:30 p.m. after each concert performance.

Unless the parties mutually agree to modify the scheduled dates for the concerts in writing, the concerts for the second one-year term of this Agreement will take place on the following dates:

Sunday, September 4, 2022
Sunday, September 11, 2022
Sunday, September 18, 2022
Sunday, September 25, 2022
DocuSign Envelope ID: 6CC8DDCE-7883-428D-9D92-F74EC323F013

5.B.c
Packet Pg. 160 Attachment: 3. Contract 4820 McCabes First Modification (6240 : Contract Modification for McCabe's Guitar Shop) McCabe’s Presents “Americana in the Park” Event Proposal 1 Proposal for City of Santa Monica Outdoor Music Concert Series 2022 McCabe’s Presents “Americana in the Park”
About McCabe’s
McCabe’s Guitar Shop has been serving the Santa Monica community for over 60 years opening its doors in 1958. Since 1969, we have presented live music including all ages and familyfriendly programming. We have a history of presenting outdoor community programming at Lincoln Park, Clover Park, as well as in Topanga.

Event Description
Americana music is as much history as it is art form. McCabe’s will take audience members on a journey, exploring American music from its roots to its modern forms by showcasing folk, country, bluegrass, blues, jazz, and the African and Latin American music styles that inspired them.
“Americana in the Park” will serve as a way to bring together and celebrate the diverse and wonderful Santa Monica and Los Angeles Communities while helping to encourage economic recovery. All artists, contractors, and employees will belong to Santa Monica or greater Southern California area in an effort to raise up the community and its residents while using McCabe’s reputation and notoriety to also attract the attention of tourists.

The event will remain at its previous location at Gandara Park in order to maintain consistency with last year’s Americana In The Park Concert Series. This will not only be familiar to previous attendees but will also encourage economic growth in the eastern part of Santa Monica that McCabe’s has called home for over 60 years.

DocuSign Envelope ID: 6CC8DDCE-7883-428D-9D92-F74EC323F013

5.B.c
Packet Pg. 161 Attachment: 3. Contract 4820 McCabes First Modification (6240 : Contract Modification for McCabe's Guitar Shop) McCabe’s Presents “Americana in the Park” Event Proposal 2 Event Details
McCabe’s Presents “Americana in the Park” will take place Sundays in September from 4:00 pm to 7:00 pm at Gandara Park located at 1819 Stewart St, Santa Monica, CA 90404.

The event will take place on the following dates:

Sunday, Sept 4th
Sunday, September 11th
Sunday September 18th
Sunday September 25th
Day of Show Timeline
2:00 pm – Arrive at Park
4:00 pm – Children’s Music opener/ Family-friendly Activities 5:00 pm – Band
7:00 pm – Set finish
7:10 pm – Breakdown Stage
8:30 pm – Leave Park
Equipment Needs
To Rent:

Stage
1- Stage 20 wide x 16 deep x 2 high 1- Step unit
3- Guard Rail - 3 sides
1- Skirt - 3 sides
2- Speaker wing
Sound System
1- Digital FOH Mixer
1- Digital MON Mixer
8- Monitor Speakers
1- Cable lot - All interface cables
1- Snake system
1- Distro System
1- Concert microphone kit
Strike/Work lights
To Borrow From City:

Table for Information booth
Chairs for Information Booth
Tents to cover Information Booth and stage
DocuSign Envelope ID: 6CC8DDCE-7883-428D-9D92-F74EC323F013

5.B.c
Packet Pg. 162 Attachment: 3. Contract 4820 McCabes First Modification (6240 : Contract Modification for McCabe's Guitar Shop) McCabe’s Presents “Americana in the Park” Event Proposal 3 Staffing Needs
Employees:

Manager/ Emcee (Concert Director Tom Zehnder)
Booth Attendant (2)
Parking Attendant (2)
Sound Engineer (2)
Scope of Work
Once our proposal is approved, the first step is to immediately book local talent, paying specific attention to the 1st concert in our series. To keep it simple I will pick two musical acts, one for kids and one for adults. With shows later in the series, I would like to introduce either a dance lesson, music lesson, or art activity for kids and adults into the pre-concert festivities.

While confirming talent, the next step is to begin work on the marketing campaign for the joint venture perhaps freshening up last year’s logo. Once that is completed, we can start sending out information to our audience about the Concert Series.

Food trucks will be contacted to determine availability and whether or not deposits will need to be sent. Contracts will need to be issued and approved for all talent.

DocuSign Envelope ID: 6CC8DDCE-7883-428D-9D92-F74EC323F013

5.B.c
Packet Pg. 163 Attachment: 3. Contract 4820 McCabes First Modification (6240 : Contract Modification for McCabe's Guitar Shop) McCabe’s Presents “Americana in the Park” Event Proposal 4 Budget for all four concerts 2022
Technical & Logistics $20,500
Artists $13,000
Site Infrastructure $2,000
Staffing $22,000
Marketing $2,500
Creative Fee $15,000
Total Estimated Budget: $75,000
Marketing and Publicity
McCabe’s Guitar Shop has a mailing list that is distributed weekly to over 13,500 subscribers that are primarily Los Angeles based and are all passionate live music attendees. Our subscriber interaction rate is more than double the industry average. We are also active on Facebook and Instagram which we have successfully used to promote our own in-house concerts. We also promote on our website and in the store using physical flyers and posters.

We will use all our marketing tools to help promote our “Americana In The Park” Concert Series including our weekly newsletter, social media outlets, having posters and flyers at our physical location, and engaging with local papers and media for additional support. The folk community is very supportive, so we can also rely on common-interest groups such as FolkWorks, Far-West, Topanga Banjo Fiddle Contest, the Southern California Bluegrass Association, the Los Angeles Independent Venue Coalition, and NIVA-CA (National Independent Venue Coalition California) to help promote and support our event. McCabe’s also has partnerships with two hotels in the immediate area who will be able to help promote the concerts for families and music lovers visiting the area in September.

We do all of our graphics in-house so any poster design can be done with our own design team in collaboration with the City of Santa Monica.

5.B.c
Packet Pg. 164 Attachment: 3. Contract 4820 McCabes First Modification (6240 : Contract Modification for McCabe's Guitar Shop) McCabe’s Presents “Americana in the Park” Event Proposal 5 their own bonds and memories. Our children’s concerts and lessons have raised music and community-minded adults who now bring their own children to our store. Our all ages concerts have allowed families to enjoy the best in World, Folk, Americana, Bluegrass and Rock music together for over 50 years. Our name is one that the community trusts to bring them quality and enjoyable events and a partnership with the City of Santa Monica would only help to solidify our unwavering adherence to good quality programming.

DocuSign Envelope ID: 6CC8DDCE-7883-428D-9D92-F74EC323F013

5.B.c
Packet Pg. 165 Attachment: 3. Contract 4820 McCabes First Modification (6240 : Contract Modification for McCabe's Guitar Shop) 4 Exhibit B-1
Budget
Payment Schedule for the 2022 Presentation of Americana in the Park The total budget for the 2022 concert series Americana in the Park will not exceed $75,000.

After execution of this First Modification and within 30 days from the City’s receipt of Contractor’s complete invoice, the City will compensate Contractor 75 percent of the above not-to-exceed amount ($56,250).

Upon Contractor’s completion of the last concert of the 2022 Concert Series, and within 30 days from the City’s receipt of Contractor’s complete invoice, the City will compensate Contractor the final 25 percent of the above not-to-exceed amount ($18,750).

DocuSign Envelope ID: 6CC8DDCE-7883-428D-9D92-F74EC323F013

5.B.c
Packet Pg. 166 Attachment: 3. Contract 4820 McCabes First Modification (6240 : Contract Modification for McCabe's Guitar Shop) 1 SECOND MODIFICATION OF
CONTRACTUAL SERVICES AGREEMENT NO. 4820
This Second Modification of Contractual Services Agreement Number 4820 (“Second Modification”), entered into as of _________________ (“Execution Date”), by and between the City of Santa Monica, a municipal corporation (“City”), and McCabe’s Guitar Shop (“Contractor”) is made with reference to the following:

RECITALS
A. On or about^^September 14, 2021, the City and Contractor entered into Agreement Number 4820 for Contractor to produce, develop, and implement a free and family-friendly Concert Series in one or more City parks (“Original Agreement”).

B. On or about^^June 28, 2022, the City and Contractor entered into a First Modification of Agreement Number 4820 (“First Modification”) to extend the agreement term, include additional services to be performed by Contractor, and increase the agreement price to pay for those additional services for the 2022 Concert Series.

The Original Agreement and First Modification may be referred to collectively herein as “the Agreement.”
C. The City and Contractor desire to modify the Agreement to extend the term of the Agreement for Contractor to perform additional services, increase the contract price to pay for the additional services for the 2023 Concert Series “Americana in the Park”, and remove reference to COVID-19 vaccination requirements that no longer apply to the Agreement.

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

1. Section 1 of the Original Agreement entitled “Term” shall be deleted in its entirety and replaced with the following paragraph:

Term. This Agreement begins on the Execution Date and terminates on June 30, 2024, unless terminated earlier as set forth in Section 17 of the Original Agreement or extended by the parties in writing. The City, at its sole discretion, shall have the option to extend the term of this Agreement for a single one-year option (“Extension Term”).

2. Section 2 of the Original Agreement entitled “Contractor Services” shall be modified by adding the following paragraph:

Additional Services for the 2023 Concert Series. Contractor will perform all of the additional services (“Additional Services”) described in Exhibit A-2, Scope of Services for the 2023 Concert Series. Contractor will complete the Additional Services in accordance with Exhibit B-2, Budget.

3. Section 7 of the Original Agreement entitled “Compensation” shall be deleted in DocuSign Envelope ID: 6F6138EB-4532-434D-947B-6177B0D7F6FD 4/19/2023

5.B.d
Packet Pg. 167 Attachment: 4. Contract 4820 McCabes Second Modification (6240 : Contract Modification for McCabe's Guitar Shop) 2 its entirety and replaced with the following paragraphs:

Compensation. The City will compensate Contractor for Services performed as described in Exhibit B, Budget, in an amount not to exceed Fifty Thousand Dollars ($50,000) for the 2021 Concert Series.

The City will compensate Contractor for Additional Services in an amount not to exceed Seventy-Five Thousand Dollars ($75,000) for the 2022 Concert Series as set forth in Exhibit B-1, Budget.

The City will compensate Contractor for Additional Services in an amount not to exceed Seventy-Seven Thousand Dollars ($77,000) for the 2023 Concert Series as set forth in Exhibit B-2, Budget.

The total agreement price for Services pursuant to the Original Agreement, the First Modification, and this Second Modification shall not exceed Two Hundred Two Thousand Dollars ($202,000).

4. Section 19 of the Original Agreement entitled “Compliance with Law” shall be deleted in its entirety and replaced with the following paragraph:

Compliance with Law. Contractor must comply with all laws of the State of California and the United States, and all ordinances, rules, and regulations enacted or issued by the City.

5. Section 36 of the Original Agreement entitled “Exhibits” shall be modified by deleting reference to Exhibit D City’s COVID-19 Vaccination Policy.

6. Exhibits A-2 and B-2 are attached hereto incorporated herein by this reference.

7. Execution in Counterparts. This Second Modification may be executed in counterparts with the same effect as if both parties hereto had executed the same document. All counterparts shall be construed together and shall constitute a single modification. Any signature to this Second Modification transmitted electronically through DocuSign or PDF shall be deemed an original signature and be binding upon the parties hereto (it being agreed that such electronic signature shall have the same force and effect as an original signature).
///
DocuSign Envelope ID: 6F6138EB-4532-434D-947B-6177B0D7F6FD

5.B.d
Packet Pg. 168 Attachment: 4. Contract 4820 McCabes Second Modification (6240 : Contract Modification for McCabe's Guitar Shop) 3 8. Except as expressly modified by this Second Modification, all other terms and conditions of the Original Agreement shall be and remain in full force and effect.

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

ATTEST:
______________________________

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

LANE DILG
City Attorney

CITY OF SANTA MONICA,
a municipal corporation
By: ______________________________

RICK COLE
City Manager
McCabe’s Guitar Shop Corporation
#VENDOR
By: _______________________________
DocuSign Envelope ID: 6F6138EB-4532-434D-947B-6177B0D7F6FD 4/18/2023

DOUGLAS SLOAN
City Attorney
Walt McGraw
4/19/2023
City Manager
4/19/2023
Denise Anderson-Warren David White
4/20/2023
City Clerk

5.B.d
Packet Pg. 169 Attachment: 4. Contract 4820 McCabes Second Modification (6240 : Contract Modification for McCabe's Guitar Shop) 4 Exhibit A-2
Additional Services
Contractor will perform the services described in the City’s Outdoor Music Concert Series 2021 Event Production Request for Proposal (“RFP”) that the City issued on June 25, 2021, in modified form as described in the proposal that Contractor submitted to the City entitled “Proposal for City of Santa Monica Outdoor Music Concert Series 2022”, which is attached to Exhibit A and incorporated by reference.

Event Details
McCabe’s Presents “Americana in the Park” will take place the Sundays listed below in September from 4:00 pm to 7:00 pm at Gandara Park located at 1819 Stewart St, Santa Monica, CA 90404. McCabe’s will begin setting up the stage after 12:00 p.m. and shall break down the stage by 8:30 p.m. after each concert performance.

Unless the parties mutually agree to modify the scheduled dates for the concerts in writing, the concerts for the second one-year term of this Agreement will take place on the following dates:

Sunday, September 3, 2023
Sunday, September 10, 2023
Sunday, September 17, 2023
Sunday, September 24, 2023
DocuSign Envelope ID: 6F6138EB-4532-434D-947B-6177B0D7F6FD

5.B.d
Packet Pg. 170 Attachment: 4. Contract 4820 McCabes Second Modification (6240 : Contract Modification for McCabe's Guitar Shop) McCabe’s Presents “Americana in the Park” Event Proposal 1 Proposal for City of Santa Monica Outdoor Music Concert Series 2022 McCabe’s Presents “Americana in the Park”
About McCabe’s
McCabe’s Guitar Shop has been serving the Santa Monica community for over 60 years opening its doors in 1958. Since 1969, we have presented live music including all ages and familyfriendly programming. We have a history of presenting outdoor community programming at Lincoln Park, Clover Park, as well as in Topanga.

Event Description
Americana music is as much history as it is art form. McCabe’s will take audience members on a journey, exploring American music from its roots to its modern forms by showcasing folk, country, bluegrass, blues, jazz, and the African and Latin American music styles that inspired them.
“Americana in the Park” will serve as a way to bring together and celebrate the diverse and wonderful Santa Monica and Los Angeles Communities while helping to encourage economic recovery. All artists, contractors, and employees will belong to Santa Monica or greater Southern California area in an effort to raise up the community and its residents while using McCabe’s reputation and notoriety to also attract the attention of tourists.

DocuSign Envelope ID: 6F6138EB-4532-434D-947B-6177B0D7F6FD

5.B.d
Packet Pg. 171 Attachment: 4. Contract 4820 McCabes Second Modification (6240 : Contract Modification for McCabe's Guitar Shop) McCabe’s Presents “Americana in the Park” Event Proposal 2 Event Details
McCabe’s Presents “Americana in the Park” will take place Sundays in September from 4:00 pm to 7:00 pm at Gandara Park located at 1819 Stewart St, Santa Monica, CA 90404.

The event will take place on the following dates:

Table for Information booth
Chairs for Information Booth
Tents to cover Information Booth and stage
DocuSign Envelope ID: 6F6138EB-4532-434D-947B-6177B0D7F6FD

5.B.d
Packet Pg. 172 Attachment: 4. Contract 4820 McCabes Second Modification (6240 : Contract Modification for McCabe's Guitar Shop) McCabe’s Presents “Americana in the Park” Event Proposal 3 Staffing Needs
Employees:

Food trucks will be contacted to determine availability and whether or not deposits will need to be sent. Contracts will need to be issued and approved for all talent.

DocuSign Envelope ID: 6F6138EB-4532-434D-947B-6177B0D7F6FD

5.B.d
Packet Pg. 173 Attachment: 4. Contract 4820 McCabes Second Modification (6240 : Contract Modification for McCabe's Guitar Shop) McCabe’s Presents “Americana in the Park” Event Proposal 4 Budget for all four concerts 2022
Technical & Logistics $20,500
Artists $13,000
Site Infrastructure $2,000
Staffing $22,000
Marketing $2,500
Creative Fee $15,000
Total Estimated Budget: $75,000
Marketing and Publicity
McCabe’s Guitar Shop has a mailing list that is distributed weekly to over 13,500 subscribers that are primarily Los Angeles based and are all passionate live music attendees. Our subscriber interaction rate is more than double the industry average. We are also active on Facebook and Instagram which we have successfully used to promote our own in-house concerts. We also promote on our website and in the store using physical flyers and posters.

We will use all our marketing tools to help promote our “Americana In The Park” Concert Series including our weekly newsletter, social media outlets, having posters and flyers at our physical location, and engaging with local papers and media for additional support. The folk community is very supportive, so we can also rely on common-interest groups such as FolkWorks, Far-West, Topanga Banjo Fiddle Contest, the Southern California Bluegrass Association, the Los Angeles Independent Venue Coalition, and NIVA-CA (National Independent Venue Coalition California) to help promote and support our event. McCabe’s also has partnerships with two hotels in the immediate area who will be able to help promote the concerts for families and music lovers visiting the area in September.

We do all of our graphics in-house so any poster design can be done with our own design team in collaboration with the City of Santa Monica.

5.B.d
Packet Pg. 174 Attachment: 4. Contract 4820 McCabes Second Modification (6240 : Contract Modification for McCabe's Guitar Shop) McCabe’s Presents “Americana in the Park” Event Proposal 5 their own bonds and memories. Our children’s concerts and lessons have raised music and community-minded adults who now bring their own children to our store. Our all ages concerts have allowed families to enjoy the best in World, Folk, Americana, Bluegrass and Rock music together for over 50 years. Our name is one that the community trusts to bring them quality and enjoyable events and a partnership with the City of Santa Monica would only help to solidify our unwavering adherence to good quality programming.

DocuSign Envelope ID: 6F6138EB-4532-434D-947B-6177B0D7F6FD

5.B.d
Packet Pg. 175 Attachment: 4. Contract 4820 McCabes Second Modification (6240 : Contract Modification for McCabe's Guitar Shop) 5 Exhibit B-2
Budget
Payment Schedule for the 2023 Presentation of Americana in the Park The total budget for the 2023 concert series Americana in the Park will not exceed $77,000.

After execution of this Second Modification and within 30 days from the City’s receipt and approval of Contractor’s complete invoice, the City will compensate Contractor 75 percent of the above not-to-exceed amount ($57,750).

Upon Contractor’s completion of the last concert of the 2023 concert series, and within 30 days from the City’s receipt and approval of Contractor’s complete invoice, the City will compensate Contractor the final 25 percent of the above not-to-exceed amount ($19,250).

DocuSign Envelope ID: 6F6138EB-4532-434D-947B-6177B0D7F6FD

5.B.d
Packet Pg. 176 Attachment: 4. Contract 4820 McCabes Second Modification (6240 : Contract Modification for McCabe's Guitar Shop)

CITY OF SANTA MONICA

OAKS INITIATIVE NOTICE

NOTICE TO APPLICANTS, BIDDERS, PROPOSERS

AND OTHERS SEEKING DISCRETIONARY PERMITS, CONTRACTS,

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

This information is required by City Charter Article XXII—Taxpayer Protection.

It prohibits a public official from receiving, and a person or entity from conferring, specified personal benefits or campaign advantages from a person or entity after theofficial votes, or otherwise takes official action, to award a “public benefit” to that person or entity. The prohibition applies within and outside of the geographical boundaries of SantaMonica.

All persons or entities applying or receiving public benefits from the City of Santa Monica shall provide the names of trustees, directors, partners, and officers, and names of persons with more than a 10% equity, participation or revenue interest. An exception exists for persons serving in those capacities as volunteers, without compensation, for organizations exempt from income taxes under Section 501(c)(3), (4), or (6), of the Internal Revenue Code. However, this exception does not apply if the organization is a political committee or controls political committees.

Examples of a “public benefit” include public contracts to provide goods or services worth more than $25,000 or a land use approval worth more than $25,000 over a 12- month period.

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

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Packet Pg. 177 Attachment: OAKS INITIATIVE FORM_signed_McCabes [Revision 1] (6240 : Contract Modification for McCabe's Guitar Shop)

CITY OF SANTA MONICA

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

Public benefits include:

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

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

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

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

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

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

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

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

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

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

Prepared by: Title:

Signature: Date:

Email: Phone:

Permit #
FOR CITY USE ONLY:

Bid/PO/Contract #
N/A

5.B.e
Packet Pg. 178 Attachment: OAKS INITIATIVE FORM_signed_McCabes [Revision 1] (6240 : Contract Modification for McCabe's Guitar Shop)

5.B.f
Packet Pg. 179 Attachment: 06 Levine Act Disclosure Form Mccabes (6240 : Contract Modification for McCabe's Guitar Shop)

5.B.f
Packet Pg. 180 Attachment: 06 Levine Act Disclosure Form Mccabes (6240 : Contract Modification for McCabe's Guitar Shop)

CITY OF SANTA MONICA

OAKS INITIATIVE NOTICE

NOTICE TO APPLICANTS, BIDDERS, PROPOSERS

AND OTHERS SEEKING DISCRETIONARY PERMITS, CONTRACTS,

This information is required by City Charter Article XXII—Taxpayer Protection.

Examples of a “public benefit” include public contracts to provide goods or services worth more than $25,000 or a land use approval worth more than $25,000 over a 12- month period.

Item 5.B.

April 9, 2024
Item 5.B.

April 9, 2024

5.B.g
Packet Pg. 181 Attachment: Written Comments (6240 : Contract Modification for McCabe's Guitar Shop)

CITY OF SANTA MONICA

Public benefits include:

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

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

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

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

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

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

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

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

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

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

Prepared by: Title:

Signature: Date:

Email: Phone:

Permit #
FOR CITY USE ONLY:

Bid/PO/Contract #
Robert Riskin, Chairman
Item 5.B.

April 9, 2024
Item 5.B.

April 9, 2024

5.B.g
Packet Pg. 182 Attachment: Written Comments (6240 : Contract Modification for McCabe's Guitar Shop) City Council
Report
City Council Meeting: April 9, 2024
Agenda Item: 5.C
1 of 5
To: Mayor and City Council
From: Rick Valte, Public Works Director, Public Works, Resource Recovery & Recycling
Subject: Award Contract to R3 Consulting Group, Inc. for the 2024 Zero Waste Plan Update
Recommended Action
Staff recommends that the City Council:

1. Adopt a finding of no possibility of significant effect pursuant to Section 15061(b)(3) (Common Sense Exemption) of the California Environmental Quality Act (CEQA) Guidelines;

2. Award RFP# 399 to R3 Consulting Group, Inc. for the City’s 2024 Zero Waste Plan Update for the Public Works Department; and

3. Authorize the City Manager to negotiate and execute an agreement with R3 Consulting Group, Inc., in an amount not to exceed $113,430 (including a $18,905 contingency) for one year.

Summary
According to the Zero Waste International Alliance, a peer-reviewed, internationally accepted definition of zero waste is “the conservation of all resources by means of responsible production, consumption, reuse, and recovery of products, packaging, and materials without burning and discharges to land, water, or air that threaten the environment or human health.” Zero waste is a tenet of the City’s Sustainable City Plan, the Climate Action and Adaptation Plan (a 2030 community plan to reduce carbon emissions and become climate resilient) and has a key role in supporting Council’s 2023-2025 priority of Sustainable and Connected Community. In 2014, Council adopted the Zero Waste Strategic Operations Plan (Zero Waste Plan), which identified policies, programs, and infrastructure that would enable the City to reach its progressive goal of a per capita landfill disposal rate of 1.1 pounds per person per day (PPD) by 2030. In

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2019, Council adopted the Zero Waste Plan Update (2019 Update), which evaluated data and programs of the Zero Waste Plan and identified five priority actions through 2024.

The 2019 Update strongly recommended that the City conduct a reassessment of its zero waste achievement on a regular basis – by 2024 at the latest – to measure progress, adjust for changing conditions, reassess strategies, and identify additional recommendations. Retaining a consultant to conduct a zero waste plan update is consistent with industry best practices for municipal agencies and allows for an objective evaluation of the City’s zero waste practices. Staff recommends that the City award a one-year professional services agreement with R3 Consulting Group, Inc. to conduct a 2024 Zero Waste Plan Update for an amount not to exceed $113,430.

Discussion
The Resource Recycling and Recovery (RRR) Division provides organics, recyclables, and landfill trash collection services, street sweeping, hazardous waste management, and zero waste programs such as construction and demolition material recycling, zero waste event management, education and outreach, public recycling events, and edible food recovery for Santa Monica. On June 23, 2009, Council directed staff to develop a Zero Waste Plan to enhance Santa Monica’s waste diversion operations and reduce landfill disposal (Attachment A). On January 14, 2014, Council adopted the Zero Waste Plan (Attachments B and C) as part of the City’s continuous commitment to be a sustainability leader. The Zero Waste Plan serves as a broad environmental and policy framework to guide Santa Monica on its path to zero waste: a per capita landfill disposal rate of 1.1 pounds per person per day (PPD). This means each Santa Monica resident discarding no more than roughly a pound of landfill waste each day. In 2014, the City recorded 5.2 PPD.

On November 12, 2019, Council adopted the 2019 Update (Attachments D and E), which evaluated data and programs of the Zero Waste Plan, noted that the City had progressed to a 5.0 PPD – an approximate four percent decrease from 2014 – and identified the following five priority actions through 2024:

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• Develop a Zero Waste Program Team
• Create, Implement, and Enforce a Comprehensive Zero Waste Ordinance • Create, Implement, and Enforce an Edible Food Recovery Program • Provide Proactive Technical Assistance and Community Engagement • Develop and Implement a Zero Waste Communications Plan Staff used these priorities to further advance towards the City’s zero waste goal.

According to the latest California Department of Resources Recycling and Recovery (CalRecycle) Electronic Annual Report, the City recorded 3.3 PPD in 2022, which represents a 34% decrease since 2019. While this is significant progress, a 2024 Zero Waste Plan Update (2024 Update) is necessary to provide new strategies and assess the City’s ability and resources to meet its goal of 1.1 PPD by 2030. The chart below summarizes the City’s progress towards this goal since 2014. Upon the completion of the 2024 Update, staff will return to Council to present its findings, recommendations, and associated costs in late 2024.

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Vendor Selection
Bidder Recommendation
Best Qualified Person/Firm R3 Consulting Group, Inc.

Evaluation Criteria Training/credentials/experience, competence/skill, capacity/ability to perform services promptly, character/reputation/judgment, and price.

Municipal Code SMMC 2.24.190
RFPs Received
HF&H Consultants, LLC Huls Environmental
Management, LLC
R3 Consulting Group, Inc.

RFP Data
Posted On Posted On
Advertised In
(City Charter & SMMC)
Vendors
Downloaded
Date Publicly
Opened
01/22/2024 City’s Online
Bidding Site Santa Monica Daily Press 22 02/16/2024
Justification to Award
This Request for Proposals (RFP) went through the formal bid process in OpenGov.

Three responses were received, all of which were reviewed by a selection committee consisting of RRR staff. Staff then interviewed two shortlisted firms. Based on the interviews and criteria in SMMC 2.24.190, staff recommends R3 Consulting Group, Inc., a solid waste management consulting firm specializing in public agencies, as the best qualified firm to evaluate the City’s past and present zero waste performance, recommend future zero waste strategies, and produce and present the 2024 Zero Waste Plan Update in the most cost effective and timely manner. R3 Consulting Group, Inc.’s experience developing the City’s 2019 Zero Waste Plan Update and its resulting success to date on the reduction of the per capita landfill disposal rate helped distinguish the firm. Furthermore, their recent experience conducting the 2023-2028 Five-Year Solid Waste Rate Study and deep familiarity with RRR operations and financial outlook further differentiated the firm.

Environmental Review
The agreement to prepare the update is exempt from the California Environmental Quality Act (CEQA) pursuant to Section 15061(b)(3) (Common Sense Exemption) of the CEQA Guidelines. The agreement is covered by the common sense exemption which states that CEQA does not apply, “where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.” The agreement will provide the City with administrative support related to updating the

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Zero Waste Plan. Therefore, the agreement can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.

Past Council Actions
Meeting Date Description
06/23/2009 (Attachment A) Council Direction to Develop a Zero Waste Strategic Plan 01/14/2014 (Attachment B) Adoption of Zero Waste Strategic Plan 11/12/2019 (Attachment D) Adoption of 2019 Zero Waste Plan Update Financial Impacts and Budget Actions
Staff seeks authority to award funding from the RRR Fund to award an agreement with R3 Consulting Group, Inc. for the City’s 2024 Zero Waste Plan Update.

Agreement Request
FY 2023-24
Request Amount Department Account #
Total Contract
Amount
$113,430 54500002.552010 $113,430
Prepared By: Carlos Collard, Resource Recovery And Recycling Administrator Approved Forwarded to Council
Attachments:

A. June 23, 2009 Staff Report
B. January 14, 2014 Staff Report
C. 2014 Zero Waste Plan
D. November 12, 2019 Staff Report
E. 2019 Zero Waste Plan Update
F. Oaks Initiative Form - R3 Consulting Group
G. Levine Act Disclosure Form - R3 Consulting Group

5.C
Packet Pg. 187
City Council Meeting: June 23, 2009
Agenda Item: 8- ID
To: Mayor and City Council
From: Dean Kubani, Director, Office of Sustainability and the Environment Subject: Zero Waste Strategic Plan and Extended Producer Responsibility Resolution
Recommended Action
Staff recommends the City Council:

1. direct staff to develop a Zero Waste Strategic Plan;

2. adopt the attached resolution supporting the California Product Stewardship Council and extended producer responsibility ( EPR).

Executive Summary
The most recent Sustainable City Report Card indicates a 68% solid waste diversion rate. This is nearing the 70% diversion rate established in the Sustainable Gity Plan for 2010. In an effort to continue our leadership in municipal Sustainability nationwide, staff from the Office of Sustainability and the Environment (OSE) and the Solid Waste Management Division. (SWMD) are proposing zero waste as the next appropriate waste diversion goal for the City.

Achieving zero waste will require coordination of programs, policies and infrastructure. Staff recommends that Council direct the OSE and the SWMD to develop a Zero Waste Strategic Plan for its review and adoption. Staff will also be working with the City's partners at Southern California Disposal ( SCD) and the Allan Company in zero waste plan development. In an effort to reduce. the amount of waste that the municipal government is responsible for managing, staff also recommends that Council adopt the attached resolution supporting extended producer responsibility (EPR) at the state level and encourage the efforts of the California Product Stewardship Council.

Background
Zero Waste
Currently, the City is achieving a 68% percent waste diversion rate which is nearing the 70% target established in the Sustainable City Plan for 2010. The 1 5.C.a
Packet Pg. 188 Attachment: June 23, 2009 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update) City of Santa Monica adopted the 70% solid waste diversion target for 2010 in order to reduce the greenhouse gas emissions entering our atmosphere and minimize the financial and environmental costs associated with landfill waste.

According to State waste diversion information for the 2006 reporting period, the City of Santa Monica generated a total of 384,040 tons of solid waste materials.

Of this amount 260,349 tons (68%) were diverted from the landfill as a result of the City's educational outreach and the utilization of a variety of comprehensive waste diversion strategies such as recycling, waste- energy, to-composting, and source-reduction programs. In addition, the City diverted nearly 190,000 pounds of hazardous. waste materials through its household hazardous waste collection facility.

The creation of a Zero Waste Strategic Plan will allow the City to strengthen its current waste diversion operations while addressing significant challenges and emerging technologies. In the municipal setting, zero waste is considered to be achieved through a 90% solid waste diversion rate -- as the achievement of a 100% diversion rate is impacted by the contamination of recycled materials and the inability to recycle certain products.

Extended Producer Responsibility
EPR is an important part of a Zero Waste Strategic Plan. It is also consistent with the City's current sustainable procurement policies and efforts. In California, manufactured products and associated packaging make up 75% of discarded waste materials. Often, the city is responsible for the financial and environmental costs associated with waste disposal. California local governments spend over 100, 0000,each year collecting and properly managing household hazardous products alone2. EPR is a policy approach in which producers assume a portion of the financial and/or physical responsibility for the management of postconsumer product waste, so that those who produce these products also bear the costs of recycling and disposing of them properly. When manufacturers are CA Product Stewardship Council, www. orgcalpsc.
z
CA Product Stewardship Council, www. orgcalpsc.
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Packet Pg. 189 Attachment: June 23, 2009 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update) responsible for ensuring that their products are re-used or recycled responsibly, and when health and environmental costs are included in the product price, there is a strong market incentive to re-design products that are more durable, easier to recycle, and less toxic.

Santa Monica has been involved in statewide efforts to promote EPR. OSE staff are active members of the California Product Stewardship Council (CPSC) whose purpose is to integrate EPR statewide. In order for EPR to gain further support with the state legislature, local governments are adopting formal EPR resolutions urging the development of industry standards and policies for EPR.

These standards and policies will redirect the responsibility for managing manufactured waste back to the product manufacturers and limit the financial and environmental responsibility currently incurred by municipal governments.

Over thirty communities in California have already adopted local EPR resolutions including the City and County of Los Angeles.

Discussion
Zero Waste
in order for the City to effectively implement a zero waste program, OSE, the SWMD, SCD and the Allan Company will need to collaborate to develop a Zero Waste Strategic Plan. Staff recommends returning to Council in a year with a proposed draft Zero Waste Strategic Plan that includes specific target dates and recommendations for reaching zero waste goals.. During the course of the year, the various components of zero waste strategies will be evaluated to determine which approaches will best suit the City, identify opportunities for partnering. with community groups and organizations, and develop target dates for reaching zero waste.

Extended Producer Responsibility
EPR is gaining recognition at the state level and municipal support for EPR enhances the California Product Stewardship Council's efforts to integrate EPR 3 5.C.a
Packet Pg. 190 Attachment: June 23, 2009 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update) statewide. Statewide EPR standards will redirect the responsibility for managing manufactured waste back to the product manufacturers and limit the financial and environmental responsibility currently incurred by the city. Staff recommends that Council adopt the attached EPR resolution to support these statewide efforts. By adopting the resolution, the City will join the City and County. of Los Angeles , the City and County of San Francisco, the County of Santa Clara and the City of Oakland and many other cities and counties across the United States who support extended producer responsibility and are working towards municipal zero waste.

Financial Impacts & Budget Actions
There are no immediate financial impacts associated with the development of a Zero Waste Strategic Plan or adoption of an EPR resolution. The development of the Zero Waste Strategic Plan can be completed with OSE and SWMD staff working closely with the City's partners at Southern California Disposal and the Allan Company.

See attached resolution.

Prepared by:

James Conway, Senior Environmental Analyst
Approved:
x(,~//
Director ,
Dean Kubani
Office
i_
of Sustainability and
the Environment
Forwarded to Council:
9 P. mont Ewell
City Manager
Attachment: Resolution Supporting Extended Producer Responsibility 4 5.C.a
Packet Pg. 191 Attachment: June 23, 2009 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update)

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Packet Pg. 192 Attachment: June 23, 2009 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update) City Council Meeting: January 14, 2014
Agenda Item: B - A
To: Mayor and City Council
From: Martin Pastucha, Director of Public Works
Subject: Resource Recovery & Recycling Rate Study and Adoption of Zero Waste Strategic Plan
Recommended Action
Staff recommends that the City Council:

1. Adopt the Zero Waste Strategic Plan to achieve 95% diversion from the landfill by 2030.

2. Approve a three year plan to increase Resource Recovery & Recycling service rates and the establishment of a 5% operating reserve

3. Approve the setting of a public hearing in April 2014, in accordance with Proposition 218, to adopt Resource Recovery & Recycling rate increases.

Executive Summary
At a Council study session on March 19. 2013, staff presented the draft Zero Waste Strategic Plan which included various policies, programs, projected waste diversion percentages and estimated costs which would affect existing rates if the recommended programs were implemented over the next fifteen years. Council directed staff to communicate the Zero Waste Plan to all facets of the community and incorporate findings into the final plan.

At the FY 2006 -07 Council Budget Study Session on June 20 2006, Council approved a resolution to increase solid waste rates by 7% and by a factor equal to the difference in the Los Angeles- Riverside - Orange County Consumer Price Index ( CPI) for Wage Earners and Clerical Workers annually thereafter. No additional rate increases have been requested to recover full costs for Resource Recovery & Recycling services since that time.

Staff recommends that Council adopt the Zero Waste Strategic Plan to achieve 95 percent waste diversion by 2030, approve a plan to increase service rates to establish a five percent operating reserve and set a public hearing in April 2014 to adopt the resource recovery and recycling rate increases.

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Packet Pg. 193 Attachment: January 14, 2014 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update) Background
On June 23, 2009, Council directed staff to develop a Zero Waste Strategic Plan. The City began a Zero Waste Strategic Planning process to identify the new policies, programs and infrastructure that would enable the City to reach its Zero Waste goal of 95% diversion by 2030, or a per capita disposal rate of 1. 1 pounds per person per day.

The Zero Waste Strategic Plan will help the City strengthen its existing diversion operations while addressing significant fiscal challenges and emerging trends and technologies. The Plan will serve as a broad environmental and policy framework and will guide the future development of the City' s Resource Recovery and Recycling policies, programs, and infrastructure.

The Resource Recovery & Recycling Division ( RRR) is the exclusive provider of solid waste collection services to residential and commercial customers. RRR recovers its cost of operations through solid waste rate charges to customers. On June 20, 2006 Council approved a five year rate adjustment plan providing that customer rates would only be adjusted by the Consumer Price Index, ( CPI) or the Cost of Living Adjustment COLA) whichever is higher. If an extraordinary adjustment was necessary within the five year period, such as unanticipated landfill disposal fee increases, the RRR Division used its fund balance to cover the cost of the adjustment. The Resource Recovery & Recycling rates have not been increased, except by CPI /COLA since FY 2006 -07.

Since that time the City has expanded its waste diversion programs, seen increased costs in disposal fees, new organics processing fees, transportation fees, salaries and benefits increases, vehicle purchases price increases, maintenance and fuel increases, all requiring RRR to continue to reduce its existing reserves.

The State of California enacted AB 939 legislation in 1989 which required that all municipalities divert 50% of waste from the landfill by 2010 and 75% by the year 2020.

This sparked the increase in blue cart recycling programs at the municipal and county RAI

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Packet Pg. 194 Attachment: January 14, 2014 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update) levels throughout the late 1990' s and the early 2000' s. This legislation also led to development of additional opportunities for waste diversion, green carts for yard clippings, and food scraps composting programs to meet the mandatory state diversion requirements, all without additional state or federal funding to absorb costs for these new collection programs. In 2012, the State of California enacted AB 341 which mandates that all multi - family buildings with five or more units must implement a recycling program for its tenants, and all commercial entities generating four yards of trash weekly must also implement a recycling program for employees and clients /customers. The expenditures for outreach, marketing, collections, hauling and processing of these additional materials through this new mandate are currently being absorbed through a rate structure approved almost a decade ago.

Operational issues have also had an impact on the cost of RRR programs. On October 31, 2013 Puente Hills Landfill, owned and operated by the Los Angeles County Sanitation District, maximized its lifetime capacity for waste disposal and officially closed. This closure has resulted in the City seeking out and disposing of waste at landfills at a further distance and a higher cost due to market demand for landfill space.

Landfill disposal and waste to energy fees increase annually between 1. 2% and 6.4 %, whereas the revenues received from rate payers for all services increase by CPI /COLA.

The rate adjustments have been as low as 2. 0% and as high as 3.7 %, an average of

2. 8% over the last seven years.

The existing fees collected by the City pay for more than just refuse collections and disposal. A variety of programs tailored to increase diversion opportunities for residents and businesses are funded by fees. The fees pay for collection and processing of recyclables, food scraps, yard debris and bulky items, as well as equipment, infrastructure, container replacements, support services, alternative technology studies, education, marketing, outreach, public litter collection, household hazardous waste collection, and street sweeping services. Fees also pay for the monthly community 3 5.C.b
Packet Pg. 195 Attachment: January 14, 2014 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update) events which include paper shredding, compost give away, textile recycling, electronics recycling, costume swap, and other activities offered to all residents.

The following chart shows that operational expenditures have been exceeding revenues regularly since FY 2009/ 10. Operational expenditures for salaries and wages, supplies and expenses, and Capital Improvement Projects ( CIP) are listed as columns with the revenues graphed to demonstrate the comparison for past and future projections.

Expenditure to Revenue Comparison
30, 000, 000
25, 000, 000 —
CIP
20, 000, 000 —
Supplies / Expenses
15, 000, 000
Salaries / Benefits
Revenue
10, 000, 000 —
5, 000, 000
FY07 / 08 FY08 / 09 FY09 / 10 FY10 / 11 FY11/ 12 FY12 / 13 FY13/ 14 FY14 / 15 FY15/ 16 FY16/ 17 City staff has monitored expenditures and implemented cost saving measures in daily operations for all line items that are not affected by outside increases such as landfill disposal costs. Table 1 below shows the operational savings in several line items since 2008.

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Packet Pg. 196 Attachment: January 14, 2014 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update) Table 1
Five Year Operational Savings
Fiscal Year Budget Actual Savings Percent =
FY 2008 -09 19, 533, 791 18, 573, 876 959, 915; 4. 9%
FY 2009 - 10 19, 822, 435 19, 192, 745 629, 690 ` 3. 2% FY 2010 -11 19, 839, 367 18, 787, 512 1, 051, 855 5. 3% FY 2011 - 12 20,826, 803 20,497, 057
FY 2016 - 17
329, 746 1. 6%
FY 2012 -13 21, 690,342 19, 594, 491 2, 095, 851
In spite of these efforts, the cost of Resource Recovery & Recycling operations continues to exceed the revenue received. There will be a fund deficit by FY2016 -17 if a structural adjustment to rates is not implemented. Unrestricted cash reserves have been used to offset the increased costs for services. Table 2 shows the reserve levels since FY 2009 -10 through to the projected deficit in FY 2016 -17.

Table 2
Changes in the Cash Reserve Fund
The decreases in the reserve fund are the result of several unscheduled events during past budgeted years and projections for the next three fiscal years. The reserve decrease in FY 2009 - 10 was a result of one time funding needed for the design of the Resource Recovery Facility. Funds were spent in FY 2011 - 12 for the initial start - up of the bulky item collection crew and the purchase of several additional vehicles to perform 5 CASH RESERVES
Actual Actual Actual Actual Budget
FY 2009 -30 FY 2010 - 11 FY 2011. 12 FY 2012 -13 FY 2013 -14 FY 2014 -15 FY 2015. 16 FY 2016 - 17 BEGINNING CASH BALANCE 4, 062, 138 3, 773,868 3, 882, 791 2, 211, 677 3, 593, 135 1, 286,161 982, 434 566, 562 ENDING CASH BALANCE 3773868 3883_791 2212 , 677 3593_135 1281 , 161 98434 565562 275727 Decrease /( Increase) in Cash
Reserve 288, 270 108, 923) 1, 671, 114 ( 1, 381, 458) 2, 306, 974 303, 727 415,872 842, 289 The decreases in the reserve fund are the result of several unscheduled events during past budgeted years and projections for the next three fiscal years. The reserve decrease in FY 2009 - 10 was a result of one time funding needed for the design of the Resource Recovery Facility. Funds were spent in FY 2011 - 12 for the initial start - up of the bulky item collection crew and the purchase of several additional vehicles to perform 5 5.C.b
Packet Pg. 197 Attachment: January 14, 2014 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update) collection services including the new organics collection program. In FY 2012 -13, operational procedures were implemented to achieve ongoing staffing and equipment savings and a one time savings in construction and demolition planning programs.

Beginning in FY 2013 -14, the decrease in the reserve is a projection because the actual bottom line savings will not be known until the close of the Fiscal Year. All future fiscal year projections are based upon an estimated CPI of 2. 5 %.

Discussion
Zero Waste Strategic Plan
In order to gather input from the public on the proposed Zero Waste Plan staff initiated a number of efforts to reach out to system users for their input on the Plan. Community members and stakeholders were provided the opportunity to complete a survey regarding the City's proposed Zero Waste Strategic Plan. The Zero Waste survey solicited input on the potential policies, programs, and infrastructure options identified in the Plan. Separate surveys were provided for single - family residents, multi - family residents, and businesses, to collect input specific to the interests of these individual stakeholders. The City initially made the survey available at the annual Santa Monica Festival, and used interns to canvas the Farmer' s Markets. Postcards were placed at all public counters and coffee shops around the City, and an email blast was sent out to over 4, 000 businesses and residents. The City also reached out to the neighborhood associations, the Santa Monica Chamber of Commerce and the City' s Rent Control Board to place ads in their newsletters. To obtain as many responses to the Zero Waste Strategic Plan survey as possible, staff provided incentives for the completion of the surveys within a specific timeframe. Single family residents received a free container cleaning service; multi - family residents received kitchen pails. Commercial businesses could attend one free paper shred event with volume limitations.

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Packet Pg. 198 Attachment: January 14, 2014 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update) The surveys included a series of questions; responders were asked to indicate whether they Strongly Agreed, Agreed, were Neutral, Disagreed or Strongly Disagreed with each question or statement. The survey questions and responses to the surveys are summarized below:

Single- Family Survey
The Single - Family Survey asked for input on 22 ideas for possible policies, programs, and infrastructure included in the Zero Waste Strategic Plan. A total of 1, 034 surveys were viewed online with 238 surveys completed. Overall, residents strongly support the City' s adoption of Zero Waste, and the policies, programs, and infrastructure options that will help the City to achieve Zero Waste. Eighteen of the 22 questions received a response of Strongly Agree or Agree from 75% or more of the responders. One third of the questions received a response of Strongly Agree or Agree from 90% or more of the responders. More than eighty percent ( 80 %) of single family residents who completed the survey were in favor of food waste recycling, additional public recycling containers citywide, additional education and outreach for new recycling programs and a two container collection system.
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Packet Pg. 199 Attachment: January 14, 2014 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update) Multi - Family Survey
The Multi - Family Survey asked for input on 15 ideas for possible policies, programs, and infrastructure included in the Zero Waste Strategic Plan. Although 602 web users viewed the multi - family survey online, only 113 surveys were completed. Overall, multi - family residents strongly support the City' s adoption of Zero Waste, and the policies, programs, and infrastructure options that will help the City to achieve Zero Waste. Twelve of the 15 questions received a response of Strongly Agree or Agree from 75% or more of the responders. Residents acknowledged that they wanted to improve current recycling processes and future programs to divert hazardous items from landfills.

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Packet Pg. 200 Attachment: January 14, 2014 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update) Commercial Survey
The Commercial Survey asked for input on 19 ideas for possible policies, programs, and infrastructure included in the Zero Waste Strategic Plan. A total of 84 surveys were completed out of 525 online views and 700 personal visits to businesses by summer interns. Overall, the responders indicated strong support for the City' s adoption of Zero Waste, and the policies, programs, and infrastructure options that will help the City to achieve Zero Waste. Twelve of the 19 questions received a response of Strongly Agree or Agree from 75% or more of the responders. One fourth of the questions received a response of Strongly Agree or Agree from 90% or more of the responders.

Responders to the survey supported additional recycling programs for their businesses and incentives for employees to reduce waste and reuse materials. Many were also in favor of manufacturer take -back programs.

The results of the surveys and comments received from the public at these numerous venues were very positive and supportive of the City's proposed Zero Waste goals. As a result, these comments were included into the Zero Waste Strategic Plan for final adoption. The survey questions and results were added to the Zero Waste Strategic Plan as Appendix l and are attached.

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Packet Pg. 201 Attachment: January 14, 2014 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update) Rate Study
In May 2011, staff issued a RFP for a consultant to assist with the development of the Zero Waste Strategic Plan. On November 22 2011 Council approved HDR Engineering and HF &H Consultants to assist with the Plan. HF &H Consultants conducted the financial analysis on the Plan and the anticipated impact on rates for the proposed programs listed in the Zero Waste Plan. As a result of the analysis on the proposed programs and rates, HF & H was retained by the City in March 2013 to perform a more in depth rate study including an evaluation of the current rate structure.

The rate study evaluated projected revenues, expenditures and the fund balance for a five year period, assuming continuation of the existing services and the existing rate structure. The rate study included an analysis of the alignment of current rate revenue with the cost of service for single family, multi - family and commercial customers; these are referenced in the report as service sectors. The objectives of the solid waste rate study are to:

Evaluate the adequacy of existing rates to reasonably fund current services and maintain target reserves
Compare existing rate revenues by service sector ( residential, multi - family and commercial) to the cost of service.

Operational costs for waste collection services are increasing annually. Unrestricted cash fund reserves are being used to continue to perform on -going services. The reserve fund is established as just that, reserve. The reserve fund should be used on a limited basis as a result of loss due to a catastrophic event or unscheduled events including unanticipated increases in landfill disposal fees, organics waste processing fees, or a substantial decrease in revenue. The rate study determined that a 5% reserve of the total revenue generated for the enterprise fund is sufficient. Additional waste management services to enhance diversion programs would not be implemented if rates are increased by only the CPI /COLA. Without an additional rate increase, the 10 5.C.b
Packet Pg. 202 Attachment: January 14, 2014 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update) reserve fund will be expended by FY 2016 -17 and the General Fund will become the lending agency to fund the ongoing waste management.

Based on the data that RRR staff provided, the consultant developed scenarios based on rate adjustment recommendations for a three year period beginning July 1, 2014:

Table 3 illustrates the current rate structure and calculates the unrestricted cash balance by adjusting customer rates by 2. 5% annually starting in FY 2014 -15 as the assumed CPI /COLA adjustment percentage. As shown in the table, if customer rates for all sectors are only adjusted by the City' s projections for CPI /COLA for the five year period, the City will have an unrestricted cash balance of $ (247, 250) for FY 2016 -17.

Table3
Current Rates with CPI /COLA Adiustment
Scenario 1: Sector Service Rates and a 5% Unrestricted Cash Balance The goal of Scenario 1 is to maintain an unrestricted cash balance of 5% of total expenditures in FY 2016 - 17 and to align rate revenues with the cost of service among customer sectors ( residential, multi - family and commercial). Each sector was analyzed to determine actual operating expenditures for services performed, rates required to 11 Actual
2012 -13
Projected
2013 -14
Projected
3014-15
Projected
2015- 16
Projected
2016. 17

CUSTOMER RATE ADJUSTMENT ASSUMPTIONS
Single Family 3. 00 2. 40° 2. 50 2. 50° 2. 50
Multi- Family 3. 00° 2. 40° 2. 50 2. 50 2. 50
Commercial 3. 00° 2. 40° 2. 50 2. 50 2. 50
NETREVENUE /( EXPENSE) ASA% OF SECTOR REVENUE
Single Family 3Y 10% 5% 5% 7%
Multi- Family 19% 13° 17% 17% 16%
Commercial 28% 34° 30% 31% 33%

ASH BALANCE
ear -End Unrestricted Cash 5 3, 108, 800 5 1,680, 286 1, 220, 116 684, 184 247, 250) Ending Unrestricted Cash Balance As A % of Total Expenditures 1391 7% 5% 3% Scenario 1: Sector Service Rates and a 5% Unrestricted Cash Balance The goal of Scenario 1 is to maintain an unrestricted cash balance of 5% of total expenditures in FY 2016 - 17 and to align rate revenues with the cost of service among customer sectors ( residential, multi - family and commercial). Each sector was analyzed to determine actual operating expenditures for services performed, rates required to 11 5.C.b
Packet Pg. 203 Attachment: January 14, 2014 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update) perform these services, and rates required to increase the reserve fund. This scenario provides for a 5% unrestricted cash balance by FY 2016 -17, and aligns rate revenues with the cost of service in each sector by the end of FY 2016 — 17.

Table 4
Sector Service Rates Maintaining 5% Reserve
Tables 5 through 7 illustrate the customer rate impacts of each scenario over the projection period. Rates used in the projections are the most commonly used service level rates based on the data provided for FY 2011 - 12. In addition to the CPI / COLA, single family proposed rates increase slightly, multi - family proposed rates decrease and commercial proposed rates increase as well. All of these sector rates include waste, recycling and food waste collection services, bulky item and household hazardous waste collection programs, street sweeping services, public litter / recycling collection services, education and outreach materials and monthly reuse and recycling events. 12 Actual
2012- 13
Projected..
2013- 14..`.

Projected
2014 - 15
Projected
2015. 16
Projected
2016. 17

CUSTOMER RATE ADJUSTMENT ASSUMPTIONS
Single Family 3. 00° 2. 40° 3. 855 3. 85° 185
Multi- Family 3. 00° 2. 40° 1. 009 1. 00 1. 00°
Commercial 3. 00° 2AW 7. 25 7. 25 7. 25°
NETREVENUE(( EXPENSE) ASA% OF SECTOR REVENUE
Single Family 3 10% 4 % 3% 2. 9%
Multi - Famil 19% 13% 15% 15% 12%
Commercial M 34% 25% 20% 17%

ASH BALANCE
Year- End Unrestricted Cash 3, 108, 800 1, 680, 286 5 1,450,573 1, 409, 334 1, 281, 491 Ending Unrestricted Cash Balance AsA % of Total Expenditures 13% 7% 6% 5% 5% Tables 5 through 7 illustrate the customer rate impacts of each scenario over the projection period. Rates used in the projections are the most commonly used service level rates based on the data provided for FY 2011 - 12. In addition to the CPI / COLA, single family proposed rates increase slightly, multi - family proposed rates decrease and commercial proposed rates increase as well. All of these sector rates include waste, recycling and food waste collection services, bulky item and household hazardous waste collection programs, street sweeping services, public litter / recycling collection services, education and outreach materials and monthly reuse and recycling events. 12 5.C.b
Packet Pg. 204 Attachment: January 14, 2014 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update) Table 5
Single Family Rate Impact (One 95- gallon refuse cart)
Table 6
Multi - Family Rate Impact ( 2 cubic yard bin collected twice per week) Percentage
Current 201314 Rates
Adjusted Monthly Rate
Projected 2014- 15 Projected 2015 - 16 ' Projected 2016 -17 - BI- Monthly
Rate
Monthly
Rate
Monthly
Rate
Increase Monthly
Rate
Increase Monthly
Rate
Increase
Single Family Increase
luly1, 2014)
CPI / COLA 2. 50° 88.34 44.17 45. 27 1. 10 46.41 1. 14 47. 57 1. 16 Scenario 1: includes 3. 85° 88.34 44.17 45.87 1. 70 47. 64 1. 77 49.47 1. 83

2.5 % CPI / COLA, plus

1. 35 %)
Table 6
Multi - Family Rate Impact ( 2 cubic yard bin collected twice per week) Table 7
Commercial Rate Impact ( 2 cubic yard bin collected twice per week) Percentage
Current 201314 Rates
Adjusted Monthly Rate
Projected 2014 -15 Projected 203516 ` Projected 201617
BI- Monthly
Rate
Monthly
Rate
Monthly
Rate
Increase Monthly
Rate
Increase Monthly
Rate
Increase
Multi - Family Increase
July 1, 2014)
CPI / COLA 2. 50° 324. 93 162. 47
119. 78 2. 92 122. 78 3. 00 125. 85 3. 07
Scenario 1 1. 324. 93 162. 47
125. 33 8. 47 134. 42 9. 09 144. 16 9. 74
Table 7
Commercial Rate Impact ( 2 cubic yard bin collected twice per week) Solid Waste Rate Comparison with Neighboring Communities Tables 8 - 9 summarize monthly solid waste rates under the City of Santa Monica' s proposed solid waste rates for all scenarios and the current solid waste rates of several neighboring communities. The proposed monthly rate compares favorably with the other communities surveyed.
13 Percentage
Current 201314 Rates
Adjusted Monthly Rate
Projected 201415 Projected 201516 " Projected 201617 `
Bi- Monthly
Rate
Monthly
Rate
Monthly
Rate
Increase Monthly
Rate
Increase Monthly
Rate
Increase
Commercial Increase
July 1, 2014)
CPI / COLA 2.50 233. 72 116. 86 119. 78 2. 92 122. 78 3. 00 125. 85 3. 07 Scenario 1: includes 7.25 233. 72 116. 86 125. 33 8. 47 134. 42 9. 09 144. 16 9. 74

2. 5% CPI / COLA, plus

4. 75 %)
Solid Waste Rate Comparison with Neighboring Communities Tables 8 - 9 summarize monthly solid waste rates under the City of Santa Monica' s proposed solid waste rates for all scenarios and the current solid waste rates of several neighboring communities. The proposed monthly rate compares favorably with the other communities surveyed.
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Packet Pg. 205 Attachment: January 14, 2014 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update) Table 8
FY 2013 -14 - Current Rates
Cityi Sin' le Family 95) Multi- Family Commercial ( 2yd) Beverly Hills 0104 per square
foot lot size

18. 31 per unit 105. 40
Burbank 49. 13 138. 09 247. 91
Culver City 41. 86
64 gallon container)
4 units use single
family rate; > 4 units
use commercial rate
186. 13
Los Angeles 36. 32 24. 33 per unit NA
Pasadena 40. 99 50. 44196gallon 157. 34
Santa Monica 44. 17 162. 47 116. 86
Table 9
Sector Service Rate with a 5% Unrestricted Cash Balance As stated earlier, the Zero Waste Strategic plan identifies new policies, programs and infrastructure that will enable the City to reach its Zero Waste goal of 95% diversion by 2030, or a per capita disposal rate of 1. 1 pounds per person per day. These programs will also affect existing rates from FY 2014 - 15 through FY 2029 - 2030.

For each selected program, the incremental change in the annual cost for the program and the cost per ton diverted was estimated. The cost estimates provide a reasonable basis for understanding the potential cost impacts and how costs between programs compare to one another. The estimates presented are not intended to calculate the W,
Sin Ie Faroii 95 i Multi- Family Commercial 4jd=
Beverly Hills 0104 per square foot
lot size

18. 31 per unit 105. 40
Burbank 49. 13 138. 09 247. 91
Culver City 41. 86
64 gallon container)
4 units use single
family rate; > 4 units
use commercial rate
186. 13
Los Angeles 36. 32 24. 33 per unit NA
Pasadena 40. 99 50. 44/96gallon 157. 34
Santa Monica 45. 87 164. 09 125. 33
As stated earlier, the Zero Waste Strategic plan identifies new policies, programs and infrastructure that will enable the City to reach its Zero Waste goal of 95% diversion by 2030, or a per capita disposal rate of 1. 1 pounds per person per day. These programs will also affect existing rates from FY 2014 - 15 through FY 2029 - 2030.

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Packet Pg. 206 Attachment: January 14, 2014 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update) precise results of each program. The tables present a " low" and " high" estimate of the incremental change in the Division' s cost associated with the implementation of these programs. The range of costs is reflective of the range experienced in other communities that have implemented these or similar programs. Table 10 presents the incremental annual change in program costs, the estimated tons diverted by program, and the cost/( savings) per diverted ton for each of the selected programs.

Table 10
Using the cost analysis data, the percentage impact on existing customer rates for each of the selected program options was calculated. The rate impacts for each selected program are cumulative. The rate impacts are based on fiscal year 2013 budget data 15 No Residential' tow High Low Midpoint iHigh
Food Scraps Collection Short 90, 346 132, 755 1, 124 80 99 118 Behavior Change Marketing Short 28, 582 60, 418 410 70 109 147 Weekly Organics and Recyclables COI lection;
Bi- Weekly Refuse Collection
Short- Med 157, 402) 137, 671) 504 312) 292) 273)
Wet / Dry Collection Med -Long 295, 135) 252, 622) 562 525) 487) 449) Residuals Processing Long 10,716 13, 211 1, 248 9 30 11 Multi- Family Low High Low Midpoint High
Behavior Change Marketing Short 211, 746 375, 609 1, 549 137 190 242 Bulky Item Collection; Move- In/ Move- Out
Program
Short- Med 160, 896 230, 483 176 916 1, 114 1, 312
Weekly Organics and Recyclables Collection;
BI- Weekly Refuse Collection
Short- Med 229, 434) 201, 057) 2,694 85) 80) 75)
Food Scraps Collection - Cart Customers Medium 39, 381 58, 132 476 83 102 122 Food Scraps Collection - Bin Customers Medium 130, 258 300, 681 463 281 465 649 Wet / Dry Collection Med - Long 94, 878) 81, 319) 1,615 59) 55) 50) Residuals Processing Long 29, 006 35, 760 3, 377 9 10 11 Commercial LOW High Low Midpoint High
Behavior Change Marketing Short 101, 132) 44, 065) 2,831 36) 26) 16) Food Scraps Collection Medium 456, 964 615, 261 3,975 115 135 155 Wet / Dry Collection Med -Lang 210, 325) 185, 492) 76) 71) Expansion of Mandatory Commercial Recycling Long 214, 645 355, 382 906 237 315 f$392 Residuals Processing Long 41, 976 51, 750 4,887 9 10 11 Using the cost analysis data, the percentage impact on existing customer rates for each of the selected program options was calculated. The rate impacts for each selected program are cumulative. The rate impacts are based on fiscal year 2013 budget data 15 5.C.b
Packet Pg. 207 Attachment: January 14, 2014 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update) and cumulative future tonnage diversion assumptions. An average change of the " Low" and " High" rate impacts are illustrated in Table 11.

Table 11
Weekly Organics and Recyclables Collection; Bi -
Weekly Refuse Collection I $ ( 157, 402) I $ ( 137, 671) I 5041 Wet /Dry Collection $ ( 295, 135) $ ( 252, 622) 562
Weekly Organics and Recyclables Collection; Bi -I $ ( 229, 434) $ ( 201, 057)) 2, 694 Weekly Refuse Collection
Wet /Dry Collection I $ ( 94, 878) $ ( 81, 319) 1, 615
Behavior Change Marketing 1 $ ( 101, 132) $ ( 44, 065) 2, 831 Wet / Dry Collection $ ( 210, 375) $ ( 185, 492) 2, 620 The most cost effective programs are those that result in net cost savings. These programs are illustrated in Table 12.

Table 12
T

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Packet Pg. 208 Attachment: January 14, 2014 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update) Rate Adjustment Alternatives
As stated previously, there will be a fund deficit by FY2016 -17 if existing rates remain with only an annual CPI /COLA increase. If a rate adjustment is not implemented, staff would continue to analyze existing operations to streamline programs to seek additional savings. Streamlining existing services may include a reduction in the daily bulky item illegal dumping) collection program, elimination of the commercial food waste collection program, and implementing monthly, rather than weekly residential street sweeping services. Council may also determine that the proposed five percent cash reserve be decreased which would lessen the proposed rate adjustment. Lowering the proposed five percent cash reserve would not ensure available funds for extraordinary events such as unanticipated landfill disposal fees, additional state and federal recycling mandates, or increased organics processing fees.

An Integrated Waste Management System is essential to the infrastructure of trash collections as we know it today. Landfills are closing; programs, policies and alternative technologies need to be further developed in order to sustain waste generation and waste processing operations. The City will continue to evaluate the efficacy of each strategy, and modify the Plan as necessary to meet the zero waste goals and objectives, and to adjust to the changing social, environmental, and economic conditions within the City.

Next Steps
If directed by Council to proceed with the rate adjustment and the establishment of a 5% operating reserve, staff will initiate the Proposition 218 requirements for public noticing of the proposed changes to affected property owners. Proposition 218 created a category of fees known as " property- related fees." Such fees may not be imposed or increased unless a local government conducts a majority - protest proceeding. A 45 day notice /response period will be in effect from the date notices are distributed. At the end of the protest period the final tally of voters will be presented to Council at a public 17 5.C.b
Packet Pg. 209 Attachment: January 14, 2014 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update) hearing. If no majority protest is received, Council would then be able to adopt the rates for implementation on July 1, 2014.

Financial Impacts & Budget Actions
There is no immediate financial impact or budget action necessary as a result of adopting the Zero Waste Strategic Plan. Staff will return to Council if specific budget actions are required in the future for implantation of program initiatives.

There is no budget impact from authorizing staff to proceed with Proposition 218 noticing. If Council decides to approve the proposed sector service rates after the protest period, there will be an increase to the FY2014/ 15 Garbage /Refuse Collection revenue. The amount of the rate impact will be presented to Council with the rate adoption staff report. Future year increases will be reflected in the proposed budgets.

Prepared by: Kim Braun, Resource Recovery and Recycling Manager Approved: Forwarded to Council:

Martin Pas ucha Rod Gould
Director of Public Works City Manager
Attachments:

Attachment: Zero Waste Strategic Operations Plan Appendix I — Zero Waste Survey iE

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Packet Pg. 210 Attachment: January 14, 2014 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update) city of santa monica
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1 -1

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Packet Pg. 211 Attachment: January 14, 2014 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update) 1 ° city of s anta monica
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appendix I
Zero Waste Surveys
In order to gather input from the public, interested community members and stakeholders were given the opportunity to complete a survey regarding the City' s proposed Zero Waste Strategic Plan. The Zero Waste survey solicited input on the potential policies, programs, and infrastructure options identified in the Plan. Separate surveys were provided for single - family residents, multi - family residents, and businesses, to enable input specific to the interests of these individual stakeholders. To get the word out, the City initially made the survey available at the annual Santa Monica Clover Park Festival, and used interns to canvas the Farmer' s Markets. The City created postcards that were placed at all the public counters and coffee shops around the City, and an email blast was sent out to over 4, 000 businesses and residents. The City also reached out to the neighborhood associations and to the Santa Monica Chamber of Commerce to place ads in their newsletters.

The surveys included a series of questions, and responders were asked to indicate whether they Strongly Agreed, Agreed, were Neutral, Disagreed or Strongly Disagreed with each question or statement. The survey questions and responses to the surveys are summarized below, and copies of the surveys are included at the end of this Appendix.

Policy Options
Single - family residents were asked whether they support the following policy options:

1. Formal commitment to achieving Zero Waste by 2030.

Strongly Agree or Agree: 88%
Neutral: 8%
Disagree or Strongly Disagree: 4%
1 - 2

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appendix I
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2. Expansion of recycling efforts at City facilities.

Strongly Agree or Agree: 95%
Neutral: 4%
Disagree or Strongly Disagree: 1%

3. Evaluate and identify improvements to residential curbside recycling program and incorporate rate structure incentives.

Strongly Agree or Agree: 94%
Neutral: 4%
Disagree or Strongly Disagree: 2%

4. Require manufacturers to take back their products.

Strongly Agree or Agree: 74%
Neutral: 17%
Disagree or Strongly Disagree: 9%

5. City educating residents about sustainable purchasing practices.

Strongly Agree or Agree: 87%
Neutral: 11%
Disagree or Strongly Disagree: 2%

6. Increasing enforcement of anti - scavenging ordinance for curbside recycling containers.

Strongly Agree or Agree: 39%
Neutral: 24%
Disagree or Strongly Disagree: 37%

7. Bans on hard to recycle materials, such as plastic bags and Styrofoam food packaging.

Strongly Agree or Agree: 74%
Neutral: 16%
Disagree or Strongly Disagree: 10%
Program Options
Single- family residents were asked whether they support the following program options:

8. Residential food waste recycling
Strongly Agree or Agree: 82%
Neutral: 12%
Disagree or Strongly Disagree: 6%
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Packet Pg. 213 Attachment: January 14, 2014 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update) city of Santa monica
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9. Business food waste recycling program
Strongly Agree or Agree: 94%
Neutral: 4%
Disagree or Strongly Disagree: 2%

10. Two container weekly collection program (organics and recycling) Strongly Agree or Agree: 73%
Neutral: 16%
Disagree or Strongly Disagree: 11%
appendix I

11. Increased educational outreach, with regular updates, circulation, and announcements.

Strongly Agree or Agree: 86%
Neutral: 10%
Disagree or Strongly Disagree: 4%

12. Free technical assistance to businesses
Strongly Agree or Agree: 88%
Neutral: 9%
Disagree or Strongly Disagree: 3%

13. Online service to reduce / stop junk mail
Strongly Agree or Agree: 90%
Neutral: 7%
Disagree or Strongly Disagree: 3%

14. School recycling programs
Strongly Agree or Agree: 96%
Neutral: 3%
Disagree or Strongly Disagree: 1%

15. Curbside textile recycling program
Strongly Agree or Agree: 65%
Neutral: 29%
Disagree or Strongly Disagree: 6%

16. Re -Use programs, such as Citywide Yard Sale
Strongly Agree or Agree: 79%
Neutral: 19%
Disagree or Strongly Disagree: 2%
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17. Recycling collection containers in public places
Strongly Agree or Agree: 96%
Neutral: 4%
Disagree or Strongly Disagree: 0%
Infrastructure Optioaes
Single- family residents were asked whether they support the following infrastructure options:
appendix I

18. Development of regional organics composting facilities in partnership with neighboring cities.

Strongly Agree or Agree: 82%
Neutral: 14%
Disagree or Strongly Disagree: 4%

19. Development of residual waste recycling facilities in partnership with neighboring cities Strongly Agree or Agree: 85%
Neutral: 10%
Disagree or Strongly Disagree: 5%

20. Development of self -haul facility to recycle furniture, mattresses and white goods.

Strongly Agree or Agree: 77%
Neutral: 17%
Disagree or Strongly Disagree: 6%

21. Establishment of a permanent household hazardous waste collection program within City limits.

Strongly Agree or Agree: 92%
Neutral: 7%
Disagree or Strongly Disagree: 1%

22. Regular document shredding services.

Strongly Agree or Agree: 53%
Neutral: 36%
Disagree or Strongly Disagree: 11%
1- 5

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appendix I
it ulti -F raffly Siuvtev
The Multi - Family Survey asked for input on 15 ideas for possible policies, programs, and infrastructure included in the Zero Waste Strategic Plan. A total of 113 surveys were completed. Overall, multi - family residents strongly support the City's adoption of Zero Waste, and the policies, programs, and infrastructure options that will help the City to achieve Zero Waste. Twelve of the 15 questions received a response of Strongly Agree or Agree from 75% or more of the responders. Questions that received lower support included satisfaction with their current recycling processes and satisfaction with current work to divert hazardous items from landfills. The results are tabulated for each question below.

Policy Options
Multi - family residents were asked whether they support the following policy options:

1. Formal commitment to achieving Zero Waste by 2030.

Strongly Agree or Agree: 93%
Neutral: 6%
Disagree or Strongly Disagree: 1%

2. Evaluate and identify improvements to recycling program and incorporate rate structure incentives.

Strongly Agree or Agree: 94%
Neutral: 3%
Disagree or Strongly Disagree: 3%

3. Satisfaction with your building' s current recycling processes Strongly Agree or Agree: 340/a
Neutral: 23%
Disagree or Strongly Disagree: 43%

4. City educating residents about sustainable purchasing practices Strongly Agree or Agree: 89%
Neutral: 8%
Disagree or Strongly Disagree: 3%

5. Require manufacturers to take back their products.

Strongly Agree or Agree: 71%
Neutral: 20%
Disagree or Strongly Disagree: 8%
V

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Packet Pg. 216 Attachment: January 14, 2014 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update) city of Santa monica
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6. Bans on hard to recycle materials, such as plastic bags and Styrofoam food packaging.

Strongly Agree or Agree: 77%
Neutral: 15%
Disagree or Strongly Disagree: 8%
Program Options
Multi- family residents were asked whether they support the following program options:

7. Residential food waste recycling.

Strongly Agree or Agree: 85%
Neutral: 9%
Disagree or Strongly Disagree: 6%
appendix I

8. Increased educational outreach with regular updates, circulation, and announcements.

Strongly Agree or Agree: 89%
Neutral: 9%
Disagree or Strongly Disagree: 2%

9. Curbside textile recycling collection.

Strongly Agree or Agree: 75%
Neutral: 20%
Disagree or Strongly Disagree: 5%

10. Reuse program, such as Citywide Yard Sale.

Strongly Agree or Agree: 86%
Neutral: 13%
Disagree or Strongly Disagree: 1%

11. Recycling collection containers in public places.

Strongly Agree or Agree: 95%
Neutral: 5%
Disagree or Strongly Disagree: 0%
Infrastructure Options
Multi - family residents were asked whether they support the following infrastructure options:

12. Development of regional organics composting facilities in partnership with neighboring cities.

Strongly Agree or Agree: 91%
Neutral: 6%
Disagree or Strongly Disagree: 3%
Ej

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13. Does your building currently work to divert hazardous items from landfills, such as batteries, ink, paint, and other E- Waste?
Strongly Agree or Agree: 25%
Neutral: 14%
Disagree or Strongly Disagree: 61%

14. Use of posters, signs, decals or promotional materials to help neighbors recycle.

Strongly Agree or Agree: 79%
Neutral: 16%
Disagree or Strongly Disagree: 5%

15. Development of self -haul facility to recycle furniture, mattresses and white goods.

Strongly Agree or Agree: 79%
Neutral: 17%
Disagree or Strongly Disagree: 4%
Commercial Survey
The Commercial Survey asked for input on 19 ideas for possible policies, programs, and infrastructure included in the Zero Waste Strategic Plan. A total of 84 surveys were completed, overall, the responders indicated strong support for the City' s adoption of Zero Waste, and the policies, programs, and infrastructure options that will help the City to achieve Zero Waste, Thirteen of the 19 questions received a response of Strongly Agree or Agree from 75% or more of the responders. One fourth of the questions received a response of Strongly Agree or Agree from 90% or more of the responders. The results are tabulated for each question below.

Policy Options
Commercial businesses were asked whether they support the following policy options:

1. Business policies for waste reduction.

Strongly Agree or Agree: 96%
Neutral: 1%
Disagree or Strongly Disagree: 3%

2. Business recycling
Strongly Agree or Agree; 98%
Neutral: 1%
Disagree or Strongly Disagree: 1%
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Packet Pg. 218 Attachment: January 14, 2014 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update) city of santa monica
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3. Satisfaction with current recycling program.

Strongly Agree or Agree: 68%
Neutral: 14%
Disagree or Strongly Disagree: 18%

4. Staff responsible to ensure recycling.

Strongly Agree or Agree: 76%
Neutral: 13%
Disagree or Strongly Disagree: 11%

5. Employee incentives to reduce, reuse, and recycle.

Strongly Agree or Agree: 72%
Neutral: 21%
Disagree or Strongly Disagree: 7%

6. Require manufacturers to take back their products.

Strongly Agree or Agree: 61%
Neutral: 28%
Disagree or Strongly Disagree: 11%
Progs•ain OPtRotts
Commercial businesses were asked whether they support the following program options:
appendix I

7. Weekly collection program that separates wet waste (organics) from dry waste (recycling).

Strongly Agree or Agree: 81%
Neutral: 13%
Disagree or Strongly Disagree: 6%

8. Increased education outreach, with regular updates, circulation, and announcements.

Strongly Agree or Agree: 88%
Neutral: 7%
Disagree or Strongly Disagree: 5%

9. Facilities for compostabie materials.

Strongly Agree or Agree: 90%
Neutral: 6%
Disagree or Strongly Disagree: 4%
1 - 9

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10. Native or low water, low maintenance plans to reduce trimmings and water use.

Strongly Agree or Agree: 60%
Neutral: 33%
Disagree or Strongly Disagree: 7%

11. Recycling of hazardous items, such as batteries, ink, paint, and other E- waste.

Strongly Agree or Agree: 84%
Neutral: 8%
Disagree or Strongly Disagree: 8%

12. Use of recyclable or compostable packaging material.

Strongly Agree or Agree: 95%
Neutral: 4%
Disagree or Strongly Disagree: 1%

13. Use of reusable shipping containers.

Strongly Agree or Agree: 93%
Neutral: 6%
Disagree or Strongly Disagree: 1%

14. Use of returnable pallets.

Strongly Agree or Agree: 83%
Neutral: 17%
Disagree or Strongly Disagree: 0%

15. Use of posters, signs, decals, or promotional materials to help employees recycle.

Strongly Agree or Agree: 70%
Neutral: 22%
Disagree or Strongly Disagree: 8%

16. Support Santa Monica' s Green Business Certification Program.

Strongly Agree or Agree: 79%
Neutral: 17%
Disagree or Strongly Disagree: 4%

17. Procurement of recyclable products for your business operations.

Strongly Agree or Agree: 93%
Neutral: 5%
Disagree or Strongly Disagree: 2%
appendix I
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Mi.,..,
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18. Desire to receive more information on Green Business Certification Program.

Strongly Agree or Agree: 59%
Neutral: 32%
Disagree or Strongly Disagree: 9%

19. Interest in learning more about Zero Waste,
Strongly Agree or Agree: 75%
Neutral: 19%
Disagree or Strongly Disagree: 6%
appendix I
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Attachment 1

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Packet Pg. 222 Attachment: 2014 Zero Waste Plan (6279 : Award Contract for 2024 Zero Waste Plan Update)

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Packet Pg. 223 Attachment: 2014 Zero Waste Plan (6279 : Award Contract for 2024 Zero Waste Plan Update) city of santa monica
zero waste strategic operations plan

DRAFT
Zero Waste Strategic Operations Plan
Prepared for:

City of Santa Monica
Public Works Department
Resource Recovery & Recycling
2500 Michigan Avenue
Santa Monica, CA 90404
Prepared by:
.
251 South Lake Avenue, Suite 1000
Pasadena, CA 91101
626-584-1700
In conjunction with:
19200 Von Karman Avenue, Suite 360
Irvine, California 92612
(949) 251-8628
January 2013

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Contents

1.0 Introduction................................................................................................................................................. 1-1

1.1 Background ...................................................................................................................................................................................... 1-1

1.1.1 What Is Zero Waste? ........................................................................................................................................................... 1-2

1.2 Guiding Principles ......................................................................................................................................................................... 1-2

1.3 Zero Waste Policy .......................................................................................................................................................................... 1-4

1.4 Goal Areas, Goals, Indicators and Targets .......................................................................................................................... 1-4

2.0 Current Conditions .................................................................................................................................... 2-7

2.1 Resource Recovery and Recycling Division ....................................................................................................................... 2-7

2.1.1 Residential Collection Services ...................................................................................................................................... 2-7

2.1.2 Commercial Collection Services .................................................................................................................................. 2-15

2.1.3 Household Hazardous Waste ....................................................................................................................................... 2-18

2.1.4 Zero Waste Events ............................................................................................................................................................ 2-20

2.2 City Policies and Programs ..................................................................................................................................................... 2-20

2.2.1 Santa Monica Municipal Code (SMMC) .................................................................................................................... 2-20

2.2.2 Extended Producer Responsibility ............................................................................................................................ 2-24

2.2.3 Recycled Products Procurement Policy .................................................................................................................. 2-24

2.2.4 Sustainable City Plan ....................................................................................................................................................... 2-25

2.2.5 Green Business Certification Program ..................................................................................................................... 2-26

2.2.6 Sustainable Quality Awards .......................................................................................................................................... 2-27

2.2.7 US Conference of Mayors/California Public Interest Research Group (CALPIRG) Buy Recycled Campaign ...................................................................................................................................................................... 2-27

2.2.8 City’s Purchase and Use of Tropical Forest Wood Products .......................................................................... 2-27

2.2.9 Print Shop Purchasing Policy ....................................................................................................................................... 2-27

2.2.10 Electronic Waste ............................................................................................................................................................. 2-27

2.2.11 Used Oil and Filter Collection .................................................................................................................................... 2-27

2.2.12 Christmas Tree Recycling ........................................................................................................................................... 2-27

2.2.13 Catalogue Choice ............................................................................................................................................................. 2-29

2.2.14 Scheduled Events ............................................................................................................................................................ 2-29

2.3 Resource Recovery and Recycling Processing Facilities ........................................................................................... 2-29

2.3.1 Santa Monica Community Recycling Center.......................................................................................................... 2-29

2.3.2 Southern California Disposal Transfer Station .................................................................................................... 2-30

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2.4 Educational Outreach................................................................................................................................................................ 2-30

2.4.1 Sustainable Works ............................................................................................................................................................ 2-30

2.4.2 Community Sustainability Liaison ............................................................................................................................. 2-31

2.4.3 Educational Outreach Tools ......................................................................................................................................... 2-31

2.4.4 Educational Outreach Events ....................................................................................................................................... 2-32

3.0 Generation and Characterization......................................................................................................... 3-1

3.1 Existing Generation....................................................................................................................................................................... 3-1

3.2 Waste Diversion ............................................................................................................................................................................. 3-1

3.3 Disposal .............................................................................................................................................................................................. 3-3

3.4 Discarded Materials Characterization .................................................................................................................................. 3-3

3.4.1 Methodology ........................................................................................................................................................................... 3-3

3.4.2 Single-Family Residential Waste Composition ....................................................................................................... 3-5

3.4.3 Multi-Family Residential ................................................................................................................................................... 3-6

3.4.4 Commercial ............................................................................................................................................................................. 3-7

3.4.5 Self-Haul ................................................................................................................................................................................... 3-8

3.5 Disposal Projections ..................................................................................................................................................................... 3-9

3.5.1 Population Projections....................................................................................................................................................... 3-9

3.5.2 Future Disposal ..................................................................................................................................................................... 3-9

4.0 Zero Waste Options ................................................................................................................................... 4-1

4.1 Initial List of Potential Options ................................................................................................................................................ 4-1

4.2 Recommended Strategies .......................................................................................................................................................... 4-5

4.2.1 Mandatory ............................................................................................................................................................................... 4-5

4.2.2 Collection ................................................................................................................................................................................. 4-6

4.2.3 Rate Setting .......................................................................................................................................................................... 4-10

4.2.4 Upstream ............................................................................................................................................................................... 4-11

4.2.5 Downstream ........................................................................................................................................................................ 4-13

4.2.6 Facilities ................................................................................................................................................................................ 4-16

5.0 Diversion and Greenhouse Gas Emissions Reduction Estimates .............................................. 5-1

5.1 Diversion Estimates ...................................................................................................................................................................... 5-1

5.2 Greenhouse Gas Emissions Reduction Estimates ............................................................................................................ 5-3

6.0 Financial and Cost Analysis .................................................................................................................... 6-1

6.1 Financial Analysis .......................................................................................................................................................................... 6-1

6.2 Cost Analysis .................................................................................................................................................................................... 6-4

6.3 Customer Rate Impact Analysis .............................................................................................................................................. 6-5

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6.4 Program Impact Observations ................................................................................................................................................. 6-7

7.0 Implementation .......................................................................................................................................... 7-1 Exhibits
Exhibit 2-1. Map of SF Residences Participating in the Pilot Food Scraps Collection Program ........................... 2-12 Exhibit 2-2. Used Oil and Oil Filter Collection Locations ....................................................................................................... 2-28 Exhibit 3-1. Single Family Residential Disposed Waste Composition ................................................................................ 3-5 Exhibit 3-2. Multi-Family Residential Disposed Waste Composition ................................................................................. 3-6 Exhibit 3-3. Commercial Disposed Waste composition- Percentages ................................................................................ 3-7 Exhibit 3-4. Self-Haul Disposed Waste Composition Percentages ....................................................................................... 3-8 Exhibit 7-1. Implementation Schedule ............................................................................................................................................. 7-2 Tables
Table 1-1. Goal Areas, Indicators and Targets ................................................................................................................................ 1-5 Table 2-1. Residential Tonnages (2011) .......................................................................................................................................... 2-7 Table 2-2. Items Accepted in the City’s Recycling Program ................................................................................................. 2-10 Table 2-3. Bi-Monthly Single-Family Residential Collection Rates ................................................................................... 2-11 Table 2-4. Bi-Monthly Multi-Family Residential Collection Rates ................................................................................... 2-14 Table 2-5. Commercial Tonnages (2011) ..................................................................................................................................... 2-15 Table 2-6. Bi-Monthly Commercial Collection Rates (FY 2011/2012) .......................................................................... 2-17 Table 2-7. Materials accepted at the City’s HHW Center ....................................................................................................... 2-19 Table 2-8. Approved C&D Recycling Facilities ........................................................................................................................... 2-23 Table 2-9. City-Approved Mixed C&D Recycling Facilities ................................................................................................... 2-24 Table 2-10. 2010 Sustainable Report Card Grades .................................................................................................................. 2-26 Table 2-11. Educational Outreach Media ..................................................................................................................................... 2-31 Table 2-12. Citywide Environmental Events .............................................................................................................................. 2-32 Table 3-1. Overall Generation 2011 (tons) ..................................................................................................................................... 3-1 Table 3-2. 2011 Diversion Summary ................................................................................................................................................. 3-2 Table 3-3. 2011 Disposal Summary (tons) ..................................................................................................................................... 3-3 Table 3-4. Composition by Material Category and Generator Sector ................................................................................. 3-4 Table 3-5. Population Forecasts (2010-2030) .............................................................................................................................. 3-9

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Table 3-6. Waste Disposal Projections (2013-2030), Tons .................................................................................................. 3-10 Table 5-1. Diversion Estimates by Implementation Phase ...................................................................................................... 5-1 Table 5-2. Zero Waste Strategic Plan Diversion Estimates ..................................................................................................... 5-2 Table 5-3. Zero Waste Strategic Plan Greenhouse Gas Emissions Estimates (MTCE) ................................................ 5-3 Table 6-1. Solid Waste Program Baseline Analysis – All Sectors ................................................................................................ 6-2 Table 6-2. Solid Waste Program Baseline Analysis – Single Family Sector ...................................................................... 6-2 Table 6-3. Solid Waste Program Baseline Analysis – Multi-family Sector ........................................................................ 6-3 Table 6-4. Solid Waste Program Baseline Analysis – Commercial Sector ......................................................................... 6-3 Table 6-5. Planning-Level Cost Estimates for Selected Zero Waste Programs ............................................................... 6-5 Table 6-6. Customer Rate Impacts for Selected Zero Waste Programs ............................................................................. 6-6 Table 6-7. Most Cost Effective Zero Waste Programs Based on Incremental Annual Program Savings ............. 6-7 Table 6-8. Programs with Net Cost Increases Sorted by Lowest to Highest Cost Per Ton ........................................ 6-8 Appendices
A. Waste Characterization Analysis
B. Population Projections
C. Summary List of Recommended Strategies
D. Diversion Potential by Option
E. Greenhouse Gas Emissions Assumptions and Calculations F. City Solid Waste Revenue and Expense Data
G. Planning Level Cost Estimates
H. List of Plan Contributors and Preparers

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1.0 INTRODUCTION
1-1

1.0 Introduction

1.1 Background
The City of Santa Monica prides itself on being an environmental leader. It’s Resource Recovery and Recycling Division (RRR) and Office of Sustainability and the Environment (OSE) have implemented many cutting edge environmental initiatives and programs. The City’s state-of-the-art waste diversion strategies contributed to the City reaching a 74% diversion rate in 2009. As another indicator of the City’s diversion accomplishments, the City’s calculated per capita disposal rate in 2010 was 3.6 pounds per person per day, well below the targeted rate of

10.9 pounds per person per day. The per capita disposal target, as established by CalRecycle, is the amount of disposal that is approximately equivalent to the 50 percent diversion requirement, and represents an average of 50 percent of total waste generation in 2003 through 2006 expressed in terms of per capita disposal
On June 23, 2009, the City Council directed staff to develop a Zero Waste Strategic Plan. The creation of the Plan would allow the City to strengthen and refine its current waste diversion operations while adding significant opportunities and emerging technologies. The City established the Zero Waste Planning Committee to effectively design and implement a zero waste program. This Committee was comprised of the Resource Recovery & Recycling Division (RRR), the Office of Sustainability and the Environment (OSE) and the City’s private partners, Southern California Disposal and Allan Company. Numerous meetings were held between September 2009 and August 2010 to establish methodologies to develop a Zero Waste Strategic Plan. Out of this collaborative effort, several processes and programs were discussed and implemented including a pilot residential yard trimmings and food scraps program, expansion of the commercial food scraps program, and audits of landfills to determine diversion rates.

In addition, the committee determined that a consultant would be needed to develop a long term Zero Waste Strategic Plan which would include identifying new and expanded operational programs, including producer responsibility, product stewardship, client responsibility, council ordinances and resolutions as well as identifying impacts of all programs on future materials processing requirements and disposal rates. A Request for Proposals for a consultant was issued in June 2011, and in December 2011, the City began a Zero Waste Strategic Planning process to identify the new policies, programs and infrastructure that will enable the City to reach its Zero Waste goal of 95% diversion by 2030, or a per capita disposal rate of 1.1 pounds per person per day. The Zero Waste Strategic Operations Plan will help the City strengthen its existing diversion operations while addressing significant fiscal challenges and emerging trends and technologies. The Plan will serve as a broad environmental and policy framework and will guide the future development of the City’s resource recovery and recycling policies, programs, and infrastructure.

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The Zero Waste Strategic Planning process included the following tasks:

1. Review and summary of existing policies, programs, facilities, and rate structure.

2. Review and compilation of existing zero waste guiding principles, and development of zero waste guiding principles relevant to the City.

3. Compilation of existing and projected waste generation and composition data.

4. Identification, evaluation, and selection of policy, program, and infrastructure options.

5. Calculation of potential diversion and greenhouse gas emission reductions.

6. Analysis of program costs and rate structure impacts.

1.1.1 What Is Zero Waste?
Zero waste is a change of perspective. It requires rethinking what we have traditionally regarded as trash and instead treating all materials as valued resources. Zero waste entails shifting consumption patterns, more carefully managing purchases, and maximizing the reuse of materials at the end of their intended use. Zero waste takes into consideration the entire materials management system, from extraction of natural resources, to product design, manufacturing and distribution, to product use and reuse, to recycling, composting, energy recovery, or disposal.

In developing policies, programs and infrastructure to achieve zero waste, the City can both maximize diversion from landfills and reduce generation of waste. Achieving zero waste entails encouraging the City, its residents, businesses, and visitors to reevaluate what we consider waste.

Ultimately, zero waste contributes to the development of a greener local economy and a more sustainable community. In order to reach true sustainability, the strategies identified in the Zero Waste Strategic Operations Plan must consider “People, Planet, and Profit” as the triple bottom line achieving social, environmental, and economic sustainability.

The City has defined it Zero Waste goal to mean achieving 95% diversion or a per capita disposal rate of 1.1 pounds per person per day.

1.2 Guiding Principles
The Santa Monica Zero Waste Strategic Operations Plan (Plan) is based on ten Guiding Principles that provide a framework for the policies, programs and actions identified for implementation. These Zero Waste Guiding Principles are consistent with the Guiding Principles developed for the Santa Monica Sustainable City Plan. The Guiding Principles were presented to the public at the Santa Monica festival in May 2012. Nearly 400 residents provided input during the event. The residents indicated their top three priorities are: healthy community; waste reduction; and education and outreach. The Guiding Principles are detailed below:

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1. The Health of the Community and the Environment Guides all Policy Decisions Santa Monica is committed to protecting, preserving and restoring the natural environment and safeguarding the health of all members of the community. All program and policy decisions related to achieving our zero waste goals will be developed based on these commitments.

2. The Hierarchy for Managing Discarded Materials is to Reduce, Reuse, Recycle and then Recover
The City has adopted an environmental hierarchy for ‘highest and best use’ of discarded materials. It will follow this hierarchy by prioritizing waste prevention and reduction, then encouraging reuse prior to treatment through recycling and composting. The City will recover energy and economic value from residual materials that cannot be recycled or composted through environmentally sound treatment prior to disposal.

3. Economic and Social Benefits are Integral to Zero Waste The programs and policies in this Plan will promote economic benefits, including job creation, cost savings and business opportunities, and will ensure that inequitable burdens are not placed on any one geographic or socioeconomic sector of the population.

4. The City Leads By Example
Santa Monica will model the behavior it seeks from its residents, businesses and institutions by incorporating zero waste principles into local policies and operations; through advocacy for zero waste policies and initiatives at the regional, state and federal level; and through support to the community in striving for zero waste.

5. Brand Owners, Producers and Manufacturers Contribute to the Management of their Products and Packaging
The City will pursue policies at all levels of government (State/ Regional/Local) for producers to take responsibility for the end of life management of products and packaging.

Consumers need to be part of the solution and will be educated on alternative purchasing practices.

6. Regional Partnerships Leverage the City’s Efforts in Pursuing Zero Waste Santa Monica recognizes that to be successful it must work with other cities in the region in order to promote a robust zero waste infrastructure and culture. The City will collaborate on programs, public outreach, legislation, infrastructure and new technologies that help to achieve zero waste goals throughout the region.

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7. Municipal Management of Local Collections and Processing Programs Ensures Local Control and Responsiveness
The City’s operations are a model of materials management. New programs and infrastructure will be developed to ensure that residents, businesses and visitors become zero waste champions.

8. Education, Outreach and Marketing are Essential to Achieving Cultural Change Santa Monica recognizes the power of community-based social marketing, social networks, community organizing and grassroots support for its education and outreach programs. The City will empower the community by providing the tools and techniques for enabling the culture to achieve zero waste.

9. Research and Development of New Technologies, Collection Systems and Infrastructure are Needed to Maximize Diversion of Discarded Materials The City recognizes current approaches to managing materials are inadequate to maximize diversion from disposal. The City will closely monitor new developments and will invest in pilot programs and facilities for achieving zero waste.

10. Local Market Development for Reusable and Recyclable Materials Ensures Sustainability Santa Monica is part of the global economy, but recognizes that local business development is the key to a sustainable community. Wherever possible, the City will invest in local reuse and recycling markets and support local businesses in providing markets for discarded materials.

1.3 Zero Waste Policy
The City will develop a zero waste policy to be adopted concurrent with the adoption of the zero waste strategic operations plan. The policy will establish the City’s goal of reaching zero waste by 2030, and the strategies and actions the City will take to attain that goal. Other aspects of the policy may include the definition of zero waste, specific goals for the residential and commercial sectors, the roles and responsibilities of City departments and divisions, and references to relevant sections of the City’s municipal code, ordinances, and resolutions. The policy will be drafted for review by City staff and legal counsel, and for consideration by the City Council.

1.4 Goal Areas, Goals, Indicators and Targets
The Zero Waste Strategic Operations Plan is organized around six goal areas:

1. Waste Reduction

2. Environmental Benefits

3. Economic Benefits

4. City Leadership

5. Producer Responsibility

6. Zero Waste Culture Change

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Specific goals are established in each goal area representing what Santa Monica must achieve in order to become a zero waste community.

For each goal, indicators have been developed to measure progress toward meeting the goals.

The indicators will help determine the impact of a program, policy or action, and when tracked over time, will reflect the accomplishments and challenges of implementing the Zero Waste Strategic Operations Plan. The indicators will measure the performance or effectiveness of specific policies or programs, and will be used to determine the need for future modifications to the Plan. For some goals, numeric targets have been established to further evaluate the accomplishments of the Plan.

The goal areas, indicators and targets are listed in Table 1-1.

Table 1-1. Goal Areas, Indicators and Targets
Goal Area/Indicator Targets

1. Waste Reduction
• Total citywide generation (also report
per capita and by sector)
• Amount landfilled
• Amount diverted (recycled and
composted, etc.) from landfill
• 80% diversion by 2015
• 95% diversion by 2030
• Per capita disposal rate of less than 3.6
pounds/person/day by 2020
• Per capita disposal rate of less than 1.1
pounds/person/day by 2030

2. Environmental Benefits
• Greenhouse gas emissions reduction
through waste reduction and recycling
programs
• Conversion of City fleets to clean
fuels/renewable
• 30% contribution to greenhouse gas
reduction goal through waste
prevention and recycling by 2015
• 50% contribution to greenhouse gas
reduction goal through waste
prevention and recycling by 2020
• 100% of all City fleet vehicles to clean
fuels by 2030

3. Economic Benefits
• Creation of new jobs
• Local market development
• 20% increase in local jobs from waste
prevention and recycling
• Local market development
o 3 new local partnerships by 2015
o 5 new partnerships by 2020

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Goal Area/Indicator Targets

4. City Leadership
• Zero waste at City offices and facilities
• Establish baseline
• Recycling and composting at all City
facilities by 2015
• 80% diversion rate at City facilities by
2015
• 95% diversion rate at City facilities by
2030

5. Producer Responsibility
• Producer responsibility for problem
products (advocacy at state level or
implementation of City ordinances)
• State legislation or City ordinance to
address pharmaceuticals, sharps,
batteries, fluorescent bulbs by 2020

6. Zero Waste Culture Change
• Customer participation and reduced
contamination
• Zero waste awareness at home, at
work, at school, at play
• 80% participation in City programs by
2015
• 90% participation in City programs by
2020
• 100% participation in City programs
by 2025
• Contamination reduced to 2% by 2015
• Contamination reduced to 1% by 2020
• 80% of residents and businesses
aware of Zero Waste by 2015
• 90% of residents and businesses
aware of Zero Waste by 2020

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2.0 Current Conditions
An important step in the planning process is to obtain a comprehensive understanding of the existing policies, programs, and infrastructure in the City. This helps ensure the Zero Waste Plan is in line with the City’s established goals and efforts.

2.1 Resource Recovery and Recycling Division
This section provides a description of the existing services provided by the City’s Resource Recovery and Recycling Division.

2.1.1 Residential Collection Services
The City’s Resource Recovery and Recycling Division provides collection services for all singlefamily (SF) and multi-family (MF) residences. There are approximately 50,000 total housing units in the City1
. Approximately 77% of the housing units are designated by the City as MF, which is defined as more than 2 units.

In 2011, the City collected an estimated 43,300 tons from residential customers, including approximately 27,600 tons of refuse, 8,500 tons of recyclables, and 7,000 tons of yard trimmings/ food scraps. A breakdown of the quantities and types of materials collected from single-family and multi-family residences is shown in Table 2-12.

Table 2-1. Residential Tonnages (2011)
Single-Family Multi-Family Total
Refuse 6,976 20,692 27,667
Recycling 4,099 4,479 8,578
Yard Trimmings/Food Scraps 6,428 613 7,041
TOTAL 17,503 25,783 43,287

1 US Census, 2010; http://factfinder2.census.gov/faces/tableservices/jsf/pages/productview.xhtml?src=bkmk 2 The City does not have separate collection routes by customer type, and therefore percentage estimates have been calculated based on the 2009 container audit and weighted averages.

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2.1.1.1 Single-Family Residences
Single-family residences are provided with refuse, recycling, and yard trimmings collection services on a weekly basis, that utilizes an automated, 3-cart system. Residents can choose between 68- and 95-gallon sized black carts for refuse, and are provided 95-gallon blue carts for recyclables and 95-gallon green carts for yard trimmings. Items that are accepted in the blue recycling container are summarized in Table 2-2. Yard trimmings are composted at Community Recycling, located in Lamont, California, for agricultural use. The materials accepted in the yard trimmings carts include grass, leaves, weeds, tree trimmings, and small branches not more than 3 feet long. Currently, there are no restrictions or fees on the number of recycling or yard trimmings carts available to residents. Residents may request as many containers as they need.

Single-family residents pay for collection services bi-monthly, based on the frequency of service, the number of carts, and the size of the
refuse cart(s). The current collection rates
for single-family residences are included in
Table 2-3.

Beginning in August 2010, the City began a
pilot SF residential food scraps collection
program for approximately 600 households.

The program allowed residents to place
food scraps in their yard trimmings cart(s).

In late 2010, the City conducted a survey of
150 participants to collect feedback on the
food scraps collection program. Of the
responses received, 40% were participating
in the program while 60% were not
participating. Of the 60% of residents who
were not participating in the program, 67%
indicated they were not aware of the

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program and stated they would begin to participate in the program now that they were aware. In August 2011, the pilot program expanded to 330 households, in February 2012 to an additional 370 households, and in April 2012, a total of 1,300 households were participating in the program. Beginning June 30, 2012, all single-family residences were eligible to participate in the program. A map of the pilot program areas is shown in Exhibit 2-1. The co-collected food scraps and yard trimmings are taken to Southern California Disposal (SCD), where they are placed in transfer vehicles that are hauled to Community Recycling for composting. The City also offers home composting and vermicompost bins at a subsidized price as another measure to decrease the amount of organic materials that go to landfills.

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Table 2-2. Items Accepted in the City’s Recycling Program Glass
All glass bottles and jars (mayonnaise, apple juice bottles, wine bottles, etc.) CA redemption bottles (soda, beer, wine coolers, etc.)
Metal
Aluminum beverage cans and aluminum food cans (e.g., cat food cans) Steel/tin food and beverage cans
Clean aluminum foil and foil food trays
Paper
Newspaper (including inserts)
Office paper (white and colored)
Computer paper
Corrugated cardboard
Cardboard boxes and paper bags
Phone books
Magazines and catalogs
Food/detergent boxes
Mixed office paper (file folders, fax paper, envelopes, advertisements, flyers, etc.) Junk mail, bulk mail, and scrap paper
Paper bound with non-water soluble glue (paperback books, hardback books, overnight mail packages, etc.) Milk cartons (clean and rinsed)
Aseptic Packages (juice boxes)
Plastics
Plastics Numbered 1-5, and 7
Water/juice/soda bottles
Food containers
Milk and water jugs
Detergent/cleaning product bottles
Personal care bottles
Plastic bags (shopping bags, dry cleaner bags and other plastic bags)

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Table 2-3. Bi-Monthly Single-Family Residential Collection Rates (FY 2011/2012) Quantity, Size Refuse Cart Frequency Rate
1-68 gallon cart 1x weekly $64.85
2-68 gallon cart 1x weekly $129.70
3-68 gallon cart 1x weekly $194.55
1-95 gallon cart 1x weekly $83.76
2-95 gallon cart 1x weekly $167.54
3-95 gallon cart 1x weekly $251.31
1-68 & 1-95 gallon cart 1x weekly $148.63
2 cubic yard bin 1x weekly $335.06
300 gallon container 1x weekly $252.33
Shared container service $25.67
A bulky item collection service is offered by the City. Bulky items include large objects that do not fit in a refuse container, such as refrigerators, stoves, and furniture. The service is available to residents for a fee, depending on the size and amount of items discarded. The fees can range from $25 for small items, to $250 for large items.

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Exhibit 2-1. Map of SF Residences Participating in the Pilot Food Scraps Collection Program

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2.1.1.2 Multi-Family Residences
The City collects refuse from an estimated 40,000 multi-family (MF) units. Multi-family buildings are provided with either 68- or 95-gallon carts; 300-gallon containers; or 2-, 3-, or 4- cubic-yard bins for refuse collection. Residents of multiple unit dwellings and condominiums have a commingled recycling collection program. Blue 300-gallon containers, or 2, 3, or 4 cubic yard bins are placed throughout the alley ways for the collection of commingled recyclables from MF complexes. The containers and bins are either designated to specific complexes, or are shared by neighboring complexes. In 2012, there were approximately 400 large (more than 5 units) buildings that did not have recycling services. The City has been working to address this issue, and during 2013, all 400 buildings will be provided with recycling opportunities. A list of recyclables accepted by the City was provided in Table 2-2. The City also offers home composting and vermicompost bins at a subsidized price to multi-family residences as a measure to decrease the amount of organic materials that go to landfills. The current collection rates for multi-family residences are shown in Table 2-4.

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Table 2-4. Bi-Monthly Multi-Family Residential Collection Rates (FY 2011/2012) 68, 95 Gallon Refuse Carts 3 Cubic Yard Refuse Bin
Quantity, Size Frequency Rate Quantity, Size Frequency Rate 1-68 gallon cart 1x weekly $51.35 3 cubic yard bin 1x weekly $226.49 1-95 gallon cart 1x weekly $67.55 3 cubic yard bin 2x weekly $453.02 3 cubic yard bin 3x weekly $679.52
300 Gallon Refuse Container 3 cubic yard bin 4x weekly $906.03 Quantity, Size Frequency Rate 3 cubic yard bin 5x weekly $1,132.54 300 gallon container 1x weekly $147.27 3 cubic yard bin 6x weekly $1,358.97 300 gallon container 2x weekly $294.54
300 gallon container 3x weekly $441.82 4 Cubic Yard Refuse Bin 300 gallon container 4x weekly $589.10 Quantity, Size Frequency Rate 300 gallon container 5x weekly $736.38 4 cubic yard bin 1x weekly $300.26 4 cubic yard bin 2x weekly $600.51
2 Cubic Yard Refuse Bin 4 cubic yard bin 3x weekly $900.77 Quantity, Size Frequency Rate 4 cubic yard bin 4x weekly $1,201.03 2 cubic yard bin 1x weekly $154.03 4 cubic yard bin 5x weekly $1,501.28 2 cubic yard bin 2x weekly $308.07 4 cubic yard bin 6x weekly $1,801.54 2 cubic yard bin 3x weekly $462.09
2 cubic yard bin 4x weekly $616.11 Refuse Bin Roll Out
2 cubic yard bin 5x weekly $770.16 Quantity, Size Frequency Rate 2 cubic yard bin 6x weekly $924.17 Bin roll out 1x weekly $41.89 Bin roll out 2x weekly $83.76
Miscellaneous Bin roll out 3x weekly $125.65
Quantity, Size Frequency Rate Bin roll out 4x weekly $167.54 Livable Unit Charge $8.11 Bin roll out 5x weekly $206.35 No Charge/2nd Meter $0.00 Bin roll out 6x weekly $251.31 Lock Charge/Per Bin $17.58
City bin on City Property Per Bin $86.47 Refuse Bin Truck Roll Out Share Bin/Cart Service $37.84 Quantity, Size Frequency Rate Bin truck roll out 1x weekly $47.38
Bin truck roll out 2x weekly $94.76
Bin truck roll out 3x weekly $144.44
Bin truck roll out 4x weekly $189.52
Bin truck roll out 5x weekly $236.91
Bin truck roll out 6x weekly $284.29

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2.1.2 Commercial Collection Services
The City provides collection services for all 3,000 commercial accounts, representing approximately 14,000 businesses. A breakdown of the quantities and types of materials collected from commercial accounts is shown in Table 2-5. The container sizes available to commercial businesses for refuse include: 68- or 95-
gallon carts; 300-gallon containers; or 2, 3 or 4-cubicyard bins. Extra refuse collection containers are available for an additional fee, depending on the size and number of containers requested. The summary of commercial rates
for collection services is included in Table 2-6.

Commercial customers also pay for street sweeping
services. In the future, street sweeping services may be incorporated into the City’s overall rate structure.

Table 2-5. Commercial Tonnages (2011)
Tons
Refuse 38,199
Recycling 3,882
Food Scraps/Yard
Trimmings 2,316
TOTAL 44,398
The City provides commingled recycling collection services to all commercial customers at no additional charge. Approximately 820 businesses currently participate in recycling. Private haulers also provide recycling services to some commercial businesses. Table 2-2 includes the list of items collected in the commercial recycling program.

Food scraps recycling collection is available to restaurants, grocery stores and other establishments with food services. Presently, the service is offered at no additional charge. In the future, the program will be incorporated into the City’s overall rate structure. Participants are required to source separate all food scraps and place them into designated containers provided by the City. Currently, 98 businesses are participating in the program and another 471 businesses are eligible to participate. The City takes the food scraps to SCD, where it is loaded into roll-off containers and picked up by Community Recycling for transport to their composting facility it Lamont, California.

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Partnering with GeoGreen Biofuels, the City offers a fats, oil, and grease (FOG) collection program that is free of charge. Collection containers are located Downtown in parking structures 2 through 6. Restaurants that are not located Downtown can request a separate collection container by contacting the City.

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Table 2-6. Bi-Monthly Commercial Collection Rates (FY 2011/2012) 68 Gallon Refuse Cart 2 Cubic Yard Refuse Bin
Quantity, Size Frequency Rate Quantity, Size Frequency Rate 1-68 gallon cart 1x weekly $35.13 2 cubic yard bin 1x weekly $110.79 1-68 gallon cart 2x weekly $70.25 2 cubic yard bin 2x weekly $221.59 1-68 gallon cart 3x weekly $105.39 2 cubic yard bin 3x weekly $332.37 1-68 gallon cart 4x weekly $140.52 2 cubic yard bin 4x weekly $443.16 1-68 gallon cart 5x weekly $175.64 2 cubic yard bin 5x weekly $609.37 2 cubic yard bin 6x weekly $664.76
95 Gallon Refuse Cart 2 cubic yard bin 7x weekly $775.55 Quantity, Size Frequency Rate
1-95 gallon cart 1x weekly $50.00 3 Cubic Yard Refuse Bin 1-95 gallon cart 2x weekly $99.98 Quantity, Size Frequency Rate 1-95 gallon cart 3x weekly $149.98 3 cubic yard bin 1x weekly $149.98 1-95 gallon cart 4x weekly $199.97 3 cubic yard bin 2x weekly $299.94 1-95 gallon cart 5x weekly $249.96 3 cubic yard bin 3x weekly $449.93 3 cubic yard bin 4x weekly $599.91
300 Gallon Refuse Container 3 cubic yard bin 5x weekly $749.88 Quantity, Size Frequency Rate 3 cubic yard bin 6x weekly $899.85 300 gallon container 1x weekly $102.68 3 cubic yard bin 7x weekly $1,049.83 300 gallon container 2x weekly $205.36
300 gallon container 3x weekly $318.53 Refuse Bin Roll Out 300 gallon container 4x weekly $424.71 Quantity, Size Frequency Rate 300 gallon container 5x weekly $530.88 Bin roll out 1x weekly $24.32 Bin roll out 2x weekly $48.64
Miscellaneous Bin roll out 3x weekly $72.96
City bin on City property Per Bin $59.45 Bin roll out 4x weekly $97.28 Lock Charge Per Bin $17,58 Bin roll out 5x weekly $121.59 Non-Semi Auto Service 2x/week $45.94 Bin roll out 6x weekly $145.93 Bin roll out 7x weekly $170.23
Street Sweeping Rates (based on water meter size) Refuse Bin Truck Roll Out

0.75” Per Unit $74.32 Quantity, Size Frequency Rate

1.00” Per Unit $101.34 Bin Truck roll out 1x weekly $35.13

1.5” Per Unit $148.63 Bin Truck roll out 2x weekly $70.25

2.00” Per Unit $198.61 Bin Truck roll out 3x weekly $105.39

3.00” Per Unit $297.24 Bin Truck roll out 4x weekly $140.52

4.00” Per Unit $397.24 Bin Truck roll out 5x weekly $175.64

6.0” Per Unit $595.86 Bin Truck roll out 6x weekly $210.77 Bin Truck roll out 7x weekly $270.23

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2.1.3 Household Hazardous Waste
Residents have access to a free drop-off service for Household Hazardous Waste (HHW) at the City’s HHW Collection Center, located at the City Yards on 2500 Michigan Avenue. The operating hours of the HHW Center are the 1st Saturday of the month, between 9 am and 2 p.m.

Small businesses, those that generate less than 27 gallons of hazardous waste per month can make an appointment to bring hazardous waste to the City’s HHW Collection Center on the Friday before the 1st Saturday of the month. There is a fee for small businesses to use the HHW Collection Center. A list of the HHW accepted is provided in Table 2-7.

To supplement the services provided at the drop-off center, the City began a HHW Home Collection Program in August 2011. The HHW Home Collection Program is provided on a free and unlimited basis to homeowners and tenants in the City. Participants in the program must contact the City’s contractor to reserve the service and request a collection kit. On collection day, residents are instructed to leave their HHW at their doorstep where it is collected.

Materials accepted in the HHW Home Collection Program include:
• Aerosols
• Art Supplies
• Automotive Products
• Batteries
• Cleaners/Wax
• Garden Chemicals
• Lubricants
• Mercury Containing Devices
• Other Household Products
• Paints
• Personal Care Products
• Pesticides
• Sharps
• Electronics
• Pool Chemicals
• Auto Batteries: Up to 4
• Fluorescent Light Tubes (Straight): Up to 10, tubes must be taped • Televisions: 1
• Computer Monitors: 1
• Empty paint cans and/or dried latex paint not hazardous Other Consumer Electronics with Circuit Boards
• Desktop or laptop computers: 1
• Microwave ovens: Up to 2
• Desktop scanners, printers, copiers: Up to 2
• Fax machines: Up to 2
• Telephones, cell phones, portable phones, keyboards, mice, VCR’s, CD players, stereos disc drives, cables: No limit

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Table 2-7. Materials accepted at the City’s HHW Center
Category Materials Included
Aerosol Products Aerosol air fresheners, aerosol antibacterial sanitizers Art Supplies Adhesives, paint, cleaners, correction fluids, photography chemicals Automobile Batteries Automobile batteries
Automotive Products
Cleaners, lubricant, solvent, fuel, brake fluid, antifreeze, carburetor cleaner, metal conditioner, engine degreaser, fuel additives, refrigerants, transmission fluid, window washer fluid, used motor oil, used motor oil filters
Batteries All household types
Chemicals Garden chemicals, pesticides
Cleaners/Wax Polish, degreasers, rug/upholstery cleaners, oven cleaners, toilet bowl cleaners
E-waste Computer monitors, televisions, cell phones, DVD players Fats, Oil, and Grease Cooking oil
Fluorescent Straight Light
Tubes Fluorescent lamps
Lubricants Automotive/household compressor oil, cutting oil Paint
Aerosols, hobby/automotive/household latex and oil-based, thinners, strippers, wood preservatives, lacquers, linseed oil, primers, stains, varnishes
Personal Care Personal Care - nail polish, polish remover, rubbing alcohol, shoe polish, spot remover
Poisons Household/garden poisons, pesticides, insecticides, herbicides, fungicides, baits traps, fertilizers, pet care, pool chemicals Other Household
Fluorescent tubes/bulbs, compact fluorescent lamps (CFLs), thermostats, thermometers, propane tanks, moth balls, rust remover, kerosene
Sharps Medical Waste Needles, lancets
Oil and Oil Filters Used motor oil, oil filters

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2.1.4 Zero Waste Events
To promote and implement recycling, reuse and composting practices at special events, the Resource Recovery and Recycling Division offers assistance to help organizations implement Zero Waste events. The assistance includes a planning guide with information and recommendations on vendor involvement, food service, site planning, decorations and giveaways, education, volunteers, signage, and collection containers.

2.2 City Policies and Programs
The City has implemented numerous policies and programs that support the City’s resource recovery and sustainability efforts. These policies and programs were incorporated into the Zero Waste Planning process to ensure the goals and visions were aligned.

2.2.1 Santa Monica Municipal Code (SMMC)

2.2.1.1 Disposable Food Service Containers
Chapter 5.44 of the Santa Monica Municipal Code (SMMC) prohibits the distribution of disposable food service containers made of nonrecyclable plastic or expanded polystyrene foam from all food providers and at City events. The ban applies to single-use disposable containers intended for serving or transporting prepared, ready-to-eat food or beverages. The ban helps reduce the amount of plastic that ends up on the City’s beaches, reduces materials that go to the landfill, and also reduces the amount of natural resources used to manufacture and transport the disposable products.

2.2.1.2 Single-Use Carry Out Bags
Chapter 5.45 of the SMMC prohibits retail establishments, grocery stores, convenience stores, mini-marts, liquor stores, pharmacies, and any City events, from distributing petroleum and biobased single-use carryout plastic bags. The code imposes a $0.10 fee for each paper bag that is distributed, and requires paper bags to be 100% recycled content paper, with a minimum of 40% post-consumer, recycled content.

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The City has implemented a Share a Bag Program. The
program enables the community to donate extra, reusable bags at designated locations throughout the City for those who cannot afford reusable bags or for those who forget their reusable bags. There are 10 Share a Bag Program
locations citywide The locations are listed below and
shown on Exhibit 2-2.
• Santa Monica City Hall Help Desk, 1685 Main
Street
• Santa Monica Chamber of Commerce, 1234 6th
Street #100
• Downtown Santa Monica Ambassador's Desk,
Parking Structure 4, 1321 2nd St.
• Santa Monica Convention & Visitors Bureau, 1920
Main Street
• Santa Monica Place, The Market on Level Three
• Real Offices Center Santa Monica, 604 Arizona Ave
• Sustainable Works, 1744 Pearl Street
• Assistance League of Santa Monica Thrift Shop, 1453 15th Street • Cherry Picked Boutique, 2807 Pico Blvd.
• Virginia Avenue Park, 2200 Virginia Ave.

Exhibit 2-2. Share a Bag Locations

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2.2.1.3 Construction and Demolition Material Waste Management Plans Chapter 8.108, Subpart C, requires all City-sponsored construction and demolition (C&D) projects, as well as private C&D projects that are $50,000 or greater in value, or are 1,000 square feet or greater, to meet a minimum 70% diversion rate. Covered projects must submit a waste management plan (WMP) for City approval that includes the tonnages of materials that are disposed and diverted, and the methods implemented to reuse and/or recycle the materials,.

Applicants must provide a security deposit equal to 3% of the project value, or $30,000, whichever is less. Upon project completion, a final compliance report must be submitted for the security deposit to be refunded to the applicant.

A number of methods can be used to comply with the C&D diversion requirements. On -site reuse is allowed on a case by case basis, as approved in the WMP. Materials that are sourceseperated on site, such as wood, concrete, or asphalt, can be sent to an approved C&D facility for reuse or recycling. All mixed C&D materials are required to be sent to an approved mixed C&D recycling facility. A list of the City-approved C&D recycling facilities is included in Table 2-8.

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Table 2-8. Approved C&D Recycling Facilities (2010)
METAL companies listed below accept
both ferrous & non-ferrous metals,
unless otherwise noted.

MIXED C&D RECYCLERS Process
mixed C&D to extract recyclables

SALVAGED ITEMS (USED

BUILDING MATERIALS)
A&S Metal Recycling
2261 E. 15th Street
Los Angeles, CA 90021
213-623-9443
Community Recycling & Resource
Recovery, Inc.
9189 DeGarmo Avenue
Sun Valley, CA 91352
818-767-0675
Freeway Building Materials
1124 S. Boyle Avenue
Los Angeles, CA 90023
323-261-8904
Alpert & Alpert Iron & Metal
1815 Soto Street
Los Angeles, CA 90023
323-265-4040
Direct Disposal
3720 Noakes Street
Los Angeles, CA 90023
323-262-1604
Santa Fe Wrecking & Salvage
720 E. 18th Street
Los Angeles, CA 90021
213-765-8166
Atlas Iron & Metal
10019 Alameda Street
Los Angeles, CA 90002
323-566-5184
East Valley Diversion
11616 Sheldon Street
Sun Valley, CA 91352
818-252-0019
Scavenger’s Paradise
5453 Satsuma Avenue
N. Hollywood, CA 91601
323-877-7945
Kramer Metals
1760 E. Slauson Avenue
Los Angeles, CA 90058
323-587-2277
Downtown Diversion
2424 E. Olympic Blvd
Los Angeles, CA 90021
213-612-5005
WOOD
North Hills Recycling, Inc.
11700 Blucher Avenue
Granada Hills, CA 91344
818-831-7980
A-1 Metals Recycling, Inc.
8250 Tujunga Avenue
Sun Valley, CA 91352
818-767-4388
California Waste Services
621 W. 152nd Street
Gardena, CA 90247
310-538-5998
Recycled Wood Products
1313 E. Phillips Blvd
Pomona, CA 91766
909-868-6882
INERT MATERIAL Southern California Disposal
1908 Frank Street
Santa Monica, CA. 90404
310-828-6444

CARPET PADDING
Hanson Aggregates
5625 Southern Avenue
South Gate, CA 90280
800-300-6120
Carpet Pad Recycling
1923 Rosemead Blvd
South El Monte, CA 91733
626-444-6048
Arcadia Reclamation, Inc.
12321 Lower Azusa Road
Arcadia, CA. 91006
909-392-8510
Interior Removal Specialist, Inc.
9309 Rayo Avenue
South Gate, CA 90280
323-357-6900

CARDBOARD
Allan Company
2411 Delaware Avenue
Santa Monica CA 90404
310-453-9677
Vulcan Materials Company
11520 Sheldon Blvd
Sun Valley, CA 90052
818-768-4157

INERT MATERIAL BRICK & ROOFING TILES
Valley Base Materials
2121 E. 25th Street
Los Angeles, CA 90058
323-583-7913
Bourget Bros Building Materials
1636 11th Street
Santa Monica, CA 90404
310-450-6556
Chandler’s Sand Gravel
26311 Palos Verdes Drive East
Rolling Hills Estates, CA 90274
310-784-2900
Nu-Way Arrow Reclamation
1270 E. Arrow Highway
Irwindale, CA. 91706
626-305-5308

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In 2010, the City conducted an audit of the mixed C&D recycling facilities. The results of the audit indicated a total of 35,308 tons of C&D materials originating in the City were processed at these facilities, with 31,116 diverted from landfilling, for an average of 88% diversion. Table 2- 9 includes the approved mixed C&D recycling facilties, along with the facility diversion rates, and tons of materials processed from the City in 2010.

Table 2-9. City-Approved Mixed C&D Recycling Facilities (2010) Facility Name and Location
Tons
Originating
in Santa
Monica
Diversion
Rate
Tons
Diverted
California Waste Services 5,922 87% 5,152
Community Recycling 16,742 93% 15,570
Direct Disposal 311 73% 227
Downtown Diversion 10,087 83% 8,372
East Valley Diversion 62.6 85% 52.4
Interior Removal Specialists 1,190 78% 928
Southern California Disposal 994 82% 815
TOTAL 35,308 88% 31,16

2.2.2 Extended Producer Responsibility
Resolution 10412, signed on June 23, 2009, documents the City’s support for an extended producer responsibility (EPR) framework in State legislation by way of urging the League of California Cities, the California State Association of Counties, and CalRecycle to advocate for more EPR policies. The resolution states that the City will encourage all manufacturers to take part in the responsibility of their products, from the processing, collection, recycling, and disposal of the materials.

2.2.3 Recycled Products Procurement Policy
The Recycled Products Procurement Policy was developed in 1991 to help the City make responsible decisions in purchasing products with recycled content. The main guidelines of the policy include the following:
• The priority in which products should be purchased based on the highest content of post-consumer material, pre-consumer material, and minimum recycled content. • The ability of a product and its packaging to be reused, reconditioned for reuse, or recycled, and the amount of waste the product and its packaging generates.

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• Equipment purchased or rented by the City are to be compatible with the use of recycled-content products.
• Product specifications, requisitions, and performance standards must not require the use of products made from virgin materials or exclude recycled-content products.

2.2.4 Sustainable City Plan
In September 1994, the City Council took steps to address sustainability concerns in the community by adopting the City of Santa Monica Sustainable City Plan. The Sustainable City Plan provides a roadmap to ensure the City meets its environmental, economic, and social needs without compromising the quality of life for the community and for future generations. The plan has concrete goals and targets for tracking the City’s progress in the following nine areas:

1. Resource Conservation

2. Environmental and Public Health

3. Transportation

4. Economic Development

5. Open Space and Land Use

6. Housing

7. Community Education and Civic Participation

8. Human Dignity

9. Arts and Culture
The Sustainable City Plan includes goals and strategies, for the City government and all sectors of the community, to conserve and enhance local resources, safeguard human health and the environment, maintain a healthy and diverse economy, and improve the livability and quality of life for all community members in the City.

Under the Resource Conservation area, the City established the following goals for solid waste generation:
• Total citywide generation to not exceed year 2000 levels by 2010 • Increase amount diverted to 70% of total by 2010.

The goals of the Sustainable City Plan are tracked through a Sustainable City Progress Report and Report Card. In 2005, a Progress Report website was launched to provide updates on the status of the Plan as well as a letter grade that rates the City on its efforts in the initial eight target areas. In 2012, a ninth target area, Arts and Culture, was added to the Sustainable City Plan.

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The Sustainable City Report Card is a document that provides a summary of the grades that are also posted on the Progress Report website. The most recent Sustainable City Report Card was released in 2012, a summary of those grades are provided in Table 2-10. The 2010 waste diversion goal was exceeded in 2009 with a diversion rate of 74%.

Table 2-10. 2010 Sustainable City Report Card Grades
# Category Overall
Grade Effort
1 Resource Conservation B- A2 Environmental and Public Health C+ A3 Transportation C+ A 4 Economic Development B A5 Open Space and Land Use A- A 6 Housing C A
7 Community Education and Civic Participation A- A
8 Human Dignity B A
9 Arts and Culture1 N/A N/A
1 The Arts and Culture category was added in 2012 and grades were not included in the 2012 report card.

2.2.5 Green Business Certification Program
The City, the Convention and Visitors Bureau, the Chamber of Commerce, and the Sustainable Works non-profit organization have joined together to certify and recognize green businesses in the community through the Green Business Certification Program. The Program recognizes and certifies businesses that have taken steps to incorporate sustainable practices into their operations. In order to apply for a green certification, businesses must have a physical location in the City, a minimum of five
employees, and occupy a minimum of 500 square feet
of commercial business space. Eligible businesses must
fall under one of the following categories:
• Office
• Retail Store
• Restaurant
• Grocery
• Hotel
• Motel
Businesses that successfully pass the verification
process are green certified for a period of 2 years. A

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total of 19 businesses were certified in the latest (2011-2013) Business Certification Program.

2.2.6 Sustainable Quality Awards
The Sustainable Quality Awards (SQA) event was developed to identify and recognize businesses in the City that are successfully incorporating sustainable practices into their operations. The SQA is an annual event that promotes the efforts of local businesses that have made significant achievements in the areas of sustainable economic development, social responsibility, and stewardship of the natural environment.

2.2.7 US Conference of Mayors/California Public Interest Research Group (CALPIRG) Buy Recycled Campaign In September 1995, the City adopted a resolution for the US Conference of Mayors/California Public Interest Research Group (CALPIRG) Buy Recycled Campaign. In the resolution, the City agreed to purchase paper that contains a minimum of 20% post-consumer recycled content, increasing the amount of post-consumer recycled content to 30% beginning in 1998. The City currently exceeds these standards by using paper containing a minimum of 50% post-consumer recycled content.

2.2.8 City’s Purchase and Use of Tropical Forest Wood Products Ordinance 2.28 bans the purchase or use of any tropical hardwood product within the City, or at any City-sponsored events. The ordinance requires all contracts between the City and any supplier of wood products to include provisions that restrict the use of tropical wood.

2.2.9 Print Shop Purchasing Policy
The City’s print shop has a policy to exclusively purchase and use recycled paper and vegetablebased printing inks, unless a printing request is submitted that cannot be completed using those products. It is estimated that 99% of all printing jobs are completed using recycled paper and vegetable-based inks.

2.2.10 Electronic Waste
Electronic waste (E-waste), such as computers and televisions, is collected through a drop-off program for residents and businesses at the Santa Monica Community Recycling Center, located at 2411 Delaware Avenue. The drop-off program is free to residents and fee-based for businesses.

2.2.11 Used Oil and Filter Collection
Collection centers are located throughout the City for residents to drop off used oil and oil filters.

Exhibit 2-3 provides a map of the drop off locations.

2.2.12 Christmas Tree Recycling
During the month of January each year, Christmas trees can be taken and recycled at four local parks or at the SCD Transfer Station in the City for free. The trees collected at the parks are turned into mulch and used throughout the City.

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Exhibit 2-3. Used Oil and Oil Filter Collection Locations

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2.2.13 Catalogue Choice
City residents can sign up for a free account to opt-out of unwanted catalogs, phone books, coupons, circulars, credit card offers, and donation solicitations. The website is accessed through https://santamonica.catalogchoice.org/login.

2.2.14 Scheduled Events
The City schedules a variety of waste reduction, re-use, recycling and composting events on a quarterly basis:
• E-Waste collection
• Textile recycling
• Paper shredding
• Compost give-away days and workshops
• Re-use workshops
• Annual Citywide yard sale

2.3 Resource Recovery and Recycling Processing Facilities There are two resource recovery and recycling processing facilities located within the City limits: the Santa Monica Community Recycling Center and the SCD Transfer Station.

2.3.1 Santa Monica Community Recycling Center
The Santa Monica Community Recycling and Buy-Back Center is located at 2411 Delaware Avenue. The property is owned by the City and leased to the Allan Company, who owns and operates the facility equipment. The Center is open Monday through Friday from 8:00 a.m. to 5:00 p.m., and on Saturdays from 8:00 a.m. to 2:00 p.m. The Center may close earlier due to maximum daily tonnage restrictions.

The Community Recycling Center accepts the
following items:
• Cans – aluminum, steel
• Glass – bottles and jars
• Plastic
• Mixed Paper
• Scrap Metal
• Electronics
• White goods - stoves, refrigerators and other appliances • Used motor oil and oil filters

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2.3.2 Southern California Disposal Transfer Station
The SCD Transfer Station is a
privately owned facility that is open
to the public. The transfer station is
located at 1908 Frank Street, and is
open Monday through Friday from
6:00 a.m. to 2:00 p.m., and on
Saturdays from 6:00 a.m. to 1:30
p.m.

Items that are accepted at the
facility include:
• Refuse
• Food scraps
• Yard trimmings
• C&D debris
• Street sweeping collections
In addition, SCD receives and transfers all refuse, yard trimmings, and food scraps that are collected by the City. SCD transfers refuse to a number of facilities, including Puente Hills landfill, Sunshine Canyon Landfill, Chiquita Canyon Landfill, Southeast Resource Recovery Facility (SERRF), and Commerce Refuse to Energy Facility. Yard trimmings, food scraps, and street sweepings are transferred to Community Recycling for composting at its compost facility in Lamont. Community Recycling receives the City’s food scraps at the SCD transfer station, and transfers the material to its composting facility in Lamont, California. Construction and demolition debris generated from City projects is also transferred through SCD to Community Recycling for processing, recycling, and disposal.

2.4 Educational Outreach

2.4.1 Sustainable Works
Sustainable Works, a project of Community Partners, is a non-profit environmental education organization within the City. The organization offers four different sustainability programs:

Business Greening, Community Sustainability, Residential Greening, and Student Greening.

The Business Greening Program is free to Santa Monica businesses through a subsidy provided by the City’s Office of Sustainability and the Environment. The Program assists businesses in greening their bottom line by helping them save money and resources through increased efficiency and employee education. Sustainable Works performs on-site environmental assessments to evaluate current business practices and provides sustainable recommendations.

The Community Sustainability Program facilitates the adoption of sustainable practices in the community and engages stakeholders to help meet sustainability goals.

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The Residential Greening Program offers free Green Living Workshops for residents in the City, and to non-residents for a fee. The series features six workshops offered once a week, for six weeks, covering topics that include resource recovery and recycling, water, energy, transportation, chemicals, and responsible purchasing. A Sustainable Works book is provided to each participant, which includes comprehensive resources for sustainable living.

The Student Sustainability Workshop is a program that provides educational, student leadership, and community building opportunities to its participants while shaping the next generation of environmental leaders.

2.4.2 Community Sustainability Liaison
The role of the Community Sustainability Liaison is to provide Santa Monica residents and community organizations with information and resources needed to help meet the goals of the Santa Monica Sustainable City Plan. The Liaison also helps coordinate educational outreach events within the community and produces a monthly electronic newsletter that highlights local sustainable news and events.

2.4.3 Educational Outreach Tools
The City provides updates and information on its programs, policies, and events through a variety of outreach tools. Information is dispersed online (City websites and emails), via mail, television programming, workshops, advertisements in public spaces, and through citywide events. A list of some of the media available to the City for public outreach and education is provided in Table 2-11. The Environmental Directory includes a thorough list of local resources for topics that range from energy efficiency programs to environmentally preferred purchasing. The booklet also includes resources for refuse, recycling, composting, and hazardous waste.

Table 2-11. Educational Outreach Media
Media
Resource Recovery and Recycling Division Website
Office of Sustainability and the Environment Website
Sustainable Santa Monica Electronic Newsletters
Sustainable Santa Monica Facebook Page
Santa Monica Resource Recovery and Recycling Facebook Page and Twitter City Emails
Press Releases/Media Lists (i.e., Santa Monica Daily Press, Santa Monica Mirror, Santa Monica Observer, the Argonaut, etc.) CityTV Programming
Community Events/Workshops
City Hall Public Information Desk
Libraries
Farmers Markets
Display Advertising (Big Blue Bus Advertising, etc.)
City Collection Truck Advertising

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2.4.4 Educational Outreach Events
The City hosts a variety of environmental events throughout the year. These events provide the City an opportunity to directly reach out to community members, support local businesses, and promote sustainability efforts. The Santa Monica Festival is the largest festival in the City, and is held each year in May at Clover Park. The City also dedicates the month of September as Sustainability Awareness Month, in which key messages are targeted to residents, businesses, and the City Council regarding sustainability topics.

Events that take place during Sustainable Santa Monica Awareness Month include:
• Business Mixers
• Residential Workshops
• Film Screenings
• A Sustainable Food Event
• Report Card Launch
• Student Poster Contest
• Green Prize for Sustainable Literature
A summary of annual sustainability events hosted by the City is provided in Table 2-12.

Table 2-12. Citywide Environmental Events
Event Month
Buy Local Expo March
Sustainable Industries Economic Forum April
Santa Monica Festival May
AltBuild Expo May
Sustainable Quality Awards May
Main Street Festival June
Solstice Festival June
Sustainable Santa Monica Awareness Month September
AltCar Expo October
Pico Festival October

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3.0 Generation and Characterization

3.1 Existing Generation
Analyzing the City’s generation provides an understanding of which areas to target in the Zero Waste Strategic Operations Plan. Utilizing both the generation data and the inventory of existing programs and infrastructure, zero waste options were developed that will provide the most significant impact on reducing waste and increasing diversion.

In 2011, the City’s generation, as calculated by CalRecycle, was approximately 360,000 tons of materials. Out of the total tons generated, 77% was diverted through waste prevention, recycling, and composting, and 23% was disposed in landfills or waste-to-energy facilities. The Zero Waste Strategic Operations Plan prioritizes source reduce, reuse, recycling, and composting materials before landfilling or processing at waste-to-energy facilities. The total amount of materials generated is calculated using the City’s average generation rate from the years 2003 through 2006. This methodology is consistent with the CalRecycle per capita disposal equivalent methodology (as set forth in state statute). The City’s 2011 per capita disposal was

5.0 pounds per person per day (PPD). Compared to the per capita disposal target of 10.9 PPD, the City was well within the target goal. The City’s overall 2011 generation is included in Table 3-1.

Table 3-1. Overall Generation 2011 (tons)
Disposal Diversion Total
82,997 275,355 358,351

3.2 Waste Diversion
In 2011, the City diverted approximately 275,355 tons of material, or 77% of the total materials generated. The diversion programs provided by the City, and waste prevention and recycling efforts undertaken by individual residents and businesses, all contribute to the City’s diversion rate. A summary of the activities that contribute to diversion in the City is provided in Table 3-

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Table 3-2. 2011 Diversion Summary
Source/Program Diversion
(Tons)
SF Residential 10,527
Curbside Recycling 4,099
Yard Trimmings and Food Scraps 6,428
MF Residential 5,092
Recycling 4,479
Yard Trimmings 613
Commercial 6,412
Recycling 3,882
Yard Trimmings and Food Scraps 2,530
Self-Haul 3,356
Recycling 3,248
Yard Trimmings and Food Scraps 108
C&D 41,919
Commercial 2,861
Self-Haul 7,945
Private C&D Recycling 31,113
Street Sweeping 2,627
Other City Programs3 17,790
Residential Drop-Off 164
Residential Buy-Back 17,484
Tires 13
White Goods 7
Scrap Metal 78
E-waste 8
HHW 36
Diversion at Landfills (alternative daily cover, beneficial reuse, etc.) 12,601
Other Source Reduction & Recycling Programs4 175,031
Total 275,355

3 City of Santa Monica 2010 Annual Report to CalRecycle 4 This figure was estimated based on CalRecycle’s calculation of citywide generation, and includes waste prevention and recycling efforts undertaken by individual residents and businesses in the City.

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3.3 Disposal
In 2011, 82,997 tons of materials were disposed in landfills or processed at waste-to-energy facilities. Commercial waste comprised approximately 50% of the disposed waste, MF residential waste comprised almost 25% of disposal, and SF residential waste made up 8%. The remaining disposal consisted of self-haul construction and demolition (C&D) debris and additional materials that were disposed by private companies or individuals. A summary of the disposed waste is provided in Table 3-3.
.

Table 3-3. 2011 Disposal Summary (tons)
Source Tons
SF Residential 6,976
MF Residential 20,692
Commercial 39,931
Self-Haul (City controlled) 7,494
Self-Haul (Not City
controlled)5 7,905
Total 82,997

3.4 Discarded Materials Characterization
Understanding the types and quantities of materials that make up the discarded materials generated in the City is an important element of the Zero Waste Strategic Operations Plan. The data helps guide the development and selection of policies, programs and facilities, and to target specific material types and/or products. Since discarded materials vary by generator type, it is important to analyze the materials generated by each sector.

3.4.1 Methodology
For this study, the waste composition percentages contained in the California 2008 Statewide Waste Characterization Study were applied to the City’s discarded materials quantities to

5 Consists of disposal by private companies and individuals outside of the City’s control.

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identify the types and quantities of materials disposed by sector6. The specific data used for Santa Monica was taken from the “Overall Disposed Waste Composition: Southern Region.” The study characterizes the waste into 10 categories and 62 material types. Table 3-4 shows the overall waste characterization by material category for each sector. The detailed data for all material categories and types for each sector is included in Appendix A.

Table 3-4. Composition by Material Category and Generator Sector Category SF
Residential
MF
Residential Commercial SelfHaul
Paper 18.3% 22.2% 20.1% 5.1%
Glass 2.2% 2.9% 1.2% 0.4%
Metal 3.7% 3.4% 4.3% 4.4%
Electronics 0.4% 0.0% 0.1% 0.3%
Plastic 9.9% 7.0% 10.5% 5.7%
Other Organic 47.0% 41.8% 31.9% 10.1%
Inerts and Other 14.7% 17.7% 28.1% 62.9%
Household Hazardous Waste (HHW) 0.2% 0.2% 0.3% 0.1%
Special Waste 0.2% 3.8% 3.5% 11.0%
Mixed Residue 3.5% 1.1% 0.0% 0.0%
Source: CalRecycle, 2008 State-wide Waste Characterization Study, Southern Region

6 Cascadia Consulting Group, for the California Integrated Waste Management Board (now “CalRecycle”).

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3.4.2 Single-Family Residential Waste Composition
Within the single-family residential sector, the following key findings are identified:
• Other Organic makes up 47% (3,280 tons) of the sector’s total disposed wastestream.

Food waste was the largest material type in this category, which made up 24% (1,687 tons) of the overall waste disposed within this sector; followed by leaves and grass at approximately 8% (540 tons); and remainder/composite organics at approximately 7% (484 tons).
• Paper makes up 18% (1,273 tons) of the wastestream; remainder/composite paper was the largest material type and made up approximately 6% (401 tons). • Inerts and Other make up approximately 15% (1,026 tons) of the wastestream; lumber was the largest material type in this category, which made up almost 8% (543 tons) of the disposed wastestream.

A summary of the quantity of materials disposed in the SF residential sector is shown in Exhibit 3-1.

Exhibit 3-1. Single Family Residential Disposed Waste Composition Paper
1,273 tons
Glass
150 tons
Metals
256 tons
Electronics
26 tons
Plastics
691 tons
Other Organic
3,280 tons
Inerts and Other
1,026 tons
HHW
17 tons
Special Waste
15 tons Mixed Residue
243 tons

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3.4.3 Multi-Family Residential
Within the multi-family residential sector, the following key findings are identified:
• Other Organic makes up the largest category of the materials, which was approximately 42% (8,639 tons) of the sector’s total wastestream. Food waste was the largest material type in this category, which made up approximately 22% (4,460 tons) of the overall waste disposed within this sector; followed by remainder/composite organics at 9% (1,890 tons); and carpet which was 6% (1,300 tons).
• Paper makes up 22% (4,590 tons) of the wastestream; uncoated corrugated cardboard, other miscellaneous paper, and remainder/composite paper were the largest material types in this category, each made up approximately 5% (1,000 tons) of the wastestream. • Inerts and Other make up approximately 18% (3,668 tons) of the wastestream; lumber was the largest material type in the category, which made up 12% (2,568 tons) of the total disposed wastestream.

A summary of the quantity of materials disposed in the MF residential sector is shown in Exhibit 3-2.

Exhibit 3-2. Multi-Family Residential Disposed Waste Composition Paper
4,590 tons Glass
596 tons
Metals
692 tons
Electronics
6 tons
Plastics
1,443 tons
Other Organic
8,639 tons
Inerts and Other
3,668 tons
HHW
39 tons
Special Waste
794 tons
Mixed Residue
225 tons

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3.4.4 Commercial
Within the commercial sector, the following key findings are identified:
• Other Organic makes up the largest category of the materials, at 32% (12,721 tons) of the sector’s disposed wastestream. Food waste is the largest material type in this category, which makes up15% (6,102 tons) of the overall waste disposed within this sector; followed by carpet at 5% (1,994 tons); and prunings and trimmings at 4% (1,683 tons).
• Inerts and Other make up 28% (11,217 tons) of the wastestream; lumber is the largest material type in the category, which makes up approximately 17% (6,570 tons). • Paper made up 20% (8,807 tons) of the wastestream; cardboard was the largest material type and made up approximately 7.5% (2,981 tons) of the total disposed wastestream.

A summary of the quantity of materials disposed in the commercial sector is shown in Exhibit 3-

3. Exhibit 3-3. Commercial Disposed Waste composition- Percentages Paper
8,007 tons
Glass
477 tons
Metals
1,730 tons
Electronics
42 tons Plastics
4,197 tons
Other Organic
12,721 tons
Inerts and Other
11,217` tons
HHW
125 tons
Special Waste
1,413 tons Mixed Residue
2 tons

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3.4.5 Self-Haul
Within the self-haul sector, the following key findings are identified:
• Inerts and Other makes up the largest category of materials, which is 63% (9,692 tons) of the sector’s disposed wastestream.
• Special Waste makes up 11% (1,689 tons) of the wastestream, which consists entirely of bulky items.
• Other Organic makes up 10% (1,559 tons) of the wastestream; carpet is the largest material type and makes up approximately 4% (551 tons) of the total disposed wastestream.

A summary of the quantity of materials disposed in the self-haul sector is shown in Exhibit 3-4.

Exhibit 3-4. Self-Haul Disposed Waste Composition Percentages Paper
785 tons
Glass
58 tons Metals
675 tons
Electronics
50 tons
Plastics
872 tons
Other Organic
1,559 tons
Inerts and Other
9,692 tons
HHW
18 tons
Special Waste
1,689 tons
Mixed Residue
3 tons

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3.5 Disposal Projections

3.5.1 Population Projections
Low and high population forecasts were provided in the City’s 2010 Land Use and Circulation Element (LUCE)7. The forecasts used for the disposal projections are an average of the low and high population estimates from the LUCE. As shown in Table 3-5, the average 5-year percentage increase between 2010 and 2030 is 1.31%, and the 20 year cumulative growth is

5.23%. Refer to Appendix B for the reference LUCE data.

Table 3-5. Population Forecasts (2010-2030)
Source 2013 2014 2015 2020 2025 2030
20 year
Cumulative
% Change
Average Growth 91,578 91,820 92,063 93,275 94,488 95,700 % change-5 yr. - - 1.33% 1.32% 1.30% 1.28% 5.23%

3.5.2 Future Disposal
The disposal projections for the City are calculated based on the population growth projections and waste composition data. Overall, it is anticipated the waste disposal will increase by over 3,756 tons between 2013 and 2030, which represents an increase of approximately 220 tons per year. A summary of the waste disposal tonnage projections for each sector is provided in Table 3-6. The commercial sector is expected to contribute an additional 106 tons per year to the disposal waste stream from 2013 to 2030. The multi-family residential sector disposal is expected to increase by 55 tons per year through 2030; the single-family residential sector disposal is expected to increase approximately 19 tons per year; and the self-haul sector by 41 tons per year. Utilizing the data in Table 3-6, the types and quantities of materials that can potentially be source reduced, recycled, and/or composted have been identified for each waste sector in the Zero Waste options in Section 4.

7 City of Santa Monica Land Use and Circulation Element.

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Table 3-6. Waste Disposal Projections 2013-2030 (Tons)
Source 2013 2014 2015 2020 2025 2030
SF Residential

7,013

7,032

7,050

7,143

7,236

7,329
MF Residential

20,801

20,857

20,912

21,187

21,462

21,738
Commercial

40,143

40,249

40,356

40,887

41,419

41,950
Self-Haul

15,481

15,522

15,563

15,768

15,973

16,178
Total*

83,438

83,659

83,880

84,985

86,090

87,195
* Values may not sum to total due to rounding

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4.0 Zero Waste Options

4.1 Initial List of Potential Options
To meet its Zero Waste goal, the City will implement expanded and new policies, programs and infrastructure during the short, medium and long terms. For purposes of this plan, the short term is considered years 2013-2015, the medium term is years 2016-2022, and the long term is years 2023-2030.

Using the information on current policies, programs and facilities (Section 2), and the waste generation and composition of discarded materials (Section 3), zero waste options were identified for potential implementation in the single-family, multi-family, and commercial sectors. Policy, program, and facility options included opportunities to improve existing programs, as well as new programs for reducing generation and discarded materials and increasing diversion.

Initially, a list of 33 options was developed for review and evaluation. The options were categorized as follows:

Mandatory - Policies or programs that are compulsory (such as meeting a diversion requirement) or prohibit an activity (such as a disposal or use ban).

Collection - Programs for the collection of residential and commercial food scraps, recyclables, and bulky items.

Rate Setting – Revised fee structures to account for basic and additional services, for singlefamily, multi-family, and commercial sectors.

Upstream – Policies and programs to support re-design strategies to reduce the volume and toxicity of discarded products and materials, and promote low-impact or reduced consumption lifestyles.

Downstream – Policies and programs to address reuse, recycling and composting of end-of-life products and materials to ensure their highest and best use.

Facilities – Local and regional, existing and new, resource recovery facilities for processing recyclables, residuals, and other materials for beneficial use and energy recovery.

The list included three mandatory policies/program options, seven collection program options, two rate setting options, three upstream options, fourteen downstream options, and four facility options. A description of each option was included, along with the affected waste sector (singlefamily, multi-family, government); relevant guiding principles; implementation opportunities and obstacles, portion of discarded materials, potential capture rate by material type, implementation time frame, and examples from other jurisdictions, as available. The initial list of options were considered and then reduced, based on the elimination of some options. A summary of the list of initial options, and resulting status, is included in Table 4-1.

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Table 4-1. Initial List of Zero Waste Options
Title Description Affected Waste
Sector
Resulting
Status

MANDATORY

1. Disposal bans Restrict disposal of specific materials, such as plastic bottles and cardboard.
•S-F
• M-F
•Commercial
Recommend

2. C&D ordinance revision Revise C&D ordinance to increase diversion requirement from 70% to 90%.
•S-F
• M-F
•Commercial
Recommend

3. Mandatory diversion rate Require commercial, residential, and government sectors to meet specific diversion
rates.
•S-F
•M-F
•Commercial
Recommend

COLLECTION

4. Mandatory food scraps
participation -commercial
Require food establishments to participate in the
City’s food scraps diversion program.
•Commercial Recommend

5. Mandatory food scraps
participation -residential
Require residents to participate in the City’s
food scraps diversion program.
•S-F
•M-F
Recommend

6. Mandatory commercial
recycling
Adopt an ordinance that expands on AB 341 to
require all businesses to have recycling service.
•Commercial Recommend

7. Mandatory recycling of
new materials
Require recycling of carpets, textiles, mattresses,
and other items currently not collected in the
recycling bins.
•S-F Recommend

8. Wet/Dry collection Separate wet (food waste) and dry (nonrecyclable materials) waste by different color bags to be separated at the MRF.
•M-F
•Commercial
Modified

9. Weekly organics collection
and bi-weekly collection
of trash and recyclables
Reduce the collection frequency of trash and
recycling containers while maintaining organics
collection at once per week.
•Phase 1: S-F
•Phase 2: M-F
Modified

10. Bulky item collection for
reuse and recycling
Expand collection frequency with emphasis on
reuse and recycling; partnership with reuse
organizations
•M-F Modified

RATE SETTING

11. Implement Integrated
Waste Management Fee
Structure
Revise fee structure to account for basic services
and additional services
Eliminate “free recycling and organics”
•S-F Recommend

12. Implement Integrated
Waste Management Fee
Structure
Revise rate structure •M-F
•Commercial
Recommend

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Title Description Affected Waste
Sector
Resulting
Status

UPSTREAM POLICIES AND PROGRAMS

13. EPR for HHW,
pharmaceuticals, and/or
difficult to recycle items
Establish mandatory take back provisions for
producers and/or businesses that sell batteries,
fluorescent light bulbs, sharps and
pharmaceuticals, or other difficult to recycle
products. Difficult to recycle items can include
Styrofoam, packaging materials, and toys.
•S-F
• M-F
•Commercial
Recommend

14. Packaging legislation Support legislation that requires manufacturers to reduce packaging and to incorporate recycled
content materials in all packaging.
•S-F
•M-F
•Commercial
Recommend

15. Behavior change
marketing
Large scale, sustained, social marketing and
media campaign
•S-F
•M-F
•Commercial
Recommend

DOWNSTREAM POLICIES AND PROGRAMS

16. Expansion of the SingleUse Carry Out Bag
ordinance
Establish a date to review the progress of the
current ordinance and set a goal date to expand
the program to all retailers and restaurants.
•Commercial Recommend

17. Multi-Family recycling
educational outreach
Require multi-family building managers to
inform tenants about recycling resources upon
move-in.
•M-F Recommend

18. Move-in/Move-out
program
Provides free excess waste pickup services for
residents moving in/out of their homes
•M-F Modified

19. Self-haul waste origin
reporting
Require more accurate reporting of self-haul
waste origin at transfer and disposal sites
•S-F Recommend

20. Regional Sustainability
Collaboration Meetings
Host regular meetings with local jurisdictions to
discuss opportunities, projects, and issues.
•S-F
•M-F
•Commercial
Recommend

21. Update Environmental
Directory
Update the 2009 Environmental Directory. •S-F
•M-F
•Commercial
Modified

22. School recycling
competitions
Hold competitions between schools to see who
can divert the most materials from their waste
stream within a fixed time frame. Prizes,
money, trophies, etc. can be awarded to the
school that collects the most.
•Commercial Modified

23. HHW collection bins at
public events
Collect used batteries, cell phones, etc. at public
events. Events can include farmer’s markets,
Santa Monica Festival, street fairs, etc.
•S-F
•M-F
Recommend

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Title Description Affected Waste
Sector
Resulting
Status

24. Expand items collected in
the recycling bins
Materials could include clothing, diapers, chip
bags, and other specific materials.
•S-F
•M-F
•Commercial
•Government
Recommend

25. Centralized “garage sales” Establish a program for residents to sell items in a centralized location, as opposed to the many
garage sales typically held in the City.
•S-F
•M-F
Recommend

26. Clothing drives Hold clothing drives to collect clothing, shoes, blankets, etc. to donate to thrift stores, reuse
centers, homeless shelters, etc.
•S-F
•M-F
•Commercial
Eliminated

27. Business & restaurant food
donation
Program to help businesses and restaurants find
resources that will accept food donations.
•Commercial Recommend

28. Diversion Recognition and
Rewards Program
Reward residents for participating in recycling. •M-F Modified

29. Product reuse/recycling
grants
Offer grants and/or subsidies to individuals and
businesses to develop businesses in the City that
reuse or recycle materials.
•S-F
•M-F
•Commercial
Modified

FACILITIES

30. Transform residuals Send all residual waste to a waste-to-energy facility.
•S-F
•M-F
•Commercial
•Government
Modified

31. MRF residual materials Send residual materials to mixed waste MRF for further sorting prior to landfilling or
transformation.
•S-F
•M-F
•Commercial
Eliminated

32. Resource Recovery
Park/Hard to Recycle
Center
Facility that accepts materials that are difficult to
recycle (e-waste, Styrofoam blocks, textiles,
etc.) and identifies reuse/recycle opportunities;
also works with manufacturers on take-back
programs.
•S-F
•M-F
•Commercial
•Government
Recommend

33. Alternative Technology
Facility
Utilize regional facility for processing of
residual waste into energy or other beneficial
use.
•S-F
•M-F
•Commercial
•Government
Recommend

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4.2 Recommended Strategies
The initial list of options was reviewed and evaluated by the City project team, and a final list of strategies was developed, incorporating the comments from all of the team members. A description of each of the recommended strategies is included below, and a summary table is included in Appendix C.

4.2.1 Mandatory
Mandatory requirements, new rules and ordinances can be the most effective strategies for achieving Zero Waste. The City will support these efforts through technical assistance, outreach and education, and reinforcement of desired behaviors. A description of these strategies is provided below.

4.2.1.1 Disposal Bans
To reduce discards that currently have recycling markets or uses, the City will consider product and material bans. Plastic water bottles, cardboard, yard trimmings and construction and demolition debris can be recycled, have available end-uses, and should not be disposed. These materials impact the collection system and take up space in landfills. The ban will start with government facilities, such as elimination of single-use water bottles at City facilities and events, and improved recycling of cardboard and landscaping debris.

4.2.1.2 C&D Ordinance Revision
Construction and demolition debris constitutes approximately 33% of the City’s overall disposal.

The existing ordinance requires all City-sponsored C&D projects, and all private C&D projects that are $50,000 or greater in value or 1,000 square feet or great to meet a minimum 70% diversion rate. This option will modify the existing Construction and Demolition Ordinance by increasing the diversion requirement from 70% to 90%. An amendment to the C&D ordinance will be required to implement the increased diversion requirements. The increase will be implemented in a phased approach, as follows:
• 75% in 2015
• 80% in 2020
• 85% in 2025
• 90% in 2030

4.2.1.3 Mandatory Diversion Rate
The City will adopt an ordinance establishing diversion mandates for the single-family, multifamily, commercial, and government sectors. The diversion mandates will be implemented in a phased approach, as follows:
• 75% in 2015
• 80% in 2020
• 85% in 2025
• 90% in 2030

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The effort will be supported by education and outreach and enforcement through tagging of bins with recyclables and/or stop service notices.

4.2.1.4 Mandatory Recycling in Hotels/Motels
There are approximately 30 hotels/motels in the City, and an estimated 600,000 visitors stay in hotels/motels annually, with an average length of stay of three nights.8 These visitors generate
waste during their stay, and may not be aware of or have opportunities to recycle their waste.

This ordinance will require all hotels and motels to implement a recycling program in guest rooms and common areas. The City will support the effort with education and outreach and technical assistance.

4.2.2 Collection
The Resource Recovery and Recycling Division is responsible for the collection of refuse, recycling, and yard trimmings from single-family, multi-family and commercial customers. Zero Waste collection initiatives that will be implemented by the Division include: mandatory food scraps participation for commercial and residential customers, mandatory commercial recycling, adding materials to the mandatory recycling of new materials, including mattresses, textiles, transitioning to bi-weekly collection of trash, wet/dry collection method, and bulky item collection. These initiatives are described below.

4.2.2.1 Require Commercial Food Scraps Collection
This policy represents a major shift from voluntary to mandatory participation in organics collection programs. It is intended to motivate all commercial generators within the City to separate organic materials from the waste they generate at their business, and place it in the appropriate organics collection container on a regular basis for collection. To effect this change, the City will need to develop and adopt a separate ordinance that requires waste generators to source separate organics from other waste, and set the organics out for collection.

The organics separation ordinance could be implemented in conjunction with or as a component of the mandatory commercial recycling ordinance (Option 7), or as a stand-alone ordinance. This ordinance will need to be carefully developed based on consideration of potential cost impacts on businesses and customers, and be consistent with City policy directives. The ordinance should be publicized adequately to inform all residents, businesses, and others of the intent and purpose of the ordinance.

This program requires availability of permitted compost facilities within the region that will receive, process, and market yard trimmings commingled with food scraps and other organic materials suitable for conversion to compost products. Before this program could be implemented on a citywide basis, the City will need to ensure that there is sufficient processing

8 Santa Monica 2011Tourism and Economic Fiscal Impacts and Visitor Profile, Santa Monica Convention and Visitor’s Bureau.

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capacity in the region to handle the increased organics tonnages that will be collected through the expanded brown bin program.

4.2.2.2 Require Residential Food Scraps Collection
This policy represents a major shift from voluntary to mandatory participation in organics collection programs. It is intended to motivate all residential generators within the City to separate organic materials from the waste they generate at their homes, and place it in the green collection container on a regular basis for collection. To effect this change, the City will need to develop and adopt a separate ordinance that requires waste generators to source separate organics from other waste, and set the organics out for collection.

The City will modify and expand its current food scraps collection program to include not only yard trimmings and food scraps, but also food-contaminated paper, and similar compostable materials. This program is designed to increase residential waste diversion by requiring residents to place food scraps and other organic materials in their green bins.

4.2.2.3 Expand Mandatory Commercial Recycling
Assembly Bill 341 (adopted by the California legislature in 2011) established a statewide goal of 75 percent by 2020 and requires commercial generators (with four or more cubic yards per week of solid waste) and multi-family complexes (with five units or more) to recycle. However, it does not specify the materials to be collected or the level of recycling services received. Many communities have adopted ordinances specifying recycling requirements for multi-family residential and commercial customers.

This policy expands upon the requirements of AB 341, to mandatory participation in recycling collection programs. It is intended to motivate all commercial waste generators within the City to separate recyclable materials from the waste they generate at their business, and place it in the appropriate blue bin or recycling collection container on a regular basis for collection. To effect this change, the City will need to develop and adopt a “Mandatory Recycling” ordinance that requires waste generators to source separate recyclables from other waste, and set the recyclables out for collection.

The recycling ordinance will need to be carefully developed based on consideration of potential impacts to business and customers, consistent with City policy directives, and publicized adequately to inform all residents, businesses, and others of the intent and purpose of the ordinance.

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4.2.2.4 Require Recycling of New Materials
This program allows the City to require the recycling of materials currently not collected in the blue bins from residential customers, including mattresses, carpet, and textiles. The materials could be added to the blue bin program, or alternatively, the City could collaborate with nonprofit or other private organizations to increase the availability of collection or drop-off centers for these materials in the City.

Adding new materials to the recycling program will require the availability of viable long-term markets to ensure the materials are recovered to the maximum extent feasible and have a positive market value. Some items are more suited to recovery and processing, while others do not have viable markets or processors to accept them. The City will work with processors and representatives of the recycling industry to identify market opportunities in the Southern California region for various materials that could be recycled. Once appropriate program parameters are established, the City will need to provide appropriate public outreach so that residents can easily identify the acceptable items for recycling.

4.2.2.5 Weekly Organics and Recycling Collection; Bi-weekly Refuse Collection The City collects refuse, recycling and organics (yard trimmings and food scraps) from residential customers on a weekly basis. This option will reduce the collection frequency of trash to every other week, while maintaining recycling and organics collection at once per week.

The program will be implemented initially for single-family residences, and phased in later for multi-family residences. The City will support the transition with outreach and education to residents.

It is anticipated the program will result in an increase in waste diversion, as organics comprise 47% of the single-family disposed waste stream, and 43% of the multi-family disposed wastestream. Reduced operations costs are also anticipated, based on results in other communities that have tested every other week refuse collection (e.g. Renton, Tacoma, and Seattle, Washington and Portland, Oregon). Other benefits of the program include fewer collection truck trips, which will reduce vehicle air, noise and green house gas emissions, and increased collection efficiency in terms of labor time, and maintenance.

4.2.2.6 Wet/Dry Collection
In a transition from the every other week collection, the City will re-route existing residential and commercial collections to keep “wet” discards (which include yard trimmings, food scraps and soiled paper, manure and other “putrescibles”) separate from “dry” discards, such as paper, glass, etc. Wet discards will be collected for processing through composting or anaerobic digestion, and dry products and materials will be reused, repaired or recycled. The dry waste routing and

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processing takes advantage of the recyclables generated by residents and business, makes recycling less dependent on changing customer behavior and can dramatically increase diversion.

It can also reduce disposal fees and increase revenues from the sale of recyclables due to the increase tons of materials recovered. It is anticipated the wet/dry collection will increase diversion by about 8% in the residential sector, and 6% in the commercial sector.

This program requires the availability of processing capacity in the region that can handle greater quantities of recyclables for separation and processing. This program requires availability of permitted facilities within the region that will receive, process, and market the organic materials.

Before this program could be implemented on a citywide basis, the City will need to ensure that there is sufficient processing capacity in the region to handle the increased recyclables and organics that will be collected.

4.2.2.7 Bulky Item Collection; Move-in/Move-out Program A significant source of trash is created when apartment dwellers move in and out of apartment buildings. Presently, the City provides bulky item collection Monday through Friday for a prearranged fee. The fee varies according to the size and weight of the item, and ranges from $50 for a small item to $250 or more for a major cleanup of debris and furniture pieces. Bulky items are limited to those large items that do not fit in a refuse container, such as: refrigerators, stoves, furniture and similar items. This service is available to both Residential and Commercial customers.

A new program will be implemented to provide excess waste pickup services for multi-family residents moving in/out of their homes. The purpose of the program is to reduce the frequency of illegal dumping in alleys and on curbs, and provide more convenient opportunity for residents to donate their materials for reuse and recycling. The City will collaborate with reuse entities (thrift stores, repair shops, and non-profits such as Goodwill Industries, Salvation Army, St.

Joseph’s Center, and American Cancer Society Discovery Shop) to repair, reuse, and resell appropriate bulky items that are currently being set out by residents for collection by the Division and landfilled.

The City recently entered into a service contract to establish Santa Monica SHARES, a program for the donation of items to non-profits and schools. The City will encourage residents to contact Santa Monica SHARES to donate useable items using the program’s online service.

Information on this program will be conveyed through annual mailers to multi-family residences, through the City’s web page and City events.

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4.2.3 Rate Setting
Changes to the rate structure can have a significant effect in motivating customers to participate in new programs, and to account for basic services and additional services. The City’s existing rate structure for single-family refuse collection is based on the number and size of carts (either 68 or 95 gallons). Unlimited carts are provided for recyclables and yard trimmings.

For multi-family dwellings, a similar fee structure is established for refuse collection, based on the size, number, and frequency of collection of 68, 95 or 300 gallon carts, or 2, 3, or 4 cubic yard bins. In addition, a per unit charge is assessed for each unit in the complex. Commingled recyclables are collected in 300-gallon carts or 2, 3, or 4 cubic yard bins, and are either designated to specific complexes or are shared. There is no separate charge for recycling.

Commercial customers are also charged for refuse collection based on the size, number and frequency of collection (68, 95 or 300 gallon carts, or 2, 3, or 4 cubic yard bins), and are assessed street sweeping charges, based on the water meter size. There is no separate charge for recycling.

The existing fees collected by the City pay for more than just refuse collections and disposal.

The fees are used to pay for collection and processing of recyclables, food scraps, yard debris and bulky items, as well as street sweeping, equipment, infrastructure, container replacements, support services, alternative technology studies, etc.

4.2.3.1 Implement Single-Family Integrated Waste Management Fee Structure The intent of this option is to reduce the risk to the city of its existing disposal oriented rate structure, and more accurately account for basic services and additional services. The fee structure will also provide further incentives for customers to increase recycling and reduce disposal. Under this type of fee structure, a basic service fee will be assessed for each singlefamily residence, and will include one cart each for trash, recycling, and organics. An additional charge will be assessed for additional refuse carts, with a lower additional charge for recycling and organics carts.

The advantages of this type of fee structure are increased diversion and decreased disposal, and a potential reduction in collections costs for the City collections operations. Although residents may be resistant to a change in their fee structure, the option aims to communicate the value of the services to the customers. It is anticipated this type of fee structure will result in a 4% increase in diversion in the single-family sector.

4.2.3.2 Implement Multi-Family and Commercial Sector Integrated Waste Management Fee Structure The goal of this option is to establish sufficient customer rate incentives for commercial and multi-family refuse customers to increase recycling and decrease refuse service. This policy will help to minimize the common industry practice of offering price incentives based on volume discounts to customers that subscribe for higher levels of refuse service, thereby creating pricing incentives for customers to shift to increased recycling services. It will also require full disclosure of the cost components of rates charged and eliminate the perception of “free recycling”.

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Refuse rate component: Commercial customer rates will be modified to reflect a uniform “per cubic yard” rate for the whole range of bin or container sizes and collection frequency offered to customers. The amount of the cubic yard (unit) rate will be established to ensure that sufficient revenues are generated to cover the City’s costs. For example, the City would charge a rate of $100 for a one cubic-yard bin collected once per week, the rate would be $200 for the one cubicyard bin collected two times per week, $400 for a four cubic-yard bin collected once per week, or $1,200 for a six cubic yard bin collected two times per week.

Recycling rate component: A recycling rate will be established under this fee structure, for example that is no higher than 75 percent of the refuse rate for service, as measured by the uniform “per cubic yard” rate for refuse service. If the City charges $100 for a one cubic yard bin of refuse, they would charge no more than $75 for a one cubic yard bin of commingled or source separated recyclables.

4.2.4 Upstream

4.2.4.1 Extended Producer Responsibility
Producer responsibility is a key strategy for achieving Zero Waste. Take-back requirements shift the costs of refuse from taxpayers to brand owners and producers. They also create a powerful economic incentive to redesign products and substantially reduce the use of toxic materials.

The City will consider the following problem materials for producer take-back:
• Materials that cannot be reused, recycled or composted and single-use items; and • Regulated materials (e.g., pharmaceuticals, sharps, batteries, fluorescent bulbs).

The upstream extended producer responsibility (EPR) initiatives call for the City to take an active role in advocating for legislation that requires product manufacturers, retail establishments, wholesale distributors and other appropriate entities to take back certain products or packaging that currently are difficult to recycle, contain toxics or otherwise pose problems when they are discarded as waste. The City will work with various federal, state and regional agencies and community groups to ensure that effective take-back programs are enacted into law, thereby enhancing the City’s goals to reduce the volume and toxicity of the materials entering the City’s waste stream.

The following are the priorities the City will focus on under this program:
• Advocate for legislation making businesses responsible for their products that contain toxics, such as pharmaceuticals, fluorescent lights, household batteries, treated wood, and other materials banned from disposal statewide
• Advocate for legislation making businesses responsible for their products that are difficult to recycle materials, such as disposable diapers, composite materials, tires, white goods, durable goods, plastic, and food packaging.

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• Advocate for legislation to incentivize manufacturers to use local reuse and recycling markets for the products they manufacture.

4.2.4.2 Packaging Legislation
The City’s Office of Sustainability and the Environment is presently working with Green Cities California to identify opportunities for packaging legislation. The option will further the City’s efforts of leadership by example and work towards regionalization of programs to address packaging. The goal of packaging legislation is to prevent or reduce the impact of packaging and packaging waste on the environment. Legislation will contain provisions not only for preventing packaging waste, but also the reuse, recovery and recycling of packaging waste.

Under this option, the City will advocate for packaging legislation making businesses responsible for their packages, including alternatives to expanded polystyrene containers, “peanuts” and “blocks” and plastic bags (statewide); and support for reusable shipping containers. The City will also support legislation to reduce packaging and to incorporate recycled content materials in all packaging.

4.2.4.3 Behavior Change Marketing
To significantly increase awareness of its existing and planned Zero Waste programs, the City will undertake a large scale media or social marketing campaign. The City will work closely with electronic and print media to encourage their coverage of the City’s goals, plans, and project implementation, and to challenge them to help engage the public in creative new ways. Funding programs on an on-going basis (over multiple five-year campaign periods) to educate target audiences about the new rules and changes is an important part of implementing Zero Waste.

This program will greatly enhance public awareness about where to reuse, recycle, and compost materials to keep them out of landfills, and encourage residents, businesses, workers, and visitors to fully participate in achieving a Zero Waste future.

A community-based social marketing program will be implemented to help change the culture and waste-related behavior in the City, with different messages targeted to different demographics using a wide assortment of tools. The City will work closely with electronic and print media to encourage their coverage of the City’s goals, plans, and project implementation, and to challenge them to help engage the public in creative new ways. This program will greatly enhance public awareness about where to reuse, recycle, and compost materials to keep them out of landfills, and encourage residents, businesses, workers, and visitors to fully participate in achieving a Zero Waste future.

Social marketing campaigns involve the systematic application of marketing alongside other techniques and tools to achieve specific social behavioral goals. Some of the best practices that have been developed include starting from a detailed understanding of the needs, desires and attitudes of the individuals concerned, researching the underlying reasons for certain behaviors and developing an “offer” that will be attractive given existing needs, values and other pressures such as peer group influences.

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There is also an important role for civic leaders and elected officials, to lead by example as exemplars of the new social norms. This requires clear and consistent messages from the City Council and City management and staff. Strategies for changing the norms of behavior include:
• Leaders who visibly encourage and reward successful innovation; • Focusing financial resources on innovation, including both public and private sources;
• Using incubator models for testing and piloting innovations; and • Establishing institutions to link small scale enterprises to larger organizations such as business and legislative bodies.

4.2.5 Downstream

4.2.5.1 Expand Single-use Carry Out Bag and Disposable Container Ordinance The City’s existing ordinances prohibit the distribution of single-use carry out petroleum and bio-based plastic bags by retail establishments; grocery, convenience and liquor stores; minimarts; pharmacies; and at City events. The City also prohibits the distribution of disposable food service containers made of nonrecyclable plastic or expanded polystyrene foam from all food providers and at City events. The ban applies to single-use disposable containers intended for serving or transporting prepared, ready-to-eat food or beverages.

This policy will establish a date to review the progress of the existing ordinances, and to set a goal date to expand the program to all retailers and restaurants. Expansion of the bans will further help to reduce the amount of plastic that ends up on the City’s beaches, reduce materials that go to the landfill, and reduce the amount of natural resources used to manufacture and transport the disposable products.

4.2.5.2 Multi-family Recycling Educational Outreach
This program will provide enhanced technical assistance to owners and managers of multi-family complexes in order to encourage them to initiate or expand recycling and waste reduction practices at their complexes, and to make tenants aware of the move-in/move-out program.

Technical assistance will include conducting on-site waste assessments to identify target materials for recycling and waste reduction, providing information on arranging for recycling services, and distributing appropriate outreach materials describing best practices for setting up or expanding recycling services. Technical assistance will help to minimize or overcome various obstacles to recycling faced by multi-family complexes (space constraints, labor and sorting requirements, lack of information or training, etc.). Technical assistance provided by the City will encourage more complexes to set up an effective recycling program that is suited to the complex’s site.

4.2.5.3 Self-haul Waste Origin Reporting
Misreported waste origin continues to be an ongoing problem for the City and throughout the region. The problem can impact a jurisdiction’s ability to accurately monitor and report disposal, and to plan for new policies and programs. In Santa Monica, it is estimated that over 10,000 tons

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per year of waste is misallocated to the City. The intent of this option is to establish regional cooperation between cities, counties, and facilities that are responsible for reporting the origin of waste. Through regional cooperation, a more efficient process should be established to track misreported waste, and reduce the time and resources spent by individual jurisdictions on this process. This option will be closely tied with the option for Regional Sustainability Collaboration described below.

4.2.5.4 Regional Sustainability Collaboration
There are several approaches to regional cooperation, including the formation of a regional Zero Waste Task Force and the development of inter-agency or interlocal agreements between neighboring communities. The approach will form the basis for establishing regional Zero Waste goals throughout Southern California. The City will support regional efforts in Zero Waste planning and will engage in dialogues with other cities to identify opportunities for regional coordination and to undertake project-specific regional opportunities. The City will explore possibilities through this process of developing regional Resource Recovery Parks, regional reuse, recycling and composting, and conversion technology infrastructure, and regional funding for Zero Waste.

4.2.5.5 Environmental Directory On-line version
The City provides an Environmental Directory booklet that includes a list of local resources for topics that range from energy efficiency programs to environmentally preferred purchasing. The booklet also includes resources for refuse, recycling, composting, and hazardous waste. The Directory was last updated in 2009, and has historically been provided in print form only. This option will create an on-line only version of the Directory, eliminating the print version entirely.

The on-line version will include new and/or updated resources, and will be made available and searchable on the City’s website.

4.2.5.6 Rewards Program
The City’s Sustainable Quality Awards (SQA) was developed to identify and recognize businesses in the City that are successfully incorporating sustainable practices into their operations. An annual event promotes the efforts of local businesses that have made significant achievements in the areas of sustainable economic development, social responsibility, and stewardship of the natural environment. This option will expand the City’s recognition of businesses to reward residents and businesses for developing programs in the City for reusing, repurposing, reducing, and recycling of waste. As part of this option, the City will initiate school waste reduction competitions, with rewards in the form of prizes, money, grants, etc. The City will coordinate with other civic organizations, such as the Chamber of Commerce, to identify grants and other funding opportunities. This intent of this option is to encourage community involvement in zero waste solutions, including individuals, business, schools and other institutions. The program may stimulate local job growth and markets for recovered materials, creating a new reuse industry in the City.

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4.2.5.7 Household Hazardous Waste (HHW) Collection at Public Events Presently, the RRR Division offers assistance to help organizations implement Zero Waste goals at their events. This program will entail placement and servicing of HHW collection containers at public events, and City events such as the Santa Monica Festival. This program will provide convenient opportunities for the general public to safely dispose of used batteries, mobile phones, and other HHW items.

4.2.5.8 Expand Items Collected In Recycling Cart
This program allows the RRR Division the ability to add new materials to the existing list of materials that can be placed in the recycling cart for collection by the City, including textile and other items. Adding new materials to the recycling cart will require that the City’s contracted recycling processor identify viable long-term markets to ensure that the materials are recovered to the maximum extent feasible and have a positive market value. The City will initiate discussions with its processor to identify market opportunities in the Southern California region for new materials that could be recycled. Once opportunities are identified and new materials are selected, the City will need to provide appropriate public outreach to residents and businesses.

Adding new materials will reduce the quantity of materials being disposed, create a convenient program to donate clothing and other materials for reuse and/or recycling, and provide the ability to divert specific hard-to-recycle items.

4.2.5.9 Centralized Garage Sales
The City presently schedules an annual citywide yard sale to promote waste reuse and repurposing. In addition, numerous yard sales are held privately throughout the City on a regular basis. The City has been considering and assessing the advantages and disadvantages of the citywide garage sales. This option will establish a program for residents to sell items in a centralized location, in lieu of the many garage sales that are typically held in the City. The program will be coordinated with the citywide yard sale event, and will be free and open to residents only. It is the intent of the program to encourage more residents to resell and reuse items before discarding them, and provide residents with limited space an opportunity to sell their items.

4.2.5.10 Business and Restaurant Food Donation
The many large businesses and restaurants in the City generate uneaten prepared foods that are typically disposed. Food comprises approximately 15% of the commercial waste stream. This program will help businesses and restaurants to find resources that will accept food donations.

This program will reduce the amount of food scraps that is landfilled, and provide a source of food for persons in need. The City will publish resources in the environmental directory for businesses wishing to donate food, and will provide information on the program on its website.

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4.2.6 Facilities

4.2.6.1 Regional Resource Recovery Center
Resource Recovery Centers (RRCs) can be small centers for drop-off of hard to recycle items, including mattresses, large blocks of Styrofoam, and textiles, or much larger facilities that include a reuse yard for building materials, and provide repair and refurbishment for reusable bulk items and other reusable materials delivered by the public. They can also handle HHW materials, brush, and other recoverable materials. The materials typically are brought in selfhauled loads by residents or businesses to a solid waste facility. Thus RRCs are usually developed at landfills or transfer facilities. Local facilities can redesign their sites to provide for a separate drop-off and staging area where the public can drop off their recoverable materials before proceeding to the designated tipping area. At some facilities, the diversion activity takes place after the fee gate and the public is required to separate materials for recycling and reuse. If users decide to proceed directly to the disposal area, they are required to pay an extra fee.

Reduced tipping fees at RRCs can provide a significant incentive to users. Most provide drop-off or buyback options for revenue-generating recyclables. Some charge lower rates for certain items (e.g., yard trimmings, clean fill).

Diversion levels and costs at RRCs can vary widely depending on the extent and type of the diversion activities. These activities can include public area drop-off for traditional recyclables (cans, bottles, and paper), salvaging materials from the tipping area at a transfer station or landfill (large pieces of metal, cardboard or wood), diverting reusable items (furniture, building materials, and household goods), and providing retail sales on site. In some locations, RRCs could be combined in “clusters” of reusable, recyclables, compostable, and special discards (including regulated materials and C&D). Each of the clusters would utilize different approaches to collecting and processing, requiring different trucks, equipment and handling. The cluster approach requires that the combined categories of materials be sorted at other locations. Some activities may be co-located at a landfill, but others may be off-site. The City may support these efforts through helping apply for grants, recruiting businesses and industries to use materials generated by Zero Waste programs, and promoting the use of the RRC.

4.2.6.2 Alternative Technology Facility
Based on Zero Waste research some type of future alternative technology is anticipated to be developed that will help meet Zero Waste goals. A number of emerging technologies are currently under consideration or in development with the potential to provide substantial increases in diversion rates. Examples of these emerging technologies include thermal and biological processes, including anaerobic digestion, gasification, and pyrolysis. In addition, although mixed material processing facilities are currently in operation throughout the U.S., developments and improvements in this technology over time should render increased efficiencies, better economical feasibility and higher diversion processing capabilities.

A number of jurisdictions in Southern California are evaluating the feasibility of developing alternative technology facilities for processing the residual waste into energy or other beneficial use. The County of Los Angeles and cities of Los Angeles and Glendale are some of the local

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jurisdictions that are continuing to evaluate the potential for implementation of such a facility.

It is reasonable to predict that within the planning horizon of the Zero Waste Strategic Operations Plan, some current emerging technologies will be commercially viable to support the City in achieving its Zero Waste goals. The City will monitor and support the development of a regional alternative technology facility for the processing of the residual portion of the waste stream into waste or other beneficial use.

4.2.6.3 Residual Processing
A portion of the City’s waste is presently transformed into energy at one of two permitted waste to energy facilities in Southern California. The City’s Zero Waste Strategic Plan includes policies and programs to reduce, reuse, recycle, and compost to the greatest extent possible the maximum amount of materials for beneficial reuse. It is estimated the City can achieve a 93% diversion rate with the implementation of the policies, programs and infrastructure described in the previous option. However, in the future, the City may continue to utilize transformation of residuals to achieve 95% diversion by 2030.

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5.0 Diversion and Greenhouse Gas Emissions Reduction Estimates

5.1 Diversion Estimates
Diversion estimates were prepared to identify the waste disposal reduction potential of each policy and program. The diversion estimates are based on comparable policies and programs implemented in other jurisdictions, research, and educated estimates. Table 5-1 summarizes the diversion by implementation phase. As indicated, based on the City’s 2012 diversion rate of 77%, it is estimated the City can achieve 94% diversion by 2030 through implementation of all the policies, programs and facilities identified; and 96% diversion with residual waste processing.

Table 5-1. Diversion Estimates by Implementation Phase
Phase/Year
Existing
(2012)
Short Term
(2013-2015)
Short to
Medium
Term
(2013-2020)
Medium
Term
(2021-2025)
Medium to
Long Term
(2021-2030)
Long Term
(2026-2030)
2030
(with Residual
Processing)
Estimated
Diversion 77% 80% 85% 86% 89% 94% 96%
A breakdown of the zero waste plan diversion increases by sector and phase is included in Table 5-2. As indicated, options to be implemented in the commercial sector will have the greatest impact on increasing diversion, followed by the multi-family and single-family sector programs.

The commercial sector programs with the greatest diversion potential include mandatory food scraps recycling, expanding the types of recycled materials collected, wet/dry collection, increasing the C&D ordinance diversion requirement, and behavior change marketing. For the residential sector, the options with the greatest diversion potential include mandatory food scraps recycling, mandatory diversion rate, behavior change marketing, and wet/dry collection. In the multi-family sector, the options with the highest diversion potential include implementing an integrated waste management fee structure, behavior change marketing, mandatory food scraps recycling, mandatory diversion rate, wet/dry collection, and converting to bi-weekly refuse collection.

The detailed calculations used for estimating the diversion potential of each of the policies, programs, and facilities considered by the City are included in Appendix D. The diversion estimates are presented in the presumed order of implementation. Each one builds on the program or policy preceding it, and assumes the available waste was reduced by the previous program. Several policies will require new ordinances and regulations which will require City Council action and time to implement. Zero waste is a design framework for reducing generation of waste and maximizing diversion, not a strict tonnage goal. By implementing the proposed policies, programs and facilities, the City will be striving towards zero waste, but there will still be some residual wastes that will be disposed.

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Table 5-2. Zero Waste Strategic Plan Diversion Estimates Estimated Diversion Increase (tons)
Total
Diversion
Rate
Increase
(%)
Residual
Processing
Diversion
(tons)
Total Diversion
Increase with
Residual
Processing
(tons)
Diversion
Rate
Increase
with
Residual
Processing
(%)
Short
Term
(2013-
2015)
Short to
Medium
Term (2013-
2020)
Medium
Term
(2021-
2025)
Medium
to Long
Term
(2021-
2030)
Long Term
(2026-2030)
Total
Diversion
Increase
(2013-2030)
SF
Residential 1,819 1,249 130 926 736 4,860 1.3% 1,248 6,107 1.7% MF
Residential 4,032 4,686 1,244 3,098 1,970 15,031 4.1% 3,377 18,407 5.0%
Commercial 5,528 5,113 4,672 6,201 10,546 32,060 8.8% 4,913 36,973 10.1% Self-Haul 0 6,142 0 0 4,134 10,277 2.8% 0 10,277 2.8%
Diversion
(tons) 11,379 17,190 6,046 10,225 17,387 62,227 9,537 71,765 Diversion
(%) 3.2% 4.7% 1.6% 2.8% 4.7% 17% 19.6%

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5.2 Greenhouse Gas Emissions Reduction Estimates
The U.S. Environmental Protection Agency (U.S. EPA) developed the Waste Reduction Model (WARM) to help planners and organizations track and voluntarily report greenhouse gas emissions reductions from several different waste management practices. WARM calculates and totals Greenhouse Gas (GHG) emissions for baseline and alternative waste management practices—source reduction, recycling, composting, and landfilling. The model calculates emissions in metric tons of carbon equivalent (MTCE), metric tons of carbon dioxide equivalent (MTCO2E), and energy units (million BTU) across a wide range of material types commonly found in municipal solid waste.

The WARM was used to estimate the amount of GHG emissions that can potentially be reduced through implementation of the programs and policies outlined in the Zero Waste Strategic Operations Plan. The GHG emissions reductions are calculated based on the program implementation timeline (i.e. short term, short-to-medium term, medium term, etc.). The long term programs include residual processing, modeled as combustion (waste-to-energy) in WARM, therefore the GHG emissions reduction shown is the resulting net effect.

Based on the estimated diversion rates in the Zero Waste Strategic Operations Plan, the City’s overall GHG emissions will be reduced by 18,573 MTCE by 2030. The GHG emissions reductions are shown in Table 5-3. The model assumptions and results are included in Appendix E.

Table 5-3. Zero Waste Strategic Plan Greenhouse Gas Emissions Estimates (MTCE) Source Short
Term
Short to
Med Term Med Term Med to Long Term Long Term Residual Processing Total SF
Residential (517) (255) (58) (307) (262) 98 (1,301)
MF
Residential (1,482) (1,438) (556) (1,094) (920) 189 (5,301) Commercial (1,935) (1,973) (1,249) (2,489) (3,037) 545 (10,138) Self-Haul - (1,153) - - (680) - (1,833)
TOTAL (3,934) (4,819) (1,863) (3,890) (4,899) 832 (18,573) Note: a negative value (i.e., a value in parentheses) indicates an emission reduction; a positive value indicates an emission increase

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6.0 Financial and Cost Analysis

6.1 Financial Analysis
The first steps in determining the selected zero waste programs’ costs and rate impacts involved developing an understanding of the Division’s operational and capital costs for existing programs and establishing a baseline. In order to develop the baseline data included in Tables 6-1 through 6-4, data was gathered from the City on solid waste related revenue and expense data, and shared cost allocation methodologies. (Appendix F).

The expense data provided by the City was categorized within specific cost categories for Direct Costs (the direct labor, equipment and other costs required for the collection activity), Material Handling Costs (the transfer, processing, and disposal costs associated with the post-collection handling of the collected material), and Administration and Overhead (the management, administrative, and other indirect overhead costs of the Division that is allocated back to each line of service). In addition to these collection costs, there are costs for programs and services performed by the Division which have been allocated among sectors based on estimates provided by Division staff. These programs/services costs, and the sector allocations, are listed below.

COST CATEGORY SECTOR ALLOCATION
Events Single Family 100%
Alley Crew Single Family 10%; Multi-Family 90%
Household Hazardous Waste Single Family 50%; Multi-Family 50% Outreach Calculated among sectors based on number of accounts Street Sweeping Commercial 100%
Public Litter Container Collection Commercial 100%
Bus Stop Litter Collection Commercial 100%

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Table 6-1. Solid Waste Program Baseline Analysis – All Sectors Table 6-2. Solid Waste Program Baseline Analysis – Single Family Sector * Includes expenses for Compost Bins/Giveaways, Events, Household Hazardous Waste, Alley Crew, and Outreach
Single Family Multi-Family Commercial Total
Labor $ 1,394,476 $ 2,243,936 $ 3,939,579 $ 7,577,991
Equipment $ 1,242,954 $ 1,718,448 $ 3,201,892 $ 6,163,294 Other $ 550,652 $ 786,368 $ 953,502 $ 2,290,522
Subtotal Direct Costs $ 3,188,082 $ 4,748,752 $ 8,094,973 $ 16,031,808 Direct Transfer $ 225,823 $ 414,487 $ 821,128 $ 1,461,439 Allocated Transfer $ 53,053 $ 84,320 $ 160,140 $ 297,513 Processing $ 234,074 $ (118,343) $ 137,734 $ 253,465
Disposal $ 442,492 $ 1,446,126 $ 2,682,622 $ 4,571,240
Subtotal Material Handling $ 955,442 $ 1,826,590 $ 3,801,625 $ 6,583,656 Subtotal Operations Costs $ 4,143,524 $ 6,575,342 $ 11,896,598 $ 22,615,464 Admin & Overhead $ 784,838 $ 923,740 $ 867,978 $ 2,576,556 Total Program Costs $ 4,928,362 $ 7,499,082 $ 12,764,576 $ 25,192,020 Total By Sector
Solid Waste Recycling Green Waste Other* Total
Labor $ 363,443 $ 402,854 $ 475,823 152,356$ $ 1,394,476 Equipment $ 349,026 $ 396,323 $ 450,381 $ 47,224 $ 1,242,954 Other $ 70,041 $ 346,561 $ 87,803 $ 46,247 $ 550,652
Subtotal Direct Costs $ 782,510 $ 1,145,738 $ 1,014,007 245,827$ $ 3,188,082 Direct Transfer $ 117,399 $ 4,079 $ 99,823 $ 4,522 $ 225,823 Allocated Transfer $ 27,610 $ - $ 25,443 $ - $ 53,053
Processing $ - $ (134,934) $ 365,237 $ 3,771 $ 234,074
Disposal $ 428,105 $ - $ - $ 14,387 $ 442,492
Subtotal Material Handling $ 573,114 $ (130,855) $ 490,503 $ 22,680 $ 955,442 Subtotal Operations Costs $ 1,355,624 $ 1,014,883 $ 1,504,510 268,507$ $ 4,143,524 Admin & Overhead $ 78,841 $ 131,558 $ 102,165 472,274$ $ 784,838 Total Program Costs $ 1,434,465 $ 1,146,441 $ 1,606,675 740,781$ $ 4,928,362 Single Family

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Table 6-3. Solid Waste Program Baseline Analysis – Multi-family Sector * Includes expenses for Household Hazardous Waste, Alley Crew, and Outreach Table 6-4. Solid Waste Program Baseline Analysis – Commercial Sector * Includes expenses for Outreach, Street Sweeping, Public Litter Containers, and Bus Stop Refuse Collection Solid Waste Recycling Green Waste Other* Total
Labor $ 1,327,221 $ 558,006 $ 63,915 $ 294,794 $ 2,243,936 Equipment $ 1,052,983 $ 480,484 $ 48,534 $ 136,447 $ 1,718,448 Other $ 242,340 $ 405,506 $ 10,883 $ 127,639 $ 786,368
Subtotal Direct Costs $ 2,622,544 $ 1,443,996 $ 123,332 $ 558,880 $ 4,748,752 Direct Transfer $ 387,629 $ 5,195 $ 9,664 $ 11,999 $ 414,487 Allocated Transfer $ 81,894 $ - $ 2,426 $ - $ 84,320
Processing $ - $ (153,261) $ 34,918 $ - $ (118,343)
Disposal $ 1,400,182 $ - $ - $ 45,944 $ 1,446,126
Subtotal Material Handling $ 1,869,705 $ (148,066) $ 47,008 $ 57,943 $ 1,826,590 Subtotal Operations Costs $ 4,492,249 $ 1,295,930 $ 170,340 $ 616,823 $ 6,575,342 Admin & Overhead $ 264,232 $ 169,335 $ 12,426 $ 477,747 $ 923,740 Total Program Costs $ 4,756,481 $ 1,465,265 $ 182,766 $ 1,094,570 $ 7,499,082 Multi-Family
Solid Waste Recycling Organics Other* Total
Labor $ 1,918,374 $ 649,706 $ 169,882 $ 1,201,617 $ 3,939,579 Equipment $ 1,392,244 $ 451,977 $ 136,189 $ 1,221,482 $ 3,201,892 Other $ 354,760 $ 377,236 $ 24,923 $ 196,583 $ 953,502
Subtotal Direct Costs $ 3,665,378 $ 1,478,919 $ 330,994 $ 2,619,682 $ 8,094,973 Direct Transfer $ 721,546 $ 4,812 $ 21,436 $ 73,334 $ 821,128 Allocated Transfer $ 151,187 $ - $ 8,953 $ - $ 160,140
Processing $ - $ (139,058) $ 182,266 $ 94,526 $ 137,734 Disposal $ 2,599,087 $ - $ - $ 83,535 $ 2,682,622
Subtotal Material Handling $ 3,471,820 $ (134,246) $ 212,655 $ 251,396 $ 3,801,625 Subtotal Operations Costs $ 7,137,198 $ 1,344,673 $ 543,649 $ 2,871,078 $ 11,896,598 Admin & Overhead $ 369,302 $ 188,190 $ 33,349 $ 277,137 $ 867,978 Total Program Costs $ 7,506,500 $ 1,532,863 $ 576,998 $ 3,148,215 $ 12,764,576 Commercial

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Packet Pg. 296 Attachment: 2014 Zero Waste Plan (6279 : Award Contract for 2024 Zero Waste Plan Update) city of santa monica
zero waste strategic operations plan

6.0 FINANCIAL AND COST ANALYSIS
6-4

6.2 Cost Analysis
The cost analysis is designed to assist the City in making planning-level decisions regarding the selection of appropriate programs for the Zero Waste Plan. The analysis considers two quantitative factors:
• Diversion potential (measured by tons per year); and, • Cost effectiveness (measured by the cost per diverted ton).

The estimates presented herein are not intended to calculate the precise results of each program.

The tables present a “low” and “high” estimate of the incremental change in the Division’s cost associated with the implementation of these programs. The range of costs is reflective of the range experienced in other communities that have implemented these or similar programs. The actual costs of the program will be impacted by general economic conditions during the implementation period, management decisions regarding the operations of each program, and customer behaviors that are too numerous to model. Instead, we estimated a reasonable range (as represented in the “Low” and “High” cost estimates in the Incremental Annual Program Costs/(Savings) and Incremental Annual Program Cost/(Savings) Per Ton in tables 6-1 through 6-4) for each of these measurements based on data provided by the City, data gathered from other companies and communities who are operating similar programs, and in-house data from other zero waste/high-diversion engagements. These planning-level estimates are intended to provide enough information for the City to evaluate the relative merits of each program in the development of the Zero Waste Plan.

Cost estimates are not inclusive of any indirect implementation cost associated with the development of implementation plans, general plan amendments, conduct of feasibility studies, or the process of procuring and negotiating the contracts associated with each program (if necessary). These are anticipated to be one-time costs incurred by the City. More precise cost estimates can be prepared during the implementation planning phase once decisions are made on issues such as program scope, facility operations, education and outreach, roles and responsibilities, and other factors.

Table 6-5 presents the incremental annual change in program costs, the estimated tons diverted by program, and the cost/(savings) per diverted ton for each of the selected programs. Details of the planning level cost estimate calculations for each program are included in Appendix G.

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Packet Pg. 297 Attachment: 2014 Zero Waste Plan (6279 : Award Contract for 2024 Zero Waste Plan Update) city of santa monica
zero waste strategic operations plan

6.0 FINANCIAL AND COST ANALYSIS
6-5
Table 6-5. Planning-Level Cost Estimates for Selected Zero Waste Programs

6.3 Customer Rate Impact Analysis
Using the cost analysis data, the percentage impact on existing customer rates for each of the selected program options was calculated. The rate impacts for each selected program are cumulative. The rate impacts are based on fiscal year 2013 budget data provided by the City, and cumulative future tonnage diversion assumptions developed by HDR. The “Low” and “High” rate impacts are illustrated in Table 6-6. Details of the rate impact calculations for each program are included in Appendix G.

PROGRAM PHASE

PROGRAM
TONS

DIVERTED
Residential Low High Low Midpoint High
Food Scraps Collection Short $ 90,346 $ 132,755 1,124 $ 80 $ 99 $ 118 Behavior Change Marketing Short $ 28,582 $ 60,418 410 $ 70 $ 109 $ 147 Weekly Organics and Recyclables Collection;
Bi-Weekly Refuse Collection Short-Med $ (157,402) $ (137,671) 504 $ (312) $ (292) $ (273) Wet/Dry Collection Med-Long $ (295,135) $ (252,622) 562 $ (525) $ (487) $ (449) Residuals Processing Long $ 10,716 $ 13,211 1,248 $ 9 $ 10 $ 11 Multi-Family Low High Low Midpoint High
Behavior Change Marketing Short $ 211,746 $ 375,609 1,549 $ 137 $ 190 $ 242 Bulky Item Collection; Move-In/Move-Out
Program
Short-Med $ 160,896 $ 230,483 176 $ 916 $ 1,114 $ 1,312 Weekly Organics and Recyclables Collection;
Bi-Weekly Refuse Collection Short-Med $ (229,434) $ (201,057) 2,694 $ (85) $ (80) $ (75) Food Scraps Collection - Cart Customers Medium $ 39,381 $ 58,132 476 $ 83 $ 102 $ 122 Food Scraps Collection - Bin Customers Medium $ 130,258 $ 300,681 463 $ 281 $ 465 $ 649 Wet/Dry Collection Med-Long $ (94,878) $ (81,319) 1,615 $ (59) $ (55) $ (50) Residuals Processing Long $ 29,006 $ 35,760 3,377 $ 9 $ 10 $ 11 Commercial Low High Low Midpoint High
Behavior Change Marketing Short $ (101,132) $ (44,065) 2,831 $ (36) $ (26) $ (16) Food Scraps Collection Medium $ 456,964 $ 615,261 3,975 $ 115 $ 135 $ 155 Wet/Dry Collection Med-Long $ (210,325) $ (185,492) 2,620 $ (80) $ (76) $ (71) Expansion of Mandatory Commercial Recycling Long $ 214,645 $ 355,382 906 $ 237 $ 315 $ 392 Residuals Processing Long $ 41,976 $ 51,750 4,887 $ 9 $ 10 $ 11

INCREMENTAL ANNUAL

PROGRAM COST/(SAVINGS)

INCREMENTAL ANNUAL PROGRAM

COST/(SAVINGS) PER TON

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Packet Pg. 298 Attachment: 2014 Zero Waste Plan (6279 : Award Contract for 2024 Zero Waste Plan Update) city of santa monica
zero waste strategic operations plan

6.0 FINANCIAL AND COST ANALYSIS
6-6
Table 6-6. Customer Rate Impacts for Selected Zero Waste Programs

PROGRAM PHASE
Residential Low High
Food Scraps Collection Short 3.1% 4.5%
Behavior Change Marketing Short 1.0% 2.1%
Weekly Organics and Recyclables Collection;
Bi-Weekly Refuse Collection Short-Med -5.4% -4.7%
Wet/Dry Collection Med-Long -10.1% -8.6%
Residuals Processing Long 0.4% 0.5%
Multi-Family Low High
Behavior Change Marketing Short 2.8% 5.0%
Bulky Item Collection; Move-In/Move-Out
Program
Short-Med 2.1% 3.1%
Weekly Organics and Recyclables Collection;
Bi-Weekly Refuse Collection Short-Med -7.8% -6.9%
Food Scraps Collection - Cart Customers Medium 1.3% 2.0% Food Scraps Collection - Bin Customers Medium 1.5% 3.4% Wet/Dry Collection Med-Long -1.3% -1.1%
Residuals Processing Long 0.4% 0.5%
Commercial Low High
Behavior Change Marketing Short -1.2% -0.5%
Food Scraps Collection Medium 5.2% 7.0%
Wet/Dry Collection Med-Long -2.4% -2.1%
Expansion of Mandatory Commercial Recycling Long 2.5% 4.1% Residuals Processing Long 0.5% 0.6%

RATE IMPACT

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Packet Pg. 299 Attachment: 2014 Zero Waste Plan (6279 : Award Contract for 2024 Zero Waste Plan Update) city of santa monica
zero waste strategic operations plan

6.0 FINANCIAL AND COST ANALYSIS
6-7

6.4 Program Impact Observations
The most cost effective programs are those that result in net cost savings. These programs are illustrated in Table 6-7.

Table 6-7. Most Cost Effective Zero Waste Programs Based on Incremental Annual Program Savings The other programs result in net cost increases. The most cost effective of these programs are those with the lowest cost per ton diverted. The programs in Table 6-8 are sorted from most to least cost effective based on the diversion achieved.

Program
Program
Tons
Diverted
Residential Low High
Weekly Organics and Recyclables Collection; BiWeekly Refuse Collection $ (157,402) $ (137,671) 504 Wet/Dry Collection $ (295,135) $ (252,622) 562
Multi-Family Low High
Weekly Organics and Recyclables Collection; BiWeekly Refuse Collection $ (229,434) $ (201,057) 2,694 Wet/Dry Collection $ (94,878) $ (81,319) 1,615
Commercial Low High
Behavior Change Marketing $ (101,132) $ (44,065) 2,831
Wet/Dry Collection $ (210,325) $ (185,492) 2,620
Incremental Annual Program
Savings

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Packet Pg. 300 Attachment: 2014 Zero Waste Plan (6279 : Award Contract for 2024 Zero Waste Plan Update) city of santa monica
zero waste strategic operations plan

6.0 FINANCIAL AND COST ANALYSIS
6-8
Table 6-8. Programs with Net Cost Increases Sorted by Lowest to Highest Cost Per Ton Residuals Processing Commercial 4,887 $ 10
Residuals Processing Multi-Family 3,377 $ 10
Residuals Processing Residential 1,248 $ 10
Food Scraps Collection Residential 1,124 $ 99
Food Scraps Collection - Cart Multi-Family 476 $ 102
Behavior Change Marketing Residential 410 $ 109
Food Scraps Collection Commercial 3,975 $ 135
Behavior Change Marketing Multi-Family 1,549 $ 190
Expansion of Mandatory Commercial Recycling Commercial 906 $ 315 Food Scraps Collection - Bin Multi-Family 463 $ 465
Bulky Item Collection; Move-In/Move-Out Program Multi-Family 176 $ 1,114 Program
Tons
Diverted
Program Sector
Incremental Annual
Program Midpoint
Cost Per Ton

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Packet Pg. 301 Attachment: 2014 Zero Waste Plan (6279 : Award Contract for 2024 Zero Waste Plan Update) city of santa monica
zero waste strategic operations plan

7.0 IMPLEMENTATION
7-1

7.0 Implementation
Implementation of the recommended strategies will be undertaken over an approximately 20 year period, from 2013 through 2030. During the implementation, the City will continue to evaluate the efficacy of each strategy, and modify the Plan as necessary to meet the zero waste goals and objectives, and to adjust to the changing social, environmental, and economic conditions within the City. An implementation schedule is presented in Exhibit 7-1.

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Packet Pg. 302 Attachment: 2014 Zero Waste Plan (6279 : Award Contract for 2024 Zero Waste Plan Update) city of santa monica
zero waste strategic operations plan

7.0 IMPLEMENTATION
7-2
Exhibit 7-1. Implementation Schedule
Period Program
Single
-
Famil
y
MultiFamilyCommercia
l
SelfHaul C&D
ShortTerm
Require Food Scraps Collection
Behavior Change Marketing
Environmental Directory On-line
Version
Integrated Waste Management Fee
Structure
Bulky Item Collection; MoveIn/Move-Out Program
Recycling Educational Outreach
Mandatory Recycling in
Hotels/Motels
Business and Restaurant Food
Donation
Santa Monica Shares /Bulky Item
Reuse and Recycling
Short to
MediumTerm
Regional Sustainability
Collaboration
Rewards Program
HHW Collection at Public Events
Centralized Garage Sales
Disposal Bans
Weekly Organics and Recyclables
Collection; Bi-weekly Refuse
Collection
Self-Haul Waste Origin Reporting
MediumTerm
Packaging Legislation
Extended Producer Responsibility
Regional Resource Recovery Center
Require Food Scraps Collection
Expand Single-Use Carry Out Bag
and Disposable Container Ordinance
Medium
to LongTerm
Wet/Dry Collection
Expand Items Collected in Recycling
Cart

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Packet Pg. 303 Attachment: 2014 Zero Waste Plan (6279 : Award Contract for 2024 Zero Waste Plan Update) city of santa monica
zero waste strategic operations plan

7.0 IMPLEMENTATION
7-3
Period Program
Single
-
Famil
y
MultiFamilyCommercia
l
SelfHaul C&D
Long-Term
Mandatory Diversion Rate
Require Recycling of New Materials
C&D Ordinance Revision
Expand Mandatory Commercial
Recycling
Alternative Technology Facility
Residuals Processing

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Packet Pg. 304 Attachment: 2014 Zero Waste Plan (6279 : Award Contract for 2024 Zero Waste Plan Update) City Council
Report
City Council Meeting: November 12, 2019
Agenda Item: 8.B
1 of 34
To: Mayor and City Council
From: Susan Cline, Director, Public Works, Resource Recovery & Recycling Subject: Adoption of Zero Waste Plan Update and Strategic Direction for Recycling Services
Recommended Action
Staff recommends that the City Council:

1. Adopt the 2019 Zero Waste Plan Update.

2. Receive staff analysis of curbside recyclable materials processing options and provide direction.

3. Receive staff analysis of community recycling options and provide direction.

Executive Summary
Santa Monica maintains a long-standing commitment to sustainability and fighting climate change. The City has committed to achieving Water Self-Sufficiency by 2023, Zero Waste by 2030, and Carbon Neutrality by 2050 or sooner. The City’s Sustainable City Plan first established a “zero waste” goal in 2010, originally defined as “recycling or reusing over 90% of all natural and man-made materials back into nature or the marketplace rather than sending those materials to landfills or similar disposal options.” This was followed by the Council adoption of the 2014 Zero Waste Strategic Operations Plan. The 2019 Climate Action and Adaptation Plan (CAAP) indicated achieving zero waste as a significant factor in reducing greenhouse gas emissions. Additionally, zero waste efforts align with two of the six Framework Priorities identified by Council in 2019 as the City’s overall strategic direction: 1) Climate Change; and 2) Engaged and Thriving Community. Implementing zero waste programs and policies that reduce waste while improving diversion from the landfills, organics1 processing, and recycling are

1Organics, or organic waste, means food waste, green waste, and food-soiled paper waste that is mixed in with food waste. The term should not be confused with the word “organic,” which refers to food produced without the use of chemical fertilizers, pesticides, or other artificial agents. https://www.calrecycle.ca.gov/recycle/commercial/organics

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Packet Pg. 305 Attachment: November 12, 2019 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update) 2 of 34
significant contributions to our community’s overall commitment to sustainability and wellbeing.

Adopted by Council in 2014, the City’s Zero Waste Strategic Operations Plan (Zero Waste Plan) provides an environmental policy framework to guide the City on its path of achieving zero waste (Attachment A). The Zero Waste Plan sets an ambitious goal of achieving 95 percent landfill diversion, or a disposal rate of 1.1 pounds per person per day by 2030. Now, five years after the plan adoption, a 2019 Zero Waste Plan Update is necessary to assess the City’s Zero Waste goal status, examine the implementation outcomes of the waste reduction and diversion strategies identified in the 2014 Zero Waste Plan, ensure the strategies are consistent with the newly adopted CAAP, and recommend Zero Waste priority actions for the next five years that not only advance the City’s sustainability goals but also comply with State environmental legislation as well as the dramatically-altered dynamics in the global recycling market triggered by China’s National Sword foreign recyclables policy of 2017.

The City’s pursuit of Zero Waste will ultimately be supported by four pillars:

1. continuing to actively advocate for strengthened Federal and State environmental requirements for extended producer responsibility2 and adequate support for ensuring the recycling industry can economically convert currently unusable materials as the City cannot successfully tackle this global waste problem on its own;

2. implementing the priority actions identified in the 2019 Zero Waste Plan Update, which highlight the need for the City to undertake bold local environmental policies and programs and invest in public education to drive behavior change;

3. securing contracts for recyclable materials transferring and processing; and

4. continuing to develop community recycling options.

2 Extended producer responsibility, or EPR, is a waste management policy approach that gives product manufacturers a significant financial and/or operational responsibility to produce environmentally friendly products and to ensure the end-of-use treatment or disposal of their products do not create significant environmental impact. https://en.wikipedia.org/wiki/Extended_producer_responsibility

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This report will be organized around those four pillars, beginning with a status update on the 2014 Zero Waste Plan, including the City’s work on legislative advocacy. What follows are the priority actions recommended in the 2019 Zero Waste Plan Update.

Finally, there will be a discussion of the City’s recycling services, including staff recommendations, next steps, and timeline. Due to the short-term nature of the City’s current recycling contracts and the need for uninterrupted recycling services to achieve our Zero Waste goals, staff is seeking direction on options to include in the bidding process for providing recycling services as an immediate next step.

Background
The City of Santa Monica is recognized as a local leader in combating global climate change. The City’s commitment and innovation are demonstrated in the City’s Sustainable City Plan and CAAP. Each plan identifies numerous focus areas including goals for water conservation, renewable energy, and zero waste. Specifically, the CAAP, adopted by Council in June 2019, includes the following eleven Zero Waste recommendations with the goal of reducing the City’s total carbon emissions by 3% in 2030:

1. Implement Citywide organics recycling

2. Zero Waste outreach and education

3. Institute wet-dry sorting system for businesses

4. Implement pricing signals to increase diversion

5. Increase construction and demolition debris diversion requirements

6. Implement material and landfill bans

7. Expand the reuse and repair economy

8. Foster a food waste prevention network

9. Incentivize reusable containers and packaging

10.Support and pilot extended producer responsibility programs

11.Explore waste-to-energy conversion technologies
In order to achieve the waste reduction and diversion goals, the City’s Resource Recovery and Recycling (RRR) Division and the Office of Sustainability and the Environment collaborated to develop a Zero Waste Strategic Operations Plan (Zero

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Packet Pg. 307 Attachment: November 12, 2019 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update) 4 of 34
Waste Plan) in 2014. In the Plan, Zero Waste means rethinking what consumers have traditionally considered as trash and instead treating all materials as valuable resources. In the context of the City’s goal, Wero Waste does not mean achieving absolute zero because some discards – medical waste, for example – are simply not recyclable. The City’s Zero Waste Plan defined the Zero Waste goal as “95% diversion by 2030, or a per capita disposal rate of 1.1 pounds per person per day.” This means diverting 95% more waste from landfill as compared to the City’s 2003-2006 average waste generation baseline of 21.8 pounds per person per day as benchmarked by the California Department of Resources Recycling and Recovery (CalRecycle), or reducing the per capita waste disposal rate to 1.1 pounds per person per day by 2030. Per the 2014 Zero Waste Plan, that target could be achievable through programs, policies, and actions within the following six goal areas:

1. Waste reduction

2. Environmental benefits

3. Economic benefits

4. City leadership

5. Producer Responsibility

6. Zero waste culture change
On the state level, recycling is mandatory in California through various environmental legislation such as AB 939, AB 341, AB 1826, and SB 1383 (Attachment B). Essentially, these laws require local governments to implement programs in the following order of priority: 1) reduce waste generation (i.e. source reduction); 2) mandate recycling and composting; and 3) ensure environmentally safe disposal. Each of these mandates have requirements for the City to provide recycling and organics programs, outreach and education to its constituents, and report compliance progress to CalRecycle every year through the Electronic Annual Report.

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There are also global factors at play. In 2017, China’s National Sword policy imposed extremely stringent contamination or residual3import restrictions on all foreign recyclables, triggering a significant disruption in the recycling market around the world prompting a drastic change in recyclable commodity values and recycling cost structures. While an unexpected and abrupt decision, it reflected a reality that much of the materials shipped to China were contaminated or not actually economically recyclable under current market conditions.

When China stopped accepting millions of tons of recyclable materials from the United States, California – which had historically exported 60% of its recyclable materials to China – has especially suffered from this sharp decline in recyclable commodity pricing due to shrinking demand and increased scrutiny to eliminate contaminants from the recycling stream. Since National Sword, other countries have followed China’s lead and tightened their import restrictions for recyclable materials. Further details of the National Sword policy as well as the global and local recycling climate can be found in the August 14, 2018 staff report (Attachment C) and the May 28, 2019 staff report (Attachment D).

The global shift in the recycling industry is having a profound effect on the local market.

This was demonstrated in 2018, when the City’s recyclable materials processor’s contract shifted from a $300,000 annual revenue stream to a $275,000 annual expenditure. When the contract expired in May 2019, City Council directed staff to reject all recycling proposals, procure interim services to transfer and process curbside recyclable materials off-site beginning July 1, 2019, and present additional longer-term curbside recyclable materials processing and community recycling options at a future Council meeting (Attachment D). The City experienced another drastic increase in expense for interim recycling services, as the costs of the interim services are expected to reach approximately $2 million in FY 2019-20, including up to $600,000 in transfer costs to haul the materials to a recyclable materials processing facility outside of the

3 Recycling contamination, or recycling residual, are traditionally defined as non-recyclable items in the recyclable materials stream.

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City and up to $1,470,000 in processing costs for the facility to sort, process, and market the materials.

The City’s sustainability goals, the State’s environmental mandates, and the impacts of the global shift in the recycling industry on the local marketplace for recyclables all necessitated a thorough review of the City’s Zero Waste Plan to ensure long term strategies remain relevant, prudent, and feasible to achieve the City’s waste diversion goals by 2030.

Discussion
Staff engaged R3 Consulting Group (R3 Consulting), a solid waste advisory firm, to update the 2014 Zero Waste Strategic Operations Plan. The update includes an evaluation of the Zero Waste progress to date, the creation of a modified and more realistic zero waste roadmap that takes into consideration the fluidity of the recycling commodity marketplace, and recommendations for specific priority actions to implement over the next five years to move towards achieving zero waste. A copy of the 2019 Zero Waste Plan Update is attached (Attachment E).

Status of Zero Waste Goals
Based on R3 Consulting’s analysis of the City’s waste data and solid waste operation, the City’s CalRecycle diversion rate equivalent was estimated at 76% in 2018 and the per capita disposal was approximately 5.3 pounds per person per day. It should be acknowledged that this admirable diversion rate was predicated on the good faith belief that the recycling market was leading to the reuse of materials shipped abroad which subsequent developments has undermined.

Although a 2018 Santa Monica Resident Survey commissioned by the City and conducted by Goodwin Simon Strategic Research indicated the City’s trash and recycling services achieved the overall highest customer satisfaction of all City services with an 86% satisfaction rating, three of the six goal areas detailed in the 2014 Zero Waste Plan were not met and the other three goal areas were only partially met. In the context of meeting the demands of day-to-day customer service satisfaction, insufficient

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Packet Pg. 310 Attachment: November 12, 2019 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update) 7 of 34
capacity was devoted to long-term strategic planning and Zero Waste plan implementation. Capacity was affected by staff turnover and inadequate financial and staffing resources.

1. Waste Reduction – Not Met. While the 2014 Plan used both a 1.1 Pounds per Person per Day (PPD) per capita disposal rate as well as the CalRecycle’s diversion equivalent methodology as set by SB 1016 of “diverting 95% more waste from landfill than the City’s 2003-2006 average waste generation rate” as the City’s Zero Waste goals, R3 Consulting strongly advised using only the 1.1 PPD calculation as a more trackable metric that both accurately reflects the City’s zero waste progress and is also easy to communicate to the general public. With the PPD calculation staying relatively stagnant at 5.3 PPD in 2018 (it was 5.2 PPD in 2014), the City is unlikely to meet the 3.6 PPD milestone in 2020.

More proactive and aggressive zero waste policies, programs, and actions will be necessary in order to meet the City’s 1.1 PPD goal by 2030.

One of the waste reduction strategies identified in the 2014 Zero Waste Plan that was not fully implemented was the wet/dry collection program. The Plan suggested the possibility of the City changing from its default three-stream collection system of landfilled waste, recyclables, and organics to a two-stream system of “wet” discards (e.g. food waste, green waste, animal waste, etc.) versus “dry” discards (e.g. recyclable materials and other dry mixed garbage).

Wet discards would be composted or organically processed, whereas dry discards would be sent to a recyclable materials processor to be further sorted for recycling potential. The idea was wet/dry collection could have the possibility of dramatically increasing diversion by being less dependent on changing consumer behavior because the recyclable materials processor would do the sorting. It was also suggested that wet/dry collection could lead to an increase in City revenue due to the higher amount of materials recovered and sold.

Unfortunately, this is currently no longer the case with the City now having to pay to recycle. Subsequent to the 2014 Zero Waste Plan adoption, the City implemented a pilot wet/dry collection program for approximately 40 businesses

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Packet Pg. 311 Attachment: November 12, 2019 Staff Report (6279 : Award Contract for 2024 Zero Waste Plan Update) 8 of 34
of mostly cafes and restaurants on Main Street. The result was dismal: field observations revealed an almost identical mix of materials in both the organics and the recycling dumpsters. The conclusion was there was general confusion about what type of materials are considered “wet” or “dry” because the concept is inconsistent with the traditional three-stream waste system of trash, recycling, and organics with which most people are familiar. This led to contamination in both waste streams and an increase in the City’s processing costs. Therefore, R3 Consulting recommended keeping the City’s current three-stream collection system and continue to focus on tried-and-true zero waste strategies, such as mandatory recycling and organics programs, education, and community outreach before exploring a new collection system that the industry is not pursuing.

2. Environmental Benefits – Partially Met. By deploying a Resource Recovery and Recycling collection fleet that is run on compressed natural gas, the City has made significant progress in meeting its greenhouse gas (GHG) emissions reduction goal of 50% GHG reduction by 2015 and 100% conversion of the fleet to clean and renewable fuels. However, this goal was only partially met as evident by the amount of GHG-emitting discarded materials that remain landfilled instead of diverted. Since it can be difficult to track GHG reduction goals, it is recommended this goal be reframed to focus on reducing the amount of landfilled materials. Through the City’s alternative fuel fleet goals, the Resource Recovery and Recycling operation will continue to pursue electric vehicle options.

3. Economic Benefits – Not Met. The 2014 Zero Waste Plan set a goal of 20% increase in job creation related to waste prevention and recycling and five new local market partnerships by 2020. Data for new job creation was not available, although it is unlikely the 20% increase goal was met. Two valuable local sustainability partnerships – Global Green and Sustainable Works – were established, and it is recommended the City continue to increase additional partnership opportunities on the local level.

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4. City Leadership – Partially Met. The measurement for City leadership meant implementing zero waste programs at City buildings and facilities to achieve an 80% diversion by 2015. Although diversion data at City facilities was not tracked, Resource Recovery and Recycling staff removed desk-side garbage cans from all City employee workspaces and added recycling and compost stations with clear signage in City offices to educate staff about zero waste and instill behavior change. Field observation confirmed most City offices now have a zero waste station with trash, recycling, organics containers available. It is recommended the City track the collection services available at City facilities annually and continue to monitor progress and identify improvement opportunities.

5. Producer Responsibility – Partially Met. This goal aligns with the first pillar in the City’s efforts to achieve zero waste, which is to continue supporting Federal and State legislation that requires extended producer responsibility (EPR), such as limiting single-use plastics and raising the minimum percentage of recycled plastic required in water bottles, and adopting local EPR policies. The City partially met this goal by passing a formal resolution in 2009 supporting statewide producer responsibility in partnership with the California Product Stewardship Council (CPSC) and partnering with CPSC again in 2018 to advocate for the passage of SB 212, which requires EPR for pharmaceuticals. The skyrocketing cost of recycling and shifting global recycling landscape are forcing the American recycling industry, lawmakers, and local governments to stop externalizing our waste problem and rethink how to fix the broken local system. It is recommended the City continue to support Federal and State EPR legislation while developing local policies that promote responsible material packaging.

6. Zero Waste Culture Change – Not Met. The targets set by the 2014 Plan defined a culture change towards zero waste as 80% participation in recycling programs by 2015, and the City’s estimated recycling participation rate in 2018 was around 40%. This goal can be achieved by mandating recycling and organics programs and through on-site technical assistance, which are two of the

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priority actions recommended in the 2019 Zero Waste Plan Update that will be discussed in the next section.
2019 Zero Waste Plan Update
According to calendar year 2018 data, people who live in the City produce over 5.0 pounds of landfilled materials per person per day. Since the City’s Zero Waste goal is to reduce that number to 1.1 pounds per person per day by 2030, the City needs to drastically reduce the amount of landfilled waste in order to meet its goal.

Disposal in Tons and Pounds Per Person Per Day (PPD) by Year All of us play a part in helping the City reach its zero waste goal of 1.1 pounds of trash per person per day by 2030.

The City’s primary area of potential to reduce landfilled waste would mostly come from recovering recyclable and compostable materials currently being disposed of and sent to landfills. According to the 2014 State Waste Characterization Study, the bulk of the City’s landfilled waste is comprised of organics and recyclable materials – paper and plastic, for example – that could have been reduced or captured for recycling.

Furthermore, multi-family residents (i.e. people who live in townhomes, condominiums, and apartments) and commercial customers are the largest waste generators in the City. Accordingly, these two sectors also possess the highest potential of reducing landfilled waste and helping with the City’s Zero Waste goal.

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Estimated Contents of the City’s Landfilled Waste by Sector Most materials that are thrown in the trash are in fact organics or recyclables that could have been composted or recycled. Public education will be emphasized among multi-family and commercial customers as they generate the highest amount of recoverable materials.

Based on an analysis of the City’s available data, the 2019 Zero Waste Plan Update focuses on strategies that target reducing excessive landfilled waste, recovering edible food, organics, and recyclables that can be diverted from landfills, and public education efforts to promote the importance of waste reduction as well as proper recycling and organics processing practices. These strategies will form the second pillar in the City’s efforts to reach its zero waste goals.

The 2019 Zero Waste Plan Update recommends a short and curated list of priority actions for the City’s mission towards Zero Waste over the next five years:

1. Create, Implement, and Enforce a Comprehensive Zero Waste Ordinance – Create a strong zero waste policy framework by creating new ordinances and updating the municipal code to require mandatory recycling and organics processing, enhanced construction and demolition debris recycling, and a phased single-use plastic ban that eventually expands beyond plastic food ware. Santa Monica has been a leader in adopting local laws banning plastic bags, single use food ware, and plastic straws. Santa Monica was one of the first cities to ban polystyrene food service containers in 2007 and single-use plastic bags in 2011. In

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2018, the City continued its leadership in this area by requiring disposable food service ware items including straws, utensils, stirrers, lid plugs, plates, trays, bowls, and containers to be marine degradable. It is recommended the City consider expanding the ordinance to include additional source reduction requirements while continuing to focus on increasing public awareness on the existing ordinance through public outreach, education, and proactive enforcement. This approach, like the City’s earlier actions, may spur widespread adoption of similar policies and/or state or national legislation and regulation.

2. Create, Implement, and Enforce an Edible Food Recovery Program – Require grocery stores, hotels, and larger restaurants to donate edible food through food recovery organizations instead of discarding them in the trash. Provide education materials, on-site technical assistance, and continuous education and compliance enforcement of food establishments. This recommendation complies with SB 1383, which requires Tier One edible food generators – grocery stores that are 7,500 square feet or larger, food service distributors, and wholesale food markets – to participate in food recovery and keep records of who collects and receives its edible food, frequency and quantity collected, and have written agreements with food recovery services by 2022. This priority action also satisfies SB 1383 requirements for local jurisdictions to implement inspection and compliance programs for organic waste generators, edible food generators, and edible food recovery organizations by 2022.

3. Provide Proactive Technical Assistance and Community Engagement – This is the most important priority action because it can provide the highest diversion potential if fully implemented and supported with adequate staffing and resources.

The 2019 Zero Waste Plan Update recommends providing in person, on-site assistance to all customers – with a special focus on commercial customers and multi-family residents as they generate the highest portion of recoverable materials – to assess needs and barriers at their locations and provide solutions, right-size collection service levels, and identify opportunities for increased recycling and organics diversion. This may mean deploying City staff to the kitchens inside

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restaurants and grocery stores and providing hands-on training, information, and signage to food preparation staff and observing how food waste is handled. This may also mean meeting with apartment and condominium building owners on-site to evaluate available space for container placement, perform waste audit and contamination assessment, or increase or decrease the number and size of various containers needed. This action emphasizes public education through on-the-ground training and customer support and having a strong community presence in outreach activities.

4. Develop and Implement a Zero Waste Communications Plan – Zero waste requires a mindset shift in people’s consumption behaviors and waste generation activities. Accordingly, this action recommends creating and executing a comprehensive and strategic communications plan to educate people who live, work, and visit Santa Monica on zero waste through enhanced content on the City’s website, blog, social media, outreach campaigns, signage, videos, and print literature.

Striving for Zero Waste requires bolder upstream4 environmental policies and more robust recycling and organics programs (Priority Actions 1 and 2), as well as a commitment to public education (Priority Actions 3 and 4). While legislators and product manufacturers are gradually making progress on upstream solutions, such as responsible material packaging, consumers have the power to make more mindful choices in everyday consumption habits. The City can reinforce those choices through consistent and continuous education and outreach efforts to promote the Zero Waste Hierarchy, a sustainability concept that promotes environmental actions from the most favorable to the least favorable.

Realistically, reliance on recycling is far more challenging than anticipated. Much of the industry-sponsored labelling system fostered the notion that if waste material carried a number with a recycling symbol that it could be dropped in the right bin and would

4 Upstream strategies refer to policies that promote responsible manufacturing and purchasing decisions on the front end in order to conserve resources and prevent excessive waste in the downstream.

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reliably be recycled. In fact, cheap virgin commodity prices, including for petroleum, have made recycling of plastics and other products and packaging materials economically infeasible for the foreseeable future absent major national investment in improved and/or subsidized recycling technology and production.

The “zero waste” mindset shift: Reduce first by refusing or rethinking our consumption choices. Then Reuse. Then Recycle.

In order to successfully implement local priority actions, additional resources will be needed for program continuity, engagement, and buy-in that was lacking in the implementation of the 2014 Plan. The development of a Zero Waste Action Team is identified as its own priority action in the 2019 Zero Waste Plan Update. R3 Consulting recommends the equivalent of a seven-person Team is needed to achieve our goals by 2030. Staff are examining various models the City could pursue to provide the needed resources. Alternatives being explored include developing partnerships with non-profits and other organizations, leveraging existing resources in the Office of Sustainability and the Environment and other potential City partnerships. These alternatives are being evaluated in-line with the goals outlined in City’s Fiscal Years 2019-21 Operating Budget to ensure continued excellent service and safety to our community while maintaining fiscal balance in a changing economy and eliminating the threat of our

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unfunded pension liability. Staff will return with more information on how to resource the Zero Waste Action Team in the spring of 2020 within the presentation of the solid waste rate study discussion.

Preliminary analyses indicate that the implementation cost of the priority actions recommended in the 2019 Zero Waste Plan Update would be approximately $1 million annually, including in-house staffing as described above and other operational expenses. A solid waste rate study is currently underway to analyze the exact rate impacts.

Full implementation of the recommended priority actions identified in the 2019 Zero Waste Plan Update could result in a 24% reduction in the City’s overall landfill disposal in five years. Specifically, the current per capita disposal level, or PPD, of over 5 pounds of landfilled materials per person per day could be reduced to 3.8 pounds PPD by 2024.

Reaching 3.8 PPD is a step towards the City’s ultimate goal of 1.1 PPD by 2030. It also means the City must continue to evaluate the efficacy of each priority action recommended in the 2019 Zero Waste Plan Update and conduct another zero waste reassessment within the next five years to assess progress and identify additional, and potentially more aggressive, zero waste actions for implementation in a 2024 Zero Waste Plan Update.

Community Outreach
To properly inform the community on the Zero Waste Plan Update, Resource Recovery and Recycling staff, with the support of R3 Consulting, developed and implemented a broad-reaching public outreach strategy with the following objectives:
• Increase public awareness and understanding of the City’s zero waste goal by 2030;
• Provide a statistical status update on the City’s zero waste progress in per capita disposal since the inception of the original 2014 Zero Waste Plan;

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• Illustrate the diversion rate and the contents of landfilled materials by customer sector (commercial, multi-family dwelling, and single-family dwelling) with the purpose of highlighting areas of opportunities for diversion improvement; • Explain the priority actions detailed in the 2019 Plan Update, communicate the importance of each action towards the City’s zero waste goal, and answer questions and concerns within the updated plan; and
• Provide transparent information, debunk myths, and answer questions about the current state of recycling. Reaffirm the City’s commitment to recycling and public education.

Public outreach efforts for the Zero Waste Plan Update included developing a fact sheet (Attachment F) and a presentation (Attachment G), meeting with the Task Force on the Environment, conducting a community survey at the COAST event (Attachment H), attending neighborhood and civic/business group meetings, and soliciting written comments after the community meetings. Staff will present a summary of all written comments received at the Council presentation on November 12, 2019.

City staff and R3 Consulting presented a preliminary draft of the Zero Waste Plan Update to the Task Force on the Environment (Task Force) at its May 20, 2019 meeting. The purpose of the meeting was to present initial findings and strategy ideas and seek early feedback from the Task Force for the development of the final Zero Waste Plan Update. Suggestions from the Task Force included more data analysis on waste stream and customer type for targeted zero waste strategies, a focus on multifamily dwelling organics and recycling programs, and the development of a focused list of zero waste strategies with an efficacy assessment of each action as opposed to a large and unorganized “buffet menu” of strategies. After completing additional research and analysis as well as meeting with members of various neighborhood and business/civic groups, City staff and consultants finalized the Zero Waste Plan Update and presented the recommended priority actions to the Task Force on October 21, 2019. At the October 21 meeting, the Task Force passed a motion to recommend the City Council adopt the 2019 Zero Waste Plan Update.

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Staff conducted a community survey at the Resource Recovery and Recycling booth at the COAST event on September 15, 2019. Overall, survey participants strongly support the City’s zero waste policy and programming. An average of 78% of the participants rated the priority actions proposed in the Zero Waste Plan Update as “very important” in contributing to zero waste. Additionally, the survey respondents highlighted social media, the City website, local newspapers, and the City newsletter, Seascape, (in that order) as the most accessible way for them to learn about the zero waste lifestyle.

Finally, at the time of this report Resource Recovery and Recycling staff and R3 consultants have met with 210 community stakeholders from 19 different neighborhood groups and civic/business groups in the months of October and November 2019 to discuss the Zero Waste Plan Update. All groups acknowledged the importance of zero waste to environmental health and climate change, and most agreed public education and on-the-ground technical assistance are critical and necessary in successful zero waste program implementation.

Community Outreach Efforts, May through November 2019
Group/Event Business/
Civic
Groups
Community
Event
Gov’t Task
Force
Neighborhood
Groups
Buy Local Santa Monica Committee X
Business Improvement District
(BID) Leaders
X
COAST Event X
Community Corp Santa Monica X
Downtown Santa Monica, Inc. X
Friends of Sunset Park X
Main Street Merchants Association X
Montana Avenue Merchants
Association
X
North of Montana Association X
Northeast Neighbors X
Ocean Park Association X
Pico Neighborhood Association X
Santa Monica Chamber of
Commerce
X
Santa Monica Green Team X

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Santa Monica Mid City Neighbors X
Santa Monica Pier Corporation X
Santa Monica Place X
Santa Monica Travel and Tourism X
Sustainable Works X
Task Force on the Environment X
Wilshire/Montana Neighborhood
Coalition
X
Curbside Recyclable Materials Transferring and Processing Establishing the City’s recycling contracts is a critical and immediate next step in sustaining and advancing the City’s work toward achieving zero waste, and it represents the third pillar of the City’s zero waste efforts. Currently, the City has two interim contracts to transfer and process curbside recyclable materials off-site through December 2020. Due to the short-term nature of these contracts and the need for uninterrupted recycling services to achieve our zero waste goals, staff is seeking direction on options to include in the bidding process for providing recycling services in the longer-term. This section of the report provides an analysis of on-site versus off-site recyclable materials processing options for Council’s consideration.

The chart below illustrates the difference between on-site versus off-site curbside recyclable materials processing:

Essentially, both on-site and off-site recyclable materials processing involve the City’s Resource Recovery and Recycling personnel collecting materials from residential and commercial customers. Both options require the service of third-party contractors after

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collection because the City does not own a Materials Recovery Facility (i.e. MRF, pronounced as “merf”). A MRF is a specialized plant that receives, separates, and prepares recyclable materials for marketing to end user manufacturers.

On-site recyclable materials processing means the City would utilize a private contractor to operate a MRF on City property, bypassing the need to transport (i.e. transfer) the materials to a MRF outside of the City. The materials would be transported after sorting.

Off-site recyclable materials processing means the City would contract for transferring materials before processing occurs, and processing services would occur at a non-city facility.

A Materials Recovery Facility, or MRF, is a busy operation that receives, separates, and prepares recyclable materials for marketing to end-user manufacturers.

Santa Monica City CouncilApril 9, 2024

Santa Monica City Council
April 9, 2024