Agenda packet — Santa Monica City Council, April 23, 2024 (part 2 of 4)

CITY OF SANTA MONICA, CALIFORNIA
Changes in Net Position
Last Ten Fiscal Years
152

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nt A - Annual Comprehensive Financial Report [Revision 1] (6251 : Present Annual Comprehensive Financial Report TABLE 2
2022-23 2021-22 2020-21 2019-20 2018-19 2017-18 2016-17 2015-16 2014-15 2013-14

CITY OF SANTA MONICA, CALIFORNIA
Changes in Net Position
Last Ten Fiscal Years
(continues from previous page)
Business-type activities:

Charges for services:

Water 37,747,817 34,281,775 29,638,341 27,872,084 26,851,412 25,946,122 24,280,023 22,311,686 22,664,712 22,902,640 Resource recovery and recycling 29,033,038 27,347,038 26,842,779 27,630,068 27,444,457 26,393,055 25,953,777 26,831,010 24,425,879 23,271,775 Community broadband 3,227,637 2,779,595 3,299,401 3,301,563 2,489,716 2,200,733 1,924,777 — — — Pier 8,793,254 6,909,894 3,164,586 8,547,985 9,188,924 8,453,618 8,202,073 7,443,351 6,813,625 5,953,173 Wastewater 21,118,917 19,249,781 17,330,719 18,366,169 19,626,512 19,802,308 20,221,930 19,316,170 20,162,516 21,033,699 Airport 17,268,226 17,306,908 15,946,198 16,148,655 15,690,488 14,132,521 13,149,493 8,679,711 5,897,240 5,396,797 Storm water management 1,379,997 1,419,613 1,609,230 1,370,311 1,515,810 1,462,683 1,869,476 1,500,877 1,458,352 1,395,628 Cemetery 2,490,123 2,763,983 2,443,201 1,789,748 1,730,351 2,043,185 1,713,212 1,501,371 1,604,607 1,325,778 Big Blue Bus 9,233,294 12,320,388 5,366,846 14,194,438 16,313,026 25,552,378 19,202,854 19,895,338 16,664,916 17,060,923 Operating grants and contributions 62,677,568 58,306,953 63,900,481 59,740,351 59,339,434 44,278,243 48,313,010 48,652,428 47,098,487 40,691,095 Capital grants and contributions 10,816,878 16,080,850 4,623,832 10,047,937 23,851,525 17,959,046 23,062,625 23,924,743 10,333,281 28,431,734 Business-type activities program revenues 203,786,749 198,766,778 174,165,614 189,009,309 204,041,655 188,223,892 187,893,250 180,056,685 157,123,615 167,463,242 Total primary government program revenues 410,022,702 388,206,199 339,689,043 358,133,694 378,924,840 362,531,561 362,306,863 376,034,675 319,379,532 328,966,764 Net (expense):

Governmental activities (398,573,580) (226,471,532) (336,773,395) (344,294,682) (313,231,250) (309,160,166) (240,510,655) (208,145,096) (219,681,169) (220,416,473) Business-type activities 1,559,122 32,342,744 (43,340,852) (7,515,225) 8,720,604 (3,247,678) 6,484,619 7,409,333 (5,427,622) 4,052,919 Total primary government net expense (397,014,458) (194,128,788) (380,114,247) (351,809,907) (304,510,646) (312,407,844) (234,026,036) (200,735,763) (225,108,791) (216,363,554) General revenues and other changes
in net position
Governmental activities:

Taxes:

Business 31,429,074 29,120,949 33,644,559 33,894,714 31,947,056 31,575,297 30,711,579 30,799,020 31,468,959 30,847,105 Property 79,661,790 75,980,972 75,324,679 67,791,186 62,615,270 56,954,925 56,423,891 50,452,377 52,771,401 47,729,105 Transient occupancy (2) 67,627,280 66,684,095 20,691,803 48,624,638 60,762,881 60,631,025 55,532,325 51,021,050 — — Sales and use 78,509,804 76,698,693 64,301,901 64,665,646 73,709,191 68,479,438 54,505,239 54,802,839 51,089,716 49,210,039 Utility users (2) 36,507,565 33,613,985 27,840,035 28,026,008 28,306,582 29,288,341 29,437,753 30,772,815 — — Real property transfer (2) 10,660,607 17,845,968 9,334,371 6,856,663 9,808,072 8,169,163 10,951,756 7,850,960 — — Parking facility (2) 10,757,242 9,966,669 7,374,354 11,072,445 12,699,044 11,557,811 11,231,324 10,718,156 — — Other 4,032,635 3,670,376 3,512,898 3,441,908 3,275,912 3,285,670 3,256,799 3,111,764 101,677,478 95,604,341 Other revenues 17,209,916 8,833,338 7,201,899 9,263,443 11,328,286 11,168,233 11,724,228 15,572,745 11,518,022 18,092,058 Investment earnings 2,080,860 (13,385,275) 3,268,921 14,397,259 21,569,426 4,360,799 3,105,772 7,049,816 4,084,621 6,613,322 Special Item — — (9,825,000) (34,215,371) — 43,678,729 (1,103,146) (11,893,876) — — Extraordinary gain (loss) — — — — — — — (12,620,539) (5,106,828) (19,149,679) Transfers 15,980,546 (8,444,909) 27,184,761 46,698,101 (15,670,477) 1,381,459 5,449,293 6,969,835 2,341,674 1,683,146 Total governmental activities 354,457,319 300,584,861 269,855,181 300,516,640 300,351,243 330,530,890 271,226,813 244,606,962 249,845,043 230,629,437 (continues next page)
153

CITY OF SANTA MONICA, CALIFORNIA
Changes in Net Position
Last Ten Fiscal Years
(continues from previous page)
Business-type activities:

Other revenues 18,285,766 2,850,537 3,165,760 7,068,596 3,049,645 4,580,112 4,312,287 3,723,521 6,230,537 5,207,445 Investment earnings 3,217,196 (6,796,320) 280,080 7,810,542 7,051,704 1,573,331 1,620,842 3,489,865 1,408,083 1,644,388 Special Item — — — (1,422,782) — 6,408,992 1,103,146 10,617,561 — — Extraordinary gain (loss) — — — — — — — 4,837,753 — —
Transfers (15,980,546) 8,444,909 (27,184,761) (46,698,101) 15,670,477 (1,381,459) (5,449,293) (6,969,835) (2,341,674) (1,683,146) Total business-type activities 5,522,416 4,499,126 (23,738,921) (33,241,745) 25,771,826 11,180,976 1,586,982 15,698,865 5,296,946 5,168,687 Total primary government 359,979,735 305,083,987 246,116,260 267,274,895 326,123,069 341,711,866 272,813,795 260,305,827 255,141,989 235,798,124 Changes in net position
Governmental activities (44,116,261) 74,113,329 (66,918,214) (43,778,042) (12,880,007) 21,370,724 30,716,158 36,461,866 30,163,874 10,212,964 Business-type activities 7,081,538 36,841,870 (67,079,773) (40,756,970) 34,492,430 7,933,298 8,071,601 23,108,198 (130,676) 9,221,606 Total primary government $ 110,955,199 (37,034,723) (133,997,987) (84,535,012) 21,612,423 29,304,022 38,787,759 59,570,064 30,033,198 19,434,570 (1) Civic auditorium merged with General services in FY 13-14. (2) Included in "Other" in prior fiscal years.
(3) Cultural and recreation services restructured to Community services in FY 20-21. (4) Housing and community development restructured to Community development in FY 20-21. 154

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nt A - Annual Comprehensive Financial Report [Revision 1] (6251 : Present Annual Comprehensive Financial Report TABLE 3
2022-23 2021-22 2020-21 2019-20 2018-19 2017-18 2016-17 2015-16 2014-15 2013-14 General Fund
Nonspendable $ 6,744,392 6,621,586 9,550,950 13,326,312 11,554,753 12,853,565 15,419,253 21,062,205 23,725,864 22,257,819 Restricted 8,549,468 20,275,914 11,119,497 21,447,581 69,975,839 97,740,458 1,976,576 18,330,042 17,951,299 12,371,619 Committed — — — 1,671,078 1,943,558 2,478,476 4,760,409 31,365 520,574 519,937 Assigned 85,885,175 143,217,685 114,285,898 143,176,947 182,199,922 256,273,855 256,059,633 280,303,334 218,630,183 212,669,876 Unassigned 45,246,268 39,819,682 45,891,477 46,922,135 75,004,708 66,464,774 68,082,651 67,347,773 114,196,108 118,192,052 Total General Fund 146,425,303 209,934,867 180,847,822 226,544,053 340,678,780 435,811,128 346,298,522 387,074,719 375,024,028 366,011,303 All other governmental funds
Nonspendable 17,402,941 16,927,948 18,962,549 14,914,052 13,864,136 12,752,261 12,149,082 11,618,768 11,463,849 30,932,430 Restricted 227,134,170 229,749,420 217,524,477 210,347,503 209,832,078 192,169,730 184,752,868 167,750,111 144,902,038 128,610,718 Committed 112,322,146 122,607,616 114,924,058 100,981,037 80,754,976 59,897,829 44,021,082 26,876,316 17,877,709 4,404,491 Assigned — — — — — — 414,544 927,562 9,649,617 18,033,673 Unassigned (11,391,758) (24,944,343) (21,394,804) (2,018,186) (3,571,636) (2,111,163) (4,785,448) (7,279,890) (814,287) (966,157) Total all other governmental funds $ 345,467,499 344,340,641 330,016,280 324,224,406 300,879,554 262,708,657 236,552,128 199,892,867 183,078,926 181,015,155

CITY OF SANTA MONICA, CALIFORNIA
Fund Balance of Governmental Funds
Last Ten Fiscal Years
(Modified Accrual Basis of Accounting)
155

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nt A - Annual Comprehensive Financial Report [Revision 1] (6251 : Present Annual Comprehensive Financial Report TABLE 4
2022-23 2021-22 2020-21 2019-20 2018-19 2017-18 2016-17 2015-16 2014-15 2013-14 Revenues
Property taxes 79,661,790 $ 75,980,972 75,324,679 67,791,186 62,615,270 56,954,925 56,423,891 50,452,377 55,044,307 50,113,693 Sales & use taxes 78,509,804 76,698,693 64,301,901 64,665,646 73,709,191 68,479,438 54,505,239 54,802,839 51,089,716 49,210,039 Transient occupancy taxes (1) 67,627,280 66,684,095 20,691,803 48,624,638 60,762,881 60,631,025 55,532,325 51,021,050 — — Utility user taxes (1) 35,031,946 33,613,985 27,840,035 28,026,008 28,306,582 29,288,341 29,437,753 30,772,815 — — Real property transfer taxes 11,850,607 — — — — — — — — — Business license taxes (1) 31,429,074 29,120,949 33,644,559 33,894,714 31,947,056 31,050,087 30,118,555 29,893,341 — — Parking facility taxes 10,757,242 — — — — — — — — —
Other taxes 4,032,635 31,483,013 20,221,623 21,371,016 25,783,028 23,537,854 26,032,957 22,586,559 132,075,022 126,836,936 Licenses and permits 36,259,967 35,467,794 26,160,634 38,618,898 45,099,447 41,950,905 43,134,856 41,367,924 39,490,688 36,967,493 Intergovernmental 72,275,868 66,323,553 58,616,587 43,236,083 38,315,887 37,496,608 39,612,637 39,612,770 31,013,327 33,068,906 Charges for services 68,057,085 63,632,758 54,316,862 61,396,593 65,847,661 66,615,431 63,821,708 61,667,576 56,381,352 55,976,703 Fines and forfeitures 13,641,865 12,262,875 7,779,862 10,357,155 14,877,572 16,362,857 15,461,662 15,904,736 16,287,290 16,253,546 Investment earnings 1,954,927 (11,152,035) 3,173,678 12,759,040 20,487,980 3,406,372 2,835,151 6,721,207 4,002,879 6,697,552 Interest from promissory note — — 5,399,246 — — — — — — — Rental income 10,266,439 8,621,072 6,133,385 9,104,387 8,986,944 9,596,580 9,047,246 11,683,408 10,602,671 10,311,967 Settlement income 124,550 28,456 — — — 14,085,000 6,103,175 2,433,175 2,433,175 2,433,175 Other 24,747,195 13,720,392 8,292,026 15,913,257 13,220,933 15,896,665 18,757,976 34,384,558 21,058,609 19,309,109 Total revenue 546,228,274 502,486,572 411,896,880 455,758,621 489,960,432 475,352,088 450,825,131 453,304,335 419,479,036 407,179,119 Expenditures
Current
General government 68,453,405 65,624,157 61,731,457 137,222,743 105,337,602 89,671,970 70,164,311 61,354,272 74,741,301 68,308,134 Public safety 180,495,417 155,246,791 153,941,421 173,587,760 168,292,252 144,607,883 136,266,910 132,629,455 117,186,887 111,737,328 General services 106,506,485 104,202,365 116,514,243 78,127,241 83,416,269 87,758,312 83,912,385 88,130,346 71,370,399 57,755,687 Community services 93,227,611 89,561,907 83,984,895 82,917,053 71,499,049 71,348,237 56,868,240 54,742,936 50,430,614 50,386,583 Library 10,121,904 8,718,163 8,806,350 13,034,198 13,663,753 12,967,345 12,476,127 12,667,433 12,025,143 17,158,001 Community development 37,268,220 31,514,756 33,008,898 62,374,714 56,563,679 56,248,372 53,807,030 67,085,802 53,711,340 72,037,131 Debt service
Principal 6,125,856 2,895,000 3,305,000 4,755,000 4,630,000 9,039,900 6,255,000 8,788,463 6,075,000 5,920,000 Interest 5,354,276 5,387,582 6,054,223 6,785,313 6,310,437 3,596,620 3,014,688 3,392,287 3,785,591 3,966,495 Bond issuance costs — 498,057 340,135 — 4,025 938,932 — 535,048 — — Total expenditures 507,553,174 463,648,778 467,686,622 558,804,022 509,717,066 476,177,571 422,764,691 429,326,042 389,326,275 387,269,359 (continues next page)

CITY OF SANTA MONICA, CALIFORNIA
Changes in Fund Balance of Governmental Funds
Last Ten Fiscal Years
(Modified Accrual Basis of Accounting)
156

CITY OF SANTA MONICA, CALIFORNIA
Changes in Fund Balance of Governmental Funds
Last Ten Fiscal Years
(Modified Accrual Basis of Accounting)
(continues from previous page)
Excess (deficiency) of revenues
over (under) expenditures 38,675,100 38,837,794 (55,789,742) (103,045,401) (19,756,634) (825,483) 28,060,440 23,978,293 30,152,761 19,909,760 Other financing sources (uses)
Transfers in 75,638,843 46,490,737 75,609,011 73,508,634 46,580,497 41,609,095 48,828,408 24,241,261 19,778,209 26,210,910 Transfers out (53,407,978) (55,113,011) (48,577,094) (27,057,385) (83,785,317) (40,405,415) (43,585,095) (17,271,426) (17,289,889) (24,648,414) Subscription Proceeds 2,311,329 — — — — — — — — —
Refunding bonds issued — — — — — — — 26,360,000 — —
Bonds issued — 64,780,000 19,700,000 — — 102,785,000 — — — — Premium on bonds issued — 7,714,767 3,711,635 — — 12,247,767 — 2,020,710 — — Payments to refunded bond escrow agent — — (23,066,482) — — — — (27,826,666) — — Total other financing sources (uses) 24,542,194 63,872,493 27,377,070 46,451,249 (37,204,820) 116,236,447 5,243,313 7,523,879 2,488,320 1,562,496 Special item (125,600,000) (54,900,000) (9,825,000) (34,195,723) — — (37,420,689) (4,462,166) — — Extraordinary gain (loss) — (5,376,172) — — — — — 324,615 (21,564,585) (33,345,736) Net change in fund balance $ 42,434,115 (62,382,706) (38,237,672) (90,789,875) (56,961,454) 115,410,964 (4,116,936) 27,364,621 11,076,496 (11,873,480) Debt service as a percentage of noncapital
expenditures (2) 2.40% 1.90% 2.27% 2.49% 2.41% 2.91% 2.33% 3.16% 2.65% 2.76% (1) Included in "Other taxes" in prior fiscal years.
(2) Calculation includes only the principal and interest components of debt service expenditures when calculating this ratio for all years. 157

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nt A - Annual Comprehensive Financial Report [Revision 1] (6251 : Present Annual Comprehensive Financial Report TABLE 5
2022-23 2021-22 2020-21 2019-20 2018-19 2017-18 2016-17 2015-16 2014-15 2013-14 Sales and use taxes 78,510 $ 76,699 64,302 64,666 73,709 68,480 54,505 54,803 51,090 49,210 Utility user taxes 36,508 33,614 27,840 28,026 28,307 29,288 29,438 30,773 32,066 32,817 Transient occupancy taxes 67,627 66,684 20,692 48,625 60,763 60,631 55,532 51,021 47,629 44,396 Property taxes (2) 79,662 75,981 75,325 67,791 62,615 56,955 56,424 50,452 55,044 50,114 Business license taxes 31,429 29,121 33,645 33,895 31,947 31,575 30,712 30,799 30,354 29,783 Parking facility tax 10,757 9,967 7,374 11,072 12,699 11,558 11,231 10,718 11,072 10,598 Documentary Transfer Tax 10,661 17,846 9,334 6,857 9,808 8,169 10,952 7,851 7,903 6,273 Vehicle license fees 96 107 68 74 44 49 42 38 38 39
Condominium taxes 218 60 3 43 25 9 38 73 45 14
Total 315,468 $ 310,079 238,583 261,049 279,917 266,714 248,874 236,528 235,241 223,244 (1)
(2)
Source: City of Santa Monica Finance Department
Does not include Highway Users Taxes, which are recorded in the Gas Tax Fund, Unit Dwelling Taxes, which are recorded in the Parks and Recreation Facilities Fund, or TORCA Conversion Taxes, which are recorded in the TORCA Fund.

Includes ad valorem property taxes for purposes of paying debt service on general obligation bonds. Does not include tax increment received by redevelopment area.

Source

CITY OF SANTA MONICA, CALIFORNIA
General Fund Tax Revenues by Source (1)
Last Ten Fiscal Years
(In Thousands)
158

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nt A - Annual Comprehensive Financial Report [Revision 1] (6251 : Present Annual Comprehensive Financial Report TABLE 6
Fiscal
year Land Improvements
Personal
property Public utilities Secured gross Exemptions (1) Secured net Net unsecured Net assessed
valuations
Total Direct
Tax Rate (2)
2022-23 $ 28,147,780 $ 18,853,987 $ 75,219 $ - $ 47,076,986 $ 1,698,506 $ 45,378,480 $ 1,131,436 $ 46,509,916 1.00% 2021-22 26,596,010 17,741,523 77,246 - 44,414,779 1,664,383 42,750,397 1,083,210 43,833,607 1.00% 2020-21 25,433,374 17,124,652 369,459 - 42,927,485 1,975,152 40,952,333 1,099,941 42,052,274 1.00% 2019-20 23,887,232 16,243,029 84,504 - 40,214,765 1,699,358 38,515,407 1,005,939 39,521,346 1.00% 2018-19 22,406,863 15,268,820 428,740 - 38,104,423 1,628,684 36,475,739 1,002,111 37,477,850 1.00% 2017-18 20,799,168 14,235,956 124,391 - 35,159,515 1,656,924 33,502,591 925,241 34,427,832 1.00% 2016-17 19,308,450 13,550,065 48,643 - 32,907,158 653,548 32,253,610 906,371 33,159,981 1.00% 2015-16 17,890,583 472, 12,932,934 - 362 31,295,879 1,042,924 30,252,955 902,502 31,155,457 1.00% 2014-15 12,433,379 16,867,678 437,194 742 29,738,993 1,609,033 28,129,960 916,381 29,046,341 1.00% 2013-14 11,701,427 16,046,789 402,171 742 28,151,130 1,573,052 26,578,078 936,031 27,514,109 1.00% (1) Excludes Homeowner Exemption. City is reimbursed by State for taxes lost because of these exemptions. (2) Excludes Direct and Overlapping Rates. See Table 7 for Direct and Overlapping Rates.

Source: Los Angeles County Auditor-Controller

CITY OF SANTA MONICA, CALIFORNIA
Assessed Value and Actual Value of Taxable Property
Last Ten Fiscal Years
(In Thousands)
159

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nt A - Annual Comprehensive Financial Report [Revision 1] (6251 : Present Annual Comprehensive Financial Report TABLE 7
Fiscal City County School
year General Fund General Fund districts Total
2022-23 0.01 $ 1.00 $ 0.16 $ 1.17 $
2021-22 0.01 1.00 0.16 1.17
2020-21 0.01 1.00 0.16 1.17
2019-20 0.01 1.00 0.17 1.18
2018-19 0.01 1.00 0.12 1.13
2017-18 0.01 1.00 0.14 1.15
2016-17 0.01 1.00 0.13 1.14
2015-16 0.01 1.00 0.13 1.14
2014-15 0.01 1.00 0.13 1.14
2013-14 0.01 1.00 0.13 1.14

CITY OF SANTA MONICA, CALIFORNIA
Direct and Overlapping Property Tax Rates*
Last Ten Fiscal Years
* Property tax rate is per $100 of assessed value. Since 1978-79, the maximum allowable rate is levied by the County, property taxes are collected by the County, and the County allocates the City's share in accordance with distribution formulas established by law. Effective 1981-82, Proposition 13 allowed jurisdictions to impose rates over the $1.00 base rate only for bonded debt approved by the voters prior to 1978. However, in 1986, the State Constitution was amended to allow rates over the $1.00 base rate for voter approved general obligation bonds.

City General Fund is allocated approximately $.14 of each $1.00 of the County General Fund amount.

Source: Los Angeles County Auditor-Controller
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Packet Pg. 359 Attachment: Attachment A - Annual Comprehensive Financial Report [Revision 1] (6251 : Present Annual Comprehensive Financial Report TABLE 8
Taxable Taxable
assessed assessed
Taxpayer value Rank value Rank
Douglas Emmett Inc 1,112,292,573 $ 1 2.27 % 315,990,361 $ 5 1.15 % SC Enterprises SMBP LLC 1,045,890,221 2 2.14 362,847,328 3 1.32 California Colorado Center LLC 583,925,474 3 1.19 491,946,902 1 1.79 Water Garden Company 567,356,497 4 1.16 477,555,810 2 1.74 Office Block Investment LLC 410,064,810 5 0.84 — —
Macerich Company LLC 374,358,761 6 0.76 317,056,252 4 1.15 SM Campus LLC 344,712,974 7 0.70 — —
New Santa Monica Beach Hotel LLC 323,019,996 8 0.66 — — 2834 Colorado Avenue LLC 248,054,262 9 0.51 — —
Millenium Santa Monica LLC 226,820,523 10 0.46 — —
Prudential Financial Inc — — 184,505,458 6 0.67
CREP 2700 Holdings LLC — — 178,600,000 7 0.65
Ocean Avenue LLC — — 177,803,319 8 0.65
Hart Arboretum LLC — — 167,750,000 9 0.61
Agensys Inc — — 156,289,056 10 0.57
Total principal property taxpayers
assessed value 5,236,496,091 $ 10.69 % 2,830,344,486 $ 10.30 % Total City net taxable assessed value 48,958,244,546 $ 100.00 % 27,514,108,574 $ 100.00 % Source: City of Santa Monica Finance Department; Hdl, Coren and Cone; Los Angeles County Auditor-Controller Percentage Percentage

CITY OF SANTA MONICA, CALIFORNIA
Principal Property Taxpayers
Current Fiscal Year and Nine Years Ago
2022-23 2013-14
value value
of total City of total City
taxable taxable
assessed assessed
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nt A - Annual Comprehensive Financial Report [Revision 1] (6251 : Present Annual Comprehensive Financial Report TABLE 9
Fiscal year
Total secured tax
levy
Current secured
tax collections
Delinquent
secured tax
collections (1)
Total tax
collections
Outstanding
delinquent taxes
(2)
2022-23 40,998,774 $ 40,327,459 $ 98.4 % 712,506 $ 41,039,965 $ 100.1 % 619,886 $ 1.5 % 2021-22 38,861,321 38,095,850 98.0 560,536 38,656,386 99.5 590,406 1.5 2020-21 36,996,999 36,306,207 98.1 613,376 36,919,583 99.8 542,504 1.5 2019-20 34,710,721 33,896,039 97.7 540,988 34,437,027 99.2 452,675 1.3 2018-19 32,779,676 32,167,281 98.1 419,000 32,586,281 99.4 407,817 1.2 2017-18 30,578,295 30,099,534 98.4 479,245 30,578,779 100.0 379,776 1.2 2016-17 30,859,806 30,545,235 99.0 489,991 31,035,226 100.6 375,288 1.2 2015-16 25,198,360 27,662,256 109.8 512,080 28,174,336 111.8 358,568 1.4 2014-15 26,567,114 26,190,114 98.6 600,642 26,790,756 100.8 438,248 1.6 2013-14 25,173,273 24,689,372 98.1 570,037 25,259,409 100.3 512,940 2.0 (1) Exclusive of penalties and collections related to tax overrides for debt service on general obligation bonds. (2)
Source: County of Los Angeles
Reflects City of Santa Monica proportionate share of county-wide outstanding delinquencies. The Los Angeles County property tax system does not provide City of Santa Monica specific statistics related to delinquencies. Should the County change their system to include specific city data, the table will be updated to adjust delinquent taxes by year.

CITY OF SANTA MONICA, CALIFORNIA
Property Tax Levies and Collections
Last Ten Fiscal Years
Percent of levy
collected
Total secured tax
collections as
percent of total tax
levy
Outstanding
delinquent taxes as
percent of total
secured tax levy
162

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nt A - Annual Comprehensive Financial Report [Revision 1] (6251 : Present Annual Comprehensive Financial Report TABLE 10
Business 2022 2021 2020 2019 2018 2017 2016 2015 2014 2013 Apparel stores 223,508 $ 214,904 146,814 322,629 344,337 362,841 395,249 390,071 394,070 401,761 General merchandise 48,124 39,041 19,250 49,204 56,860 78,610 89,282 93,741 100,267 106,569 Food stores 99,877 92,841 94,365 97,024 91,803 87,888 88,196 87,729 86,615 82,367 Eating & drinking places 723,226 597,450 407,938 726,783 716,826 693,473 687,794 638,818 598,468 561,613 Building materials 163,124 134,806 122,302 124,030 114,802 112,587 110,186 113,405 114,156 102,818 Auto dealers & auto suppliers 1,102,985 980,000 783,207 874,780 854,723 766,512 770,658 757,333 739,833 697,249 Service stations 106,512 76,149 45,161 97,198 101,275 90,164 81,810 96,004 112,717 120,566 Other retail stores 444,964 566,833 562,235 627,046 665,606 695,449 657,236 692,105 677,744 657,413 Retail stores total 2,912,320 2,702,024 2,181,272 2,918,694 2,946,232 2,887,524 2,880,411 2,869,206 2,823,870 2,730,356 All other outlets 1,219,677 1,073,619 1,093,726 1,060,890 904,103 829,773 804,321 787,252 754,803 707,580 Total all outlets 4,131,997 $ 3,775,643 3,274,998 3,979,584 3,850,335 3,717,297 3,684,732 3,656,458 3,578,673 3,437,936 (1) Prior years amounts have been revised to reflect the change of sales tax administration reporting from the State Board of Equalization to the Department of Taxes and Fees Administration; Amounts do not include allocations from State or County Pools.

Source: State Board of Equalization, California Department of Taxes and Fees Administration, State Controller's Office, The HdL Companies Calendar Year

CITY OF SANTA MONICA, CALIFORNIA
Taxable Transactions by Type of Business (1)
Last Ten Calendar Years
(In Thousands)
163

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nt A - Annual Comprehensive Financial Report [Revision 1] (6251 : Present Annual Comprehensive Financial Report TABLE 11
Fiscal
year
General
obligation
bonds
Lease revenue
bonds
Term loans
payable (2) Water bonds
Term loans
payable
Total primary
government
Percentage of
net assessed
valuation (1) Per capita
2022-23 - $ 224,416,033 — 77,927,139 52,981,570 355,324,742 0.76% 3,874 2021-22 1,060,000 228,880,218 — 78,191,500 53,330,029 361,461,747 0.82% 3,912 2020-21 2,273,237 159,348,210 — 2,389,951 28,079,704 192,091,102 0.46% 2,066 2019-20 3,506,472 162,504,543 — 4,764,846 5,550,789 176,326,650 0.45% 1,909 2018-19 4,754,709 166,858,953 200,000 7,074,741 855,820 179,744,223 0.48% 1,920 2017-18 6,012,945 171,078,364 400,000 9,304,636 661,765 187,457,710 0.54% 2,028 2016-17 7,281,181 64,474,634 400,000 9,404,529 921,636 82,481,980 0.25% 879 2015-16 8,554,417 69,944,367 400,000 9,504,426 1,213,411 89,616,621 0.29% 957 2014-15 9,857,652 77,431,209 400,000 9,604,321 1,497,792 98,790,974 0.34% 1,059 2013-14 11,205,890 82,503,548 400,000 9,704,216 1,774,966 105,588,620 0.38% 1,145 Note: Details regarding the City's outstanding debt can be found in Note 10 of the Financial Statements.

All bonds amounts are updated to reflect net of related premiums, discounts, and adjustments. (1) Net assessed property valuations have been used because personal income is not available. See Table 6 for net assessed valuations. (2) Redevelopment debt was transferred to the Successor Agency on February 1, 2012.

CITY OF SANTA MONICA, CALIFORNIA
Ratios of Outstanding Debt by Type
Last Ten Fiscal Years
Governmental activities Business-type activities
164

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nt A - Annual Comprehensive Financial Report [Revision 1] (6251 : Present Annual Comprehensive Financial Report TABLE 12
2022-23 2021-22 2020-21 2019-20 2018-19 2017-18 2016-17 2015-16 2014-15 2013-14 General bonded debt outstanding
General obligation bonds - $ 1,060,000 2,273,237 3,506,472 4,754,709 6,012,945 7,281,181 8,554,417 9,857,652 11,205,890 Less: Amounts Available in Debt — 1,060,000 1,075,000 1,095,000 1,110,000 1,120,000 1,130,000 1,135,000 1,165,000 1,210,000 Service Fund (3)
Total - - 1,198,237 2,411,472 3,644,709 4,892,945 6,151,181 7,419,417 8,692,652 9,995,890 Assessed value (in thousands) (1) $ 43,833,607 46,509,916 42,052,274 39,521,346 37,477,850 34,427,832 33,159,981 31,155,457 29,046,341 27,514,109 Percentage of assessed
Property value 0.00% 0.00% 0.00% 0.01% 0.01% 0.01% 0.02% 0.02% 0.03% 0.04% Population (2) 91,720 92,408 92,968 92,357 93,593 92,416 93,834 93,640 93,283 92,185 Per capita - - 13 26 39 53 66 79 93 108
(1) See Table 6 for Assessed Value Data
(2) See Table 16 for Population Data
(3) This is the amount restricted for debt service principal payments.

All bonds amounts are net of related premiums, discounts, and adjustments.

CITY OF SANTA MONICA, CALIFORNIA
Ratios of General Bonded Debt
Last Ten Fiscal Years
165

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nt A - Annual Comprehensive Financial Report [Revision 1] (6251 : Present Annual Comprehensive Financial Report TABLE 13
Estimated Estimated share
Debt Percentage of Overlapping
Outstanding Applicable (1) Debt
Overlapping debt:

Los Angeles County General Fund Obligations 2,601,551,282 $ 2.456% 63,894,099 $ Los Angeles County Superintendent of Schools Certificates of Participation 3,403,487 2.456% 83,590 Metropolitan Water District 19, 1.279% 245,760 215,000
Santa Monica Community College District 711,042,430 66.005% 469,323,556 Los Angeles Unified School District 10,704,725,000 0.0001% 10,705 Santa Monica-Malibu Unified School District 534,277,688 66.070% 352,997,268 Santa Monica-Malibu Unified School District School Facilities Improvement District 1 251,700,000 100.000% 251,700,000 Los Angeles Unified School District Certificates of Participation 97,870,000 0.0001% 98 Los Angeles Community College District 4,500,730,000 0.0130% 585,095 Santa Monica-Malibu Unified School District Certificates of Participation 25,573,669 66.070% 16,896,523 Overlapping Tax Increment Debt (Successor Agency): 67,105,000 100.000% 67,105,000 Subtotal, overlapping debt 1,222,841,694
City direct governmental debt
City of Santa Monica Civic Parking Structure Lease Revenue Bonds (2015) 19,617,617 City of Santa Monica City Services Building Lease Revenue Bonds (2017) 74,221,152 City of Santa Monica Fire Station 1 Lease Revenue Bonds (2018) 35,906,766 City of Santa Monica Parking Structure 6 Lease Revenue Refunding Bonds (2021) 22,681,477 City of Santa Monica Public Financing Authority Lease Revenue Bonds City Yards Project (2021) 71,989,021 Subtotal, direct debt (2) 224,416,033
Total direct and overlapping governmental debt (3) $ 1,447,257,727 (1) Percentage of overlapping agency's assessed valuation located within boundaries of the city. (2) Net of issuance discounts and premiums.
(3) Excludes tax and revenue anticipation notes, enterprise revenue, mortgage revenue and tax allocation bond and non-bonded capital lease obligations.

Source for overlapping debt information: California Municipal Statistics, Inc.

CITY OF SANTA MONICA, CALIFORNIA
Direct and Overlapping Governmental Activities Debt
As of June 30, 2023
166

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Packet Pg. 365 Attachment: Attachment A - Annual Comprehensive Financial Report [Revision 1] (6251 : Present Annual Comprehensive Financial Report TABLE 14
2022-23 2021-22 2020-21 2019-20 2018-19 2017-18 2016-17 2015-16 2014-15 2013-14 Total net debt applicable to limit 193,769,388 $ 199,006,792 140,007,696 146,646,915 151,391,076 156,788,174 62,271,351 67,444,525 74,876,302 80,994,650 Debt limit 4,820,842,200 4,549,799,000 4,402,742,600 4,122,070,400 3,610,653,400 3,608,475,600 3,381,352,900 3,219,838,100 3,065,537,400 2,908,716,082 Legal debt margin 4,627,072,812 4,350,792,208 4,262,734,904 3,975,423,485 3,459,262,324 3,451,687,426 3,319,081,549 3,152,393,575 2,990,661,098 2,827,721,432 Total net debt applicable to the limit
as a percentage of debt limit 4.02% 4.37% 3.18% 4.19% 4.34% 1.84% 2.09% 2.44% 2.78% 3.20% Net assessed value 46,509,916,000
Add: exempt property 1,698,506,000
Total gross assessed value 48,208,422,000 $
Debt limit - 10% of total assessed value (1) 4,820,842,200 Amount of debt applicable to debt limit:

Total bonded debt 203,125,000
Less:

Assets in debt service funds
available for payment of bonds 9,355,612
Total amount of debt applicable to debt limit 193,769,388 Legal debt margin 4,627,072,812 $
(1) Per Section 607 of the City Charter, bonded indebtedness of the City may not exceed 10% of total assessed valuation of property within the City, exclusive of any indebtedness incurred for the purpose of water supply or sewers or storm drains.

Source: City of Santa Monica Finance Department

CITY OF SANTA MONICA, CALIFORNIA
Computation of Legal Debt Margin
Last Ten Fiscal Years
167

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nt A - Annual Comprehensive Financial Report [Revision 1] (6251 : Present Annual Comprehensive Financial Report TABLE 15
Direct Net revenue
Gross operating available for
revenues expense (1) debt service Principal Interest Total Coverage (2) $ 29,736,607 37,747,817 $ 8,011,210 $ - $ 2,202,087 $ 2,202,087 $ 3.64 26,054,538 34,259,154 8,204,616 - 954,237 954,237 8.60
(1)
(2)
2022-23
Excludes depreciation expense, write-off of disposed assets, and capital-related expenses Bond covenant requires a coverage ratio of 1.20
The Water Enterprise Revenue Bonds were issued August 25, 2021 at an interest rate from 2.25% to 4.00% with a rating of AAA from Standard & Poor's Corporation.

Debt service began in FY 2021-22.
2021-22
Source: City of Santa Monica Finance Department
CUSIP 802490
year

CITY OF SANTA MONICA, CALIFORNIA
Water Enterprise Revenue Bonds Coverage
Last Fiscal Year
Fiscal Debt service requirement
168

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Packet Pg. 367 Attachment: Attachment A - Annual Comprehensive Financial Report [Revision 1] (6251 : Present Annual Comprehensive Financial Report TABLE 16
** ** **
Calendar
year
2023 91,720 $ * $ * 5.4 %
2022 ** 91,739 984,030 76,445 4.5
2021 93,242 977,881 75,379 7.0
2020 92,995 914,040 69,362 10.1
2019 92,480 850,624 64,262 4.3
2018 92,416 806,414 60,697 4.4
2017 93,834 775,685 58,282 4.5
2016 93,640 748,381 56,287 5.1
2015 93,283 723,002 54,538 5.7
2014 92,185 676,869 51,337 7.0
Note: Personal income data shown is the Metropolitan Statistical Area of Los Angeles-Long Beach-Santa Ana, CA.

Data by City is not available.

Population and unemployment rate are for Santa Monica
* No data is available for 2023 as of publication date of ACFR ** Data revised per source
Source: (1) California Department of Finance
(2) and (3) Bureau of Economic Analysis
(4) State of California, Employment Development Department, Labor Market Information Division
Population (1) (millions) personal income (3) rate (4)

CITY OF SANTA MONICA, CALIFORNIA
Demographic and Economic Statistics
Last Ten Calendar Years
Personal income (2) Per capita Unemployment
169

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Packet Pg. 368 Attachment: Attachment A - Annual Comprehensive Financial Report [Revision 1] (6251 : Present Annual Comprehensive Financial Report TABLE 17
Employers
Number of
employees Rank
Number of
employees Rank
City of Santa Monica 2,170 1 2.47 % 2,559 1 3.10 %
Santa Monica College 2,100 2 2.39 1,851 3 2.24
UCLA Medical Center, Santa Monica 1,965 3 2.24 2,113 2 2.56 SNAP Inc. 1,745 4 1.99 — —
Providence Saint John's Health Center 1,705 5 1.94 1,790 4 2.17 Amazon.com Services LLC 1,663 6 1.89 — —
Hulu 1,489 7 1.70 — —
Santa Monica-Malibu Unified School District 1,400 8 1.59 1,657 5 2.01 Activision 1,173 9 1.34 899 6 1.09
Kite Pharma Inc. 916 10 1.04 — —
RAND Corporation — — 817 7 0.99
Universal Music Group — — 787 8 0.95
Riot Games — — 712 9 0.86
Lionsgate Entertainment — — 608 10 0.74
Total jobs provided by principal employers 16,326 13,793 Average total jobs in Santa Monica 87,812 82,578
Principal employers as percent of total jobs 18.59% 16.70% Source: City of Santa Monica Economic Development Division, Housing and Economic Development Department Percentage of
total City
employment
Percentage of
total City
employment

CITY OF SANTA MONICA, CALIFORNIA
Principal Employers
Current Year and Nine Years Ago
2022-23 2013-14
170

5.A.a
Packet Pg. 369 Attachment: Attachment A - Annual Comprehensive Financial Report [Revision 1] (6251 : Present Annual Comprehensive Financial Report TABLE 18
2022-23 2021-22 2020-21 2019-20 2018-19 2017-18 2016-17 2015-16 2014-15 2013-14 General government 269.2 277.2 250.3 273.5 276.7 277.6 269.7 281.5 265.7 232.9 Public safety
Police
Sworn 221.0 221.0 223.0 229.0 227.0 224.0 224.0 221.0 221.0 216.0 Non-sworn 176.6 174.1 165.8 203.4 203.4 201.4 202.4 202.4 197.4 217.4 Fire
Sworn 122.0 122.0 120.0 120.0 120.0 120.0 120.0 114.0 114.0 108.0 Non-sworn 16.0 15.0 14.0 16.0 16.0 17.0 16.0 15.8 15.8 21.0 General services 214.5 208.0 210.0 270.5 282.0 281.0 281.6 257.3 257.3 256.1 Community services 120.1 118.5 98.2 150.3 152.7 152.7 152.7 153.0 151. 153.7 9 Library 68.0 58.3 47.8 112.0 113.5 113.5 112.5 111.0 111.0 114.8 Community development 96.5 97.5 88.5 174.3 164.8 163.2 161.5 159.5 149.8 138.8 Beach recreation 46.3 41.1 35.5 53.3 52.6 52.6 50.5 50.3 48.9 49.9 Water 52.0 52.0 51.0 47.0 47.0 46.0 46.0 46.0 46.0 46.0 Resource Recovery & Recycling 93.9 89.9 81.0 88.3 91.3 92.3 90.7 89.7 87.7 86.7 Pier 16.9 16.9 16.9 21.9 21.9 21.9 20.3 19.3 17.8 17.8
Wastewater 20.0 20.0 21.0 21.0 21.0 22.0 22.2 22.2 22.2 22.2 Airport 17.0 17.0 14.0 15.9 27. 20.9 37.9 9 12.9 12.4 12.5 Cemetery 7.0 7.0 7.0 7.0 7.0 8.0 8.1 7.1 7.1 7.1
Big Blue Bus 435.3 414.8 410.8 450.0 463.0 464.0 462.9 464.5 436.0 435.5 Vehicle management 21.0 21.0 21.0 29.3 29.3 29.3 29.0 29.0 28.0 28.0 Self insurance - workers' compensation 12.0 11.0 10.0 13.0 13.0 13.0 13.0 13.0 12.0 12.0 Community Broadband 6.0 5.0 4.0 3.0 3.0 4.0 4.0 — — —
Total all funds 2,039.3 1,979.3 1,889.8 2,298.7 2,326.1 2,331.4 2,325.0 2,269.5 2,203.8 2,174.6 Note: Includes permanent and temporary employees (2,080 hours = 1 full-time position).

Source: City of Santa Monica Budget

CITY OF SANTA MONICA, CALIFORNIA
Full-Time Equivalent City Government Employees by Function/Program Last Ten Fiscal Years
Function/Program
171

5.A.a
nt A - Annual Comprehensive Financial Report [Revision 1] (6251 : Present Annual Comprehensive Financial Report TABLE 19
Function / program 2022-23 2021-22 2020-21 2019-20 2018-19 2017-18 2016-17 2015-16 2014-15 2013-14 General government:

Electronic requests for government information 8,197,511 8,195,035 9,236,685 10,679,005 11,784,998 12,465,631 13,811,858 12,558,833 13,410,283 12,420,770 Hours of live public meeting coverage 252 288 257 187 230 210 220 275 319 284 Public safety:

Number of emergency response incidents 17,800 16,978 15,257 15,802 17,355 17,199 16,384 15,963 14,629 13,637 Number of inspections 7,061 5,482 2,221 6,150 8,201 8,795 10,592 10,202 8,119 9,031 Calls to Police Department for service 99,713 105,871 95,441 111,310 128,992 134,192 129,524 130,016 133,516 128,323 Police reports issued 12,195 11,026 10,932 12,468 16,043 16,298 14,467 14,358 13,984 13,983 Number of crimes recorded 8,883 7,527 7,569 8,301 10,369 10,008 8,988 8,774 8,500 8,744 General services:

Number of square feet of sidewalks repaired 100,232 151,679 123,991 161,924 219,871 126,959 99,907 14,001 10,359 6,025 Number of graffiti removals performed 3,974 3,185 (1) 448 (1) 33,359 40,156 45,729 43,535 38,311 37,940 37,948 Feet of sewer mains cleaned 1,523,245 1,836,480 (2) 2,247,313 2,372,320 2,072,933 2,093,410 1,988,287 1,985,816 2,200,810 1,933,560 Cultural and recreation services:

Number of cars parked in beach lots 1,897,032 2,002,648 1,670,062 1,655,820 2,190,104 2,553,233 2,829,771 2,580,752 2,580,225 2,568,733 Senior services meals served 188,425 171,269 183,652 141,568 118,875 104,472 64,406 52,917 48,253 43,020 Number of low income persons receiving primary health care 3,874 3,703 3,516 4,336 4,460 4,711 4,458 4,137 3,089 3,519 Number of youth regularly attending homework assistance programs 489 378 261 617 687 597 641 745 624 583 Library:

Library visitors 223,876 133,845 88,974 740,009 1,131,524 1,221,015 1,257,746 1,184,130 1,262,708 1,265,286 Materials used 821,116 731,077 622,006 1,563,205 1,688,615 1,707,798 1,882,878 1,888,473 1,998,869 2,021,936 Public access computer sessions 19,053 13,592 21,961 95,630 159,705 175,485 173,702 164,318 182,655 215,907 Housing and community development:

Building and Safety plan checks completed 4,250 4,399 3,936 4,587 4,389 4,412 4,749 2,823 3,080 2,366 Building inspections performed 16,150 16,539 18,429 21,860 23,342 24,009 24,080 23,858 20,690 20,732 Rounds of transportation plan check & entitlement application review completed 781 566 678 793 530 323 640 632 748 839 Resident parking passes sold 44,027 47,041 32,511 47,161 57,993 53,118 51,325 48,962 56,356 51,674 Number of traffic signs installed, replaced, repaired, or removed 325 281 200 739 2,951 3,024 2,858 1,659 2,079 2,417 Number of parking meters installed, replaced, repaired, or removed 6,584 6,211 (3) 18,822 22,780 21,650 18,605 14,843 13,844 5,875 5,874 Water:

Number of direct customer accounts 18,492 18,480 18,439 18,342 18,342 18,061 17,976 17,842 17,798 17,760 Water sold to direct customers in whole acre feet 9,983 10,729 10,605 10,988 11,265 11,718 11,552 11,242 12,323 13,344 Airport:

Number of tenant aircraft 237 228 196 195 256 278 310 309 325 274 Noise ordinance violations issued 35 30 38 33 38 130 148 162 118 153 Big Blue Bus:

Revenue Miles 3,860,997 3,921,249 3,700,401 4,643,786 4,978,667 5,024,447 4,969,546 4,862,782 4,734,209 4,870,655 Farebox revenue (in millions) 5.78 5.62 1.99 8.97 11.41 11.72 11.80 12.84 13.36 13.68 Total passenger trips (in millions) 7.74 6.31 5.03 10.29 12.54 13.18 13.30 16.50 18.70 18.80 Number of customer relations phone calls 43,216 49,256 23,768 38,445 51,952 30,730 37,187 38,705 56,995 64,525 Total number of charters 0 0 0 0 0 0 0 0 0 3
(1) Due to restructuring, only graffiti removal requested by the public and submitted to the 311 system are tracked and included in the stat. Additional graffiti removal, not currently tracked by City Staff, continues to be performed. Staff has not seen a reduction in quantity of graffiti in our City, however the response time to remove graffiti has increased due to the restructuring. (2) The wastewater fund reduced their sewer main cleaning budget due to revenue contraints. (3) In FY 2020-21, the City invested in parking meters through the CIP Program and replaced over 6,000 outdated on-street meters that had exceeded their useful life. In FY 2021-22, various meters were removed to accommodate for the parklets program. As of FY 2021-22, all meters are new and under warranty reflecting the significant drop in the statistic.

Sources: Various City departments.

CITY OF SANTA MONICA, CALIFORNIA
Operating Indicators by Function/Program
Last Ten Fiscal Years
172

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nt A - Annual Comprehensive Financial Report [Revision 1] (6251 : Present Annual Comprehensive Financial Report TABLE 20
2022-23 2021-22 2020-21 2019-20 2018-19 2017-18 2016-17 2015-16 2014-15 2013-14 Public safety:

Number of police vehicles 252 250 244 245 237 243 235 (1) 232 220 223 Number of fire vehicles 72 73 70 71 71 67 67 71 68 64
Number of fire stations 5 5 5 5 5 5 (6) 4 444
Number of police substations including Public Safety Facility 4 4 4 3 3 3 3 3 3 3 General services:

Square footage of asphalt paved streets 30,968,078 30,191,740 30,191,740 30,191,740 30,191,740 30,170,740 30,170,740 30,170,740 30,403,785 30,403,785 Square footage of concrete paved streets 1,183,981 1,183,981 1,183,981 1,183,981 1,183,981 1,177,981 1,177,981 1,177,981 1,128,034 1,128,034 Square footage of sidewalks 8,675,573 8,620,831 8,620,831 8,620,831 8,451,871 8,451,871 8,451,871 8,451,871 8,403,428 8,403,428 Square footage of curbs and gutters 1,939,804 1,938,820 1,938,820 1,938,820 1,938,820 1,938,420 1,938,420 (2) 1,938,420 1,930,214 1,930,214 Cultural and recreation services:

Number of beach parking lots 16 16 16 16 16 16 16 (3) 16 16 17 Number of parks 31 31 31 31 31 31 30 29 29 29
Number of swim centers 2 2 2 2 2 2 2 222
Library:

Number of facilities: main and branches 5 5 5 5 5 5 5 5 5 5 Housing and community development:

Downtown structure visitors 3,897,642 3,566,171 2,740,785 4,104,583 (8) 5,171,173 5,339,806 5,753,204 (4) 6,722,688 6,405,636 6,455,602 Water:

Number of feet of water main installed 6,828 10,822 10,822 10,822 (9) 4,825 4,500 (7) 2,269 (5) 2,495 10,465 9,510 Water main system (in miles) 211 211 211 205 205 205 205 205 205 205 Reclaimed water main system (in miles) 6 6 6 5 5 5 5 5 5 5 Wastewater:

City sewage flow in million gallons/day 12 11 12 14 14 13.8 14.2 13.9 13.9 12.2 Sewer main system (in miles) 155 155 155 152 152 151 151 151 151 151 Stormwater:

Daily gallons treated for recycling by SMURRF 0 (10 212,399 171,746 193,250 186,732 180,699 159,740 160,059 170,000 108,000 Storm drain system (in miles) 59 59 59 59 59 59 59 59 59 59 Airport:

Aircraft operations (departures and arrivals) 62,259 74,935 63,870 67,205 74,511 74,130 83,471 89,217 84,633 85,052 Big Blue Bus:

Number of buses 195 195 178 189 195 199 200 200 188 201 (1) Includes police patrol boat, Mobile Command Center, and SUVs (to eventually replace old Crown Victorias). (2) Per Engineers, curbs and gutters are in linear feet. Thus, use approximate factor of 2 to convert from linear feet to square feet. (3) 1650 Appian is residental parking only and has been removed from count. (4) 2017 Downtown Community Plan (DCP) Downtown perimeter: Wilshire Blvd (north), Lincoln Blvd (east), I-10 Freeway (south), Ocean Avenue (west). - includes Parking Structures 1-8, Main Library Parking Structure, Ken Edwards Center - excludes Parking Structure 9, Civic Center Parking Lot, Civic Center Parking Structure - includes transient (“daily”) visitor parking and does not include monthly permit parkers (5) Per Engineers, this total is lower compared to prior years because no water main CIP was started this year. (6) Per Fire, there were 4 permanent and 1 temporary station @ Station #4 for FY17/18. (7) Total updated per Engineering.
(8) Per PCD this count now includes monthly permit parkers. (9) Per Engineers, Water department doubled linear feet on new projects as part of self sufficiency goal. (10) Per Water Administrator, SMURRF was shutdown due to SWIP upgrades for FY22-23.

Sources: Various City departments.

CITY OF SANTA MONICA, CALIFORNIA
Capital Asset Statistics by Function/Program
Last Ten Fiscal Years
Function / program
173

5.A.a
nt A - Annual Comprehensive Financial Report [Revision 1] (6251 : Present Annual Comprehensive Financial Report

5.A.a
Attachment: Attachment A - Annual Comprehensive Financial Report [Revision 1] (6251 : Present Annual Comprehensive Financial Report 1611 E. Fourth Street, Suite 200
Santa Ana, CA 92701
(714) 569-1000
203 N. Brea Blvd, Suite 203
Brea, CA 92821
(714) 672-0022
21 Waterway Avenue, Suite 30089
The Woodlands, TX 77380
(936) 828-4587
2151 River Plaza Dr., Suite 150
Sacramento, CA 95833
(916) 503-9691
24422 Avenida de la Carlota, Suite 275
Laguna Hills, CA 92653
(949) 829-8299
www.lslcpas.com
INDEPENDENT AUDITORS’ REPORT ON INTERNAL CONTROL OVER FINANCIAL REPORTING AND ON

COMPLIANCE AND OTHER MATTERS BASED ON AN AUDIT OF FINANCIAL STATEMENTS PERFORMED IN

ACCORDANCE WITH GOVERNMENT AUDITING STANDARDS
To the Honorable Mayor and Members of the City Council
City of Santa Monica, California
We have audited, in accordance with the auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards issued by the Comptroller General of the United States, the financial statements of the governmental activities, the business-type activities, each major fund, and the aggregate remaining fund information of the City of Santa Monica, California (the “City”), as of and for the year ended June 30, 2023, and the related notes to the financial statements, which collectively comprise the City’s basic financial statements, and have issued our report thereon dated January 26, 2024.

Report on Internal Control over Financial Reporting
In planning and performing our audit of the financial statements, we considered the City’s internal control over financial reporting (internal control) as a basis for designing audit procedures that are appropriate in the circumstances for the purpose of expressing our opinions on the financial statements, but not for the purpose of expressing an opinion on the effectiveness of the City’s internal control. Accordingly, we do not express an opinion on the effectiveness of the City’s internal control.

A deficiency in internal control exists when the design or operation of a control does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct, misstatements, on a timely basis. A material weakness is a deficiency, or a combination of deficiencies, in internal control, such that there is a reasonable possibility that a material misstatement of the entity’s financial statements will not be prevented, or detected and corrected, on a timely basis. A significant deficiency is a deficiency, or a combination of deficiencies, in internal control that is less severe than a material weakness, yet important enough to merit attention by those charged with governance.

Our consideration of internal control was for the limited purpose described in the first paragraph of this section and was not designed to identify all deficiencies in internal control that might be material weaknesses or, significant deficiencies. Given these limitations, during our audit we did not identify any deficiencies in internal control that we consider to be material weaknesses. However, material weaknesses or significant deficiencies may exist that were not identified.

Report on Compliance and Other Matters
As part of obtaining reasonable assurance about whether the City’s financial statements are free from material misstatement, we performed tests of its compliance with certain provisions of laws, regulations, contracts, and grant agreements, noncompliance with which could have a direct and material effect on the financial statements.

However, providing an opinion on compliance with those provisions was not an objective of our audit, and accordingly, we do not express such an opinion. The results of our tests disclosed no instances of noncompliance or other matters that are required to be reported under Government Auditing Standards.

5.A.b
Packet Pg. 374 Attachment: Attachment B - Independent Auditors’ Report on Internal Control Over Financial Reporting and on Compliance with Other Matters To the Honorable Mayor and Members of the City Council
City of Santa Monica, California
Purpose of This Report
The purpose of this report is solely to describe the scope of our testing of internal control and compliance and the results of that testing, and not to provide an opinion on the effectiveness of the City’s internal control or on compliance. This report is an integral part of an audit performed in accordance with Government Auditing Standards in considering the City’s internal control and compliance. Accordingly, this communication is not suitable for any other purpose.

Brea, California
January 26, 2024

5.A.b
Packet Pg. 375 Attachment: Attachment B - Independent Auditors’ Report on Internal Control Over Financial Reporting and on Compliance with Other Matters 1611 E. Fourth Street, Suite 200
Santa Ana, CA 92701
(714) 569-1000
203 N. Brea Blvd, Suite 203
Brea, CA 92821
(714) 672-0022
21 Waterway Avenue, Suite 30089
The Woodlands, TX 77380
(936) 828-4587
2151 River Plaza Dr., Suite 150
Sacramento, CA 95833
(916) 503-9691
24422 Avenida de la Carlota, Suite 275
Laguna Hills, CA 92653
(949) 829-8299
www.lslcpas.com
January 26, 2024
To the Honorable Mayor and Members of the City Council
City of Santa Monica, California
We have audited the financial statements of the governmental activities, the business-type activities, each major fund, and the aggregate remaining fund information of the City of Santa Monica, California (the “City”) for the year ended June 30, 2023. Professional standards require that we provide you with information about our responsibilities under generally accepted auditing standards (and, if applicable, Government Auditing Standards and the Uniform Guidance), as well as certain information related to the planned scope and timing of our audit. We have communicated such information in our letter to you dated April 24, 2023. Professional standards also require that we communicate to you the following information related to our audit.

Significant Audit Matters
Qualitative Aspects of Accounting Practices
Management is responsible for the selection and use of appropriate accounting policies. The significant accounting policies used by the City are described in Note 1 to the financial statements. As described in Note 1 to the financial statements, the City changed accounting policies related to subscription-based information technology arrangements and by adopting Statement of Governmental Accounting Standards (GASB Statement) No., 96, in fiscal year 2022-2023. Accordingly, the cumulative effect of the accounting change as of the beginning of the year is reported in the Statement of Activities. We noted no transactions entered into by the City during the year for which there is a lack of authoritative guidance or consensus. All significant transactions have been recognized in the financial statements in the proper period.

Accounting estimates are an integral part of the financial statements prepared by management and are based on management’s knowledge and experience about past and current events and assumptions about future events.

Certain accounting estimates are particularly sensitive because of their significance to the financial statements and because of the possibility that future events affecting them may differ significantly from those expected. The most sensitive estimates affecting the City’s financial statements were:

Management’s estimates of the net pension liability, net other postemployment benefits liability, and claims and judgments liability are based on actuarial valuation estimates. We evaluated the methods, assumptions, and data used to develop the actuarial valuation estimates in determining that they are reasonable in relation to the financial statements taken as a whole.

The financial statement disclosures are neutral, consistent, and clear.

Difficulties Encountered in Performing the Audit
We encountered no significant difficulties in dealing with management in performing and completing our audit.

Corrected and Uncorrected Misstatements
Professional standards require us to accumulate all known and likely misstatements identified during the audit, other than those that are clearly trivial, and communicate them to the appropriate level of management. We are pleased to report that no such misstatements were identified during the course of our audit.

5.A.c
Packet Pg. 376 Attachment: Attachment C - Auditors’ Communication Letter to Council (6251 : Present Annual Comprehensive Financial Report (ACFR) for To the Honorable Mayor and Members of the City Council
City of Santa Monica, California
Disagreements with Management
For purposes of this letter, a disagreement with management is a financial accounting, reporting, or auditing matter, whether or not resolved to our satisfaction, that could be significant to the financial statements or the auditor’s report. We are pleased to report that no such disagreements arose during the course of our audit.

Management Representations
We have requested certain representations from management that are included in the management representation letter dated January 26, 2024.

Management Consultations with Other Independent Accountants In some cases, management may decide to consult with other accountants about auditing and accounting matters, similar to obtaining a “second opinion” on certain situations. If a consultation involves application of an accounting principle to the City’s financial statements or a determination of the type of auditor’s opinion that may be expressed on those statements, our professional standards require the consulting accountant to check with us to determine that the consultant has all the relevant facts. To our knowledge, there were no such consultations with other accountants.

Other Audit Findings or Issues
We generally discuss a variety of matters, including the application of accounting principles and auditing standards, with management each year prior to retention as the City’s auditors. However, these discussions occurred in the normal course of our professional relationship and our responses were not a condition to our retention.

Other Matters
We applied certain limited procedures to management’s discussion and analysis, the budgetary comparison schedules for the General Fund and the major special revenue funds, and the required pension and other postemployment benefits schedules, which are required supplementary information (RSI) that supplements the basic financial statements. Our procedures consisted of inquiries of management regarding the methods of preparing the information and comparing the information for consistency with management’s responses to our inquiries, the basic financial statements, and other knowledge we obtained during our audit of the basic financial statements. We did not audit the RSI and do not express an opinion or provide any assurance on the RSI.

We were engaged to report on the combining and individual fund financial statements and schedules which accompany the financial statements but are not RSI. With respect to this supplementary information, we made certain inquiries of management and evaluated the form, content, and methods of preparing the information to determine that the information complies with accounting principles generally accepted in the United States of America, the method of preparing it has not changed from the prior period, and the information is appropriate and complete in relation to our audit of the financial statements. We compared and reconciled the supplementary information to the underlying accounting records used to prepare the financial statements or to the financial statements themselves.

We were not engaged to report on other information included in the annual report which is comprised of the introductory and statistical sections, which accompany the financial statements but are not RSI. Such information has not been subjected to the auditing procedures applied in the audit of the basic financial statements, and accordingly, we do not express an opinion or provide any assurance on it.

5.A.c
Packet Pg. 377 Attachment: Attachment C - Auditors’ Communication Letter to Council (6251 : Present Annual Comprehensive Financial Report (ACFR) for To the Honorable Mayor and Members of the City Council
City of Santa Monica, California
Future GASB Pronouncements
The following Government Accounting Standards Board (GASB) pronouncements will be effective for the following fiscal years’ audits and should be reviewed for proper implementation by management:

Fiscal Year 2023-2024
GASB Statement No. 99, Omnibus 2022.

Fiscal Year 2024-2025
GASB Statement No. 101, Compensated Absences.

Future Projects
Comprehensive Project, Financial Reporting Model.

Comprehensive Project, Revenue and Expense Recognition.

Major Project, Going Concern Uncertainties and Severe Financial Stress.

Major Project, Infrastructure Assets.

Practice Issue, Classification of Nonfinancial Assets.

Practice Issue, Risks and Uncertainties Disclosures.

Pre-Agenda Research Activities, Subsequent Events.

Restriction on Use
This information is intended solely for the information and use of City Council and management of the City and is not intended to be, and should not be, used by anyone other than these specified parties.

Very truly yours,
Brea, California

5.A.c
Packet Pg. 378 Attachment: Attachment C - Auditors’ Communication Letter to Council (6251 : Present Annual Comprehensive Financial Report (ACFR) for

CITY OF SANTA MONICA, CALIFORNIA
Notes Receivable Information
For the fiscal year ended June 30, 2023

02.20.24 Notes Receivable
The City issues notes receivables to various non-profit entities who construct or rehabilitate affordable housing within the City limits. The loans have been sourced from the citywide housing trust fund, CDBG, TORCA, and HOME trust funds, Low-moderate income housing asset trust fund, redevelopment replacement housing trust fund and the former redevelopment agency.

The borrowers must comply with stringent guidelines such as rent limits, tenant income eligibility, access to the property, local priority of applicants for occupancy, prevailing wages during construction or rehabilitation, and environmental factors. The loans are typically for a 55-year period with an option to extend for another 25 years. Interest rates can range from 0% to current market rates and loan payments are made only if the property achieves net cash flow (known as “residual receipts”). The borrower is also subject to annual project monitoring and reporting.

All loans are secured by deeds of trust that are subordinate to the developer’s senior financing. In the event of default or non-compliance with the loan terms, the City has the right to call the loan and or exercise its right to the underlying property.

For those developments created without low-income housing tax credits, the loans are forgiven at maturity and the City records a corresponding allowance for those amounts.

During FY 2022-23, the City disbursed $195,501 under these types of loan agreements.

The City has previously disbursed the following amounts under note agreements that will be forgiven at maturity:

Borrower Total Disbursed
4th St. Senior Housing Corp. 2,369,060 $
Alternative Living for the Aging 315,000 Caritas 191,178 Community Corp Santa Monica 147,274,339 New Directions, Inc. 400,000 Ocean Housing Foundation 1,540,000 OPCC 778,533
Retirement Housing Foundation 1,317,500
SM New Hope Courtyard Apts 900,000
Step Up On Second 12,354,578 Upward Bound House 1,390,000 Upward Bound Senior Villas 1,851,000 Volunteers of America 774,579 Non housing loans 471,975 $ 171,927,742

5.A.d
Packet Pg. 379 Attachment: Notes Receivable Sample Disclosure (6251 : Present Annual Comprehensive Financial Report (ACFR) for Year Ended June 30,

CITY OF SANTA MONICA, CALIFORNIA
Notes Receivable Information
For the fiscal year ended June 30, 2023

02.20.24 The City has various notes receivable outstanding. Below is the activity for FY 2022-23 by borrower:

Beginning Additions Reductions Ending
Borrower
Community Corp 128,781,743 $ 165,295 - 128,947,038 Santa Monica Housing Partners 19,400,000 - - 19,400,000 EAH 19,578,252 3,563,982 756,891 22,385,343 Step Up 12,211,255 - - 12,211,255
FAME 11,474,999 - - 11,474,999
Others 17,204,836 40,000 227,940 17,016,896 Total 208,651,085 $ 3,769,277 984,831 211,435,531

5.A.d
Packet Pg. 380 Attachment: Notes Receivable Sample Disclosure (6251 : Present Annual Comprehensive Financial Report (ACFR) for Year Ended June 30,

CITY OF SANTA MONICA, CALIFORNIA
Notes Receivable Information
For the fiscal year ended June 30, 2023

02.20.24 Detail of notes receivable totaling $211,435,531 are as follows:

Balance at Balance at
June 30, 2022 Transfers Increases Decreases June 30, 2023 Special Revenue Source Fund
Community Corporation of Santa Monica (a) 448,280 $ - - - 448,280 Community Corporation of Santa Monica (b) 7,114,401 - - - 7,114,401 Community Corporation of Santa Monica (c) 4,420,698 - - - 4,420,698 FAME Santa Monica Senior Apartments (d) 7,416,347 - - - 7,416,347 Step Up (e) 2,029,437 - - - 2,029,437 Santa Monica Housing Partners (f) 19,400,000 - - - 19,400,000 Mountain View Mobile Home Park resident (g) 87,830 - - - 87,830 Community Corporation of Santa Monica (h) 3,350,000 - - - 3,350,000 Community Corporation of Santa Monica (i) 6,774,763 - - - 6,774,763 Community Corporation of Santa Monica (j) 10,570,940 - - - 10,570,940 EAH, Inc (k) 11,400,000 - - 756,891 10,643,109 Community Corporation of Santa Monica (l) 429,965 - - - 429,965 Community Corporation of Santa Monica (m) 9,547,656 - - - 9,547,656 Community Corporation of Santa Monica (n) 13,348,057 - - - 13,348,057 Community Corporation of Santa Monica (o) 20,650,000 - - - 20,650,000 EAH, Inc (p) 1,645,205 - 3,442,234 - 5,087,439 Community Corporation of Santa Monica (q) 14,194,942 - 165,295 - 14,360,237 Total Special Revenue Source Fund 132,828,521 - 3,607,529 756,891 135,679,159 Low and Moderate Income Housing Asset Fund Community Corporation of Santa Monica (r) 7,979,656 - - - 7,979,656 Community Corporation of Santa Monica (s) 2,738,277 - - - 2,738,277 Community Corporation of Santa Monica (t) 4,437,001 - - - 4,437,001 FAME Santa Monica Senior Apartments (u) 4,058,652 - - - 4,058,652 Step Up (v) 3,011,818 - - - 3,011,818 Community Corporation of Santa Monica (w) 4,234,506 - - - 4,234,506 Community Corporation of Santa Monica (x) 2,900,000 - - - 2,900,000 Community Corporation of Santa Monica (y) 5,408,035 - - - 5,408,035 Step Up (z) 5,870,000 - - - 5,870,000 Santa Monica Housing Partners (aa) 5,684,455 - - - 5,684,455 Community Corporation of Santa Monica (bb) 685,738 - - - 685,738 EAH, Inc (cc) 6,533,047 - 121,748 - 6,654,795 Total Low and Moderate Income Housing Asset Fund 53,541,185 - 121,748 - 53,662,933 Nonmajor Governmental Funds Low- and moderate-income housing (dd) 676,719 - 40,000 53,213 663,506 Ocean Park Community Center (ee) 400,000 - - - 400,000 Community Corporation of Santa Monica (ff) 6,345,807 - - - 6,345,807 Community Corporation of Santa Monica (gg) 841,600 - - - 841,600 Community Corporation of Santa Monica (hh) 1,691,965 - - - 1,691,965 Community Corporation of Santa Monica (ii) 669,456 - - - 669,456 MERL Program (jj) 5,614,421 - - 107,424 5,506,997 Ocean Park Community Center (kk) 800,000 - - - 800,000 Step Up (ll) 1,300,000 - - - 1,300,000 MERL Program (mm) 3,941,411 - - 67,303 3,874,108 Total nonmajor governmental funds 22,281,379 - 40,000 227,940 22,093,439 Total notes receivable 208,651,085 $ - 3,769,277 984,831 211,435,531

5.A.d
Packet Pg. 381 Attachment: Notes Receivable Sample Disclosure (6251 : Present Annual Comprehensive Financial Report (ACFR) for Year Ended June 30,

CITY OF SANTA MONICA, CALIFORNIA
Notes Receivable Information
For the fiscal year ended June 30, 2023

02.20.24 Special Revenue Source Fund
a. A promissory note dated February 1, 2011 in the amount of $9,407,103 was executed with Community Corporation of Santa Monica for an affordable housing project located at 2602 Broadway. This is a 55- year loan with an interest rate of 3% per annum. As of June 30, 2023, $448,280 had been disbursed to the borrower. See item “r” below for the amount disbursed from the Low and Moderate Income Housing Asset Fund.
b. A promissory note dated January 12, 2009 in the amount of $6,223,333 was executed with Community Corporation of Santa Monica for an affordable housing project located at 430-508 Pico Boulevard. This was a 0% interest loan with the principal amount due and payable after a two-year deferral period. It was superseded by a new loan dated January 26, 2012, which increased the note to $10,947,475, changed the interest rate to 3% and the term to 55 years. As of June 30, 2023, $7,114,401 had been disbursed to the borrower. See item “s” below for amounts disbursed from Low and Moderate Income Housing Asset Fund.
c. A promissory note dated February 2, 2009 in the amount of $5,595,897 was executed with Community Corporation of Santa Monica for an affordable housing project located at 2802 Pico Boulevard. This was a 0% interest loan with the principal amount due and payable after a two-year deferral period. It was superseded by a new loan dated November 29, 2011, which increased the note to $9,207,402, changed the interest rate to 3% and the term to 55 years. As of June 30, 2023, $4,420,698 had been disbursed to the borrower. See item “t” below for the amount disbursed from the Low and Moderate Income Housing Asset Fund.
d. A promissory note dated June 16, 2009 in the amount of $4,424,711 was executed with FAME Santa Monica Senior Apartments, L.P. for an affordable housing project located at 1754 19th Street. This loan was superseded by a loan in the amount of $11,475,000 dated November 17, 2011. It is a 0% interest loan for 55 years. As of June 30, 2023, $7,416,347 had been disbursed to the borrower. See item “u” below for the amount disbursed from the Low and Moderate Income Housing Asset Fund. e. A promissory note dated December 15, 2010 in the amount of $3,645,422 was executed with Step Up on Second Street, Inc. for an affordable housing project at 520 Colorado Avenue. The loan is for the acquisition and predevelopment of the site. This loan was superseded by a loan in the amount of $5,041,255 dated January 25, 2012. It is a 3% interest loan for 55 years. As of June 30, 2023, $2,029,437 had been disbursed to the borrower. See item “v” below for the amount disbursed from the Low and Moderate Income Housing Asset Fund.
f. A promissory note dated December 8, 2011 in the amount of $19,400,000 was executed with Santa Monica Housing Partners for the acquisition and predevelopment expenses for an affordable housing project located at 1725 Ocean Ave. This is a 0% interest loan with the principal amount due and payable after the 55-year anniversary of conversion to permanent financing. As of June 30, 2023, $19,400,000 had been disbursed to the borrower.

5.A.d
Packet Pg. 382 Attachment: Notes Receivable Sample Disclosure (6251 : Present Annual Comprehensive Financial Report (ACFR) for Year Ended June 30,

CITY OF SANTA MONICA, CALIFORNIA
Notes Receivable Information
For the fiscal year ended June 30, 2023

02.20.24 g. A shared appreciation promissory note dated October 18, 2012 in the amount of $87,830 was executed with residents for a unit purchase in Mountain View Mobile Home Park at 1930 Stewart Street. This is a 55-year loan with a 0% interest rate. As of June 30, 2023, $87,830 had been loaned to the borrower. h. A revised promissory note dated October 26, 2004 in the amount of $3,350,000 was executed with 1424 Broadway Apartments Limited Partnership, c/o Community Corporation of Santa Monica, for an affordable housing project located at 1424 Broadway/1512 15th Street. This is a 55-year loan with 3% interest rate per annum. Payments are to be made from residual receipts. As of June 30, 2023, $3,350,000 had been disbursed to the borrower. See item “x” below for the amount disbursed from the Low and Moderate Income Housing Asset Fund.
i. A revised promissory note dated March 9, 2005 in the amount of $6,774,763 was executed with Pacific Court Limited Partnership, c/o Community Corporation of Santa Monica, for an affordable housing project located at 2209 Main Street. Forty-four low- and very low-income housing units were constructed on the site. This is a 55-year loan with 1% interest rate per annum. Payments are to be made from residual receipts. As of June 30, 2023, $6,774,763 had been disbursed to the borrower. j. A revised promissory note dated March 12, 2019 in the amount of $10,570,940 was executed with Community Corporation of Santa Monica for an affordable housing project located at 1820 & 1826 14th Street. This was a 3% interest loan with a fifty-five-year term from the date the project is completed but not later than December 31, 2075. As of June 30, 2023, $10,570,940 had been disbursed to the borrower. k. A promissory note dated March 12, 2020 in the amount of $11,400,000 was executed with Magnolia Villas EAH, LLC for the acquisition and predevelopment expenses for an affordable housing project located at 1445-1453 10th Street. This was a 3% interest loan with a fifty-five-year term. Payments are deferred during construction of the project and then payments of residual receipts are due annually once the construction has been completed. The loan is due and payable at the end of the loan term. As of June 30, 2023, the outstanding balance is $10,643,109.
l. A promissory note dated December 27, 2017 in the amount of $467,735 was executed with Community Corporation of Santa Monica for an affordable housing project located at 1342 Berkeley Street. This is a 0% interest loan with a two-year term and option to extend for additional two and one-half years.

Payments are deferred during loan term including any extensions. The loan is due and payable at the end of the loan term. As of June 30, 2023, $429,965 had been disbursed to the borrower. m. A promissory note dated April 2, 2020 in the amount of $9,745,656 was executed with Community Corporation of Santa Monica for an affordable housing project located at 2120 Lincoln Boulevard. This is 3% interest loan with a fifty-five-year term. Payments are deferred construction of the project and then payments of residual receipts are due annually once the construction has been completed. The loan is due and payable at the end of the loan term. As of June 30, 2023, $9,547,656 had been disbursed to the borrower.
n. A promissory note dated March 18, 2021 in the amount of $13,348,057 was executed with Community

5.A.d
Packet Pg. 383 Attachment: Notes Receivable Sample Disclosure (6251 : Present Annual Comprehensive Financial Report (ACFR) for Year Ended June 30,

CITY OF SANTA MONICA, CALIFORNIA
Notes Receivable Information
For the fiscal year ended June 30, 2023

02.20.24 Corporation of Santa Monica for an affordable housing project located at 1819 Pico Boulevard et al. This is a 2% interest loan with a fifty-five-year term from the date the project is completed but not later than December 31, 2077. Payments are deferred during loan term including any extensions. The loan is due and payable at the end of the loan term. As of June 30, 2023, $13,348,057 had been disbursed to the borrower.
o. A promissory note dated November 24, 2020 in the amount of $20,650,000 was executed with Community Corporation of Santa Monica for an affordable housing project located at 1834-48 14th Street. This is a 3% interest loan with a fifty-five-year term from the date the project is completed but not later than December 31, 2077. Payments are deferred during loan term including any extensions. The loan is due and payable at the end of the loan term. As of June 30, 2023, $20,650,000 had been disbursed to the borrower.
p. A promissory note dated June 1, 2022 in the amount of $11,742,234 was executed with Laurel EAH NC, LLC for the acquisition, predevelopment, and construction expenses for an affordable housing project located at 1413 Michigan Avenue. This is a 3% interest loan with a fifty-five-year term. Payments will be made from residual receipts, if any. The loan is due and payable at the end of the loan term. As of June 30, 2023, $5,087,439 had been disbursed to the borrower. A part of the loan balance in this fund was transferred to the Low and Moderate Income Housing Asset Fund. See item "cc" below. q. A promissory note dated January 14, 2020 in the amount of $15,183,670 was executed with Community Corporation of Santa Monica for an affordable housing project located at 2033-2101 Virginia Ave.

Payments are deferred during loan term including any extensions. The loan is due and payable in full fifty-four (54) months from the date of the Note, unless further extended. This is a 0% interest loan. As of June 30, 2023, $14,360,237 had been disbursed to the borrower.

Low and Moderate Income Housing Asset Fund
r. A promissory note dated February 1, 2011 in the amount of $9,407,103 was executed with Community Corporation of Santa Monica for an affordable housing project located at 2602 Broadway. This is a 55- year loan with an interest rate of 3% per annum. As of June 30, 2023, the outstanding balance is $7,979,656. See item “a” above for the amount disbursed from the Special Revenue Source Fund. s. A promissory note dated January 12, 2009 in the amount of $6,223,333 was executed with Community Corporation of Santa Monica for an affordable housing project located at 430-508 Pico Boulevard. This was a 0% interest loan with the principal amount due and payable after a two-year deferral period. It was superseded by a new loan dated January 26, 2012, which increased the note to $10,947,475, changed the interest rate to 3% and the term to 55 years. As of June 30, 2023, $2,738,277 had been disbursed to the borrower. See item “b” above for amounts disbursed from the Special Revenue Source Fund. t. A promissory note dated February 2, 2009 in the amount of $5,595,897 was executed with Community Corporation of Santa Monica for an affordable housing project located at 2802 Pico Boulevard. This was a 0% interest loan with the principal amount due and payable after a two-year deferral period. It was superseded by a new loan dated November 29, 2011, which increased the note to $9,207,402, changed

5.A.d
Packet Pg. 384 Attachment: Notes Receivable Sample Disclosure (6251 : Present Annual Comprehensive Financial Report (ACFR) for Year Ended June 30,

CITY OF SANTA MONICA, CALIFORNIA
Notes Receivable Information
For the fiscal year ended June 30, 2023

02.20.24 the interest rate to 3% and the term to 55 years. As of June 30, 2023, the outstanding balance is $4,437,001. See item “c” above for the amount disbursed from the Special Revenue Source Fund. u. A promissory note dated June 16, 2009 in the amount of $4,424,711 was executed with FAME Santa Monica Senior Apartments, L.P. for an affordable housing project located at 1754 19th Street. This loan was superseded by a loan in the amount of $11,475,000 dated November 17, 2011. It is a 0% interest loan for 55 years. As of June 30, 2023, $4,058,652 had been disbursed to the borrower. See item “d” above for the amount disbursed from the Special Revenue Source Fund. v. A promissory note dated December 15, 2010 in the amount of $3,645,422 was executed with Step Up on Second Street, Inc. for an affordable housing project at 520 Colorado Avenue. The loan is for the acquisition and predevelopment of the site. This loan was superseded by a loan in the amount of $5,041,255 dated January 25, 2012. It is a 3% interest loan for 55 year. As of June 30, 2023, $3,011,818 had been disbursed to the borrower. See item “e” above for the amount disbursed from the Special Revenue Source Fund.
w. A promissory note dated July 24, 2006 in the amount of $4,234,506 was executed with The Tahiti, L.P. c/o Community Corporation of Santa Monica for an affordable housing project located at 2411-2423 Centinela Avenue. The loan was for the construction of 36 affordable rental housing units. This is a 55- year loan with a simple interest rate of 3% per annum. Payments are to be made from residual receipts.

As of June 30, 2023, $4,234,506 had been disbursed to the borrower. x. A revised promissory note dated October 26, 2004 in the amount of $2,900,000 was executed with 1424 Broadway Apartments Limited Partnership, c/o Community Corporation of Santa Monica, for an affordable housing project located at 1424 Broadway/1512 15th Street. This is a 55-year loan with 3% interest rate per annum. Payments are to be made from residual receipts. As of June 30, 2023, $2,900,000 had been disbursed to the borrower. See item “h” above for the amount disbursed from the Special Revenue Source Fund.
y. Promissory notes dated October 26, 2004, October 26, 2004 and June 12, 2007 in the amount of $4,458,035, $1,691,965 and $950,000, respectively for a total of $7,100,000 were executed with 26th and Santa Monica Family Housing Limited Partnership, c/o Community Corporation of Santa Monica, for an affordable housing project located at 1349 26th Street. Forty-four low- and very low-income housing units were constructed on the site. They are 55-year loans with 3% interest rate per annum. Payments are to be made from residual receipts. As of June 30, 2023, $5,408,035 had been disbursed to the borrower.

This was disbursed from the Low and Moderate Income Housing Asset Fund. See item “jj” below for the amount disbursed from the CDBG Fund.
z. Two promissory notes dated February 13, 2007, one in the amount of $5,870,000 and one for $1,300,000 for a total of $7,170,000 were executed with Step Up on Fifth, L.P. for an affordable housing project located at 1548 Fifth Street. These loans are for the acquisition and construction of the site. This is a 55- year loan with a simple interest rate of 5% per annum. Payments are to be made from residual receipts.

As of June 30, 2023, $5,870,000 had been disbursed to the borrower. This was disbursed from the Low and Moderate Income Housing Asset Fund. See item “ee” below for the amount disbursed from the

5.A.d
Packet Pg. 385 Attachment: Notes Receivable Sample Disclosure (6251 : Present Annual Comprehensive Financial Report (ACFR) for Year Ended June 30,

CITY OF SANTA MONICA, CALIFORNIA
Notes Receivable Information
For the fiscal year ended June 30, 2023

02.20.24 Miscellaneous Grants Fund.
aa. An amended promissory note dated February 22, 2008, in the amount of $5,207,314 and a promissory note dated March 15, 2011 for $477,141 were executed with the Santa Monica Housing Partners, L.P. for the development of 20 units of affordable senior housing at 1458 14th Street. The loans represent land acquisition financing that achieves site control. These are 55-year loans with an interest rate of 3% per annum on the $5,207,314 loan and 4.36% on the $477,141 loan. As of June 30, 2023, the outstanding balance is $5,684,455.
bb. A promissory note dated October 21, 1987 in the amount of $778,603 was executed with Community Corporation of Santa Monica for affordable housing projects located at 504 Ashland, 518 Pier, 536 Ashland, 642 Marine, and 3005 Highland. The overall project is called Ocean Park 43 (OP43). This is a 40 year loan with an interest rate of 5% per annum. As of June 30, 2023, $685,738 had been disbursed to the borrower.
cc. A promissory note dated June 1, 2022 in the amount of $11,742,234 was executed with Laurel EAH NC, LLC for the acquisition, predevelopment, and construction expenses for an affordable housing project located at 1413 Michigan Avenue. This is a 3% interest loan with a fifty-five-year term. Payments will be made from residual receipts, if any. The loan is due and payable at the end of the loan term. As of June 30, 2023, $6,654,795 had been disbursed to the borrower. A part of this balance was transferred from the Special Revenue Source Fund. See item "p" above.

Nonmajor Governmental Funds
dd. These represent non-interest bearing, limited appreciation and shared appreciation loans made between 1991 and 2001 pursuant to Tenant Ownership Rights Charter Amendment (TORCA) Program guidelines to assist low- and moderate-income households to purchase their rental units. The loans are due the upon resale, transfer or default. As of June 30, 2023, the outstanding balances of such loans total $663,506. ee. A promissory note dated September 30, 2003 in the amount of $1,200,000 was executed with Ocean Park Community Center for congregate housing and emergency shelter for very low-income use, located at 1751 Cloverfield Boulevard. This loan is for the acquisition and rehabilitation of the site. This is a 55- year loan with 5.98% interest rate per annum with a two-year deferral period. Payments are to be made from residual receipts. As of June 30, 2023, $400,000 had been disbursed to the borrower. This was disbursed from the TORCA Fund. See item “kk” below for the amount disbursed from the Miscellaneous Grants Fund.
ff. A revised promissory note dated February 8, 2006 in the amount of $6,745,807 was executed with Community Corporation of Santa Monica for an affordable housing project located at 3021-3031 Santa Monica Boulevard. This loan was for the acquisition, predevelopment expenses and construction of lowand very low-income housing. This is a 3% interest loan with the principal amount due and payable February 8, 2061, 55-years from February 8, 2006. As of June 30, 2023, $6,345,807 had been disbursed to the borrower. This was disbursed from the TORCA Fund.

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Packet Pg. 386 Attachment: Notes Receivable Sample Disclosure (6251 : Present Annual Comprehensive Financial Report (ACFR) for Year Ended June 30,

CITY OF SANTA MONICA, CALIFORNIA
Notes Receivable Information
For the fiscal year ended June 30, 2023

02.20.24 gg. A promissory note dated December 22, 1988 in the amount of $841,600 was executed with Community Corporation of Santa Monica for low- and very low-income housing at 2020-2030 Cloverfield Boulevard. This is a 35-year loan with 10.44% interest rate per annum. As of June 30, 2023, $841,600 had been disbursed to the borrower. This was disbursed from the CDBG Fund. hh. Promissory notes dated October 26, 2004, October 26, 2004 and June 12, 2007 in the amount of $4,458,035, $1,691,965 and $950,000, respectively for a total of $7,100,000 were executed with 26th and Santa Monica Family Housing Limited Partnership, c/o Community Corporation of Santa Monica, for an affordable housing project located at 1349 26th Street. Forty-four low- and very low-income housing units were constructed on the site. They are 55-year loans with 3% interest rate per annum.

Payments are to be made from residual receipts. As of June 30, 2023, $1,691,965 had been disbursed to the borrower. This was disbursed from the CDBG Fund. See item “y” above for the amount disbursed from the Low and Moderate Income Housing Asset Fund.
ii. On October 22, 1998, the City executed a promissory note with Community Corporation of Santa Monica for the construction of a twenty unit, large family, affordable housing complex located at 708 Pico Boulevard. $579,000 was funded from the City’s Pico Neighborhood Trust Fund but now known as CDBG Housing Trust Fund, while $221,000 is funded from the Community Development Block Grant (CDBG) Fund. This note is a 0% interest loan to be repaid from residual receipts of the project and is due on October 22, 2053. As of June 30, 2023, the outstanding balance is $669,456. jj. The January 17, 1994 Northridge Earthquake resulted in damaged multifamily residences in the City.

To facilitate repair of damaged multifamily residences, the U.S. Department of Housing and Urban Development awarded the City a total of $33,388,000 in emergency funds to finance the City's Multifamily Earthquake Repair Loan (MERL) Program. The funds were allocated as follows:
$2,027,000 – HOME Program Emergency Supplemental Fund, $6,361,000 – HOME Program Presidential Contingency Fund, and $25,000,000 – CDBG Program Emergency Supplemental Fund.

Loans were made between 1995 and 2001. As of June 30, 2023, the CDBG Program Emergency Supplemental Fund outstanding balance is $5,506,997. See item “mm” below for the amount disbursed from the Miscellaneous Grants Fund.
kk. A promissory note dated September 30, 2003 in the amount of $1,200,000 was executed with Ocean Park Community Center for congregate housing and emergency shelter for very low-income use, located at 1751 Cloverfield Boulevard. This loan is for the acquisition and rehabilitation of the site. This is a 55- year loan with 5.98% interest rate per annum with a two-year deferral period. Payments are to be made from residual receipts. As of June 30, 2023, $800,000 had been disbursed to the borrower. This was disbursed from the Miscellaneous Grants Fund. See item “ee” above for the amount disbursed from the TORCA Fund.
ll. Two promissory notes dated February 13, 2007, one in the amount of $5,870,000 and one for $1,300,000 for a total of $7,170,000 were executed with Step Up on Fifth, L.P. for an affordable housing project located at 1548 Fifth Street. These loans are for the acquisition and construction of the site. This is a 55- year loan with a simple interest rate of 5% per annum. Payments are to be made from residual receipts.

As of June 30, 2023, $1,300,000 had been disbursed to the borrower. This was disbursed from the

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Packet Pg. 387 Attachment: Notes Receivable Sample Disclosure (6251 : Present Annual Comprehensive Financial Report (ACFR) for Year Ended June 30,

CITY OF SANTA MONICA, CALIFORNIA
Notes Receivable Information
For the fiscal year ended June 30, 2023

02.20.24 Miscellaneous Grants Fund. See item “z” above for the amount disbursed from the Low and Moderate Income Housing Asset Fund.
mm. The January 17, 1994 Northridge Earthquake resulted in damaged multifamily residences in the City.

Loans were made between 1995 and 2001. As of June 30, 2023, the Miscellaneous Grants Fund outstanding balance is $3,874,108. See item “jj” above for the amount disbursed from the CDBG fund.

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Packet Pg. 388 Attachment: Notes Receivable Sample Disclosure (6251 : Present Annual Comprehensive Financial Report (ACFR) for Year Ended June 30, City Council
Report
City Council Meeting: April 23, 2024
Agenda Item: 5.B
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To: Mayor and City Council
From: Heather Averick, Director, Housing and Human Services Department Subject: Award a Contract for Aging and Disability Strategic Planning Consulting Services to Elizabeth Anderson Consulting
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 #400 to Elizabeth Anderson Consulting for consulting services in connection with establishing a citywide aging and disability strategic plan for the Housing and Human Services Department; and

3. Authorize the City Manager to negotiate and execute an agreement with Elizabeth Anderson Consulting in an amount not to exceed $155,000 for two years with future year funding contingent on Council budget approval.

Summary
In November 2023, the City of Santa Monica was awarded a grant from the California Department of Aging Local Aging & Disability Action Planning (LADAP) grant program.

LADAP funds will be used to create a citywide age- and disability-friendly action plan.

The Housing and Human Services Department released a Request for Proposal (RFP) on February 14, 2024, to procure an expert consultant to begin the LADAP planning process and create the LADAP action plan. Five proposals were submitted by the March 8, 2024, closing date. Staff recommends approval of an agreement with Elizabeth Anderson Consulting in an amount not to exceed $155,000.

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Discussion
As a LADAP grantee, the City is using these grant funds to create local age- and disability-friendly action plans to improve the City’s livability and address the current, emerging, and future needs of the City’s older adults, people with disabilities, and their caregivers. The goals of the LADAP grant program align with California’s Master Plan for Aging (MPA) (Attachment A), a “blueprint” for state government, local government, the private sector, and philanthropy to prepare the state for the coming demographic changes and to continue California’s leadership in aging, disability, and equity.

As highlighted in the MPA, the population is aging across the nation and older adults are expected to be one of the largest age groups in the state of California by 2030. The number of people with disabilities is also increasing in the wake of the pandemic as a “mass disabling event” (The Century Foundation) (Attachment B). Older adults and people with disabilities also face unique vulnerabilities that highlight the need to conduct a targeted assessment and community outreach campaign to gain a deeper understanding of existing and emerging needs experienced amongst this growing community.

With LADAP funds in hand, the City is embarking on a planning process to improve coordination across City departments and within the community, to comprehensively address community needs and adequately plan for Santa Monicans who are aging or who have a disability - particularly those who are the most vulnerable within our community. The City’s planned approach to apply an equity lens and center cultural competency, community engagement, and disability inclusion throughout the LADAP planning process will result in a roadmap with actionable steps to address the social determinants of health and achieve more equitable outcomes and life experiences for older adults, people with disabilities, and their caregivers.

Santa Monica City Council priorities, adopted in March 2023, include: Cultivate Economic Recovery & Expand Community & Cultural Offerings for various groups including seniors; Addressing Homelessness which includes addressing the behavioral health needs of vulnerable populations; and advancing racial equity and social diversity

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to increase equitable outcomes for all populations as part of the Racial Justice, Equity & Social Diversity priority. The LADAP Action Plan that would be created by Elizabeth Anderson Consulting if awarded can be leveraged to advance these Council priorities within the aging and disability communities in Santa Monica, as well as other crossdepartmental initiatives, by helping quantify the need for senior or accessible housing in Santa Monica, elevating effective homelessness prevention strategies for older adults and people with disabilities, and identifying barriers that drive inequitable outcomes for older adults and people with disabilities in Santa Monica.

Ultimately, the City will utilize the LADAP Action Plan to guide future budget recommendations and identify further areas of alignment to promote the health and wellbeing to support Santa Monicans to age in place, and ensure community livability for those of all ages and abilities.

In February 2024, the City issued an RFP to procure an expert consultant to help lead LADAP planning alongside inter-departmental City staff, City Commissions, and community-based partners.

Vendor Selection
Bidder Recommendation
Best Qualified Firm Elizabeth Anderson Consulting
Evaluation Criteria Proposed work plan ability to accomplish project goals; previous experience with strategic planning and/or community engagement and/or other projects focused on aging and
disability; proposer’s unique expertise in aging and disability; local experience; efficiency in cost proposal; proposer’s work samples and references for similar engagements.

Municipal Code SMMC 2.24.190
RFP Data
Posting Date: 2/14/2024 # of Vendors Downloaded: 35
Closing Date: 3/8/2024 # of Submittals Received: 5
Posted On: City’s online bidding site, OpenGov, which sent notifications to over 6,700 registered vendors
Additional
Outreach:

In addition to over 6,700 vendors registered in the City’s OpenGov platform, notification about the open bid was sent to Housing and Human Services Department’s robust email

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distribution list, which includes over 330 representatives from agencies funded by the Human Services Grants Program, the Human Services Commission, Disabilities Commission, Virginia Avenue Park & Police Activities League Boards, Cradle to Career collaborative, Early Childhood Task Force collaborative, Westside Cities Councils of Government, the Westside
Coalition, and neighborhood associations.

Submittals Received
Elizabeth Anderson Consulting
Global Urban Strategies
Leone Solutions Group
Maroon Society
SDSU Research Foundation: Social Policy Institute/Center for Excellence in Aging & Longevity
Justification to Award
An evaluation panel of representatives from the Housing and Human Services Department; Santa Monica Fire Department; Department of Transportation; Diversity, Equity & Inclusion team within the City Manager’s Office; and a representative from both the Human Services Commission and Disabilities Commission reviewed and ranked all proposals using the criteria set out in the RFP. There were a total of six members on the evaluation panel. Scores were averaged to generate the highest scoring proposal. Based on the panelist reviews and criteria set forth in SMMC

2.24.190, Elizabeth Anderson Consulting is being recommended based on their experience managing similar projects and previous experience working with the City of Santa Monica; their unique position within local aging and disability networks; their demonstrated understanding of issues impacting older adults and people with disabilities in Santa Monica; and a proposed workplan that is realistic, will accomplish project objectives, and is sensitive to equity, cultural competency, and disability inclusion. Additionally, Elizabeth Anderson Consulting received an aggregated score of 95 out of 100 points by the evaluation panel - the highest scoring proposal by more than 5 points.

Past Council Actions
Date Description
February 27, 2024 (Attachment C) City Council authorized acceptance of LADAP grant funds as part of the 2023-24 Mid-Year
Budget Update.

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Environmental Review
The award agreement is exempt from CEQA pursuant to Section 15061(b)(3) of the CEQA Guidelines. The award 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 award agreement is administrative in nature and provide the City with consulting services for establishing an aging and disability strategic plan.

Therefore, it can be seen with certainty that the agreement would not result in adverse physical impacts on the environment, and as such, is exempt from CEQA.

Financial Impacts and Budget Actions
Staff seeks authority to approve funding from the Miscellaneous Grant Fund to award a contractual services agreement with Elizabeth Anderson Consulting for consulting services in connection with establishing a citywide aging and disability strategic plan.

FY 2023-24 Request
Amount
Account Number Total Contract Amount
$155,000 20420001.556090 $155,000
Prepared By: Alana Riemermann, Senior Human Services Analyst Approved Forwarded to Council
Attachments:

A. Attachment A: California Master Plan for Aging
B. Attachment B: The Century Foundation - Economic Justice is Disability Justice C. Attachment C: 2023-24 Mid-Year Budget Update Staff Report D. Attachment D: Executed Oaks Initiative Form
E. Attachment E: Executed Levine Disclosure Form
F. California Master Plan for Aging (PDF File of Attachment A Website)

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G. The Century Foundation - Economic Justice is Disability Justice (PDF File of Attachment B Website)

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City Council
Housing Authority
Report
City Council Meeting: February 27, 2024
Agenda Item: 11.B
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To: Housing Authority, Mayor and City Council
From: Oscar Santiago, Director, Finance Department, Budget Subject: Financial Status Update and FY 2023-24 Midyear Budget Recommended Action
Staff recommends that the City Council and Housing Authority:

1. Appropriate FY 2023-24 midyear revenue and expenditure budget adjustments and approve corresponding adjustments to the FY 2024-25 budget plan. (Attachment A)
Staff also recommends that the City Council:

1. Receive an update to the FY 2023-24 through FY 2027-28 Five Year Financial Forecast;

2. Adopt a Resolution establishing new classifications and adopting salary rates for various positions (Attachment B);

3. Approve the position and classification changes (Attachment C);

4. Adopt a Resolution abolishing unused and obsolete classifications and associated salary rates (Attachment D);

5. Authorize the City Manager to accept a grant award in the amount of $200,000 from the California Department of Aging’s Local Aging & Disability Action Planning (LADAP) Grant Program in support of strategic planning efforts to address the needs of older adults and people with disabilities, and to execute all necessary documents to accept the grant and all grant renewals;

6. Authorize the City Manager to accept a grant award in the amount of $135,000 from the U.S. Department of Homeland Security, Federal Emergency Management Agency (FEMA) Hazard Mitigation Grant Program (HMGP) through the State of California, Governor’s Office of Emergency Services (CalOES) for the Office of Emergency Management in the City Manager’s Office, and to accept all grant renewals; and

7. 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.

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Summary
The Midyear Budget Review is an important touchstone in the City’s monitoring of its economic recovery and is an opportunity to assess whether adopted budget projections are on track. The midyear outlook is positive, reflecting an economy that continues to recover. The current investments in our community, approved during the FY 2023-25 budget, have positioned us to maintain our progress towards addressing community needs, and revenues are projected to marginally exceed previously budgeted amounts.

However, the City continues to navigate various challenges, ranging from economic uncertainty resulting from inflation and high interest rates, volatility of the insurance market and increased medical costs, consumer and work behavior changes, the need to address deferred infrastructure and equipment maintenance, and contingent liabilities from additional claims stemming from allegations of sexual abuse by a former employee and volunteer and over a request to transition to district elections. Therefore, while there are positive signals in the City’s revenue streams, the combined impact of these challenges limits the City’s ability to bring forward enhancements to programs and services beyond what was approved in the FY 2023-25 budget adopted last June.

The February 2024 Five Year Forecast for all City funds includes the updated revenue and expenditure budget adjustments proposed in this report as FY 2023-25 Midyear adjustments, as well as updated revenue and expenditure projections going forward. In keeping with the momentum of the recovery, the General Fund Forecast shows a balanced budget on an annual basis for the current and next five fiscal years. This is made possible through the use of working capital reserves that supplement revenue growth in the short term. The majority of the non-General Funds will remain selfsufficient during the forecast period.

The Midyear Budget Review provides an opportunity to adjust the current budget based on eight months of actual data. Budget adjustments are important, as they inform future year projections and assist staff in updating the five-year financial forecast and the budget targets for the FY 2024-25 budget plan. The revenue and expenditure adjustments are further detailed below. A complete list of all adjustments are included in Attachment A.

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Proposed budget adjustments for Fiscal Year 2023-25:

Revenues (in millions)
Fund FY 2023-24 FY 2024-25
General Fund $ 1.18 $ 6.40
Other Funds $ (0.16) $ (2.41)
Total All Funds $ 1.02 $ 3.99
Expenditures (in millions)
FY 2023-24 FY 2024-25
Fund Operating Capital Operating Capital
General Fund $ 0.00 $ - $ 4.45 $ -
Other Funds $ (0.21) $ 8.64 $ 3.14 $ 1.21
Total All Funds $ (0.21) $ 8.64 $ 7.59 $ 1.21
All proposed staffing adjustments, including additions and deletions of positions with net zero cost impact and those funded by the reallocation of funds within departments’ current budgets are detailed in Attachment C. The report also includes recommendations to adopt resolutions to establish new classifications and salary rates for various positions and to abolish unused and obsolete classifications and associated salary rates; and to approve the acceptance of grant awards from the California Department of Aging to support strategic planning to address the needs of older adults and people with disabilities and from the U.S. Department of Homeland Security FEMA to support the preparation of the City’s Local Hazardous Mitigation Plan.

Background
On June 27, 2023, the City Council adopted the FY 2023-25 Biennial Budget (Attachment E). The operating budget provides a plan, built upon community-driven priorities, to continue to rebuild, restore and reenergize our community through strategic investments informed by the five priority areas Council identified at its workshop on March 11, 2023. The investments were funded using new revenue sources coming

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from voter approved measures, public and private partnerships, rate adjustments, reallocated funding, working capital reserve funds, and successful grant applications.

The FY 2023-24 Adopted Capital Improvement Program (CIP) Budget is focused on strategic investments in maintaining and enhancing critical City infrastructure and City facilities essential to providing services.

The City’s audited financial statements as of June 30, 2023, published in the Annual Comprehensive Financial Report and posted on the City’s website in early February 2024, confirm that the City’s General Fund realized sufficient revenues in FY 2022-23 to 1) maintain its working capital reserve funds, which will help maintain service levels in the short term while revenues continue to recover and 2) enable us to increase the General Fund operating contingency reserve, which protects our ability to provide essential services during emergencies and economic fluctuations, by another 0.5% to $52 million. While this is a positive milestone towards rebuilding General Fund reserves, it is important to note that the City’s General Fund reserve level is still significantly lower than it was in pre-COVID years.

As of June 30, 2023, General Fund total non-restricted reserves amount to approximately 50% of what they were as of June 30, 2019. Since 2020, demands on reserves have been impacted by a severe loss of revenues as a result of the pandemic (estimated at $170 million through June 30, 2023), and legal settlement payments related to allegations of sexual abuse by a former employee and volunteer. Of the total $229.8 million paid in legal settlements, $159.6 million was covered using General Fund reserves, while the remainder was covered by insurance funds and reserves from the City’s Housing Trust Fund, Water Fund and Workers Compensation Fund. Drawing on reserves and borrowing from other funds has limited the City’s ability to bring forward programs, services and capital projects that meet current council priorities and community and organizational needs.

Discussion
The national and State economies continued to recover in the fourth quarter of (calendar year) 2023. National economic growth as measured by Gross Domestic

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Product (GDP) grew over 4.8% and 3.3% in the third and fourth quarters of 2023, respectively. The deceleration in GDP in the fourth quarter was primarily due to slowdowns in federal government spending, residential investment, and consumer spending. Economists project that growth in the U.S. economy in 2024 and 2025 will be tempered (less than 2% annual GDP growth) as interest rates remain high and inflation rates slowly recede. It is projected that interest rates will remain relatively unchanged until mid to late 2024 when the Fed is expected to begin cutting. In December 2023, the UCLA Anderson Forecast indicated that the threat of eminent recession has faded, fueled by continued strength in the labor market; expansionary government policies; new national policy to encourage infrastructure, green energy and computer chip development in the U.S., which has pumped billions into the economy; and consumer spending, which remains strong. However, some economists still believe a recession could happen.

Santa Monica’s economy continues to show recovery in consumer spending and the tourism sector. Property values in the City remain the third highest in Los Angeles County. As interest rates moderate or are reduced, it is projected there will be an increase in home sales and that prices, which are leveling off or declining, will rebound – thereby increasing assessed property values. This will have a positive impact on the City’s property tax and real estate transfer tax revenues.

General Fund Five-Year Financial Forecast Update
The February 2024 General Fund Five-Year Financial Forecast incorporates the revenues and expenditures budgeted for FY 2023-25, as revised with midyear budget adjustments. The Five-Year Financial Forecast shows the balance of General Fund revenues less expenditures on an annual basis for the next five fiscal years. The Forecast assumptions and results were updated from those presented in the March 11, 2023 Council Workshop (Attachment F).

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Notes: *includes the use of one-time working capital. Chart reflects Master Facilities Use agreement with SMMUSD expiring June 30, 2027. Forecast assumes that Measure YY/GS agreement with SMMUSD, which expires on June 30, 2028 is renewed. See discussion below.

As shown in the chart above, with the help of working capital reserves, the General Fund maintains a balanced budget until FY 2027-28 when revenues are anticipated to exceed expenditures.

Revenue Projections: The revenue forecast is informed by actual revenues generated in the first half of the year and updated assumptions based on economic trends and projections by hospitality industry, sales tax and property tax experts. These factors inform the midyear changes that are included in the forecast. On the revenue side, staff proposes adjustments to increase General Fund revenues by approximately $1.2 million and $6.4 million in FY 2023-24 and FY 2024-25, respectively, as compared to the original budget. While the FY 2024-25 change is a significant increase, it is primarily due to continued recovery in the tourism sector, which is impacting Transient Occupancy Tax revenues, and to increases in Business License Tax revenue from greater than projected gross receipts reported by businesses in FY 2023-24 and

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focused compliance efforts resulting from a dedicated business license inspector position. The additional midyear revenue allows the City to continue to have a balanced budget using essentially the same level of working capital reserves ($27.6 million), as in the 2023 forecast, to fill the gap between revenues and expenditures, while addressing midyear expenditure changes, cost increases throughout the forecast for items such as pension rates informed by recent portfolio earnings trends, healthcare rate increases due to inflation at an annual rate of 10%, significant increases to contributions towards property insurance and general liability/auto self-insurance, ongoing funding for the Police Department crime data center, and funding to implement and pay for the ongoing costs of a new permitting system.

Staff projects that growth across all General Fund revenue streams will moderate to an average 3.7% for the remainder of the forecast. It is anticipated that General Fund revenues will not recover to the level projected prior to the pandemic until FY 2026-27.

While the City has already experienced a loss of nearly $170 million since 2020, revenues will lag behind pre-pandemic projected growth by nearly $34 million more over the next five years, for a total revenue loss of approximately $204 million over 7 years, as shown in the chart below.

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Expenditure Projections: The Forecast has been updated to include projected cost of living increases; pension rates informed by recent portfolio earnings trends; healthcare rate increases due to inflation at an annual rate of 10%; significant increases to contributions towards property insurance and general liability/auto self insurance, based on an independent actuarial analysis of the fund, to ensure sufficient resources are available to cover claim expenses and increased excess insurance premiums; ongoing funding to cover the costs of the Police Department real time crime center once grant funding is exhausted; and funding to implement and pay for the ongoing costs of a new permitting system. Additionally, the General Fund forecast includes payments starting in FY 2027-28, to the Information Technology and Vehicle Management Funds to pay deferred internal service contributions that were suspended during the pandemic. These funds had to defer replacement schedules as a result of two years of suspended contributions. As a result of having to address these expenditure increases, the General Fund does not currently have sufficient funding available to restore programs and services above current levels.

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Use of Working Capital Reserves: The General Fund will require the use of $27.6 million in working capital reserves to fill budget deficits in fiscal years 2024-27. While the use of reserves to cover ongoing expenditures is not a sustainable financial practice, this is a short-term measure as staff expects revenue growth to moderate for the next few years. Funding was previously set aside as working capital reserves to support operations while revenues recover.

Master Facilities Use Agreement with Santa Monica-Malibu School District: The City of Santa Monica and the Santa Monica-Malibu Unified School District (SMMUSD) have enjoyed a long-standing partnership in serving the Santa Monica community. This has resulted in a series of joint revenue measures and joint-use agreements between the City and school district. In 2012, the City and SMMUSD entered into a Master Facilities Use Agreement that provided the City with access to various SMMUSD facilities. This agreement was extended in 2022 and expires in 2027. In 2018, the City entered into the Measure YY/GS Master Facilities Agreement, which provided the City with access to additional SMMUSD facilities. The original term of the Measure YY/GS Master Facilities Agreement expires on June 30, 2028 and may be extended for an additional 10 years, subject to the approval of the governing bodies of both the City and SMMUSD. Unlike the Master Facilities Use Agreement, the resources transferred to SMMUSD pursuant to the Measure GS/YY Master Facilities Agreement result from advisory measures approved by the voters that specified that half of the City’s transaction and use tax revenues should be allocated to SMMUSD for various purposes. Finally, in 2022, the voters approved Measure GS, which requires that the City transfer the first $10 million in resources generated by this property transfer tax to SMMUSD. The chart below illustrates the resources transferred to SMMUSD under these various agreements from FY 2019-20 to FY 2024-25.

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Given that the Master Facilities Agreement expires within the five-year forecast period, the City’s forecast demonstrates the financial impacts to the City if the agreement expires and a scenario in which the agreement is perpetuated based on existing terms.

If the Master Facilities Agreement expires in 2027, it is anticipated that the City will generate a surplus in FY 27-28 that is currently projected at $13.3 million, whereas if the agreement is extended pursuant to existing terms, the City would generate a mild surplus of about $500,000 in FY 27-28. Given that the Measure GS/YY Master Facilities Agreement results from voter approved initiatives, the forecast assumes that the agreement will be extended in 2028. Resources from the expiration of the Master Facilities Agreement could be deployed to restore critical City services, however, the impacts of potentially not having access to certain SMMUSD facilities will have to be evaluated.

Contingency Reserves Gradually Restored: In FY 2023-24 the General Fund budget will be backed by a Rainy Day fund totaling 13.5% of ongoing expenditures. The Forecast assumes that the City will continue to rebuild its Rainy Day fund, reaching 15% of ongoing expenditures in FY 2026-27. Strong reserves are necessary to provide

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essential services and retain jobs during emergencies and economic fluctuations. They are also a signal of a City’s financial health and critical to maintaining the City’s AAA credit rating.

Capital Improvement Program: Prior to the pandemic, the General Fund allocated $21 million a year to its Capital Improvement Program (CIP). This amount was reduced to $7.3 million in FY 2020-21. The Forecast shows funding restored to $21 million in FY 2025-26. Of the $21 million set aside for capital projects, the majority of it is budgeted for required ongoing maintenance, vehicle and technology replacement, safety-related repairs and debt service, leaving less than one-quarter of the funding available for community amenities and enhanced services. The reduction of the CIP over the last four years has resulted in deferred infrastructure, technology and vehicle maintenance replacement. In addition, over $358 million in citywide projects remain unfunded. More information on General Fund funded and unfunded projects is included in the CIP Addendum included in the Proposed FY 2023-25 Biennial Budget.

Other Funds Financial Forecast Update
Among the larger funds contributing to the City’s operations, the Water, Wastewater, Big Blue Bus (BBB), Airport, Resource Recovery and Recycling (RRR), Cemetery and Housing Authority Funds have sufficient revenue to cover operational and capital needs during the forecast period.

The Pier and Beach Recreation Funds are projected to require General Fund assistance. Continued revenue constraints, including the partial closure of the Pier Deck parking, and pending plans to adjust beach parking rates, are significantly contributing to the situation.

FY 2023-25 Midyear Revenue and Operating Expenditure Budget Adjustments Midyear budget adjustments are made to reflect updated revenue projections, and to facilitate continuity in key service areas, for the reasons noted below.

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Revenue Adjustments – General Fund: Staff projects General Fund revenues to reach approximately $436.1 million in FY 2023-24. This projection is based on actual data from July 2023 to February 2024 as well as anticipated changes in economic conditions and community behaviors over the remainder of the fiscal year. These projections require adjustments to increase FY 2023-24 Revised Budget revenue targets in the General Fund by approximately $1.2 million. A summary of the significant budget adjustments is shown below. Attachment A lists all revenue budget adjustments by department and fund.

Sales Taxes Including GSH transaction and use tax
Revenues are anticipated to be $0.7 million and $0.6 below budget in FY 2023-24 and FY 2024-25, respectively, primarily due to corrected allocations of Santa Monica’s share of the Countywide use-tax pools, the continued impact from the consumer shift from brick-and-mortar purchases toward online sales, and a shift in consumer spending away from tangible goods and towards services that are not subject to sales tax. Starting in FY 2025-26 revenues are projected to increase by a 3% average growth for the remainder of the forecast period.

Transient Occupancy Tax (TOT)
FY 2023-24 estimated revenues are about $0.2 million (0.3%) below budget, primarily due to the delayed reopening of the Regent Hotel and the impact of the hotel worker strikes. FY 2024-25 revenues are projected to increase by about $4.2 million (6.0%) over budget plan reflecting greater than projected TOT revenues from the delayed closure of the Fairmont Miramar for renovation and gradual recovery in the tourism sector. The forecast reflects stronger business, group and international travel growth starting mid-2024 and reaching peak 2019 levels by late 2025/early 2026 at annual increases ranging from 6 to 15%, as tourism recovers and as hotels that closed and will close for renovations reopen by the end of the forecast period.

Parking Facility Taxes
FY 2023-24 revenues are anticipated to be about $0.05 million (0.4%) below budget,

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reflecting changing behavior patterns of parkers, including the increased use of free 90-minute parking in the structures, prevalence of telecommuting and hybrid work schedules and use of alternative modes of transportation. FY 2024-25 revenues are expected to increase by about $0.21 million (1.9%) due to higher revenues from private parking facilities, offset by revenue loss at the Pier and the 1550 Lot during the Pier Bridge reconstruction project that will start in spring 2025 and last about two years. The forecast reflects moderate annual growth of 1.75%, reflective of changing behavior patterns of parkers. Staff is currently in the process of evaluating the potential to place a General Tax on the November 2024 ballot to increase the parking facility tax to reduce traffic congestion and the risk of traffic fatalities and serious injuries in Santa Monica, while preserving free 90-minute parking in the downtown lots.

Property Taxes
FY 2023-24 revenues are expected to be $1.5 million (1.8%) above budget, which is consistent with the 2% CPI adjustment applied per Proposition 13 this year and robust revenues derived from the former redevelopment project areas. FY 2024-25 revenues are expected to increase by $1.2 million (2.6%) following the same trend as FY 2023-

24. As interest rates moderate or are reduced, it is projected there will be an increase in homes sales and that prices, which are leveling off or declining will rebound - increasing assessed property values. This is reflected in the revenues over the forecast period, which are projected to increase in the range from 2.7% to 5%.

Business License Tax
Business license revenues are anticipated to be about $3.4 million and $2.7 million above FY 2023-24 and FY 2024-25 budget, primarily due to greater than projected gross receipts reported by businesses in FY 2023-24. This trend is anticipated to continue throughout the forecast. Additionally, another factor for the revenue increase are the focused compliance efforts by the Business License Inspector, a position that was added in FY 2022-23. It is projected that the increases will moderate between

0.3% and 2.2% annually during the forecast period. Staff is currently undertaking a

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major effort to modernize our business license tax program, which had not been significantly reviewed in over two decades. The impact of this project has not been included in the forecast.

Parking
FY 2023-24 revenues are approximately $0.2 million less than budget primarily reflecting a change in behavior patterns of parkers, including the increased use of free 90 minute parking in the structures, the prevalence of telecommuting and hybrid work schedules, and use of alternative modes of transportation by visitors to Santa Monica.

FY 2024-25 revenues are expected to increase by about $0.8 million (2.3%) due to moderate economic growth and one-time revenues associated with Cirque du Soleil’s return to Santa Monica in the winter of 2024. The forecast reflects moderate annual growth of 1.75%, reflective of changing behavior patterns of parkers. Staff is currently in the process of conducting a citywide parking study, with recommendations expected back in late 2024 to inform potential parking rate changes that would be brought to the City Council and submitted to the California Coastal Commission in 2025.

Fees/Charges/Other
FY 2023-24 revenues are anticipated to be approximately $2.5 million below budget, primarily due to a later than projected receipt of the first supplemental payment (per Development Agreement) for the Miramar development project due to project delays, less than projected printing and passport services revenues and decreased revenues from commercial inspections by the Fire Department. FY 2024-25 is expected to be $1.0 million lower than budget plan, primarily due to an adjustment related to the Miramar development project. The budgeted amount for the Miramar project reflected annual additional supplemental payments of $3.6 million once the hotel closed for construction, however, due to project delays it is projected that the City will receive the first supplemental payment of $2.0 million instead. The decrease is partially mitigated by increased permitting fees due to the additional building inspectors to help expedite the permitting process.

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Revenue Adjustments – Other Funds: FY 2023-24 and FY 2024-25 revenue changes in the Other Funds result in decreases of approximately $0.2 million and $2.4 million, respectively. Significant revenue adjustments in other funds are summarized below. All revenue budget changes are detailed in Attachment A.
• Big Blue Bus Fund – Decrease of approximately $1.9 million in FY 2023-24 and $2.3 million in FY 2024-25, reflects a deferral of anticipated capital revenue due to the rebidding of 7th street activation project and timing of procurement and acceptance of 15 battery electric buses.
• Housing Authority Fund – Decrease of $0.7 million in FY 2023-24 and $0.8 million in FY 2024-25, primarily from lower voucher utilization of Emergency Housing Voucher (EHV) and Housing Choice Vouchers (HCV)/Section 8 HAP Vouchers due to the prolonged period of time it takes a voucher holder to successfully find and lease a unit. The decreases also reflect lower voucher utilization of Section 8 HAP vouchers due to a delay in the lease-up of 57 projectbased units at 1413 Michigan Avenue. Decreases are partially offset by a disbursement from the U.S. Department of Housing and Urban Development (HUD) for retroactive reconciliation of administration fees. • Miscellaneous Grants Fund – Increase of approximately $1.8 million in FY 2023- 24 related to grant awards. The increase primarily reflects funding for the Douglas Park Playground Reconstruction project, funded through a combination of local funds and grant funds from the Los Angeles County Regional Park and Open Space District under the Los Angeles County 2016 Measure A grant program. Increases also include two new grants to support the needs of older adults and people with disabilities living in Santa Monica and for the preparation of the City’s Local Hazard Mitigation Plan. FY 2024-25 reflects a decrease of $0.7 million, primarily to correct the 2021 UASI Grant, which has been closed out but was inadvertently budgeted.

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• Resource Recovery and Recycling Fund – One-time increase of $0.6 million in FY 2023-24, reflecting security deposit forfeitures due to non-compliance by construction and demolition-related contractors.
• Risk Management Administration Fund – Increases of $0.3 million in FY 2023-24 and $0.8 million in FY 2024-25, reflect increased payments from various funds for their share of property insurance costs based on the September 2023 actuarial analysis, to ensure the fund is sufficiently funded to cover increased insurance premiums.
• Self-Insurance, Bus Fund – Increases of $0.3 million in FY 2023-24 and $1.0 million in FY 2024-25, reflecting the payment by the Big Blue Bus Fund based on an actuarial analysis conducted in September 2023 to ensure the self-insurance fund has sufficient funding to cover expenses.
• Self-Insurance, Comprehensive Fund – Increases of $0.5 million in FY 2023-24 and $3.1 million in FY 2024-25, reflecting payments from various funds for their share of the City’s general liability costs based on the September 2023 actuarial analysis, to ensure the fund is sufficiently funded to cover claims and increased insurance premiums.
• Vehicle Management Fund – Increase of approximately $4.5 million in FY 2023- 24 and $1.6 million in FY 2024-25, primarily reflecting a one-time contribution from the RRR Fund for the purchase of six new RRR vehicles and associated ongoing costs, as well as an expected increase in contributions from other funds as a result of increased costs, associated with cost of living increases, for delivering the services.
• Water Fund – Decreases of approximately $4.9 million in FY 2023-24 and $5.0 million in FY 2024-25 reflecting decreased water sales resulting from water use reduction as mandated by the City’s Water Conservation Ordinance, partially offset by an uptick in large development permits and the associated development fees.

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Operating Budget – General Fund – Expenditure Adjustments: Staff proposes General Fund operating expenditure adjustments that result in an approximate $1,848 increase to the General Fund budget in FY 2023-24 and a $4.5 million increase in FY 2024-25.

The net increases to the General Fund expenditures are projected to be offset primarily by greater than projected tax revenues, described earlier in this report, as well as new field permit and building permitting fee revenue. While Attachment A details all expenditure adjustments, highlights are noted below.
• $2.6 million increase in FY 2024-25, reflecting increased payment to the SelfInsurance, General Liability and Auto Fund for the General Fund’s share of the City’s general liability costs based on the September 2023 actuarial analysis, to ensure the self-insurance fund is sufficiently funded to cover claims and increased insurance premiums.
• $0.4 million increase in FY 2024-25 reflecting increased payments to the SelfInsurance, Risk Management Fund for the General Fund’s share of property insurance costs based on the September 2023 actuarial analysis, to ensure the self-insurance fund is sufficiently funded to cover increased insurance premiums. • One-time increase of $36,000 in City Council Discretionary funds and $14,000 for travel expenses ($2,000 to the Mayor, Vice Mayor, and each Councilmember), funded by staffing adjustments in the City Manager Office and the reallocation of funding in Non-Departmental from an item that is no longer needed, but inadvertently budgeted. Council travel and discretionary funds will be discussed later in this report.
• One-time cost of $93,125 to retain the consulting firm of Fetterman Dunn to undertake the necessary research, estimate staff and legal resources needed, and prepare a conceptual Tenant Protections and Right to Counsel program for Council consideration in Summer 2024. This item is funded by the Housing Trust Fund.
• One-time cost of $95,500 to purchase a Below Market Housing (BMH) software enhancement to the current online portal, which will create a more efficient and streamlined customer service experience for affordable housing waitlist

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applicants, housing providers, and staff. This item is funded by the Housing Trust Fund.
• The addition of 1.0 FTE limited-term Project Support Assistant in the General Fund to support the Airport Conversion project, funded by the Airport Fund. • Appropriation of $302,752 in FY 2024-25 for 2.0 FTE Building Inspectors to improve permit processing time. The positions are funded by one-time department savings from reduced overtime and professional services expenditures in FY 2023-24 and additional Building and Safety revenues starting FY 2024-25.
• Appropriation of $28,098 in FY 2023-24 and $70,965 in FY 2024-25 for 1.0 FTE Guest Services Assistant to improve customer service for Community Recreation facilities, including the issuance of outdoor sports facility permits. The position is funded by increased field permit revenues.
• Reduction of $26,250 in FY 2023-24 and $102,750 in FY 2024-25 related to GSH related allocations to Santa Monica Malibu School District and the Affordable Housing Trust Fund, as a result of reduced Transaction and Use Tax revenues. • One-time $1,170,000 adjustment to the City’s pension contribution related to the unfunded liability in FY 2024-25. The new amount is based on the revised valuation reports provided by CalPERS.

Operating Budget – Other Funds – Expenditure Adjustments: Staff proposes operating expenditure adjustments in the Other Funds, that result in an approximate $0.2 million decrease and $3.1 million increase, in FY 2023-24 and FY 2024-25, respectively.

Attachment A details all expenditure adjustments. Significant increases are summarized below:
• $0.5 million and $0.5 million increases in FY 2023-24 and FY 2024-25, respectively, reflecting increased payments from various funds to the SelfInsurance, General Liability and Auto Fund for their share of the City’s general

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liability costs based on the September 2023 actuarial analysis, to ensure the fund is sufficiently funded to cover claims and increased insurance premiums. • $0.3 million and $0.4 million increases in FY 2023-24 and FY 2024-25, respectively, reflect increased payments from various funds to the SelfInsurance, Risk Management Fund for their share of property insurance costs based on the September 2023 actuarial analysis, to ensure the fund is sufficiently funded to cover increased insurance premiums.
• $0.3 million and $1.0 million increases in FY 2023-24 and FY 2024-25, respectively, reflect increased payments from the Big Blue Bus Fund to the SelfInsurance, General Liability and Auto Fund based on the September 2023 actuarial analysis, to ensure the fund is sufficiently funded to cover claims and increased insurance premiums.
• A transaction to transfer funds in FY 2023-24 from the operating budget to the capital improvement budget as follows: $522,327 in the Miscellaneous Grants Fund and $67,673 of Transportation Impact Funds from the Special Revenue Source Fund, for the Santa Monica Boulevard Safety Enhancement study resulting in net zero impacts to each fund.
• $0.4 million increase in FY 2024-25 in the Resource Recovery & Recycling Fund, reflects payment to the Vehicle Management Fund, and the corresponding $0.4 million appropriation in the Vehicle Management, to pay for the ongoing maintenance of six new vehicles.
• A decrease of $1.7 million in FY 2023-24 and $0.3 million in FY 2024-25 in the Housing Authority Fund, representing lower Housing Assistance Payment (HAP) voucher utilization primarily due to a delay in the lease-up of 57 project based units at 1413 Michigan Avenue as well as lower voucher utilization due to a longer lease-up period on the Emergency Housing Voucher and Serial Inebriate Programs.

Staffing Adjustments – All Funds: The combined midyear staffing adjustments in all funds result in a net increase of 9.3 permanent FTE positions (7.3 in the General Fund)

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partially offset by deletion of 8.0 FTE temporary positions in the General Fund. The changes are summarized below and detailed in Attachment C. Unless otherwise noted, any changes that would result in a fiscal impact will be offset by the reallocation of budgeted funds within departments’ budgets, resulting in a net zero impact to FY 2023- 25 budget. Attachment B is the Salary Resolution detailing new classifications and salary rates.

The City Manager’s Office is proposing changes to realign resources to focus on the City’s 911 dispatch center’s Computer Aided Dispatch (CAD) software, ensuring round-the-clock functionality and connection of CAD with the City’s integrated public safety systems, as well as to centralize supervision of the City’s video production staffing and resources. These changes result in no new FTE.

The City Attorney’s Office is proposing a change to better align a position with the duties performed. The cost of the increase will be absorbed within the department’s existing budget. This change results in no new FTE.

The Community Development Department proposes the addition of 2.0 FTE Combination Building Inspectors in the General Fund to create greater capacity to perform inspections, thereby ensuring compliance with the City’s building regulations, reducing permit processing time, and improving the City’s permitting process. As discussed in the expenditure changes section, the positions will be funded by one-time department savings from reduced overtime and professional services expenditures in FY 2023-24 and additional Building and Safety revenues starting FY 2024-25. This change results in 2.0 new permanent FTEs.

The Finance Department is proposing several changes to help create career progression opportunities, align positions with duties performed and improve staff recruitment and retention. These changes result in no new FTE.

The Human Resources Department is proposing changes to better align resources to the department’s current priorities managing the day-to-day administration of the

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department. The changes will enable HR to be better positioned to support employee and organizational development, including refocused efforts on citywide staff training. These changes result in no new FTE.

The Information Services Department proposes the net addition of 1.0 FTE in the General Fund. Leveraging the recent vacancy of a management position, the department is proposing to add a GIS Technician to better support GIS Services including the implementation of the technology, video systems and development of the GIS layers required for the new Real Time Crime Center, and to add a Business Process Technology Analyst to provide focused support for the new Permitting and Land Management system. The Department is also proposing some changes to ensure we safeguard the city from the increasing threats to our digital environment and improve our long-term resilience as well as create opportunities for interoperational support, rather that siloed functions. These changes result in 1.0 new permanent FTE.

The Library is proposing a change to address the growing needs of the Library’s Literacy Education for Adults and Families (LEAF) program, which is being expanded to include enhanced English as a Second Language (ESL) services.

LEAF comprises seven flagship services and a variety of outreach events offering free literacy services to all ages. This change results in no new FTE.

The Public Works Department proposes the addition of 1.0 FTE limited-term Project Support Assistant in the General Fund to address the current backlog of maintenance and construction projects at the Airport and will be funded by the Airport Fund. In addition, the Department proposes the addition of 2.0 FTE positions in the Vehicle Management Fund to improve preventative maintenance required for the safety of City staff, reduce downtime of vehicles and lessen disruption to City operations, and ensure compliance with State and Federal regulations. These changes result in 1.0 new limited-term FTE in the General Fund, funded by the Airport Fund and 2.0 new permanent FTE in the Vehicle Management Fund.

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The Recreation & Arts Department proposes the net addition of 3.3 permanent FTE, offset by the deletion of 8.0 FTE temporary positions and additional revenues, to activate the Miles Playhouse and Camera Obscura facility and expand arts and culture programming throughout the City, enhance access to park facilities for community use, and to improve customer service for Community Recreation facilities including the issuance of outdoor sports facility permits. The cost of the added positions will be offset by additional field permit revenues and by repurposing existing staff resources within the department. These changes result in 3.3 new permanent FTE and a reduction of 8.0 temporary FTE.

The Department of Transportation is proposing a change to centralize the financial and administrative tasks for the Mobility division, which has not had a permanent, budgeted analyst since the budget restructuring process in 2020. The change will provide critical oversight of all Mobility grants, fees, contracts, financial reporting, and budget development. It will also allow the department’s Transportation Planners to focus on their core functions advancing city priority projects, including capital projects that protect the safety of all roadway users and advance equity by lowering household transportation costs, as well as regional transportation coordination, particularly as the city prepares for major events including the World Cup and LA28 Olympics. This change results in no new FTE.

Resolution to delete obsolete position classifications
As part of its efforts to maintain the City’s classification plan, the Human Resources Department recently conducted a review of the classification plan to determine which classifications were no longer being used and for which there is no foreseeable need.

Human Resources Department staff, after consultation with the relevant City leadership, has determined that the identified classifications presented in the attached resolution (Attachment D) are obsolete and may be removed from the classification plan.

Therefore, Human Resources Department staff recommend these classifications and associated salary rates be abolished.

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Capital Improvement Program (CIP) Budget Adjustments
Recommended changes to the FY 2023-24 CIP budget include a net budget increase of approximately $8.6 million and $1.2 million in FY 2024-25. The budget changes are detailed in Attachment A and summarized below.

Non-General Funds – Capital Budget:

Vehicle Replacement Program – changes include $4.0 million in the Vehicle Management Fund to pay for the purchase of six (6) new vehicles, including 2 new bulky item collection vehicles. This increased cost in the Vehicle Management Fund is offset by a corresponding $4.0 million reimbursement, as an internal service contribution, from the Resource Recovery and Recycling Fund.

Santa Monica Boulevard Safety Enhancement Study – increase of $590,000 funded by grant funds in the amount of $522,327 from CalTrans and a required local match of $67,673 from Transportation Impact Fee funds. The Santa Monica Boulevard Safety Enhancement Study was approved by Council on November 14, 2023. Staff requests that funds be moved to the Capital Improvement Program.

Grant Related Changes
Acceptance of Grant Awards
California Department of Aging – Local Aging & Disability Action Planning (LADAP) Grant: On November 13, 2023 the City of Santa Monica was awarded a $200,000 grant through the competitive, statewide Local Aging & Disability Action Planning (LADAP) Grant Program. The local age-and disability-friendly plans developed through this opportunity are aimed at improving a community’s livability for people of all ages, centering on equity, cultural competency, community engagement, and disability inclusion principles and practices. Staff recommends that Council authorize the City Manager to accept the LADAP award so that staff may proceed with development of a strategic plan to address the needs of older adults and people with disabilities living in Santa Monica. If authorized, the Human Services Division (HSD) will begin planning activities in Q1 2024, including the release of a Request for Proposals (RFP) to identify a subject-matter expert to help lead the planning process

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alongside City staff, non-profit partners, Commissions, and key stakeholders. HSD plans to return to Council in Q1/Q2 2024 with an RFP award recommendation.

U.S. Department of Homeland Security, Federal Emergency Management Agency (FEMA) Hazard Mitigation Grant Program (HMGP): The U.S. Department of Homeland Security, Federal Emergency Management Agency (FEMA) Hazard Mitigation Grant Program (HMGP) through the State of California, Governor’s Office of Emergency Services (CalOES) awarded the Office of Emergency Management a $135,000 grant to support the preparations of the Local Hazard Mitigation Plan. Staff recommends that Council authorize the City Manager to accept the FEMA grant so that funds can be utilized to conduct a social vulnerability analysis that builds upon the City’s Local Hazard Mitigation Plan. A consultant would identify and assess the City’s social vulnerabilities in relationship to local natural hazards, focusing on the Pico Neighborhood, Census Tract 7018.10. The consultant would also present constructive recommendations on community-based, equity-focused mitigation measures may improve community resiliency. The analysis and plan would be conducted with a heavy emphasis on community engagement, including consensusbuilding events to better educate community members on local hazards and collect feedback on community-driven priorities. The findings and final plan would be provided in an accessible format for community members and create a distribution strategy to better prepare Santa Monica residents.

Additional Grant Funding
California Office of Traffic Safety for the 2023 STEP (Selective Traffic Enforcement Program) Grant: The Santa Monica Police Department (SMPD) was previously awarded a $306,000 Selective Traffic Enforcement Program (2023 STEP) grant from the California Office of Traffic Safety (OTS) for a year-long program of education and special enforcement efforts to help prevent traffic-related deaths and injuries. SMPD was recently awarded an additional award amount of $31,600.

California State Library Zip Books Project: In FY 2022-23, the California State Library awarded the Library a grant of $2,690 from California Library Services Act

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funds to purchase books that are not available at local libraries (“Zip Books Project”.) The California State Library recently awarded the Library additional funding of $2,787 for the Zip Books Project for FY 2023-24.

Council Discretionary Funds: Included in the FY 2023-24 midyear adjustments is a onetime appropriation of $36,000 to Council discretionary funds. With this change, the amount unprogrammed for FY 2023-24 will be $80,681. The annual appropriation of Council discretionary funds occurs once a year at budget adoption and is adjusted annually for cost of living. The FY 2023-24 Adopted Budget amount was $125,150.

On June 27, 2023, Council directed staff to reappropriate unspent FY 2022-23 individual Councilmember travel budgets at the end of the year to the FY 2023-24 Council budget, to supplement existing Council discretionary funds. The reappropriated amount was $9,762. As of February 8, 2024, Councilmembers have collectively spent 35% of the $59,486 in their individual travel funds, and there are remaining funds of $38,601. Staff recommends permanently adopting the practice of reappropriating unspent travel funds to supplement existing Council Discretionary fund allocation.

Past Council Actions
Meeting Date Description
06/27/2023
(Attachment E)
Adoption of the First Year and Approval of the Second Year of the FY 2023-25 Biennial Budget Adoption
Environmental Review
The FY 2023-24 Midyear Budget is categorically exempt from CEQA pursuant to Section 15061(b)(3) of the CEQA Guidelines. The Midyear Budget 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.” Therefore, it can be seen with certainty that actions would not result in adverse physical impacts on the environment, and as such, is categorically exempt from CEQA.

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Financial Impacts and Budget Actions
Recommended FY 2023-24 midyear budget adjustments, and related FY 2024-25 adjustments, result in:
• Revenues: FY 2023-24 and FY 2024-25 citywide increases of approximately $1.02 million and $3.99 million respectively
In millions FY 2023-24 FY 2024-25
General Fund $ 1.18 $ 6.40
Other Funds $ (0.16) $ (2.41)
Total All Funds $ 1.02 $ 3.99
• Expenditures: FY 2023-24 and FY 2024-25 citywide increases of approximately $8.43 million and $8.80 million respectively
In millions
Operating
FY 2023-24 FY 2024-25
General Fund $ 0.00 $ 4.45
Other Funds $ (0.21) $ 3.14
Total All Funds $ (0.21) $ 7.59
In millions
Capital
FY 2023-24 FY 2024-25
General Fund $ - $ -
Other Funds $ 8.64 $ 1.21
Total All Funds $ 8.64 $ 1.21
• FTEs: The combined midyear staffing adjustments in all funds result in a total net increase of 1.3 FTEs.

Permanent Temporary
General Fund 7.3 (8.0)
Other Funds 2.0 0.0

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Total All Funds 9.3 (8.0)
Details of FY 2023-24 and FY 2024-25 budget adjustments are in Attachment A.

Prepared By: Jennifer Young, Budget Manager
Approved Forwarded to Council
Attachments:

A. Attachment A - Budget Adjustments
B. Attachment B - Salary Resolution
C. Attachment C - Position and Classification Changes
D. Attachment D - Abolishment Resolution
E. Attachment E - June 27, 2023 Staff Report – FY 2023-25 Budget Adoption (Web Link)
F. Attachment F - March 11, 2023 Staff Report – Council Workshop (Web Link) G. Written Comments
H. PowerPoint Presentation

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CITY OF SANTA MONICA

OAKS INITIATIVE NOTICE

NOTICE TO APPLICANTS, BIDDERS, PROPOSERS

AND OTHERS SEEKING DISCRETIONARY PERMITS, CONTRACTS,

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

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

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

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

5.B.d
Packet Pg. 422 Attachment: Attachment D: Executed Oaks Initiative Form (6255 : Award RFP Aging & Disability Strategic Planning)

CITY OF SANTA MONICA

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

Public benefits include:

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

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

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

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

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

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

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

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

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

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

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

Bid/PO/Contract # ____________________________ Permit # ___________________________

5.B.d
Packet Pg. 423 Attachment: Attachment D: Executed Oaks Initiative Form (6255 : Award RFP Aging & Disability Strategic Planning) 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: _________________________________ ✔

5.B.e
Packet Pg. 424 Attachment: Attachment E: Executed Levine Disclosure Form (6255 : Award RFP Aging & Disability Strategic Planning) 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.

March 28, 2024
Elizabeth Anderson Owner
Elizabeth Anderson Consulting

5.B.e
Packet Pg. 425 Attachment: Attachment E: Executed Levine Disclosure Form (6255 : Award RFP Aging & Disability Strategic Planning)

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Packet Pg. 434 Attachment: The Century Foundation - Economic Justice is Disability Justice (PDF File of Attachment B Website) [Revision 1] (6255 : Award

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Packet Pg. 435 Attachment: The Century Foundation - Economic Justice is Disability Justice (PDF File of Attachment B Website) [Revision 1] (6255 : Award

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Packet Pg. 436 Attachment: The Century Foundation - Economic Justice is Disability Justice (PDF File of Attachment B Website) [Revision 1] (6255 : Award

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Packet Pg. 437 Attachment: The Century Foundation - Economic Justice is Disability Justice (PDF File of Attachment B Website) [Revision 1] (6255 : Award

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Packet Pg. 438 Attachment: The Century Foundation - Economic Justice is Disability Justice (PDF File of Attachment B Website) [Revision 1] (6255 : Award

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Packet Pg. 439 Attachment: The Century Foundation - Economic Justice is Disability Justice (PDF File of Attachment B Website) [Revision 1] (6255 : Award

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Packet Pg. 440 Attachment: The Century Foundation - Economic Justice is Disability Justice (PDF File of Attachment B Website) [Revision 1] (6255 : Award

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Packet Pg. 441 Attachment: The Century Foundation - Economic Justice is Disability Justice (PDF File of Attachment B Website) [Revision 1] (6255 : Award

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Packet Pg. 442 Attachment: The Century Foundation - Economic Justice is Disability Justice (PDF File of Attachment B Website) [Revision 1] (6255 : Award

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Packet Pg. 443 Attachment: The Century Foundation - Economic Justice is Disability Justice (PDF File of Attachment B Website) [Revision 1] (6255 : Award

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Packet Pg. 444 Attachment: The Century Foundation - Economic Justice is Disability Justice (PDF File of Attachment B Website) [Revision 1] (6255 : Award

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Packet Pg. 445 Attachment: The Century Foundation - Economic Justice is Disability Justice (PDF File of Attachment B Website) [Revision 1] (6255 : Award

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Packet Pg. 447 Attachment: The Century Foundation - Economic Justice is Disability Justice (PDF File of Attachment B Website) [Revision 1] (6255 : Award

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Packet Pg. 448 Attachment: The Century Foundation - Economic Justice is Disability Justice (PDF File of Attachment B Website) [Revision 1] (6255 : Award

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Packet Pg. 449 Attachment: The Century Foundation - Economic Justice is Disability Justice (PDF File of Attachment B Website) [Revision 1] (6255 : Award

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5.B.g
Packet Pg. 450 Attachment: The Century Foundation - Economic Justice is Disability Justice (PDF File of Attachment B Website) [Revision 1] (6255 : Award

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5.B.g
Packet Pg. 451 Attachment: The Century Foundation - Economic Justice is Disability Justice (PDF File of Attachment B Website) [Revision 1] (6255 : Award

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5.B.g
Packet Pg. 452 Attachment: The Century Foundation - Economic Justice is Disability Justice (PDF File of Attachment B Website) [Revision 1] (6255 : Award

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Packet Pg. 453 Attachment: The Century Foundation - Economic Justice is Disability Justice (PDF File of Attachment B Website) [Revision 1] (6255 : Award

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Packet Pg. 454 Attachment: The Century Foundation - Economic Justice is Disability Justice (PDF File of Attachment B Website) [Revision 1] (6255 : Award

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Packet Pg. 455 Attachment: The Century Foundation - Economic Justice is Disability Justice (PDF File of Attachment B Website) [Revision 1] (6255 : Award

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Packet Pg. 456 Attachment: The Century Foundation - Economic Justice is Disability Justice (PDF File of Attachment B Website) [Revision 1] (6255 : Award

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Packet Pg. 457 Attachment: The Century Foundation - Economic Justice is Disability Justice (PDF File of Attachment B Website) [Revision 1] (6255 : Award

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Packet Pg. 458 Attachment: The Century Foundation - Economic Justice is Disability Justice (PDF File of Attachment B Website) [Revision 1] (6255 : Award

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Packet Pg. 459 Attachment: The Century Foundation - Economic Justice is Disability Justice (PDF File of Attachment B Website) [Revision 1] (6255 : Award

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Packet Pg. 460 Attachment: The Century Foundation - Economic Justice is Disability Justice (PDF File of Attachment B Website) [Revision 1] (6255 : Award

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Packet Pg. 463 Attachment: The Century Foundation - Economic Justice is Disability Justice (PDF File of Attachment B Website) [Revision 1] (6255 : Award City Council
Report
City Council Meeting: April 23, 2024
Agenda Item: 5.C
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To: Mayor and City Council
From: Heather Averick, Director, Housing and Human Services Department Subject: Award a Contract to Moss Adams, LLP for Human Services Grants Program Monitoring 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 # 402 to Moss Adams, LLP, for ongoing compliance monitoring services for the Housing and Human Services Department; and

3. Authorize the City Manager to negotiate and execute an agreement with Moss Adams, LLP, for two years, with two additional one-year renewal options, for a total amount not to exceed $400,000 over a four year period, with future funding contingent on Council budget approval.

Summary
The City’s Human Services Division (HSD) in the Housing and Human Services Department awards close to $10 million annually through the Human Services Grants Program (HSGP), a collaboration between the City and public non-profit organizations, to improve the wellbeing and quality of life for vulnerable and low-income Santa Monica residents including youth and families, seniors, people with disabilities, and people experiencing homelessness.

In operation for over four decades, the HSGP grant cycle includes regular monitoring and audits of grantee agencies and programs. As part of this monitoring practice, the City has a long history of contracting with an outside CPA firm with expertise in generally accepted accounting principles (GAAP) for non-profit organizations to conduct

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certain aspects of fiscal monitoring, including performing reviews of documented internal controls, and assessments of administrative capacity. This work was contracted through the City’s open and competitive procurement process through a Request for Proposal (RFP). Due to City budget adjustments, external review of HSGP contracts was suspended temporarily mid-2020. Internal controls and monitoring of HSGP agencies continued through review of their bi-annual program and fiscal reporting submissions.

Since suspending the outside CPA review, reports have been evaluated internally by the HSD Fiscal Administrator and Analysts to ensure contract compliance, including evaluation of expenditures and general ledgers, program outcomes, funding conditions, significant trends or challenges in programming and budgeting, service levels of participants, validity of fiscal variances, and other contract compliance measures. Late 2021, the City posted an RFP for HSGP Grantee Monitoring Services, and external fiscal monitoring and site visits resumed for the 2020-2021 fiscal year. Moss Adams LLP secured the bid for the FY 2020-2021 HSGP monitoring. In addition to this work, the firm also produced the 2023 Moss Adams Grantee Monitoring and Process Review report (Attachment A). The report provides multiple detailed observations and recommendations related to the City’s grants program, including the recommendation that the City develop and execute an ongoing fiscal and programmatic monitoring process and provide technical assistance and training to HSGP agencies to ensure funding requirements are understood and followed.

HHSD released an RFP for the engagement of an external consultant for such services on March 14 and received two proposals. As the highest rated proposal by interdepartmental City staff and external reviewers, staff recommends approval of an agreement with Moss Adams, LLP for two years, with two additional one-year renewal options, for a total amount not to exceed $400,000 over a four-year period. This timeline aligns with the Human Services Grants Program four-year funding cycle, concluding June 30, 2027, and allows Moss Adams several months beyond the close of the 2023- 2027 grant cycle for conclusive analysis and report deliverables due by April 2028.

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Discussion
The FY2023/27 HSGP programs and outcomes align with and advance the City Council priorities adopted in March 2023:
1) Addressing Homelessness
2) Clean & Safe Santa Monica
3) Cultivate Economic Recovery & Expand Community and Cultural Offerings 4) Racial Justice, Equity & Social Diversity
5) Sustainable & Connected Community
Performance management is a priority for HSD and is in alignment with community and Council emphasis on agency and program accountability. Contract monitoring plays a crucial role in ensuring transparency, accountability, and compliance for funding entities.

HSD contracted Moss Adams to perform fiscal desk reviews and site visits of HSGP grantees for fiscal year 2020-2021. In addition, HSD tasked Moss Adams with reviewing the current monitoring procedures of the HSGP process, identifying opportunities for improvement and taking into consideration the capacity of HSD’s HSGP monitoring team. Moss Adams published findings and monitoring process recommendations in the 2023 Moss Adams Grantee Monitoring and Process Review Report on February 13, 2023. (Attachment A)
To move forward on the fiscal monitoring recommendations, HSD released an RFP on February 20, 2024, inviting proposals from qualified firms with expertise in non-profit fiscal and program operations for the provision of ongoing compliance monitoring services for agencies funded through the City’s HSGP. Ideal applicants would hold active Certified Public Accounting licensure and possess a demonstrated understanding of non-profit social service programs and fiscal best practices, including expertise in federal Office of Management and Budget requirements and generally accepted accounting principles for non-profit organizations. Familiarity with local and regional service delivery systems and community needs would also be highly desirable.

Vendor Selection

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Bidder Recommendation
Best Qualified Firm Moss Adams, LLP
Evaluation Criteria Proposed work plan ability to accomplish project goals; previous experience with fiscal and public contract monitoring and compliance; value add/breadth of service; efficiency in cost proposal; proposer’s work samples and references for similar engagements.

Municipal Code SMMC 2.24.190
RFP Data
Posting Date: 2/20/2024 # of Vendors Downloaded: 17
Closing Date: 3/15/2024 # of Submittals Received: 2
Posted On: City’s online bidding site
Advertised In:
(City Charter & SMMC)
Santa Monica Daily Press
Additional Outreach: In addition to over 6,700 vendors registered in the City’s OpenGov platform, notification about the open bid was sent to HSD’s robust email distribution list, which includes agencies funded by the HSGP, the Human Services
Commission, Disabilities Commission, Virginia Avenue
Park & Police Activities League Boards, Cradle to Career collaborative, Early Childhood Task Force collaborative, Westside Cities Councils of Government, the Westside
Coalition, and neighborhood associations.

Justification to Award
Based on the evaluation criteria and the criteria set forth in SMMC 2.24.190, staff recommends Moss Adams as the best qualified firm to provide for the provision of ongoing compliance monitoring services based on their technical competence, plan to meet the project work scope, cost of services, demonstrated experience through references and work samples, and value add/breadth of service proposed to monitor the HSGP grantee agencies. Moss Adams is one of the 15 largest accounting and consulting firms in the United States and has been an industry leader in compliance and internal auditing services for over 30 years with significant experience working with governmental organizations, including the City of Santa Monica.

Environmental Review
The professional services agreement is exempt from CEQA pursuant to Section 15061(b)(3) 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 Submittals Received
Moss Adams LLP The Pun Group, LLP

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the environment.” The award agreement will provide consulting services for fiscal and programmatic monitoring. Therefore, it can be seen with certainty that the agreement would not result in adverse physical impacts on the environment, and as such, is exempt from CEQA.

Financial Impacts and Budget Actions
Staff seeks authority to approve funding from the General Fund to award a professional services agreement with Moss Adams, LLP for ongoing compliance monitoring services for agencies receiving funding through the City’s HSGP. Future year funding is contingent on Council budget approval.

Contract Request
FY 2023-24 Request
Amount
Future Year
Amount Account # Total Contract Amount
$25,000 $375,000 01420002.552010 $400,000
Prepared By: Natasha Kingscote, Administrator
Approved Forwarded to Council
Attachments:

A. Attachment A: City of Santa Monica HSGP Grantee Monitoring 2023-02-13 B. Moss Adams Oaks Initiative Signed
C. Moss Adams Levine Act Signed

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City of Santa Monica

HUMAN SERVICES GRANT PROGRAM (HSGP)

GRANTEE MONITORING AND PROCESS REVIEW
February 13, 2023
Moss Adams LLP
999 Third Avenue, Suite 2800
Seattle, WA 98104
(206) 302-6500

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Packet Pg. 469 Attachment: Attachment A: City of Santa Monica HSGP Grantee Monitoring 2023-02-13 (6256 : Award RFP HSGP Grantee Monitoring Services) Human Services Grant Program (HSGP) Grantee Monitoring and Process Review

FOR INTERNAL USE OF THE CITY OF SANTA MONICA ONLY
Table of Contents
Executive Summary 1
A. Background, Scope, and Methodology 1
B. Summary of Observations and Recommendations 2
C. Commendations 4
Scope and Methodology 5
Grantee Monitoring Observations and Recommendations 8
Fiscal Desk Reviews 8
HSGP Monitoring Program Observations and Recommendations 16 Appendix A: Survey Responses 22
Appendix B: Desk Review Outcomes 25
Appendix C: Site Visits – Participant File Review 31

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EXECUTIVE SUMMARY
Moss Adams LLP (Moss Adams) was contracted by the City of Santa Monica (the City) to perform grantee monitoring and review the current monitoring processes of the Human Services Grant Program (HSGP). The Housing and Human Services Division (HHSD) of the City’s Community Services Department oversees a variety of programs and services to help city residents thrive. The City contributes approximately $8 million annually through the HSGP, which HHSD uses to collaborate with public and non-profit organizations to improve the well-being and quality of life of vulnerable and low-income city residents.

HSGP aims to improve the well-being and quality of life of the city’s youth and families, people with disabilities, seniors, victims of domestic violence, low-income households, and people experiencing homelessness. Services provided include meals to seniors, health care clinics for low-income households or unhoused persons without insurance, job search and placement support, school-based mental health services for youth, legal aid, and others. The City contracts with awarded agencies to provide defined sets of services with contractual requirements, which include service and outcome targets, and are supported by program budgets that are approved by the City.

Funding for HSGP is provided by Santa Monica general funds alongside federal and local community benefit funds. As such, the agreements made with agencies to execute City-funded programs create a subrecipient relationship. The subrecipient relationships result in certain compliance requirements that must be adhered to in operating the City-funded program including incurring only allowable expenditures in line with approved budgets, verifying participant eligibility, providing required programmatic and financial reporting, and adhering to other requirements based on the specific funding source and program, as applicable.

Moss Adams was contracted to perform grantee monitoring on behalf of the City, which included executing the required FY 2020–2021 fiscal desk reviews and site visits. During the period of review, which was fiscal year (FY) 2020–2021 (July 1, 2020 through June 30, 2021), HSGP funded 19 community-based agencies and 35 distinct programs (subrecipients or programs). In compliance with City policies and procedures (P&P), as well as in accordance with the Uniform Guidance, 2 CFR §200.331 Subrecipient Monitoring and Management, the City is required to perform ongoing monitoring for all grantees that receive funding through the HSGP. Although much of the HSGP funding is provided directly from the City, many of the requirements outlined in the Uniform Guidance are best practices for government-funded programs of all types. As part of these monitoring requirements, the City is required to carry out:
• Fiscal Desk Reviews: Desk reviews are focused examinations of the relevant documentation of fiscal systems surrounding a grant program. They are intended to facilitate and produce an evaluation of the recipient’s capacity to manage their award. In addition, desk reviews can serve as a preliminary step before a site visit takes place or to determine if a site visit is warranted. For HSGP, the fiscal desk reviews conducted by Moss Adams involved obtaining a high-level understanding of the grantee’s systems and internal capacity to manage the funds, performing a reconciliation of the financial reporting (provided to the City through bi-annual financial and programmatic reporting) to the grantee’s General Ledger (GL) or other internal

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FOR INTERNAL USE OF THE CITY OF SANTA MONICA ONLY
accounting and tracking record of expenditures incurred, and conducting sample-based testing of grantee expenditures to evaluate for compliance with specific funding requirements. • Site Visits: Site visits are intended to review the capacity, performance, and compliance of the grant recipient. Site visits allow the City to access to the recipient’s facilities/offices (if able), documentation, financial records, physical assets, written P&P, audit compliance records, and internal controls. For HSGP, the site visits conducted by Moss Adams involved performing fiscal desk review procedures, but also expanded to testing samples of participant files to evaluate the grantee’s controls for maintaining compliant and complete participant files.

Typically, site visits are performed in person at the subrecipient site; however, due to the ongoing pandemic, Moss Adams performed site visits virtually where walkthroughs of key processes and controls were performed to better assess the grantee’s capacity, performance, and compliance, and participant files were reviewed electronically. • Status Reports: The City currently requires programs to complete a fiscal and programmatic status report two times each year including one for activity through June 30 (to align with the City’s fiscal year-end) and one for activity through December 31.

We performed a variety of procedures related to grantee monitoring to assess whether the 35 programs were meeting select HSGP compliance requirements. Procedures performed included executing program fiscal desk reviews, performing programmatic site visits, and conducting a survey to gain agency and program feedback on current grantee monitoring processes executed by the City. In addition, we assessed the City’s current monitoring processes through performing interviews, conducting walkthroughs, reviewing documentation and applicable P&P, and evaluating grantee survey results. In evaluating the current monitoring processes, we identified potential opportunities for improvement to increase efficiency, improve program performance, and implement best practices.

This engagement was performed in accordance with Standards for Consulting Services established by the American Institute of Certified Public Accountants. Accordingly, we provide no opinion, attestation, or other form of assurance with respect to our work or the information upon which our work is based. This report was developed based on information gathered from our interviews and analysis of sample documentation. The procedures performed do not constitute an examination in accordance with generally accepted auditing standards or attestation standards.

FINDINGS AND RECOMMENDATIONS
Grantee Monitoring Observations

1. Observation
The City historically utilized an external Certified Public Accounting (CPA) firm to perform grantee monitoring; however, due to City budget reductions to the HSGP program, the contract was terminated in the summer of 2020. The City does not have a documented fiscal desk review process. During the fiscal desk reviews, several agencies could not locate supporting documentation for program expenditures incurred and charged to City funding.

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FINDINGS AND RECOMMENDATIONS
Recommendation
Develop and execute an ongoing fiscal desk review process and provide technical assistance and training to agencies to ensure funding requirements are understood and followed. This may include the engagement of an external consultant to support City staff in this effort.

2. Observation
Some agencies could not provide certain participant file documentation during the file review process. In addition, the City’s current site visit process is time-intensive and demanding for both program personnel and HSGP personnel, and there are opportunities to reduce programmatic monitoring redundancies, gain efficiencies, and maintain oversight standards.

Recommendation
Develop a process to follow up with agencies on a set schedule to ensure corrective actions are implemented and conduct a review of the current site visit processes and identify where there may be overlap with the programmatic reporting process or opportunities to reduce redundancy in the review process.

3. Observation
Agencies required a significant amount of technical assistance and training to comply with the requirements of City funding and the documentation that must be provided to support the monitoring process.

Most agencies missed one or multiple due dates established during the monitoring process.

Recommendation
Evaluate reporting requirements to identify opportunities for reduction in requirements based on past performance and provide regular technical assistance to agencies.

HSGP Monitoring Program Observations

4. Observation Although the City has developed comprehensive procedures for grantee reporting and monitoring, the extensive requirements and templates developed appear cumbersome and time intensive for both HSGP personnel and agency staff.

Recommendation Streamline reporting and monitoring processes to reduce the information collected to specifically pertain to the use of City funds and program execution. Consider developing tools and updating processes to increase the efficiency of program reporting and City reviews. This may include engaging with an external consultant to aid in the development, execution, and reporting of ongoing monitoring processes for the City.

5. Observation
While the City has current policies in place to provide agencies and City-funded programs technical assistance, this technical assistance is provided on demand, by request only, and does not include training for all City-funded agencies.

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FINDINGS AND RECOMMENDATIONS
Recommendation
To improve the quality of reporting and support provided by agencies and City-funded programs, consider developing either City-specific or program-specific technical assistance processes and/or trainings.

The City supports agencies and programs through a diverse program portfolio, allowing valuable support to be provided to the community through a variety of resources, including:
• Outreach
• Housing
• Employment
• Basic Needs
• Mental and Physical Health
• Coordination or Case Management
• Data and Analysis
• Legal Aid
• Supportive Services
• Reunification
While the focus of this project was to conduct agency and program fiscal monitoring and provide feedback and recommendations on the City’s current fiscal monitoring processes, it is important to recognize the commendable aspects for both the City personnel, who provided extensive support and expertise, and the community partners, who provided substantial information and supporting documentation for this project.
• City and Agency Relationships: HSGP personnel are a vital component to the execution of City-funded human services programs and community support. Through active program partnership, the City has created and maintained strong relationships with the agencies and programs especially given turbulent and uncertain times during the COVID-19 pandemic.

These relationships help strengthen the network of care in the City, creating a coordinated “safety net” between the City and the network of funded agencies. In collaborating with HSGP personnel to perform the grantee monitoring, it was evident that they have continued to build and strengthen these relationships in a way that allows the City to partner closely with the community and ensure good stewardship of the funds granted. • Grantee Monitoring Program: The City has developed a comprehensive grantee monitoring program that allows them to stay engaged with community partners and oversee the use of City funds. Through frequent and extensive grantee monitoring, the City has created well-administered and fiduciarily responsible grant programs. Although the COVID-19 pandemic required the City to quickly pivot the processes for conducting grantee monitoring, they were able to maintain a level of effort that, at a minimum, ensured funds were still being sent to the community and used for the purpose or intent of each program.

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SCOPE AND METHODOLOGY
The scope of this project was focused on HSGP grantee monitoring, which included performing fiscal desk reviews and virtual site visits, for FY 2020–2021. The grantee monitoring performed was focused on the financial aspects of compliance including evaluating how funds were spent, how expenditures were supported, and how financial reporting was conducted. Grantee monitoring did not include a full evaluation and testing of required programmatic reporting; however, the site visit process did include certain limited procedures related to review of participant files. Additionally, this project included a review of the City’s current fiscal grantee monitoring processes and providing recommendations on areas for process improvement.

The procedures performed included:
• Interviews and Inquiries: In order to gain an understanding of the specific grantee monitoring processes in place and previously performed, we conducted interviews and performed walkthroughs with City personnel responsible for overseeing HSGP grantee monitoring. • Document Review: We reviewed the existing City policies and other resources related to HSGP grantee monitoring, which included 12 P&P covering various aspects of HSGP grants management. Additionally, we reviewed the City’s current HSGP standard grantee agreement template and the executed current grantee agreements and researched funder-specific requirements, as applicable. We reviewed all documents to gain an understanding of the requirements surrounding grantee monitoring and the City’s current practices in carrying out ongoing monitoring.
• Program (Subrecipient) Survey: We developed a survey, which was sent to each of the 35 programs to gather information about the HSGP and the City’s monitoring process. This survey was also utilized to perform an initial risk assessment of the 19 agencies and 35 programs supported by the HSGP. Specifically, the surveys were developed to gather information related to:
○ Internal controls in place for grants management and organization-wide accounting ○ Required annual audits and potential findings
○ Organizational structure
○ Grant/program accounting, tracking, and monitoring procedures ○ Documentation of adherence to City’s cash match requirements ○ Outcomes of previous program (subrecipient) reviews
○ Training provided to program (subrecipient) staff or guidance documentation available ○ Job descriptions and positions funded with City grant funds ○ Engagement of program-funded subcontractor/subrecipients to carry out the program ○ Feedback on current City grantee monitoring processes including what works well and what potential opportunities for improvement exist
○ Feedback on programmatic barriers and achievements from the grantee perspective • Fiscal Desk Reviews: We performed a fiscal desk review for all 19 agencies and 35 programs funded. As part of these fiscal desk reviews, we performed the following procedures:

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○ Performed a complete reconciliation of the GL detail, which is submitted by agencies to support their financial reporting each project period, ensuring that all amounts could be tied out by category and to the budget in total. Additionally, if a budget modification was required, we inquired with the City to determine if a budget modification was submitted and approved during the period.
○ Selected a judgmental sample of 10 to 15 expenditures for each agency based on several factors including the number of expenditures and total dollar amount of expenditures reported during FY 2020–2021, as well as the types of expenditure categories, ensuring we selected a variety of low- and high-dollar amounts across each reporting category.

Additionally, we utilized survey responses specifically related to funding and program accounting practices to determine the appropriate sample size for testing. ○ For all expenditures selected, we obtained all underlying supporting documentation and performed the following:
○ Evaluated whether the expenditure amounts, in total, agreed to the amount reported on the corresponding financial reports, Detailed Expenditure Listing/General Ledger, and/or Payroll Reports, as applicable
○ Assessed whether the expenditures reported on the financial report aligned with the approved budget categories/line items
○ Determined whether each expenditure reported was supported by adequate documentation including purchase orders (PO), invoices, contracts, timecards, paystubs, or others, as appropriate
○ Assessed whether, based on the supporting documentation, each expenditure appeared to be allowable, in compliance with the executed agreement with the City, for each agency and/or program
• Site Visits – Participant File Review: Using a risk-based sampling approach, we selected six agencies (32%) covering 17 of the 35 programs (49%) and $5.28 million of City funds for performing site visits, which focused on reviewing participant files. The main objective of performing site visits was to evaluate select participant files for documentation about whether eligibility requirements were met and other minimum documentation requirements (i.e., signed consent for services, acknowledgement of program and agency rules and requirements, and others). However, given participant files are maintained electronically by most agencies, the City elected for the site visits to be performed remotely. For each program, we obtained a listing of participants (i.e., patients or clients) who received services through City-funded programs during the review period and we performed the following procedures based on the City’s monitoring procedures:
○ Selected a random sample of up to five open and five closed/inactive participant files for review. For all participant files, we reviewed the files to determine whether the following information was documented and contained in the participant file, where applicable:
− Proof of Santa Monica Program Eligibility
− Income Verification
− Consent for Services
− Intake Form
− Acknowledgement of Program Rules
− Acknowledgement of Grievance Policy
− Proof of Housing Placement (if applicable)

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− Participant Closure Process (inactive files only)
− Other documents that were identified as required (varied by program), if appliable ○ In addition to the file documentation above, for all programs related to homelessness, we reviewed the files to determine whether the following information was documented and contained in the participant file, where applicable:
− Homeless Status Verification
− Chromic Homeless (if applicable)
− Disability Status Verification
− Veteran Status Verification (if applicable)
○ For programs that supported at risk or protected populations (i.e., domestic abuse survivors, etc.), we did not require participant files to be reviewed. Instead, we performed walkthroughs with the agency and programs to review their internal processes and controls for obtaining the required documentation and retaining files. The City approved this decision based on requests from agencies to protect participant anonymity and security.

We utilized the walkthroughs to assess whether processes and controls appeared adequate to ensure documentation requirements were met. • Review of Current Grantee Monitoring Processes: We reviewed and analyzed the City’s current HSGP monitoring processes to identify opportunities for improvement. Our analysis of the existing monitoring processes took into consideration the capacity of the City’s HSGP monitoring team. We researched best practices in human services grants monitoring and evaluated whether there were opportunities for the City to implement certain best practices to improve internal processes. We assessed existing P&P available to support the HSGP monitoring process for adequacy and consistency with best practices.

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GRANTEE MONITORING OBSERVATIONS AND

RECOMMENDATIONS
Based on the grantee monitoring procedures (i.e., desk reviews and site visits) performed, we prepared the detailed observations and recommendations presented below.

1. Observation The City historically utilized an external Certified Public Accounting (CPA) firm to perform grantee monitoring; however, due to City budget reductions to the HSGP program, the contract was terminated in the summer of 2020. The City does not currently have a documented fiscal desk review process. During the fiscal desk reviews, several agencies could not locate supporting documentation for program expenditures incurred and charged to City funding.

Recommendation Develop and execute an ongoing fiscal desk review process, and provide technical assistance and training to agencies to ensure funding requirements are understood and followed. This may include the engagement of an external consultant to support City staff in this effort.

The City’s current P&P related to grantee monitoring address the detailed financial reporting review process; however, they do not address requirements for carrying out fiscal desk reviews. Best practices suggest that a fiscal desk review should be performed on a risk-based sample population of subrecipients, at a minimum. Historically the City has contracted with an outside CPA firm to conduct certain aspects of fiscal monitoring including performing reviews of documented internal controls and performing assessments of administrative capacity; however, due to City budget adjustments this contract was terminated in the Summer of 2020. Additionally, it did not appear that the City had consistently included fiscal desk reviews as part of previous fiscal monitoring processes. As a result, we performed a fiscal desk review on the full population of 19 agencies and 35 programs. During these desk reviews, we performed detailed expenditure testing of $987,992 (13%) of the total HSGP funding provided to the community during FY 2020–2021. Based on the program findings detailed below, Moss Adams assigned a risk rating to each HSGP-funded agency.

The risk thresholds identified in the table below (and detailed in Appendix B) are based on our experience performing subrecipient monitoring and fiscal desk reviews for similarly sized organizations and funding sources.

Risk Rating Criteria # of Agencies
Low Risk The agency either had no findings or the findings could be easily cleared via further inquiry and follow-up.
15 Medium Risk The agency was unable to provide some of the support required; however, there is minimal risk that
unsubstantiated/unallowable costs may be found in the
expenditures paid for by the City if a 100% deep-dive desk review is performed.
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Risk Rating Criteria # of Agencies
High Risk The agency was not able to provide documented support after follow-up. There is a high risk that
unsubstantiated/unallowable costs may be found in the
expenditures paid for by the City if a 100% deep-dive desk review is performed.
2 During the fiscal desk reviews, we selected a sample of 10 to 15 expenditures from each of the programs and requested all underlying support documentation (e.g., timesheets, paystubs, POs, proof of payment, etc.) available. We assessed the support provided to determine whether programs were retaining underlying support; expenditures appeared reasonable, allowable, and allocable for the purpose of the funding received; and minimum internal controls appeared to be in place for approval of expenditures incurred and disbursements made. As a result of the detailed expenditure testing performed, we identified several instances where expenditures were not supported and/or costs did not appear to be allowable under the award. Specifically, we identified the following in relation to testing of the 35 programs:

Financial Report Reconciliation Findings
• Thirty programs did not have any financial report reconciliation findings, accounting for $6.4 million (82%) of the sample population.
• Four programs have financial report reconciliation findings, where we were unable to fully reconcile the financial reports to the GL; in each case, the program reported more expenditures in the GL provided than what was reported in the financial reports, and indicated that the GL contained program expenditures paid from both City and non-City funding sources. These findings received a low-risk rating (see Appendix B) and were associated with programs accounting for $1.4 million (18%) of the sample population. However, the programs did not have any additional findings related to the detailed expenditure testing performed as part of the financial desk audit process.

Financial Desk Audit Findings
• Twenty-three programs did not have any financial desk audit findings, accounting for $494,367 (50%) of the sample population.
• Eleven programs have financial desk audit findings related to various testing criteria, accounting for $263,845 (27%) of the sample population.

The table below provides a high-level summary of the financial desk audit findings detailed in Appendix B. The amounts below do not imply that a program was missing all supporting documentation to show compliance with testing criteria, but rather some of the required/expected documentation to support an expenditure could not be provided. Depending on the number of unsupported expenditures and the extent of the lack of documentation, this could indicate ineligible or unallowable costs were incurred and may be medium- or high-risk. The risk ratings associated with each finding ranged from low to high, as also seen in Appendix B.

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Financial Desk Audit
Findings Criteria # of Programs
Amount / % of
Sample
Population
All Expenditures Did Not
Have Documented
Support
Did not provide all supporting
documentation for each expenditure by
the stated deadline, indicating that there
may be unsubstantiated and unallowable
costs incurred
9 $230,969 (23%)
All Support Provided Did
Not Agree to Approved
Budget / Financial
Reporting
Did not provide supporting
documentation which indicated how the
expenditure tied to an approved
budget/financial reporting line item.
3 $92,576 (9%)
All Expenditures Did Not
Have Documented
Approval
Did not provide supporting
documentation that indicated approval
was obtained prior to the expenditure
being incurred or paid.
11 $263,500 (27%)
Allocation Methodology
Was Not Provided
Did not provide support clearly
identifying an allocation methodology for
the various expenditure types allocated
to the City awarded funds
4 $53,767 (5%)
All Payment Support Was
Not Provided
Support indicating that payments were
approved and disbursed to the correct
vendor were not provided.
4 $92,698 (9%)
Follow-Up on Program Corrective Actions
As part of the desk review process, a letter should be issued by the City to each program that includes the procedures performed, and any findings identified. The letter will also include recommendations of corrective actions that should be taken to address the findings. The City should work with each agency to ensure that corrective actions are taken to address all findings identified. Examples of corrective actions that will be required by agencies are:
• Reconciling the financial reports to the GL detail reports and submitting updated financial reports, if needed
• Assessing each expenditure finding to identify whether additional supporting documentation or written justification can be provided to properly support the use of City funds • Documenting allocations applied and clearly identifying the amounts allocated to City awards The City should amend the current process of following up with agencies to include connecting on a regular basis to ensure that corrective actions associated with the findings detailed in this report are implemented. This can be accomplished either through performing follow-up fiscal desk reviews after a period of time has passed to allow for corrective actions to be implemented. Additionally, the City should continue to require that agencies submit a formal written response to the findings certifying that all findings have been addressed and that corrective actions have been implemented to ensure compliance going forward. The City should evaluate any findings that cannot be resolved

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after a corrective action period to determine if any expenditures remain unsubstantiated or unallowable and should be potentially reimbursed to the City.

Update/Consolidate P&P
As a best practice, the City should develop detailed subrecipient monitoring P&P which may consolidate the processes covered in the City’s current Fiscal Site Visits, Program Site Visits, and Status Reporting P&Ps. Additionally, inclusion of P&P specifically related to performing fiscal desk reviews should be developed and include the following areas, consistent with best practices:
• Risk assessments
• Agency/program desk review selection process
• Expenditure sampling methodology
• Required supporting documentation
• Desk review testing process
• Desk review outcomes documentation and agency notification • Corrective action follow-up and tracking
The City should develop a process for how findings from fiscal desk reviews will be tracked and how the City will ensure that corrective actions are taken. This may include performing follow-up fiscal desk reviews and/or developing a process to utilize the results of prior fiscal desk reviews to inform the risk assessment process and to determine the frequency and level of fiscal desk reviews performed for each program.

Provide Technical Assistance and Training
The City should consider developing an ongoing technical assistance and/or training program for agencies to ensure risk of unsubstantiated or unallowable costs is mitigated through development and understanding at each agency and within each City-funded program. While developing and implementing ongoing technical assistance and/or a training program will require City funding to accomplish, it can ultimately result in time savings in future reporting periods and reduce the quantity of findings during fiscal desk reviews. In working with each agency throughout the desk review process, we found that there was limited training provided to agencies regarding City-specific requirements and that this type of fiscal desk review had not been previously conducted by the City. The lack of previous training, and the lack of previous fiscal desk reviews being performed, led to significant confusion around the documentation requests related to each fiscal desk review and how the agency and programs could obtain and provide the required supporting documentation. This gap in knowledge appears to be attributed to several factors including, staff turnover at the agencies, industry strains due to the COVID-19 pandemic, and the length of the funding period that enveloped the period of review (eight years versus the one to two years typically seen). Providing technical assistance and/or training programs to agencies on the front end of City funding being provided would allow the agencies to better understand the requirements prior to incurring expenditures.

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During the desk review process, we provided a substantial amount of technical assistance to agencies to help them understand what should be maintained to support program expenditures and it was evident that they wanted to understand the requirements and implement processes and controls to ensure they could meet them going forward. If technical assistance is provided on a regular and ongoing basis going forward, the quantity of findings, by program, would likely be reduced. Refer to Recommendation #3 for more information.

Site Visits – Participant File Reviews

2. Observation Some agencies could not provide certain participant file documentation during the file review process. In addition, the City’s current site visit process is time-intensive and demanding for both program personnel and HSGP personnel, and there are opportunities to reduce programmatic monitoring redundancies and gain efficiencies and maintain oversight standards.

Recommendation Develop a process to follow up with agencies on a set schedule to ensure corrective actions are implemented and conduct a review of the current site visit processes and identify where there may be overlap with the programmatic reporting process or opportunities to reduce redundancy in the review process.

The City’s current Programmatic Site Visit P&P requires that an external consultant be used to conduct the site visits during two set periods each year, where agencies will be selected on a rotating basis ensuring that all agencies are reviewed at least once every two years. As part of this process, a participant file review is required, which includes approximately 10% of active participant files and 5% of closed/inactive participant files. Additionally, per the City’s pilot site visit documentation, for each participant file selected, they are required to document whether each file includes the participant’s minimum eligibility documentation, signed acknowledgement documentation, and other documentation based on the program. Refer to Section II for further detail on specific requirements.

Given the extensive nature of the City’s site visit procedures, and because participant eligibility is a crucial component to the execution of City-funded programs, we agreed to limit our procedures to participant file reviews and evaluating key functions affecting financial reporting and metric tracking, as they affect specific funding compliance requirements. As such, process and program effectiveness were not evaluated as part of this project.

We selected a sample of six agencies for participant file review (32% of the total agency population), which included 17 programs (49% of the total program population). Agencies were judgmentally selected ensuring that coverage included the three largest grantees (Connections for Children, The People Concern, and WISE & Healthy Aging California) as well as three agencies that received smaller funding amounts. For each program, we selected a random sample of five active participant files and five closed/inactive participant files.

Based on the participant file reviews performed, most programs were meeting the requirements for documenting participant eligibility, obtaining other required forms/documentation, and adhering to file retention requirements. For those programs that support at-risk or protected populations (i.e.,

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domestic abuse survivors, at-risk minors, etc.), we did not do a file review; however, we did perform inquiries and walkthroughs to obtain an understanding of how the program implements the City’s participant file requirements. Based on our review of samples of 120 participant files for the 17 programs, we identified the following instances of incomplete documentation:
• Three instances, across two agencies, where documentation to support participant eligibility was not on file
• One instance where participant file closure documentation was incomplete • One instance where a program was not able to provide any participant file documentation for testing
See Appendix C for further detail of testing criteria and specific findings, by agency and program, that were selected for participant file reviews.

Follow-Up on Program Corrective Actions
As part of our review process, for those agencies selected for participant file review, a portion of the letter issued by the City will be dedicated to procedures performed and any findings identified related to participant file reviews. The letter will include specific recommendations and corrective actions that should be taken to address the findings. The City should work with each agency to ensure that corrective actions specific to participant files are addressed. See Recommendation #1 for further detail on follow-up on corrective actions.

Evaluate Existing Program Site Visit P&P
The City’s current site visit process is comprehensive and includes more than what is typically reviewed as part of ongoing programmatic monitoring as a best practice. The current review process includes extensive review of staffing and job descriptions, board involvement, organizational capacity and structure, and facility condition. It is uncommon to see detailed reviews performed by funders related to board involvement or the level of comprehensive review of staffing and organizational capacity. In general, this organizational level of review is performed during the application process only, not necessarily on an ongoing basis as part of recurring site visits.

Given our procedures related to site visits were limited to evaluating participant files and performing high-level walkthroughs, the City should conduct a review of the current site visit processes and identify where there may be overlap with the programmatic reporting processes already being performed both during the funding application and biannual reporting processes. There are likely additional opportunities for comparing current programmatic monitoring to best practices to potentially reduce the redundancy of requests from grantees and duplicative efforts of HSGP personnel. We recommend specifically reviewing the processes surrounding:
• Staffing and Organizational Structure/Capacity
• Board Involvement
• Facility Conditions

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Provide Technical Assistance and Training
The City should consider developing ongoing technical assistance and/or templates to help agencies ensure that minimum participant file requirements are being met. In implementing technical assistance and training for agencies, as recommended in #1 above, the City should also address specific requirements for maintaining compliance with participant files. Best practices suggest providing grantees with file checklists to detail out the specific requirements surrounding eligibility, or other file documentation, and records retention are critical in documentation compliance.

See Recommendation #3 for more information.

Agency Staffing and Technical Assistance

3. Observation Agencies required a significant amount of technical assistance and training to comply with the requirements of City funding and the documentation that must be provided to support the monitoring process. Most agencies missed one or multiple due dates established during the monitoring process.

Recommendation Evaluate reporting requirements to identify opportunities for reduction in requirements based on past performance and provide regular technical assistance to agencies.

Best practices in managing grantee relationships and supporting required monitoring of funds disbursed to community partners recommend providing some level of technical assistance and training to grantees at the time of award. In addition, depending on the technical capabilities and capacity of grantees, technical assistance and training are often provided throughout the program period.

As part of this project, we spent significant time with agencies and program personnel ensuring that the documentation being requested and the requirements supporting our requests were understood. This included providing one-on-one technical assistance sessions with various agencies to ensure that GL reporting, supporting documentation such as POs and timesheets, documentation of approval processes, and P&Ps could be provided. In those cases where an agency could not initially provide required support, additional time had to be spent walking them through the processes of accounting for, approval of, and disbursements of expenditures related to City funds. In many cases, grantees did not adhere to documentation request due dates and the City approved extended due dates, which resulted in several follow-up requests and additional one-on-one technical assistance sessions to support the grantees in obtaining the required documentation. Based on our meetings and communication with agencies and program personnel, it was apparent that a contributing factor was increased turnover and decreased staffing levels, as well as a lack of staffing capacity to provide what was being asked for in the timeframe provided.

While HSGP personnel currently provide regular one-on-one opportunities with agencies to navigate the development of program plans, mid-year and year-end reporting, and budget modifications, similar to those described above performed by Moss Adams, they currently do not provide formal technical assistance trainings and/or webinars for all grantees to attend. In these

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instances, each grantee would receive the same communications at the same times utilizing a structured presentation, such as PowerPoint, and where the sessions could be recorded and available to grantees for continued reference throughout the life of the City-funded program(s).

Refer to Recommendation #5 for additional observations and recommendations related to City technical assistance for agency and program personnel.

As a team, both Moss Adams and HSGP personnel were committed to ensuring that agencies understood what was being asked of them and why, and what lack of support or pieces of supporting documentation could mean for their reporting and funding. There was consensus that the additional time necessary to help train and support agencies throughout this process was warranted. As such, we identified themes of technical growth areas at the agencies as well as ways in which the City could support staffing shortages and compliance through reduced, but still comprehensive reporting requirements. A summary of these themes is presented below:
• Reduced reporting requirements for agencies who have no or minimal compliance concerns or findings in ongoing reporting, desk reviews, or site visits • Periodic City training and technical assistance sessions focused on the City reporting and documentation requirements and expectations
• Evaluate options for the potential for increased funding to support agencies in hiring qualified staff by increasing compensation to account for inflation and cost of living increases

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HSGP MONITORING PROGRAM OBSERVATIONS

AND RECOMMENDATIONS
The City’s HSGP monitoring processes are extensive and include monitoring of both programmatic and fiscal monitoring requirements. The City currently has 12 P&Ps related to the fiscal and programmatic oversight for HSGP programs. The P&Ps are focused on the requirements of City staff to carry out grant management and grantee monitoring. They specify how the City should be conducting grantee monitoring for each agency and program, at least once every two years, on a rolling basis and that the monitoring should include both programmatic and fiscal monitoring.

Additionally, the City has developed comprehensive templates to facilitate agency financial and programmatic reporting and review/monitoring templates for City personnel to utilize in performing program desk reviews and site visits. Ongoing monitoring is conducted twice each year to ensure that funds are being spent as expected, and that expenses reported appear allowable and reasonable.

As part of our planning process, we conducted walkthroughs with HSGP personnel to gain a better understanding of how these P&Ps were implemented and how personnel currently interact and connect with agencies. We also obtained feedback on where the City has struggled to complete monitoring during the last several years, specifically during the COVID-19 pandemic.

Based on the information gathered, we developed a planned methodology and approach to complete the grantee monitoring process, which would allow us to execute the required monitoring, gather feedback through agencies and programs survey responses, and provide recommendations based on our experience and subject matter expertise. We gathered this information as described in Section II above.

Below are the detailed observations and recommendations related to the HSGP monitoring program based on the information gathered, procedures performed, and best practices.

Grantee Monitoring Program

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Current State of HSGP Monitoring Program
The City’s requirements for ongoing monitoring and review are extensive and comprehensive, as outlined below, but appear to be potentially overly burdensome to HSGP personnel and agency staff. The current processes were developed during 2019 and were piloted in early 2020 by HSGP personnel; however, due to the ongoing COVID-19 pandemic, grantee monitoring processes were paused, and the pilot site visit program never took off. As such, Moss Adams utilized the P&Ps and templates developed by HSGP as a starting place for developing the grantee monitoring procedures that would be performed. Prior to the Summer of 2020, the City contracted with an outside CPA firm to perform extensive grantee fiscal monitoring, with a particular focus on internal controls and administrative capacity, while City staff performed comprehensive programmatic site visits, including review of participant files, key P&P, and facility checks; however, this approach of review did not include a detailed expenditure review as performed by Moss Adams. Below is an outline of the requirements described in the HSGP P&Ps and associated templates for the HSGP. • Status Reporting and Monitoring: The City currently requires programs to complete a fiscal and programmatic status report two times each year including one for activity through June 30 (to align with the City’s fiscal year-end) and one for activity through December 31. As part of this process, programs are required to complete detailed financial and programmatic reporting.

A description of each of these reporting requirements is provided below:
• Fiscal Status Report: This report includes line-item reporting, based on the program’s approved budget, for each category approved utilizing City funds, as well as non-City-funded budgets, as the City requires a 30% match for each of their programs. This report requires line-item accounting for the fiscal year’s cash-match contributions and uses expenses and grantee demographic reporting in the form of projected versus actual outreach numbers. • Programmatic Status Report: This report includes a comprehensive reporting requirement that includes detailed descriptions of programmatic accomplishments, challenges, and changes since the last reporting period, as well as assessment of program participant involvement and board involvement, staffing, program demographics, program services and outcomes, and any special funding conditions/provisions.
• Site Visits: The City requires that staff conduct programmatic site visits during two set periods each year, where agencies will be selected on a rotating basis ensuring that all agencies are reviewed at least once every two years. This process also considers any findings during prior reviews or status reporting, the consideration of any heightened potential for fraud, and additional monitoring due to the source of funding. Site visits should include a review of any relevant financial and programmatic reporting completed during the review year, as well as review of the following:
○ Staffing and job descriptions
○ Outreach and marketing materials
○ Eligibility criteria
○ Intake forms
○ Client satisfaction surveys
○ Grievance forms and reporting procedures
○ Contractual documents relevant to the review, including subcontracts or subrecipients paid through City funds

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○ Organizational capacity and structure
○ Client/participant case file reviews
HSGP Grantee Monitoring Program – Agency Feedback
As part of the survey conducted, described in Section II, we gathered feedback from agencies and programs regarding the City’s current monitoring processes and solicited input on where the City is doing well and where there were opportunities for improvement. Approximately 76% of programs did not indicate that there were ways in which the City could better execute or streamline the monitoring and reporting processes currently being utilized; however, 24% of programs indicated there were opportunities for improvement in the City’s processes. Two programs did not respond to the survey.

Presented below are the individual survey questions that aimed to gather feedback on the City’s current monitoring and reporting processes, and the responses received. 23% 77%

DO YOU THINK THERE ARE

ANY WAYS THE CITY COULD

BETTER EXECUTE THE

MONITORING PROCESS THE

PROGRAM ON AN ON -GOING
BASIS? (Y/N)
Y %
N %
26% 74%

DO YOU THINK THERE ARE

ANY WAYS THE CITY COULD

IMPROVE PROGRAMMATIC

AND/OR FISCAL REPORTING
FOR THE PROGRAM? (Y/N)
Y %
N %

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Reporting and Monitoring Feedback Themes
In the survey, agencies could provide feedback in the form of comments. Below is a summary of the themes identified in the feedback provided regarding where the City could potentially improve current reporting and monitoring processes:
• The City is continually communicating with agencies and programs via one-on-one connections as well as City attendance at program meetings; however, agencies and programs are seeking opportunities to utilize these meetings to support monitoring activities, such as dialogue related to programmatic concerns, financial barriers, etc.
• Reports are long and overly detailed, specifically in areas where City funding does not directly impact the outcome (i.e., board involvement).
• There is a desire to streamline the reporting process so programs that did not have any significant changes or variances since the mid-year reporting (December) may not have to do as extensive year-end (June) reporting. Additionally, consider ways to include prior reporting period information in the current period, in order to streamline the reporting of changes and updates.

Recommendations and Opportunities for Improvement
The City has created pathways for much needed funding to get into the community; however, through an effort to create comprehensive and detailed monitoring processes, they have created a time-intensive and demanding process both for the agencies and programs they support. Given the City no longer has dedicated funding to utilize an external CPA firm to perform these procedures, the current process also created a time-intensive and demanding process for City personnel to execute along with necessary and critical day-to-day agency support and monitoring.

The frequency of reporting and site visits appear appropriate and consistent with best practices, and it is typical to obtain financial reporting by category/line item to ensure that funds are being expended in accordance with the grant award and approved budget; however, the level of detail included in the programmatic reporting could be reduced. The level of programmatic reporting detail required is much greater than typically seen in like-sized organizations with similar funding types that are meant to ensure that programmatically the funds are meeting the intended purpose and mission.

In reviewing the P&Ps and site visit templates provided by the City, it appears there is extensive due diligence placed on the review of facilities and file reviews to support program reported achievements, barriers, and outcomes. Given the level of detail required in the programmatic reporting, the City should consider reducing the amount of review that is required during the site visits, as well as consider the level of detail required in the narrative programmatic reporting. It is not typical to require narrative reporting on organizational structure and board involvement, as well as to require demographic reporting both in the fiscal and programmatic status reporting.

To streamline these processes and gain efficiencies, the City should consider the feedback themes that were provided by programs (identified above) as well as best practices. This could include:
• Implementing a reporting tool and/or mechanism that would allow programs to report either electronically in a system that houses all prior reporting or reducing the amount of detail included in the reporting. This could include the removal of organizational and board involvement reporting and duplication of demographic reporting and removal of the review of staffing and job descriptions, as that information is typically included in the application package.

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FOR INTERNAL USE OF THE CITY OF SANTA MONICA ONLY
• Developing a tool and/or templates that will allow prior reporting to carry over to the next reporting period, streamlining the updates and changes to be made by programs. If programs had access to prior data and information reported, at the time of current period reporting, it could gain significant efficiencies on both the program reporting side and on the HSGP reporting side.
• Tracking the results of all fiscal and programmatic report reviews and outcomes of previous desk reviews and site visits and utilizing these results to scale up or down subsequent reporting or desk reviews and site visit requirements. For instance, if a program has consistently reported timely, in line with their approved budget, and unallowable or non-compliant expenses have not been identified with no significant findings during their last site visit, then the program may potentially be considered for reduced requirements for subsequent reporting periods or less detailed desk reviews and/or site visits. For those well-performing programs, they would focus on any chances since the last reporting period or site visit and assessing the impact of those changes to guide what monitoring procedures the City should perform. • Implementing a risk-based sample methodology for selecting expenditures and participant files for review. For example, rather than reviewing each participant’s files for all intake forms, client satisfaction surveys, and grievances, the City could elect to review those documents as part of the participant case file review for a select population of participant files.

Additionally, the City should consider if funding could be provided to contract with an external organization (i.e., public accounting firm, consulting firm/agency, other), which can provide the necessary monitoring and expertise to ensure that City funds continue to be used responsibly, and programs are run efficiently while accomplishing their intended mission. External consultants would allow the required monitoring and necessary technical support to be scaled up or down to meet the needs or a specific agency, program, and City provided funding in a given year. By engaging with an external consultant, the City would provide value add to their communities and reduce the time strain on City personnel, as well as provide transparency and objectivity to the process that the City’s leadership and residents are looking for in the operation of these programs and the use of City funds.

Agency Technical Assistance

5. Observation While the City has current policies in place to provide agencies and City-funded programs technical assistance, this technical assistance is provided on demand, by request only, and does not include training for all City-funded agencies.

Recommendation To improve the quality of reporting and support provided by agencies and City-funded programs, consider developing either City-specific or program-specific technical assistance processes and/or trainings.

The City’s current processes for agency technical assistance states that grantee agencies will be notified regularly of technical assistance opportunities available, and the City will provide recommendations for specific resources and support to agencies. Additionally, the City’s current policy states that there is a small amount of funding set aside for agency technical assistance to aid agencies in receiving professional development trainings. Although this limited resource is available

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FOR INTERNAL USE OF THE CITY OF SANTA MONICA ONLY
to agencies with City-funded programs, it appears that the City currently provides one-on-one technical assistance, as needed and when requested; however, there is no formal process to ensure that common barriers or questions are addressed across City-funded programs to ensure that program staff understand requirements.

As a result of the COVID-19 pandemic and an increase in government relief funding, not-for-profits have faced increased turnover, low staffing levels, and challenges filling vacancies. According to a 2021 survey conducted by the National Council of Nonprofits, nonprofits reported that salary competition (79%) and lack of childcare (23%) were major impacts to their ability to retain current staff and hire/backfill empty positions. Of the 1,000 survey respondents, 42% stated they had a vacancy rate of over 20%. Additionally, themes identified as part of the survey highlighted that the funding amounts provided by the City may not be adequate to support the actual needs of agencies to fully staff and operate the programs as expected. Although the City may not be able to increase the funding amounts granted to each program, they should consider developing technical assistance opportunities or ongoing “office hours” for agency and program personnel to ensure that requirements are understood and that the programmatic and fiscal expectations are attainable, thus increasing the quality and accuracy of reporting provided.

Given many of the agencies have received renewal funding from the City for these programs year over year, the City operates with the expectation that agencies maintain a baseline understanding of all reporting and monitoring requirements expected of City-funded programs. However, with the large amount of turnover and low staffing levels seen in the not-for-profit industry due to COVID-19 and based on feedback provided from agencies during the execution of these reviews, it is clear that City-funded programs were also affected by these staffing factors and therefore many have a limited understanding of requirements and best practices. As such, we spent a significant amount of time providing one-on-one technical assistance to agencies related to City requirements and grant administration and accounting best practices. This experience is largely consistent with the level of effort regularly required by City staff to provide on-demand support to grantees in meeting standard program and fiscal reporting requirements. While it was clear that agency personnel had capable staff to fulfill the requests once technical assistance had been provided, new staff, in particular, did not always have a baseline knowledge of the minimum City requirements or the bandwidth to respond to requests timely. Refer to Recommendation #3 for more information.

To improve the quality of reporting and support provided by agencies and City-funded programs, the City should consider developing either City-specific or program-specific technical assistance processes and/or trainings. This technical assistance could include monthly or periodic training sessions and “office hours” where the HSGP personnel assist agencies and/or programs in:
• Determining how to track and monitor funds received and expenditures incurred given the systems and tools they have
• Determining how funds received were spent and how those expenditures have been reported • Evaluating the specific supporting documentation that should be maintained to support their expenditures and walking through the support they have available Additionally, the City could leverage the use of an outside consultant, as referenced in Recommendation #4 above, to aid in providing technical assistance to agencies both programmatically and fiscally, ensuring that requirements are well documented and communicated, and enhancing the efficiency and effectiveness of the programs City funds are administering.

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FOR INTERNAL USE OF THE CITY OF SANTA MONICA ONLY
APPENDIX A: SURVEY RESPONSES
The table below summarizes the outcomes of the program survey.

Agency Program
Annual
Audit
(Y/N)
Annual
Audit
Findings
(Y/N)
Grant
Management
P&Ps
(Y/N)
Financial/
Accounting
P&Ps
(Y/N)
Program
Specific
P&Ps
(Y/N)
Accounting
System,
Allowing for
Tracking of
Funds
Separately
(Y/N)
Cash
Match of
at least
30%
(Y/N)
Job
Descriptions
on File and
Updated
(if applicable)
(Y/N)
Prior of
Subcontractors/
Subrecipients
(if applicable)
Boys and Girls Club Out of School Time Enrichment Y N Y Y Y Y N Y Y Chrysalis Santa Monica Employment Center Y N N Y Y Y Y Y N/A Connections for
Children
Santa Monica Early Education Y N Y Y Y Y Y Y N/A
Family Services of
Santa Monica
Community Mental Health

Y N N Y
Y
Y

N Y N/A
Early Childhood Wellbeing Y N Y N/A
Edison, Muir, McKinley, SAMOHI
Schools Y N Y N/A
Growing Place Marine Park Y N N Y Y Y Y N/A
Hospitality Training
Academy
Jobs Initiative Program Y N Y Y Y Y Y Y N/A
Jewish Vocational
Services
Santa Monica Youth Employment
Program Y N Y Y N Y N Y N/A

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Agency Program
Annual
Audit
(Y/N)
Annual
Audit
Findings
(Y/N)
Grant
Management
P&Ps
(Y/N)
Financial/
Accounting
P&Ps
(Y/N)
Program
Specific
P&Ps
(Y/N)
Accounting
System,
Allowing for
Tracking of
Funds
Separately
(Y/N)
Cash
Match of
at least
30%
(Y/N)
Job
Descriptions
on File and
Updated
(if applicable)
(Y/N)
Prior of
Subcontractors/
Subrecipients
(if applicable)
Legal Aid Foundation of
Los Angeles
Domestic Violence Clinic

Y N Y Y
N
Y

Y Y N/A
General Community Legal Services N Y Y N/A
The People Concern Access Center

Y N Y Y
Y
Y

Y Y N/A
Cloverfield Services Center Y Y Y N/A
Interim Housing and Wellness Y Y Y N/A
Sojourn Services Y Y Y N/A
Providence St. John's
Health Center
Youth Development Y Y Y Y Y Y Y Y N/A
Santa Monica College Pico Partnership Y N Y Y N Y Y Y N/A Saint Joseph's Center Santa Monica Retention Program

Y N Y Y
Y
Y Y
Y N/A
YRT Collaborative Y Y N/A
Step Up on Second Sanctuary Y N Y Y N Y Y Y N/A
Venice Family Clinic Common Ground

Y Y Y Y
N
Y Y
Y N/A
Primary Health Care Services N Y N/A
SAMOHI Wellness Center N Y Y

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Agency Program
Annual
Audit
(Y/N)
Annual
Audit
Findings
(Y/N)
Grant
Management
P&Ps
(Y/N)
Financial/
Accounting
P&Ps
(Y/N)
Program
Specific
P&Ps
(Y/N)
Accounting
System,
Allowing for
Tracking of
Funds
Separately
(Y/N)
Cash
Match of
at least
30%
(Y/N)
Job
Descriptions
on File and
Updated
(if applicable)
(Y/N)
Prior of
Subcontractors/
Subrecipients
(if applicable)
Disability Community
Resource Center
(DCRC)
Home Access Program Independent
Living Y N Y Y Y Y Y Y Y
Westside Food Bank Emergency Food Distribution Y Y Y Y Y Y Y Y N/A WISE & Healthy Aging
(WISE)
Senior Peer Counseling

Y N N Y
N
Y

Y Y N/A
Congregate Meals N N Y N
Adult Day Service Center Y Y Y N/A
Care Management Y Y Y N/A
Paratransit N Y Y N/A
CLARE Matrix Clarity for Youth

Y N Y Y
No
Response
Y Y
No Response No Response
Coordinated Case Management No
Response No Response No Response
Meals on Wheels Delivering More Than a Meal Y N N Y Y Y Y Y N/A

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APPENDIX B: DESK REVIEW OUTCOMES
The table below summarizes the outcomes of the desk reviews performed and the findings by agency and program. The risk thresholds identified below are based on our experience performing subrecipient monitoring and fiscal desk reviews for similarly sized organizations and funding sources.

Legend Criteria
Low Risk The agency either had no findings or the findings could be easily cleared via further inquiry and follow-up.

Medium Risk The agency was unable to provide some of the support required; however, there is minimal risk that unsubstantiated/unallowable costs may be found in the expenditures paid for by the City if a 100% deep-dive desk review is performed.

High Risk The agency was not able to provide documented support after follow-up. There is a high risk that unsubstantiated/unallowable costs may be found in the expenditures paid for by the City if a 100% deep-dive desk review is performed.

Funded Agencies
Agency
Programs
Financial
Report
Reconciliation
Findings (Y/N)
Financial
Desk
Audit
Findings
(Y/N)
All
Expenditures
Had
Documented
Support (Y/N)
All Support
Provided Agreed
to Approved
Budget / Financial
Reporting (Y/N)
All
Expenditures
Had
Documented
Approvals
(Y/N)
Allocation
Methodology
Provided
(Y/N)
All
Payment
Support
Provided
(Y/N)
Risk
Rating Follow-Up
Boys & Girls Club of
Santa Monica (BGC)
Out of School
Time Enrichment N Y N Y Y N Y Low Risk
No additional
support required;
finding is low risk.

Chrysalis
Santa Monica
Employment
Center
N N Y Y Y Y Y Low Risk
No additional
support required;
finding is low risk.

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Funded Agencies
Agency
Programs
Financial
Report
Reconciliation
Findings (Y/N)
Financial
Desk
Audit
Findings
(Y/N)
All
Expenditures
Had
Documented
Support (Y/N)
All Support
Provided Agreed
to Approved
Budget / Financial
Reporting (Y/N)
All
Expenditures
Had
Documented
Approvals
(Y/N)
Allocation
Methodology
Provided
(Y/N)
All
Payment
Support
Provided
(Y/N)
Risk
Rating Follow-Up
CLARE Foundation
Clarity for Youth N Y N N N Y N
High
Risk
Documentation
was not provided.

No desk review
could be
performed.

Coordinated
Case
Management

N/A N/A N/A N/A N/A N/A N/A
Connections for Children
(CFC)
Santa Monica
Early Education N N Y Y Y Y Y Low Risk No additional support required.

Family Services
of Santa Monica (FSSM)
Community
Mental Health N Y N Y N Y Y
Medium
Risk
The agency was
unable to provide
timesheets for
some of the
payroll related
samples selected,
as well as
documented
approvals of
expenditures.

Early Childhood
Wellbeing N Y N Y N Y N
Edison, Muir,
McKinley,
SAMOHI Schools

N N Y Y Y Y Y
Growing Place (GP) Marine Park N N Y Y Y Y Y Low Risk No additional support required.

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Funded Agencies
Agency
Programs
Financial
Report
Reconciliation
Findings (Y/N)
Financial
Desk
Audit
Findings
(Y/N)
All
Expenditures
Had
Documented
Support (Y/N)
All Support
Provided Agreed
to Approved
Budget / Financial
Reporting (Y/N)
All
Expenditures
Had
Documented
Approvals
(Y/N)
Allocation
Methodology
Provided
(Y/N)
All
Payment
Support
Provided
(Y/N)
Risk
Rating Follow-Up
Hospitality Training
Academy (HTA)
Jobs Initiative
Program N Y Y Y N Y Y Low Risk
The agency
provided support
for all samples
selected;
however, in 4 of
the 15 samples
selected, approval
was not
documented on
the support
provided.

Jewish Vocational
Services (JVS)
Santa Monica
Youth
Employment
Program
N N Y Y Y Y Y Low Risk No additional
support required.

Legal Aid Foundation of
Los Angeles (LAFLA)
Domestic
Violence Clinic N Y N Y N Y Y
Medium
Risk
The agency was
unable to provide
timesheets for the
payroll related
samples selected;
however, sample
selected was for a
terminated
employee.

General
Community Legal
Services

N Y N Y N Y Y
Meals on Wheels
West (MOWW)
Delivering More
Than a Meal N N Y Y Y Y Y Low Risk No additional support required.

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Funded Agencies
Agency
Programs
Financial
Report
Reconciliation
Findings (Y/N)
Financial
Desk
Audit
Findings
(Y/N)
All
Expenditures
Had
Documented
Support (Y/N)
All Support
Provided Agreed
to Approved
Budget / Financial
Reporting (Y/N)
All
Expenditures
Had
Documented
Approvals
(Y/N)
Allocation
Methodology
Provided
(Y/N)
All
Payment
Support
Provided
(Y/N)
Risk
Rating Follow-Up
The People Concern (TPC)
Access Center Y N Y Y Y Y Y
Low Risk
No additional
support required;
however, we were
unable to fully
reconcile the
financial report to
the GL detail
provided.

Cloverfield
Services Center Y N Y Y Y Y Y
Interim Housing
and Wellness Y N Y Y Y Y Y
Sojourn Services Y N Y Y Y Y Y
Providence Saint
John's Health Center (PSJ)
Youth
Development
Project (YDP)

N Y N Y N Y Y
Low Risk No additional
support required. Child/Youth
Development
Project (CDP)

N Y N Y N Y Y
Saint Joseph’s Center (SJC)
Santa Monica
Retention
Program

N Y N N N N N
High
Risk
The missing
invoice support
was not provided
for five samples
as well as
documentation
regarding the
allocation
methodology.

YRT
Collaborative N Y Y N N N N

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Funded Agencies
Agency
Programs
Financial
Report
Reconciliation
Findings (Y/N)
Financial
Desk
Audit
Findings
(Y/N)
All
Expenditures
Had
Documented
Support (Y/N)
All Support
Provided Agreed
to Approved
Budget / Financial
Reporting (Y/N)
All
Expenditures
Had
Documented
Approvals
(Y/N)
Allocation
Methodology
Provided
(Y/N)
All
Payment
Support
Provided
(Y/N)
Risk
Rating Follow-Up
Santa Monica College (SMC) Pico Partnership N N Y Y Y Y Y Low Risk No additional support required.

Step Up on Second (SUOS) Sanctuary N N Y Y Y Y Y Low Risk No additional support required.

Venice Family Clinic (VFC)
Common Ground N N Y Y Y Y Y
Low Risk No additional
support required.

Primary Health
Care Services N N Y Y Y Y Y
SAMOHI
Wellness Center N N Y Y Y Y Y
Disability Community
Resource Center (DCRC)
Home Access
Program
Independent
Living
N N Y Y Y Y Y Low Risk No additional
support required.

Westside Food Bank
(WSFB)
Emergency Food
Distribution N N Y Y N N Y Low Risk No additional support required.

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Funded Agencies
Agency
Programs
Financial
Report
Reconciliation
Findings (Y/N)
Financial
Desk
Audit
Findings
(Y/N)
All
Expenditures
Had
Documented
Support (Y/N)
All Support
Provided Agreed
to Approved
Budget / Financial
Reporting (Y/N)
All
Expenditures
Had
Documented
Approvals
(Y/N)
Allocation
Methodology
Provided
(Y/N)
All
Payment
Support
Provided
(Y/N)
Risk
Rating Follow-Up
WISE & Health Aging (WISE)
Senior Peer
Counseling N N Y Y Y Y Y
Low Risk No additional
support required.

Congregate
Meals N N Y Y Y Y Y
Adult Day
Service Center N N Y Y Y Y Y
Care
Management N N Y Y Y Y Y
Paratransit N N Y Y Y Y Y
Los Angeles
Oasis N N Y Y Y Y Y
Totals 4 11 9 3 11 4 4

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FOR INTERNAL USE OF THE CITY OF SANTA MONICA ONLY
APPENDIX C: SITE VISITS – PARTICIPANT FILE REVIEW
The table below summarizes the outcomes of the participant file reviews performed as part of the site visit process and the findings by agency and program.

Funded
Agencies Agency Programs
Program
Eligibility
Verified
(Y/N)
Pico and
90405
Verification
(Y/N)
Income
Verification
(Y/N)
Consent
for
Services
(Y/N)
Intake Form
OR
Registration
Form (Y/N)
Acknowledgement
of Program Rules
(Y/N)
Acknowledgement
of Grievance Policy
(Y/N)
Proof of
Housing
Placement (if
applicable)
(Y/N or N/A)
Client
Closure
Processes
(Inactive
files only)
(Y/N or N/A)
Connections for
Children (CFC)
Santa Monica Early
Education Y Y Y Y Y Y Y Y N
The People
Concern (TPC)
Access Center Y Y Y Y Y Y Y Y Y
Cloverfield Services
Center Y Y Y Y Y Y Y Y Y
Interim Housing and
Wellness N Y Y Y Y Y Y Y Y
Sojourn Services [1] [1] [1] [1] [1] [1] [1] [1] [1]
Saint Joseph’s
Center (SJC)
Santa Monica
Retention Program Y Y Y Y Y Y Y Y Y
YRT Collaborative Y Y N/A Y Y Y Y N/A N/A
Venice Family
Clinic (VFC)
Common Ground Y Y Y Y Y Y Y N/A N/A
Primary Health Care
Services N Y Y Y Y Y Y N/A N/A
SAMOHI Wellness
Center Y Y Y Y Y Y Y N/A N/A

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Funded
Agencies Agency Programs
Program
Eligibility
Verified
(Y/N)
Pico and
90405
Verification
(Y/N)
Income
Verification
(Y/N)
Consent
for
Services
(Y/N)
Intake Form
OR
Registration
Form (Y/N)
Acknowledgement
of Program Rules
(Y/N)
Acknowledgement
of Grievance Policy
(Y/N)
Proof of
Housing
Placement (if
applicable)
(Y/N or N/A)
Client
Closure
Processes
(Inactive
files only)
(Y/N or N/A)
Disability
Community
Resource Center
(DCRC)
Home Access
Program
Independent Living [3] [3] [3] [3] [3] [3] [3] [3] [3]
WISE & Healthy
Aging (WISE)
Senior Peer
Counseling [2] [2] [2] [2] [2] [2] [2] [2] [2]
Congregate Meals [2] [2] [2] [2] [2] [2] [2] [2] [2]
Adult Day Service
Center [2] [2] [2] [2] [2] [2] [2] [2] [2]
Care Management [2] [2] [2] [2] [2] [2] [2] [2] [2]
Paratransit [2] [2] [2] [2] [2] [2] [2] [2] [2]
Los Angeles Oasis [2] [2] [2] [2] [2] [2] [2] [2] [2]
Totals 3 1 1 1 1 1 1 1 2
[1]: Due to the nature of the participants of this program, we did not obtain a listing of participants to select files for review. For this program, we performed a walkthrough with agency personnel to obtain an understanding of the process as well as obtained copies of blank forms and other documentation to ensure they met the minimum City requirements. No findings were identified. [2]: Due to the nature of the participants of this program, the participant files that would be provided would be heavily redacted. As such, we determined we would conduct a virtual walkthrough of samples selected with agency personnel to obtain an understanding of the process as well as obtained copies of blank forms and other documentation to ensure they met the minimum City requirements. No findings were identified. [3]: The agency was unable to provide all support required to complete testing for the samples selected.

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CITY OF SANTA MONICA

OAKS INITIATIVE NOTICE

NOTICE TO APPLICANTS, BIDDERS, PROPOSERS

AND OTHERS SEEKING DISCRETIONARY PERMITS, CONTRACTS,

5.C.b
Packet Pg. 504 Attachment: Moss Adams Oaks Initiative Signed (6256 : Award RFP HSGP Grantee Monitoring Services)

CITY OF SANTA MONICA

Public benefits include:

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

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

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

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

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

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

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

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

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

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

Bid/PO/Contract # ____________________________ Permit # ___________________________

5.C.b
Packet Pg. 505 Attachment: Moss Adams Oaks Initiative Signed (6256 : Award RFP HSGP Grantee Monitoring Services) Beeker, Dustin G. Partner
Brentano, Letizia L. Partner
Cavin, Adam L. Assurance Partner
Smith, Travis G. Partner
Weber, Mark E. Partner
Sturgis, Clay R. Partner
Sturgis, Ryan D. Assurance Partner
Hunter, Justine M. Partner
Sturges, William S. Partner
Weber, Richard G. Tax Partner
Woodward, Mark J. Partner
Attebery, Janell L. Partner
Goldfarb, Erin M. Partner
Holtermann, Michael S. Partner
Jacobsen, Ashley Assurance Partner
Morse, Christopher B. Tax Partner
Sampson, Douglas A. Partner
Vance, Brandon E. Partner
Winters, Shad Partner
Wittwer, Kenneth T. Tax Partner
Hollander, Keith Consulting Partner
Warren, Debra Consulting Partner
Rabanal, Jennifer J. Partner
Allan, Kristina Partner
Bergamo, Frederick N. Partner
Buurma, Douglas J. Tax Partner
Fisher, Lewis R. Partner
Gardner, Shannan L. Partner
Gewain, Christopher M. Assurance Partner
Gilbert, Matthew W. Tax Partner
Guthrie, Patrick D. Assurance Partner
Henderson, Peter P. Tax Partner
Kanaley, Sean C. Consulting Partner
Kaufman, Frank S. Partner
Kelly, Sean P. Partner
Knuf, Guy W. Partner
L'Heureux, Chris L. Partner
Loftus, Patrick G. Assurance Partner
Marciniak, Dustin A. Partner
Parsons, Matthew E. Assurance Partner
Refa, Kami Partner
Schultz, Lawrence R. Partner
Stelzriede, Stacy J. Partner
Swearingen, J. S. Partner
Venkateswaran, Aparna S. Assurance Partner
Villanueva, Alan C. Partner
Walsh, Glenn M. Partner
Weninger Jr., Roger M. Partner
Wright, Jana M. Assurance Partner
Harman, Melissa E. Partner

5.C.b
Packet Pg. 506 Attachment: Moss Adams Oaks Initiative Signed (6256 : Award RFP HSGP Grantee Monitoring Services) Hiscocks, Thomas M. Assurance Partner
Hughes, Martin G. Partner
Kling, Irene P. Tax Partner
Nelson, Tetyana K. Assurance Partner
Pei, Xiaojing L. Assurance Partner
Pihowich, Michael A. Consulting Partner
Teeter-Balin, Cheryl A. Partner
Valverde, Marco V. Partner
Duval, Chad A. Partner
Norris, William H. Partner
Schader, Bryan Consulting Partner
Clair, Jeffrey T. Partner
Criswell, Derek D. Partner
Dhaliwal, Kamaldeep S. Assurance Partner
Fineberg, Stephen M. Consulting Partner
Harrison, Mark J. Partner
Irwin, Kenneth W. Tax Partner
Jackson, Katherine M. Partner
McGhee II, Robert L. Tax Partner
O'Donnell, Anthony D. Partner
Parker, Chris Tax Partner
Reynolds, Robert A. Partner
Riley, Travis M. Partner
Rouen, Christopher J. Partner
Williams, Cameron M. Partner
Bailey, Sara E. Tax Partner
Dusi, Kevin A. Partner
Emmons, Jason Consulting Partner
Godinez, Gerardo Assurance Partner
Klassen, Desiree P. Tax Partner
Knowlton, Bruce R. Partner
Kowieski, Gregory S. Partner
McMahon, Mark E. Partner
Nichols, Jeremy Assurance Partner
Norviel, Annie Y. Assurance Partner
Rohner, Eric D. Partner
Roos, Laura J. Partner
Shah, Anita Assurance Partner
Stillwell, Amy R. Partner
Wisniewski, Carisa M. Partner
Arsenault, Luc A. Partner
Chalak, Ali Assurance Partner
Chen, Lillian L. Partner
Croghan, Richard J. Partner
Dickens, Terry C. Tax Partner
Dollar, Elizabeth C. Partner
Dowsett, Derek W. Partner
Franklin, Steven S. Assurance Partner
Heier, David W. Assurance Partner
Kim, David L. Consulting Partner

5.C.b
Packet Pg. 507 Attachment: Moss Adams Oaks Initiative Signed (6256 : Award RFP HSGP Grantee Monitoring Services) Lucas, Gretchen Consulting Partner
McClellan, Arnold A. Consulting Partner
Mosbahi, Ghassen Partner
Olsen, Adam S. Assurance Partner
Rabiu, OwoLabi Consulting Partner
Rizvi, Syed M. Partner
Sage, David I. Partner
Sarmiento Jr., Francisco D. Consulting Partner
Suico-Gee, Rianne G. Assurance Partner
Tetz, Kelvin L. Partner
Wang, Wenli Partner
Wong, Brian T. Tax Partner
Wright, Theresa M. Assurance Partner
Zelda, Mike R. Assurance Partner
Christianson, Colten C. Consulting Partner
Faris, Kirk D. Tax Partner
Gutsch, Jeffrey P. Partner
Harper, Sara A. Tax Partner
Jensen, Shawn E. Partner
Paris, Christopher L. Partner
Paulson, Rae A. Assurance Partner
Pforsich, Ty W. Partner
Ricioli, Michael G. Partner
Silverstein, Philip J. Partner
Tompkins, Aaron R. Partner
Adkins, Jason M. Partner
Anderson, Dave Partner
Borgardt, Jon Partner
Chan, Arlene M. Partner
Dell, Stacey Partner
Dunning, Kris G. Partner
Felix, Liana Partner
Gillespie, William T. Partner
Hasegawa, Kevin S. Partner
Huynh, Tai Partner
Kammerer, Larry Consulting Partner
Koch, Ryan Partner
Mattson, Andy Partner
Minnihan, Bertha A. Partner
Olson, Daniel C. Assurance Partner
Patel, Kunaal R. Partner
Paye, Matthew R. Assurance Partner
Peterson, Scott Tax Partner
Ratra, Sarah Assurance Partner
Schechter, Steven H. Partner
Sewal, Sheetal Partner
Shively, Benjamin S. Consulting Partner
Spencer, Michael J. Partner
Steuber, Brian C. Tax Partner
Wall, Bradley Partner

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Packet Pg. 508 Attachment: Moss Adams Oaks Initiative Signed (6256 : Award RFP HSGP Grantee Monitoring Services) Welsh, Dave Partner
Wright, Nathan Tax Partner
Xu, Mei Tax Partner
Yoo, Seungbum Tax Partner
Yu, Jerry J. Tax Partner
Bell, Christopher C. Partner
Conner, Brian P. Partner
Krienert, Eric V. Partner
Gupta, Rajneesh Tax Partner
Paruthi, Siddhartha Consulting Partner
Pritchard, Chris J. Partner
Sokoloff, Kimberly Assurance Partner
Tong, Kinman K. Partner
Blackwell, Catrina L. Partner
Chevalier, James R. Partner
Damu, Stelian Partner
Haverlock, Lauren Tax Partner
Lawson, Jason K. Partner
Luker, Stan Consulting Partner
Patel, Mrunal K. Tax Partner
Redmond, Stephen C. Partner
Romano, Jason R. Partner
Suruki, Carol J. Partner
Van Der Wel, Edward Todd Partner
Carr, Michelle R. Partner
Gaskins, William Partner
Groff, Derek Consulting Partner
Hanley, Patrick R. Partner
Monahan, John Partner
Mueldener, William Partner
Mueller, Matthew Tax Partner
Myhill, Stuart J. Partner
Parker, Michael E. Partner
Pfahl, Gregory C. Partner
Pharis, Tracy M. Partner
Terry, David Consulting Partner
Theiss, Laura J. Tax Partner
Tschida, Martin Partner
Vossen, Jacob J. Partner
Winton, James D. Partner
Billings, Matthew Tax Partner
Kitch, Douglas Consulting Partner
Strait, Robbie D. Consulting Partner
Newell, Michael G. Consulting Partner
Rebay, Karl J. Partner
Ghosh, Pranay P. HR Business Partner
Iyer, Balaji S. India Managing Partner
Rea, Jarret D. Partner
Sedler, Aaron M. Consulting Partner
Broderick, Thomas C. Tax Partner

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Packet Pg. 509 Attachment: Moss Adams Oaks Initiative Signed (6256 : Award RFP HSGP Grantee Monitoring Services) Garcia, Halie Consulting Partner
Herrera, Sheila A. Assurance Partner
Hoggan, Kory I. Partner
Patel, Dhaval G. Partner
Todd, Lisa P. Partner
Paglia, Tracy S. Partner
Elling, Pamela R. Partner
Kaiser, Andrew Partner
Laird, Brent Tax Partner
Merrill, Jacqueline R. Tax Partner
Smith, Bradley D. Partner
Widmer III, Ray L. Tax Partner
Baker, Jack W. Partner
McCleary-Moore, Amanda J. Assurance Partner
Balentine, Eric L. Partner
Furbach, Jens B. Partner
Lapour, Daniel S. Partner
Leback, Scott G. Assurance Partner
Loftus, Jon A. Assurance Partner
Montez, Matthew P. Partner
Nelson, Weston J. Consulting Partner
Nunley, Alexandria M. Tax Partner
O'Neill, Robert A. Partner
Peterson, Frederick J. Partner
Solomon, Matthew D. Partner
Swartley, Calvin E. Consulting Partner
Andrade, Tony Partner
Apiado, Amy E. Partner
Averill, Chad A. Partner
Bacchetti, Stephen P. Consulting Partner
Boyd, Marcy J. Partner
Campos, Wendy L. Partner
Deitch, Joshua Consulting Partner
Donohue, John M. Partner
Eckley, Justin C. Partner
Fein, Steven J. Partner
Hansen, Christopher A. Partner
Kuenzi, Ryan J. Tax Partner
McDonnell, Joseph T. Partner
Miles, Eric R. Partner
Minniti, E. Blair Partner
Nachand, Bryan G. Partner
Osten, Ashley C. Partner
Price, Jennifer S. Partner
Richardson, Patrick H. Partner
Simovic, Keith E. Assurance Partner
Simpson, Scott F. Partner
Smoot, Michael D. Assurance Partner
Spain, Melissa C. Partner
Waetzig, Christopher J. Consulting Partner

5.C.b
Packet Pg. 510 Attachment: Moss Adams Oaks Initiative Signed (6256 : Award RFP HSGP Grantee Monitoring Services) Pulver, Joelle M. Assurance Partner
Elder, Jennifer Partner
Gonzalez, Pedro A. Partner
Harlan, David M. Partner
Hartmann, Alan C. Partner
Hurst, Mark Consulting Partner
Isley, Benjamin C. Tax Partner
Laswell, Justin Partner
Lewis, Joshua D. Assurance Partner
McCollough, Vance Assurance Partner
McFarland, Megan Partner
Mettille, Lori Partner
Porter, Bradley R. Consulting Partner
Schoenig, Jason C. Tax Partner
Shannon, Charles E. Partner
Snyder, Duane E. Partner
Thompson, Charles Consulting Partner
Varghese, Sino S. Assurance Partner
Wallace, Colin C. Consulting Partner
Whitten, Jordan M. Partner
Wilks, Kenneth Partner
Akram, Shuja Tax Partner
Blevins, Craig A. Partner
Currie, Ryan Tax Partner
Grace, Kenneth R. Partner
Grube Jr., Charles H. Partner
Hernandez, Irma Tax Partner
Monford, Jessica Partner
Rachner, Justin Consulting Partner
Tilotta, William Partner
Williams, Jimmie L. Partner
Zilberman, Mark Partner
Hungate, D Alan Partner
Johnston, Toby Partner
Rutter, Bret D. Partner
Abbott, Kevin Consulting Partner
Chamberlain, Adam J. Tax Partner
Eberhardt, Jonathan Consulting Partner
Ficker, Erich Consulting Partner
Hansen, Christian P. Consulting Partner
Jacobsen, Gordon M. Consulting Partner
Lombardi, Ty A. Consulting Partner
Luetkemeyer, Ryan A. Assurance Partner
Nielsen, Travis K. Consulting Partner
Ollivier, Ryan Consulting Partner
Smith, Jonathan Consulting Partner
Greear, Donald V. Partner
Hansen, Brandon D. Partner
Kooiman, Todd J. Partner
Repp, Tasha N. Partner

5.C.b
Packet Pg. 511 Attachment: Moss Adams Oaks Initiative Signed (6256 : Award RFP HSGP Grantee Monitoring Services) Siadal, Mark D. Assurance Partner
Van Dellen, Michelle R. Partner
Wattum, Glenn A. Partner
Birashk, Dustin R. Partner
Darlington, Olga A. Assurance Partner
Faulk, Aaron D. Partner
Fischer, Estarre J. Partner
Gaffney, Daniel T. Partner
Gay, Jeff F. Assurance Partner
Grannum, Robert L. Partner
Hanson, Louise B. Partner
Hoeflin, Kristine M. Tax Partner
Jacobs, Kevin J. Assurance Partner
Knudson, Phillip R. Partner
LaLone, Noni M. Partner
Landrie, Lars I. Partner
Le, Tan M. Tax Partner
Lippmann, Kurt L. Partner
McKnight, Sarah E. Tax Partner
Porter, Anthony K. Assurance Partner
Sanger, Thomas E. Partner
Stopa, Mathew A. Assurance Partner
Thompson, Jason R. Partner
Boyle, Darci M. Partner
Desimone, Julie L. Partner
Iseman, Marnee P. Consulting Partner
Powell, Bryan S. Partner
Villanueva, Kevin N. Consulting Partner
Boast, Kyle Partner
Braun, Maria Consulting Partner
Byer, Wakako O. Partner
Cline, Adam B. Partner
Coogan, Erica L. Partner
Correnti, Sasha N. Assurance Partner
Deaver, Roy R. Partner
Evans, Dan G. Partner
Fey, Jeffrey M. Partner
Gillespie, Findley O. Consulting Partner
Goehner, Darin M. Partner
Greene, Marke C. Partner
Gregory, Sharon L. Assurance Partner
Hall, Michael G. Partner
Herbolich, Dena A. Partner
Hinton, Robert L. Partner
James, Jared S. Consulting Partner
Kortus, Taft D. Partner
Kradjan, Christopher W. Consulting Partner
Kuhlmann, Jeremy M. Partner
Luman, Robert E. Consulting Partner
Massey, Michael C. Partner

5.C.b
Packet Pg. 512 Attachment: Moss Adams Oaks Initiative Signed (6256 : Award RFP HSGP Grantee Monitoring Services) McEachran, Robb S. Partner
McFarland, Aaron B. Consulting Partner
McKenna, Kellie P. Assurance Partner
McKittrick, Matthew R. Consulting Partner
Moore, Casey J. Tax Partner
Neff, Justin W. Partner
Oakes, Timothy J. Consulting Partner
Preugschat, Corey W. Assurance Partner
Ratner, Alex Partner
Rozillis, Colleen Consulting Partner
Snyder, Carleen J. Partner
Stadelman, Karina B. Partner
Steranka, Mark Consulting Partner
Tish, Laurie J. Partner
Urquhart, Scott A. Partner
Wright, Mary K. Partner
Armstrong, William Partner
Brown, Jeffrey W. Partner
Cates, Andrew J. Partner
Follett, David A. Partner
Forhan, Erica E. Partner
Frank, Fredrick M. Partner
Pomering, Rebecca H. Partner
Schmidt, Jennifer M. Partner
Amend, Greggory E. Partner
Burnham, Cheri R. Partner
Cheyney, Daniel J. Partner
Christiansen, Camille Partner
Del Mese, Robert J. Assurance Partner
Demchuk, Daniel T. Partner
Erickson, Tammy A. Partner
Franco, Kelli J. Partner
Galvano, Tricia L. Assurance Partner
Kennedy, Carrie A. Partner
Koch, Kimberly A. Consulting Partner
Munn, Jason R. Partner
Sanders, Craig A. Partner
Skidmore, Christopher D. Partner
Thronson, Michael R. Partner
Tillis, Emily D. Partner
Beauvais, Jode A. Tax Partner
Clayville, Erin E. Consulting Partner
Fisher, Justin A. Partner
Frank, Nicholas A. Partner
Hammer, Torre D. Partner
Hurst, Michael A. Tax Partner
Meier, Mark R. Partner
Peterson, Tegan J. Tax Partner
Anderson, Craig D. Partner
Dieleman, Jeff D. Partner

5.C.b
Packet Pg. 513 Attachment: Moss Adams Oaks Initiative Signed (6256 : Award RFP HSGP Grantee Monitoring Services) Fenich, Randall J. Partner
Gieseke, Rachael M. Partner
Keyes Nowlin, Hanna J. Assurance Partner
Perry, Valerie L. Partner

5.C.b
Packet Pg. 514 Attachment: Moss Adams Oaks Initiative Signed (6256 : Award RFP HSGP Grantee Monitoring Services) City of Santa Monica Levine Act Disclosure Form

CITY OF SANTA MONICA

5.C.c
Packet Pg. 515 Attachment: Moss Adams Levine Act Signed (6256 : Award RFP HSGP Grantee Monitoring Services) 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.

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.

5.C.c
Packet Pg. 516 Attachment: Moss Adams Levine Act Signed (6256 : Award RFP HSGP Grantee Monitoring Services) City Council
Report
City Council Meeting: April 23, 2024
Agenda Item: 5.D
1 of 8
To: Mayor and City Council
From: Heather Averick, Director, Housing and Human Services Department Subject: Approval of the Proposed FY 2024-25 Annual Action Plan Allocating Federal Community Development Block Grant (CDBG) and HOME Investment Partnerships Act Program (HOME) Entitlement Grant Funds 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. Approve the Proposed 2024-25 Annual Community Development Block Grant (CDBG) and HOME Action Plan (Attachment A).

3. Authorize the City Manager to submit all documents required to receive the City’s annual CDBG and Home Investment Partnerships Act (HOME) entitlement grant funds to the U.S. Department of Housing and Urban Development (HUD).

Executive Summary
Santa Monica is a longtime recipient of CDBG and HOME entitlement funds provided through HUD. The City must submit a Council-approved Annual Action Plan to HUD to demonstrate that funds will be expended in a manner consistent with the community development strategy outlined in the City-approved 2020-24 Consolidated Plan.

The Proposed FY 2024-25 Annual Action Plan (Attachment A) allocates a projected $2.15 million in CDBG and HOME funds to activities that align with the priority needs identified in the 2020-24 Consolidated Plan (Attachment B) and advances Council’s priorities including Addressing Homelessness, Clean and Safe Santa Monica, and Economic Growth and Cultural Vitality. Funds would support a pair of capital improvement projects in the Pico Neighborhood, provide continued funding to the City’s

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Small Business Assistance and Tenant Improvement Fund, ongoing tenant-based rental assistance to qualifying households, and community-based services for people experiencing homelessness.

Discussion
The CDBG program is designed to benefit the residents of eligible low- and moderateincome neighborhoods. The HOME Program was enacted in 1990 and is the largest Federal block grant to state and local governments designed exclusively to support lowincome households. Activities eligible for funding include community facilities and improvements, preservation of affordable housing, public services, economic development, and program administration.

The City’s current FY 2020-2024 Consolidated Plan, originally approved by Council on June 9, 2020 (Attachment C) and later amended to incorporate an additional onetime allocation of CDBG CARES Act funding (CDBG-CV), identifies high-priority community needs, establishes housing and community development strategies, and institutes a set of objectives to guide Federal funding decisions throughout its five program years. Priority needs were identified through the Consolidated Plan’s Needs Assessment and Market Analysis, which incorporated data from the Census and the American Community Survey; local information from City documents such as the Housing Element, Action Plan to Address Homelessness in Santa Monica, and Assessment of Fair Housing Plan; and input from the public, City commissions, City staff, partner organizations, online survey responses, and interviews with key community stakeholders.

Priority needs identified in the Consolidated Plan are as follows:
•         Expand and Improve Public Infrastructure and Facilities •         Preserve and Develop Affordable Housing
•         Public Services and Quality of Life Improvements •         Economic Development Opportunities
•         Homelessness Housing and Support Services
•         Fair Housing

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The Proposed FY 2024-25 Annual Action Plan represents the fifth and final year of the City’s FY 2020-24 Consolidated Plan and is part of the City’s broader effort to support its most vulnerable community members through local and regional programs. Activities proposed for funding align with both the priority needs identified in the Consolidated Plan as well as community priorities to Address Homelessness, promote a Clean and Safe Santa Monica, and Cultivate Economic Recovery & Expand Community & Cultural Offerings, as established by Council on March 11, 2023.

Included among the proposed activities are two CDBG-eligible and previously unfunded projects in the City’s Capital Improvements Program (CIP). Both CIP projects are located in the Pico Neighborhood and serve the dual purpose of advancing Consolidated Plan goals while also reducing potential future demands on the City’s General Fund. The Proposed Action Plan also includes continued funding for the Small Business Assistance and Tenant Improvement Fund, ongoing funding for tenant-based rental assistance, and public service offerings for people experiencing homelessness.

As this FY 2024-25 Annual Action Plan is being developed prior to the release of 2024 CDBG/HOME allocations, the figures shown in the tables below reflect estimated CDBG and HOME allocations for FY 2024-25. Current Estimates assume that FY 2024-25 CDBG/HOME funding will remain consistent with FY 2023-24 funding. Total projected FY 2024-25 CDBG and HOME resources are based on estimated allocations, a full accounting of any unprogrammed prior-year funds, and anticipated program income, as detailed below.

FUNDING TYPE CDBG HOME TOTAL
Entitlement $1,144,558 $634,974 $1,779,532
Prior-Year Funds $284,152 $ - $284,152
Program Income $50,000 $40,000 $90,000
$1,478,710 $674,974 $2,153,684
Proposed CDBG/HOME-funded activities for the FY 2024-25 program year include:

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19th Street Parcel Development - Phase II (CDBG)
$    500,000
The vacant 2018 19th Street land parcel was originally purchased using CDBG and General Funds in FY 2019-20 in order to develop the land into a beneficial community resource. Following continued engagement of Pico Neighborhood residents within the service area, the City awarded FY 2023-24 CDBG funds for Phase I development, which includes grading and preparing the land for general accessibility. Phase II development will include the necessary infrastructure to support a community garden, including raised garden beds, seating, and lighting.

With the completion of Phase II, the parcel will be transformed into a valuable amenity serving the Pico Neighborhood community while also adding an additional garden to the City's Community Garden program.

Virginia Avenue Park Playground Replacement – Phase I (CDBG) $ 500,000
The Virginia Avenue Park (VAP) Playground is in need of a renovation, specifically focused on equipment replacement, reducing sand, and providing shade. VAP is home to the only City playground in the Pico Neighborhood, and one which is heavily used by families, camps, and farmers market visitors. At present, the playground equipment is aging and in need of replacement. The sand surface prevents accessible use of the playground, and community members regularly request shade to be added to this site to provide relief from direct sunlight. The VAP Playground Replacement project will use a phased, multi-year approach to update playground equipment and install a more accessible surface and shade covering in order to create a safe, enjoyable playground experience for the community.

Small Business Assistance and Tenant Improvement Fund: (CDBG) $50,000 Fund the City’s Small Business Assistance and Tenant Improvement Program to continue supporting an equitable economic recovery for eligible Santa Monica small businesses.

Tenant-Based Rental Assistance (HOME)
Rental subsidies for qualifying low-income households who may be at $    512,231 risk of losing housing.

Public Services (CDBG)
$      189,800
Provides funding to CLARE|MATRIX for the operation of an outreach team for people experiencing homelessness, including substance abuse treatment services that increase the City's capacity to effectively address substance use and overdose among Santa Monica's homeless populations.

Administration & Planning (CDBG, HOME)
Up to 20% of CDBG and 10% of HOME funds are allocated to staff time and resources to administer programs in compliance with federal regulations.
$    306,407
CHDO Reserve (HOME)
15% set-aside for Community Development
Housing Organization activities (regulatory requirement) $      95,246

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TOTAL $2,153,684
The following contingencies apply to FY 2024-25 activities proposed for funding. Should actual allocations differ from estimates, funding adjustments will be allocated to activities as follows:
• HUD has intermittently waived the requirement that entitlement jurisdictions set aside 15% of their annual HOME allocation for Community Housing Development Organization activities. Should the waiver be announced for the FY 2024-25 program year, these funds would be used to increase funding for Tenant-Based Rental Assistance and/or HOME Administration.
• CDBG funding adjustments will be allocated first to Administration and Public Services to ensure those activities remain resourced in alignment with allowable thresholds of 20% and 15%, respectively. Thereafter, any CDBG funding adjustment will be allocated proportionally to the proposed Public Infrastructure projects. • HOME funding adjustments will be allocated first to Administration to ensure alignment with the allowable threshold of 10%, and then to the Community Housing Development Organization Reserve to ensure the required 15% set-aside.

Thereafter, any HOME funding adjustments would be allocated to Tenant-Based Rental Assistance.

Public Participation
Pursuant to Municipal Code Section 2.68.050, and in alignment with HUD regulations, the City is required to hold a public hearing prior to Council approval of an Annual Action Plan. To meet the requirement, staff advertised a public hearing to inform development of the Proposed FY 2024-25 Annual Action Plan, which was held during the March 21, 2024 meeting of the Recreation and Parks Commission. The Proposed FY 2024-25 Annual Action Plan was also made available for a 30-day public review period beginning on March 22, 2024. Both the public hearing and the public review period were advertised in the Santa Monica Daily Press and on the City’s CDBG/HOME page. Invitations to participate also went out via email to local service providers, neighborhood associations, and Housing and Human Services boards, commissions, and workgroups. The public review period was also announced in the

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March 21, 2024 SaMoNews mass emailing to over 40,000 Santa Monica community members. Notices invited participation from Spanish speakers and offered accommodations for people with disabilities upon request. Taken together, these outreach and engagement strategies are part of a concerted effort to obtain significant public input during preparation of the plan. All public comments received to-date are included in the Proposed FY 2024-25 Annual Action Plan. Any input received through the public review process and public hearings will be incorporated into the final version of the Annual Action Plan prior to submittal to HUD.

Past Council Actions
Meeting Date Description
June 9, 2020 (Attachment C) Approval of FY 2020-24 Consolidated Plan and FY 2020-21 Annual Action Plan
May 9, 2023 (Attachment D) Approval of FY 2023-24 Annual Action Plan

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Environmental Review
Adoption of the annual action plan is exempt from the California Environmental Quality Act (CEQA) pursuant to Section 15061(b)(3) (Common Sense Exemption) of the CEQA Guidelines, 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. Many of the funding recommendations are for administrative programs (i.e., Small Business Assistance and Tenant Improvement Fund, Tenant-Based Rental Assistance (HOME), Funding for Public Services, Community Housing Development Organization Reserve) which would not result in a significant adverse physical impact on the environment. Furthermore, both CIP projects identified for the awards are subject to City Council approval, and environmental review would be conducted at the time they are approved.

Financial Impacts and Budget Actions
There is no immediate financial impact or budget action necessary as a result of the recommended action. The funding recommendations for the awards will be included in the City’s Proposed FY 2024-25 Budget and are subject to City Council approval.

HUD’s submission requirements for the CDBG and HOME Consolidated Plan and Annual Action Plan precede the City Council’s adoption of the City’s Budget.

Acronym Glossary
HUD: United States Department of Housing and Urban Development CDBG: Community Development Block Grant
HOME: Home Investment Partnerships Program
CDBG-CV: CDBG Coronavirus Aid, Relief, and Economic Security (CARES) Act CIP: Capital Improvements Program
VAP: Virginia Avenue Park
CHDO: Community Development Housing Organization
CEQA: California Environmental Quality Act

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Prepared By: Marc Amaral, Administrator
Approved Forwarded to Council
Attachments:

A. Attachment A: Proposed 2024-25 Action Plan - Public Review (Web Link) B. Attachment B: 2020-24 Consolidated Plan (Web Link)
C. Attachment C: June 9, 2020 Staff Report (Web Link)
D. Attachment D: May 9, 2023 Staff Report (Web Link)

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City Council
Report
City Council Meeting: April 23, 2024
Agenda Item: 5.E
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To: Mayor and City Council
From: Anuj Gupta, Director of Transportation, Mobility (DOT) Subject: Approval of First Modification of Agreement #11250 with Steer for Rideshare Program Administration and Outreach
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. Authorize the City Manager to negotiate and execute a first modification to agreement #11250 in the amount of $96,200 with Steer, Inc. for rideshare program administration and outreach for the Department of Transportation, resulting in a three-year amended agreement (with two one-year optional extensions) with a new total amount not to exceed $1,497,698.48, with future year funding contingent on Council budget approval; and

3. Authorize budget amendment as outlined in the Financial Impacts and Budget Actions section of this report (requires 5 votes).

Summary
The City’s rideshare program reduces employee commutes in single-occupancy vehicles (SOV) during morning and evening peak periods through the implementation of the City’s trip reduction plan as required by the South Coast Air Quality Management District’s (AQMD) Rule 2202 and the City’s Transportation Demand Management (TDM) Ordinance. TDM is the implementation of strategies that encourage individuals to either change their mode of travel from SOV, reduce trip length, eliminate the trip altogether, or commute outside of peak periods. The first modification of agreement #11250 with Steer would provide enhanced rideshare program administration to benefit City employees. Providing and encouraging other commute options not only positively

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impacts recruitment efforts, but also supports employee retention. Additionally, enhancing the employee rideshare program aligns with the City’s sustainable and connected council priority. Agreement #11250 includes a task titled “Additional Services - fee-for-service” that allows Steer to administer on-site TDM programs at local employers. Staff recommends utilizing additional restricted transportation funds to enhance rideshare program administration for City employees.

Discussion
During COVID-19, many rideshare program elements were suspended due to the transition of many City staff to working from home. Additionally, as a result of citywide restructuring in 2020, the Mobility Assistant position was eliminated as part of the reduction in force. The Mobility Assistant helped to further reduce work-related vehicle trips by assisting in the implementation of the City’s trip reduction plan through employee education, events, and outreach, as required by the AQMD’s Rule 2202 and the City’s TDM Ordinance, and coordinated various commuter programs for the City.

Further restoration and enhancement of the City’s employee rideshare program is necessary to ensure continued compliance with AQMD’s Rule 2202. While required, the City’s employee rideshare program also positively impacts recruitment and retention efforts.

Additionally, enhancing the employee rideshare program is in line with the City’s sustainable and connected council priority. The rideshare program supports the City’s sustainable mobility objective of converting 25% of commuter trips to transit outlined in the 2019 Climate Action and Adaptation Plan. This objective is particularly important for the City as it is the largest employer in Santa Monica. Due to a longstanding commitment to climate resiliency, the City has achieved a 48% reduction in carbon emissions since 1990. However, 68.5% of our current greenhouse gas (GHG) inventory is from the transportation sector. Therefore, the City needs to make a sustained effort to address transportation-related emissions, and enhancing the employee rideshare program will help to reduce GHG emissions.

When comparing staff commute data from 2019 and 2023, there has been a decrease

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in green commutes (e.g., bus, rail, walk, bike, carpool) and an increase in SOV commutes. During COVID-19, there was a significant increase in teleworking, however, as staff has returned to office, teleworking has decreased and staff are opting for SOV commutes rather than green commutes. The enhancement of the employee rideshare program will educate employees on green commuting options to reduce SOV commutes.

As staff has returned to office, the City has partially reinstated rideshare services for City staff, but still lacks resources for dedicated staff to administer the employee rideshare program at an optimal level.

In March 2022, the City awarded Steer a three-year contract (with two additional oneyear renewal options) to operate a citywide Transportation Management Organization (TMO). The TMO is a representative membership organization of employers, residents, and other stakeholders that works in collaboration with the City to achieve the mobility goals set forth in the Land Use and Circulation Element (LUCE) such as increasing transportation options, reducing SOV trips, and encouraging active transportation use.

Given the financial condition of the City, it is not currently feasible to restore the Mobility Assistant position. However, effectively administering the employee rideshare program is necessary, and the City can implement these services through our existing contract with Steer. Additionally, enhanced administration of the City’s employee rideshare program aligns with the current services Steer provides through the TMO. A task outlined in the current contract allows Steer to provide additional services, including the administration of on-site TDM programs at local employers, through a fee-for-service model. By allocating additional restricted transportation budget to Steer’s current contract, the City will be able to enhance and further restore the following rideshare program elements:
• Support administration of the annual average vehicle ridership (AVR) survey and submission of TDM plan to AQMD
• Assist education and outreach efforts to new and existing City employees about

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commute options and limited rideshare programs
• Administer guaranteed ride home program and guidelines • Support provision of parking cash out benefit
• Bicycle program support (e.g., bike locker administration, Bike@Work promotion, provision of bike pump and repair tools)
• General outreach and communication (e.g., bike month, staff lunch and learns, staff email/newsletter)
Contracted rideshare program administration is an eligible use of Proposition A Local Return Funds in the restricted Rideshare and Parking Programs Fund. Staff recommends utilizing additional funds to enhance rideshare program administration for City employees as a cost-effective way to partially restore rideshare program elements.

Further, the previously approved contract with Steer for TMO administration and outreach services would be adjusted by 2% to account for a cost-of-living adjustment (COLA) increase with funding from the Transportation Management Plan Special Revenue Source Fund.

Environmental Review
The contract modification is exempt from the California Environmental Quality Act (CEQA) pursuant to Section 15061(b)(3) (Common Sense Exemption) of the CEQA guidelines. The modification 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 modification will allow the Mobility Division enhanced rideshare program administration.

Therefore, it can be seen with certainty that the contract modification would not result in adverse physical impacts to the environment, and as such, is categorically exempt from CEQA.

Past Council Actions
Meeting Date Description

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1/26/2016 (attachment
A)
Council authorized the City Manager to execute a contract with Steer for the development and activation of a Santa Monica Transportation Management Organization.
3/22/2022 (attachment
B)
Council authorized the City Manager to execute a contract with Steer for the continued administration of transportation and outreach services through the Santa Monica
Transportation Management Organization.

Financial Impacts and Budget Actions
Staff seeks authority to appropriate available funds from the Special Revenue Source Fund (TDM fees collected from employers and developers) to cover the COLA to the contract with Steer for continued administration of transportation and outreach services through the Santa Monica TMO. Approval of the recommended action requires the following budget amendment:

FY 2023-24 and FY 2024-25 Budget Amendment
Fund Balance Release Appropriate Funds
Account Number Amount Account Number Amount

10.365501 – TDM Fees $15,100 10600002.550010 $15,100
Staff also seeks authority to approve funding from the Local Return Fund (Prop A) to increase the amount of the Agreement with Steer for rideshare program administration and outreach.

Contract Modification Request
Agreement # Current
Authorized
Amount
FY 2023-24
Budget Modified
Request Amount
FY 2024-25
Budget Modified
Request Amount
Dept Account # Total Revised
Contract
Amount
11250 $750,000 $5,000 $10,100 10600002.550010 $765,100
- $25,000 $56,100 27600001.525190 $81,100
Total $750,000 $30,000 $66,200 $846,200
Future year funding is contingent on Council budget approval.

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Prepared By: Kate Edgerley, Transportation Management Specialist Approved Forwarded to Council
Attachments:

A. Staff Report for 2016 Award of TMO Contract (Web Link) B. Staff Report for 2022 Award of TMO Contract (Web Link) C. Steer Contract 11250 PSA - Fully Executed (2022)
D. Oaks Initiative Form - Steer
E. Levine Act Disclosure Form - Steer
F. PowerPoint Presentation

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Agreement No. 11250 (CCS)

PROFESSIONAL SERVICES AGREEMENT
This Professional Services Agreement (“Agreement”), entered into as of _________________ (“Execution Date”), by and between the City of Santa Monica (“City”) and Steer Davies Gleave (“Steer”), 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. Steer is qualified to do business, and is doing business, in the State of California. Steer represents it has the background, knowledge, experience and expertise necessary to provide the services set forth in this Agreement.

C. The City and Steer now desire to enter into an agreement for Steer to provide professional services to the City.

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, 2025, unless sooner terminated in accordance with Section 14.

3.1 Option to Extend. The City, in its sole and complete discretion, shall have the option to renew this agreement for up to (2) additional (1) year periods (“Extension Term”) on the same terms and conditions. The City may exercise its option by letter to the Contractor from its City Manager, and the exercise of the option shall automatically extend the term of this Agreement up through the extension period.

2. Steer Services. Steer will perform all of the services (“Services”) described in Exhibit A, Scope of Services. Steer will complete the Services in accordance with Exhibit B, Budget.

3. City Services. The City agrees to:

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

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

3.3 Promptly examine and render findings on all documents submitted for staff review by Steer.

DocuSign Envelope ID: A44260BE-D920-4B7D-800D-628067B6EBDB 7/23/2022

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3.4 Provide office space in a City owned or leased building that may include office furniture, or secure 3rd party office space that may include office furniture.

4. Compensation. The City will compensate Steer for the Services performed in an amount not to exceed $250,000 per year, as set forth in Exhibit B, and the total amount of compensation for the Services Rendered during the Term and Extension Terms, if any, shall not exceed $1,250,000.

5. Invoices. Steer 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.

6. 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:

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

Department of Transportation - Mobility
City of Santa Monica
1685 Main St. Mail Stop 38
Santa Monica, California 90401
Attention: Colleen Stoll, TDM Program Manager
Re: Agreement No. 11250
with a copy to:

Santa Monica City Attorney’s Office
1685 Main Street, Third Floor
Santa Monica, California 90401
Attention: City Attorney
Re: Agreement No. 11250

6.2 All notices, demands, requests or approvals to Steer:

Steer
45 Main Street, Suite 1036
Brooklyn, NY 11201
Attention: Alasdair Dawson, North America Director
[email protected]
Re: Agreement No. 11250

7. 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 Steer or any of Steer’s agents, employees, or subconsultants, except as otherwise provided in this Agreement.

DocuSign Envelope ID: A44260BE-D920-4B7D-800D-628067B6EBDB

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8. Integrated Agreement. 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 Steer, and approved as to form by the City Attorney.

9. Insurance. Prior to commencing work, Steer must procure, maintain and pay for insurance against claims for injuries to persons or damage to property that may arise from or in connection with the performance of the Services by Steer or Steer’s agents, representatives, employees or subconsultants for the duration of this Agreement. Steer must obtain insurance that, at a minimum, meets the requirements for insurance set forth in Exhibit C, Insurance Requirements and Verifications.

10. Defense and Indemnification.

10.1 Indemnification. As to Steer’s Services produced under this Agreement, Steer 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 acts, errors and/or omissions of Steer, or Steer’s employees, agents, officers, and subconsultants.

Steer’s responsibilities under this Section 10.1 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 Steer, its employees, agents or officers, or subconsultants; provided, however, that Steer’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 Steer’s obligation to defend City hereunder, City has the right to conduct its own defense and seek reimbursement for reasonable costs of defense from Steer, if City chooses to do so.

10.2 Enforcement Costs. Steer agrees to pay any and all costs the City incurs enforcing the indemnity, defense and hold harmless provisions set forth in Section 10.1.

11. Prohibition Against Transfers.

11.1 Steer 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 DocuSign Envelope ID: A44260BE-D920-4B7D-800D-628067B6EBDB

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null and void, and any assignee, hypothecatee or transferee acquires no right or interest by reason of such attempted assignment, hypothecation or transfer.

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

12. Permits and Licenses. Steer, at its sole expense, must obtain and maintain during the term of this Agreement all required business and professional permits, licenses and certificates.

13. 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.

14. Default and Termination.

14.1 If Steer 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 Steer.

14.2 The City has the option, at its sole discretion and without cause, of terminating this Agreement by giving ten days’ written notice to Steer. Upon termination of this Agreement, City will pay Steer any compensation earned and unpaid up to the effective date of termination.

15. Compliance with Law. Steer 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.

16. Discrimination. Steer 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.

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

18. Records.

18.1 Steer 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, subconsultant costs, or other direct costs. Steer 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.

DocuSign Envelope ID: A44260BE-D920-4B7D-800D-628067B6EBDB

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18.2 Steer must maintain records in sufficient detail to permit an evaluation of the Services and in accordance with generally accepted accounting principles. Steer must clearly identify all records and make them readily accessible to the City. At the City’s request, Steer must provide records in an electronic format and, if necessary, access to any proprietary software to view such electronic records.

18.3 Steer must allow the City to have free access to Steer’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 Steer’s records, and Steer 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 Steer, Steer 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.

19. Work Product; Reports.

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

19.2 At the City’s request, Steer must furnish reports concerning the status of the Services.

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

21. Subconsultants.

21.1 If Steer proposes to have any subconsultant perform any part of the Services, Steer must submit a request for approval in writing, describing the scope of work to be subcontracted, the name of the proposed subconsultant, and the total price or hourly rates used in preparing an estimated cost for the subconsultant’s services.

The City, in its sole discretion, may grant or deny the request.

21.2 Steer will be responsible for the quality of any subconsultant’s work. Every subcontract or agreement of any kind entered into between Steer and any subconsultant (or between any subconsultant and others) must contain the following provision:

This agreement is consistent with all terms and conditions of the Agreement No. 11250 (CCS) entered into between the City of Santa Monica and Steer on^^____________________.

DocuSign Envelope ID: A44260BE-D920-4B7D-800D-628067B6EBDB 7/23/2022

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

23. Venue and Jurisdiction. The City and Steer 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.

24. 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.

25. Execution in Counterparts. This Agreement 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 Agreement 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: A44260BE-D920-4B7D-800D-628067B6EBDB

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

Exhibit A Scope of Services
Exhibit B Budget
Exhibit C Insurance Requirements
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
Steer Corporation
#VENDOR
By: ________________________________
DocuSign Envelope ID: A44260BE-D920-4B7D-800D-628067B6EBDB 7/22/2022
City Attorney

DOUGLAS SLOAN
7/22/2022
Alasdair Dawson
Steer Davies & Gleave Inc.

Regional DIrector
David White
City Manager
7/25/2022 7/23/2022
Denise Anderson-Warren
City Clerk

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Packet Pg. 537 Attachment: Steer Contract 11250 PSA - Fully Executed (2022) (6275 : Approval of First Modification of Contract 11250 with Steer) Exhibit A
Scope of Services
The TMO is a representative membership organization of employers, residents, and other stakeholders that work in collaboration with the City to achieve the mobility goals set forth in the LUCE, Housing Element Update, and other community plans by coordinating and marketing travel options and incentive programs aimed at increasing the use of transit, carpooling, vanpooling, bicycling, walking, telecommuting and alternative work week schedules to employers, employees, visitors and Santa Monica residents. Consultant will continue maintaining the TMO programming and membership, while also adapting to the changing needs of employer, developer, and residential TDM. Additional services may be added to the Scope if additional funding sources are secured and/or added as a fee-for-service feature. The Consultant will be required to provide a minimum of forty (40) hours a week serving the Santa Monica community promoting the TMO services, meeting with stakeholders, administering Core Services and holding events in-person as needed. It is expected that the Consultant will complete the necessary tasks from the scope of work and/or others needed to achieve the project objectives of a fifty (50) percent employee single occupancy vehicle mode share by the end of the contract terms, and an agreed upon resident mode share goal to be determined during the contract period.

1. Advisory Committee Meetings –annual, on-going core service The Consultant will conduct approximately six to twelve meetings per year with the Advisory Committee and City staff. The Consultant will identify topics, meeting agenda and supporting materials.

2. Develop & Deploy TMO Work Plan –updated annually
Develop TMO operating procedures, TDM programs, implementation plan, timeline and detailed annual budget based on feedback from employer and stakeholder interviews, the Advisory Committee and City Staff. Work plan should be updated annually in response to changes in transportation behaviors, local economy, and environmental conditions. It is anticipated that the work plan will include TDM programs serving employees, residents, and visitors such as, but not limited to:
a. Information resources for Transportation and TDM Services (bike, walk, transit, ridesharing, car share, bike share, shuttles, telecommuting, etc.) b. Promotions and events to encourage non-SOV travel
c. Regional TMO coordination to expand the reach of existing TDM programs d. Promotion of existing mobility programs for low-income customers Update work plan annually in consultation with City staff based on evaluation of program metrics and effectiveness.

3. Develop a Marketing Plan –updated annually
DocuSign Envelope ID: A44260BE-D920-4B7D-800D-628067B6EBDB

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Packet Pg. 538 Attachment: Steer Contract 11250 PSA - Fully Executed (2022) (6275 : Approval of First Modification of Contract 11250 with Steer) The Consultant will develop and implement a comprehensive strategic marketing plan that advances TMO goals and programs. The plan should identify target audiences, key messages and outreach methods that include online and social media activities, community events, print media activities and others. The plan will include a timeline for implementation.

4. Communications/Public Information and Multi-Channel Marketing TMO Brand –on-going core service: The Consultant will maintain brand and related elements for TMO communications. The TMO brand and collateral will serve as the visual identity of the TMO in print, on the City’s website and on social media. •Website: The consultant will maintain and update content on santamonica.gov/GoSaMo and other related City-hosted webpages in alignment with marketing plan, new business opportunities, and page-level web analytics. •Social Media (TMO-and City of Santa Monica-owned accounts): The Consultant will produce and schedule relevant content for GoSaMo-owned and City of Santa Monicaowned social media accounts in coordination with City staff. •ETC newsletters: Bimonthly and as needed.
•Emerging social media and public information platforms: The Consultant will create compelling digital and social media content in support of the TMO’s mobility efforts.

TMO Tool Kit –updated annually (digital and print): The Consultant will create a TMO Tool Kit that will include a presentation, FAQs, fact sheet and other multichannel materials that communicate the goals, services and benefits of the TMO to employers, employees, residents and developers. Update marketing plan annually in consultation with City staff based on program needs and an evaluation of the effectiveness of prior year efforts.

5. Hold TDM Events –annual on-going core service
The Consultant will participate in at least twelve (12) events annually. These events may be in the form of educational workshops, promotional events or rideshare fair type events designed to promote the TMO, increase visibility in the community, and increase membership and participation. The Consultant will also participate in City sponsored events, as appropriate. The TMO will also organize the annual GoSaMo Achievement Awards.

6. Attend Community Meetings –annual on-going core service The City may request that the Consultant represent the TMO at various communitybased meetings and events in the City as well as other events or meetings in the Los Angeles area (neighborhood groups, Chamber of Commerce, Business Improvement Districts, Metro meetings, area TMO meetings, etc.).

7. External Business & Community Outreach-annual on-going core service DocuSign Envelope ID: A44260BE-D920-4B7D-800D-628067B6EBDB

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Packet Pg. 539 Attachment: Steer Contract 11250 PSA - Fully Executed (2022) (6275 : Approval of First Modification of Contract 11250 with Steer) Coordinate transportation demand management strategies across business stakeholders, employment centers, and developments. Include established and emerging external outreach opportunities.

8. Budget –annual on-going core service
The Consultant will be required to provide monthly invoices to the City itemizing the current deliverables per the contracted scope of work to be reimbursed by the City and indicate any additional income and expense related to fee-for-services items. In addition, the Consultant shall propose a funding structure for continued TMO operations, including but not limited to grants, member dues, and fee-for-service revenues.

9.Reporting –annual on-going core service
The Consultant, with direction from City Staff, will be required to provide monthly status updates to the City and an annual report highlighting the budget, services provided by the organization, participation levels, the outcomes related to the organization’s efforts, and the progress made towards reaching the City’s mobility goals.

10.Administer Grants –as-needed service
The Consultant may assist in the administration of TDM grants that have been awarded to the City, such as in the distribution of subsidies for non-SOV commuting.

11.Provide Developer TDM Services –as-needed, fee-for-service The Consultant may develop a TDM program for Developers who join the TMO to satisfy a part of their development requirements with the City. The TMO will propose a membership fee structure and core services for residents, employees, and or visitors of specific development projects which may include TDM programs such as, but not limited to:
a. Personalized Trip Planning
b. Ride Matching
c. Transit Pass program
d. Car Share/Bike Share membership services
e. Coordinate and host private on-site rideshare events f. Annual Tenant Transportation Survey and AVR Calculations g. Develop and write a Developer TDM Plan

12. Additional Services –fee-for-service
The Consultant may write grants in coordination with the City in order to secure additional funding for program subsidies and/or TMO administration. The Consultant may also develop a fee-for-service program which will serve stakeholder DocuSign Envelope ID: A44260BE-D920-4B7D-800D-628067B6EBDB

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Packet Pg. 540 Attachment: Steer Contract 11250 PSA - Fully Executed (2022) (6275 : Approval of First Modification of Contract 11250 with Steer) needs while providing the TMO with an additional source of income. Additional feefor-service items may include but are not limited to:
a. Employee Transportation Coordinator training
b. Annual Emission Reduction Plan submission
c. Administration of on-site TDM programs at local employers d. Grant Administration
e. Grant Writing
DocuSign Envelope ID: A44260BE-D920-4B7D-800D-628067B6EBDB

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Packet Pg. 541 Attachment: Steer Contract 11250 PSA - Fully Executed (2022) (6275 : Approval of First Modification of Contract 11250 with Steer) Exhibit B
Budget
Steer’s total fee for the work described in Exhibit A for Tasks 1-9 is not to exceed $250,000 per years. Steer will provide approximately 50 hours of time per week across the core project, consultant, and subconsultant teams. This fee includes all anticipated staff time and direct costs.

Steer provides below in Table F.1 a schedule of fully loaded hourly rates per staff member for the first contract year. Core project team rates are provided at a discount because of the longterm nature of the work and to provide the best value to the City of Santa Monica. Steer plans for a cost of living rate increase of 2-3% annually to account for changes in staff and corporate costs. Steer will work with the City to identify efficiencies, potential work city staff may cover, or grant opportunities to ensure sufficient staff time is available to carry out essential duties and meet the minimum of 40 hours per week of staff time.

Inclusive of any annual cost of living rate increases, Steer will continue to provide the services outlined in Exhibit A in an amount not to exceed $250,000 per year and $1,250,000 for the initial three-year term of the contract and two additional one-year extensions.

Table F.1: Hourly Fee Schedule for Proposed Personnel
Staff member Staff Grade Hourly Fee
Schedule
Core Project Team
Geoff England Associate /
Interim Executive Director
$185.00
Parama Ghosh Roy Senior Consultant / Program
Manager
$105.00
Hank Kaplan Consultant / Communications
Coordinator
$125.00
Jayro Queme Assistant Consultant / Outreach
Coordinator
$110.00
Erika Kulpa Consultant / Graphic Design
Lead
$125.00
Core Team Support Intern $36.00
Core Team Support Assistant Consultant $110.00
DocuSign Envelope ID: A44260BE-D920-4B7D-800D-628067B6EBDB

5.E.c
Packet Pg. 542 Attachment: Steer Contract 11250 PSA - Fully Executed (2022) (6275 : Approval of First Modification of Contract 11250 with Steer) Core Team Support Consultant $120.00
Core Team Support Senior Consultant $130.00
Core Team Support Principal Consultant $145.00
Consultant Support
Lucile Kellis Associate $230.00
David Laurens Vallejo Principal Consultant $165.00
Kate Bridges Principal Consultant $165.00
Additional Project Support Intern $50.00
Additional Project Support Assistant Consultant $120.00 Additional Project Support Consultant $130.00
Additional Project Support Senior Consultant $145.00
Additional Project Support Principal Consultant $165.00 Subconsultant Support
Beth Karlin (See Change) Principal $250.00
Hale Forster (See Change) Director $200.00
Daniel Chapman (See Change) Director $200.00
Phillip Ehret (See Change) Research Scientist $170.00
Cynthia Rose (SM Spoke) Director $185.00
Table F.2 shows the percentage of the scope of work to be carried out by each team member.

Table F.2: Cost proposal breakdown including percentage of scope by personnel Pay Classification Applicable Staff
Percentage
of Scope
Associate Geoff England, Lucile Kellis 2%
DocuSign Envelope ID: A44260BE-D920-4B7D-800D-628067B6EBDB

5.E.c
Packet Pg. 543 Attachment: Steer Contract 11250 PSA - Fully Executed (2022) (6275 : Approval of First Modification of Contract 11250 with Steer) Principal Consultant Kate Bridges, David Laurens Vallejo 11% Senior Consultant Parama Ghosh Roy 35%
Consultant Erika Kulpa, Hank Kaplan 10%
Assistant Consultant Jayro Queme 14%
Intern Intern staff 25%
Sub Consultant
See Change Institute staff and
Santa Monica Spoke
3%
Steer will also have on-going and as needed expenses, for which we have budgeted a total of $13,000. Table F.3 outlines our expected reimbursable costs in detail.

Table F.3: Expected monthly direct costs
Expense Reoccurrence Amount/month Annual Amount
Zoom Monthly $ 14.99 $ 179.88
Batchgeo Monthly $ 15.00 $ 180.00
Adobe Pro Monthly $ 14.99 $ 179.88
Internet Monthly $ 200.00 $ 2,400.00
Utilities Monthly $ 100.00 $ 1,200.00
Advisory Team
Meeting coffee
Alternate months $ 100.00 $ 600.00
GoSaMo Achievement
Awards Lunch and
other materials
Annually N/A $ 2,000.00
Domain Renewal Annually N/A $ 30.00
Parking and Travel As needed $ 30.00 $ 360.00
Paid social media As needed $ 75.00 $ 900.00
Incentives As needed N/A $ 300.00
Food for Lunch &
Learns
As needed N/A $ 2,000.00
DocuSign Envelope ID: A44260BE-D920-4B7D-800D-628067B6EBDB

5.E.c
Packet Pg. 544 Attachment: Steer Contract 11250 PSA - Fully Executed (2022) (6275 : Approval of First Modification of Contract 11250 with Steer) Printing As needed N/A $ 1,000.00
Other Misc. Costs As needed N/A $ 1,670.24
Total $ 474.98 $ 13,000.00
DocuSign Envelope ID: A44260BE-D920-4B7D-800D-628067B6EBDB

5.E.c
Packet Pg. 545 Attachment: Steer Contract 11250 PSA - Fully Executed (2022) (6275 : Approval of First Modification of Contract 11250 with Steer) Exhibit C
Insurance Requirements and Verifications
Professional Services Agreement Insurance Requirements – Template 2 No Professional Liability Insurance Required
Consultant 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 Consultant, 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 Consultant has no owned autos, Code 8 (hired) and Code 9 (nonowned), 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).

DocuSign Envelope ID: A44260BE-D920-4B7D-800D-628067B6EBDB

5.E.c
Packet Pg. 546 Attachment: Steer Contract 11250 PSA - Fully Executed (2022) (6275 : Approval of First Modification of Contract 11250 with Steer) If the Consultant maintains broader coverage or higher limits than the minimums shown above, the City of Santa Monica requires and shall be entitled to any broader coverage and 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 Consultant including materials, parts, or equipment furnished in connection with such work or operations. CGL coverage can be provided in the form of an endorsement to the Consultant’s insurance (at least as broad as Insurance Services Office Form CG 20 10 11 85, or if not available, through the addition of a combination of (1) CG 20 10, CG 20 26, CG 20 33, or CG 20 38 and (2) CG 20 37).
b. Primary Coverage: For any claims related to this Agreement, the Consultant’s insurance shall be primary coverage at least as broad as Insurance Services Offices 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 Consultant’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.

DocuSign Envelope ID: A44260BE-D920-4B7D-800D-628067B6EBDB

5.E.c
Packet Pg. 547 Attachment: Steer Contract 11250 PSA - Fully Executed (2022) (6275 : Approval of First Modification of Contract 11250 with Steer) d. Waiver of Subrogation: Consultant hereby grants to the City of Santa Monica a waiver of any right of subrogation which any insurer of said Consultant may acquire against the City of Santa Monica by virtue of payment of any loss.

Consultant 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.

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 Consultant 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 named insured or 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
Consultant 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 Consultant’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.

DocuSign Envelope ID: A44260BE-D920-4B7D-800D-628067B6EBDB

5.E.c
Packet Pg. 548 Attachment: Steer Contract 11250 PSA - Fully Executed (2022) (6275 : Approval of First Modification of Contract 11250 with Steer) Failure to Maintain Insurance Coverage
If Consultant, 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 Consultant resulting from said breach.

Subcontractors
Consultant 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 Consultant does not have employees. The Consultant must, however, execute the City’s Workers’ Compensation Coverage Exemption Declaration Form.

DocuSign Envelope ID: A44260BE-D920-4B7D-800D-628067B6EBDB

5.E.c
Packet Pg. 549 Attachment: Steer Contract 11250 PSA - Fully Executed (2022) (6275 : Approval of First Modification of Contract 11250 with Steer)

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.

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.

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.

5.E.d
Packet Pg. 550 Attachment: Oaks Initiative Form - Steer (6275 : Approval of First Modification of Contract 11250 with Steer)

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 #

5.E.d
Packet Pg. 551 Attachment: Oaks Initiative Form - Steer (6275 : Approval of First Modification of Contract 11250 with Steer) City of Santa Monica Levine Act Disclosure Form

CITY OF SANTA MONICA

5.E.e
Packet Pg. 552 Attachment: Levine Act Disclosure Form - Steer (6275 : Approval of First Modification of Contract 11250 with Steer) 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.

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.

5.E.e
Packet Pg. 553 Attachment: Levine Act Disclosure Form - Steer (6275 : Approval of First Modification of Contract 11250 with Steer) Item 5E: Employee Rideshare Program Administration
Colleen Stoll, Transportation Demand Program Manager

5.E.f
Packet Pg. 554 Attachment: PowerPoint Presentation (6275 : Approval of First Modification of Contract 2 Employee Commuting
Habits • 88% (1,682) of all (1,906)
permanent employees live outside
the City of Santa Monica • 91% of employees of regulated businesses in FY 22-23 live outside of
the City of Santa Monica
• 57% of surveyed employees in
2023 drove alone to work • Only 13% of surveyed employees in 2023 had green commutes to the
office (e.g., bus, rail, bike, walk,
carpool)

5.E.f
Packet Pg. 555 Attachment: PowerPoint Presentation (6275 : Approval of First Modification of Contract 3 Employee Commute Mode Split Data
EV
3%
Compressed Work
Week
11%
Bus
1% Telecommute
1%
Rail
4%
Walk
2%
Bike
6%
Noncommute
1%
Drive Alone
57%
Carpool
14%
2019 Mode Split
EV
3%
Compressed Work
Week
12%
Bus
1%
Telecommute
14%
Rail
3%
Walk
2% Bike
2%
Noncommute
1%
Drive Alone
57%
Carpool
5%
2023 Mode Split

5.E.f
Packet Pg. 556 Attachment: PowerPoint Presentation (6275 : Approval of First Modification of Contract 4 Steer, Inc. – Services to be Provided
Per the existing contract approved by Council in 2022, tonight’s action will engage Steer to provide the following rideshare program elements:
• Annual commute survey
• Education and outreach efforts to City employees
• Guaranteed ride home program
• Parking cash out
• Bicycle program support

5.E.f
Packet Pg. 557 Attachment: PowerPoint Presentation (6275 : Approval of First Modification of Contract 5 Financial Impacts
Approved
Scope
COLA for
Approved
Scope
Rideshare
Program
Administration
Total
FY 2022-2023 $250,000.00 - - $250,000.00
FY 2023-2024 $250,000.00 $5,000.00 $25,000.00 $285,000.00 FY 2024-2025 $250,000.00 $10,100.00 $56,100.00 $326,300.00 FY 2025-2026* $250,000.00 $15,302.00 $57,222.00 $337,826.00 FY 2026-2027* $250,000.00 $20,608.04 $58,366.44 $349,582.52 Additional ask through FY 24-25 - $15,100.00 $81,100.00 Additional ask through FY 26-27* - $51,010.04 $196,688.44 Total Contract Amount $1,250,000.00 $51,010.04 $196,688.44 $1,497,698.48 *Subject to Council approval

5.E.f
Packet Pg. 558 Attachment: PowerPoint Presentation (6275 : Approval of First Modification of Contract 6 City of Santa Monica Employee Home Zip Codes

5.E.f
Packet Pg. 559 Attachment: PowerPoint Presentation (6275 : Approval of First Modification of Contract City Council
Report
City Council Meeting: April 23, 2024
Agenda Item: 5.F
1 of 4
To: Mayor and City Council
From: Rick Valte, Public Works Director, Public Works, Public Landscape Subject: Award Bid 4475 to California Waters Development, Inc. to Provide Water Feature and Pond Maintenance Citywide
Recommended Action:

Staff recommends that the City Council:

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

2. Award Bid #4475 to California Waters Development, Inc. for the repair and maintenance of water features for the Public Works Department; and

3. Authorize the City Manager to negotiate and execute an agreement with California Waters Development, Inc. for $1,285,596, plus a contingency of $186,429, for a two-year term, with three one-year renewal options, for a total amount not to exceed $1,472,025 over the five year period, with future year funding contingent on Council budget approval.

Summary
Water features provide aesthetic appeal and offer a respite from the busy city life here in Santa Monica. The Public Works Department manages seven water features and one living pond located throughout the city. These features add significant aesthetic value to the cityscape by providing a relaxing environment and enhancing the beautification of the city as a whole. To maintain these features, maintenance and repairs are needed by specialized contractors to ensure they remain a high functioning asset to the community.

Staff recommends awarding an agreement to California Waters Development, Inc. dba California Waters for maintenance and repair of the water features and the pond at Douglas Park for $1,285,596, plus a contingency of $186,429, for a total amount not to exceed $1,472,025 over a five-year period.

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Discussion
The City requires debris removal, equipment and pump maintenance, water treatment, and aquatic plant treatment across seven water features managed by the Public Landscape Division of the Public Works Department. Weekly and annual maintenance services are needed at:
• Tongva Park (#1 - Play Deck Feature, #2 - Water Bay Water Feature, #3 - Ocean Avenue/Garden Walk Runnel Water Feature)
• #4 - City Hall’s Ken Genser Town Square (Town Square & Runnel Water Feature)
• #5 - Public Safety Facility
• #6 - Santa Monica Main Library
• #7 - Annenberg Community Beach House
Routine maintenance at these water features is vital to ensure efficient operations. Each location requires a site visit two to four times per week and detailed weekly inspection reports of work performed. Proper functioning of pumps and motors prevent algae growth, preserve water quality, avoid costly repairs, and properly clipped aquatic plant material ensures the functionality and visual appeal of the features. A larger, more substantial cleaning occurs annually, where the water feature is drained and thoroughly scrubbed at each location.

The Douglas Park pond is a living pond with plants and wildlife, often used as a resting ground by both migratory birds and Santa Monica community members alike.

Specialized and delicate attention is needed to maintain the wildlife habitat while keeping the aesthetic appearance of the pond intact. Preserving the ecological value of the pond requires weekly and annual maintenance, including safely housing the local turtle and fish population while the pond is undergoing the yearly deep cleaning.

The water feature at the Public Safety Facility is currently shut off due to the costs associated with its operation. In the event this feature is brought back online, the requested contract authority would be able to accommodate the additional services.

Vendor Selection

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Bidder Recommendation
Best Bidder California Waters
Evaluation Criteria
(include all that apply)
Price; the ability, capacity and skill of the bidder to perform or provide the materials or services; the capacity of the bidder to perform the contract or provide the service promptly, within the time specified, and without delay or interference.

The City is not required to select the bid with the lowest price.

Municipal Code SMMC 2.24.180
Bid Data
Date
Posted Posted On
Advertise In
(City Charter & SMMC)
Vendors
Downloaded
Date Publicly
Opened
1/4/2024 City's
Online
Bidding Site
Santa Monica Daily Press 16 2/9/2024
Best Bidder Justification
Two bids were submitted and evaluated by a panel comprised of staff from the Public Landscape Division of the Public Works Department. The bid was drafted to represent the maintenance of each water feature, with both weekly and annual maintenance rates considered. Labor rates for repair work were also bid. California Waters was the lowest bidder across the weekly and annual routine maintenance and offered lower annual increases through the length of the agreement. In addition, California Waters is located within the City of Santa Monica and has had a positive working relationship with the City in the past.

Environmental Review
The award of an agreement for the maintenance of water features at City facilities and the pond at Douglas Park is categorically exempt from CEQA pursuant to Section 15301 (Class 1 - Existing Facilities) of the CEQA Guidelines. Section 15301 provides exemption for the operation, repair, maintenance, permitting, or minor alteration of existing public or private structures, facilities, mechanical equipment, or topographical features, involving negligible or no expansion of use beyond that existing at the time of the lead agency's determination. The agreement is for the maintenance and repair of Submittals Received
California Waters $241,467 The Water Fountain
Guy $336,700

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4 of 4
water features across the city and would not expand or materially change existing facilities or operations. Therefore, the award agreement is categorically exempt pursuant to Section 15301 of the CEQA Guidelines.

Financial Impacts and Budget Actions
Staff seeks authority to approve funding from the General Fund and the Beach Fund to award an agreement with California Waters for the repair and maintenance of water features across the City.

Agreement Request
FY2024-25
Budget Request
Amount
Account Number Future Year Amount
Total
Contract
Amount
$237,088 01500023.550010 $1,134,780 $1,371,868
$20,031 11500001.525080 $80,126 $100,157
$257,119 $1,214,906 $1,472,025
Future year funding is contingent upon Council budget approval.

Prepared By: Peter Seller, Senior Administrative Analyst Approved Forwarded to Council
Attachments:

A. Oaks Initiative Form - California Waters
B. Levine Act Disclosure Form - California Waters

5.F
Packet Pg. 563

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.

It prohibits a public official from receiving, and a person or entity from conferring, specified personal benefits or campaign advantages from a person or entity after the official votes, or otherwise takes official action, to award a “public benefit” to that person or entity. The prohibition applies within and outside of the geographical boundaries of Santa Monica.

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.

5.F.a
Packet Pg. 564 Attachment: Oaks Initiative Form - California Waters (6282 : Award Bid 4475 to California Waters to provide Water Feature and Pond

CITY OF SANTA MONICA

Public benefits include:

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

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

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

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

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

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

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

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

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

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

Prepared by: Title:

Signature: Date:

Email: Phone:

Permit #
FOR CITY USE ONLY:

Bid/PO/Contract #
Kathryn Taylor Director of Finance & Accounting
3/07/2024
[email protected] 949-528-0900
California Waters
Jeffrey Barman and Mark Pitman
Jeffrey Barman and Mark Pitman

5.F.a
Packet Pg. 565 Attachment: Oaks Initiative Form - California Waters (6282 : Award Bid 4475 to California Waters to provide Water Feature and Pond City of Santa Monica Levine Act Disclosure Form

CITY OF SANTA MONICA

5.F.b
Packet Pg. 566 Attachment: Levine Act Disclosure Form - California Waters (6282 : Award Bid 4475 to California Waters to provide Water Feature and Pond 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.

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.
3/07/2024
Kathryn Taylor Director of Finance & Accounting
California Waters

5.F.b
Packet Pg. 567 Attachment: Levine Act Disclosure Form - California Waters (6282 : Award Bid 4475 to California Waters to provide Water Feature and Pond City Council
Report
City Council Meeting: April 23, 2024
Agenda Item: 5.G
1 of 4
To: Mayor and City Council
From: Rick Valte, Public Works Director, Public Works, Office of Sustainability & the Environment
Subject: Approval to Accept U.S. Department of Energy's Energy Efficiency and Conservation Block Grant
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. Accept a grant awarded in the amount of $157,730 from the U.S. Department of Energy’s Energy Efficiency and Conservation Block Grant (EECBG) Program to fund an income-qualified electric bicycle (e-bike) voucher program in the Public Works Department, and to accept all grant renewals;

3. Authorize the City Manager to execute all necessary documents to accept the grant and all grant renewals; and

4. Authorize budget amendment as outlined in the Financial Impacts & Budget Actions section of this report (requires 5 votes).

Summary
Adopted in 2019, the Climate Action and Adaptation Plan (CAAP) lays out a comprehensive approach to achieve the City’s climate action and resiliency goals. The CAAP includes goals to drastically reduce emissions and to convert 50% of local trips to foot, bike, scooter and skateboard. In July 2023, Council directed staff to develop an electric bike point-of-sale subsidy program for low- and moderate-income Santa Monica residents. Staff has been awarded the U.S. Department of Energy’s Energy Efficiency and Conservation Block Grant (EECBG) in the amount of $157,730.00 and proposes using this grant to fund an income-qualified e-bike voucher program. This program would encourage climate-friendly active transportation in alignment with CAAP goals,

5.G
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stimulate the local economy through partnerships with Santa Monica bike shops, and center equity by increasing access to e-bikes for income-qualified residents. Accepting this award would result in no net cost to the City.

Discussion
The City’s Climate Action & Adaptation Plan (CAAP) sets aggressive timelines for achieving carbon neutrality, zero waste, and water self-sufficiency. The CAAP targets an 80% reduction in carbon emissions below 1990 levels by 2030, and carbon neutrality by 2050 or sooner. According to the 2022 greenhouse gas emissions inventory, the City has achieved a 48% reduction and needs to cut an additional 32% of emissions in the next six years. The largest source of emissions in Santa Monica is the transportation sector, representing 68.5% of total emissions in 2022. Much of these transportation emissions come from local trips in gas-powered vehicles. E-bikes can effectively replace many local vehicle trips and provide residents with clean, efficient transportation.

In July 2023, the City Council directed the City Manager to present to Council an electric bike point-of-sale subsidy program for low- and moderate-income Santa Monica residents utilizing anticipated funding from the Department of Energy’s Energy Efficiency and Conservation Block Grant program (EECBG). The U.S. Department of Energy’s EECBG program is designed to assist states and local governments in implementing strategies to reduce energy use, to reduce fossil fuel emissions, and to improve energy efficiency. The program offers non-competitive funding to states and local governments based on population. In September 2023, staff presented to Council the concept for an e-bike point-of-sale voucher program for income-qualified residents funded by the EECBG program. In March 2024, the City was formally awarded EECBG funding in the amount of $157,730. Accepting this grant will allow staff to develop the proposed e-bike voucher program and begin distributing vouchers to income-qualified Santa Monica residents. Voucher recipients will be able to purchase eligible e-bikes and safety equipment from participating Santa Monica bike shops. The bike shop will apply the voucher as a form of payment and then submit an invoice to the City so that voucher

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recipients avoid upfront payment. This grant will fund approximately 80 vouchers each valued up to $2,000.

Environmental Review
The acceptance of the grant and use of grant funding is categorically exempt from CEQA pursuant to Section 15061(b)(3) of the CEQA Guidelines. The grant is covered by the commonsense 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.”
Past Council Actions
Meeting Date Description
05/28/19 (Attachment A) Adoption of the Climate Action & Adaptation Plan 07/18/23 (Attachment B) Council direction for staff to develop an electric bike pointof-sale subsidy program for low- and moderate-income Santa Monica residents utilizing anticipated EECBG
funding.
09/12/23 (Attachment C) City Manager's Report - Low-Income E-Bike Voucher Program
Financial Impacts and Budget Actions
Staff seeks authority to accept a grant from the U.S. Department of Energy’s Energy Efficiency and Conservation Block Grant (EECBG) Program.

FY 2023-2024 Grant Budget Amendment
Establish Revenue Budget Appropriate Funds
Account Number Amount Account Number Amount
20500010.406070 $157,730 20500010.556720 $157,730
Total $157,730 Total $157,730
If renewals are awarded, budget changes will be included in subsequent year budgets, contingent on Council budget approval.

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Prepared By: Elias Platte-Bermeo, Sustainability Analyst Approved Forwarded to Council
Attachments:

A. Adoption of the Climate Action & Adaptation Plan (Web Link) B. Council Direction for Staff to Develop an Electric Bike Point-of-Sale Subsidy Program for Low- and Moderate-Incom Residents (Web Link) C. City Manager's Report - Low-Income E-Bike Voucher Program (Web Link)

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City Council
Report
City Council Meeting: April 23, 2024
Agenda Item: 5.H
1 of 8
To: Mayor and City Council
From: Ramon Batista, Police Chief, Police Department
Subject: Award Bid and Enter into Agreement with Flock Safety for Automatic License Plate Recognition (ALPR) cameras and Award Bid and Enter into Agreement with Constant Technologies for SMART Center Room Build-Out 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 #394 to Flock Safety for the installation, leasing, maintenance, and support for 54 ALPR cameras for the Police Department;

3. Award RFP #393 to Constant Technologies for the design, installation, and integration of video displays and workspace consoles for the Santa Monica Analytical Real Time Center (SMART Center) for the Police Department;

4. Authorize the City Manager to negotiate and execute an agreement with Flock Safety, for the leasing of 54 ALPR cameras in an amount not to exceed $494,100. This sum includes installation, maintenance, and support through December 31, 2026, with future year funding contingent on Council Budget approval; and

5. Authorize the City Manager to negotiate and execute an agreement with Constant Technologies, in an amount not to exceed $649,401 (including a $59,000 contingency) for a term of three years, with future year funding contingent on Council Budget approval.

Summary
In 2023, the Santa Monica Police Department (SMPD) was awarded a grant of $6.125 million under the Board of State and Community Correction’s (BSCC’s) Organized Retail Theft grant. The City’s acceptance of this grant on behalf of SMPD requires that a Real Time Crime Center (RTCC) be established and is used as an

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approach to reduce, detect, and deter Organized Retail Theft (ORT), vehicle theft, and catalytic converter theft. This RTCC will be located in the Santa Monica Public Safety Facility and will be referred to as the “SMART” Center (Santa Monica Analytical Real Time Center). The SMART Center aims to be the central hub for the various technologies relied upon by all Santa Monica City departments, including the Police Department. SMART Center personnel will utilize these technologies to support safe, efficient, and comprehensive police responses and investigations.

Council’s approval of staff’s recommendations will allow the Police Department to contract with Constant Technologies to design and build the SMART Center. This project will include multimedia components such as video displays, video distribution devices, and operator consoles, and it will be developed in coordination with the City’s selected construction and architectural contractors. Council’s approval will also allow SMPD to contract with Flock Safety to add 54 Automated License Plate Reader (ALPR) cameras to SMPD’s existing ALPR camera network.

This service will be covered for the life of the grant period until December 31st, 2026, with future year funding contingent on other funding sources and Council budget approval.

Staff recommends proceeding with awarding contracts to Flock and Constant Technologies as the next significant step towards the fruition of the SMART Center project for the Santa Monica Police Department. Finalizing this project aligns with the Department’s goal of embracing emergent technologies and being a benchmark for excellence, as well as advancing the Clean & Safe Santa Monica council priority.

Discussion
The Santa Monica Police Department began taking advantage of the numerous benefits of ALPR technology in 2018 with cameras installed on patrol vehicles. The devices aided in locating stolen vehicles, apprehending violent suspects, and proved vital to the development and successful resolution of many criminal cases.

This practical experience also allowed the Department to identify and embrace best practices, which led to Santa Monica Police Policy 429, which governs use of

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ALPR technology. The ALPR program was expanded following successful grant awards in 2020 and 2022 through the deployment of 25 fixed ALPR cameras in the City, where emphasis was given to the Santa Monica Pier and Downtown areas.

These cameras have been instrumental in producing investigatory leads and solving numerous robbery, murder, burglary, and other property crimes cases, which otherwise would not have had successful outcomes. However, the cameras were purchased without a maintenance support program. As a result the City’s network has never been fully operational due to numerous hardware problems.

In 2017, SMPD staff began its research into the Real Time Crime Center concept and the integration of technologies such as ALPRs. SMPD staff, in partnership with Information Services Department (ISD) staff, attended technology and security trade shows and visited over 30 law enforcement and critical infrastructure security centers in order to assess various RTCC designs, missions, workflows, and technology platforms, including the ALPR cameras. Staff’s research led to the expectations and requirements written into the ALPR Request For Proposals (RFP) #394 and the SMART Center Build Request For Proposals (RFP) #393. The RFPs were publicly released on January 31, 2024, and February 2, 2024, respectively.

Eight proposals were received for the ALPR RFP and six were received for the SMART Center build RFP.

When SMPD was awarded the BSCC grant, a full-service ALPR solution with professional installers and maintenance support was the desired model to ensure a reliable ALPR network. In addition, the Department’s RFP requires the ALPR devices to function as stand-alone units that rely on solar power and without the need to tap into City power supplies. SMPD staff developed a map of 54 additional camera locations in the City where ALPR cameras will be used to provide a comprehensive network to support not only SMPD investigative efforts, but realtime applications for other City departments as well. Despite the City’s relatively small existing ALPR network, the system frequently detects stolen vehicles within Santa Monica. However, SMPD currently lacks the ability to vet and act on these detections in real-time and as a result the Department’s efforts to locate and recover these vehicles has been frustrated. The BSCC grant’s goal of impacting

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motor vehicle theft, coupled with the safety and security benefits of quickly contacting stolen vehicles within the City, make ALPRs and the SMART Center’s real-time alert monitoring capabilities an impactful combination.

SMPD and ISD rated Flock Safety as the winning bidder due to its full-service ALPR deployments, proven reliability, integrated data sharing capabilities, and intuitive user interface and alert system. Because the 54 ALPR cameras are leased, at the conclusion of the grant period, Flock Safety will remove the cameras at no additional cost to the City. If the City decides to continue this service, the estimated annual subscription cost for 54 ALPR cameras is $189,000.

Flock ALPR Camera Photo
SMPD and ISD staff raters also independently reviewed six proposals from vendors bidding for the contract to design, furnish, and integrate audio-video capabilities into the SMART Center site. Staff raters reviewed each proposal, contacted vendor references for prior projects, and arranged live remote presentations from each vendor. The individual presentations allowed staff to get a sense of each vendor’s concept, philosophy, and technical capabilities

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pertaining to the build out of a 24/7 command center and RTCC. This process resulted in staff’s selection of Constant Technologies as the highest rated and winning bidder. See the image below for their conceptual rendering of the SMART Center based on an SMPD’s provided layout.

SMART Center Conceptual Design (Constant Technologies)
Staff recommends awarding contracts to Flock Safety and Constant Technologies to further the development of the City’s SMART Center project and to affirm the Santa Monica Police Department’s goal of embracing emergent technologies and being a benchmark for excellence.

Bidder Recommendation
Best Qualified Person/Firm Flock Safety
Evaluation Criteria Training/credentials/experience, competence/skill, capacity/ability to perform services promptly, sufficiency of financial/other resources, character/reputation, ability to provide future services as needed and price.

Municipal Code SMMC 2.24.190
RFPs Received
Flock Safety A3 Communications
DBA Blue Violet
Network
Convergint
Technologies
EYEP Solutions

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High Tech Security Paladin Technologies SOV Security Utility Associates RFP Data
Posted On Posted On
Advertised In
(City Charter & SMMC)
Vendors
Downloaded
Date Publicly
Opened
1/11/2024 City's Online
Bidding Site Santa Monica Daily Press 44 1/31/2024
Justification to Award
Based on the evaluation criteria and criteria in SMMC 2.24.190 staff recommends Flock Safety, Inc as the best qualified firm. Flock Safety has a long history of providing ALPR technology as a service and the company’s capabilities in the Real Time Crime Center environment are expanding with the release of their integration platform FlockOS. Flock provides a unique, full-service approach to their ALPR technology including hardware manufacture, installation, configuration, active monitoring of system health, and repair or replacement of problematic or underperforming cameras. Flock also provides a user friendly, intuitive, browser-based interface compatible with all Santa Monica City hardware. Flock’s system has an excellent and fast hotlist notification interface, uniquely delivered directly through the browser interface. Flock’s proprietary network of other law enforcement agencies ALPRs including Beverly Hills PD and Culver City PD, provides access to a data-sharing network in real time, allowing rapid development of criminal investigations and leads.

Bidder Recommendation
Best Qualified Person/Firm Constant Technologies
Evaluation Criteria Training/credentials/experience, competence/skill, capacity/ability to perform services promptly, sufficiency of financial/other resources, character/reputation, ability to provide future services as needed and price.

Municipal Code SMMC 2.24.190
RFPs Received
Constant Technologies AVI-SPL EIDIM Group, Inc Vector Resources, Inc DBA Vector USA
One Diversified, LLC IREX
RFP Data
Posted On Posted On
Advertised In
(City Charter & SMMC)
Vendors
Downloaded
Date Publicly
Opened
1/11/2024 City's Online
Bidding Site Santa Monica Daily Press 53 2/7/2024
Justification to Award
Based on the evaluation criteria and criteria in SMMC 2.24.190 staff recommends Constant Technologies as the best qualified firm. Constant Technologies proposal was the most comprehensive, thoughtful, and demonstrative of their experience building and configuring Real Time Crime Centers designed to operate in a 24/7 environment. Constant’s thoroughness in their visual design, layout, and component proposal for the SMART Center demonstrated their understanding of modern law enforcement RTCC demands and applications. Constant Technologies’ customer reviews were encouraging not only regarding

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their design and building of other RTCCs but also regarding their in-house made consoles and continuing support their customers have received.

Environmental Review
The proposed contracts are exempt from CEQA pursuant to Section 15061(b)(3) of the CEQA Guidelines. The awarded agreements are 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 contracts will provide the SMPD with new technologies including cameras. Therefore, it is reasonably certain that the awarded contracts will not result in adverse physical impacts on the environment, and as such, are exempt from CEQA.

Past Council Actions
Meeting Date Description
10/24/23 (attachment A) Authorization to Accept Grant from the BSCC for the Organized Retail Theft Prevention Grant Program
Financial Impacts and Budget Actions
Staff seeks authority to approve available funding from the Miscellaneous Grants Fund to award an agreement with Flock Safety for the installation, leasing, maintenance, and support for 54 ALPR cameras. Future year funding is contingent on Council budget approval.

Contract Request- Flock Safety
FY 2023-24
Budget Request Amount Department/CIP Account #
Total Contract
Amount
$494,100 20180001.556631 $494,100
Staff also seeks authority to approve available funding from the Miscellaneous Grants Fund to award an agreement with Constant Technologies for the furnishing and installation of visual displays, video distribution, and workspace consoles for the SMART Center. Future year funding is contingent on Council budget approval.

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Contract Request- Constant Technologies
FY 2023-24
Budget Request Amount Department/CIP Account #
Total Contract
Amount
$649,401 20180001.556631 $649,401
Prepared By: Jose Arroyo, Senior Administrative Analyst Approved Forwarded to Council
Attachments:

A. October 24, 2023 Staff Report (Web Link)
B. SMART Center Info Item
C. Oaks Initiative - Flock Safety
D. Oaks Initiative - Constant Tech
E. Levine Act Disclosure Form_CONSTANT TECH
F. Levine Act Disclosure Form_FLOCK
G. Written Comments

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Information Item
Date: February 8, 2024
To: Mayor and City Council
From: Ramon Batista, Chief of Police
Subject: Santa Monica Analytical Real Time Center (S.M.A.R.T Center)
Introduction
The City of Santa Monica researched, developed, secured funding, and is currently implementing a Real Time Crime Center (RTCC). Housed within the Santa Monica Police Department (SMPD), the center will be referred to as the Santa Monica Analytical Real Time Center (SMART Center). The SMART Center will be the central command and control nexus for the fusion of technology and support staff with the objectives to detect, prevent, and rapidly investigate criminal activity in the City of Santa Monica. The SMART Center will produce real-time, actionable, information focusing police resources in support of the SMART Center’s goals of a Clean and Safe City of Santa Monica.

Background
According to the Bureau of Justice Assistance at the Department of Justice, “The mission of a Real Time Crime Center (RTCC) is to provide a law enforcement agency with the ability to capitalize on a wide and expanding range of technologies for efficient and effective policing. Such efforts may allow law

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Packet Pg. 580 Attachment: SMART Center Info Item (6308 : Award ALPR & SMART Ctr Contract) Information Item: S.M.A.R.T Center
2 enforcement officers to respond quickly, or even immediately, to crimes in progress or to those that recently occurred. The technologies available allow law enforcement agencies and officers to respond to crime events more efficiently, more deliberately, with improved operational intelligence, and with a proactive emphasis on officer, citizen, and community safety.” The National Real Time Crime Center Association has tallied over 150 different RTCCs have been developed by law enforcement agencies. RTCCs are becoming best practice in terms of data and technology integration. The conceptual definition and actual implementation of an RTCC may very depending on resources, nature of crime in a community and local governmental interests.

Recognizing the evolving process of creating its own center, the City of Santa Monica assembled a collaborative team to explore the efficacy of such a project.

The team included staff from the City Manager’s office, Finance, ISD, Public Works, and the Santa Monica Police Department. The team was tasked with identifying the benefits of such a Center, quantifying the necessary components, diagnosing potential challenges and create solutions for implementation.

Discussion
A RTCC is a sophisticated and integrated system designed to collect, analyze, and disseminate real-time information and data to support law enforcement agencies in their efforts to prevent and respond to criminal activities and public safety emergencies. A RTCC is the integration of streaming camera feeds and analytical technologies, coupled with law enforcement and open-source databases, all consolidated into one platform.

5.H.b
Packet Pg. 581 Attachment: SMART Center Info Item (6308 : Award ALPR & SMART Ctr Contract) Information Item: S.M.A.R.T Center
3 RTCCs have rapidly proven to be a successful and effective tool in 21st Century Policing. Police Magazine, in its article “How Technology Powers Real Time crime Centers” details tangible examples of the advantages of RTCCs in action. The article states, “RTCCs are providing police departments with game-changing crime-fighting capabilities. For example, after unveiling its RTCC in 2021 Newport News, VA, saw an immediate boost in solving crimes. Most notably, the city was able to capture homicides on video, as well as quickly solve a series of carjacking cases.” In addition, the article claimed, “RTCCs also help police gather evidence and solve cases faster. In one incident in Memphis, a shooting occurred at a community basketball court. When police arrived, the suspects fled in different directions. Officers detained as many people as possible. Later, RTCC detectives reviewed the video data and identified the shooter—who was already in police custody. Although no witnesses had pointed out the shooter, the video evidence allowed police to apprehend the culprit.”
Another tangible example of RTCC’s effectiveness, this one closer to home, involved the Beverly Hills Police Department’s (BHPD)RTCC. The Los Angeles Police Department (LAPD) was investigating the murder of four unhoused victims.

The LAPD used video camera images from the homicide scenes and distributed a crime bulletin to all local area law enforcement agencies detailing the suspect vehicle and license plate. Within a day of receiving the information, BHPD’s RTCC identified the suspect vehicle in their city. The RTCC relayed the information to their dispatch center, leading to a traffic stop and subsequent safe arrest of the homicide suspect.

5.H.b
Packet Pg. 582 Attachment: SMART Center Info Item (6308 : Award ALPR & SMART Ctr Contract) Information Item: S.M.A.R.T Center
4 To better understand RTCCs, SMPD personnel met with over 17 different agencies across California, Louisiana, Nevada, and Arizona with functioning RTCCs. These agencies included:

Beverly Hills, CA Fresno, CA
Glendale, AZ Las Vegas Metropolitan, NV
Mesa, AZ Long Beach Airport, CA
Salt River, AZ Livermore, CA
Scottsdale, AZ Modesto, CA
Anaheim, CA Sacramento, CA
Chino, CA Southern California Edison
Elk Grove, CA New Orleans, LA
Witnessing the daily operations in various RTCCs and interviewing the teams allowed for the collection of lessons learned.

In addition to visiting these agencies, SMPD received product demonstrations from multiple technology companies offering software and hardware commonly used in RTCCs.

Based on the research, site visits, demonstrations, and consultations, the collaborative team identified crucial benefits of creating the SMART Center:

1. Enhanced Public Safety: The SMART Center would enable faster response times and better situational awareness leading to enhanced public safety.

2. Crime Prevention: Real-time data analysis and predictive analytics empowers SMPD to identify crime trends, enabling proactive measures to prevent criminal activities.

5.H.b
Packet Pg. 583 Attachment: SMART Center Info Item (6308 : Award ALPR & SMART Ctr Contract) Information Item: S.M.A.R.T Center
5 3. Preparation for and Response to Large Events: The SMART Center will aid in SMPD’s response to large scale events which require extensive logistics and planning. Examples of such future events include the FIFA World Cup and NBA All-Star Game in 2026, the Super Bowl in 2027, and the Olympic Games in 2028.

4. Resource Allocation: Efficient allocation of resources based on real-time data would reduce response times, optimize human resources, and increase the overall effectiveness of public safety efforts.

5. Interagency Collaboration: The SMART Center will facilitate seamless collaboration and information sharing among local, state, and federal agencies, improving overall response to emergencies and investigations.

6. Community Engagement: By utilizing data-driven strategies, the SMPD can tailor community policing efforts to address specific needs and concerns, thereby fostering stronger ties with residents.

7. Cost Efficiency: The SMART Center's data analysis capabilities will lead to more efficient resource utilization, potentially reducing long-term operational costs.

By studying RTCCs, the collaborative team identified the necessary components for the SMART Center. These included:

1. Video Management System (VMS)

2. Data Integration Software, Dashboards and Visualization Tools

3. Camera Network and Automated License Plate Recognition (ALPR) Cameras

4. Integration with Computer-Aided Dispatch (CAD) and Records Management System (RMS)

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Packet Pg. 584 Attachment: SMART Center Info Item (6308 : Award ALPR & SMART Ctr Contract) Information Item: S.M.A.R.T Center
6 5. Geographic Information System (GIS)

6. Analytics and Predictive Policing Tools

7. Intelligence Database and Information Sharing

8. Training and Personnel

9. Cybersecurity Measures

10. Policy and Legal Frameworks
When considering the City's current financial challenges and infrastructure, it was clear that several significant barriers needed to be addressed for a timely and successful implementation of the SMART Center. The following outlines challenges that were identified:

1. Cost of Implementation
The estimated cost for the initial set up of the SMART Center was approximately $2.8 million. The annual cost for operation was estimated at $1.5 million. Staff examined opportunities to seek funding through the city’s capital improvement program (CIP). However, Santa Monica’s CIP budget remains constrained with mounting priorities for deferred maintenance on the city’s physical and digital infrastructures, utilities, and buildings.

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Packet Pg. 585 Attachment: SMART Center Info Item (6308 : Award ALPR & SMART Ctr Contract) Information Item: S.M.A.R.T Center
7 2. Legacy Video Management System (VMS) and Camera Network The city's current VMS is over two decades old. This poses a significant technological challenge. Replacing the VMS would be necessary to ensure compatibility with modern video cameras and to fully integrate it into the SMART Center. The current camera network of the city is comprised of over 900 various cameras with some of the cameras obsolete, damaged, or inoperable. Repairing and modernizing existing video camera network presents a major operational challenge.

3. Vendor and Technology Selection
Selecting the right vendors and technology solutions for the SMART Center can affect the timeline of implementation. Ensuring chosen vendors provide reliable products and support is essential. Conducting thorough evaluations and negotiations can be a protracted process.

4. Operational Considerations
Implementing a comprehensive SMART Center may disrupt ongoing department operations. Coordinating the transition to the various new systems while maintaining public safety and law enforcement activities is critical. Staff training and adjustments to new protocols will require planning and coordination across the police department.

5. Data Privacy and Legal Compliance
Ensuring the SMART Center complies with data privacy laws and regulations is essential. Developing and adhering to data privacy and legal compliance will require robust policies and practices especially when dealing with sensitive law enforcement data.

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Packet Pg. 586 Attachment: SMART Center Info Item (6308 : Award ALPR & SMART Ctr Contract) Information Item: S.M.A.R.T Center
8 6. Public Perception and Trust
The implementation of advanced video management and data collection systems may raise concerns about privacy and civil liberties among the public. Building and maintaining public trust through transparency, communication, and adherence to legal and ethical standards is crucial to gain community support for the SMART Center.

After identifying the challenges above, the following outlines the solutions pursued and developed to make the SMART Center a reality.

Solution 1: Cost of Implementation
In April of 2023, the implementation team became aware of a grant opportunity with the Board of State and Community Corrections (BSCC). The BSCC was responsible for administering the Organized Retail Theft (ORT) Prevention Grant Program, which provides resources to assist law enforcement agencies to address organized retail theft, motor vehicle theft, and cargo theft. SMPD submitted a grant proposal to fund the SMART Center Implementation. The SMPD grant project was selected and awarded funding of $6.125 million. This funding will cover the initial implementation cost of the SMART center and the first 3 years of operational costs.

Solution 2: Legacy Video Management System (VMS) and Camera Network To upgrade the City’s VMS and camera network, the outdated VMS will be replaced. This is crucial to ensure compatibility with modern cameras and to meet the SMART Center’s operational needs. This will not only serve the SMART Center but the entire city network. Also, a comprehensive assessment of the City’s

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Packet Pg. 587 Attachment: SMART Center Info Item (6308 : Award ALPR & SMART Ctr Contract) Information Item: S.M.A.R.T Center
9 camera network will be performed, and aging cameras will be restored, refurbished, or replaced. As needed, additional cameras and ALPRs will be installed. To take advantaged of the enhanced systems, Fusion software will be acquired to create a single platform that provides an integrated display of all technologies incorporated in the SMART Center and Video Analytics software will be acquired to provide the SMART Center with the capability to quickly review and assess hundreds of hours of video collected by the city's camera network. The software will be used for both live operations and investigations. All of this information will be stored on a new scalable video storage platform. City resources, resulting from a one-time allocation of Measure CS funds, will pay for acquiring a video storage platform to maintain all of the city’s video storage needs, including Big Blue Bus, the Library, Public Works, and Transportation. The estimated cost of the video storage unit is estimated at $700,000. This component was not part of the original grant allocation but is vital to the center.

Solution 3: Vendor and Technology Selection
SMPD will develop all proposals for equipment, software, and services and will work with other departments (i.e., Finance, Information Services, and Public Works) on all RFP processes. To expedite the process, where possible, existing contractors / vendors will be utilized.

Solution 4: Operational Considerations
This SMART Center will be located in the Public Safety Facility and includes infrastructure and technology installations, to accommodate operations. SMPD has already partnered with Public Works to design and configure the selected location in the Public Safety Facility. SMPD will also conduct recruitment, training, and onboarding of staff to ensure that staff are well versed in the SMART Center.

5.H.b
Packet Pg. 588 Attachment: SMART Center Info Item (6308 : Award ALPR & SMART Ctr Contract) Information Item: S.M.A.R.T Center
10 Staffing will consist of a combination of sworn and professional personnel. The optimum staffing model is still being developed, but the initial operational target is 6 days a week for at least 8 hours a day. Prior to implementation, comprehensive testing of all systems, processes, and software will be performed.

Solution 5: Data Privacy and Legal Compliance
SMPD will develop comprehensive policies and procedures for the operation of the SMART Center, including data privacy, legal compliance, and standard operating procedures. The best practices from around the country and from existing RTCCs will be incorporated into department policy governing the center.

Solution 6: Public Perception and Trust
SMPD will develop a communications campaign to provide information on the SMART Center for the community and key stakeholders. In addition, data regarding the effectiveness of the center in supporting public safety and policing efforts will be made available on the City’s website.

With such variety of projects, the implementation of the SMART Center is a complex endeavor. As a result, the project is divided into three distinct phases, each with its own set of projects, milestones, and deliverables. The following provides an overview of how the implementation will progress through these phases:

Phase 1: Implementation and Configuration (Start Date: 10-01-23) In this initial phase, the focus is on setting up the foundation for the SMART Center.

Phase 2: Testing and Training (Start Date: 06-03-24)

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Packet Pg. 589 Attachment: SMART Center Info Item (6308 : Award ALPR & SMART Ctr Contract) Information Item: S.M.A.R.T Center
11 This phase is focused on ensuring the SMART Center has been thoroughly tested and assigned personnel are adequately trained.

Phase 3: Operational GO Live (Start Date: 11-01-24)
The phased approach to implementation allows for a systematic and manageable rollout.

Conclusion
The SMART Center is a critical component of SMPD’s goal of implementing best practices for effective policing. In addition, the SMART Center will bolster community trust in their law enforcement agency’s ability to identify public safety problems, allocate resources efficiently and to swiftly investigate crimes.

Prepared By: Captain William Heric

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Packet Pg. 590 Attachment: SMART Center Info Item (6308 : Award ALPR & SMART Ctr Contract)

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Packet Pg. 591 Attachment: Oaks Initiative - Flock Safety (6308 : Award ALPR & SMART Ctr Contract)

CITY OF SANTA MONICA

OAKS INITIATIVE NOTICE

NOTICE TO APPLICANTS, BIDDERS, PROPOSERS

AND OTHERS SEEKING DISCRETIONARY PERMITS, CONTRACTS,

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Packet Pg. 592 Attachment: Oaks Initiative - Constant Tech (6308 : Award ALPR & SMART Ctr Contract)

CITY OF SANTA MONICA

Public benefits include:

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

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

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

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

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

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

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

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

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

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

Bid/PO/Contract # ____________________________ Permit # ___________________________

5.H.d
Packet Pg. 593 Attachment: Oaks Initiative - Constant Tech (6308 : Award ALPR & SMART Ctr Contract) City of Santa Monica Levine Act Disclosure Form

CITY OF SANTA MONICA

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Packet Pg. 594 Attachment: Levine Act Disclosure Form_CONSTANT TECH (6308 : Award ALPR & SMART Ctr Contract) 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.

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.

5.H.e
Packet Pg. 595 Attachment: Levine Act Disclosure Form_CONSTANT TECH (6308 : Award ALPR & SMART Ctr Contract) City of Santa Monica Levine Act Disclosure Form

CITY OF SANTA MONICA

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Packet Pg. 596 Attachment: Levine Act Disclosure Form_FLOCK (6308 : Award ALPR & SMART Ctr Contract) 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.

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.

General Counsel
3/13/2024
Flock Group Inc
Mark Smith

5.H.f
Packet Pg. 597 Attachment: Levine Act Disclosure Form_FLOCK (6308 : Award ALPR & SMART Ctr Contract) 1 David Yakobson
From: Phil's Eighty Grand Electric Mercedes <[email protected]> Sent: Monday, April 22, 2024 11:00 PM
To: councilmtgitems
Cc: Phil Brock; Christine Parra; Oscar de la Torre; Lana Negrete; Gleam Davis; Jesse Zwick; Caroline Torosis
Subject: 5H license plate cameras April 23

EXTERNAL
Dear city councilmembers, did you know license plate reader tickets go to cars like me, not our drivers? That's why I'm thankful my owner Phil keeps me safe from tickets by not putting license plates on me, or when he does, buying nifty license plate covers that at least keep the mean snitching cameras from reading them. Thank you for keeping me out of trouble, Mayor Phil!
Item 5-H
April 23, 2024
Item 5-H
April 23, 2024

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Packet Pg. 598 Attachment: Written Comments (6308 : Award ALPR & SMART Ctr Contract) 1 David Yakobson
From: Wittig, Michele A <[email protected]>
Sent: Monday, April 22, 2024 2:45 PM
To: councilmtgitems
Subject: Item 5H: Automated License Plate Recognition Cameras

EXTERNAL
Mayor Brock and Councilmembers,
Re: Item 5H on the April 23, 2024 Council agenda
Award Bid and Enter into Agreement with Flock Safety for Automatic License Plate Recognition (ALPR) cameras and Award Bid and Enter into Agreement with Constant Technologies for SMART Center Room Build-Out Services I urge you to delay your vote on Item 5H until reasonable safeguards are incorporated.

Unlike “red light cameras” that are triggered by drivers breaking the law, ALPRs continuously surveil an entire driving population. Such surveillance poses high risks for misuse. The proposed contracts with outside vendors need to include independent accountability components to ensure that the intelligence collected is used lawfully, effectively and equitably.

As a first step, the Public Safety Reform and Oversight Commission’s Inspector General or another independent agent should be tasked with doing 1) a prior evaluation of safeguards against illegal, ineffective, or inequitable use of the ALPR data and 2) an annual public audit of the system (including the 25 ALPRs already deployed in the downtown area).

In addition, traffic stops initiated as a result of being flagged by ALPRs should be identified separately from other traffic stops so that their contribution to racial and other identity-based disparities can be assessed when analyzing the data in compliance with AB953, the CA Racial and Identity Profiling Act.

I urge you to delay your vote on Item 5H until the relevant concerns are addressed.

Michele Wittig
Item 5-H
April 23, 2024
Item 5-H
April 23, 2024

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Packet Pg. 599 Attachment: Written Comments (6308 : Award ALPR & SMART Ctr Contract) City Council
Report
City Council Meeting: April 23, 2024
Agenda Item: 5.I
1 of 5
To: Mayor and City Council
From: David Martin, Director, Administration
Subject: Adoption of a Resolution that Amends Resolution No. 10325 (CCS) in order to Clarify the Authorization to Levy and Place the Main Street Business Area Festoon Lighting and Sidewalk Cleaning Assessments on the L.A. County Property Tax Rolls Each Year
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. Adopt a Resolution to amend Section 6 and Section 8 of Resolution No. 10325 (CCS) in order to clarify that Council authorized the levy and placement of the Main Street Business Area Festoon Lighting and Sidewalk Cleaning assessments on the Los Angeles County property tax rolls to be done annually and not just for FY 2008-2009.

Summary
Council adopted Resolution No. 10325 (CCS) at its meeting on July 22, 2008, which approved the formation of the Main Street Business Area Festoon Lighting and Sidewalk Cleaning Assessment District (District) and approved and confirmed the levy of the assessments for the District for FY 2008-09 as provided in a detailed Engineer’s Report. The assessments are supported by the Engineer’s Report that was prepared by a registered professional engineer certified by the State of California and the process followed all required procedures for the formation of an assessment district.

The City submitted Resolution 10325 (CCS) annually thereafter to the Los Angeles County Auditor-Controller to place the assessments as shown on the Engineer’s Report

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on the property tax rolls. With the submission of the District assessments for FY 2023- 24, the Los Angeles County Auditor-Controller noted that Resolution No. 10325 (CCS) did not clearly allow the Auditor-Controller to levy and place the District assessments on the property tax rolls annually, rather than just for just FY 2008-09. The Los Angeles County Auditor-Controller requested that the City clarify Resolution No. 10325 to authorize the annual levy and placement of the Main Street Lighting and Sidewalk Cleaning assessments on the property tax roll prior to the submission of the assessments for FY 2024-25.

Staff recommends that Council adopt the proposed Resolution to amend Sections 6 and 8 of Resolution No. 10325 (CCS) to clarify the City and County’s authorization to levy and place the Main Street Lighting and Sidewalk Cleaning assessments on the property tax rolls each year.

Discussion
On May 27, 2008, the City of Santa Monica (the “City”) adopted Resolution No. 10294 (CCS) declaring its intention to set a public hearing to consider the formation of the Main Street Business Area Festoon Lighting and Sidewalk Cleaning Assessment District (the “District”), approved the final Engineer’s Report for the proposed District pursuant to the provisions of the “Benefit Assessment Act of 1982” (commencing with California Government Code Section 54703) (the “Act”) and in accordance with Article XIIID of the California Constitution and the Proposition 218 Omnibus Implementation Act (commencing with California Government Code Section 53750), and authorized the City Manager and Parking Authority Executive Director to affirmatively sign ballots on behalf of City and Parking Authority owned properties.

The City notified the property record owners within the proposed District that the proposed assessment for bulb placement would be levied for five years and the assessment for operation and maintenance of the festoon lights and sidewalk cleaning would be levied annually and that the maximum annual maintenance assessment rates for festoon lights and sidewalk cleaning would increase each subsequent fiscal year by the annual change in the Consumer Price Index (“CPI”), during the preceding year.

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Council held a public hearing regarding the formation of the District at its July 22, 2008 meeting. At the conclusion of the public hearing, the assessment ballots received by the City were tabulated by the City Clerk and a majority protest did not exist to form the District nor did a majority protest exist to levy the assessments. The District was formed to fund the continued operation and maintenance of the decorative lighting hung along Main Street and to fund supplemental sidewalk cleaning within the District, beginning at Main Street and Pico Boulevard and extending south along Main Street to the City border just south of Marine Street.

Council adopted Resolution No. 10325 (CCS) which approved forming the Main Street Business Area Festoon Lighting and Sidewalk Cleaning Assessment District and authorized the levy of the assessments for FY 2008-09 and subsequent fiscal years as provided in the Engineer’s Report. It was the intent of the Engineer’s Report that the District would continue to exist and would not have an expiration date.

On August 3, 2023, the Los Angeles County Auditor-Controller notified the City that Resolution No. 10325 (CCS) submitted along with the assessments for fiscal year 2023- 24 did not clearly provide that the Auditor-Controller is authorized to levy the Main Street lighting and sidewalk cleaning assessments annually and place those assessments on the property tax rolls each year. This clarification is necessary to authorize the Los Angeles County Auditor Controller to levy and place the assessments on the property tax rolls annually. Therefore, the Auditor-Controller’s Office requested that the City clarify Resolution No. 10325 prior to submitting the FY 2024-25 assessment documents, which typically has a deadline of early August each year.

To ensure that the District assessments for the Main Street lighting and sidewalk cleaning are levied for FY 2024-25, and each subsequent year, and placed on the property tax rolls annually, staff requests Council adopt the proposed resolution to amend Sections 6 and 8 of Resolution No. 10325 (CCS). The proposed resolution will clarify that the levy and placement of the assessments on the property tax rolls should occur annually. If this action is not approved, then the Los Angeles County Auditor5.I Packet Pg. 602
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Controller will not levy the Main Street lighting and sidewalk cleaning assessments and the Main Street Business Improvement Association (MSBIA) will not receive the needed funds to continue the operation and maintenance of the decorative lights and to fund supplemental sidewalk cleaning.

Property taxes are collected by the County and then remitted to the City. The City retains five percent (5%) as an administrative fee and the remaining balance is distributed to the MSBIA, the Business Improvement District (BID) that manages the District. In FY 2022-23, $52,644 was received from the County. The City retained $2,713 as the administrative fee and $49,931 was distributed to MSBIA.

Environmental Review
The resolution is exempt from CEQA pursuant to Section 15061(b)(3) of the CEQA Guidelines. The contract amendment 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 resolution to continue the assessment district would not result in adverse physical impacts on the environment, and as such, is exempt from CEQA.

Past Council Actions
Meeting Date Description
07/22/2008
(attachment A)
Conduct public hearing and adopt Resolution forming the Main Street Business Area Assessment District
05/27/2008
(attachment B)
Adopt a Resolution of Intention to consider forming a Main Street Business Area Assessment District.

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Financial Impacts and Budget Actions
There is no immediate financial impact or budget action necessary as a result of the recommended action. Staff will return to Council if specific budget actions are required in the future.

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

A. Formation of Main Street Lighting and Sidewalk Cleaning Assessment District B. Adopt Resolution of Intention for Proposed Main Street Lighting and Sidewalk Cleaning Assessment District
C. Resolution to Amend Resolution No. 10325 (CCS)
D. Engineer's Report

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c7®
LYaf City Council Report
Santa Monica
City Council Meeting: July 22, 2008
Agenda Item: ~-g
To: Mayor and City Council
From:. Andy Agle, Director, Housing and Economic Development Subject: Formation of the Main Street Business Area Assessment District Recommended Action
Staff recommends that the City Council conduct a public hearing on the proposed formation of the Main Street Business Area Festoon Lighting and Sidewalk Cleaning Assessment District. Should the final tabulation of the ballots received by the close of the public hearing tonight represent 50 percent or more in favor of forming the proposed assessment district, staff recommends that the City Council:

1. adopt a Resolution confirming the results of the ballot tabulation forming the Assessment District and authorizing the levy of assessments for FY 2008-09; and

2. authorize a loan in the amount of up to .$132,000 for the acquisition. of replacement bulbs for the festoon lighting.

Executive Summary
On Mav, 27, 2008, the City Council adopted Resolution No. 10294 (CCS) declaring its intention to set a public hearing for tonight, July 22, 2008, to consider the formation of the Main Street Business Area Festoon Lighting and Sidewalk Cleaning Assessment District. Ballots were mailed to all affected property owners on June 6, 2008, and must be returned before the close of the public hearing. Ballots will be tabulated and certified by the Oftice of the City Clerk after the close of tonight's public hearing.

Should the outcome of the balloting be favorable, Council is asked to approve the formation of the Assessment District, authorize the levy of assessments for fiscal year 2008-09, and authorize a loan in the amount of up to $132,000 for the acquisition of the replacement bulbs for the festoon lighting.

Background
In 2002, the City of Santa Monica set aside $250,000 in construction mitigation funds for business disruptiori and loss caused by a sewer rehabilitation project in the Main Street 1 5.I.a
Packet Pg. 605 Attachment: Formation of Main Street Lighting and Sidewalk Cleaning Assessment District (6332 : Adopt Resolution to Clarify Annual area. On October 12, 2004, the City authorized a grant and license agreement to the Main Street Business Improvement Association ("MSBIA") to fund the installation of the decorative or "festoon" lights. The MSBIA explored a number of design possibilities for the decorative lighting and chose a Lumisphere xenon light product from England. This light was chosen partly for its substantial appearance, and partly for its durability, as the product is rated to last five years or longer in a marine environment.

In 2005, the lights were installed along both sides of Main Street, between Pico Boulevard on the north, extending to the southern City bouridary just south of Marine Street. Thus far, the operating and maintenance costs associated with these lights have been reimbursed to the MSBIA from the remainder of this grant, but the remaining grant will be fully expended by the end of 2008.

In 2007, Main Street merchants expressed a desire that the MSBIA explore options for additional sidewalk cleaning. The City of Santa Monica currently provides two ( 2) thorough sidewalk cleanings in the area annually. MSBIA contracted with the City's Solid Waste Management Division to provide monthly sidewalk cleanings for 1, month, 200/ ah amount equivalent to the City's cost.

In early 2007, MSBIA recognized that it needed additional funds to continue paying for the festoon lighting and additional sidewalk cleaning. For FY 2007-08; the City Council approved aone-time appropriation for MSBIA in the amount of $25,000 to be used for the continued maintenance of the festival lighting on Main Street, $50,000 for a Main Street Assessment Study and $9,600 for additional sidewalk cleaning.

Discussion
The City, in cooperation with MSBIA, engaged Harris & Associates to assist with the formation of an assessment district in the Main Street area to finance additional sidewalk cleaning and the ongoing operation and maintenance of the festoon lighting along Main Street. The assessment district is being formed pursuant to the provisions of the Benefit Assessment Act of 1982 ("the 1982 Act"). This differs from the Property and Business Improvement District Law of 1994 ("the PBID") which is the law used by 2 5.I.a
Packet Pg. 606 Attachment: Formation of Main Street Lighting and Sidewalk Cleaning Assessment District (6332 : Adopt Resolution to Clarify Annual Bayside District Corporation to form their proposed assessment district. The PBID funds improvements that the 1982 Act cannot fund such as safety programs, and homeless outreach.. The 1982 Act may fund only the maintenance and operation of public systems such as street lighting, street and sidewalk maintenance, and flood control. PBID assessment districts have a term of five years unless amended by a charter city's local ordinance whereas assessment districts formed under the 1982 Act can continue as long as those services are provided. PBID assessment districts require an advisory group, while the 1982 Act does not. Another difference is with the formation process.. PBIDs require a petition of property owners whereas the 1982 AcYdoes not.

The annual assessment on 157 properties within the proposed district will generate approximately $ 88,632. This includes the annual operating and maintenance costs associated with the xenon festoon lighting ($29,900); and the annual costs for the sidewalk cleaning ($23,320). The assessment also includes $35,412 annually to be used toward the replacement of the bulbs, either through debt service repayment or direct payment, depending upon the timing of the replacement project. It is anticipated that over the next three years there will be a need for a full bulb replacement which is estimated to cost $132,000. The proposed assessment, which. generates $35,412 per year for five years, can be used to finance the bulb replacement as needed, or could be used to repay a loan of up to $132,000, depending upon the timing of the replacement.

Should the assessment district be formed, the Council will be asked to enter into an agreement with MSBIA to arrange for the installation of the replacement bulbs for the festoon lighting. The portion of the annual assessment devoted to lighting maintenance and sidewalk cleaning may increase over time in accordance with increases in the ahnual CPI. Once the district is formed, the Council will be asked to set the assessment rate annually.

The costs for the bulb replacement program and to operate the Festoon Lights along Main Street are spread among the properties adjacent to Main Street based on the area of the property. The. costs for the sidewalk cleaning are spread to the parcels directly 3 5.I.a
Packet Pg. 607 Attachment: Formation of Main Street Lighting and Sidewalk Cleaning Assessment District (6332 : Adopt Resolution to Clarify Annual adjacent to the sidewalks being cleaned based on the linear feet (LF) of frontage being cleaned.

Annual assessments range from $24.59 to $4, 96. 418. The median total assessment is 332.05, as shown below:

Assessment Rate Calculation Table
Improvements FY 2008-09 Assessment Maximum Median
Estimated Units FY 2008-09 Annual
Budget Assessment Rate* Assessment
Festoon Lights Bulb 35,412 17.293 Benefit 2, 82/047. Benefit 137.20 Replacement Acres Acre
assessed for 5 years
onl
Festoon Lighting O & M 29,900 17.293 1, 07/729. Benefit 115.85 Benefit Acres Acre
Sidewalk Cleaning 23,320 14, 96814. 1. LF58/ 79.00
Linear Feet
The attached Assessment Diagram shows the boundaries of the district. The lines and. dimensions of each. parcel within the District are those lines and dimensions shown on the maps of the Assessor of the County of Los Angeles.

After the public hearing has been conducted, the assessment ballots that are submitted prior to the close of the public hearing will be tabulated based on the proposed assessment amount. It is anticipated that the ballot tabulation will be concluded tonight and that the City Council will be able to receive the results of the balloting this evening.

If 50 percent of more of the ballots returned, weighted by the assessments, are in favor of the proposed assessment district, then staff recommends that the City Council adopt a Resolution of Formation for the assessment district and levy assessments. In order for the assessment to be on the property tax rolls for FY 2008-09, the assessment must be submitted to the County of Los Angeles by August 10, 2008. If the 50 percent threshold is not reached, the District cannot be formed. 4 5.I.a
Packet Pg. 608 Attachment: Formation of Main Street Lighting and Sidewalk Cleaning Assessment District (6332 : Adopt Resolution to Clarify Annual Previous Council Actions
On November 12, 2002 Council approved various contracts and expenditures for the Ocean and Main Street Sewer Rehabilitation Project, including setting aside $250,000 of Mitigation Funds into a special Public Works Fund to finance future capital improvements in the area. From this budget allocation, $26, 62428. was expended for the preparation of the electrical specifications, plans and structural calculations. The grant amount to MSBIA ( formerly known as the Main Street Merchants Association or MSMA) of $220,000 covered its contract cost of $205,000 with Associated Group and provided an additional $15,000 for other operational project costs.

On September 28, 2004, City Council approved the grant of Mitigation Funds to MSBIA and authorized the City Manager to enter into a License Agreement in the amount of 220,000 for the design, installation, maintenance and operation of the festival lighting system improvements.

In the- FY 2007-08 Budget, Council allocated $50,000 to be used for a Main Street Assessment Study; $25,000 to be used toward operation and maintenance of the festival lights; and $9,600 for sidewalk cleaning.

On May 27, 2008, City Council approved the Resolution of Intention to establish the Main Street Business Area Festoon Lighting and Sidewalk Cleaning Assessment District.

Alternatives
If the assessment district is not approved, MSBIA will continue to pay for the operating expenses and maintenance costs associated with the xenon festoon lighting until the City grant funds are depleted which is estimated to be by the end of 2008. It is anticipated. that the MSBIA will continue to operate the existing festoon lighting on a decreased schedule until full" replacement of the xenon bulbs is needed. At that time, MSBIA may remove the festoon lights from Main Street because of the high replacement costs.
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Packet Pg. 609 Attachment: Formation of Main Street Lighting and Sidewalk Cleaning Assessment District (6332 : Adopt Resolution to Clarify Annual If the assessment district is not approved, MSBIA will continue to pay for the sidewalk cleaning until the City grant funds are depleted. At that time, MSBIA may continue to pay for reduced supplemental sidewalk cleaning per annum.

If the assessment district is unable to get a loan from the City, MSBIA may pursue a loan from another source or MSBIA may remove the festoon lights from Main Street because of the high replacement cost.

Environmental Analysis
The recommended Council action is exempt from CEQA under Section 15301, Existing Facilities.

Public Outreach
Notices of the City's intent to form an assessment district and to hold a public hearing were mailed to property owners on June 6, 2008, more than the required forty-five (45) days in advance of the public hearing. Ballots, to be marked in support of or in opposition to the proposed assessment district, were included with the notices. For ballots to be counted, they must be submitted to the City Clerk prior to the close of the public hearing on the issue.

Financial Impacts. & Budget Actions
If approved, the assessment district would require a loan from the City in the amount of up to $132,000 to be repaid from the assessments over a 5-year period at 7% interest.

At the time of the loan, Finance staff will identify the account number to be used.

City- and Parking Authority-owned property represents 8.88% of the total assessment.

The annual assessments associated with the. City of Santa Monica, properties total 5, 88792. and the annual assessments associated with the Santa Monica. City Parking Authority properties total $2, 03. 081.
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Packet Pg. 610 Attachment: Formation of Main Street Lighting and Sidewalk Cleaning Assessment District (6332 : Adopt Resolution to Clarify Annual Prepared by:

Erika Cavicante, Senior Administrative Analyst
Forwarded to Council:

Andy Agle, Director
Housing and Econo
Attachments:

Attachment 1: Main Street Festoon Lighting and Sidewalk Cleaning Assessment District Diagram
Attachment 2: Engineer's Report
Attachment 3: Resolution of Formation

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Packet Pg. 611 Attachment: Formation of Main Street Lighting and Sidewalk Cleaning Assessment District (6332 : Adopt Resolution to Clarify Annual

STATE OF CALIFORNIA )

COUNTY OF LOS ANGELES )
I, Maria M. Stewart, City Clerk of the City of Santa Monica, State of California, do hereby certify that the attached is a true and correct canvass of the ballots received and authorized through the end of the public hearing held on July 22, 2008, for the Main Street Business Area Festoon Lighting and Sidewalk Cleaning Assessment District.

Ballots Received:

In favor: 46 $ 22, 16531.

Against: 34 $ 22, 56271.

Total Ballots Received: 80

YES VOTES

APN PARCEL ADDRESS OWNER
TOTAL

ASSESSMENT
4289018001 2003 MAIN STREET 2001 MAIN STREET LLC 1, 02390. 4289019024 1901 MAIN STREET AMDA LLC 1,6167.

AMERICAN COMMERCIAL EQUITIES
4288004026 2943 MAIN STREET THREE LLC 789.84

AMERICAN COMMERCIAL EQUITIES
4288004027 2941 MAIN STREET THREE LLC 473.84
4289015022 2307 MAIN STREET AMERICAN COMMERCIAL PROPERTIES I 581.33

AMERICAN COMMERCIAL PROPERTIES
4288012001 2654 MAIN STREET II LLC 1, 03062.

AMERICAN COMMERCIAL PROPERTIES
4288012002 2654 MAIN STREET II LLC 47.42
4288011005 2720 MAIN STREET CAMPBELL JACQUELYN TR 248.96 4288004022 2919 MAIN STREET CHICHA, PHILIPPE AND TUCKER, KAYE 513.34 4288004023 2909 MAIN STREET CHICHA, PHILIPPE AND TUCKER, KAYE 1, 91022. 4288004017 2937 MAIN STREET CHICHA, PHILLIPE AND ROBERT N 263.13 4288004018 2939 MAIN STREET CHICHA, PHILLIPE AND ROBERT N 250.22 4288008009 2924 MAIN STREET ET MAIN LLC 332.87
4288014002 2510 MAIN STREET FIONDELLA, ALICE CO TR 186.79 4288014003 2510 MAIN STREET FIONDELLA, ALICE CO TR 196.07 4288014004 2510 MAIN STREET FIONDELLA, ALICE CO TR 117.09 4288014005 2510 MAIN STREET FIONDELLA, ALICE CO TR 122.59

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Packet Pg. 612 Attachment: Formation of Main Street Lighting and Sidewalk Cleaning Assessment District (6332 : Adopt Resolution to Clarify Annual

APN PARCEL ADDRESS OWNER TOTAL

ASSESSMENT
4288011016 2702 MAIN STREET GILLILAND, GERALDINE TR 548.15 4288003043 2701 MAIN STREET LAMBERT, WILLIAM S AND LENORE TRS 926.13 4288008008 177 PIER AVENUE LIBERTY FISH PARTNERS 284.53 4288003023 2821 MAIN STREET MERICOS REAL ESTATE CO INC 926.13 4288003027 2817 MAIN STREET MERICOS REAL ESTATE CO INC 93.32 4288003028 2817 MAIN STREET MERICOS REAL ESTATE CO INC 93.32 4288003044 2817 MAIN STREET MERICOS REAL ESTATE CO INC 513.34 4288003029 2807 MAIN STREET MERICOS THREE LLC 254.79
4288003026 2817 MAIN STREET MERICOS TOO LLC 93.32
4288002044 2665 MAIN STREET PRICE, HELEN H TR ET AL 1, 46281. 4288001900 2520 2ND STREET SANTA MONICA CITY 158.00
4288002902 2601 MAIN STREET SANTA MONICA CITY 1, 78137. 4288009900 2911 NEILSON WAY SANTA MONICA CITY 684.33
4288010900 2825 NEILSON WAY SANTA MONICA CITY 103.57
4288011900 2725 NEILSON WAY SANTA MONICA CITY 114.87
4288013905 2625 NEILSON WAY SANTA MONICA CITY 158.00
4289021902 2150 MAIN STREET SANTA MONICA CITY 1, 52206. 4289023905 2303 NEILSON WAY SANTA MONICA CITY 2, 81229. 150 ASHLAND SANTA MONICA CITY PARKING
4288009901 AVENUE AUTHORITY 259.42
151 ASHLAND SANTA MONICA CITY PARKING
4288010901 AVENUE AUTHORITY 39.83

SANTA MONICA CITY PARKING
4288011901 150 HILL STREET AUTHORITY 39.50

SANTA MONICA CITY PARKING
4288012900 2612 MAIN STREET AUTHORITY 327.96

SANTA MONICA CITY PARKING
4288012902 2675 NEILSON WAY AUTHORITY 126.40

SANTA MONICA CITY PARKING
4288013900 2640 MAIN STREET AUTHORITY 655.92

SANTA MONICA CITY PARKING
4288013904 2612 MAIN STREET AUTHORITY. 416.79

SANTA MONICA CITY PARKING
4288015901 2435 NEILSON WAY AUTHORITY 215.21
4288010007 2826 MAIN STREET SYME, JOYCE A AND HUGH E 432.40 4288010014 2826 MAIN STREET SYME, JOYCE A AND HUGH E 63.74 4289022012 2230 MAIN STREET WALKER, CLYDE V AND KATHERINE TRS 381.01

TOTAL IN
FAVOR: $ 22, 16531.
2 5.I.a
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Santa Monica City CouncilApril 23, 2024

Santa Monica City Council
April 23, 2024