EXHIBIT B
GAMES AGREEMENT OF THE 2028 OLYMPIC AND PARALYMPIC GAMES 8 7.A.f
Packet Pg. 842 Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session) Games Agreement, Page 1
GAMES AGREEMENT BETWEEN
THE CITY OF LOS ANGELES
AND
THE LOS ANGELES ORGANIZING COMMITTEE
FOR OLYMPIC AND PARALYMPIC GAMES 2028
This Los Angeles 2028 Games Agreement (the “Games Agreement”) is made and entered into as of the date of the last signature set forth below by and among the City of Los Angeles, a municipal corporation (the “City”) and the Los Angeles Organizing Committee for the Olympic and Paralympic Games 2028, a California nonprofit public benefit corporation (the “OCOG”). Collectively, these entities shall be known herein as the “Parties” or individually as a “Party.”
WITNESSETH
WHEREAS, on August 16, 2017, the OCOG, the City, and the United States Olympic and Paralympic Committee (the “USOPC”) entered into that certain Memorandum of Understanding (as amended from time to time, the “MOU”), which set forth certain governing principles regarding hosting the 2028 Olympic and Paralympic Games (the “2028 Games”) to ensure the 2028 Games positively impact the community;
WHEREAS, the MOU provided that, were the City selected to host the 2028 Games, the OCOG and the City would enter into a definitive “Los Angeles 2028 Games Agreement” that would incorporate the terms of the MOU (including with respect to Enhanced City Resources (as defined in Section 7.2) in support of the 2028 Games) and set forth other customary terms and conditions to provide a critical framework for how the OCOG and the City will work together, along with a framework for engaging other municipalities related to 2028 Games delivery;
WHEREAS, on September 13, 2017, the City was selected by the International Olympic Committee (the “IOC”) to host the 2028 Games;
WHEREAS, the Parties acknowledge and agree that this Games Agreement constitutes the “Los Angeles 2028 Games Agreement” referenced in the MOU;
WHEREAS, in connection with the selection of the City as the host of the 2028 Games, the City, the OCOG, the IOC, and the other parties thereto entered into that certain Host City Contract effective as of September 13, 2017 (as amended or otherwise modified from time to time, the “Host City Contract”), which, among other things, sets forth the primary obligations of the City and the OCOG in connection with the planning, organizing, financing, and staging of the 2028 Games; WHEREAS, the Host City Contract is comprised of, among other things, the HCC – Principles, the HCC – Operational Requirements, and the Candidature Commitments (as each such term is defined in the Host City Contract);
WHEREAS, the Parties desire to work together in good faith to host a safe and fiscally-responsible 2028 Games that are consistent with the long-term interests and values of the City and the people of Los Angeles;
WHEREAS, the Parties are committed to developing and operating in accordance with an operating budget for the 2028 Games that is prudent, realistic, and designed to protect taxpayers by mitigating financial risk and, hence, shall conduct 2028 Games-related operations in accordance with the goal of delivering a fiscally responsible 2028 Games;
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WHEREAS, the Parties’ plan to host the 2028 Games mitigates taxpayer risk and carbon footprint by maximizing the use of existing and planned world-class facilities, operators, and venues; WHEREAS, the Parties acknowledge that the risk-mitigation features of the OCOG Budget (as defined in Section 6.4) are enhanced by the inclusion of a substantial Contingency (as defined in Section
12.4) to protect the OCOG and the City against the financial risk of additional costs arising from unknown events and changed circumstances that may arise during the 2028 Games planning and delivery process; WHEREAS, the Parties’ risk-mitigation planning shall be further enhanced by an insurance package for the 2028 Games that shall be negotiated and purchased by the OCOG and shall be comprehensive, both in its coverage and scale;
WHEREAS, the Parties desire to build upon the Parties’ careful risk mitigation planning that has been cooperatively undertaken to date by memorializing herein their intentions concerning certain material terms of their relationship in regard to hosting the 2028 Games; WHEREAS, the Parties affirm through this Games Agreement a continued shared set of values of innovation and a community-centered focus by which the 2028 Games will be designed and executed, including a guiding principle of maximizing the public benefit with commitments on sustainability, resiliency, innovation, diversity, equity, and inclusion, while fully mitigating any negative impact to communities, in particular those located near 2028 Games venues; WHEREAS, the Parties recognize the value of sport as a way to celebrate human achievement and connect local and global communities in unique and powerful ways, acknowledging the benefit of both elite competition and recreational sport;
WHEREAS, the Parties recognize the City’s racial, gender, physical ability, sexual orientation, and socio-economic diversity as a strength and intend that the OCOG, its Board of Directors, and all of its committees reflect such strength;
WHEREAS, the Parties celebrate the IOC’s leadership role in supporting the UN Women in the Sports for Generation Equality initiative, which aims to advance gender equality and the empowerment of women and girls in and through sport, and, as such, seek to ensure that the OCOG, its Board of Directors, and its committees maintain gender parity;
WHEREAS, the Parties desire to ensure the 2028 Games reflect a commitment to sustainability as a guiding principle and to seek opportunities to create a lasting, positive impact through fiscal, social, and environmentally responsible practices and a commitment to engagement with all communities, including historically disadvantaged communities, in Los Angeles; WHEREAS, the Parties recognize that the 2028 Games provide a unique platform to empower meaningful shared economic opportunity across the Los Angeles community and to engage the community in creative, inclusive, innovative, and diverse education, arts, and culture opportunities and youth sports; WHEREAS, the period of OCOG operations will necessitate that the City and the OCOG meet regularly;
WHEREAS, local governmental viewpoints are an essential constituent of the OCOG’s operation of the 2028 Games;
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WHEREAS, the Parties acknowledge and agree that, pursuant to Section 3 of the HCC – Principles, all agreements relating to the incorporation and existence of the OCOG, including this Games Agreement, shall be submitted to the IOC for its approval; and
NOW, THEREFORE, in consideration of the mutual benefits to be derived by the Parties, and of the promises contained in this Games Agreement, the Parties hereby agree as follows:
Section 1. Recitals. The recitals set forth above are fully incorporated into this Games Agreement.
Section 2. Purpose. The purpose of this Games Agreement is to set forth certain material terms of the relationship between the City and the OCOG.
Section 3. Voluntary. This Games Agreement is voluntarily entered into for the purpose set forth in Section 2 above.
Section 4. Term. This Games Agreement shall become effective on the date of the last signature set forth below by the Parties and shall remain in effect until the earlier of (i) the date the OCOG ceases to exist and (ii) the date of the express written agreement of each of the Parties hereto to terminate this Games Agreement. On the date that this Games Agreement becomes effective, the MOU shall automatically terminate, pursuant to, and in accordance with, Section 5 thereof.
Section 5. City Liaisons. The City hereby designates the Mayor (or his, her or their designee), the City Administrative Officer (the “CAO”) (or his, her or their designee), the Chief Legislative Analyst (the “CLA”) (or his, her or their designee), and the City Attorney (or his, her or their designee) as the City’s liaisons to the OCOG (the “City Liaisons”).
Section 6. OCOG Roles and Responsibilities; Certain Operational Plans.
6.1 Board of Directors, City Representatives. The City shall have no less than 1/6 of the voting members (the “City Representative(s)”) of the OCOG Board of Directors and each of its committees, including the executive committee. The City’s representation on the OCOG Board of Directors and any committee shall be rounded up to the next whole number. No OCOG committee possessing the legal authority to act on behalf of the OCOG Board of Directors in respect of one or more matters, including, but not limited to, the executive committee, shall have fewer than two (2) City Representatives, except that any audit committee, conflicts committee or any committee created after the effective date of this Games Agreement shall have only one (1) City Representative if the audit, conflicts, or any such newly created committee is made up of six (6) or fewer voting members.
6.1.1 The Parties agree that the City will determine its City Representatives on the OCOG Board of Directors and the assignment of such City Representatives on any related OCOG committee, as described in Section 6.1. At the request of Los Angeles City Council (“Council” or “City Council”), City Representatives may be required to report back to Council on the progress of the OCOG as it relates to the impact on the City of Los Angeles.
6.1.2 A municipality other than the City shall not be entitled to a representative on the OCOG Board of Directors or any of its committees, including the executive committee, until the OCOG obtains City (defined as both Council and Mayoral) approval.
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6.2 City Funds. The OCOG shall not make any commitment related to any City funds or any City financial guarantee without the express approval of the City.
6.3 Power to Bind. Each of the Parties acknowledges and agrees that it shall not have any authority to bind the other to any legally binding obligation unless that authority has been granted to it by such other Party.
6.4 OCOG Budget. The Parties acknowledge and agree that the OCOG shall plan, organize, and deliver the 2028 Games within a total project budget for the 2028 Games (the “OCOG Budget”). The OCOG Budget shall include Revenue Line Items and Cost Line Items. As used herein, “Revenue Line Items,” individually or in the aggregate, is limited to the following IOC-identified revenue categories: (1) the IOC’s contribution; (2) the TOP Programme (gross); (3) domestic sponsorships (gross); (4) ticket sales; (5) licensing and merchandise; (6) government contributions; (7) lotteries; and (8) other revenues. As used herein, “Cost Line Items”, individually or in the aggregate, is limited to the following IOC-identified cost categories: (A) venue infrastructure; (B) sport, games services and operations; (C) technology; (D) people management; (E) ceremonies and culture; (F) communications; marketing and look; (G) corporate administration; (H) Legacy and Impact Programs; (I) other expenses; and (J) Contingency. Each of the foregoing Revenue Line Items and Cost Line Items shall be determined as represented in Table 121a of the IOC Candidature Questionnaire Olympic Games 2024. Beginning in 2024, in all reports to the City, the Contingency shall reflect the following sub-categories: Unallocated Contingency and Allocated Contingency (as such terms are defined in Section 12.4.1). Should the OCOG and the City desire to include additional Revenue Line Items or Cost Line Items, the OCOG and the City can do so at any time upon the written mutual consent of the OCOG and the City.
6.5 Games Delivery Plan. The OCOG will consult directly with the City regarding updates to the Games Delivery Plan (as defined in the Host City Contract), including collaborating on elements of 2028 Games delivery that materially impact venue plans and related transportation, accommodation, or City resources plans, or shared goals and commitments on legacy, sustainability, and risk.
6.5.1 City Integration Plan. The OCOG shall establish and maintain, in Close Coordination With The City (as defined in Section 16.11) and as an element of the Games Delivery Plan, a plan to detail the links between all 2028 Games-related operating plans and the City’s connections, dependencies, key stakeholders, and delivery partners (the “City Integration Plan”). The City Integration Plan shall include plans and public guidance for live sites and activations to be held within the City in conjunction with the 2028 Games. The City Integration Plan shall be completed by March 31, 2026 and updated thereafter not less than annually.
6.5.2 Dissolution Plan. The OCOG shall establish, in Close Coordination With The City, a dissolution plan to be included in the Games Delivery Plan not later than March 31, 2027. This plan should detail the roles and responsibilities of all applicable parties in (i) the full demobilization, disposal, transfer, closure, and settlement of assets, resources and data and (ii) the potential for the City to reuse certain 2028 Games materials and equipment (e.g., temporary venues) in a manner consistent with sustainability commitments and third party intellectual property rights.
6.6 Material Event Relocation. The Parties acknowledge, agree, and anticipate that, given the 2028 Games events are not scheduled to take place until 2028 and given that the Los Angeles region continues to add to its already expansive inventory of world class sports venues, relocating a
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competition event may benefit the presentation of the 2028 Games. Prior to relocating certain Olympic events (a “Certain Event”), the OCOG shall inform the City and obtain its written consent (which shall not be unreasonably withheld, conditioned, or delayed) if such relocation both moves a Certain Event out of the City and constitutes an amendment to the venue plan submitted to the City on January 18, 2017. For purposes of this Section 6.6, the following are Certain Events: any competition event to be held at a venue located in the City, the Media Village, and the Athletes Village.
6.7 Open and Closing Ceremonies. The OCOG shall present and obtain Council’s written approval to any changes to the plan for the Official Opening and Closing Ceremonies of the 2028 Games approved by the City on January 25, 2017.
6.8 Host City Contract Plans and Programs. The HCC – Operational Requirements address a wide range of requirements that the OCOG will be obligated to address. Many of these requirements include the preparation of programs, plans, and studies. The OCOG shall work in coordination with the City Liaisons to determine the City’s role in the development of these programs, plans, and studies, as well as any related programs, plans, and studies needed to deliver the 2028 Games and the legacy thereof. The City has initially identified the following as subjects of significant impact, as well as those that may be identified elsewhere in this Games Agreement.
6.8.1 Mobility and Transport Plan. The OCOG shall lead, in Close Coordination With The City, the establishment of a mobility and transportation plan for the 2028 Games (the “Mobility and Transportation Plan”) via the convening of “2028 Games Mobility Executives” (“GMEs”) consisting of City, regional, and State transportation leaders. The GMEs shall develop the Mobility and Transportation Plan, which shall include, among other things, detail on the “Games Route Network”, state and federal coordination, mobility hubs and depots, demand management, community engagement, communications planning, collaboration opportunities with Olympic marketing partners, and other related matters.
6.8.1.1 Arrivals and Departures. The Parties agree to develop an “Airport Operations Plan” (in addition to any applicable Venue Service Agreement (VSA, as defined in Section 7.4) or venue agreement at areas otherwise impacted by such plan), to be led by Los Angeles World Airports in collaboration with regional stakeholders and other ports of entry. This plan shall outline how Los Angeles World Airports will operate at 2028 Games time as an element of the Games Delivery Plan and define, as it relates to such airports, the accessible services, flows, and amenities available for the 2028 Games.
6.8.2 Public Safety Planning. The Parties acknowledge and agree that they, along with the California Office of Emergency Services, have heretofore entered into that certain Memorandum of Understanding (as amended or otherwise modified from time to time, the “Cooperative MOU”) respecting the establishment of the California Olympic and Paralympic Public Safety Command (the “Cooperative”). The Cooperative shall (i) be governed in accordance with the terms set forth in the Cooperative MOU and (ii) facilitate the planning, resourcing, management, and delivery of safety and security at the 2028 Games in anticipation of the federal government’s designation of the 2028 Games as a National Special Security Event (an “NSSE”) (in accordance with the terms of the Cooperative MOU).
6.8.2.1 The terms governing any deployment by the City of public services related to, or originating from, the Cooperative (including any terms with respect to payment to the City therefor) shall be established and set forth in connection with the planning and strategy activities undertaken by the parties to the Cooperative MOU (and be subject to the terms thereof), or be determined
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through the NSSE structure. Consistent with processes set forth in federal guarantees submitted to the IOC, the Parties agree to work together through the Cooperative (including as the Cooperative will be integrated into the NSSE structure pursuant to the terms of the Cooperative MOU) to have all costs recovered associated with public safety and security in support of the 2028 Games.
Section 7. Delivery of City Resources.
7.1 Normal and Customary Services. The City shall provide within each Games Footprint (as defined in Section 7.4.2)— and at the City’s cost and expense—public services at the level and range that would be customarily provided by the City at the time a Games Footprint is deemed to be in effect were the 2028 Games not to then be occurring (the “Normal and Customary Services”), as determined in accordance with Section 7.1.1.
7.1.1 The City and OCOG agree to meet on at least an annual basis and, by October 1, 2024, mutually agree (in writing) on the Normal and Customary Services. The Parties will collaborate in good faith, exchange information relevant to the City’s provision of Normal and Customary Services, and use relevant data, including the costs of corresponding public services provided by the City for the City’s fiscal years 2022, 2023, and 2024 (which such data shall be utilized for purposes of establishing an underlying historical trend in furtherance of projecting the Normal and Customary Services).
7.2 Enhanced City Resources Master Agreement. The City shall provide within each Games Footprint—and at the OCOG’s cost and expense—public services in support of a successful 2028 Games at levels and/or ranges above those applicable to the Normal and Customary Services (the “Enhanced City Resources”). The OCOG shall negotiate with the City in good faith (by and through the City Liaisons) to, by October 1, 2025, enter into one agreement, the Enhanced City Resources Master Agreement (the “ECRMA”), pursuant to which the City shall provide the Enhanced City Resources. The ECRMA shall include, among other things, terms establishing services, service levels, unit costs, rates, a repayment timeline, audit rights (including as it relates to City labor agreements), and other schedule, process, and cost estimation considerations. The rates set forth in the ECRMA will be adjusted to reflect the actual rates included in existing City labor agreements effective during the delivery of any Enhanced City Resources.
7.2.1 The City designates the CAO and CLA as its administrator for the ECRMA and VSAs or any other agreement pertaining to the use of Enhanced City Resources between the City and OCOG. The CAO shall coordinate City-wide administrative oversight, budgetary control, receipt of payments for Enhanced City Resources from the OCOG, reconciliation of costs and services, and any requests which may require further approval by the City.
7.2.2 For the avoidance of doubt, (i) the ECRMA (and, in turn, and as described in Section 7.4, the VSAs) shall set forth the specific Enhanced City Resources to be provided by the City, and (ii) subject to the terms of (x) City contracts in effect as of the effective date hereof and (y) any applicable law, statute, ordinance, regulation, or other applicable rule or order of a governmental authority (including ethical and conflict of interest guidelines and policies) (“Applicable Law”), nothing in this Games Agreement shall be construed so as to obligate the OCOG to utilize the City for the provision of any given service in connection with the 2028 Games (other than the Normal and Customary Services), in each case of clauses (i) and (ii), for the further avoidance of doubt, without limiting Sections 7.1 and 7.1.1.
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7.3 Supplemental Matters re: ECRMA. The ECRMA shall include terms and processes with respect to (i) determining, in real-time, reimbursement of costs incurred by the City in providing Enhanced City Resources required in response to mutually agreed upon categories of unplanned public health and safety incidents; (ii) Identified Venue (as defined in Section 7.4) access protocols; and (iii) other matters as may be mutually agreed to by the Parties (e.g., as and to the extent applicable, reimbursement to the City for certain mutually agreed upon, unavoidable, and mitigated Cityincurred costs that are directly attributable to providing necessary public services to City residents via alternative mechanisms as a direct result of the occurrence of 2028 Games events in the Games Footprints).
7.4 Venue Services Agreements. The ECRMA shall include material terms and processes pursuant to which the City shall provide Enhanced City Resources at certain mutually identified venues or sites that will host 2028 Games and/or 2028 Games related events (the “Identified Venues”). The Parties shall, with respect to each Identified Venue, enter into an agreement that governs the specific provision of Enhanced City Resources and is consistent with the material terms and processes set forth in the ECRMA and elsewhere in this Section 7.4 (each, a “VSA”) by no later than October 1, 2026.
7.4.1 Identification of Enhanced City Resources at Identified Venues. The VSAs will be negotiated by the Parties and executed based on mutual consent for each Identified Venue. Each VSA will identify, among other things, (i) Enhanced City Resources to be provided by the City; (ii) to the extent not otherwise contained in the ECRMA, processes for estimating Enhanced City Resources expenses (e.g., rates and unit costs); (iii) access rights to the applicable Identified Venue; and (iv) the Games Footprint for the applicable Identified Venue. The OCOG shall coordinate the development of the VSAs with the CAO (by and through its City Liaison(s)), who shall, in turn, ensure coordination with any relevant City department or planning body in order to facilitate City-wide administrative oversight, budgetary control, and any requests which may require further approval by the Mayor and Council.
7.4.2 Games Footprint. The Parties acknowledge and agree that the Enhanced City Resources to be provided under a given VSA shall be estimated based on a geographical footprint that (i) is deemed to be in effect for the periods of time that 2028 Games and/or 2028 Games related events are to occur at an Identified Venue and (ii) determines the physical boundaries of such Identified Venue with view to its specific geographic location, the events to be held at the applicable Identified Venue, and relevant characteristics of the community in which the Identified Venue is located (each such footprint, a “Games Footprint”). The Games Footprint of an Identified Venue shall be specifically defined within its VSA and established by the OCOG.
7.4.3 Early Planning for Enhanced City Resources and Venues. The Parties acknowledge and agree that planning for Enhanced City Resources and Identified Venues has begun prior to the execution of this Games Agreement and will continue through the execution of the ECRMA and VSAs.
7.5 Non-Venue Services Agreement. In light of the City’s unique role among governmental entities participating in the delivery of the 2028 Games (and as it concerns the City’s provision of certain services that are not exclusive to the VSAs (e.g., with respect to governance, planning, City Liaison services, etc.), the Parties shall, by no later than January 31, 2024, enter into an agreement (the “NonVenue Services Agreement”) setting forth the terms and conditions (including those of this Section
7.5 and other applicable provisions of this Games Agreement) by which the OCOG shall, at mutually agreed upon intervals and subject to Applicable Law, reimburse the City for certain mutually agreed
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upon direct salary amounts of up to four (4) City Liaison staff members (on a full-time equivalent basis). The OCOG’s obligation to reimburse the City pursuant to the Non-Venue Services Agreement shall be limited to and/or conditioned upon (as applicable) (i) time spent by applicable City Liaison staff working on City matters mutually deemed to be in direct support of the 2028 Games; (ii) receipt by the OCOG of reasonably detailed invoices evidencing such time; (iii) customary auditing procedures; and (iv) other customary terms and conditions to be included in the Non-Venue Services Agreement. For the avoidance of doubt, the Parties (x) shall mutually agree upon payment timing and structure within the Non-Venue Services Agreement and (y) subject to compliance with this Section 7.5, may include in the Non-Venue Services Agreement additional customary terms and conditions (e.g., the ability for the OCOG to request additional City staff support and, in connection therewith, reimburse the City for certain direct salary expenses in amounts above those referenced in the first sentence of this Section 7.5 (on terms and conditions mutually agreed to by the Parties)).
The City services and support described in this Section 7.5 shall not be deemed Enhanced City Resources hereunder.
7.6 City Resources Agreements with Other Municipalities.
7.6.1 Substantially Identical. Except in cases of articulable differences between municipalities (e.g., if in certain municipalities, services above normal and customary levels are performed by private entities or other differentiating circumstances), the municipal services above normal and customary levels and related processes set forth in each agreement that the OCOG enters into with other municipalities for the provision of municipal services shall be substantially identical to the Enhanced City Resources, as well as the processes for identifying such services as described herein.
7.6.2 Notification. In the event the OCOG and a municipality other than the City agree to articulable differences with respect to the provision of municipal services above normal and customary levels (as compared to the provision of Enhanced City Resources as set forth herein), the OCOG shall notify the City in writing, specifying the articulable differences between municipalities, to the maximum extent practical, prior to the municipality rendering such municipal services.
7.6.3 IOC Requirements. The Parties further acknowledge that each municipality containing a venue is required to provide a guarantee for the 2028 Games to the IOC that the municipality shall cooperate with the OCOG and that the municipality shall charge no more than its ordinary and customary prices for goods and services, including but not limited to, police, fire, sanitation, traffic and parking control, associated with the 2028 Games. The OCOG will ensure that this IOC requirement is adhered to with respect to any municipality containing a venue for the 2028 Games.
7.7 Compensation.
7.7.1 Calculation of Compensation for Enhanced City Resources. The Parties agree that compensation for Enhanced City Resources will be calculated based on the unit and rate of a given Enhanced City Resource identified in the ECRMA and/or VSAs.
7.7.2 Recession Principle. The Parties acknowledge and agree that the OCOG’s compensation to the City for Enhanced City Resources shall be used to supplement Normal and Customary Services. Accordingly, should the City, in its sole discretion, decide to decrease the level and/or range of Normal and Customary Services established pursuant to Section 7.1.1 due to a
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financial recession or any other reason, the Parties acknowledge and agree that (i) the OCOG’s obligation to compensate the City for the provision of public services hereunder shall remain limited to payment for public services provided at levels and/or ranges above those established pursuant to Section 7.1.1 and (ii) the City shall remain solely responsible for providing public services (x) at the levels and ranges established pursuant to Section 7.1.1 (at the City’s cost and expense) and (y) at the levels and ranges above those established pursuant to Section 7.1.1 and as set forth in the ECRMA and/or VSAs (at the OCOG’s cost and expense).
7.7.3 Capital Assets Rental Principle. If certain capital assets (i.e., those assets other than people) are needed to temporarily deliver Enhanced City Resources, the Parties acknowledge and agree that such capital assets should be rented (through existing mutual aid agreements, other rental mechanisms, etc.) and not purchased exclusively to meet 2028 Games requirements. The Parties further acknowledge and agree that if the City decides to purchase capital assets exclusively to meet 2028 Games requirements, the OCOG will solely be responsible for the market rental rate for the use of such purchased capital asset for the period of time it is utilized to provide an Enhanced City Resource.
7.7.4 Time-shifting of Public Services. The Parties acknowledge and agree that City public services that are time-shifted to support 2028 Games requirements but are not otherwise provided at levels above the Normal and Customary Services established pursuant to Section 7.1.1 (e.g., the timing of certain road repairs) will not be calculated as Enhanced City Resources, unless such time shift requires repayment of overtime in accordance with existing labor agreements.
7.7.5 City Permits and Other Mandatory Fees. As provided in Section 7.1, the OCOG shall not be required to compensate the City for any costs, fees, charges, or expenses incurred by the City in connection with Normal and Customary Services. Notwithstanding the foregoing, nothing herein shall relieve the OCOG from the obligation to pay permit fees and all other fees usually required for the issuance of any permit, plan check inspection, and the like which would be required absent this Games Agreement; provided, however, that if any such fee or cost has been included in calculating the costs of Enhanced City Resources in a VSA (and/or the ECRMA), then no additional charge to the OCOG shall apply.
7.7.6 Ordinary and Customary Prices. In accordance with Section 7.6.3 above, and notwithstanding anything to the contrary set forth in this Games Agreement, the Parties acknowledge and agree that, with respect to the provision of Enhanced City Resources and any other City service or support contemplated to be provided at a cost to (or otherwise paid by) the OCOG hereunder, the City shall charge the OCOG no more than the City’s ordinary and customary prices (as such ordinary and customary prices are reasonably understood as of the date hereof, subject to commercially reasonable adjustments for inflation).
7.8 Payment Timing and Structure. The OCOG and the City shall mutually agree on payment timing and structure terms within the ECRMA (as such terms may be further clarified in the VSAs) for any Enhanced City Resources provided prior to the 2028 Games or in support of the 2028 Games (or any other mutually agreed upon matter requiring payment by the OCOG thereunder). Without otherwise limiting this Section 7.8, the Parties acknowledge and agree that such terms shall provide for a mutually agreed upon payment schedule that reflects a customary and reasonable relationship between pace of payment and the times at which Enhanced City Resources are delivered (or the times at which any other mutually agreed upon matter requiring payment by the OCOG thereunder is undertaken).
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7.9 Reimbursement for Certain Services. The Parties acknowledge and agree that the City is unique among other governmental entities participating in the delivery of the 2028 Games, as the City is the primary municipal services provider and official Host City (as defined in the HCC – Principles) for the 2028 Games. The OCOG and the City further acknowledge and agree that the City is distinct in the City’s capability to provide certain services, and in the corresponding need for the City to be reimbursed for those services. Accordingly, the City shall be reimbursed prior to any other municipality for any municipal resources or services. For the avoidance of doubt, the terms of this Section 7.9 shall not be subject to Section 7.6.1.
Section 8. Legacy Entity; Community-Centered Commitments.
8.1 Legacy Entity.
8.1.1 Surplus Oversight; Governance. The Parties acknowledge that, pursuant to Section 10 of the HCC – Principles, any Surplus resulting from the planning, organizing, financing and staging of the 2028 Games shall be divided as follows: (i) twenty percent (20%) to the Host NOC (as defined in the HCC – Principles) and (ii) eighty percent (80%) to the OCOG to be used for the general benefit of sport and youth in the Host City and the Host Country (as defined in the HCC – Principles), as may be determined by the OCOG in consultation with the Host City and the Host NOC. Accordingly, the OCOG agrees that, upon the final determination of any Surplus, any Surplus that ultimately passes to the exclusive control of the OCOG (the “OCOG Surplus Share”) shall, in turn, ultimately be held, disbursed, and utilized via, and according to determinations made by, a new and private entity to be established by the OCOG (the “Legacy Entity”) as an aspect of the OCOG’s legacy planning and activities, on the terms set forth in this Section 8.1.1 (or elsewhere in this Games Agreement) and others as may be set forth in the Legacy Entity’s governance and/or formation documents. The OCOG shall work in good faith to establish the Legacy Entity by no later than January 31, 2028. The Legacy Entity shall be governed by a board (or other comparable governing body) to, at all times, and on each of its committees (including the executive committee or other comparable committees), be exclusively comprised of an equal number of individuals designated by each of (x) the OCOG (or its designee(s)) (such individuals, the “OCOG Designees”) and (y) the City (such individuals, the “City Designees”). The Parties further acknowledge and agree that such City Designees may include City employees and, at the City’s discretion, individuals not employed by the City. The officers of the Legacy Entity shall include a chairperson, who shall be mutually selected by the OCOG Designees and City Designees. For the avoidance of doubt, any OCOG Surplus Share held by the Legacy Entity will, at all times, be utilized in accordance with the terms of Section 10 of the HCC – Principles.
8.1.1.1 As used in this Games Agreement, the term “Surplus” means the cash surplus resulting from cash revenues minus cash expenses, in relation to the OCOG Budget and calculated at the determination of the OCOG's final contingent liabilities.
8.1.2 Legacy Plan and Oversight. The OCOG shall, in Close Coordination With The City and in connection with the establishment of the Legacy Entity on the terms herein set forth, develop a legacy plan consistent with the objectives of the Host City Contract (the “Legacy Plan”). The Legacy Entity shall oversee the fulfilment of the Legacy Plan and the sustainability, equity, and other legacy requirements described in the Host City Contract (e.g., actions in furtherance of increasing access and opportunity for all people, including those from historically marginalized groups, in an equitable manner and expanding access to youth sport in an equitable manner). In so overseeing fulfillment of the overall 2028 Games legacy vision, the
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Legacy Entity may, upon the conclusion of the 2028 Games (and to the extent not in contravention of Section 8.1.1), continue to execute and fulfill applicable activities and/or initiatives developed by (or in connection with) the (i) accessibility awareness program contemplated by Section 8.2.1; (ii) Human Rights Strategy (as defined in Section 8.2.2); (iii) community engagement strategies and programs contemplated by Sections 8.3 – 8.3.2; and (iv) the Working Groups (as defined in Section 10.1.2).
8.2 Community-Centered Commitments. The OCOG is committed to delivering a socially, economically, and environmentally responsible 2028 Games and, in so doing, leaving a lasting community-centered Olympic legacy in the City. In accordance with, and through, such commitment to responsibly execute the 2028 Games, the OCOG shall consistently seek opportunities to give back to the people of Los Angeles. Accordingly, the Parties agree as follows:
8.2.1 Accessibility. The OCOG shall ensure that the venues hosting 2028 Games and/or 2028 Games-related events are accessible to persons with physical disabilities. The OCOG agrees to cooperate with the City to provide an accessibility awareness program for specific cultural and entertainment attractions, as well as to visitor/tourist services for spectators, the media, and the wider Olympic and Paralympic family. The plan for such program and enhancements shall be included in the City Integration Plan.
8.2.2 Human Rights Strategy. The OCOG shall develop and implement, in Close Coordination With The City, a human rights strategy for the 2028 Games that demonstrates its commitment to human rights protections for the people of Los Angeles and other 2028 Games-involved communities (the “Human Rights Strategy”). The Human Rights Strategy shall include, among other things, detailed measures pursuant to which the OCOG shall seek to (i) identify potential human rights risks (including to social, economic, political, workers’, and civil rights) and potential adverse human rights impacts in the context of the 2028 Games; (ii) implement processes and measures to address and remedy any adverse impacts of the type contemplated by the foregoing clause (i), if and when they occur; (iii) prevent or mitigate adverse human rights impacts directly linked to the OCOG’s operations, products, services and business relationships with third parties; (iv) consult with groups potentially impacted by the matters described in this Section 8.2.2; and (v) assess its progress with respect to each of the foregoing.
As part of the Human Rights Strategy, the OCOG shall work closely, collaboratively, and together with, and robustly engage, community advocacy organizations; service and local outreach providers; the City and other municipalities; and other key stakeholders to develop partnerships and plans to compassionately and responsibly protect the rights of local unhoused communities at sites hosting 2028 Games and 2028 Games-related events. The development of the Human Rights Strategy shall commence no later than January 1, 2024, be informed by the lessons learned by, and experience of, the OCOG in observing the 2024 Olympic and Paralympic Games, and be completed no later than December 31, 2025.
8.3 Community Engagement and Education. The OCOG shall develop community engagement and education strategies and programs to reasonably ensure that City residents are informed of opportunities and impacts associated with the 2028 Games. These strategies and programs will include a focus on residents and businesses located within, or immediately adjacent to, the Games Footprint of any Identified Venue to reduce the impact of 2028 Games implementation.
8.3.1 Community Access. The OCOG agrees to (i) develop solutions in furtherance of making tickets for 2028 Games, 2028 Games-related, and/or ceremony events (x) available for purchase by City residents and (y) available for purchase by the City at face value (subject to Applicable Law); and (ii) collaborate with the City in furtherance of making affordable tickets to 2028
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Games or 2028 Games-related events available to City residents, including those belonging to historically underserved communities (e.g., as applicable, moderate and low-income individuals; individuals living near venues and live sites; students, military veterans, and youth; and caregivers of persons with high dependencies or disabilities (in cases where the individual with such dependency or disability would be unable to attend the relevant 2028 Games or 2028 Games-related event without the presence of such caregiver)).
8.3.2 Hosting for City Economic Development Programs. The OCOG agrees to reasonably share relevant information, and collaborate, with the City in support of a business attraction program that is (i) developed by the City and its designated non-profit partners and (ii) designed to promote the City and region to an international audience of decision-makers in key sectors, with the goal of producing job opportunities and other long-term economic benefits for area residents.
Section 9. Community Business and Workforce Development Commitments.
9.1 Outreach to Small, Local, and Underrepresented Community Business. The OCOG shall develop and implement, in Close Coordination With The City, a comprehensive, robust program to endeavor to ensure that small, local, and underrepresented businesses have awareness of and access to applicable contract opportunities associated with the planning, production, and delivery of, and are able to participate in, such contracting opportunities provided by the OCOG in connection with the 2028 Games (the “Community Business and Procurement Program”).
9.1.1 The OCOG shall establish, in Close Coordination With The City, goals for the Community Business and Procurement Program that are reflective of the diversity and composition of the Los Angeles economy and population. These goals will include, but not be limited to, a commitment to ensure that local, small, and underrepresented businesses are meaningfully included in the OCOG’s sourcing and bidding processes. In establishing such goals, the OCOG shall, in Close Coordination With The City, seek to draw from the successes of relevant, sector-specific projects and inclusion and diversity initiatives.
9.1.2 As an aspect of its 2028 Games planning activities and operations, the OCOG shall, so as to support its development of the Community Business and Procurement Program (and in Close Coordination With The City), establish and lead a working group (the “Community Business and Procurement Working Group”), which shall include the City. The Community Business and Procurement Working Group may provide such support with view to, among other things, (i) the anticipated business opportunities associated with the 2028 Games; (ii) the ability of the local business community to meet those opportunities; (iii) solutions to barriers facing small, diverse, and underrepresented businesses; (iv) identifying and connecting with community-based organizations, stakeholders, and technical resources available to address those barriers; (v) resource management, sustainable sourcing, and inclusion initiatives (drawing from relevant and successful City initiatives if applicable); and (vi) outreach to community businesses and partnerships to provide technical assistance and greater awareness and participation as it concerns applicable OCOG contracting opportunities associated with the 2028 Games.
9.1.3 The OCOG agrees to work with the City to utilize the City’s regional solicitation system (currently LABAVN) as it concerns applicable OCOG contracting opportunities related to or supporting the 2028 Games.
9.2 Workforce Development and Local Hire. The OCOG shall develop and implement, in Close
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Coordination With The City, a workforce development program in furtherance of ensuring that the 2028 Games workforce is fully representative of the multi-dimensional diversity of the people of Los Angeles (the “Local Hire Program”).
9.2.1 The OCOG shall establish, in Close Coordination With The City, goals for the Local Hire Program that further, as it concerns the 2028 Games workforce, the hiring of individuals belonging to communities that have been historically underrepresented in the workforce or have faced barriers to employment. In establishing such goals, the OCOG shall, in Close Coordination With The City, draw from the successes of relevant, sector-specific projects.
9.2.2 As an aspect of its 2028 Games planning activities and operations, the OCOG shall, so as to support the Local Hire Program (and in Close Coordination With The City), establish and lead a working group (the “Local Hire Working Group”), which shall include the City. The Local Hire Working Group may provide such support with view to, among other things, (i) anticipated staffing needs associated with the 2028 Games; (ii) the ability of relevant communities to meet those needs; (iii) pathways, internships, and training programs for youth and transitional workers; (iv) identifying and connecting with community-based organizations, stakeholders, and technical resources available to address any identified barriers facing communities referenced in the foregoing clause (ii); and (v) inclusive hiring initiatives (drawing from relevant and successful City initiatives if and where applicable).
9.2.3 The Local Hire Working Group shall, moreover, consistent with Section 9.2.2, (i) seek to draw from the work of the City’s Personnel Department and Economic and Workforce Development Department; (ii) consider leveraging the respective prospective hiring pools of Los Angeles regional and City local hire programs; (iii) seek opportunities to benefit from the Los Angeles region’s best workforce development practices; and (iv) consider drawing on local, established worksource training, upskilling, and career preparation pathways and hiring programs.
9.2.4 As part of the Local Hire Program, the OCOG shall develop and establish, in Close Coordination With The City, a volunteer program and implementation plan for the 2028 Games (collectively, the “Volunteer Program”) in furtherance of the City and OCOG’s shared principles of maximizing public benefit in connection with the hosting of the 2028 Games and creating a positive shared experience for, and engendering 2028 Games-related pride in, members of local communities. The Volunteer Program shall strive to provide youth and transitional workers with pathways to gain skills for post-2028 Games employment.
9.3 Process Considerations.
9.3.1 Timeline. The Community Business and Procurement Working Group and Local Hire Working Group (each, a “Community/Local Working Group”) shall each be established by the OCOG (in Close Coordination With The City) by no later than March 31, 2023. The goals of each of the Community Business and Procurement Program and the Local Hire Program shall be established by the OCOG (in Close Coordination With The City) by, in each case, no later than March 31, 2025.
9.3.2 Reporting. Beginning, in each case, with the first Annual Report (as defined in Section 13.2) submitted by the OCOG after the establishment of a given Community/Local Working Group, the OCOG shall include in such report an update on the activities of any Community/Local Working Group theretofore established (as further described in Section 13.2.9).
Section 10. Sustainability Commitment.
10.1 Sustainability Commitment. The Parties agree to collaborate, in the manner set forth in this Section
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10, on hosting a sustainable 2028 Games.
10.1.1 The OCOG shall develop and implement, in Close Coordination With The City, a sustainability plan for the 2028 Games (the “Sustainability Plan”) that is consistent with ISO 20121 standards and supports advancement of the City’s applicable sustainability goals (e.g., the City’s goals for zero carbon transportation, zero carbon grid, zero carbon buildings, zero waste, and zero wasted water). The Sustainability Plan shall incorporate the City’s commitments to assist the OCOG in (i) delivering low waste, renewable energy, and decarbonized transportation solutions for the 2028 Games; (ii) establishing clear metrics and goals, along with steps to establish sustainability management and reporting systems (including the goal to contribute to the United Nation’s Sustainable Development Goals in accordance with the HCC – Principles); and (iii) developing guidelines for (a) responsible sourcing, (b) pathways for community engagement, (c) milestones to update goals and report on measures of impact, (d) engagement of key sustainability stakeholders, including the City and delivery partners, and (e) developing a carbon management plan, consistent with Host City Contract obligations, that explores options to achieve carbon neutral footprint over the duration of all 2028 Games-related activity.
10.1.2 As an aspect of its 2028 Games planning activities and operations, the OCOG shall, so as to support the Sustainability Plan (and in Close Coordination With The City), establish and lead a working group (the “Sustainability Working Group” and, together with the Community/Local Working Groups, the “Working Groups”), which shall include the City.
10.1.3 The OCOG shall ensure that the City sets up an energy council (the “Games Energy Council”) that brings together the OCOG, the City and all parties (e.g., relevant City agencies and utilities, non-City municipalities, non-City agencies and utilities) responsible for delivery of power infrastructure and service to 2028 Games-related infrastructure projects, venues, and events.
The Games Energy Council shall (i) be set up not later than March 31, 2024; (ii) define readiness beyond business as usual; (iii) facilitate decision-making and cooperation necessary to optimize and meet required levels of service; and (iv) develop, as applicable, plans for the OCOG’s consideration in furtherance of the OCOG’s successful implementation of relevant elements of the Sustainability Plan. The Games Energy Council shall conduct its activities in accordance with (x) the principle that decisions made by it shall not result in increases to the OCOG Budget and (y) governance documents to be mutually agreed upon by the Parties.
10.2 Process Considerations.
10.2.1 Timeline. The Sustainability Working Group shall be established by the OCOG (on the terms set forth above in this Section 10) by March 31, 2023. The Sustainability Plan shall be established by the OCOG (on the terms set forth above in this Section 10) by no later than March 31, 2025.
10.2.2 Reporting. Beginning, in each case, with the first Annual Report submitted by the OCOG after the establishment of the Sustainability Working Group, the OCOG shall include in such report an update on the activities of the Sustainability Working Group (as further described in Section
13.2.9).
Section 11. Arts and Culture.
11.1 Cultural Olympiad. The OCOG shall, in Close Coordination With The City and in consultation with other stakeholders, develop a plan for an arts and culture program (the “Arts and Culture Plan”) that seeks to operationalize equity and inclusion through outreach to local artists, cultural producers, and vendors to ensure that they are invited to collaborate, exchange ideas, and leverage 2028 Games-times
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experiences across culturally diverse neighborhoods, and have the opportunity and capacity to bid, propose, and receive contracts to produce local events, festivals, and cultural experiences in conjunction with the 2028 Games cultural program.
11.2 Arts and Culture Plan Integration. The Arts and Culture Plan shall (i) include ways by which the 2028 Games cultural program will be integrated with the delivery of the 2028 Games (e.g., by way of (x) offering athletes, spectators, partners, residents and fans a seamless opportunity to experience a multitude of artistic disciplines and/or (y) utilizing existing arts and cultural facilities to better connect the Games Footprints) and (ii) consider ways in which the 2028 Games can collaborate with neighborhood and local arts organizations.
11.3 Community Access. The OCOG shall, as part of the Arts and Culture Plan, (i) develop solutions in furtherance of making tickets for Cultural Olympiad-related events available for purchase by City residents and (ii) collaborate with the City in furtherance of making affordable tickets to Cultural Olympiad-related events available to City residents belonging to historically underserved communities (e.g., as applicable, moderate and low-income individuals; individuals living near 2028 Games venues and live sites; and students, military veterans, and youth).
Section 12. Risk Management
12.1 Insurance. The OCOG shall obtain and maintain, at its own cost, insurance policies in accordance with prudent commercial best practices (and that of past Olympic Games) to include, but not be limited to, policies to protect against natural disasters, communicable diseases, terrorism, civil unrest, cyberattacks, event cancellation, and coverage for reduced ticket sales and other revenue sources should the events become less appealing. Such insurance protection shall also include public liability and indemnity insurance to protect against the financial risk associated with death, bodily injury, or damage to property suffered by any third party, including members of the general public, as well as to protect the OCOG and City against the cost of defending any third-party claim in addition to covering any compensation or damages that are awarded. The OCOG shall at all times maintain an active Host City Contract 2028 insurance policy. The OCOG shall provide copies of all purchased insurance policies to the City.
12.2 Insurance Policies. The OCOG shall have the City designated as either an additional insured, interest, payee, or beneficiary on any insurance policy purchased in connection with the preparation for and conduct of the 2028 Games. The OCOG shall notify the City of all insurance claims brought against the OCOG.
12.2.1 Indemnification. The OCOG shall ensure that all agreements entered into between the OCOG and other municipalities hosting events, shall include language providing for indemnification by that municipality, for third party claims against the City.
12.2.2 Report on Insurance Program and Risk Management Strategy. The OCOG shall continue to (as part of the Annual Report) prepare and present to the City a report on its insurance program and risk management strategy on at least an annual basis for review by the City.
These reports shall address pertinent information, including but not limited to, the various insurance products and coverage amounts contemplated, along with the proposed timing of their procurement. The OCOG shall obtain the City’s approval for any proposed reduction of any insurance program. The City shall have the right to recommend changes to the insurance program and risk management strategy. The OCOG shall consider and provide a written response to the recommendations within thirty (30) days of receiving such recommendations.
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12.3 Post-Games Financial Deficit. Following the conclusion of the 2028 Games, the OCOG shall not seek funds from the City to defray any financial deficit associated with the 2028 Games unless and until all of the following has occurred: (i) the OCOG’s funds are fully expended and exhausted; (ii) the OCOG has made commercially reasonable efforts to obtain full coverage for covered claims from all valid and collectible liability insurance policies procured by the OCOG; and (iii) the OCOG has made commercially reasonable efforts to recover from all third parties who owe payments to the OCOG.
12.4 Contingency Report. The OCOG shall annually provide to the City, by means of presenting to Council, an updated OCOG Budget which shall include a contingency amount that equals actual or projected total revenue net of total actual or projected costs (the “Contingency”). This presentation shall occur within the first quarter of each OCOG Fiscal Year (the “Fiscal Year” January through December), as initiated in Fiscal Year 2018 and ending when the OCOG is dissolved.
12.4.1 Beginning with the OCOG’s annual presentation of an updated OCOG Budget in Fiscal Year 2024, the OCOG shall each year show the Contingency as both an unallocated Contingency (the “Unallocated Contingency”) and an allocated Contingency (the “Allocated Contingency”). Except for any amounts utilized pursuant to Section 12.4.5.1, no later than the first quarter of 2029, the OCOG shall have set aside funds for a total Allocated Contingency of two hundred and seventy million dollars ($270,000,000).
12.4.2 In the first quarter of Fiscal Year 2024, the OCOG shall set aside five million dollars ($5,000,000) for the Allocated Contingency, except that the funds set aside for the Allocated Contingency in 2024 shall not exceed ten percent of the unencumbered cash the OCOG possesses (the “Cash Reserves”) at the close of the prior Fiscal Year (FY2023). In the first quarter of Fiscal Year 2025, the OCOG Budget shall set aside an additional ten million dollars ($10,000,000) for the Allocated Contingency, except that the funds set aside for the Allocated Contingency in 2025 shall not exceed ten percent of (the “Cash Reserves”) at the close of the prior Fiscal Year (FY2024). In the first quarter of Fiscal Year 2026, the OCOG shall set aside fifteen million dollars ($15,000,000) for the Allocated Contingency, except that the funds set aside for the Allocated Contingency in 2026 shall not exceed ten percent of the unencumbered cash the OCOG possesses (the “Cash Reserves”) at the close of the prior Fiscal Year (FY2025). In the first quarter of Fiscal Year 2027, the OCOG Budget shall set aside an additional twenty million dollars ($20,000,000) for the Allocated Contingency, except that the funds set aside for the Allocated Contingency in 2027 shall not exceed ten percent of the Cash Reserves at the close of the prior Fiscal Year (FY2026). In the first quarter of Fiscal Year 2028, the OCOG shall set aside an additional twenty-five million dollars ($25,000,000), except that the funds set aside for the Allocated Contingency in 2028 shall not exceed ten percent of the Cash Reserves at the close of the prior Fiscal Year (FY2027). Except for any amounts utilized pursuant to Section 12.4.5.1, in the first quarter of Fiscal Year 2029, the OCOG shall set aside such funds as necessary to achieve a total Allocated Contingency of two hundred and seventy million dollars ($270,000,000) (or such lesser amount that reflects the deduction of funds utilized in prior Fiscal Years pursuant to Section 12.4.5.1.
12.4.3 The Allocated Contingency shall be reflected in dollars specific to each of the respective Fiscal Years referenced in Section 12.4.2.
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12.4.4 For the avoidance of doubt, to the extent Cash Reserves prevent full allocation in Fiscal Years 2024, 2025, 2026 or 2027 of the Allocated Contingency to be set aside in such Fiscal Year on the schedule provided above, then the remainder of such year’s allocation shall be set aside in Fiscal Year 2025, 2026, 2027 or 2028 so long as the total amount set aside in that Fiscal Year does not exceed ten percent (10%) of the Cash Reserves at the close of the prior Fiscal Year. As provided in Section 12.4.2, in the first quarter of Fiscal Year 2029, the OCOG shall set aside such funds as necessary to achieve a total Allocated Contingency of two hundred and seventy million dollars ($270,000,000) (or such lesser amount that reflects the deduction of funds utilized in prior Fiscal Years pursuant to Section 12.4.5.1).
12.4.5 The Allocated Contingency may only be:
12.4.5.1 utilized to cover expenditures in the event that other actual or projected OCOG revenues (including the Unallocated Contingency) are not available to cover the expenditures; or
12.4.5.2 disbursed as surplus 2028 Games profits in accordance with the Host City Contract.
12.4.6 Prior to the OCOG’s use of the Allocated Contingency with respect to Section 12.4.5.1 only, the OCOG shall obtain the City’s written consent (which shall not be unreasonably withheld, conditioned, or delayed).
Section 13. Transparency.
13.1 OCOG Council Appearances. The OCOG shall designate representatives to make periodic appearances at City meetings, including but not limited to those of the Council and its committees on the 2028 Olympic and Paralympic Games, as appropriate, and to participate in regularlyscheduled status update meetings and conference calls with appropriate City staff. In consideration of the OCOG’s need to (1) prioritize finalizing agreements with key 2028 Games partners for venues and operations and (2) develop careful programming for the additional four years of OCOG operations, the OCOG representatives shall appear before the Council at least once during each Fiscal Year or as requested by Council.
13.2 Annual Report. The OCOG shall provide annual reports to the Council, which shall include, but not be limited to, the following (collectively, the “Annual Report”), which shall be submitted to Council no later than three (3) months after the end of the OCOG’s Fiscal Year:
13.2.1 the OCOG’s Budget and most recently completed audited financial statements, including, but not limited to its balance sheet, income statement, and statement of cash flows, as well as a forecast versus actual comparison against the OCOG Budget for the year, and bank statements of the Allocated Contingency;
13.2.2 a management discussion and analysis that provides a written overview of the previous year’s operations, how the OCOG performed financially, and a forecast versus actual comparison of Revenue Line Items and Cost Line Items;
13.2.3 a financial forecast of the OCOG’s revenues, expenses, and construction costs for each of the years thereafter;
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13.2.4 an update on venue infrastructure and improvements, including, but not limited to, all related schedules and budgets;
13.2.5 a list of all contracts (including the name, type, amount, term and purpose) of the OCOG pertaining to the 2028 Games that were entered into by the OCOG the prior Fiscal Year, valued in excess of $1,000,000 (which includes contractors possessing contracts with a cumulative value in excess of $1,000,000);
13.2.6 an update on the insurance procured by the OCOG and the amount and types of coverage provided by such insurance;
13.2.7 a report on the OCOG’s support of the Youth Sport Partnership Agreement (as defined in Section 16.10) to increase access to City youth sports programs in the years leading up to the 2028 Games, including total funds transferred to the City, funds expended by the City, and available funds remaining;
13.2.8 copies of any financial reports submitted by the OCOG to the State of California and any audited financial statements, OCOG Budget, and forecast versus actual comparison against the OCOG Budget submitted by the OCOG to the IOC; and
13.2.9 beginning, in each case, with the first Annual Report submitted by the OCOG after the establishment of a given Working Group, an update with respect to any Working Group theretofore established.
13.3 Adverse Financial Information. Upon Council’s request, the OCOG shall provide additional details regarding its plan to address any adverse financial information contained in the Annual Report.
13.4 OCOG Information. The OCOG shall provide the City with copies of (i) the OCOG’s conflict of interest policy, (ii) the OCOG’s annual audited financial statements within thirty (30) days of OCOG’s receipt of such financial statements from its outside auditor, and (iii) the OCOG’s annual IRS Form 990 within thirty (30) days of the filing of such form with the IRS.
13.5 NSSE. The OCOG shall periodically provide City Liaisons with updates related to an NSSE designation for the 2028 Games, and shall notify the City Liaisons of any potential fiscal impact to the City or OCOG resulting from the designation.
13.6 Surplus Audit. After the OCOG has calculated the Surplus, the City shall have the right to independently audit all information used by OCOG to calculate the Surplus.
13.7 Legal Compliance. The OCOG shall comply with all applicable City laws and ordinances.
13.8 Coordination with Local, State, and Federal Authorities. The OCOG shall provide the City Liaisons with updates on any engagement with local, state, or federal authorities that relates materially to the City, including but not limited to proposed legislation, executive or legislative actions, or guidance on the 2028 Games, permanent infrastructure within the City, or potential fiscal impact to the City or OCOG. The City shall provide the OCOG with updates on any engagement with local, state, or federal authorities that relates materially to the OCOG or the 2028 Games, including but not limited to proposed legislation, executive or legislative actions, or
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guidance on the 2028 Games, permanent infrastructure within the City, or potential fiscal impact to the City or OCOG.
Section 14. Venue Use Agreements.
14.1 Venue Use Agreement Indemnifications. The OCOG shall require that any provision that provides general indemnification for the OCOG that is contained in any agreement relating to the rental of a facility to be used for a 2028 Games competition or ceremony event (a “Venue Use Agreement”) shall also be provided for the City and the USOPC.
14.2 Venue Use Agreement Provisions. The OCOG shall require each Venue Use Agreement include the following provisions which shall be incorporated therein mutatis mutandis:
14.2.1 None of the City, the State of California, the IOC, the International Paralympic Committee, the USOPC or any of their respective representatives, nor any representative of the [OCOG] (all of the foregoing, collectively, “Unrelated Parties”) shall incur any financial responsibility or liability of any kind or nature whatsoever in connection with or arising out of this [Venue Use Agreement] or any subsequent agreement between the parties relating to the subject matter hereof; and
14.2.2 Without limiting the foregoing, neither the [OCOG] nor [Venue Owner] shall be deemed to be an agency, instrumentality, joint venture, or agent of any Unrelated Party.
14.3 Venue Owner Releases. The Parties agree that if the OCOG benefits from the following provision, or anything similar to the following language, then the City shall receive the same benefit of such provision:
[Venue Owner], for itself and its successors and assigns, hereby irrevocably waives and releases, and hereby agrees and covenants to refrain from bringing or causing to be brought, any claims, demands, action, suits or other proceedings, whether at law or in equity, or whether before a court, arbitration panel, agency board or other body, against any Unrelated Party on account of any and all rights, demands, damages, claims, actions, causes of action, duties or breaches of duty, known or unknown, existing, pending, accrued or unaccrued (each, a “Cause of Action”), that [Venue Owner] has, claims to have or may have against any Unrelated Party, to the extent any such Cause of Action arises from or relates to this [Venue Use Agreement].
14.4 Inclusion in ECRMA. Any Venue Use Agreement executed between the OCOG and the City shall be included as an attachment to the ECRMA.
Section 15. Dispute Resolution.
15.1 Dispute Resolution. Both Parties shall undertake to reach an amicable settlement in cases of any dispute arising out of this Games Agreement (“Dispute”). If an amicable settlement cannot be reached, the OCOG and the relevant City Department shall schedule a meeting of their representatives in a good faith attempt to resolve the issues in Dispute. The meeting shall allow for a detailed presentation of each Party’s views on the issues and potential solutions to the Dispute. If possible, the meeting should result in an agreed upon course of action to resolve the Dispute. If an amicable resolution cannot be obtained after the initial meeting, then the matter shall be escalated, with attempted resolution sought between the relevant City General Manager, and the equivalent OCOG Supervisor. If, after conferring, no resolution is obtained, then the matter shall
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Packet Pg. 861 Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session) Games Agreement, Page 20
be resolved in a manner consistent with Section 11 of the MOU (which such Section is hereby incorporated herein in its entirety by the foregoing reference as applicable). Notwithstanding the foregoing, the Parties agree that for any Dispute arising between the Parties, the place of arbitration shall be the City of Los Angeles, State of California. Both Parties shall continue to perform any obligations under this Games Agreement during any Dispute. For the avoidance of doubt, any dispute concerning the validity, interpretation, or performance of the Host City Contract shall be subject to the terms of Section 51.2 of the HCC – Principles.
Section 16. General Provisions.
16.1 Notices. Any notices or reports relating to this Games Agreement, and any request, demand, statement or other communication required or permitted hereunder, shall be in writing and shall be delivered to the Parties at their respective addresses set forth in Exhibit B. Each Party shall promptly notify every other Party of any change of contact information, including personnel changes, provided in Exhibit B. Written notice shall include notice delivered via email or facsimile. A notice shall be deemed to have been received on (i) the date of delivery, if delivered by hand during regular business hours, or by confirmed facsimile or by email, or (ii) on the third (3rd) business day following mailing by registered or certified mail (return receipt requested) to the addresses set forth in Exhibit B.
16.2 Relationship of Parties. The Parties are and shall remain at all times, as to each other, wholly independent entities. No Party shall have power to incur any debt, obligation, or liability on behalf of another Party unless expressly provided to the contrary by this Games Agreement. No employee, agent, or officer of a Party shall be deemed for any purpose whatsoever to be an agent, employee, or officer of another Party.
16.3 Assignment. No Party may assign any of its rights or delegate any of its obligations hereunder without the prior written consent of the other Party. This Games Agreement shall be binding upon and inure solely to the benefit of each Party and its successors and permitted assigns and nothing in this Games Agreement, express or implied, is intended to or shall confer upon any other person any rights, benefits, or remedies of any nature whatsoever under or by reason of this Games Agreement.
16.4 Amendment; Waiver. Subject to written approval by the IOC, the terms and provisions of this Games Agreement shall be binding upon the Parties and may not be amended, modified, or waived, except by an instrument in writing signed by each of the Parties. Waiver by any Party to this Games Agreement of any term, condition, or covenant of this Games Agreement shall not constitute a waiver of any other term, condition, or covenant. Waiver by any Party of any breach or violation of any of the provisions of this Games Agreement shall not constitute a waiver of any breach or violation of any other provision of this Games Agreement, nor a waiver of any subsequent breach or violation of any provision of this Games Agreement.
16.5 Entire Agreement. This Games Agreement constitutes the entire agreement between the Parties with respect to the subject matter hereof and supersedes all prior or contemporaneous agreements, whether written or oral, with respect thereto (including, for the avoidance of doubt, the MOU); provided that, nothing in this Games Agreement shall be deemed to supersede or otherwise modify any of the terms of (i) the Host City Contract (including, without limitation, that certain City guarantee, dated August 14, 2017, re: Olympic and Paralympic Games 2028 Guarantee 3.5 submitted as a Candidature Commitment) or any exhibits or joinders to the Host City Contract, (ii) the Youth Sport Partnership Agreement, or (iii) the Cooperative MOU.
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Packet Pg. 862 Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session) Games Agreement, Page 21
16.6 Non-Recourse. No obligation of the OCOG or the City under this Games Agreement constitutes an obligation of, and no recourse, claims, actions, rights to sue, or other remedies shall be had against, any trustee, director, officer, employee, volunteer, agent, consultant, member, attorney, representative, or independent contractor of the OCOG or the City for any obligations arising out of this Games Agreement. No trustee, director, officer, employee, volunteer, agent, consultant, member, attorney, representative, or independent contractor of the OCOG or the City shall have any personal liability or obligation for any act or omission of the OCOG or the City, whether arising out of this Games Agreement or otherwise in connection with any of the transactions contemplated hereby or thereby or any other matter related to the 2028 Games.
16.7 IOC Approval Required. The Parties acknowledge that the understandings set forth in this Games Agreement are subject to the written approval of the IOC and shall not be binding upon any Party unless and until such written approval is obtained.
16.8 Counterparts. This Games Agreement may be executed in any number of counterparts, each of which shall be an original, but all of which taken together shall constitute but one and the same instrument.
16.9 City Intellectual Property Rights. Consistent with Section 19.3 of the HCC – Principles, the Parties shall work together in good faith to enter into an agreement setting forth the terms and conditions of the City’s right to utilize certain Games-Related Properties (as defined in the HCC – Principles) by December 31, 2022 (such agreement, the “Games IP Agreement”). The Games IP Agreement shall be subject to the approval of the IOC. Notwithstanding anything to the contrary set forth in this Section 16.9, prior to the effectiveness of the Games IP Agreement, the Parties shall cooperate in good faith to enable the City to, on terms mutually agreed to by the Parties, utilize certain GamesRelated Properties on a case-by-case basis (subject to receipt of any necessary IOC approval(s)).
16.10 Youth Sport Partnership Agreement. The Parties acknowledge and agree that they have entered into that certain agreement regarding the 2028 Youth Sport Partnership Agreement dated September 23, 2020 attached hereto as Exhibit A (as amended from time to time, the “Youth Sport Partnership Agreement”), in full satisfaction of the requirement that the Parties establish the terms of the OCOG’s support for a City youth sports partnership pursuant to, and in accordance with, Section 3 of the MOU.
16.11 Close Coordination With The City. As used in this Games Agreement, the term “Close Coordination With The City” means (i) routine engagement between the OCOG and the City on the development of the applicable plan, activity, or matter pertaining to the 2028 Games and (ii) prior to the OCOG finalizing any aspect of such applicable plan, activity, or matter that would impact the City, the City’s right to, at its discretion, provide material input to the OCOG with respect to any such aspect.
16.12 No Third Party Beneficiary. Except as expressly provided herein, no third party is intended to be, or shall be deemed to be, a beneficiary of any provision of this Games Agreement.
16.13 Governing Law. This Games Agreement has been negotiated, executed and delivered, and will be performed in, the State of California, and shall be governed by, and construed in accordance with, its laws.
16.14 Interpretation. References in this Games Agreement to any gender include references to all
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Packet Pg. 863 Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session) Games Agreement, Page 22
genders, and references to the singular include references to the plural and vice versa. Unless the context otherwise requires, the words “include,” “includes,” and “including” when used in this Games Agreement shall be deemed to be followed by the phrase, “without limitation.” Unless the context otherwise requires, references in this Games Agreement to Sections, Annexes, Exhibits, and Schedules shall be deemed to be references to Sections of, and Annexes, Exhibits and Schedules to this Games Agreement. Unless the context otherwise requires, the words “hereof,” “hereby,” and “herein,” and words of similar meaning when used in this Games Agreement refer to this Games Agreement in its entirety and not to any particular Section or provision of this Games Agreement.
[The remainder of this page has intentionally been left blank; signature pages and exhibits follow]
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Packet Pg. 864 Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session) Games Agreement, Page 23
IN WITNESS WHEREOF, the Parties hereto have caused this Games Agreement to be executed by their duly authorized representatives and affixed as of the date of signature of the Parties:
THE CITY OF LOS ANGELES
By: ___________________________ By: ___________________________
ERIC GARCETTI NURY MARTINEZ
Mayor, City of Los Angeles President, Los Angeles City Council
Date: _________________________ Date: __________________________ APPROVED AS TO FORM: ATTEST:
MICHAEL N. FEUER, City Attorney HOLLY L. WOLCOTT, City Clerk By: ___________________________ By: _________________________ Date: _________________________ Date: ________________________
LOS ANGELES ORGANIZING COMMITTEE FOR THE OLYMPIC AND PARALYMPIC GAMES 2028
By: ___________________________
CASEY WASSERMAN
Chairperson
Date: _________________________
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Packet Pg. 865 Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session) Games Agreement, Page 24
Games Agreement Exhibit A
Youth Sport Partnership Agreement
[attached]
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Packet Pg. 866 Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session)
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Packet Pg. 886 Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session)
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Packet Pg. 887 Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session)
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Packet Pg. 888 Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session)
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7.A.f
Packet Pg. 889 Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session) YSP Project Plan - Available Funding
Identified
Unrequested
Funds
Othe YSP
Year
Available
Funding
Funds
Requested
Cummulative PY
Available Funding Start End Net Available Funding Total not to exceed $6.4M. D Available Funding +
Cummulative PY Available
________ Funding________
Available Funds per
FY - Funds
Requested
$160M /
100 months
Direct Costs + Other
Costs
Funds Requested -
Actual Costs
Allocated Unrequested
Funding + Excess Funds Direct input Direct input Direct input SwimLA SwimLA
2018 2019 $2,500,000 $2,500,000 -$2,500,000 -$2,500,000 $3,900,000
$23,100,000$42,300,000$61,500,000$80,700,000$99,900,000 $119,100,000$138,300,000$157,500,000$157,500,000
0*
$6,400,000
$19,200,000$19,200,000$19,200,000$19,200,000$19,200,000$19,200,000$19,200,000$19,200,000 $3,900,000
$23,100,000$42,300,000$61,500,000$80,700,000$99,900,000 $119,100,000$138,300,000$157,500,000$157,500,000
$3,900,000
$23,100,000$42,300,000$61,500,000$80,700,000$99,900,000 $119,100,000$138,300,000$157,500,000$157,500,000
$0 $0 1 ieie 03/01/20 06/30/20$0 $0 2 07/01/20 06/30/21$0 $0 3 07/01/21 06/30/22$0 $0 4 07/01/22 06/30/23$0 $0 5 07/01/23 06/30/24$0 $0 6 07/01/24 06/30/25$0 $0 7 07/01/25 06/30/26$0 $0 8 07/01/26 06/30/27$0 $0 9 07/01/27 06/30/28$0 $0 10 07/01/28 08/31/28 $160,000,000 $2,500,000 $0 $2,500,000
$157,500,000 Remaining Amount
* This amount will be adjusted to reflect actual expenditures for SwimLA 2018 and 2019. * The Actual Costs for SwimLA 2018 and SwimLA 2019 will reduce the Net Available Funding in YSP Year 1.
Net Available Funding amount in YSP Year 10 is the sum of remaining Excess Funds and Identified Unrequested Funds pursuant to YSP Agreement Section 12(f). 12/6/2019 5:06 PM Games Agreement, Page 48
7.A.f
Packet Pg. 890 Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session)
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Games Agreement, Page 49
7.A.f
Packet Pg. 891 Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session)
Y O U T H S P O R T P A R T N E R S H I P
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Winter 2019
Actual Enrollment (Baseline) Totals
Spring 2019
Actual Enrollment (Baseline) Totals
Fall 2018
Actual Enrollment (Baseline) Totals
Summer 2018
Actual Enrollment (Baseline) Totals RECREATION CENTERS
Actual Enrollment
(Baseline) Sports
Leagues
Actual Enrollment
(Baseline) Sports
Leagues
Actual Enrollment
(Baseline) Sports
Leagues
Actual Enrollment
(Baseline) Sports
Leagues
Actual Enrollment
(Baseline) Sports
Leagues
Actual (Baseline)
Total Enrollment
Actual (Baseline)
Total Enrollment
Actual (Baseline)
Total Enrollment
Actual (Baseline)
Total Enrollment
Actual (Baseline)
Total Enrollment
Actual Enrollment
(Baseline) - Classes
Actual Enrollment
(Baseline) - Classes
Actual Enrollment
(Baseline) - Classes
Actual Enrollment
(Baseline) - Classes
Actual Enrollment
(Baseline) - Classes Facility Region Address CD GPLA
109th Street R.C. 1464 E. 109th St., Los Angeles, CA 90059 Pacific 15 y 36 41 77 36 36 74 48 122 32 114 146 178 203 381 8800 S. Hoover St., Los Angeles, CA90044 Algin Sutton R.C. Pacific 2 8 y 4 172 176 36 36 6 110 116 5 149 154 51 431 482 3 Alpine R.C. 817 Yale St., Los Angeles, CA 90012 178 184 362 147 37 184 131 167 298 186 90 276 642 478 1,120 Metro 1 y 14740 Blythe St., Panorama City, CA
91402 Andres and Maria Cardenas R.C. Valley 4 6 y 0 47 47 58 58 150 150 255 0 255 5 Balboa Sports Complex 17015 Burbank Blvd., Encino, CA 91316 Valley 6 149 630 779 112 112 143 411 554 188 282 470 592 1323 1915 Baldwin Hills R.C. 5401 Highlight Pl., Los Angeles, CA 90016 Pacific 6 10 y 7 249 256 101 322 423 81 498 579 15 373 388 204 1,442 1,646 7 Banning R.C. 1331 Eubank Ave, Wilmington, CA 90744 Pacific 15 y 76 61 137 97 97 61 80 141 112 96 208 346 237 583 333 S. Barrington Ave., Los Angeles, CA90049 Barrington R.C. Valley 8 11 78 249 327 99 42 357 399 25 248 273 154 854 1008 9 Bellevue R.C. 826 Lucile Ave., Los Angeles, CA 90026 Metro 13 y 51 149 200 65 1 66 41 204 245 65 223 288 222 577 799 Bogdanovich R.C. 1920 Cumbre Drive, San Pedro, CA 90732 Pacific 10 15 0 229 229 442 442 225 225 0 896 896 933 South Mott St., Los Angeles, CA90023
11 Boyle Heights Sports Center Metro 14 y 88 88 0 18 45 63 175 175 18 308 326 Branford R.C. 13306 Branford St., Arleta, CA 91331 Valley 12 6 431 431 69 69 8 194 202 2 302 304 79 927 1006 13 Carlin G. Smith R.C. 511 WestAve 46, Los Angeles, CA 90065 Metro 1 19 19 35 35 42 42 24 24 120 0 120 Central R.C. 1357 East 22nd St., Los Angeles, CA 90011 Pacific 14 9 y 10 177 187 55 10 65 18 58 76 32 130 162 115 375 490 22360 Devonshire St., Chatsworth, CA
91311
15 Chatsworth Park South Valley 12 9 9 21 21 24 5 29 32 6 38 86 11 97 Cheviot Hills R.C. 2551 Motor Ave., Los Angeles, CA 90064 Valley 16 5 1275 1275 150 150 104 1712 1816 213 213 467 2987 3454 4165 Chevy Chase Dr., Los Angeles, CA90039
17 Chevy Chase R.C. Metro 13 y 10 52 62 11 11 21 126 147 31 29 60 73 207 280 3141 E. Olympic Bl., Los Angeles, CA90023 Costello R.C. 18 Metro 14 y 80 72 152 71 71 75 72 147 97 176 273 323 320 643 19 Crestwood Hills R.C. 1000 Hanley Ave., Los Angeles, CA 90049 Valley 11 00 00 0 00 5072 S. Slauson Ave., Culver City, CA90230 Culver Slauson R.C. Pacific 20 11 y 20 20 77 00 7 20 27 21 Cypress Park R.C. 2630 Pepper Ave., Los Angeles, CA 90065 Metro 1 y 1 74 75 39 39 119 170 289 77 158 235 236 402 638 David M. Gonzales/Pacoima R.C. 10943 Herrick Ave., Pacoima, CA 91331 Valley 22 7 y 165 37 202 178 158 336 167 131 298 163 307 470 673 633 1,306 23 Delano R.C. 15100 Erwin St., Van Nuys, CA 91411 Valley 151 151 149 224 373 141 245 386 179 106 285 620 575 1,195 6 y 1550 West 35th Pl., Los Angeles, CA
90018 Denker R.C. Pacific 24 8 y 48 87 135 0 41 140 181 43 132 175 132 359 491 1772 North Spring St, Los Angeles, CA
90031
25 Downey R.C. Metro 1 y 18 68 86 12 12 11 68 79 61 209 270 102 345 447 E. Wilmington Greenbelt Community Cer 918 North Sanford Ave., Wilmington, CA 90 Pacific 15 0 08 8 8 8 16 0 16 26 y 1100 Eagle Vista Dr., Los Angeles, CA
90041
27 Eagle Rock R.C. Metro 14 43 341 384 55 50 155 205 93 243 336 191 739 930 Echo Park R.C. 1632 Bellevue Ave, Los Angeles, CA 90026 28 Metro 13 y 383 334 717 359 359 329 294 623 414 287 701 1,485 915 2,400 29 El Sereno R.C. 4721 Klamath St., Los Angeles, CA 90032 Metro 14 y 18 151 169 1 233 234 15 246 261 9 478 487 43 1,108 1,151 Elysian Valley R.C. 1811 Ripple St., Los Angeles, CA 90039 30 Metro 13 y 29 7 36 73 73 58 58 59 147 206 88 285 373 31 Encino Community Center 4935 Balboa Blvd, Encino, CA 91316 Valley 5 90 90 0 72 72 132 132 294 0 294 2844 E. 2nd St, Los Angeles, CA 90033 9 457 466 11 11 62 202 264 38 297 335 120 956 1,076 32 Evergreen R.C. Metro 14 y 3980 South Bill Robertson Lane, Los
Angeles, CA 90037_______________ Expo Center/Roy Anderson R.C. 33 Pacific 9 y 117 830 947 60 27 87 51 920 971 199 702 901 427 2,479 2,906 8851 Laurel Canyon Blvd, Sun Valley, CA91352 Fernangeles R.C. Valley 34 6 y 309 301 610 293 193 486 294 397 691 445 283 728 1,341 1,174 2,5154700 S. Honduras St., Los Angeles, CA90011 35 Fred Roberts R.C. Pacific 9 y 45 37 82 40 40 87 27 114 110 9 119 282 73 355 Gilbert Lindsay R.C. 429 E. 42nd Pl., Los Angeles, CA 90011 Pacific 36 9 y 0 00 1 11 0 1 37 Glassell Park R.C. 3650 Verdugo Rd., Los Angeles, CA 90065 Metro 1 y 18 118 136 50 8 58 11 123 134 18 125 143 97 374 471 Games Agreement, Page 50
7.A.f
Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session)
Y O U T H S P O R T P A R T N E R S H I P
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Winter 2019
Actual Enrollment (Baseline) Totals
Spring 2019
Actual Enrollment (Baseline) Totals
Fall 2018
Actual Enrollment (Baseline) Totals
Summer 2018
Actual Enrollment (Baseline) Totals RECREATION CENTERS
Actual Enrollment
(Baseline) Sports
Leagues
Actual Enrollment
(Baseline) Sports
Leagues
Actual Enrollment
(Baseline) Sports
Leagues
Actual Enrollment
(Baseline) Sports
Leagues
Actual Enrollment
(Baseline) Sports
Leagues
Actual (Baseline)
Total Enrollment
Actual (Baseline)
Total Enrollment
Actual (Baseline)
Total Enrollment
Actual (Baseline)
Total Enrollment
Actual (Baseline)
Total Enrollment
Actual Enrollment
(Baseline) - Classes
Actual Enrollment
(Baseline) - Classes
Actual Enrollment
(Baseline) - Classes
Actual Enrollment
(Baseline) - Classes
Actual Enrollment
(Baseline) - Classes Facility Region Address CD GPLA
16730 Chatsworth St., Granada Hills, CA
91344 Granada Hills R.C. Valley 12 251 604 855 47 105 152 68 353 421 170 548 718 536 1610 2146 39 Green Meadows R.C. 431 E. 89th St., Los Angeles, CA 90003 Pacific 9 y 8 8 21 21 44 44 46 46 0 119 119 24901 Frampton Ave, Harbor City, CA
90710 Harbor City R.C. Pacific 40 15 y 58 28 86 0 72 72 182 182 58 282 340 41 Hazard Park R.C. 2230 Norfolk St, Los Angeles, CA 90033 Metro 14 y 0 4 105 109 123 123 189 189 4 417 421 6150 N. Piedmont Avenue, Los Angeles,CA 90042 Highland Park R.C. 42 Metro 1 y 21 158 179 31 31 17 165 182 39 290 329 108 613 721 43 Hollenbeck Park R.C. 415 S. St. Louis St, Los Angeles, CA 90033 Metro 14 57 57 76 76 138 138 185 185 456 0 456 Hollywood R.C. 1122 Cole Ave., Los Angeles, CA 90038 44 Metro 13 y 15 58 73 11 11 24 9 33 40 40 80 90 107 197 45 1010 W. 25th St., Los Angeles, CA 90007 Hoover R.C. Metro 1 y 51 85 136 92 92 89 75 164 130 130 362 160 522 Hubert Humphrey R.C. 12560 Filmore St., Pacoima, CA 91331 Valley 46 7 y 56 445 501 170 3 173 97 143 240 146 603 749 469 1,194 1,663 47 Jackie Tatum Harvard R.C. 1535 W. 62nd St., Los Angeles, CA 90047 Pacific 8 y 33 248 281 88 1 89 39 169 208 104 172 276 264 590 854 4000 S. La Brea Avenue, Los Angeles, CA90008 Jim Gilliam R.C. Pacific 48 10 y 11 11 16 16 61 61 11 34 45 27 106 133 Lafayette MultiPurpose Community Cent 625 South Lafayette Park Place, Los Angele 49 M, CeAtr9o0 10 78 28 106 53 23 76 64 22 86 58 22 80 253 95 348Lake Street Park 227 North Lake St., Los Angeles, CA 90026 50 Metro 13 y 76 209 285 103 24 127 88 141 229 107 68 175 374 442 816 11075 Foothill Blvd, Lakeview Terrace, CA
91342
51 LakeviewTerrace R.C. Valley 7 93 117 210 111 15 126 105 107 212 160 88 248 469 327 796 Lanark R.C. 21816 Lanark St, Canoga Park, CA 91305 Valley 52 3 y 205 361 566 88 170 260 430 191 404 595 574 1,025 1,599 53 Leland R.C. 863 S. Herbert Ave, San Pedro, CA 90731 Pacific 15 y 0 00 52 52 0 52 52 4959 Lemon Grove Ave, Los Angeles, CA90029 54 Lemon Grove R.C. Metro 13 y 133 47 180 88 88 121 34 155 112 84 196 454 165 619 2303 Workman Street, Los Angeles, CA
90033
55 Lincoln Heights R.C. Metro 1 y 116 116 6 6 72 72 2 121 123 2 315 317 Lincoln Heights Youth Center 2911 Altura Street, Los Angeles, CA 90031 Metro 1 0 296 33 329 323 72 395 0 619 105 724 56 y 57 Lincoln Park R.C. 3501 Valley Blvd, Los Angeles, CA 90031 Metro 1 y 48 27 75 92 29 121 71 61 132 73 183 256 284 300 584 Loren Miller R.C. 2717 Halldale Ave, Los Angeles, CA 90018 Pacific 58 8 y 89 74 163 0 106 106 23 87 110 218 161 379 59 Macarthur Park R.C. 2230 W. 6th St., Los Angeles, CA 90057 Metro 1 y 0 82 82 26 26 18 7 25 126 7 133 11430 Woodbine Ave., Los Angeles, CA
90066 Mar Vista R.C. Valley 60 11 58 509 567 0 107 399 506 53 665 718 218 1573 17913916 S. Western Avenue, Los Angeles, CA90062 61 Martin Luther King, Jr. R.C. Pacific 8 y 33 33 51 93 144 78 46 124 63 73 136 225 212 437 Mason Park R.C. 10500 Mason Ave, Chatsworth, CA 91311 Valley 62 12 125 233 358 25 25 137 668 805 228 8 236 490 934 1424 63 Montecito Heights R.C. 4545 Homer St., Los Angeles, CA 90031 Metro 1 y 71 110 181 101 101 93 115 208 124 289 413 288 615 903 Mount Carmel R.C. 830 West 70th St., Los Angeles, CA 90044 Pacific 64 8 y 106 34 140 43 3 46 108 38 146 107 19 126 364 94 458 22400 S. Halldale Ave., Los Angeles, CA
90501
65 Normandale R.C. Pacific 15 y 57 57 30 30 90 90 66 66 0 243 243 1550 S. Normandie Avenue, Los Angeles,
CA 90006 Normandie R.C. 66 Metro 1 y 110 110 0 73 73 274 274 0 457 4578756 N. Parthenia Pl, North Hills, CA91343 67 North Hills Community Park Valley 6 0 000 0 0 0
11430 Chandler Blvd, North Hollywood,
CA 91601 North Hollywood R.C. Valley 68 2 y 92 150 242 109 109 83 162 245 92 123 215 376 435 811 69 North Weddington R.C. 10844 Acama St., Studio City, CA 91602 Valley 2 16 16 2 122 124 1 302 303 6 363 369 25 787 812 Northridge R.C. 18300 Lemarsh St., Northridge, CA 91324 Valley 70 12 154 335 489 11 47 450 497 74 807 881 275 1593 1868 71 Oakwood R.C. 767 California Ave, Venice, CA 90291 Valley 11 17 70 87 35 35 15 76 91 53 53 32 234 266 y 851 Alma Real Dr., Pacific Palisades, CA90272 Palisades R.C. Valley 72 11 37 493 530 18 18 43 1181 1224 118 181 299 216 1855 2071 2950 Overland Ave., Los Angeles, CA
90064
73 Palms R.C. Valley 5 14 64 78 55 10 196 206 88 37 260 297 Games Agreement, Page 51
7.A.f
Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session)
Y O U T H S P O R T P A R T N E R S H I P
?*,
UkH
Winter 2019
Actual Enrollment (Baseline) Totals
Spring 2019
Actual Enrollment (Baseline) Totals
Fall 2018
Actual Enrollment (Baseline) Totals
Summer 2018
Actual Enrollment (Baseline) Totals RECREATION CENTERS
Actual Enrollment
(Baseline) Sports
Leagues
Actual Enrollment
(Baseline) Sports
Leagues
Actual Enrollment
(Baseline) Sports
Leagues
Actual Enrollment
(Baseline) Sports
Leagues
Actual Enrollment
(Baseline) Sports
Leagues
Actual (Baseline)
Total Enrollment
Actual (Baseline)
Total Enrollment
Actual (Baseline)
Total Enrollment
Actual (Baseline)
Total Enrollment
Actual (Baseline)
Total Enrollment
Actual Enrollment
(Baseline) - Classes
Actual Enrollment
(Baseline) - Classes
Actual Enrollment
(Baseline) - Classes
Actual Enrollment
(Baseline) - Classes
Actual Enrollment
(Baseline) - Classes Facility Region Address CD GPLA
Pan Pacific Park R.C. 7600 Beverly Blvd., Los Angeles, CA 90036 Metro 4 45 290 335 92 57 149 109 399 508 122 287 409 368 1033 1401 8600 Hazeltine Ave., Panorama City, CA91402
75 Panorama City R.C. Valley 6 y 101 78 179 73 45 118 83 56 139 96 70 166 353 249 602 127 South Pecan St., Los Angeles, CA
90033 76 Pecan R.C. Metro 14 y 217 217 60 60 2 149 151 380 380 2 806 808560 North Western Ave., San Pedro, CA90732 77 Peck Park Community Center Pacific 15 4 153 157 22 22 14 150 164 15 186 201 55 489 544 1341 Lake St, Los Angeles, CA 90291 Valley 78 Penmar R.C. 11 10 363 373 43 24 67 43 209 252 14 229 243 110 825 935 7341 Willoughby Ave, Los Angeles, CA90046
79 Poinsettia R.C. Metro 5 y 79 33 112 89 18 107 84 56 140 69 61 130 321 168 489 1240 West Blvd, Los Angeles, CA 90019 80 Queen Anne R.C. Metro 10 y 55 440 495 88 76 240 316 121 218 339 260 898 1,1581016 S. Fresno Street, Los Angeles, CA 90023
81 Ramon Garcia R.C. Metro 14 y 144 144 0 24 176 200 13 271 284 37 591 628 Rancho Cienega Sports Complex 5001 Rodeo Rd, Los Angeles, CA 90016 Pacific 82 10 y 84 84 6 3 9 44 44 60 60 6 191 197 83 Reseda R.C. 18411 Victory Blvd, Reseda, CA 91335 Valley 3 y 154 84 238 36 27 63 137 137 92 307 399 419 418 837 1900 N. San Fernando Rd, Los Angeles, CA
90065 Rio de Los Angeles State Park 84 Metro 1 131 91 222 136 136 137 2 139 162 133 295 566 226 792 y 10736 Laurel Canyon Blvd, Pacoima, CA
91331
85 Ritchie Valens R.C. Valley 7 y 108 424 532 71 73 144 159 857 1,016 190 354 544 528 1,708 2,236 Robertson R.C. 1641 Preuss Rd., Los Angeles, CA 90035 Pacific 86 5 00 00 0 00 4530 Mercury Ave., Los Angeles, CA90032
87 Rose Hill R.C. Metro 14 y 34 107 141 9 11 20 22 52 74 60 152 212 125 322 447 840 W. 149th St., Gardena, CA 90247 Pacific 76 67 143 23 108 131 132 100 232 15 216 231 246 491 737 88 Rosecrans R.C. 15 y 89 Ross Snyder R.C. 1501 East 41st St., Los Angeles, CA 90011 Pacific 9 y 61 61 0 120 120 162 162 0 343 343 Rustic Canyon R.C. 601 Latimer Rd., Santa Monica, CA 90402 Valley 90 11 5 5 9 99 9 16 16 39 0 39 3250 San Marino St., Los Angeles, CA90006
91 Seoul International Park Pacific 10 y 12 520 532 49 49 60 173 233 59 144 203 180 837 1,017 Sepulveda R.C. 8825 Kester Ave., Panorama City 91405 Valley 92 6 y 46 163 209 28 12 40 81 139 220 40 118 158 195 432 627 93 Shadow Ranch R.C. 22633 Vanowen St, West Hills, CA 91307 Valley 12 137 137 50 50 114 114 107 107 408 0 408 Shatto R.C. 3191 West 4th St, Los Angeles, CA 90020 94 Metro 13 y 560 70 630 255 179 434 136 161 297 175 165 340 1,126 575 1,701 1850 West Silver Lake Dr., Los Angeles, CA
90026
95 Silver Lake R.C. Metro 13 103 193 296 32 32 43 647 690 77 102 179 255 942 1197 5306 S. Compton Ave., Los Angeles, CA90011 Slauson R.C. Pacific 96 9 y 118 118 0 53 53 32 53 85 32 224 256 97 South Park R.C. 345 East 51st St., Los Angeles, CA 90011 Pacific 9 y 85 85 11 209 209 251 18 269 546 18 564 South Seas House 2301 West 24th St., Los Angeles CA 90018 Metro 10 12 12 66 23 23 20 20 61 0 61 98 8701 Saint Andrews Place, Los Angeles,CA 90047
99 St. Andrews R.C. Pacific 8 y 46 208 254 35 35 146 211 357 175 194 369 402 613 1,015 716 North State St., Los Angeles, CA90033 100 State Street R.C. Metro 14 y 171 103 274 113 102 215 85 266 351 134 195 329 503 666 1,169 101 Stonehurst R.C. 9901 Dronfield St., Sun Valley, CA 91352 Valley 7 63 34 97 11 158 3 161 84 6 90 305 44 349 1835 Stoner Ave., Los Angeles, CA 90025 Valley Detai 102 Stoner R.C. y 96 87 183 76 76 88 98 186 25 69 94 285 254 539 103 Studio City R.C. 12621 Rye St., Studio City, CA 91604 Valley 2 25 375 400 136 26 162 128 463 591 44 297 341 333 1161 1494 Sun Valley R.C. 8133 Vineland Ave., Sun Valley, CA 91352 Valley 104 6 y 331 277 608 369 43 412 346 382 728 402 493 895 1,448 1,195 2,643 105 Sunland R.C. 8651 Foothill Blvd, Sunland, CA 91040 Valley 7 y 211 87 298 44 44 175 35 210 266 116 382 696 238 934 Sylmar Park R.C. 13109 Borden Ave, Los Angeles, CA 91342 Valley 106 7 y 58 635 693 6 179 185 8 330 338 36 991 1,027 108 2,135 2,243 107 5655 Vanalden Ave., Tarzana, CA 91356 Valley Tarzana R.C. 3 26 374 400 19 19 31 173 204 27 236 263 103 783 886 1725 Toberman St., Los Angeles, CA
90015 Toberman R.C. 108 Metro 1 y 20 8 28 30 8 38 23 88 111 73 59 132 146 163 309 109 Trinity R.C. 2415 Trinity St., Los Angeles, CA 90011 Pacific 9 y 43 65 108 10 10 14 32 46 36 13 49 103 110 213 Games Agreement, Page 52
7.A.f
Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session)
Y O U T H S P O R T P A R T N E R S H I P
?*,
UkH
Winter 2019
Actual Enrollment (Baseline) Totals
Spring 2019
Actual Enrollment (Baseline) Totals
Fall 2018
Actual Enrollment (Baseline) Totals
Summer 2018
Actual Enrollment (Baseline) Totals RECREATION CENTERS
Actual Enrollment
(Baseline) Sports
Leagues
Actual Enrollment
(Baseline) Sports
Leagues
Actual Enrollment
(Baseline) Sports
Leagues
Actual Enrollment
(Baseline) Sports
Leagues
Actual Enrollment
(Baseline) Sports
Leagues
Actual (Baseline)
Total Enrollment
Actual (Baseline)
Total Enrollment
Actual (Baseline)
Total Enrollment
Actual (Baseline)
Total Enrollment
Actual (Baseline)
Total Enrollment
Actual Enrollment
(Baseline) - Classes
Actual Enrollment
(Baseline) - Classes
Actual Enrollment
(Baseline) - Classes
Actual Enrollment
(Baseline) - Classes
Actual Enrollment
(Baseline) - Classes Facility Region Address CD GPLA
12240 Archwood St., North Hollywood,
CA 91606 Valley Plaza Valley 2 y 22 26 48 77 156 233 28 123 151 55 205 260 182 510 692 111 5720 2nd Avenue, Los Angeles, CA 90043 Pacific Van Ness R.C. 8 y 111 111 2 75 77 169 139 308 53 188 241 335 402 737 Valley 112 Van Nuys R.C. 14301 Vanowen St., Van Nuys, CA 91405 6 y 183 287 470 40 15 55 359 250 609 658 145 803 1,240 697 1,937 14201 Huston St., Sherman Oaks, CA
91423
113 Van Nuys Sherman Oaks R.C. Valley 2 100 331 431 119 372 491 167 360 527 20 420 440 406 1483 1889 11117 Victory Blvd., North Hollywood, CA
91606 Victory-Vineland R.C. Valley 114 2 y 74 211 285 80 290 370 34 225 259 31 318 349 219 1,044 1,263 2942 Vineyard Ave, Los Angeles, CA
90016
115 Vineyard R.C. Pacific 10 y 0 0 30 30 22 2 30 32
Wabash R.C. 2765 Wabash Ave, Los Angeles, CA 90033 116 Metro 14 y 178 178 0 9 234 243 131 131 9 543 552 7000 W. Manchester Ave., Los Angeles,CA 90045
117 Westchester R.C. Pacific 11 279 279 120 120 357 357 86 86 0 842 842 1350 S. Sepulveda Blvd, Los Angeles, CA
90025 Westwood R.C. Valley 118 5 289 399 688 16 16 296 260 556 347 274 621 948 933 1,881325 N. Neptune Ave., Wilmington, CA90744 119 Wilmington R.C. Pacific 15 y 32 32 18 21 39 16 115 131 5 167 172 39 335 374 Winnetka R.C. 8401 Winnetka Ave., Winnetka, CA 91306 Valley 120 3 217 371 588 16 35 51 125 250 375 86 241 327 444 897 1341 5858 Shoup Ave., Woodland Hills, CA91367
121 Woodland Hills R.C. Valley 3 374 468 842 77 190 1001 1191 202 358 560 766 1834 2600 Yosemite R.C. 1840 Yosemite Dr., Los Angeles, CA 90041 122 Metro 14 y 33 333 366 64 232 296 61 350 411 59 324 383 217 1239 1456 123 Yucca Park Community Center 6671 Yucca St., Los Angeles, CA 90028 Metro 13 155 155 135 27 162 157 11 168 155 24 179 602 62 664 8,543 20,349 28,892 6,305 4,616 10,921 9,183 23,053 32,236 10,421 21,478 31,899 34,452 69,496 103,948 Total Recreation Centers Games Agreement, Page 53
7.A.f
Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session)
Y O U T HS P O R T P A R T N E R S H I P
a
Summer 2018 (6/1/18 - 8/31/18)
Actual Enrollment (Baseline) Totals
Fall 2018 (9/1/18 - 12/31/18)
Actual Enrollment (Baseline) Totals
Winter 2019 (1/1/19 - 3/31/19)
Actual Enrollment (Baseline) Totals
Spring 2019 (4/1/19 - 5/31/19)
Actual Enrollment (Baseline) Totals AQUATICS
Actual Enrollment
(Baseline) -
Classes
Actual Enrollment
(Baseline) Sports
Teams
Actual Enrollment
(Baseline) -
Classes
Actual Enrollment
(Baseline) Sports
Teams
Actual Enrollment
(Baseline) -
Classes
Actual Enrollment
(Baseline) Sports
Teams
Actual Enrollment
(Baseline) -
Classes
Actual Enrollment
(Baseline) Sports
Teams
Actual Enrollment
(Baseline) Sports
Teams
Actual (Baseline)
Total Enrollment
Actual (Baseline)
Total Enrollment
Actual (Baseline)
Total Enrollment
Actual (Baseline)
Total Enrollment
Actual Enrollment
(Baseline) - Classes
Actual (Baseline)
Total Enrollment Facility Address Region CD
109th Pool 1
1500 E. 109th St., Los Angeles, CA 90059 Pacific 15 377 3 380 0 0 0 377 3 380 Algin Sutton Pool 2 8800 S. Hoover St., Los Angeles, CA 90044 Pacific 80 0 0 0 0000 1450 N. Avalon Blvd., Wilmington, CA
90744 Banning Pool 3 Pacific 15 605 103 708 75 51 126 22 37 59 17 17 719 191 910 Celes King III Pool 4 5001 Rodeo Rd, Los Angeles, CA 90016 Pacific 10 707 707 29 29 96 43 139 74 74 906 43 949Central Pool 5 1357 East 22nd St., Los Angeles, CA 90011 Pacific 9 724 10 734 0 0 0 724 10 734 6 Cheviot Hills Pool 2693 Motor Ave., Los Angeles, CA 90064 Pacific 5 357 2 359 0 0 0 357 2 359Cleveland Pool 7 8120 Vanalden Ave., Reseda, CA 91335 Valley 3 965 256 1221 357 142 499 85 86 171 206 206 1613 484 20973121 E. Olympic Blvd., Los Angeles, CA90023 Costello Pool 8
Metro 14 597 597 0 0 0 597 0 597
Downey Pool 9 1775 N. Spring St., Los Angeles, CA 90031 Metro 1 723 723 0 0 0 723 0 723 Echo Deep Pool 10 1419 Colton St., Los Angeles, CA 90026 Metro 1 1079 128 1207 221 40 261 111 39 150 123 123 1534 207 1741EG Roberts Pool 11 4526 W. Pico Blvd., Los Angeles, CA 90019 Pacific 10 1263 256 1519 182 182 200 39 239 145 145 1790 295 2085 8851 Laurel Canyon Blvd, Sun Valley, CA
91352 Fernangeles Pool 12 Valley 6 925 925 0 0 0 925 0 925 Fremont Pool 13
7630 Towne Ave., Los Angeles, CA 90003 Pacific 9 640 63 703 205 3 208 65 8 73 85 85 995 74 1069 Glassell Pool 14
3704 Verdugo Rd., Los Angeles, CA 90065 Metro 1 563 93 656 62 33 95 13 12 25 39 39 677 138 815 16730 Chatsworth St., Granada Hills, CA
91344
15 Granada Hills Pool Valley 12 733 733 0 0 0 733 0 733Green Meadows Pool 16 431 E. 89th St., Los Angeles, CA 90003 Pacific 9 410 410 0 0 0 410 0 410 17 Griffith Park Pool 3401 Riverside Dr., Los Angeles, CA 90027 Metro 4 896 896 0 0 0 896 0 896 11798 Foothill Blvd., Lake View Terrace,
CA 901342
18 Valley Hansen DamAquatic Center 7 00 0 0000
1221 N. Figueroa Pl., Wilmington, CA
90744
Harbor Pool 19
Pacific 15 822 822 0 0 0 822 0 822
Hey Rookie Pool 20 3601 S. Gaffey St., San Pedro, CA 90731 Pacific 15 653 55 708 61 29 90 24 40 64 25 25 763 124 887 6150 N. Piedmont Avenue, Los Angeles,CA 90042 Highland Pool 21 Metro 1 687 687 0 0 0 687 0 687 Hollywood Pool 22 1122 Cole Ave., Los Angeles, CA 90038 Pacific 13 812 812 0 0 0 812 0 812Hubert Humphrey Pool 23 12560 Filmore St., Pacoima, CA 91331 Valley 7 767 119 886 120 56 176 6 20 26 71 71 964 195 1159 Jackie Tatum/Harvard Pool 24
6120 Denker St., Los Angeles, CA 90047 Pacific 8 731 731 0 0 0 731 0 7313980 Bill Robertson Lane, Los Angeles, CA90037 John C. Argue Swim Stadium 25 Pacific 9 2122 180 2302 311 102 413 167 79 246 144 144 2744 361 3105 LACES Pool 26
5931 W. 18th St., Los Angeles, CA 90035 Pacific 10 949 155 1104 151 80 231 83 54 137 116 116 1299 289 1588 21817 Strathern St., Canoga Park, CA91304
Lanark Pool 27
Valley 3 826 826 0 0 0 826 0 826
Lincoln Pool 28
3501 Valley Blvd, Los Angeles, CA 90031 Metro 1 00 0 0 0000 29 Mar Vista Pool 11655 Palms Blvd., Los Angeles, CA 90066 Pacific 11 613 613 0 0 0 613 0 613 5301 Tujunga Ave., North Hollywood, CA
91601
North Hollywood Pool 30 Valley 2 590 590 0 0 0 590 0 590 31 Northridge Pool 10058 Reseda Blvd., Northridge, CA 91324 Valley 12 663 663 0 0 0 663 0 663 Games Agreement, Page 54
7.A.f
Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session)
Y O U T HS P O R T P A R T N E R S H I P
a
Summer 2018 (6/1/18 - 8/31/18)
Actual Enrollment (Baseline) Totals
Fall 2018 (9/1/18 - 12/31/18)
Actual Enrollment (Baseline) Totals
Winter 2019 (1/1/19 - 3/31/19)
Actual Enrollment (Baseline) Totals
Spring 2019 (4/1/19 - 5/31/19)
Actual Enrollment (Baseline) Totals AQUATICS
Actual Enrollment
(Baseline) -
Classes
Actual Enrollment
(Baseline) Sports
Teams
Actual Enrollment
(Baseline) -
Classes
Actual Enrollment
(Baseline) Sports
Teams
Actual Enrollment
(Baseline) -
Classes
Actual Enrollment
(Baseline) Sports
Teams
Actual Enrollment
(Baseline) -
Classes
Actual Enrollment
(Baseline) Sports
Teams
Actual Enrollment
(Baseline) Sports
Teams
Actual (Baseline)
Total Enrollment
Actual (Baseline)
Total Enrollment
Actual (Baseline)
Total Enrollment
Actual (Baseline)
Total Enrollment
Actual Enrollment
(Baseline) - Classes
Actual (Baseline)
Total Enrollment Facility Address Region CD
32 Pan Pacific Park Pool 141 S. Gardner St., Los Angeles, CA 90036 Pacific 4 416 416 0 0 0 416 0 416Pecan Pool 33 120 S. Gless St., Los Angeles, CA 90033 Metro 14 331 331 0 0 0 331 0 331 34 Peck Park Pool 560 N. Western Ave., San Pedro, CA 90732 Pacific 15 00 0 0 00 Reseda Pool 35
18411 Victory Blvd, Reseda, CA 91335 Valley 3 962 962 0 0 0 962 0 962 Richard Alatorre Pool 36
4721 Klamath St., Los Angeles, CA 90032 Metro 14 928 152 1080 82 51 133 55 28 83 102 102 1167 231 1398 10731 Laurel Canyon Blvd., Pacoima, CA
91331
Ritchie Valens Pool 37
Valley 7 838 838 0 0 0 838 0 838
456 S. Mathews St., Los Angeles, CA
90033
Roosevelt Pool 38
Metro 14 602 32 634 33 11 44 7 6 13 10 10 652 49 701
Ross Snyder Pool 39 1501 East 41st St., Los Angeles, CA 90011 Pacific 9 637 637 0 0 0 637 0 637 601 Latimer Rd., Pacific Palisades, CA90402
Rustic Canyon Pool 40 Pacific 11 48 48 0 0 0 48 0 48
8737 Kester Ave., Panorama City, CA91402 Sepulveda Pool 41 Valley 6 1024 1024 0 0 0 1024 0 1024 South Park Pool 42
345 East 51st St., Los Angeles, CA 90011 Pacific 9 414 414 0 0 0 414 0 414 Stoner Park Pool 43
1835 Stoner Ave., Los Angeles, CA 90025 Pacific 11 365 365 0 0 0 365 0 365 Sun Valley Pool 44 8123 Vineland Ave., Sun Valley, CA 91352 Valley 6 813 813 0 0 0 813 0 813Sylmar Pool 45 13109 Borden Ave, Los Angeles, CA 91342 Valley 7 926 926 0 0 0 926 0 926 6715 Laurelgrove Ave., North Hollywood,CA 91606 Valley Plaza Pool 46 Valley 2 802 802 0 0 0 802 0 802 Van Ness Pool 47
5720 2nd Avenue, Los Angeles, CA 90043 Pacific 2 00 0 0 0000 Van Nuys Sherman Oaks Pool 48 Valley 14021 Huston St., Van Nuys, CA 91423 4 1136 158 1294 108 147 255 59 91 150 147 147 1450 396 1846 2490 Walgrove Ave., Los Angeles, CA90066
Venice High School Indoor Pool 49 Pacific 11 921 135 1056 81 90 171 36 59 95 60 60 1098 284 1382Verdugo Hills Pool 50 Valley 10654 Irma Ave., Tujunga, CA 91042 7 381 381 0 0 0 381 0 381 Westchester Pool 51
9100 Lincoln Blvd., Los Angeles, CA 90045 Pacific 11 775 775 0 0 0 775 0 775 1350 Sepulveda Blvd., Los Angeles, CA
90025
Westwood Pool 52
Pacific 5 391 99 490 81 54 135 68 25 93 55 545 178 723
5858 Shoup Ave., Woodland Hills, CA
91367
Woodland Hills Pool 53
Valley 3 965 31 996 0 0 0 965 31 996
Yosemite Pool 54 1840 Yosemite Dr., Los Angeles, CA 90041 Metro 14 599 43 642 0 0 0 599 43 642 I I II I I I II I I I I I I ] 36,073 2,073 38,146 2,159 889 3,048 1,097 666 1,763 1,369 0 1,369 40,698 3,628 44,326 Total Aquatics (includes Swim LA) Games Agreement, Page 55
7.A.f
Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session)
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Games Agreement, Page 56
7.A.f
Packet Pg. 898 Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session) Registration Start
______Date______
Registration Start
Date
Season Citywide Championships League Start Date League End Date Classes Class Start Date Class End Date Sports Leagues Leagues/Classes
TBD (Signature
Sports Programs,
Aquatics, etc.)
Leagues/ClassesLeagues/Classes
TBD (Signature
Sports Programs,
Aquatics, etc.)
Leagues/Classes
TBD (Signature
Sports Programs,
Aquatics, etc.)
RECREATION AND PARKS
SUMMER
2020 2019 FALL I 2020 WINTER 2020 SPRING
Games Agreement, Page 57
7.A.f
Packet Pg. 899 Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session)
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Games Agreement, Page 58
7.A.f
Packet Pg. 900 Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session)
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7.A.f
Packet Pg. 901 Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session)
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Games Agreement, Page 60
7.A.f
Packet Pg. 902 Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session)
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7.A.f
Packet Pg. 903 Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session) Games Agreement, Page 62
Games Agreement Exhibit B
Addresses for Notices
THE CITY OF LOS ANGELES
Eric Garcetti
Los Angeles Mayor
200 N. Spring St.
Los Angeles, CA 90012
Michael N. Feuer
Los Angeles City Attorney
200 N. Main St., Suite 800
Los Angeles, CA 90012-4137
Matthew W. Szabo
City Administrative Officer
200 N. Main St., Suite 1500
Los Angeles, CA 90012-4137
Sharon M. Tso
Chief Legislative Analyst
200 N. Spring Street, Room 255
Los Angeles, CA 90012-4137
Holly L. Wolcott
City Clerk
200 N. Spring Street, Room 360
Los Angeles, CA 90012
LOS ANGELES ORGANIZING COMMITTEE FOR THE OLYMPIC AND PARALYMPIC GAMES 2028
Kathy Carter
Chief Executive Officer
10900 Wilshire Blvd.
Suite 700
Los Angeles, CA 90024
John Harper
Chief Operating Officer
10900 Wilshire Blvd.
Suite 700
Los Angeles, CA 90024
Tanja Olano
Chief Legal Officer
10900 Wilshire Blvd.
Suite 700
Los Angeles, CA 90024
7.A.f
Packet Pg. 904 Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session)
EXHIBIT C
FIFTH AMENDMENT TO THE MEMORANDUM OF UNDERSTANDING C-129859 9 7.A.f
Packet Pg. 905 Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session) 1 FIFTH AMENDMENT TO MEMORANDUM OF UNDERSTANDING NUMBER C129859
BETWEEN
THE CITY OF LOS ANGELES,
LOS ANGELES 2024 EXPLORATORY COMMITTEE
AND
THE UNITED STATES OLYMPIC COMMITTEE
REGARDING THE LOS ANGELES ORGANIZING COMMITTEE
OF THE 2028 OLYMPIC AND PARALYMPIC GAMES
This Fifth Amendment to the Memorandum of Understanding C-129859 between the City of Los Angeles, Los Angeles 2024 Exploratory Committee and the United States Olympic Committee Regarding the Los Angeles Organizing Committee of the 2028 Olympic and Paralympic Games (this “Fifth Amendment”) is made and entered into as of the date of the last signature set forth below by and among the City of Los Angeles, a municipal corporation (the “City”), the United States Olympic and Paralympic Committee, formerly known as the United States Olympic Committee, a Congressionally chartered nonprofit corporation (the “USOPC”), and the Los Angeles Organizing Committee for the Olympic and Paralympic Games 2028 (the “OCOG”), a California nonprofit public benefit corporation, the successor in interest of the Los Angeles 2024 Exploratory Committee, a California nonprofit public benefit corporation which began doing business as the Los Angeles 2028 Candidature Committee on July 31, 2017 (“LA28”). Collectively, these entities shall be known herein as the “Parties” or individually as a “Party.”
WITNESSETH
WHEREAS, on August 16, 2017, the Parties entered into a certain Memorandum of Understanding Regarding the Los Angeles Organizing Committee of the 2028 Olympic and Paralympic Games (“MOU”) to memorialize the relationship, roles, and responsibilities between and among the Parties with respect to hosting the 2028 Olympic and Paralympic Games (“2028 Games”);
WHEREAS, the MOU provided that in the event the City was selected by the International Olympic Committee (the “IOC”) to host the 2028 Games, LA28 would be reconstituted into the OCOG, and that the OCOG would be the successor in interest of LA28 and be bound by all of LA28’s rights, responsibilities, duties, and obligations; WHEREAS, on September 13, 2017, the IOC approved the City of Los Angeles as the host of the 2028 Games;
WHEREAS, once the City of Los Angeles was awarded the opportunity to host the 2028 Games, the Parties began cooperating with one another and the OCOG in good faith to negotiate
7.A.f
Packet Pg. 906 Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session) 2 and obtain necessary approvals for entering into a definitive Los Angeles 2028 Games Agreement (“Games Agreement”);
WHEREAS, the Parties entered into a First Amendment to this MOU on or about September 14, 2019, for the purpose of extending the deadline to enter into a definitive Los Angeles 2028 Games Agreement to March 14, 2020;
WHEREAS, due to the outbreak of novel coronavirus 2019 (“COVID-19”) and resulting global pandemic, the Parties entered into a Second Amendment for the purpose of extending the deadline to enter into a definitive Los Angeles Games Agreement to March 14, 2021; WHEREAS, due to the continued outbreak of COVID-19, and resulting global pandemic, the Parties executed a Third Amendment for the purpose of extending the deadline to enter into a definitive Los Angeles Games Agreement to October 1, 2021;
WHEREAS, due to the ongoing and continued outbreak of COVID-19, and ongoing and resulting global pandemic, the Parties executed a Fourth Amendment for the purpose of extending the deadline to enter into a definitive Los Angeles Games Agreement to November 1, 2021, in order to continue to negotiate in good faith in working toward finalizing the Games Agreement;
WHEREAS, the Parties are now desirous of entering into this Fifth Amendment for the purpose of extending the deadline to December 8, 2021 in order to permit Council to consider the Games Agreement;
NOW THEREFORE, the Parties hereby agree that the MOU be amended as follows:
1. Section 3, “Cooperation,” is hereby deleted in its entirety and replaced with the following:
Section 3. Cooperation. In the event that the City is awarded the opportunity to host the 2028 Games, the Parties shall cooperate with one another and the OCOG in good faith to negotiate, obtain all necessary approvals for and enter into the Los Angeles 2028 Games Agreement no later than December 8, 2021. This Los Angeles 2028 Games Agreement shall include the 2028 YOUTH SPORT PARTNERSHIP that was executed on March 18, 2020 (C-135291) which includes terms of the OCOG’s support for a youth sports program that aims to significantly enhance the opportunities for the City’s youth to access City sport programming.
2. Except as amended by this Fifth Amendment, all other terms and conditions of the MOU shall remain in full force and effect.
7.A.f
Packet Pg. 907 Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session) 3 3. This Fifth Amendment consists of 6 pages. The MOU is hereby incorporated by reference, in its entirety, into this Fifth Amendment.
4. In the event of an inconsistency between any of the provisions of this Fifth Amendment, the Fourth Amendment, the Third Amendment, the Second Amendment, the First Amendment, and MOU, the inconsistency shall be resolved by giving precedence in the following order:
1. This Fifth Amendment to Memorandum of Understanding Regarding the Los Angeles Organizing Committee of the 2028 Olympic and Paralympic Games.
2. Fourth Amendment to Memorandum of Understanding Regarding the Los Angeles Organizing Committee of the 2028 Olympic and Paralympic Games.
3. Third Amendment to Memorandum of Understanding Regarding the Los Angeles Organizing Committee of the 2028 Olympic and Paralympic Games.
4. Second Amendment to Memorandum of Understanding Regarding the Los Angeles Organizing Committee of the 2028 Olympic and Paralympic Games.
5. First Amendment to Memorandum of Understanding Regarding the Los Angeles Organizing Committee of the 2028 Olympic and Paralympic Games.
6. Memorandum of Understanding Regarding the Los Angeles Organizing Committee of the 2028 Olympic and Paralympic Games.
[Signature page follows.]
(Remainder of page intentionally left blank.)
7.A.f
Packet Pg. 908 Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session) 4 IN WITNESS WHEREOF, the Parties hereto have caused this Fifth Amendment to be executed by their duly authorized representatives and affixed as of the date of signature of the Parties:
THE CITY OF LOS ANGELES
By: By:
ERIC GARCETTI NURY MARTINEZ
Mayor, City of Los Angeles President, Los Angeles City Council
Date: Date:
APPROVED AS TO FORM: ATTEST:
MICHAEL N. FEUER, City Attorney HOLLY L. WOLCOTT, City Clerk By: By:
Date: Date:
LOS ANGELES ORGANIZING COMMITTEE FOR THE OLYMPIC AND
PARALYMPIC GAMES 2028, Successor in Interest of the LOS ANGELES 2024
EXPLORATORY COMMITTEE
By:
CASEY WASSERMAN
Chairperson
Date:
UNITED STATES OLYMPIC AND PARALYMPIC COMMITTEE
By:
SARAH HIRSHLAND
Chief Executive Officer
Date:
7.A.f
Packet Pg. 909 Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session) 5 Exhibit A
Addresses for Notices
THE CITY OF LOS ANGELES
Eric Garcetti
Los Angeles Mayor
200 North Spring Street
Los Angeles, CA 90012
Michael N. Feuer
Los Angeles City Attorney
200 North Main Street, Suite 800
Los Angeles, CA 90012-4137
Matthew W. Szabo
City Administrative Officer
200 North Main Street, Suite 1500
Los Angeles, CA 90012-4137
Sharon M. Tso
Chief Legislative Analyst
200 North Spring Street, Room 255
Los Angeles, CA 90012-4137
Holly L. Wolcott
City Clerk
200 North Spring Street, Room 360
Los Angeles, CA 90012-4137
LOS ANGELES ORGANIZING COMMITTEE FOR THE OLYMPIC AND
PARALYMPIC GAMES 2028
Kathy Carter
Chief Executive Officer
10900 Wilshire Blvd.
Suite 700
Los Angeles, CA 90024
John Harper
Chief Operating Officer
7.A.f
Packet Pg. 910 Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session) 6 10900 Wilshire Blvd.
Suite 700
Los Angeles, CA 90024
Tanja Olano
Chief Legal Officer
10900 Wilshire Blvd.
Suite 700
Los Angeles, CA 90024
UNITED STATES OLYMPIC AND PARALYMPIC COMMITTEE
Chris McCleary
General Counsel
1 Olympic Plaza
Colorado Springs, CO 80909
7.A.f
Packet Pg. 911 Attachment: City of Los Angeles Games Agreement (6602 : 7.A. LA28 Games Agreement Study Session) Assembly Bill No. 132
CHAPTER 836
An act relating to public contracts.
[Approved by Governor October 15, 2017. Filed with
Secretary of State October 15, 2017.]
legislative counsel’s digest
AB 132, Jones-Sawyer. Public contracts: 2028 Olympic Games and Paralympic Games.
Existing law provides specified requirements in awarding certain public contracts.
This bill would authorize the Governor to execute games support contracts, not to exceed a specified amount, in connection with the site selection process for the City of Los Angeles to become the host for the 2028 Olympic Games and Paralympic Games, that accept financial liability to provide the state security for amounts owed by the Organizing Committee for the Olympic Games (OCOG), as specified, and for any financial deficit accruing to the OCOG as a result of the hosting of the games by the endorsing municipality, as defined.
The bill would establish the Olympic Games Trust Fund in the State Treasury and would, upon appropriation by the Legislature, make the money in the fund available for these purposes, as specified.
This bill would make legislative findings and declarations that, among other things, the endorsing municipality has developed a self-sufficient bid for financing the games.
The people of the State of California do enact as follows:
SECTION 1. This act is known, and may be cited, as the 2028 Olympic Games and Paralympic Games Act.
SEC. 2. For purposes of this act:
(a) “Endorsing municipality” means the City of Los Angeles, which has authorized a bid by the Organizing Committee for the Olympic Games (OCOG) for selection of the municipality as the site of the games. (b) “Games” means the 2028 Olympic and Paralympic Games. (c) “Games support contract” means a joinder agreement or a similar contract executed by the Governor and containing terms permitted or required by this act.
(d) “Joinder agreement” means an agreement in connection with the selection of a site in this state for the location of the games. 94 7.A.g
Packet Pg. 912 Attachment: AB132 LA28 State Guarantee (2017) (6602 : 7.A. LA28 Games Agreement Study Session) (e) “OCOG” means a nonprofit corporation, or its successor in interest, that:
(1) Has been authorized by the endorsing municipality to pursue an application and bid on the endorsing municipality’s behalf to a site selection organization for selection as the site for the games.
(2) With the authorization of the endorsing municipality, has executed a bid committee agreement with the United States Olympic Committee regarding a bid and the bid process to host the games.
(f) “Site selection organization” means the International Olympic Committee, the International Paralympic Committee, or both, as applicable. (g) “State security” means the financial obligation, not to exceed two hundred seventy million dollars ($270,000,000), undertaken by the state pursuant to a games support contract executed by the Governor in accordance with this act.
SEC. 3. The Legislature finds and declares all of the following:
(a) The purpose of this act is to provide assurances required by a site selection organization that will select a city to host the games. (b) Hosting the games in California is expected to generate billions of dollars for the state’s economy. The OCOG, on behalf of the endorsing municipality, has developed a self-sufficient bid and plan for financing the games that is based on realistic and conservative revenue scenarios, and it has budgeted sufficient funds to reimburse local and regional governments for services provided during the games.
(c) The endorsing municipality plans to host a sustainable and environmentally responsible games, has committed to sports and recreational opportunities for young people throughout each area by planning to generate a legacy for youth programs and other sports purposes in this state with excess revenues from the games, and plans to develop and implement a unique and broad-based, cultural program.
(d) The endorsing municipality will involve athletes, sports professionals, environmentalists, business and financial experts, nonprofit organizations, youth service leaders, and individuals who represent the entire diversity of the endorsing municipality’s state in its bid.
(e) The endorsing municipality expects that if it is chosen as the host city, and once the games have concluded, there will be net revenue exceeding expenses that can be devoted to legacy programs for youth and citizens of California.
SEC. 4. (a) The Governor may execute games support contracts on behalf of the state that, in accordance with law and subject to the requirements and limitations set forth in Sections 5, 6, and 7 of this act, accept financial liability, funded solely by means of the funding mechanism established by Sections 5, 6, and 7 of this act, and in an aggregate amount that under no circumstance shall exceed two hundred seventy million dollars ($270,000,000), to provide the state security for the following:
(1) Amounts owed by the OCOG to a site selection organization for claims by third parties arising out of or relating to the games. 94 Ch. 836 — 2 —
7.A.g
Packet Pg. 913 Attachment: AB132 LA28 State Guarantee (2017) (6602 : 7.A. LA28 Games Agreement Study Session) (2) Any financial deficit accruing to the OCOG as a result of the hosting of the games by the endorsing municipality. Any liability for an amount in excess of the state security of two hundred seventy million dollars ($270,000,000) shall be the responsibility of parties other than the state. (b) The games support contracts may contain additional provisions that the Governor requires in order to carry out the purposes of this act.
SEC. 5. (a) There is hereby established in the State Treasury a special fund to be known as the “Olympic Games Trust Fund.”
(b) The state may choose to fund the Olympic Games Trust Fund in any manner it considers appropriate and at the time or times the state determines necessary. It is the intent of the Legislature that the funding mechanism for the fund shall be determined on or about the time of the selection of the endorsing municipality as the host city by the site selection organizations. (c) The funds in the trust fund may be used only for the sole purpose of fulfilling the obligations of the state under a games support contract to provide the state security. Notwithstanding any other law, the Controller may use the funds in the trust fund for cashflow loans to the General Fund as provided in Sections 16310 and 16381 of the Government Code. (d) No additional state funds shall be deposited into the Olympic Games Trust Fund once the Director of Finance determines that the account has achieved, or is reasonably expected to otherwise accrue, the balance necessary to provide the state security pursuant to a games support contract. (e) If the endorsing municipality is selected by the site selection organization as the host city for the games, the Olympic Games Trust Fund shall be maintained until the Director of Finance makes a determination that the state’s obligation to provide the state security under a games support contract has been satisfied and concluded, at which time the trust fund shall be terminated.
(f) If the endorsing municipality in the State of California is not selected by the site selection organization as the host city for the games, the Olympic Games Trust Fund shall be immediately terminated.
(g) Upon the termination of the Olympic Games Trust Fund, all sums earmarked, transferred, or contained in the fund, along with any investment earnings retained in the fund, shall immediately revert to the General Fund.
SEC. 6. (a) Any moneys deposited, transferred, or otherwise contained in the Olympic Games Trust Fund established in Section 5 of this act shall be, upon appropriation by the Legislature, used for the sole purpose of providing the state security under a games support contract. The state security may be provided by moneys contained in the trust fund established in Section 5 of this act, or by insurance coverage, letters of credit, or other secured instruments purchased or secured by the moneys, or by any combination thereof as specified in a games support contract. In no event may the liability of the state under all games support contracts, any other agreements related to the conduct of the games, and all financial obligations of the state otherwise arising under this act, exceed two hundred seventy million dollars ($270,000,000) in the aggregate.
94 — 3 — Ch. 836
7.A.g
Packet Pg. 914 Attachment: AB132 LA28 State Guarantee (2017) (6602 : 7.A. LA28 Games Agreement Study Session) (b) Obligations authorized by this act shall be payable solely from the Olympic Games Trust Fund. Neither the full faith and credit nor the taxing power of the state are or shall be pledged for any payment under any obligation authorized by this act.
SEC. 7. The state shall, subject to the limitations set forth in Sections 5 and 6 of this act and the games support contract, be the payer of last resort with regard to the use of the state security. The state security may not be accessed to cover any obligation of the state under a games support contract until after all of the following occur:
(a) The security provided by the OCOG is fully expended and exhausted. (b) The endorsing municipality has expended and exhausted at least two hundred seventy million dollars ($270,000,000) of the endorsing municipality’s security.
(c) Any security provided by any other person or entity is fully expended and exhausted.
(d) The limits of available insurance policies have been fully expended and exhausted.
(e) The OCOG has exhausted all efforts to seek payment from all third parties owing moneys or otherwise liable to the OCOG.
SEC. 8. The OCOG shall list the state as an additional insured on any policy of insurance purchased by the OCOG to be in effect in connection with the preparation for and conduct of the games.
SEC. 9. The OCOG shall not engage in any conduct that reflects unfavorably upon this state, the endorsing municipality, or the games, or that is contrary to law or to the rules and regulations of the United States Olympic Committee and the International Olympic and International Paralympic Committees. O 94 Ch. 836 — 4 —
7.A.g
Packet Pg. 915 Attachment: AB132 LA28 State Guarantee (2017) (6602 : 7.A. LA28 Games Agreement Study Session) 1 David Yakobson
From: Tim Noonan <[email protected]>
Sent: Tuesday, October 8, 2024 2:55 PM
To: councilmtgitems
Subject: Olympic Beach Volleyball
EXTERNAL
As a Palisades Beach Road homeowner, I am hopeful the council will seek input from those (like us) who would be most affected by a venue on the State Beach north of the pier.
From an economic point of view, unless our city stands to at least have a neutral impact to its budget, I cannot imagine why we would want to fund such, given that all of our other services are currently being stretched – particularly our growing need for men and women in uniform.
Tim Noonan
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.j
Packet Pg. 916 Attachment: Written Comments [Revision 1] (6602 : 7.A. LA28 Games Agreement Study Session) 1 David Yakobson
From: Shelby Eggers <[email protected]>
Sent: Tuesday, October 8, 2024 4:20 PM
To: councilmtgitems
Subject: LA28 - A bad deal for Santa Monica City!
EXTERNAL
Hello there!
I am emailing regarding the meeting today about LA28 and to encourage Santa Monica City to REJECT the LA28 Games agreement.
As you have already seen, Santa Monica City is poised to lose millions of dollars by participating in the LA28 Olympic Games. If LA28 fails to raise enough revenue from the games (which is likely because practically every single Olympics ever has lost money from hosting the games), then Santa Monica residents will be on the hook for millions of dollars.
There is also a complete lack of concern regarding the environmental impact of building "temporary" stadiums for these events.
Not to mention, Santa Monica residents never even had the opportunity to vote on whether the LA28 Olympics is something they want.
Please think of what's best for the residents of Santa Monica City and REJECT the LA28 Games Agreement.
--
x Cheers
Shelby Eggers (she/her)
[email protected]
(404) 316-9479
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.j
Packet Pg. 917 Attachment: Written Comments [Revision 1] (6602 : 7.A. LA28 Games Agreement Study Session) 2 David Yakobson
From: Jason Vogel <[email protected]>
Sent: Tuesday, October 8, 2024 1:49 PM
To: Kurt Schwengel
Cc: David Newberg; councilmtgitems; Phil Brock; Kris Schwengels; Holly; Leo Quinones; [email protected]; Tim Noonan; Paul Schneider; Jon Spica; Ron Miller; Andre de Montesquiou; Andrew & Gail Worswick; Jenny Morant; Jonathan Brandler; Mark Robbins; Nuchow; John C. Smith
Subject: Re: Beach Volleyball Olympic stadium
EXTERNAL
Is this still the plan?
Even without this stadium, I believe that The Pier will be overrun by tourists and that would impact us more than usual.
I’d prefer that they not put the stadium there. That makes me a NIMB - Not In My Beach LOL.
If we are to put up with this, I agree that we should ask for 2 tickets per unit.
Olympic Volleyball still set for Santa Monica
despite lack of signed agreement
smdp.com
Best wishes,
Jason Vogel, MA, MBA
1278 Glenneyre St. Suite 300
Laguna Beach, CA 92651
1642 R Street, NW
Washington, DC 20009
CA RE License 01815890
Cell: (310) 770-8081
"What you think about, you bring about."®
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.j
Packet Pg. 918 Attachment: Written Comments [Revision 1] (6602 : 7.A. LA28 Games Agreement Study Session) 3 On Oct 8, 2024, at 1:20 PM, Kurt Schwengel <[email protected]> wrote:
First and foremost I would like to make it clear that I welcome the Olympic venue coming to our neighborhood. I cannot imagine another Olympic venue being placed so close to a residential neighborhood. We have 33 homes on our block who are going to be greatly affected by this stadium and virtually none of it will be positive (unless we ask for it).
Logistics:
This will be a 12,000 seat stadium, HOWEVER, they can run 2 or 3 sessions per day which means that except for the final few days there will be either 24K or 36K people moving through the neighborhood per day!
The fans will start arriving around 8am and other fans attending the later session will not be leaving the venue until after midnight.
The noise will be very intrusive. Most of our neighborhood is currently having trouble sleeping due to the music coming from the dance club/bar atop the Shangri-la building and we can also hear the music from the pier on weekends so the stadium noise will be very intrusive.
There will be no parking in the south lot so everyone who arrives in cars will be parking in the north lot and walking right past our houses. Parking will be a disaster for everyone with many people who arrive late parking in our driveways like they do for the Cirque Du Soleil events. I realize that Mayor Bass is calling for a "no car" Olympics but come on, that is not going to happen.
So the question becomes "what can the Olympic committee do for the neighborhood?". I realize they would never ever compensate us financially so I think the only thing we can ask for is tickets to the events. I think 2 tickets to each session each day per household would be fair.
Thanks,
Kurt Schwengel
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.j
Packet Pg. 919 Attachment: Written Comments [Revision 1] (6602 : 7.A. LA28 Games Agreement Study Session) 4 David Yakobson
From: Kurt Schwengel <[email protected]>
Sent: Tuesday, October 8, 2024 1:21 PM
To: David Newberg; councilmtgitems; Phil Brock; Kris Schwengel Cc: Holly; Leo Quinones; [email protected]; [email protected]; Tim Noonan; Paul Schneider; Jon Spica; Ron Miller; Andre de Montesquiou; Andrew & Gail Worswick; Jenny Morant; Jonathan Brandler; Mark Robbins; Nuchow; John C. Smith Subject: Beach Volleyball Olympic stadium
EXTERNAL
First and foremost I would like to make it clear that I welcome the Olympic venue coming to our neighborhood. I cannot imagine another Olympic venue being placed so close to a residential neighborhood. We have 33 homes on our block who are going to be greatly affected by this stadium and virtually none of it will be positive (unless we ask for it).
Logistics:
This will be a 12,000 seat stadium, HOWEVER, they can run 2 or 3 sessions per day which means that except for the final few days there will be either 24K or 36K people moving through the neighborhood per day!
The fans will start arriving around 8am and other fans attending the later session will not be leaving the venue until after midnight.
The noise will be very intrusive. Most of our neighborhood is currently having trouble sleeping due to the music coming from the dance club/bar atop the Shangri-la building and we can also hear the music from the pier on weekends so the stadium noise will be very intrusive.
There will be no parking in the south lot so everyone who arrives in cars will be parking in the north lot and walking right past our houses. Parking will be a disaster for everyone with many people who arrive late parking in our driveways like they do for the Cirque Du Soleil events. I realize that Mayor Bass is calling for a "no car" Olympics but come on, that is not going to happen.
So the question becomes "what can the Olympic committee do for the neighborhood?". I realize they would never ever compensate us financially so I think the only thing we can ask for is tickets to the events. I think 2 tickets to each session each day per household would be fair.
Thanks,
Kurt Schwengel
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.j
Packet Pg. 920 Attachment: Written Comments [Revision 1] (6602 : 7.A. LA28 Games Agreement Study Session) 1 David Yakobson
From: Marianne O'Donnell <[email protected]>
Sent: Monday, October 7, 2024 4:55 PM
To: councilmtgitems
Subject: No to Santa Monica hosting LA28's beach volleyball
EXTERNAL
Below my comment to the local papers reporting that City Council is entertaining hosting LA28's beach volleyball - at a substantial net cost to the City = us, taxpayers:
Editor,
I’m shocked to read that, in their usual delusions of grandeur, City Council and City Hall are entertaining the possibility of hosting LA28’s beach volleyball, even though the total net loss to the City is projected to be $12.1 million - of taxpayers’ money! As long-time, middle-class constituents, voters and taxpayers, we’re sick and tired of financing City government’s Marie-Antoinette follies that do not benefit the constituents, who should be the City’s priority.
Enough with being fleeced. Enough with paying taxes for everyone else but those living and doing business in Santa Monica. Enough with giving priority to transients, addicts, criminals, and "aspirational" projects over public safety, street repairs, community services, and more. Enough with de-penalizing crime and ignoring the victims of such crimes. Enough with the City systematically disregarding constituents’ will and well-being, putting visitors at risk, and driving our once beautiful town into a downward spiral.
Enough with the City’s delusions of grandeur that cost but do not benefit the community. Enough with taxation without representation. When will those City ideologues finally learn?! When even a SMPD officer gets stabbed and in danger for his life, and so after a string of violent crimes, constant assault and harassment of residents that’s been dismissed by the City for too many years, when will those supposed to represent us will do their job, and actually represent the constituents?
When City government cannot, and will not, focus on the best interests of its constituents, it’s time to fire them all. E-nough.
Marianne O'Donnell
Santa Monica resident
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
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Packet Pg. 921 Attachment: Written Comments [Revision 1] (6602 : 7.A. LA28 Games Agreement Study Session) 2 David Yakobson
From: Brian Stedge-Stroud <[email protected]>
Sent: Monday, October 7, 2024 1:41 PM
To: councilmtgitems
Subject: 7A - LA28 Olympic and Paralympic Games Organizing Committee
EXTERNAL
Hi Mayor and Councilmembers,
I strongly support Santa Monica hosting beach volleyball for the Olympics. This is a once-in-a-generation opportunity for the City to showcase to the world, corporations, and potential new businesses how amazing Santa Monica is.
Santa Monica's economy has been slow to bounce back from COVID-19 and consumers' changing spending habits.
This is an opportunity to kick start the 3rd Street Promenade's revival with great restaurants, new entertainment experiences, and a ton of foot traffic for our small businesses.
The increased foot traffic from tourists could also greatly benefit our Main Street business corridor, Montona, and Pico.
This will be an investment in Santa Monica's future. While some will argue that Santa Monica should stick its head in the sand, we will be kneecapping our City's reputation for future profit-driving events.
Please bring LA28 to Santa Monica.
Brian Stedge
90404
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.j
Packet Pg. 922 Attachment: Written Comments [Revision 1] (6602 : 7.A. LA28 Games Agreement Study Session) 3 David Yakobson
From: Cindy Pfeifer <[email protected]>
Sent: Monday, October 7, 2024 12:27 PM
To: councilmtgitems
Subject: Olympics and Pier Tenants
EXTERNAL
Greetings Mayor & Councilmembers,
The Santa Monica Pier Lessees, representing the 29 businesses on the pier, is very interested in the 2028 Olympic Games planning to be discussed under item 7a of your agenda on October 8, 2024. While we agree that the 2028 Olympic Games offer a lot of great opportunities for Santa Monica and the greater LA area, we are concerned about many of the provisions outlined in the City staff report including maintaining access to the pier and our businesses.
From past experience with large scale events, we know that, volleyball or not, Santa Monica will figure prominently in the media and attendees travel and visitation plans throughout the Olympics. We know that Olympic visitors will flock to our hotels, beaches, pier and city businesses as they view Santa Monica and most especially the Santa Monica Pier as a “must see” when visiting the LA area.
Three stark facts stand out in the City Report:
1) Potential net loss of 12.1 million. A number we do not feel takes into effect many of the construction and tear down business revenue losses, loss of percentage rent from city lessees, loss of employee spend, along with other indirect financial losses.
2) There is really nothing in the report on the losses to local businesses due to shut down, loss of customer access, loss of parking and loss of event revenue. Losses that will start during construction and extend for many years on. Once you lose customers it is a long process to build back their return, a lesson the pandemic clearly taught us.
3) The tradeoff for the above negatives are:
a. Community Pride
b. Brand Enhancement
c. Earned Media Coverage
We do not need to host Volleyball to enjoy Community Pride, Brand Enhancement and Earned Media Coverage courtesy of the Olympics. In fact, it does seem like the contracts could force us to give up some of these and/or lessen their value.
A few years ago, a LA24 representative came to our tenant meeting. At that time, we asked about opportunities to do food in the Volleyball venue, but were rebuffed as they stated they would bring in their own vendors. The lack of partnership with local businesses they would probably be displacing is concerning, that concern is compounded by the suggestion in the report that taxes on these sales could be diverted to Los Angeles.
We were further advised that there would be a large scale “security perimeter”. Once guests entered that area, there would be no interaction with local business and all purchases would be made inside the secure area. Guests will be disinclined to leave this area due to the inconvenience of going through security again and the expectation that there will be strict limits on packages and purchases that could be brought in.
Please note, our association has not had any success with our outreach to LA28 Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.j
Packet Pg. 923 Attachment: Written Comments [Revision 1] (6602 : 7.A. LA28 Games Agreement Study Session) 4 For the Pier and beach businesses, most who have still not recovered from the pandemic, the scenario presented in the City Report appears to be catastrophic. It will be compounded by any loss of revenue from the bridge construction. It does not present as a good business decision and in fact, for some, presents as the final nail in the coffin.
1) No assurance that the Pier will remain open and fully operational throughout the entirety of the games. What the report leaves out is that these possibilities will not be limited to the Olympics themselves but will include the construction and tear down of the volleyball venue. This would be counterproductive to the stated benefits of Brand Enhancement and Earned Media coverage as it is well known that the Santa Monica Pier is the iconic image blasted out to the world during any event in the LA area.
2) Pier and Beach businesses will be prevented from pursuing alternative revenue sources from special events unless approved by LA28. These months are a busy time for the Pier and Beach businesses with a robust corporate and private events schedule, which we assume would be augmented with additional Olympic corporate events. Many of the businesses count on living off and paying their bills and staff with these profits in the slower winter months. 3) Large scale employee layoffs and/or terminations due to decreased business or possible total shut down. These employees are not only an important part of our community, but also spend a significant amount of their income in Santa Monica.
Given that the staff report indicates the city financial benefit is greater without entering into the venue agreement as currently proposed, we encourage you to continue negotiations with LA28 in a way that protects local businesses, maintains public access to the pier and beaches, and offers protections to our ability to control the Santa Monica Pier experience for our guests.
Thank you for keeping us top-of mind for all issues impacting our pier, Cindy Pfeifer on behalf of the Santa Monica Pier Lessees Association Cell: 310.663.6019
Email: [email protected]
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
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Packet Pg. 924 Attachment: Written Comments [Revision 1] (6602 : 7.A. LA28 Games Agreement Study Session) 1 David Yakobson
From: Hans Beischel <[email protected]>
Sent: Monday, October 7, 2024 11:39 AM
To: councilmtgitems
Subject: 10/8/24 - Agenda Item 7: Don't Accept a Bad Deal! Reject the LA28 Games Agreement
EXTERNAL
Re: 10/8/24 - Agenda Item 7
Santa Monica’s own analysis shows the city stands to lose more than $12 million from hosting volleyball. Unfortunately, this is only the beginning. When—not if—LA28’s budget balloons well beyond their estimates (as has happened at every Games in memory), Santa Monica will be on the hook for untold sums.
What does Santa Monica hope to gain from this expensive experiment? Don’t fall for the hype.
Reject the Games.
Best,
Hans
—
Hans Beischel
[email protected]
310-880-5615
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
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Packet Pg. 925 Attachment: Written Comments [Revision 1] (6602 : 7.A. LA28 Games Agreement Study Session) 2 David Yakobson
From: Jim Harris <[email protected]>
Sent: Monday, October 7, 2024 10:49 AM
To: councilmtgitems
Subject: Item 7.A. Study Session on the City of Santa Monica's Proposed Games Agreement with the LA28 Olympic and Paralympic Games Organizing Committee Dear Santa Monica City Council Members;
I write you today regarding City Council Meeting Agenda Item 7.A. - Study Session on the City of Santa Monica's Proposed Games Agreement with the LA28 Olympic and Paralympic Games Organizing Committee. I know that there is much to consider as you strive to determine the best path for Santa Monica and ask that you apply special consideration to the overall impact that the presence of the beach volleyball games will have on the Pier and the Pier Corporation.
The City Staff Report presents a very thorough examination of the impacts of each side of the proposed Olympic games on Santa Monica Beach and does a good job on Page 10 in pointing out concerns from the City’s perspective regarding “Revenue-Generating Opportunities” and “Pier Operations”. I would like to point out my own concerns regarding the possible impacts within those two subjects that will have on the Santa Monica Pier Corporation.
First, I must state that the Pier Corporation Board of Directors has not taken a position nor made a recommendation on this topic. I write you today as the CEO of the organization specifically to point out the potential financial impacts upon the Pier Corporation that I foresee should the proposed agreement with LA28 go forward.
Santa Monica has a unique opportunity with the potential presence of the 2028 Olympics’ beach volleyball games next to the Pier, especially with regard to social media impressions and overall brand awareness for Santa Monica and the Pier. But there are other realities that come with this as well.
During the summer months for the past three years, the Pier Corporation has averaged almost $250,000 income from event rentals - a significant amount of the income expectations within our annual budget and income that we rely upon to produce the free public programming that the Santa Monica community has come to expect. As you are already aware, our annual grant from the City has been cut from the prepandemic number of $750,000 to the current level of $150,000. That, alongside the nation-wide downward trend of funding from corporate sponsorships, has left us very much reliant upon that summertime income boost in order to provide the community with its expectations.
Loss of that summertime boost will hamper our ability to fulfill those expectations and, simultaneously, our mission to curate the pleasure pier experience for locals, visitors and admirers.
With this information, I hope that the upcoming Study Session will include special consideration regarding the economical impacts beyond those upon the City’s budget, but also toward organizations like the Pier Corporation which will see highly significant impacts as well.
Thank you, and all best regards,
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
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Packet Pg. 926 Attachment: Written Comments [Revision 1] (6602 : 7.A. LA28 Games Agreement Study Session) 3 To help
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Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
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Packet Pg. 927 Attachment: Written Comments [Revision 1] (6602 : 7.A. LA28 Games Agreement Study Session) 4 David Yakobson
From: Stanley H Epstein <[email protected]>
Sent: Saturday, October 5, 2024 2:09 PM
To: councilmtgitems
Subject: Re: Item 7A, on Tuesday - 2028 Olympics
EXTERNAL
This note supplements the comments dated October 4, 2024 relating to Item 7A.
A preliminary consideration is the legal representation of the City in the entire Olympic transaction since May, 2023 by the Sheppard, Mullin law firm.
The Staff Report says that same firm also represents UCLA, USC, the City of Pasadena, and the Rose Bowl in connection with their respective rights and obligations concerning the Olympics. One has to wonder whether such a situation leads to major conflict of issue issues. I suggest that our City Attorney and the law firm each promptly provide Santa Monica with detailed letters as to the conflict of issue question, based in part on the substantive questions the firm has already dealt with on behalf of the 5 clients.
The 2016 Guarantee provided by the City to LA 24, amended last year to apply without change, except as to dates, to the 2028 Games, omits provisions as to many highly significant issues, including several mentioned in the Staff Report. While the omissions do not result in the contract not being binding on both parties, they do result in an obligation on both to reasonably negotiate appropriate additional terms and conditions.
One provision that is not dealt with is the obligation of LA 28 to reimburse the City for all expenses related to the Olympics being here over City costs if they were not here.This obligation is citywide, not limited to the Beach volleyball area.See subsection three of the Guarantee, which clearly confirms the extent of the obligation.There is no language as to when the reimbursement is to be made, but is to be negotiated in an agreement between the parties.
There is no term limiting any right of the City to sue any entity, and that provision may not be implied as to LA 28, the City of LA, or the State.
Three cities have apparently agreed to LA’s form of Games Agreement. Nothing in Santa Monica’s Guarantee obligates to doing anything so foolish, and whoever represents the City, legally and as the business negotiator, must use his or her skills to reach reasonable terms and language on every part of the deal.
One question that is answered by the Guarantee is the situation relating to the Pier. Appendix A to the Guarantee contains a statement that Pier operations will NOT be affected. Nothing could be clearer! Stan Epstein. 310 393 7619
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
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Packet Pg. 928 Attachment: Written Comments [Revision 1] (6602 : 7.A. LA28 Games Agreement Study Session) 5 Sent from my iPad
> On Oct 4, 2024, at 2:51 PM, Stanley H Epstein <[email protected]> wrote:
>
> The Staff Report for Item 7 A , submitted by David White comprehensively and correctly ( except as explained below) describes the 3 options now available to the City concerning its participation, or lack thereof, in the Beach Volleyball portions of the 2028 LA Olympics. It is particularly strong in describing in some detail the very substantial legal and financial risks to a City with other major monetary problems , including legal fees possibly owed to Plaintiffs’ lawyers in the District elections case and ever continuing huge settlements arising from the sexual abuse actions, if the Games Agreement were signed as now proposed. >
>
>
>
> However, the Staff Report, for unexplained reasons , totally neglects to advise Council or the public that the City lacks the legal right to unilaterally decide to not further contract with LA 28 and therefore Santa Monica would >
>
>
> not be the venue for any event. It is puzzling why neither City Attorney Doug Sloan nor the outstanding law firm representing our City on the matter allowed David to omit entirely from his Staff Report that highly significant obligation assumed by our Ciy.
>
>
>
> In 2016, Council decided to participate in the 2024 Games if it were held in LA. The Agreement was executed by Rod Gould and delivered to the CEOs in LA and Switzerland.It included a rather thorough summary of the main business terms between the City and the LA Committee, and was certainly intended to be an absolutely binding agreement on both parties.I believe a Court would make that finding. >
> In 2023, David White executed and delivered to the Committee a letter saying that all the agreements made in 2016 would apply to the 2024 Games. Bottom line is that if Council decides not to participate, it would be in breach of its obligations to the Committee. The alternative of renegotiating the terms seems to be not acceptable to the Committee since all its Approved Agreements with other cities appear to be on identical forms( see exhibits to the Staff Report).
>
> Of course, the Committee might throw a party if Santa Monica opts to drop out. This, of course, would depend on other options available to the Committee and approved by the International governing body, to hold the same event, either indoors or out. If that happens, perhaps the Committee could not prove in a Court any or a meaningful amount of damages. No one can predict now the results in such a scenario. >
>
> Stan Epstein. 310 393 7619
>
>
>
>
> Sent from my iPad
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.j
Packet Pg. 929 Attachment: Written Comments [Revision 1] (6602 : 7.A. LA28 Games Agreement Study Session) 6 David Yakobson
From: Stanley H Epstein <[email protected]>
Sent: Friday, October 4, 2024 2:51 PM
To: councilmtgitems
Cc: David White; Douglas Sloan; Phil Brock; Lana Negrete; Oscar de la Torre; Christine Parra; Caroline Torosis; Gleam Davis; Jesse Zwick
Subject: Item 7A, on Tuesday - 2028 Olympics
EXTERNAL
The Staff Report for Item 7 A , submitted by David White comprehensively and correctly ( except as explained below) describes the 3 options now available to the City concerning its participation, or lack thereof, in the Beach Volleyball portions of the 2028 LA Olympics. It is particularly strong in describing in some detail the very substantial legal and financial risks to a City with other major monetary problems , including legal fees possibly owed to Plaintiffs’ lawyers in the District elections case and ever continuing huge settlements arising from the sexual abuse actions, if the Games Agreement were signed as now proposed.
However, the Staff Report, for unexplained reasons , totally neglects to advise Council or the public that the City lacks the legal right to unilaterally decide to not further contract with LA 28 and therefore Santa Monica would not be the venue for any event. It is puzzling why neither City Attorney Doug Sloan nor the outstanding law firm representing our City on the matter allowed David to omit entirely from his Staff Report that highly significant obligation assumed by our Ciy.
In 2016, Council decided to participate in the 2024 Games if it were held in LA. The Agreement was executed by Rod Gould and delivered to the CEOs in LA and Switzerland.It included a rather thorough summary of the main business terms between the City and the LA Committee, and was certainly intended to be an absolutely binding agreement on both parties.I believe a Court would make that finding.
In 2023, David White executed and delivered to the Committee a letter saying that all the agreements made in 2016 would apply to the 2024 Games. Bottom line is that if Council decides not to participate, it would be in breach of its obligations to the Committee. The alternative of renegotiating the terms seems to be not acceptable to the Committee since all its Approved Agreements with other cities appear to be on identical forms( see exhibits to the Staff Report).
Of course, the Committee might throw a party if Santa Monica opts to drop out. This, of course, would depend on other options available to the Committee and approved by the International governing body, to hold the same event, either indoors or out. If that happens, perhaps the Committee could not prove in a Court any or a meaningful amount of damages. No one can predict now the results in such a scenario.
Stan Epstein. 310 393 7619
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
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Packet Pg. 930 Attachment: Written Comments [Revision 1] (6602 : 7.A. LA28 Games Agreement Study Session) 7 Sent from my iPad
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.j
Packet Pg. 931 Attachment: Written Comments [Revision 1] (6602 : 7.A. LA28 Games Agreement Study Session) LA28GAMES AGREEMENT
CITY COUNCIL
OCTOBER 8, 2024
STUDY SESSION
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Packet Pg. 932 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Summer Olympics Schedule
April- Ma y 2028
Ap p roxim a te ly 400 sp a c e s in Lot 1 North w ould b e oc c up ie d .
June 2028
800 sp a c e s in Lot 1 North w ould b e oc c up ie d a s w e ll a s the b e a c h c onstruc tion a re a .
July 14-30, 2028
2028 LA Sum m e r O lym p ic Games
August 2028
Te a r d ow n: Ap p roxim a te ly 800 p a rking sp a c e s w ould b e oc c up ie d in Lot 1 North.
July and August 2028
Lot 1North and beach ve nue a rea w ould be fe nce d .
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Packet Pg. 933 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Venue Footprint
7.A.k
Packet Pg. 934 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Agreements with LA28
Past, Present, & Future
G ua ra nte e Le tte rs
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Packet Pg. 935 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Agreements with LA28
Past, Present, & Future
G ua ra nte e Le tte rs
G a m e s Ag re e m e nt
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Packet Pg. 936 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) G ua ra nte e Le tte rs
G a m e s Ag re e m e nt
Enha nc e d City Re sourc e s Ma ste r Ag re e m e nt
Agreements with LA28
Past, Present, & Future
October 2026
7.A.k
Packet Pg. 937 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Agreements with LA28
Past, Present, & Future
G ua ra nte e Le tte rs
G a m e s Ag re e m e nt
Enha nc e d City Re sourc e s Ma ste r Ag re e m e nt
Ve nue Use Ag re e m e nt
Ve nue Se rvic e s Ag re e m e nt
October 2026
October 2027
7.A.k
Packet Pg. 938 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Games Agreement
• Four a g re e m e nts to b e ne g otia te d se p a ra te ly. • Unc le a r if Pie r op e ra tions would b e im p a c te d . • Norm a l a nd c ustom a ry le ve l of City se rvic e s b a se d on the City of LA’s unknow n se rvic e le ve ls. • Re im b urse m e nt for se rvic e s p rovid e d w ithin the unknow n g a m e s footp rint. • Know n fina nc ia l risks w ith unknow n m a g nitud e . • No re ve nue - g e ne ra ting op p ortunitie s, suc h a s sp onsorship s, c o- b ra nd ing , a nd p ub lic or p riva te e ve nts w ithout p rior w ritte n a p p rova l from the IO C.
• City re q uire d to g ive LA28 a p riority option to p urc ha se up to 100% of the City’s a d ve rtising sp a c e . • No c om m unity b e ne fits.
Notable Terms
7.A.k
Packet Pg. 939 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Games Agreement & Guarantee Letters
• Four a g re e m e nts to b e ne g otia te d se p a ra te ly. • Unc le a r if Pie r op e ra tions would b e im p a c te d . • Norm a l a nd c ustom a ry le ve l of City se rvic e s b a se d on the City of LA’s unknow n se rvic e le ve ls. • Re im b urse m e nt for se rvic e s p rovid e d w ithin the unknow n g a m e s footp rint.
Key Differences
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Packet Pg. 940 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session)
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Packet Pg. 941 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session)
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Packet Pg. 944 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session)
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Packet Pg. 945 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session)
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Packet Pg. 953 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Known Unknown
GAMES AGREEMENT
• Ve nue footp rint
• City w ill p rovid e e nha nc e d se rvic e s
• LA28 is w illing to re im b urse the City for
e nha nc e d se rvic e s
• Pie r im p a c ts - lost p a rking , e nha nc e d
se c urity m e a sure s
• Eve nts w ill b e re stric te d
• Enforc e m e nt of a m b ush m a rke ting , ille g a l m e rc ha nd ise sa le s, unfa ir b usine ss p ra c tic e s w ill b e re q uire d
• Exp e c te d to c oop e ra te in g ood fa ith on
re g iona l e fforts to sup p ort the G a m e s, suc h
a s m ob ility, se c urity, e tc .
• G a m e s footp rint
• Exa c t se rvic e s a nd le ve ls of se rvic e ne e d e d • W hic h se rvic e s w ill b e re im b urse d , ra te s, p a ym e nt sc he d ule , a nd p riority
• Pie r im p a c ts - if Pie r w ill b e fully op e n w ith uninte rrupte d op e ra tions
• Exte nt of e ve nt re stric tions a nd op p ortunitie s for c olla b ora tion w ith LA28
• City’s role in e nforc e m e nt, sta ffing le ve ls tha t w ill b e re q uire d , c ost im p a c ts
• W ha t tha t c oop e ra tion w ill e nta il a nd
sta ffing / c ost im p a c ts
7.A.k
Packet Pg. 954 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Reimbursement for
City Services
• City would b e re q uire d to p rovid e the se
se rvic e s a t the City’s c ost.
• Not e lig ib le for re im b urse m e nt.
• Ba se d on the City of LA’s se rvic e le ve ls a nd
ra te s, w hic h a re c urre ntly unknow n.
• Sub je c t to re im b urse m e nt from LA28.
• No g ua ra nte e , tim e ta b le , or p roc e ss for
re im b urse m e nt.
• O nly re im b urse d w ithin the ve nue footp rint,
a lthoug h e nha nc e d se rvic e s would b e
re q uire d throug hout the City, suc h a s:
⚬ De sig n, c onstruc tion, m itig a tion, a nd
re m ova l of roa d wa y im p rove m e nts for
d e d ic a te d a thle te tra ve l la ne s re q uire d by LA28, a nd
⚬ Enforc e m e nt of ille g a l m e rc ha nd ise sa le s Cityw id e .
Normal & Customary Enhanced
7.A.k
Packet Pg. 955 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Reimbursement for
City Services
Financial
Guarantees
• $270 m illion each ba ckstop from Sta te of C a lifornia and City of LA a re inte nd e d to pay debts owed to the City of LA and the IO C. City of LA would be re sp onsib le for a ll other fina nc ia lshortfa lls.
• Unknow n p riority of wa te rfa ll pa yments to a ll ve nue c itie s (Ca rson, County of LA, Ing le wood , Long Be a c h, O kla hom a City, Pa sa dena , Te m e c ula ). City of LA re c e ive s first p riority of re im b urse m e nt for se rvic e s from LA28. USC and UCLA a re unknown.
• No a ssura nce s that the fund ing w ill be a va ila b le to c ove r a llshortfa lls. • Ag re e m e nt would pre ve nt the City from p ursuing le g a l a c tion a g a inst any e ntity e xc e pt LA28, a non- p rofit org a niza tion that may d issolve shortly a fte r the 2028 Sum m e r Games.
7.A.k
Packet Pg. 956 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) City of LA
LA28
State of
California
Financial
Guarantees
Reimbursement for
City Services
7.A.k
Packet Pg. 957 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) City of LA
LA28
State of
California
Will reimburse for
select enhanced
services.
Financial
Guarantees
Reimbursement for
City Services
7.A.k
Packet Pg. 958 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) City of LA
LA28
State of
California
Will reimburse for
select enhanced
services.
Financial
Guarantees
Unknown payment
prioritization &
timeline.
Reimbursement for
City Services
7.A.k
Packet Pg. 959 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) City of LA
LA28
State of
California
Will reimburse for
select enhanced
services.
Financial
Guarantees
Unknown payment
prioritization &
timeline.
Reimbursement for
City Services
Area of reimbursement
eligibility unknown;
enhanced services would
be required throughout the
City.
7.A.k
Packet Pg. 960 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) City of LA
LA28
State of
California
Will reimburse for
select enhanced
services.
Financial
Guarantees
Unknown payment
prioritization &
timeline.
Games agreement prevents
City from taking legal action
against IOC, City of LA, and
State of California.
Reimbursement for
City Services
Area of reimbursement
eligibility unknown;
enhanced services would
be required throughout the
City.
7.A.k
Packet Pg. 961 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) City of LA
LA28
State of
California
$ 2 7 0 M p ro vid e d o n ly
a fte r LA2 8 's fu n d in g
is e xh a u s te d .
Will reimburse for
select enhanced
services.
Financial
Guarantees
Unknown payment
prioritization &
timeline.
Games agreement prevents
City from taking legal action
against IOC, City of LA, and
State of California.
Reimbursement for
City Services
Area of reimbursement
eligibility unknown;
enhanced services would
be required throughout the
City.
7.A.k
Packet Pg. 962 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) City of LA
LA28
State of
California
$ 2 7 0 M p ro vid e d o n ly
a fte r LA2 8 's fu n d in g
is e xh a u s te d .
C it y o f LA h a s d is c re t io n to
re le a s e fu n d s to O C O G fo r
t h ird p a rt y d e b t s .
Will reimburse for
select enhanced
services.
Financial
Guarantees
Unknown payment
prioritization &
timeline.
Games agreement prevents
City from taking legal action
against IOC, City of LA, and
State of California.
Reimbursement for
City Services
Area of reimbursement
eligibility unknown;
enhanced services would
be required throughout the
City.
7.A.k
Packet Pg. 963 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) City of LA
LA28
State of
California
$ 2 7 0 M p ro vid e d o n ly
a fte r LA2 8 's fu n d in g
is e xh a u s te d .
C it y o f LA h a s d is c re t io n to
re le a s e fu n d s to O C O G fo r
t h ird p a rt y d e b t s .
Will reimburse for
select enhanced
services.
Financial
Guarantees
Unknown payment
prioritization &
timeline.
Games agreement prevents
City from taking legal action
against IOC, City of LA, and
State of California.
Reimbursement for
City Services
Fo r debts owed to
C it y of LA and IO C
for c la im s by t h ird
p a rt ie s.
Area of reimbursement
eligibility unknown;
enhanced services would
be required throughout the
City.
7.A.k
Packet Pg. 964 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) City of LA
LA28
State of
California
$ 2 7 0 M p ro vid e d o n ly
a fte r LA2 8 's fu n d in g
is e xh a u s te d .
C it y o f LA h a s d is c re t io n to
re le a s e fu n d s to O C O G fo r
t h ird p a rt y d e b t s .
Will reimburse for
select enhanced
services.
Financial
Guarantees
Unknown payment
prioritization &
timeline.
Games agreement prevents
City from taking legal action
against IOC, City of LA, and
State of California.
Reimbursement for
City Services
Fo r debts owed to
C it y of LA and IO C
for c la im s by t h ird
p a rt ie s.
Area of reimbursement
eligibility unknown;
enhanced services would
be required throughout the
City.
Up to $ 2 7 0 M p ro vid e d
o n ly a fte r LA2 8 fu n d in g
a n d C it y o f LA’s $ 2 7 0 M
is e xh a u s te d .
7.A.k
Packet Pg. 965 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) City of LA
LA28
State of
California
$ 2 7 0 M p ro vid e d o n ly
a fte r LA2 8 's fu n d in g
is e xh a u s te d .
C it y o f LA h a s d is c re t io n to
re le a s e fu n d s to O C O G fo r
t h ird p a rt y d e b t s .
Will reimburse for
select enhanced
services.
Financial
Guarantees
Unknown payment
prioritization &
timeline.
Games agreement prevents
City from taking legal action
against IOC, City of LA, and
State of California.
Reimbursement for
City Services
Fo r debts owed to
C it y of LA and IO C
for c la im s by t h ird
p a rt ie s.
Area of reimbursement
eligibility unknown;
enhanced services would
be required throughout the
City.
Up to $ 2 7 0 M p ro vid e d
o n ly a fte r LA2 8 fu n d in g
a n d C it y o f LA’s $ 2 7 0 M
is e xh a u s te d .
Pa id a t g o ve rn o r’s
d is c re t io n .
7.A.k
Packet Pg. 966 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) City of LA
LA28
State of
California
$ 2 7 0 M p ro vid e d o n ly
a fte r LA2 8 's fu n d in g
is e xh a u s te d .
C it y o f LA h a s d is c re t io n to
re le a s e fu n d s to O C O G fo r
t h ird p a rt y d e b t s .
Will reimburse for
select enhanced
services.
Financial
Guarantees
Unknown payment
prioritization &
timeline.
Games agreement prevents
City from taking legal action
against IOC, City of LA, and
State of California.
Reimbursement for
City Services
Fo r debts owed to
C it y of LA and IO C
for c la im s by t h ird
p a rt ie s.
Area of reimbursement
eligibility unknown;
enhanced services would
be required throughout the
City.
Up to $ 2 7 0 M p ro vid e d
o n ly a fte r LA2 8 fu n d in g
a n d C it y o f LA’s $ 2 7 0 M
is e xh a u s te d .
Pa id a t g o ve rn o r’s
d is c re t io n .
7.A.k
Packet Pg. 967 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) City of LA
LA28
State of
California
$ 2 7 0 M p ro vid e d o n ly
a fte r LA2 8 's fu n d in g
is e xh a u s te d .
C it y o f LA h a s d is c re t io n to
re le a s e fu n d s to O C O G fo r
t h ird p a rt y d e b t s .
Will reimburse for
select enhanced
services.
Financial
Guarantees
Unknown payment
prioritization &
timeline.
Games agreement prevents
City from taking legal action
against IOC, City of LA, and
State of California.
Reimbursement for
City Services
Fo r debts owed to
C it y of LA and IO C
for c la im s by t h ird
p a rt ie s.
Area of reimbursement
eligibility unknown;
enhanced services would
be required throughout the
City.
Up to $ 2 7 0 M p ro vid e d
o n ly a fte r LA2 8 fu n d in g
a n d C it y o f LA’s $ 2 7 0 M
is e xh a u s te d .
Pa id a t g o ve rn o r’s
d is c re t io n .
7.A.k
Packet Pg. 968 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Budget Implications of
Hosting Beach Volleyball
• Event cost approx . $15.5M – based on known information • Reimbursement amount is UNDETERMINED / UNKNOWN
• Capital infrastructure improvements or new construction? • Additional staff time and resource needs across organization • Post- event site restoration and potential long - term infrastructure maintenance?
• Known financial risks with unknown magnitude
• To maintain a balanced budget, tradeoffs will be required if the City takes on this additional liability
7.A.k
Packet Pg. 969 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session)
7.A.k
Packet Pg. 970 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Potential Options & Alternatives
for Moving Forward
• Direct staff to bring the Games Agreement back to Council as an Administrative Item on October 22, 2024 for a vote .
• Decline the current Games Agreement terms holding firm to critical deal points .
7.A.k
Packet Pg. 971 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Staff Recommendation
• Ad opt a find ing of C a te g oric a l Exe m ption pursua nt to Se c tion 15272 (O lym p ic Games) of the C a lifornia Environm e nta lQ ua lity Ac t (CEQA) G uid e line s; • Hold a study se ssion on the Games Ag re e m e nt and options and a lte rna tive s to host beach volle yb a ll for the LA28 O lym p ic s, we ig hing the p ote ntia l b e ne fits of d ire c t involve m e nt a g a inst the p ote ntia l long -term fina nc ia l and le g a lrisks to the City; • Re c e ive p ub lic comment; and
• Provid e d ire c tion to sta ff on how to proce e d in ne g otia tions w ith LA28.
7.A.k
Packet Pg. 972 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) LA28GAMES AGREEMENT
CITY COUNCIL
OCTOBER 8, 2024
STUDY SESSION
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 973 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Summer Olympics Schedule
April - Ma y 2028
Ap p roxim a te ly 400 sp a c e s in Lot 1 North w ould b e oc c up ie d .
June 2028
800 sp a c e s in Lot 1 North w ould b e oc c up ie d a s w e ll a s the b e a c h c onstruc tion a re a .
July 14-30, 2028
2028 LA Sum m e r O lym p ic Games
August 2028
Te a r d ow n: Ap p roxim a te ly 800 p a rking sp a c e s w ould b e oc c up ie d in Lot 1 North.
July and August 2028
Lot 1 North and beach ve nue a rea w ould be fe nce d .
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 974 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Venue Footprint
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 975 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Agreements with LA28
Past, Present, & Future
G ua ra nte e Le tte rs
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 976 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Agreements with LA28
Past, Present, & Future
G ua ra nte e Le tte rs
G a m e s Ag re e m e nt
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 977 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) G ua ra nte e Le tte rs
G a m e s Ag re e m e nt
Enha nc e d City Re sourc e s Ma ste r Ag re e m e nt
Agreements with LA28
Past, Present, & Future
October 2026
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 978 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Agreements with LA28
Past, Present, & Future
G ua ra nte e Le tte rs
G a m e s Ag re e m e nt
Enha nc e d City Re sourc e s Ma ste r Ag re e m e nt
Ve nue Use Ag re e m e nt
Ve nue Se rvic e s Ag re e m e nt
October 2026
October 2027
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 979 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Games Agreement
• Four a g re e m e nts to b e ne g otia te d se p a ra te ly. • Unc le a r if Pie r op e ra tions would b e im p a c te d . • Norm a l a nd c ustom a ry le ve l of City se rvic e s b a se d on the City of LA’s unknow n se rvic e le ve ls. • Re im b urse m e nt for se rvic e s p rovid e d w ithin the unknow n g a m e s footp rint. • Know n fina nc ia l risks w ith unknow n m a g nitud e . • No re ve nue - g e ne ra ting op p ortunitie s, suc h a s sp onsorship s, c o- b ra nd ing , a nd p ub lic or p riva te e ve nts w ithout p rior w ritte n a p p rova l from the IO C.
• City re q uire d to g ive LA28 a p riority option to p urc ha se up to 100% of the City’s a d ve rtising sp a c e . • No c om m unity b e ne fits.
Notable Terms
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 980 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Games Agreement & Guarantee Letters
• Four a g re e m e nts to b e ne g otia te d se p a ra te ly. • Unc le a r if Pie r op e ra tions would b e im p a c te d . • Norm a l a nd c ustom a ry le ve l of City se rvic e s b a se d on the City of LA’s unknow n se rvic e le ve ls. • Re im b urse m e nt for se rvic e s p rovid e d w ithin the unknow n g a m e s footp rint.
Key Differences
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 981 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 982 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 983 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 984 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 985 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 986 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 987 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 988 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 989 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 990 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 991 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 992 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 993 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 994 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Known Unknown
GAMES AGREEMENT
• Ve nue footp rint
• City w ill p rovid e e nha nc e d se rvic e s
• LA28 is w illing to re im b urse the City for
enha nc e d se rvic e s
• Pie r im p a c ts - lost p a rking , e nha nc e d
se c urity m e a sure s
• Eve nts w ill b e re stric te d
• Enforc e m e nt of a m b ush m a rke ting , ille g a l m e rc ha nd ise sa le s, unfa ir b usine ss p ra c tic e s w ill b e re q uire d
• Exp e c te d to c oop e ra te in g ood fa ith on
re g iona l e fforts to sup p ort the G a m e s, suc h
a s m ob ility, se c urity, e tc .
• G a m e s footp rint
• Exa c t se rvic e s a nd le ve ls of se rvic e ne e d e d • W hic h se rvic e s w ill b e re im b urse d , ra te s, p a ym e nt sc he d ule , a nd p riority
• Pie r im p a c ts - if Pie r w ill b e fully op e n w ith uninte rrupte d op e ra tions
• Exte nt of e ve nt re stric tions a nd op p ortunitie s for c olla b ora tion w ith LA28
• City’s role in e nforc e m e nt, sta ffing le ve ls tha t will b e re q uire d , c ost im p a c ts
• W ha t tha t c oop e ra tion w ill e nta il a nd
sta ffing / c ost im p a c ts
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 995 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Reimbursement for
City Services
• City would b e re q uire d to p rovid e the se
se rvic e s a t the City’s c ost.
• Not e lig ib le for re im b urse m e nt.
• Ba se d on the City of LA’s se rvic e le ve ls a nd
ra te s, w hic h a re c urre ntly unknow n.
• Sub je c t to re im b urse m e nt from LA28.
• No g ua ra nte e , tim e ta b le , or p roc e ss for
re im b urse m e nt.
• O nly re im b urse d w ithin the ve nue footp rint,
a lthoug h e nha nc e d se rvic e s would b e
re q uire d throug hout the City, suc h a s:
⚬ De sig n, c onstruc tion, m itig a tion, a nd
re m ova l of roa d wa y im p rove m e nts for
d e d ic a te d a thle te tra ve l la ne s re q uire d by LA28, a nd
⚬ Enforc e m e nt of ille g a l m e rc ha nd ise sa le s Cityw id e .
Normal & Customary Enhanced
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 996 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Reimbursement for
City Services
Financial
Guarantees
• $270 m illion each ba ckstop from Sta te of C a lifornia and City of LA a re inte nd e d to pay debts owed to the City of LA and the IO C. City of LA would be re sp onsib le for a ll other fina nc ia lshortfa lls.
• Unknow n p riority of wa te rfa ll pa yments to a ll ve nue c itie s (Ca rson, County of LA, Ing le wood , Long Be a c h, O kla hom a City, Pa sa dena , Te m e c ula ). City of LA re c e ive s first p riority of re im b urse m e nt for se rvic e s from LA28. USC and UCLA a re unknown.
• No a ssura nce s that the fund ing w ill be a va ila b le to c ove r a llshortfa lls. • Ag re e m e nt would pre ve nt the City from p ursuing le g a l a c tion a g a inst any e ntity e xc e pt LA28, a non- p rofit org a niza tion that may d issolve shortly a fte r the 2028 Sum m e r Games.
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 997 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) City of LA
LA28
State of
California
Financial
Guarantees
Reimbursement for
City Services
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 998 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) City of LA
LA28
State of
California
Will reimburse for
select enhanced
services.
Financial
Guarantees
Reimbursement for
City Services
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 999 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) City of LA
LA28
State of
California
Will reimburse for
select enhanced
services.
Financial
Guarantees
Unknown payment
prioritization &
timeline.
Reimbursement for
City Services
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 1000 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) City of LA
LA28
State of
California
Will reimburse for
select enhanced
services.
Financial
Guarantees
Unknown payment
prioritization &
timeline.
Reimbursement for
City Services
Area of reimbursement
eligibility unknown;
enhanced services would
be required throughout the
City.
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 1001 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) City of LA
LA28
State of
California
Will reimburse for
select enhanced
services.
Financial
Guarantees
Unknown payment
prioritization &
timeline.
Games agreement prevents
City from taking legal action
against IOC, City of LA, and
State of California.
Reimbursement for
City Services
Area of reimbursement
eligibility unknown;
enhanced services would
be required throughout the
City.
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 1002 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) City of LA
LA28
State of
California
$ 2 7 0 M p ro vid e d o n ly
a fte r LA2 8 's fu n d in g
is e xh a u s te d .
Will reimburse for
select enhanced
services.
Financial
Guarantees
Unknown payment
prioritization &
timeline.
Games agreement prevents
City from taking legal action
against IOC, City of LA, and
State of California.
Reimbursement for
City Services
Area of reimbursement
eligibility unknown;
enhanced services would
be required throughout the
City.
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 1003 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) City of LA
LA28
State of
California
$ 2 7 0 M p ro vid e d o n ly
a fte r LA2 8 's fu n d in g
is e xh a u s te d .
C it y o f LA h a s d is c re t io n to
re le a s e fu n d s to O C O G fo r
t h ird p a rt y d e b t s .
Will reimburse for
select enhanced
services.
Financial
Guarantees
Unknown payment
prioritization &
timeline.
Games agreement prevents
City from taking legal action
against IOC, City of LA, and
State of California.
Reimbursement for
City Services
Area of reimbursement
eligibility unknown;
enhanced services would
be required throughout the
City.
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 1004 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) City of LA
LA28
State of
California
$ 2 7 0 M p ro vid e d o n ly
a fte r LA2 8 's fu n d in g
is e xh a u s te d .
C it y o f LA h a s d is c re t io n to
re le a s e fu n d s to O C O G fo r
t h ird p a rt y d e b t s .
Will reimburse for
select enhanced
services.
Financial
Guarantees
Unknown payment
prioritization &
timeline.
Games agreement prevents
City from taking legal action
against IOC, City of LA, and
State of California.
Reimbursement for
City Services
Fo r debts owed to
C it y of LA and IO C
for c la im s by t h ird
p a rt ie s.
Area of reimbursement
eligibility unknown;
enhanced services would
be required throughout the
City.
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 1005 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) City of LA
LA28
State of
California
$ 2 7 0 M p ro vid e d o n ly
a fte r LA2 8 's fu n d in g
is e xh a u s te d .
C it y o f LA h a s d is c re t io n to
re le a s e fu n d s to O C O G fo r
t h ird p a rt y d e b t s .
Will reimburse for
select enhanced
services.
Financial
Guarantees
Unknown payment
prioritization &
timeline.
Games agreement prevents
City from taking legal action
against IOC, City of LA, and
State of California.
Reimbursement for
City Services
Fo r debts owed to
C it y of LA and IO C
for c la im s by t h ird
p a rt ie s.
Area of reimbursement
eligibility unknown;
enhanced services would
be required throughout the
City.
Up to $ 2 7 0 M p ro vid e d
o n ly a fte r LA2 8 fu n d in g
a n d C it y o f LA’s $ 2 7 0 M
is e xh a u s te d .
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 1006 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) City of LA
LA28
State of
California
$ 2 7 0 M p ro vid e d o n ly
a fte r LA2 8 's fu n d in g
is e xh a u s te d .
C it y o f LA h a s d is c re t io n to
re le a s e fu n d s to O C O G fo r
t h ird p a rt y d e b t s .
Will reimburse for
select enhanced
services.
Financial
Guarantees
Unknown payment
prioritization &
timeline.
Games agreement prevents
City from taking legal action
against IOC, City of LA, and
State of California.
Reimbursement for
City Services
Fo r debts owed to
C it y of LA and IO C
for c la im s by t h ird
p a rt ie s.
Area of reimbursement
eligibility unknown;
enhanced services would
be required throughout the
City.
Up to $ 2 7 0 M p ro vid e d
o n ly a fte r LA2 8 fu n d in g
a n d C it y o f LA’s $ 2 7 0 M
is e xh a u s te d .
Pa id a t g o ve rn o r’s
d is c re t io n .
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 1007 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) City of LA
LA28
State of
California
$ 2 7 0 M p ro vid e d o n ly
a fte r LA2 8 's fu n d in g
is e xh a u s te d .
C it y o f LA h a s d is c re t io n to
re le a s e fu n d s to O C O G fo r
t h ird p a rt y d e b t s .
Will reimburse for
select enhanced
services.
Financial
Guarantees
Unknown payment
prioritization &
timeline.
Games agreement prevents
City from taking legal action
against IOC, City of LA, and
State of California.
Reimbursement for
City Services
Fo r debts owed to
C it y of LA and IO C
for c la im s by t h ird
p a rt ie s.
Area of reimbursement
eligibility unknown;
enhanced services would
be required throughout the
City.
Up to $ 2 7 0 M p ro vid e d
o n ly a fte r LA2 8 fu n d in g
a n d C it y o f LA’s $ 2 7 0 M
is e xh a u s te d .
Pa id a t g o ve rn o r’s
d is c re t io n .
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 1008 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) City of LA
LA28
State of
California
$ 2 7 0 M p ro vid e d o n ly
a fte r LA2 8 's fu n d in g
is e xh a u s te d .
C it y o f LA h a s d is c re t io n to
re le a s e fu n d s to O C O G fo r
t h ird p a rt y d e b t s .
Will reimburse for
select enhanced
services.
Financial
Guarantees
Unknown payment
prioritization &
timeline.
Games agreement prevents
City from taking legal action
against IOC, City of LA, and
State of California.
Reimbursement for
City Services
Fo r debts owed to
C it y of LA and IO C
for c la im s by t h ird
p a rt ie s.
Area of reimbursement
eligibility unknown;
enhanced services would
be required throughout the
City.
Up to $ 2 7 0 M p ro vid e d
o n ly a fte r LA2 8 fu n d in g
a n d C it y o f LA’s $ 2 7 0 M
is e xh a u s te d .
Pa id a t g o ve rn o r’s
d is c re t io n .
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 1009 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Budget Implications of
Hosting Beach Volleyball
• Event cost approx . $15.5M – based on known information • Reimbursement amount is UNDETERMINED / UNKNOWN
• Capital infrastructure improvements or new construction? • Additional staff time and resource needs across organization • Post- event site restoration and potential long - term infrastructure maintenance?
• Known financial risks with unknown magnitude
• To maintain a balanced budget, tradeoffs will be required if the City takes on this additional liability
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 1010 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 1011 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Potential Options & Alternatives
for Moving Forward
• Direct staff to bring the Games Agreement back to Council as an Administrative Item on October 22, 2024 for a vote .
• Decline the current Games Agreement terms holding firm to critical deal points .
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 1012 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) Staff Recommendation
• Ad opt a find ing of C a te g oric a l Exe m ption pursua nt to Se c tion 15272 (O lym p ic Games) of the C a lifornia Environm e nta lQ ua lity Ac t (CEQA) G uid e line s; • Hold a study se ssion on the Games Ag re e m e nt and options and a lte rna tive s to host beach volle yb a ll for the LA28 O lym p ic s, we ig hing the p ote ntia l b e ne fits of d ire c t involve m e nt a g a inst the p ote ntia l long -term fina nc ia l and le g a lrisks to the City; • Re c e ive pub lic comment; and
• Provid e d ire c tion to sta ff on how to proce e d in ne g otia tions w ith LA28.
Item 7-A
October 8, 2024
Item 7-A
October 8, 2024
7.A.l
Packet Pg. 1013 Attachment: PowerPoint Presentation (6602 : 7.A. LA28 Games Agreement Study Session) City Council
Report
City Council Meeting: October 8, 2024
Agenda Item: 7.B
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To: Mayor and City Council
From: David White, City Manager, City Manager's Office
Oscar Santiago, Director, Finance Department
Subject: Budget Study Session on Enhancing Public Safety and Addressing Homelessness
Recommended Action
Staff recommends that the City Council:
1. Adopt a finding of Categorical Exemption pursuant to Section 15061(b)(3) of the California Environmental Quality Act (CEQA); and
2. Provide direction on making investments to enhance public safety and address homelessness in connection with Measures K and PSK on the November 2024 ballot.
Summary
On July 9, 2024, Council directed staff to return to Council with a study session on the best ways to make strategic investments to enhance public safety and address our homelessness crisis. Staff was directed to take a broad, holistic approach to public safety and addressing homelessness. This was done in conjunction with placing a Parking Facility Tax measure (Measure K) accompanied by an advisory measure (Measure PSK) on the November 2024 ballot.
The decision to place the Parking Facility Tax Measure K on the November 2024 ballot was driven by the city’s fragile financial position, facing unprecedented liabilities, deferred infrastructure maintenance, slow growth of tax revenues, and an extremely competitive labor market. To address these realities, the Council adopted a FY 2024- 2025 budget that delayed several CIP projects and continued to withhold funding from
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the Housing Trust Fund (attachment A). Meanwhile, Council was committed to responding to community demands that more be done in the areas of enhancing public safety and addressing homelessness and new funding was required to make any significant budget enhancements in these areas.
If approved by the voters, Measure K is estimated to raise an annual $6.7 million. This measure is accompanied by advisory Measure PSK that recommends the city commit half of the projected annual $6.7 million, or approximately $3.35 million to the priorities of public safety and addressing homelessness.
In response to that direction, the departments with lead responsibilities for public safety and addressing homelessness developed proposals, with a focus on programs and services that would be effective, make the most immediate impact in our community, and increase visibility into how the city is addressing these issues.
The city takes a 360° approach to the issues of safety and homelessness, with resources dedicated to prevention, emergency response, prosecution, and diversion.
And, what emerged from these proposals was the diversity of strategies we are deploying across our city, and the inter-dependencies across city departments required for the strategies to be successful. The budget requests also surfaced a number of areas where budget and staffing reductions made during COVID or the impacts of inflation, market-driven price increases, and legislative changes are challenging our ability to sustain existing programs and services.
To help guide the Council in determining the more impactful ways to invest half of the revenues from the tax initiative, this report summarizes the city’s overall financial health, recent initiatives and strategies in public safety and homelessness, and provides three funding scenarios that focus the resources to address different but equally important goals and strategies around public safety and homelessness:
• Increasing visibility of city resources in the community • Increasing capacity across the public safety system
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• Restoring staffing and budget or narrowing funding gaps in existing services.
None of the three scenarios are mutually exclusive, reflected by the fact that select budget enhancements appear in more than one scenario. Additionally, the scenarios do not represent the totality of resource needs in these areas, as the needs far outweigh available resources.
City’s Financial Status
The city remains in a precarious financial situation with unprecedented liabilities, a backlog of infrastructure maintenance and unfunded capital projects, and an extraordinarily competitive labor market combined with significantly reduced general fund reserve levels. The city has paid out over $230 million in settlements related to former employee Eric Uller and is now facing another 105 claims in the matter.
Likewise, the California Voter Rights Act or CVRA case is back in the trial courts for additional judicial review. Further putting strain on the city’s finances is the city’s contract with the County of Los Angeles for lifeguard services, which will be expiring in 2025; the county is seeking an additional $3 million a year to continue providing services to Santa Monica. There are also fiscal impacts to consider should Santa Monica be a host city for the LA28 Olympic Games. Lastly, the city will enter labor negotiations with all 11 bargaining units next spring.
In addition to these liabilities, city programs and services in several areas remain below what they were prior to the COVID-driven restructuring of city services made in 2020.
City staffing remains 176.9 positions below pre-COVID levels. The community continues to experience the impacts of the budget reductions in many ways including, but not limited to:
• Reduced youth programming
• Reduced library hours and programming
• The Camera Obscura and Miles Playhouse still shuttered
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• Longer response times by our Public Works department to maintain parks, city buildings, and other spaces
• Elimination of CityTV programming
A list of key areas where city services remain below 2020 levels is included as attachment B.
Given this financial situation, the city must consider strategies to repay funds deferred from the enterprise funds and rebuild city reserves which today are at historically low levels, impacting the city’s credit ratings. Meanwhile, the city is seeking to restore city services, address deferred maintenance and identify funding for $450 million in unfunded capital projects. A summary of the primary areas competing for limited city resources are below.
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Major Financial Considerations for the City
Liabilities • Uller Settlement Claims
• CVRA Legal Costs
• LA28 Olympics
• Lifeguard Services
Restoring Services • Restoring City Services
• Deferred Infrastructure Maintenance
• Restoring Capital Improvement Program
Financial Stewardship • Rebuild Reserves
• Repay Enterprise Funds
• Labor Negotiations in Competitive Labor Market
Future Considerations • Unfunded CIP Projects
• Equity Roadmap and Reparations
• Homeless Strategic Plan
• Police and Fire Departments Strategic Plans
• Behavioral Health Study
• Aging and Disability Plan
• Renter Protections Study
• Ambulance Operator Program
• Airport Park
• PC 741 Race Blind Charging for Criminal Prosecution
• Workplace Security
Enhancing Public Safety and Addressing Homelessness
Santa Monica has a broad cross section of staff devoted to the community’s public safety and addressing our homelessness emergency. While Police and Fire departments and the Office of Emergency Management play key roles in the security of our community and the response to safety incidents, the Housing and Human Services Department and the City Attorney’s Office also play critical roles in the engagement, prevention, prosecution and diversion of those in our public safety system.
In response to community needs and informed by best practices, the city has implemented a wide variety of programs within these departments to address public safety and homelessness. Below is a diagram identifying some of those programs.
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Engagement &
Prevention
Security & Emergency
Response
Prosecution &
Diversion
• Human Services
Grants Program
• City Youth Engagement
- Police Activities
League, CREST (Child
Care, Recreation,
Enrichment, Sports
Together), Virginia
Avenue Park, LEAD
(Leadership,
Engagement,
Achievement,
Discovery)
• Community Resource
Officers
• Park Ambassadors
• C3 (City + County +
Community) and
Homeless
Multidisciplinary Street
Team (HMST)
Outreach
• Homeless Liaison
Program (HLP) Teams
• Project Homecoming
• Community Emergency
Response Teams
(CERT)
• Housing vouchers
• Preserving Our
Diversity (POD)
program
• Police Officers
• Fire Response
• Drone Program
• 911/988 Dispatch
• Directed Action
Response Team
(DART)
• Closed Caption TV
(CCTV) / Proactive
Security Monitoring
• Public Safety Officers
• Therapeutic Transport
Team
• Ambulance Program
• Code Enforcement
• Santa Monica
Analytical Real-time
(SMART) Center
• Criminal Filing /
Prosecution
• Shelter, Treatment and
Empowerment Program
(STEP) Court
• Victim Advocacy
• Other Diversion
Programs
In addition to these departments, nearly every other city department plays an active role in our community’s safety:
• Community Development – Code Enforcement addresses issues on private spaces and Economic Development helps promote business activity
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• Department of Transportation – security on Big Blue Bus and bus stops • Finance – management of public safety finances and grants • Human Resources – recruitment of public safety personnel and the city’s workplace safety plan
• Information Services – management and support of the public safety technology and cyber security
• Library – Library safety officers and proactive security monitoring • Public Works – The city Homeless Support Team (HoST) and keeping city public spaces and parks clean and city vehicles and facilities operable • Recreation and Arts – activates city parks and working to reopen shuttered cultural facilities
It is in this spirit that Council asked staff to take a broad view of public safety and return to Council with recommendations on the best ways to improve public safety and address the homelessness emergency in Santa Monica.
Enhancing Public Safety
Santa Monica has a long history of taking a 360° view of public safety that includes engagement and prevention, emergency response, adjudication, and diversion and rehabilitation. The city operates youth programs, after school programs, and library programs all designed to engage youth and residents and help them feel connected and part of the community. Police and Fire responders, deployed by the city’s dispatch center, are the first to the scene of an incident and deploy innovative best practices and technologies to improve community safety. If arrests occur, our City Attorney’s Office and others have implemented diversion opportunities to help keep people out of the criminal justice system, where they are more likely to become repeat offenders. Finally, our Human Services teams and community partners are working with people to address mental health, substance use disorders, employment and economic stability, as well as provide supports for individuals who are vulnerable and at risk of becoming homeless.
The Santa Monica Police Department (SMPD) 2023 Annual Report provides a summary
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of the crime statistics and the impact of the different teams within the department (attachment C).
To expand on the city’s efforts to better address public safety, the city has:
• Added 11 new police officer positions
• Deployed the SMPD command post in special deployments in downtown addressing homelessness/outreach, and the prevention of shoplifting. • SMPD reinitiated the Crime Impact Team (CIT) which is a team of officers focused on quality-of-life issues throughout the city.
• SMPD officers increased their visibility at local area parks with multiple visits per day in the city’s most active public parks.
• SMPD deployed 33 automated license plate reader cameras (ALPR) with plans to add an additional 46 more cameras throughout the city by the end of the year. • Implemented security services at the Pier and expanded security services in downtown parking structures.
• Initiated the Directed Action Response Team (DART) in 2021 to support Pier safety and vendor compliance. The DART now works proactively on the beach and throughout downtown addressing matters of public safety and homelessness.
• Applied for and received $6.1 million in grant funds for SMPD to implement a Santa Monica Analytical Real-Time (SMART) crime center to support enforcement and help prevent retail theft.
• Applied for and received a grant to offer STEP (Shelter, Treatment, and Empowerment Program) Court as a diversion program that incentivizes treatment and services in lieu of incarceration.
• Implemented new Public Safety Computer-Aided Dispatch (CAD) and Records Management Systems.
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• Piloted and installed proactive security monitoring at the Main Library, Camera Obscura and Miles Playhouse.
• Developed strategic plans in the Fire and Police departments. • Provided for cleaner spaces through fountain maintenance, tree pruning and establishing a specialized Homeless Support Team (HoST) to address public space maintenance.
Addressing Homelessness
Santa Monica has a long-standing comprehensive, coordinated, and interdisciplinary approach to addressing homelessness. These efforts are advanced by non-profit partners; Federal, State, and County governments; and city departments working together to address and prevent homelessness and its impact on the broader community who live, play, and/or work in Santa Monica. The city’s interdepartmental teams use Santa Monica’s four pillar approach adopted by the City Council in March 2019 to guide their work. These four pillars are:
• Pillar 1: Preventing Homelessness
• Pillar 2: Behavioral Health
• Pillar 3: Safe Public Spaces
• Pillar 4: Regional Capacity
More on the city’s work to address homelessness and the four pillar approach can be found in the city’s annual update on homelessness presented to Council on May 14, 2024 (attachment D)
To advance the city’s efforts, the city has taken specific measures to broaden its work to address homelessness, including:
• Creating the Housing and Human Services Department to lead the efforts on expanding affordable housing and addressing and preventing homelessness. • Adopting a Declaration of Emergency on Homelessness to more efficiently align resources and advance initiatives.
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• In early 2024, the city entered into a service contract with the Salvation Army, allowing the Salvation Army to engage with the unhoused alongside the SMPD Homeless Liaison Program (HLP) Team.
• The SMPD HLP team joined social service provider teams to work special outreach deployments in high utilizer areas such as E/W Santa Monica and Wilshire Blvd. Additionally, the combined HLP/outreach teams worked specific details on Ocean Ave, downtown, Palisades, Tongva and Reed Park. • With the launch of an additional C3 outreach team the city continues to invest in Multi-Disciplinary Outreach teams staffed by licensed medical and behavioral health clinicians who can deliver immediate and intensive services for people experiencing homelessness and work with them on moving indoors. The original two C3 Teams cover the beach and downtown area, and the additional team covers the balance of the city. These teams work collaboratively with the HLP Team to support addressing homelessness.
• Launching the Therapeutic Transport Team in partnership with the County Department of Mental Health.
• Selection and approval of developers for two city-owned sites designated for affordable housing.
• Upgrade SAMOSHEL shelter program to accommodate 24/7 intakes by first responders which has led to SAMOSHEL being almost fully occupied Establishing the Public Works Homeless Support Team (HoST) to make public spaces accessible for all.
• Opening a Pathway Home location in Santa Monica in partnership with the County of Los Angeles. The Pathway Home program provides shelter, case management, and housing navigation to assist individuals experiencing homelessness transition to permanent housing.
• Opening The Laurel, a 57-unit permanent supportive housing community which is fully leased
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• Advocating to the Los Angeles County Metropolitan Transportation Authority to address end of line issues and safety at the Santa Monica stations which has resulted in the Tap to Exit program being implemented in Santa Monica and outreach workers being deployed to the downtown Santa Monica station at the end of the night two to three days per week.
• Initiating creation of a Homeless Strategic Plan and a Behavioral Health Strategy to set clear policy direction, promote alignment across city stakeholders, and lay out a coordinated vision for the expansion of the homelessness response system, including measurable outcomes, goals, and tangible strategies which focus interdepartmental efforts where they can make the biggest impact. With these plans, the city seeks to increase continuity in an inherently shifting policy environment, improve focus on measurable objectives, and increase internal alignment and regional coordination.
Constraints on City Public Safety Teams
In the face of the budget constraints mentioned above, unfunded state mandates, and obligations from grants, the city’s public safety teams have continued to deliver complex and nuanced strategies to address public expectations on safety and addressing homelessness. Each department highlighted significant constraints in meeting the community’s expectations around enhancing public safety and addressing homelessness, which were considered in evaluating and presenting their proposals. • City Attorney’s Office, Criminal Division – While the City Attorney’s Office is down five FTE department-wide, the Criminal Division remains down two positions since prior to COVID. However, the number of cases referred from law enforcement has risen by 70% in the last two years. On top of this, the state has recently implemented an unfunded mandate that requires all cases be reviewed “blind” to ensure racial or other bias does not play a role in charging decisions.
This means that the 4,200 police reports the unit is expected to receive this year must be reviewed twice to comply with the law. Finally, the Criminal division has taken on responsibility for significant grants to create and fund programs such as
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STEP Court, increasing the administrative demands on the team. Currently, one of the attorneys is dedicated full time to administering grants and unable to take on individual cases. Adding one Sr. Legal Analyst to the team will allow for a reallocation of duties so that the Analyst can cover the grants and other administrative functions and allow the attorney currently doing those functions to resume handling of caseload.
• City Manager’s Office, Office of Emergency Management – The 911 Public Safety Dispatch team remains down one position since 2020. The team has also been challenged by high turnover due to the demands of the job and a competitive labor market. Recently, the city’s internal auditor, Moss Adams, completed a review of the program and determined that additional staffing was needed to maintain best practices and dispatch answer times.
The restoration of one lead dispatch position is an incremental first step in supporting this team given the city’s resources.
• Fire Department – The Fire Department is a critical partner in public safety and addressing homelessness as the city’s first responder to all health emergencies, which often involve the unhoused and other vulnerable populations. During 2020, the Department operated the Community Response Unit (CRU) to help better address these issues but discontinued the program as the city established an Emergency Medical Services Division.
The Fire Department proposes implementing the Advanced Provider Unit as a replacement for the CRU to provide specialized response by creating two teams that include a specially trained nurse and a firefighter. Similar programs have been effective in Beverly Hills and Los Angeles and would complement the city’s existing programs, allowing for specialized services every day of the week in coordination with the Therapeutic Transport Team and other responders.
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• Housing and Human Services Department – The Housing and Human Services staff operate many of the programs and manage the Human Services Grant Program (HSGP), which provides grant funding to city non-profit partners. They do so with fewer positions and resources than they had in 2020, yet, the department has been able to launch new programs, such as the partnership with the County Department of Mental Health for the Therapeutic Transport Team and expand existing programs, such as the Preserving Our Diversity (POD) program supporting vulnerable seniors in the city, as well as the expansion of the C3 outreach team to cover the balance of the city. The Therapeutic Transport Team co-dispatches with Fire or Police to respond to mental health emergencies in Santa Monica, often connecting those experiencing homelessness with mental health treatment and resources. Nevertheless, the ability to respond to mental health concerns, and quality of life issues continues to impact the quality of life for all community members and business owners.
As such, the department seeks to address community member and business owner concerns by creating a Downtown Outreach Team that would pair code enforcement officers with an additional Outreach Team to respond to trespassing and the city’s sit/lie doorway ordinance in the city’s downtown core with an initial focus on the Promenade, that would aim to leverage support from DTSM contracted security guards and SMPD as needed. Based on trespass calls for service in Downtown in July, 86 were related to people experiencing homelessness. The Downtown Outreach Team would seek to significantly reduce this monthly number as well as allow SMPD to address higher level needs. This program would track citations, contacts, services provided, and interim/permanent housing placements for individuals engaged to determine long-term impacts and allow for program refinement as-needed.
The pilot would include two teams operating, each comprised of two Outreach Workers and a Code Enforcement Officer, and would aim to leverage support from DTSM contracted security guards and SMPD as needed. The team would be deployed in the early morning hours and continue into the early afternoon,
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providing much needed support to downtown business owners and their employees by proactively engaging individuals in doorways and entrances, thereby relieving businesses of the burden of engaging individuals directly or contacting SMPD. Implementation will be contingent on identifying an outreach provider, hiring additional Code Enforcement Officers, and coordinating with SMPD and DTSM to establish an ideal schedule and strategy for engagement.
Alternatively, the department has proposed providing ongoing funding for the Therapeutic Transport Team, which has proven effective but is currently only funded with one-time resources from American Rescue Plan Act (ARPA).
Behavioral health is one of the leading concerns as it relates to public safety and addressing homelessness, and many individuals suffer from complex trauma associated with prolonged homelessness. Since the launch of the program in January, data continues to illustrate a steady increase in utilization of the program. As the County works to increase hiring for this program, and as HHS works with SMPD and DMH, to expand the types of calls the team responds to, the benefit of having this mental health resource in our community will continue to expand. The goal of this program is to provide mental health support as a codispatch for 9-1-1 calls or where an on-scene fire or police unit requests therapeutic assistance thereby freeing SMPD and SMFD resources for other emergency calls. For program operations to continue, the program must secure ongoing funding. There is currently one team operating comprised of three staff - (1 peer support; 1 clinician, and 1 driver). The desired outcome is to increase the staffing to provide coverage for the city 7 days a week. • Police Department – Supporting the city’s police has been a primary area of focus with more police officer positions funded now than at any time in the city’s history. However, the department has had to reallocate positions to emerging issues such as street patrol and vending, leaving several key functions unstaffed.
Additionally, the department has not seen a restoration in its non-sworn personnel, reducing the department’s ability to enforce traffic violations or provide crossing guard services. Furthermore, effective policing requires the use of
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public safety technologies, such as closed-circuit television (CCTV) cameras, real-time call data, and other solutions to help officers effectively secure the city and respond to emergencies. While the department received a $6.1 million grant for its Santa Monica Analytical Real-Time (SMART) Center, several of these technologies have seen a marked increase in costs in recent years.
The Police Department has proposed several measures to help restore services and respond to community concerns on safety, including restoring the Special Investigations Unit to investigate drug crimes and other more time intensive investigations and expanding the drone program to operate seven days a week.
Alternatively, the department has analyzed the funding required to shore up existing programs and staff by closing the funding gap for public safety technology, including providing ongoing funding for the city’s proactive security monitoring program, and restoring funding for police training.
In addition to the specific challenges listed by the departments above, other city departments are similarly constrained in supporting these teams. Public Works teams have extended maintenance times for city vehicles due to reduced staffing. Information Services maintains the robust and rapidly expanding portfolio of public safety technologies used by the city without added resources.
Human resources continues to prioritize recruitment of police positions over those in other departments to fill vacancies as rapidly as possible. Staff attempted to mitigate the impacts on these departments as it considered the funding scenarios presented below.
Three Funding Scenarios
Given Council’s direction to take a comprehensive view of Public Safety and Addressing Homelessness framed by the Council’s priorities of:
• Clean and Safe: committed to maintaining and enhancing an atmosphere marked by clean and safe public spaces and neighborhoods, including parks for recreation and leisure activities.
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• Addressing Homelessness: prevent housed Santa Monicans from becoming homeless and increase the supply of affordable housing, address the behavioral health needs of vulnerable individuals and advocate for regional capacity to address homelessness.
The Police, Fire and Housing and Human Services departments along with the City Attorney’s Office and the Office of Emergency Management developed proposals that can be quickly deployed and have the most immediate impact and benefit for our community.
The needs identified by the departments far exceeded the anticipated advisory measure annual allocation amount of Parking Facility Tax – about $3.35 million. Therefore, staff developed three scenarios with distinct areas of focus or goals to provide Council with three different approaches to funding city services in these areas. These scenarios are designed as tools to guide Council’s discussion and provide direction to staff. Each scenario is outlined below along with its pros and cons.
A. Visibility - Increasing Public Facing Services and Programs – Adds 10.0 FTE with Total Cost of Proposal at $3.53 million Year 1 / $3.26 million ongoing
A key component of enhancing public safety and addressing homelessness is street or public facing services that create a more visible presence in our community. This scenario focuses resources on efforts that would be visible within the community, including:
• Special Investigations Unit (add 2.0 FTE) – Add one sergeant and one officer to re-establish a Special Investigations Unit (SIU) that would provide tactical surveillance and assist in identifying and apprehending dangerous individuals. The department may also need to divert officers from other duties to fully staff this unit.
• Drone Program Expansion (Add 2.0 FTE) – Add a second Drone as First Responder (DFR) team with two police officers to enhance the
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Police Department’s ability to respond to incidents rapidly and provide critical, time-sensitive information to first responders. This proposal will enable the program to operate 7 days per week.
• Security Monitoring Services – Provide ongoing funding for proactive security services and cameras at the Main Library, Miles Playhouse and Camera Obscura to deter vandalism at these locations and provide police department with additional camera footage for investigations.
• Advanced Provider Unit (Add 4.0 FTE) – Establish an Advanced Provider Unit (APU) with the addition of two firefighters and two registered nurses trained in mental health emergencies, crisis communications, de-escalation, and substance use disorders to better respond to calls for service for homeless and other vulnerable populations.
• Downtown Outreach Team (Add 2.0 FTE) – Establish a new multidisciplinary team (MDT) by adding two Code Enforcement Officers and an additional MDT Outreach Team to enforce trespassing and no sit/lie doorway ordinances specifically in the city’s downtown core, with an initial focus on the Third Street Promenade, and connect people to services and programs.
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Summary of Visibility Scenario Enhancements
(Represents a full year of estimated costs in millions) FTE Year 1 Ongoing
Special Investigations Unit 2.0 FTE $0.82 M $0.62 M
Drone Program Expansion 2.0 FTE $0.51 M $0.49 M
Security Monitor. Serv. at Library & Parks - $0.10 M $0.11 M Advanced Provider Unit 4.0 FTE $1.43 M $1.35 M
Downtown Outreach Team 2.0 FTE $0.67 M $0.69 M
Total 10.0 FTE $3.53 M $3.26 M
Pros Cons
• Adds more public facing staffing
and services
• Expands Drone program from four
to seven days a week
• Restores Special Investigations
Unit to handle systemic drug and
criminal investigations
• Increases engagements with
homeless and vulnerable
populations to connect to services
and housing, with APU services
seven days a week
• Leaves funding gaps for existing
tools and technologies in place
• Creates possibility that cases will
have to be prioritized with some
not being handled due to CAO
staff limitations
• Ongoing funding for the
Therapeutic Transport Team
must still be identified
• For Police Department, ability to
deploy without having to make
tradeoffs
B. Adding Capacity Systemwide – Adds 11.0 FTE with Total Cost of Proposal at $3.49 million Year 1 / $3.33 million ongoing As noted above, the city’s teams dedicated to public safety and addressing homelessness span several departments, all of which play essential roles in the prevention of crime, reducing the length of an individual experiences homelessness and preventing individuals from becoming homeless, responding to safety incidents, and working with individuals to prosecute them or diverting them into programs and services designed to help with
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rehabilitation. The entire system is strained and this scenario is designed to add capacity across all city partners in these areas, including:
• Special Investigations Unit (add 1.0 FTE) – Add one sergeant to reestablish a Special Investigations Unit (SIU) that would provide tactical surveillance and assist in identifying and apprehending dangerous individuals. This would be a smaller unit than in the visibility scenario or would require resources be reallocated from other duties to support this unit.
• Drone Program Expansion (Add 2.0 FTE) – Add a second Drone as First Responder (DFR) team with two police officers to enhance the Police Department’s ability to respond to incidents rapidly and provide critical, time-sensitive information to first responders. This proposal will enable the program to operate 7 days per week.
• Security Monitoring Services – Provide ongoing funding for proactive security services and cameras at the Main Library, Miles Playhouse and Camera Obscura to deter vandalism at these locations and provide police department with additional camera footage for investigations.
• Advanced Provider Unit (Add 4.0 FTE) – Establish an Advanced Provider Unit (APU) with the addition of two firefighters and two registered nurses trained in mental health emergencies, crisis communications, de-escalation, and substance use disorders to better respond to calls for service for homeless and other vulnerable populations
• Downtown Outreach Team (Add 2.0 FTE) – Establish a new team by adding two Code Enforcement Officers and an additional Outreach Team to enforce trespassing laws and connect people to services along in the city’s downtown core with an initial focus on the Third Street Promenade.
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• Criminal Prosecution Unit (Add 1.0 FTE) – This proposal would add one Sr. Legal Analyst to the Criminal Prosecution Unit to support grant administration for programs like STEP Court, restore victim advocacy services, and seek new grant opportunities. This would free up one attorney on the team to focus on criminal prosecution instead of grant management.
• 911 Lead Dispatcher (Add 1.0 FTE) – Add one Public Safety Lead Dispatcher to the city’s 911 Public Safety Communications team to ensure prompt and effective response to emergency calls and reduce workload strain on the 911 team.
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Summary of Adding Capacity Systemwide Scenario Enhancements (Represents a full year of estimated costs in millions) FTE Year 1 Ongoing
Special Investigations Unit 1.0 FTE $0.45 M $0.35 M
Drone Program Expansion 2.0 FTE $0.51 M $0.49 M
Security Monitor. Serv. at Library & Parks - $0.10 M $0.11 M Advanced Provider Unit 4.0 FTE $1.43 M $1.35 M
Downtown Outreach Team 2.0 FTE $0.67 M $0.69 M
Criminal Prosecution Unit 1.0 FTE $0.19 M $0.20 M
911 Lead Dispatcher 1.0 FTE $0.14 M $0.14 M
Total 11.0 FTE $3.49 M $3.33 M
Pros Cons
• Adds more public facing staffing
and services
• Expands drone program from four
to seven days a week
• Restores a smaller Special
Investigations Unit to handle
systemic drug and criminal
investigations
• Increases engagements with
homeless and vulnerable
populations to connect to services
and housing, with APU services
seven days a week
• Adds capacity in the Criminal
Prosecution Unit and on 911 Public
Safety Dispatch teams
• Leaves funding gaps for existing
tools and technologies in place
• Ongoing funding for the
Therapeutic Transport Team
must still be identified
• For Police Department, ability to
deploy without having to make
tradeoffs
C. Rightsizing Operations (including Restorations) – Adds 6.0 FTE with Total Cost of Proposal at $3.27 million Year 1 / $3.27 million ongoing Following budget shortfalls that remain since 2020 along with escalating costs for equipment and services in the marketplace, departments are facing
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budget shortfalls to maintain essential equipment or provide critical training.
This scenario works to close the funding gaps in many areas:
• Police Technology – Provide funding to cover existing technologies within the Police department, including replacing tasers, body worn cameras, and vehicle technologies that have all seen a sizable increase in costs similar to those experienced across the city. • Police Training – Increase funding in the Police department budget for officer training (e.g., use of force, de-escalation tactics) to ensure Santa Monica police are trained in best practices and emerging strategies to ensure a safe community.
• Security Monitoring Services – Provide ongoing funding for proactive security services and cameras at the Main Library, Miles Playhouse and Camera Obscura to deter vandalism at these locations and provide police department with additional camera footage for investigations.
• Advanced Provider Unit (Add 4.0 FTE) – Establish an Advanced Provider Unit (APU) with the addition of two firefighters and two registered nurses trained in mental health emergencies, crisis communications, de-escalation, and substance use disorders to better respond to calls for service for homeless and other vulnerable populations
• Therapeutic Transport Team – Provide ongoing funding for the program, which is a pilot with the County of Los Angeles Department of Mental Health (DMH) and is a specialized team that deploys with first responder calls for service related to mental health crises in the city to assist SMPD and SMFD with 911 and non-emergency calls for service that involve housed or unhoused people experiencing a mental health emergency. The County staff provide robust client evaluation, refer clients to additional mental health services, transport clients to psychiatric care if needed, and provide follow-up services.
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Ongoing funding would ensure this program continues and would allow the city to work with DMH to increase coverage for the city. • Criminal Prosecution Unit (Add 1.0 FTE) – This proposal would add one Sr. Legal Analyst to the Criminal Prosecution Unit to support grant administration for programs like STEP Court, restore victim advocacy services, and seek new grant opportunities. This would free up one attorney on the team to focus on reducing the backlog of criminal cases in the City Attorney’s Office.
• 911 Lead Dispatcher (Add 1.0 FTE) – Add one Public Safety Lead Dispatcher to the city’s 911 Public Safety Communications team to ensure prompt and effective response to emergency calls and reduce workload strain on the 911 team.
Summary of Rightsizing Operations Scenario Enhancements (Represents a full year of estimated costs in millions) FTE Year 1 Ongoing
Police Technology - $0.74 M $0.77 M
Police Training - $0.20 M $0.21 M
Security Monitor. Serv. at Library & Parks - $0.10 M $0.11 M Advanced Provider Unit (APU) 4.0 FTE $1.43 M $1.35 M
Therapeutic Transport Team - $0.47 M $0.49 M
Criminal Prosecution Unit 1.0 FTE $0.19 M $0.20 M
911 Lead Dispatcher 1.0 FTE $0.14 M $0.14 M
Total 6.0 FTE $3.27 M $3.27 M
Pros Cons
• Ensures ongoing funding for
technology and training to support
existing staff
• Guarantees ongoing funding for the
• Provides the least net new public
facing staffing
• Except the APU, adds no new
services
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Therapeutic Transport Team
• Increases treatment services for the
homeless and vulnerable
populations to connect to services
and housing with 7-day a week
APU services
• Adds capacity in the Criminal
Prosecution Unit and on 911 Public
Safety Dispatch teams
CEQA Analysis
The city’s Public Safety System enhancement review is exempt from CEQA pursuant to Section 15061(b)(3) of the CEQA Guidelines. This study session 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.” This report provides a programmatic overview of the city’s Public Safety system. The implementation of programs would be subject to future CEQA review as applicable. Therefore, it can be seen with certainty that actions would not result in adverse physical impacts on the environment, and as such, is exempt from CEQA.
Financial Impacts
There is no immediate financial impact or budget action necessary as a result of the recommended action. Any budget changes will be incorporated into the mid-year budget should the tax measure pass.
Prepared By: Christopher Smith, Deputy City Manager
Approved Forwarded to Council
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Attachments:
A. June 28, 2024 Adoption of Fiscal Year 2024-2025 Operating Budget and FY 2024-2026 Capital Improvement Program Plan
B. 2020 to 2024 Service Impacts
C. 2023 Annual Crime Statistics
D. May 14, 2024 Annual Interdepartmental Update on Homelessness E. Santa Monica Joint Dispatch Study Report
F. Written Comments
G. PowerPoint Presentation
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1 Impacts of Restructuring on Department Staffing Levels Staffing by Department FY 2019-20 (pre-restructure) vs FY 2024-25 & current Vacancies Department
FY 19-20
FTE
FY 20-21
FTE
FY 24-25
FTE
Delta
Vacancies
19-20 to 24-25
FTE %
City Council 1.0 1.0 2.0 1.0 100.0% 0.0
City Manager 66.1 48.0 58.0 -8.1 -12.3% 8.0
City Attorney 48.9 42.5 44.5 -4.4 -8.9% 0.0
Records & Elections Services 13.5 12.0 13.0 -0.5 -3.7% 1.0 Community Development 1 103.0 80.0 90.0 -13.0 -12.6% 4.0 Finance 78.3 61.3 68.0 -10.3 -13.2% 6.5
Fire - sworn 120.0 120.0 121.0 1.0 0.8% -2.0
Fire - non-sworn 16.0 14.0 16.0 0.0
Fire - as-needed 0.0 0.0 0.4 0.4 N/A
Housing & Human Services 2 101.0 64.3 82.2 -18.9 -18.7% 7.0 Human Resources 28.2 22.0 27.0 -1.2 -4.3% 5.0
Information Services 54.0 46.0 53.5 -0.5 -0.9% 4.0
Library 112.0 47.8 74.3 -37.7 -33.7% 6.0
Police - sworn 229.0 223.0 232.0 3.0 1.3% 19.0
Police - non sworn 181.0 166.0 167.0 -14.0 -7.7% 21.0
Police - as-needed 33.3 10.7 22.5 -10.8 -32.5% N/A
Public Works 525.9 438.0 490.4 -35.6 -6.8% 50.0
Recreation & Arts 2 88.7 51.0 82.2 -6.5 -7.3% 8.0
Transportation 450.0 410.8 440.2 -9.8 -2.2% 20.3
Transportation-Mobility/Parking1 48.5 31.5 37.5 -11.0 -22.6% 2.0 Citywide Total 2,298.3 1,889.8 2,121.6 -176.7 -7.7% 159.8 1 In FY 2020-21, as part of the citywide restructure, three departments were renamed and one was dissolved:
Planning & Community Development (PCD) became Community Development (CDD) Community & Cultural Services (CCS) became Community Services (CSD) Big Blue Bus (BBB) became Department of Transportation (DOT) Housing & Economic Development (HED) was dissolved
In addition, certain divisions were moved between departments:
Parking and Mobility divisions moved from PCD to DOT
Economic Development and Pier Administration moved from HED to CDD Housing, Community Recreation and Cultural Services moved from HED to CSD 2 In FY 2023-24, the Community Services Department was dissolved and the Housing & Human Services and Recreation & Arts Departments were created.
7.B.b
Packet Pg. 1039 Attachment: 2020 to 2024 Service Impacts (6527 : 7.B. Public Safety Budget Study Session) 2 Impacts of Remaining Staffing and Funding Reductions
Summary of Impacts
• Across the City, staffing levels remain 176.9 FTE below 2020 levels and operate with a vacancy rate of 7-8% creating additional staffing shortages, with particular impacts to the Library, Housing and Human Services, and Community Development.
• As part of the recently adopted FY 24-26 CIP budget, $6.8 million in capital funding was held in reserve for anticipated liabilities, with an additional $459 million in unfunded capital projects identified, including $41.3 million for parking facilities and $204 million for parks. • Staff to maintain parks, city buildings, and other spaces and Capital Improvement Program funding remains below 2020 levels, creating a growing maintenance backlog and slowing response times for 311 requests from same or next day to weeks. • Youth and teen programs across the City remain shuttered or operate at reduced levels with waitlists for every program.
• The Miles Playhouse and Camera Obscura remain closed with plans to reactivate them in 2025, and Fairview and Ocean Park library branches only operate two days per week in a self-service model.
City Manager’s Office
• The Office of Communications was reduced from 14 to 5 people resulting in:
o Elimination of original programming for CityTV channels and shuttering of the CityTV facility
o Reduced video production for social media and public information sharing o Elimination of in-house team to support public outreach on Council priorities such as economic development and homelessness
• The Office of Performance Management was eliminated, ending the City’s efforts to implement a performance management program across the City.
• The Office of Wellbeing was eliminated, ending programming that supported the Pico Wellbeing Project and the City’s community engagement on wellbeing.
Community Development
• Department staffing remains below pre-pandemic levels including:
• Loss of Neighborhood Preservation Coordinator all but eliminates staff capacity for the Neighborhood Preservation Program.
• Loss of one Senior Plan Check and one Administrative Staff Assistant results in less than half of plan reviews meeting stated turnaround goals and delays in responding to customers and completing 311 requests.
• Reduction of 5 planning staff, including the Historic Preservation Officer, results in the Department’s inability to advance multiple planning efforts at once, including the Bergamot Arts Center, 4th/5th & Arizona and historic preservation efforts. • Code Enforcement remains down one Lead Officer with increased demands, including the Pier Vending/DART team.
• The Pier Team was reduced by 40% due to elimination of one Senior Development Analyst and one Staff Assistant, leaving only the Pier and Beach Administrator (one position) to support lease and license request for proposals, negotiations and project management, and community partnerships and events such as Cirque du Soleil.
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Packet Pg. 1040 Attachment: 2020 to 2024 Service Impacts (6527 : 7.B. Public Safety Budget Study Session) 3 • While staffing remains largely consistent in the Economic Development division, the demands on the division have increased with work on the Surplus Lands Act, outdoor dining and parklets, and renewed efforts to focus on economic development in our business districts such as the small business loan/grants program.
Housing & Human Services
• Enrollment and program offerings at CREST, VAP, and PAL are limited due to 3 unrestored staff positions and the need to stretch staffing resources to operate in alignment with staffing ratios provided in the City’s Child Protection Administrative Instruction. • Virgina Avenue Park (VAP) operates at approximately 75% of pre-pandemic levels with waitlists for all programs
• Trades Interns Program: Public Works funds 5 trades interns down from 10 and instruction time remains at 50% of pre-pandemic levels.
• VAP Artists in Residence: The budget allocated to the program remains at 60% of its former levels, resulting in a significant and ongoing reduction in program capacity. As a result, the program has evolved into an enrichment program, utilizing a variety of contracted instructors. • The PAL Youth Center maintains a consistent waitlist due to capacity limitations resulting from an unrestored Program Specialist, and PAL’s closing time remains at 7:30 pm, short of the prepandemic closing time of 8:30 pm. • PAL Fitness Gym continues to operate at significantly limited capacity open two hours, two days a week as a result of an unrestored Program Specialist. The PAL Gym’s pre-pandemic hours were 12pm-8pm, Monday thru Friday and featured a variety of classes for ages 6-24. • A total of $36.5 million in Housing Trust Funds (HTF) has been diverted to meet spending needs related to the pandemic and to settle abuse claims against the City limiting the City’s capacity to pursue development of Affordable Housing. Additionally, fund transfers continue to be withheld, allowing the HTF to just meet the bare minimum of covering existing program staffing and operations.
Human Resources
• The City’s Training and Organizational Development has not been restored resulting in the elimination of the internal Santa Monica Institute training program that offered 41 courses, professional development academies for those seeking to advance to supervisory and management roles.
Information Services
• Project Management. The department manages a portfolio of 115 active technology projects but eliminated the Project Manager position as part of COVID restructuring, requiring other staff to manage projects as well as support active technology systems delaying project delivery timelines.
• The City’s open data portal and data analytics program was eliminated during the restructuring. • Funding for new computer replacements was eliminated for two years, resulting in a computer fleet that is between 4 and 9 years old, requiring additional maintenance and support and creating additional cybersecurity risks. This program has now been resumed but it will take approximately 4 years to bring all City computers up to a secure standard.
7.B.b
Packet Pg. 1041 Attachment: 2020 to 2024 Service Impacts (6527 : 7.B. Public Safety Budget Study Session) 4 Library
• Weekly Library Open hours are 55% (142 hours) of pre-Covid Hours (259 hours); **Note 24% of the current open hours are self-service and not fully staffed. • Every neighborhood and community in Santa Monica has less access to their nearest library location as compared to pre-Covid times
o Main Library—is open 5 days (compared to 7 days pre-Covid, 29% less access per week) o Pico Branch—is open 5 days(compared to 6 days pre-Covid, 17% less access per week) o Montana Branch—is open 3 days (compared to 6 days pre-Covid, 50% less access per week)
o Ocean Park and Fairview Branches – is open 2 days (compared to 6 days pre-Covid, 67% less access per week)
• Library serves 27% (310,576) of walk-in visitors annually (compared to pre-Covid at 1.13 million) because of reduced hours and programming
• Because of operating at 67% staffing compared to 2019, the Library offers about 1/6th (373) of the programming and reduced outreach and support to other City departments and community partners such as SMMUSD.
Police
• Elimination of Crossing guard services and background checks • The reduction in 11 as needed Traffic Control Officers reduced the City’s ability to enforce parking zones and meters.
• The reduction in two (2) Animal Control Care Attendants means that Animal Control Officers (ACO) tend to animals in the shelter reducing time for licensing enforcement and delays in customer service requests.
• The reduction of 4 Public Safety Officers (PSOs) reduced the ability to have a presence in City parks, the Downtown area and the airport.
Public Works
• Reductions in staffing and funding resulted in delays in maintenance and repair of City assets in public spaces include:
o Significant backlog of streetlight, street, alleyway and sidewalk repairs o Reduced 311 response time from 1-2 days to sometimes weeks • Reduced maintenance of City parks and management of City landscaping, including reducing number of plantings by 50% and pruning by up to 75%
• Delays or cancellation of repairs of park playground equipment and surfaces at Marine, Ocean View, Memorial, and Clover parks
• Elimination of event set-up services in City parks and community facilities for birthdays, programs and community classes
• Reduction in public engagement, events, and community activities supporting sustainability, including elimination of Youth Climate Corps, school tours of the Aquarium, Coastal Clean-Up, recycling center, sponsorship opportunities, sustainable library book collection and the Green Prize for Sustainable Literature Program.
• Reduction in customer service and engagement with businesses and residents to educate and incentivize sustainable practices to achieve the City’s Climate Action Plan. • Loss of 3 mechanics requires City vehicles to be out of service longer slowing City operations. • Loss of one electrician, one plumber and one HVAC repair specialist causes delayed repairs at City facilities, with a growing backlog of maintenance needs.
7.B.b
Packet Pg. 1042 Attachment: 2020 to 2024 Service Impacts (6527 : 7.B. Public Safety Budget Study Session) 5 • City’s Capital Improvement Program remains underfunded, delaying or deferring several projects resulting in a $459 million backlog of unfunded capital projects. (List of unfunded and held CIP projects attached.)
Recreation and Arts
• RAD is down almost 25,000 hours in staff capacity annually, this includes critical administrative, programmatic and facility positions - support in management and delivery of community programs and services
• Elimination of major community events serving close to 80,000 attendees in prior years, including the Coast Open Streets Festival.
• Elimination of 15,000 hours annually of community recreation programming and reduced hours for recreation at facilities across the city which includes the following:
o Reduction of Adaptive Programming (Santa Monica Adaptive Recreation and Sports’ Social Club and Explorers Club) which provided weekly social and community engagement excursions for 300 people with disabilities. o Loss of 5,500 hours of reservable tennis court time
o 74% reduction in recreational swim hours.
o Youth Diving, Youth Synchronized Swimming, and Adult Fitness classes have not returned to the Santa Monica Swim Center (SMSC).
• Elimination of funding for Arts & Culture staff and programming resulted in $600,000 less in grant giving (CAP, SSI & Fellowship) and a 60% reduction in community events at the Annenberg Community Beach House since pandemic cuts.
Transportation
• Mobility on Demand Every Day (MODE), the City’s on-demand transportation service for seniors and adults with disabilities, operating hours remain at approximately 80% of pre-pandemic levels.
• $41.3 million in Parking Division Capital Improvement Projects remain unfunded (this is included in the CIP unfunded list):
o Downtown Parking Structures Guardrail and Waterproofing Upgrades - $8,100,000 o Civic Parking Structure Decorative Repair - $710,000
o Surface Lot Paving Program - $11,550,000
o Civic Structure Elevator Replacement / Modernization - $3,100,000 o Rebuilding of Beach Lot 4S Decorative Plaza - $283,000 o Parking Structure 1 Structural Upgrades / Seismic Retrofit - $14,038,605 o License Plate Recognition at all Parking Structures - $1,260,000 o Parking Facilities Renewal Program - $2,310,000
• The Mobility Division team dedicated to the maintenance of roadway signs, markings and traffic control devices was reduced from 6 to 2 FTE resulting in delays and reduced maintenance for curb paint (red, blue, white, etc.), bollard maintenance, sign and signpost installation and maintenance, and small roadway striping installations and maintenance. • The City’s Traffic Engineering Division is now operating at 75% of pre-pandemic capacity slowing 311 response times, review of CIP construction drawings and other safety enhancements, stop sign request evaluation, reducing the ability to design and implement traffic signal modifications in house.
• Traffic Signal Preventative Maintenance was reduced to $300,000 delaying or preventing the replacement of over $6 million of equipment at or near the end of their useful life.
7.B.b
Packet Pg. 1043 Attachment: 2020 to 2024 Service Impacts (6527 : 7.B. Public Safety Budget Study Session) 6 Unfunded and Held Capital Improvement Program Projects Held Projects
Project Title FY 2024-2026
CIP Budget Held
Annual Paving and Sidewalk Repair Program $350,000
Copper Wire Protection Program $500,000
Crossing, Calming, and Safety Improvements at 23rd St. and Hill St. $275,337 Fire Self Contained Breathing Apparatus Replacement $550,000 Main Library Central Courtyard Revitalization $31,000
Martin Luther King, Jr. Auditorium AV Infrastructure Improvement $194,000 Reed Park Community Garden $370,000
Reframe: City Hall Mural new HCH lobby artwork and interpretive signage $400,000 SM28/ CELEBRATE28 $2,000,000
SMPD Vehicle Radio, Cradlepoint, and Antennas Replacements $1,200,000 Sports Lighting Replacement Program $606,722
Streetlight EV Charger Project $75,000
Urban Forest and Planting Renewal $300,000
Grand Total $6,852,059
7.B.b
Packet Pg. 1044 Attachment: 2020 to 2024 Service Impacts (6527 : 7.B. Public Safety Budget Study Session) 7 Unfunded Projects
Project Title Est. Project Costs
Infrastructure Maintenance
Alley Renewal Program $500,000
Computer Replacement Contributions - General Fund Deferral $3,570,000 Main Library Security Camera Replacement $107,100
Parking Facilities Renewal Program $2,310,000
Parking Structure #1 Complete Remodel $14,038,605
Promenade Kiosk $504,000
Public Safety Facility Security and Tenant Improvements $231,000 Replacement Program For Parking Access & Revenue Control Systems and Equipment $27,954,465
Safety Upgrades for Santa Monica Public Library $924,000 Surface Parking Lot Repaving Program (General Fund and Beach Fund) $11,550,000 Vehicle Replacement Contributions - General Fund Deferral $8,463,000 City Yards Modernization - Michigan Ave Improvements $16,000,000 Camera Obscura/Art Lab Facility Maintenance $1,052,876
Downtown Parking Structures Guardrail and Waterproofing Upgrades $8,100,000 Property Room Solutions, Improvements, and Updates $1,028,000 Annual Paving and Sidewalk Repair Program $350,000
Main Library Central Courtyard Revitalization $283,000
Urban Forest and Planting Renewal $300,000
Civic Structure Decorative Feature Repair $710,000
Civic Structure Elevator Replacement $3,100,000
Farmers Market Vehicle Barrier $1,317,056
Historic City Hall North Wing Building System Upgrades $11,589,000 Main Library Landscaping - Soil Compaction $130,000
Rebuilding of Beach Lot 4S Decorative Plaza $283,000
Santa Monica Swim Center spare boiler $76,000
Swim Center Engineering of air flow and water HVAC lines $2,280,000 Facility Renewal Program $20,695,165
Subtotal $137,446,267
New Infrastructure or Technology
License Plate Camera Recognition Program $1,260,000
EV Action Plan Implementation - EV Charging $3,630,000
Fire Station 3 Facility Design/Build Assessment, Demo, and New Facility | Fire Station #3 Design/Build $25,986,884
Fire Station 7 (Permanent Solution) | Fire Station #7 Design/Build $24,747,500
7.B.b
Packet Pg. 1045 Attachment: 2020 to 2024 Service Impacts (6527 : 7.B. Public Safety Budget Study Session) 8 Martin Luther King, Jr. Auditorium AV Infrastructure Improvement $194,000 SMPD Vehicle Radio, Cradlepoint, and Antennas Replacements $1,200,000 City Fleet Electrification Infrastructure $1,665,000
Fire Department Training Center Construction - Phase III $5,000,000 Park Maintenance Electrical Equipment Pilot Program $525,000 Proactive Video Monitoring and Security Services $190,000 Subtotal $64,398,384
Parks
Memorial Park Expansion Phase 1 (add $20M from SMC) $16,800,000 Airport Park Expansion $54,450,000
Airport Park Parking Lot and Pathway Replacement $298,100 Crescent Bay Park Improvements $3,996,300
Memorial Park Expansion Phase 2-3 $100,320,000
Pickleball Courts | Pickleball Courts at Airport Extension $5,940,000 Reed Park Dog Park $605,000
Reed Park Community Garden $370,000
New Athletic Sports Field at Airport Extension $12,425,000 Safety Netting for Memorial Park and Clover Park fields $1,100,000 Tennis Court Resurfacing $1,000,000
Tennis Courts Windscreens $249,000
Tongva Park Bollard Replacement $895,000
Turf Replacement Airport Park Field $1,512,996
VAP Overflow Parking Lot into Permanent Parking Area $3,000,000 VAP Teen Center Courtyard Shade $335,000
Virginia Avenue Park Center Lobby and Corridor Upgrade $73,000 Virginia Avenue Park Thelma Terry Community Room Improvements $90,000 Sports Lighting Replacement Program $942,000
Subtotal $204,401,396
Pier and Beach
Beach and Pier Master Plan (Phase 2) $1,386,000
Pier Deck Upgrade $12,589,500
Pier West End Substructure Upgrade $6,121,500
Subtotal $20,097,000
Streetscape and Lighting
Lincoln Corridor Streetscape (Phase 2) $8,316,000
Promenade Lighting Project $11,979,000
Copper Wire Protection Program $500,000
Crossing, Calming, and Safety Improvements at 23rd St. and Hill St. $275,337 Streetlight Modernizations (General Fund ) $2,000,000
7.B.b
Packet Pg. 1046 Attachment: 2020 to 2024 Service Impacts (6527 : 7.B. Public Safety Budget Study Session) 9 Public Safety Facility - Interior Communication and Connectivity Project $844,000 Subtotal $23,914,337
Miscellaneous
Fire Self Contained Breathing Apparatus Replacement $550,000 Reframe: City Hall Mural new HCH lobby artwork and interpretive signage $400,000 Citywide Infrastructure Safety Assessment and Implementation $615,000 Fire PSF Office Reconfiguration $90,000
Promenade Maintenance Relocation $1,000,000
Public Art deferred repair catch-up and maintenance $800,000 Public Safety Communications Workstation Upgrade $741,000 Public Safety Facility Office and Furniture Renovation (PD) $1,544,000 Reframe: City Hall Mural cultural assessment of City monuments and public artwork $650,000
SM28/ CELEBRATE28 $3,000,000
Subtotal $9,390,000
Total Unfunded $459,647,384
7.B.b
Packet Pg. 1047 Attachment: 2020 to 2024 Service Impacts (6527 : 7.B. Public Safety Budget Study Session) This report is intended for the internal use of the City of Santa Monica, and may not be provided to, used, or relied upon by any third parties.
Proprietary & Confidential
FINAL REPORT
City of Santa Monica
JOINT DISPATCH STUDY
August 8, 2024
Moss Adams LLP
999 Third Ave, Suite 2800
Seattle, WA 98104
(206) 302-6500
7.B.e
Packet Pg. 1048 Attachment: Santa Monica Joint Dispatch Study Report (6527 : 7.B. Public Safety Budget Study Session) Joint Dispatch Study
FOR INTERNAL USE OF CITY OF SANTA MONICA ONLY
Table of Contents
Executive Summary 1
A. Introduction 1
B. Summary of Observations and Recommendations 1
Background, Scope, and Methodology 5
A. Introduction 5
B. Scope and Methodology 5
Commendations 7
Observations and Recommendations 8
Appendix A: Peer Benchmarking 23
Appendix B: Analysis of Organizational Performance 26
Total Call Volume 26
Call Answering Times 26
Police Call Pending Times 26
Fire Call Processing Times 27
Public Perception of Dispatch Services 27
Appendix C: Implementation Plan 28
7.B.e
Packet Pg. 1049 Attachment: Santa Monica Joint Dispatch Study Report (6527 : 7.B. Public Safety Budget Study Session) Joint Dispatch Study | 1
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EXECUTIVE SUMMARY
The City of Santa Monica (the City) engaged its internal auditor Moss Adams, LLP (Moss Adams) to conduct a study to evaluate the effectiveness of the City’s Public Safety Communications Division (PSC), which is responsible for the City’s public safety dispatch services. The objectives of this engagement were to:
• Assess the effectiveness of the City’s consolidated dispatch model • Evaluate PSC’s staffing model and organizational structure • Conduct peer benchmarking to gain insights into PSC’s organizational structure, staffing, and overall performance
We conducted this study between May 2024 and August 2024 using a four-phased approach consisting of project planning and management, fact-finding, analysis, and reporting.
Observations and recommendations are grouped into three sections: (1) Organizational Structure and Staffing, (2) Training and Development, and (3) Organizational Culture and Performance.
OBSERVATIONS AND RECOMMENDATIONS
Organizational Structure and Staffing
1 Observation
PSC’s minimum staffing levels do not accommodate for employee turnover or leave, which causes an undue strain on operations and can impact PSC’s ability to provide quality service to the community.
Recommendation
A. Consider adding three public safety dispatchers to PSC’s budgeted staffing levels to support PSC’s ability to provide quality dispatch services while staff are on leave and during periods of high turnover.
B. Continue using light duty police officers and non-sworn personnel from the Police and Fire departments to fill staffing gaps when possible. 2 Observation
While PSC’s staff-to-supervisor ratio is comparable to peers, PSC does not have lead dispatcher positions, which is a practice some peers reported finding helpful to support enhanced supervision and opportunities for employee growth and promotion.
Recommendation Consider adding a lead dispatch classification to support effective oversight and the growth and development of PSC employees.
7.B.e
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OBSERVATIONS AND RECOMMENDATIONS
3 Observation
Similar to other public safety dispatch agencies, PSC has experienced challenges with employee turnover in recent years and has had difficulty filling vacancies. Such challenges have strained PSC’s operations and services, led to increased overtime, and negatively impacted employee morale.
Recommendation
A. Continue to review compensation for public safety dispatchers on a regular basis (e.g., every two to three years) and adjust as needed to remain competitive and support employee recruitment and retention efforts.
B. In addition to encouraging use of existing mental health and wellness support services, explore whether current mental health and wellness services are sufficient to meet employee needs
C. Regularly collect feedback from staff to proactively identify and address potential issues that may impact employee morale and retention. 4 Observation
There has been a significant increase in mandatory overtime hours per employee since FY 2019, largely due to challenges with understaffing. This has negatively impacted employee morale and contributed to staff burnout.
Recommendation
A. Consider allocating additional funding for dispatcher positions to align staffing levels with the recommendations in Dispatcher Staffing Levels.
B. Revise the PSC overtime policies to reduce the hour limit for shifts from 18 hours to 12 hours to support employee health and wellness and reduce risks of employee burnout.
Training and Development
5 Observation
While PSC has worked to improve training in recent years, PSC lacks a comprehensive formalized program for training staff, which can impact service consistency and dispatcher performance.
Recommendation
A. Continue efforts to develop a formalized training program for new employees that covers all aspects of emergency dispatch and includes both classroom and on-the-job training for a set number of weeks.
B. Ensure PSC is adequately staffed to allow time for staff to participate in ongoing professional development.
C. Continue to provide opportunities for in-house training with the Police and Fire departments to support ongoing collaboration.
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OBSERVATIONS AND RECOMMENDATIONS
6 Observation
Very few dispatchers are fully trained in all disciplines, which has created challenges staffing shifts adequately and contributed to perceptions of unfairness.
Recommendation
A. Continue to prioritize cross-training efforts and ensure all dispatchers are fully cross-trained by 2026 to support the effectiveness of the consolidated dispatch model.
B. Ensure cross-training is an integral part of the formalized training program for staff moving forward.
7 Observation
Due to recent staffing challenges and leadership turnover, PSC management has struggled to provide consistent staff oversight or coaching and development, which can limit the effectiveness of dispatch operations and service delivery.
Recommendation
A. Continue efforts to reduce turnover and improve employee retention (see also Employee Turnover and Retention) to provide adequate time for management to provide staff oversight, coaching, and development.
B. Continue to prioritize efforts to improve oversight, coaching, and development for staff, including through regular and timely annual performance evaluations, regular quality assurance reviews, and ongoing feedback and coaching.
8 Observation
Most chapters in PSC's policy and procedure manual were last updated in 2019, which limits operational efficiency and introduces risks related to operational continuity and inconsistent application of processes and rules.
Recommendation
A. Revise and update PSC’s policy and procedure manual to align with current practices and industry standards.
B. Ensure the updated policy and procedure manual continues to be easily accessible to all staff, communicated effectively, and regularly reviewed to maintain relevance over time.
Organizational Culture and Performance
9 Observation Understaffing, increased mandatory overtime, and limited accountability and support have negatively impacted employee morale.
Recommendation
In addition to implementing the other recommendations throughout this report to address understaffing, continue to prioritize improvements to work culture, including developing an operating plan, providing increased communication from management, and fostering a culture of teamwork and collaboration.
7.B.e
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OBSERVATIONS AND RECOMMENDATIONS
10 Observation PSC has consistently met established standards for call answering times and recent survey results suggest reporting parties are generally satisfied with dispatch services. However, available data on police call pending times and fire call processing times has historically been limited, which has impacted PSC’s ability to fully understand its performance and make changes based on performance results.
Recommendation A. Leverage the new CAD system to enhance the accuracy and reliability of data on call pending and call processing times.
B. Consider implementing a performance dashboard to track key metrics and identify performance trends.
C. Continue to monitor customer service through the public safety customer service survey and regular quality assurance reviews to support continuous improvement efforts.
7.B.e
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BACKGROUND, SCOPE, AND METHODOLOGY
As part of the City’s Fiscal Year (FY) 2024 internal audit program, Moss Adams conducted a study to evaluate the effectiveness of the City’s Public Safety Communications Division (PSC), which is responsible for the City’s public safety dispatch services.
PSC is organizationally housed within the Office of Emergency Management in the City Manager’s Office and is responsible for providing joint communications services to the City’s Police and Fire departments. Their responsibilities include answering 911 and non-emergency telephone calls, dispatching public safety resources, providing emergency medical dispatch services, and 911 education to the public. PSC was created in 2015 when the dispatch centers for the Police and Fire departments were consolidated to improve coordination and response efforts. As of the City’s 2023- 2025 biennial budget, PSC budgeted staffing included a public safety administrator who oversees day-to-day operations, five supervisors, 23 dispatchers, and one staff assistant who serves as the custodian of records for incident recordings.
This study was conducted between May 2024 and August 2024. The purpose of this study was to evaluate the effectiveness of PSC. Specifically, the objectives of this engagement were to:
• Assess the effectiveness of the City’s consolidated dispatch model • Evaluate PSC’s staffing model and organizational structure • Conduct peer benchmarking to gain insights into PSC’s organizational structure, staffing, and overall performance
This study consisted of four phases which are detailed below.
PHASE DESCRIPTION
1 Project Planning
and Management
This phase focused on initiating the project and managing its progress, which included conducting a kickoff meeting, scheduling interviews with key staff and stakeholders, submitting a document and data request list, identifying potential public safety dispatch centers for peer benchmarking, and providing ongoing progress reporting.
2 Fact-Finding This phase involved comprehensive data collection through interviews, document review, and peer benchmarking:
● Interviews: We conducted interviews with PSC leadership, front-line staff Police leadership, Fire leadership, and HR staff. The purpose of these interviews was to understand the strengths, weaknesses, and opportunities for PSC, particularly relating to organizational structure, staffing, and performance.
● Document and Information Review: We reviewed a variety of internal documents such as organizational charts, strategic plans, performance reports, policies and procedures, past studies or audits, and the current operational agreements between the Office of Emergency Management,
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PHASE DESCRIPTION
Police, and Fire. We also reviewed relevant data, including employee tenure, retention, and recruitment data, and data on key performance indicators. We used the documents and information to supplement our understanding of the current conditions of the PSC.
● Peer Benchmarking: We compared PSC staffing and organizational structure to five peer dispatch centers, identified in collaboration with the City.
Peers were selected based on similar characteristics, such as size, budget, and/or organizational structure. Peers included the cities of Long Beach, Murrieta, Napa, San Francisco, and Santa Maria. We reached out to all five peer dispatch centers and three participated in interviews, including the City of Murrieta, the City of San Francisco, and the City of Santa Maria. We also analyzed publicly available information (including from public-facing websites) for all peers.
3 Analysis In this assessment phase, we evaluated the importance, impact, and scope of our observations within the context of the information we gathered. Based on identified opportunities for improvement, we conducted and consolidated research on relevant industry standards and best practices to identify practical recommendations.
4 Reporting We communicated the results of our analysis with observations and recommendations presented first in a draft report that was reviewed with management to confirm the practicality and relevance of recommendations before finalizing the report.
7.B.e
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COMMENDATIONS
Based on the insights gathered throughout our assessment, we noted several areas of strength at the City that can be leveraged to support ongoing performance of PSC:
• Collaboration: Many interviewees reported that collaboration between PSC and the Police and Fire departments has improved in recent years. The executive and operations committees, which include representation from Police, Fire, Dispatch, and other City departments, appear to be providing an effective mechanism for interagency coordination and collaboration. Both police and fire department leadership expressed appreciation in PSC’s willingness to engage in continuous improvement initiatives.
• Organizational Performance: PSC staff are committed to high-quality service delivery. Between FY 2019 and FY 2023, PSC consistently met State and internal standards for call answering times. Additionally, recent survey results suggest members of the public who called 911 and responded to the City’s public safety customer service survey between December 2023 and July 2024 are generally satisfied with dispatch services.
• Service Level Agreements (SLAs): PSC established SLAs with both Police and Fire that clearly outline roles, responsibilities, and performance expectations. Police and Fire leadership indicated that the SLAs are well-structured and helpful to guide operations and performance reporting. • Staffing: The City has acted to address challenges in filling dispatch vacancies in PSC. The City conducted a compensation study in 2023 and implemented salary increases to enhance competitiveness in the market. The City also reviewed hiring requirements for public safety dispatchers and adjusted processes to reduce barriers, such as removing in-person testing requirements.
• System Improvements: The City adopted a new Computer-Aided Dispatch (CAD) system in 2023 to support more effective management of incident information and optimize the dispatch of first responders. Staff reported the system has streamlined dispatch processes and improved reporting.
7.B.e
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OBSERVATIONS AND RECOMMENDATIONS
Observations and recommendations are grouped into three sections: (1) Organizational Structure and Staffing, (2) Training and Development, and (3) Organizational Culture and Performance. An implementation plan is included in Appendix C.
Dispatcher Staffing Levels
1. Observation PSC’s minimum staffing levels do not accommodate for employee turnover or leave, which causes an undue strain on operations and can impact PSC’s ability to provide quality service to the community.
Recommendation A. Consider adding three public safety dispatchers to PSC’s budgeted staffing levels to support PSC’s ability to provide quality dispatch services while staff are on leave and during periods of turnover.
B. Continue using light duty police officers and non-sworn personnel from the Police and Fire departments to fill staffing gaps when possible.
As of the City’s 2023-2025 biennial budget, PSC budgeted staffing included a public safety administrator who oversees day-to-day operations, five supervisors, 23 dispatchers, and one staff assistant. Budgeted staffing has remained relatively stable since FY 2019, with the reduction of one public safety dispatcher in FY 2021 during citywide budget cuts.
POSITION FY19 FY20 FY21 FY22 FY23 FY24
Public Safety Administrator FTE 1 1 1 1 1 1
Public Safety Dispatch Supervisor FTE 5 5 5 5 5 5
Public Safety Dispatcher FTE 24 24 23 23 23 23
Staff Assistant FTE 1 1 1 1 1 1
Total FTE 31 31 30 30 30 30
PSC uses staffing forecast data from the State of California’s Emergency Call Tracking System (ECaTS) to inform minimum staffing levels for public safety dispatchers. The ECaTS staffing forecast is based on the industry standard Erlang-C formula, which computes the number of agents (i.e., public safety dispatchers) required for a time period using call count, service level, answer time, and average duration. The Erlang-C formula is considered a best practice methodology for determining appropriate staffing levels for a public safety dispatch center because each public safety dispatch agency is unique, with its own set of operational requirements, service expectations, call volume, and service area.
7.B.e
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The ECaTS staffing forecast predicts the number of public safety dispatchers needed for every hour of every day of the week to meet the City’s public safety dispatch needs. Based on the ECaTS staffing forecast, the City needs an average of 5.21 public safety dispatchers staffed at any given time to maintain State call standards (95% of calls answered within 15 seconds).
AVERAGE NUMBER OF NEEDED PUBLIC SAFETY DISPATCHERS
Sunday 5.05
Monday 5.26
Tuesday 5.24
Wednesday 5.19
Thursday 5.24
Friday 5.26
Saturday 5.22
Average 5.21
PSC’s established minimum staffing levels require six public safety dispatchers between the hours of noon and midnight and five public safety dispatchers between midnight and noon, which is aligned with the ECaTS staffing forecast. Additionally, PSC’s current budgeted staffing levels are sufficient to meet these minimum staffing requirements. However, the minimum staffing requirements do not take turnover or employee leave into account. Turnover and staff leave, such as vacation leave, sick leave, or personal leave, results in a reduction in the number of available dispatchers at any given time, which can impact PSC’s ability to provide quality service to the community.
The staffing calculation below adjusts the City’s need for an average of 5.21 public safety dispatchers at any given time to account for employee leave. The results suggest the City should increase staffing from 23 budgeted public safety dispatchers to 26 budgeted public safety dispatchers. Such an increase would support more adequate staffing levels, allow staff to take time off without disrupting operations, and mitigate the impact of employee turnover on dispatch operations. It could also reduce staff burnout and improve employee morale (see also Employee Turnover and Retention).
PUBLIC SAFETY DISPATCHER STAFFING ANALYSIS
Average Public Safety Dispatchers Needed in Any Given Hour (per ECaTS forecast) 5.21 Total Annual Hours Needing Coverage for 24/7 Operation (24 x 7 x 52) 8,736 Total Annual Employee Hours Needed (8,736 x 5.21) 45,496.63 Average Unavailable Hours Annually Per Employee (includes sick leave, vacation leave, holiday pay, bereavement leave, compensatory time off, and personal leave) 324.77
Total Net Available Hours Per Employee (2,080 – 324.77) 1,755.23
7.B.e
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Total Staff Needed, Adjusted for Employee Leave (1,755.23 / 5.21) 25.92 The City should consider adding three public safety dispatchers to PSC’s budgeted staffing levels to support PSC’s ability to provide quality dispatch services while staff are on leave and during periods of high turnover.
Additionally, the City should consider continuing to use light duty Police or Fire staff to address staffing challenges and fill in gaps, a strategy that has been occasionally used. Light duty staff are typically employees who are temporarily unable to perform their regular duties due to an injury or other condition. While this strategy is not always possible (e.g., when Police and Fire are also dealing with staffing challenges), assigning light duty staff to work in the PSC during periods of high need can be helpful to provide adequate coverage and support when needed.
Supervisor and Lead Staffing Levels
2. Observation While PSC’s staff-to-supervisor ratio is comparable to peers, PSC does not have lead dispatcher positions, which is a practice some peers reported finding helpful to support enhanced supervision and opportunities for employee growth and promotion.
Recommendation Consider adding a lead dispatch classification to support effective oversight and the growth and development of PSC employees.
To evaluate supervisor staffing, we compared the City’s staff-to-supervisor ratio (i.e., number of dispatchers per supervisor) to peer dispatch agencies. The peers were chosen in collaboration with the City based on similar characteristics, such as size, budget, and/or organizational structure.
Complete peer benchmarking results are included in Appendix A. The results show that Santa Monica has an appropriate staff-to-supervisor ratio. If the City were to add three dispatchers (as discussed in Dispatcher Staffing Levels), Santa Monica’s ratio would be 5.2, which would still be reasonably comparable to peers.
CITY
TOTAL #
DISPATCHERS
TOTAL #
SUPERVISORS
DISPATCHER TO
SUPERVISOR RATIO
Santa Monica 23 5 4.60
Murrieta 32 7 4.57
Napa 25 4 6.25
Santa Maria 16 4 4.00
San Francisco 160 27 5.93
Long Beach 58 19 3.05
Peer Average 4.77
7.B.e
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While the City’s staff-to-supervisor ratio and organizational structure are comparable to peers, PSC does not have lead dispatcher positions, which is a practice some peers reported finding helpful to support enhanced supervision. Most peers are structured with public safety dispatchers, who report to one or more supervisors, who in turn report to one or more managers. Some peers, including Long Beach and Napa, have multiple levels of dispatchers (e.g., lead dispatchers) to provide enhanced supervision, as well as opportunities for growth and promotion. The City of Murrieta is reportedly also moving toward this model. The City should consider whether this model would be beneficial to support the growth and development of its dispatch center employees. For instance, the three positions proposed in Dispatcher Staffing Levels, could be lead positions. Having multiple levels of dispatchers can provide enhanced supervision and support for employees, provide opportunities for employee growth, and increase employee retention, which has been a challenge for PSC (see also Employee Turnover and Retention).
Employee Turnover and Retention
3. Observation Similar to other public safety dispatch agencies, PSC has experienced challenges with employee turnover in recent years and has had difficulty filling vacancies. Such challenges have strained PSC’s operations and services, led to increased overtime, and negatively impacted employee morale.
Recommendation A. Continue to review compensation for public safety dispatchers on a regular basis (e.g., every two to three years) and adjust as needed to remain competitive and support employee recruitment and retention efforts.
B. In addition to encouraging use of existing mental health and wellness support services, explore whether current mental health and wellness services are sufficient to meet employee needs.
C. Regularly collect feedback from staff to proactively identify and address potential issues that may impact employee morale and retention.
Similar to other public safety dispatch agencies, PSC has experienced challenges with employee turnover in recent years and has had difficulty filling vacancies. As shown in the below table, turnover was highest in FY 2020 (17%) and FY 2023 (21%). Even in years with elevated turnover levels, the City’s turnover levels are comparable to nationwide averages. According to the National Emergency Number Association (NENA), there is a 15 to 20% turnover rate for 911 center employees nationwide.1 Still, given PSC’s small size and limited backup capacity (see also Dispatcher Staffing Levels), even industry-standard turnover levels can have significant impacts on operations.
FY19 FY20 FY21 FY22 FY23 FY24
Turnover Rate 3% 17% 3% 10% 21% 10%
Elevated turnover and vacancies in recent years have impacted PSC’s operations and services in several ways. There has been less capacity for training and supervisory activities within PSC, which are important to maintain and continuously improve the quality of public safety dispatch services (see 1 National Emergency Management Association: https://www.nena.org/
7.B.e
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also Staff Performance Management). Additionally, customer service has reportedly suffered due to consistently elevated workloads (see also Division Performance), and there has been an increase in overtime hours per employee since FY 2019 (see also Overtime).
Based on PSC termination data, most turnover between FY 2019 and FY 2024 was a result of employees moving to different agencies or leaving the industry altogether. Staff reported employees left for other opportunities due to the high-stress environment and low wages. This is aligned with the experiences of other dispatch agencies nationwide. A 2023 State of 911 Survey conducted by Carbyne and NENA, found that 82% of public safety call centers who responded to the survey were understaffed largely due to challenges with hiring and retention.2 Of survey respondents, 75% attributed staffing challenges to the high-stress environment and almost 65% attributed challenges to low wages.
As noted in the Commendations section, the City acted to reduce turnover and fill vacancies in FY 2024. As a result of these actions, turnover rates improved, and PSC hired six new public safety dispatchers and promoted two dispatchers to the supervisor level. Currently, PSC only has two vacancies (about a 7% vacancy rate). These successes are at least partially due to the City’s efforts in increasing wages and improving hiring processes:
• Increased wages: The City conducted a compensation study in 2023 and implemented salary increases to enhance competitiveness in the market, both for new and existing employees. Such measures were important to position the City to attract and retain talented employees. Salary increases can also improve employee morale and increase job satisfaction, which can have a positive impact on employee retention. It is important for the City to continue to review compensation for public safety dispatchers on a regular basis and to adjust as needed to remain competitive and support employee recruitment and retention efforts. The Society for Human Resource Management (SHRM) recommends organizations conduct a compensation study every two to three years.3
• Improved hiring processes: The City also reviewed hiring requirements for public safety dispatchers and adjusted processes to reduce barriers for applicants. As a result of these efforts, the City removed unnecessary in-person testing requirements and adjusted its background check requirements while continuing to meet state requirements.
In addition to continuing to review compensation on a regular basis, PSC should also continue to improve employee morale and retention, including efforts such as the following:
• Encouraging use of mental health and wellness support services: In addition to encouraging use of its existing mental health and wellness support services, PSC leadership should explore whether the City’s current mental health and wellness services are sufficient to meet employee needs. This could include conducting a needs assessment (such as through surveys, focus groups, or other feedback mechanisms) to identify what services employees would find beneficial.
Mental health and wellness is a common concern in many public safety dispatch agencies and providing adequate support services is essential for retention. As previously noted, 75% of call centers who responded to the 2023 State of 911 Survey mentioned previously attributed staffing 2 2023 Pulse of 911: https://cdn.ymaws.com/www.nena.org/resource/resmgr/docs/2023_Carbyne_and_NENA_The_Pu.pdf 3 How to Establish Salary Ranges, Society of Human Resource Management: https://www.shrm.org/topics-tools/tools/how-toguides/how-to-establish-salaryranges#:~:text=Ultimately%2C%20salary%20survey%20data%20should,to%20the%20organization's%20salary%20ranges.
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challenges to the high-stress environment. Additionally, 74% of call centers who responded to the survey experienced staff burnout, and 83% observed early warning signs of mental health concerns among employees, including anxiety, fatigue, and low energy levels. • Regularly soliciting feedback from staff: PSC leadership should regularly collect feedback from staff to proactively identify and address potential issues that may impact employee morale and retention. Given the significant impact turnover can have on PSC’s operations and services, such ongoing efforts would be beneficial to identify potential issues and support employee retention moving forward.
Overtime
4. Observation There has been a significant increase in mandatory overtime hours per employee since FY 2019, largely due to challenges with understaffing. This has negatively impacted employee morale and contributed to staff burnout.
Recommendation A. Consider allocating additional funding for dispatcher positions to align staffing levels with the recommendations in Dispatcher Staffing Levels.
B. Revise the PSC overtime policies to reduce the hour limit for shifts from 18 hours to 12 hours to support employee health and wellness and reduce risks of employee burnout.
The City must maintain minimum staffing levels around the clock to effectively serve the community.
As such, overtime is often needed to adequately staff shifts when positions are vacant or employees are on leave. Overtime is a common cost-saving strategy and is generally viewed as a component of overall compensation in public safety agencies across the nation. However, extensive overtime, especially mandatory or forced overtime, can lead to chronic issues when unaddressed, including impacts on employee health, safety, and service performance.
There has been a significant increase in total overtime hours per PSC employee since FY 2019.
Average overtime hours per employee increased by 26% between FY 2019 and FY 2024.There has also been a significant increase in average mandatory overtime per employee since FY 2019. Studies have shown that mandatory overtime hours are associated with an increase in stress.4 Additionally, mandatory overtime can have more negative impacts on employee morale and burnout than voluntary overtime, given mandatory overtime is required rather than being a choice made by the employee.
FY19 FY20 FY21 FY22 FY23 FY24
PERCENT
CHANGE
(FY19 –
FY24)
Average volunteered
overtime hours per
employee
344.65 446.13 461.31 448.61 382.26 287.57 16.56%
decrease
4 Effect of Mandatory and Voluntary Overtime Hours on Stress Among 9-1-1 Telecommunicators:
https://journals.sagepub.com/doi/10.1177/21650799231202794
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FY19 FY20 FY21 FY22 FY23 FY24
PERCENT
CHANGE
(FY19 –
FY24)
Average mandated overtime
hours per employee
10.37 9.39 7.91 33.13 121.10 158.63 1,429.70%
increase
Average total overtime
hours per employee
355.02 455.52 469.22 481.74 503.36 446.21 26%
increase
Increased mandatory overtime since FY 2019 is at least partially due to understaffing and the increased need for overtime overall. However, it also appears to be partially due to employees volunteering for less overtime hours, which is a common trend across public safety agencies and other industries that have historically relied on employee willingness to work additional hours. To combat challenges with increased mandatory overtime, the City should consider allocating additional funding for dispatcher positions to align staffing levels with the recommendations noted in Dispatcher Staffing Levels and reduce the need for mandatory overtime. The City should also continue its efforts to reduce turnover and improve employee retention (see also Employee Turnover and Retention).
Staff also noted concerns that dispatchers can be mandated to work up to 18 hours per shift according to PSC’s policy. With PSC’s staffing challenges and increased use of mandatory overtime, this has contributed to a significant strain on staff and many staff reported it has further impacted employee morale and contributed to burnout. Studies have shown that working excessively long shifts, particularly those that are 12 hours or more, in law enforcement and across other industries leads to lower levels of alertness, increased sleepiness, and can negatively impact health and safety.5 PSC should consider reducing the number of consecutive hours staff can be scheduled to work. The City of San Francisco’s mandatory overtime policy eliminates employees from consideration for mandatory overtime if they are already working 12 hours or more on a shift or if the mandatory overtime would not allow them to have 12 hours of rest between the mandatory overtime and their adjacent shift. While PSC’s policies should allow flexibility in times of urgent circumstances, implementing a reduced maximum hour shift would be beneficial in supporting employee health and wellness and reducing risks of employee burnout.
5 Shift Scheduling May be Key to Improving Health and Cutting Costs: https://cops.usdoj.gov/html/dispatch/04- 2013/shift_scheduling.asp#:~:text=Although%20many%20law%20enforcement%20agencies,sleep%20and%20reducing%20ov ertime%20costs.
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Training Program
5. Observation While PSC has worked to improve training in recent years, PSC lacks a comprehensive formalized program for training staff, which can impact service consistency and dispatcher performance.
Recommendation A. Continue efforts to develop a formalized training program for new employees that covers all aspects of emergency dispatch and includes both classroom and on-the-job training for a set number of weeks.
B. Ensure PSC is adequately staffed to allow time for staff to participate in ongoing professional development.
C. Continue to provide opportunities for in-house training with the Police and Fire departments to support ongoing collaboration.
The City is a participant in the State’s Peace Officer Standards and Training (POST) program. As a participant in this program, the City requires all PSC employees to complete entry-level dispatcher training through the State’s POST training program. The training program includes 120 hours of training across 14 learning domains, or topics. Participation in POST is an excellent first step to promoting a well-trained and knowledgeable workforce. PSC also provides additional internal training to staff on call taking, radio dispatching, and other operations specific to the City of Santa Monica.
While PSC has worked to improve training in recent years, PSC lacks a comprehensive, formalized program to train staff. While management recognizes the need to fully formalize the training program, there has been limited time to dedicate to training development efforts, given understaffing and workload challenges. As staffing has improved since FY 2024 (see also Employee Turnover and Retention), PSC management has taken initial steps to formalize and improve training by establishing a list of training topics and a rubric for monitoring mastery of key topic areas (e.g., technology, teamwork, communication, call entry, etc.). However, staff reported training challenges have impacted PSC services and resulted in inconsistencies in how calls are addressed.
Staff also reported supervisors and dispatchers have limited time for continued professional training to maintain and expand their knowledge and skills. For instance, the SLAs PSC established with the Police and Fire departments require dispatchers to complete six hours of Police ride-alongs and six hours of Fire ride-alongs each year, but dispatchers have been unable to consistently meet this requirement due to persistent vacancies. Now that some vacancies have been filled (see also Employee Turnover and Retention), PSC management has been working to reinstitute ride-alongs moving forward. Without formalized training and adequate time for professional development, staff may not have the skills or resources to handle certain situations effectively, which can lead to delays in response times, errors in dispatching resources, and service inconsistencies.
PSC management should continue its efforts and develop a comprehensive and formalized training program that covers all aspects of emergency dispatch. Other peer agencies have formalized academies or training programs that include robust classroom training and on-the-job training for a set number of weeks. For instance, the City of San Francisco’s training program includes seven weeks of in-person classroom training with weekly exams, 12 weeks of on-the-job phone training, and
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12 weeks of police radio training. The City of Long Beach’s training program includes 5 weeks of inperson classroom training, followed by 12 weeks of on-the-job training focused on answering incoming calls, and 24 to 36 weeks of on-the-job training focused on police or fire radio frequency.
The City should also ensure PSC is adequately staffed to allow time for staff to participate in ongoing professional development. As part of its ongoing training efforts, PSC should continue to provide opportunities for in-house training with the Police and Fire departments to support ongoing collaboration. Other centralized public safety dispatch agencies, including San Francisco and Long Beach, highlight the importance of such training to maintain strong relationships and support consistency of service.
Cross-Training
6. Observation Very few dispatchers are fully trained in all disciplines, which has created challenges staffing shifts adequately and contributed to perceptions of unfairness.
Recommendation A. Continue to prioritize cross-training efforts and ensure all dispatchers are fully cross-trained by 2026 to support the effectiveness of the consolidated dispatch model.
B. Ensure cross-training is an integral part of the formalized training program for staff moving forward.
Very few dispatchers are trained in all five PSC disciplines: police call-taking, police north seat, police hot seat, fire call-taking, and fire radio. As of June 2024, only four of the City’s 20 public safety dispatchers (including supervisors and staff) were trained on all five PSC disciplines. The table below shows the number of public safety dispatchers trained in each discipline area.
POLICE CALLTAKING
POLICE NORTH
SEAT
(SECONDARY
RADIO)
POLICE HOT
SEAT
(PRIMARY
RADIO)
FIRE CALLTAKINGFIRE
RADIO
Number of
dispatchers
trained (of 20
filled
positions)
20 14 10 15 11
When public safety dispatchers are not trained on all PSC disciplines, it creates challenges staffing shifts adequately since each shift is required to be staffed with a certain number of public safety dispatchers trained in each discipline area to meet PSC’s minimum staffing requirements.
Consequently, staff who are trained in more discipline areas, or who are trained in discipline areas with less trained staff (e.g., fire radio) are likely to receive more mandatory overtime than those who are not fully trained. This has created a perception of unfairness and impacted staff morale. Effective cross-training is also important to support effectiveness of the consolidated model.
A lack of adequate cross-training is partly due to staffing challenges, which have impacted the capacity of staff to complete training and required PSC management to focus on providing new staff
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initial training to address immediate needs (see also Employee Turnover and Retention). Additionally, the City’s original implementation plan for the consolidated model stated that training in all five disciplines was only required for new employees. Existing employees (who came from either the Police or Fire dispatch centers in place at the time) were given the option to train in new disciplines with no deadline to complete full training. The City’s new classification and compensation structure now requires all staff to be cross-trained, which will resolve this issue over time.
To improve cross-training, PSC management set a goal to have all dispatchers cross-trained in at least four disciplines by the end of 2025 and to have all dispatchers trained in all five disciplines by 2026. Management is creating a plan to accomplish this goal. To increase the likelihood of the plan’s success, PSC should ensure the plan includes adequate timelines, milestones, and defined responsibilities. Additionally, the importance of cross-training should be regularly communicated to staff so that everyone is aware of the goals and benefits of achieving them. Finally, progress should be tracked and monitored to ensure all staff complete the expected training, and successes should be celebrated to help maintain momentum and motivation. Overall, PSC should continue to prioritize cross-training efforts to support the effectiveness of the consolidated dispatch model. Additionally, PSC should ensure cross-training is an integral part of its formalized training program for staff moving forward (see also Training Program).
Staff Performance Management
7. Observation Due to recent staffing challenges and leadership turnover, PSC management has struggled to provide consistent staff oversight or coaching and development, which can limit the effectiveness of dispatch operations and service delivery.
Recommendation A. Continue efforts to reduce turnover and improve employee retention (see also Employee Turnover and Retention) to provide adequate time for management to provide staff oversight, coaching, and development.
B. Continue to prioritize efforts to improve oversight, coaching, and development for staff, including through regular and timely annual performance evaluations, regular quality assurance reviews, and ongoing feedback and coaching.
Due to recent staffing challenges and turnover in management, PSC management has struggled to provide effective staff oversight or coaching and development to dispatchers. According to the City’s original implementation plan for the consolidated model, one of PSC’s five supervisors is supposed to be assigned to a rotational assignment of quality assurance and professional training, but due to recent vacancies at the supervisor level, this role has not been consistently filled. Additionally, vacancies at the dispatcher level have resulted in supervisors working at the dispatcher level with limited capacity to fulfill supervisory roles and responsibilities such as providing oversight or coaching.
Finally, turnover in the public safety administrator position throughout 2023 resulted in inconsistent leadership and oversight in PSC. The current administrator has been in place since November 2023.
Specifically, the following key issues related to staff oversight and training were identified:
1. Annual staff performance evaluations have not been consistently completed, which are important to review staff performance, support staff in their growth and development, and set expectations and goals for staff each year.
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2. Quality assurance reviews of 911 calls, phone segments, and radio segments have also not been consistently completed, but are important tools to measure individual performance and promote staff compliance with PSC policies, procedures, and standards. Regular quality assurance reviews are also required by PSC policy and in the SLAs PSC has established with the Police and Fire departments.
3. Staff reported supervisors have had limited time to focus on providing feedback and coaching to develop and support dispatchers in their growth and development. Overall, staff reported that increased time for feedback and coaching would improve service to the community.
Without effective performance management and quality assurance, there is an increased risk of errors, inconsistencies, and delays in emergency response. Additionally, staff performance management and quality assurance reviews are essential to promote effective dispatch activities, ensure accountability, and support compliance. By monitoring and evaluating staff performance, PSC can identify areas for improvement, provide targeted training and coaching, and ensure that staff are equipped with the necessary skills and knowledge to handle a wide range of emergency situations effectively.
As noted above, PSC has taken action to address turnover and filled several vacancies in FY 2024 (see also Employee Turnover and Retention). Two of these vacancies were supervisor-level positions. PSC also hired a new public safety administrator in late 2023. These efforts have increased management capacity and allowed PSC to catch up on many of the activities that could not be prioritized over the last several years. PSC should continue to prioritize efforts to improve oversight and development for staff, including:
• Ensuring regular coaching and feedback: Supervisors should continue to provide regular coaching and feedback to support the development of dispatchers. This includes mentoring staff, providing constructive feedback, and offering guidance on handling complex situations. By prioritizing coaching and feedback, supervisors can help staff improve their performance and enhance service quality.
• Consistently conduct quality assurance reviews: PSC management should ensure regular quality assurance reviews are completed in alignment with PSC policy and the SLAs PSC has established with the Police and Fire departments.
• Consistently completing performance reviews: PSC management should ensure that annual performance evaluations are consistently completed for all staff. These evaluations should provide comprehensive feedback and set clear goals for improvement. Supervisors should be responsible for conducting these evaluations and ensuring they are thorough and constructive.
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Policies and Procedures
8. Observation Most chapters in PSC's policy and procedure manual were last updated in 2019, which limits operational efficiency and introduces risks related to operational continuity and inconsistent application of processes and rules.
Recommendation A. Revise and update PSC’s policy and procedure manual to align with current practices and industry standards.
B. Ensure the updated policy and procedure manual continues to be easily accessible to all staff, communicated effectively, and regularly reviewed to maintain relevance over time.
PSC has a policy and procedure manual that addresses administration, call-taking, radio dispatching, secondary dispatchers, geography, and emergencies affecting dispatch. While this manual is undated, staff reported most chapters have not been updated since 2019. Additionally, staff reported policies and procedures are not always clear and the lack of complete policies and procedures has led to service inconsistencies. It is important for policies and procedures to be up to date and comprehensive to promote alignment with current best practices and support operational efficiency and consistency.
PSC should update its existing policies and procedures to ensure they are up to date, comprehensive, and aligned with current best practices. To do so, PSC should take the following steps:
• Conduct a thorough review of existing policies: PSC should conduct a thorough review of existing policies to identify areas that need updates or revisions, as well as any areas that should be added or reviewed. This review should consider current best practices, changes in technology, and any new legal or regulatory requirements.
• Develop a plan for updates: Based on results of the policy and procedure review, PSC should develop a plan for updating its policy and procedure manual, including timelines, milestones, and responsibilities for completing updates. Such a plan will support the team in breaking down the work into manageable tasks that can be completed as capacity allows. Additionally, setting timelines, milestones, and responsibilities encourages accountability and increases the likelihood that activities will be completed.
• Involve staff in the update process: Involving staff in the process can help strengthen the quality of policies and procedures. This may include soliciting feedback from staff on unclear or needed policies and procedures, as well as involving staff in the update process. • Provide training on updated policies and procedures: Once updated policies and procedures are in place, PSC should provide training to all staff to ensure they are aware of the changes and understand their responsibilities. Refresher trainings should also be provided. • Ensure the updated manual continues to be easily accessible and regularly reviewed: The updated policy and procedure manual should be made easily accessible to all staff, ensuring they are well-informed and can follow consistent procedures. PSC should also establish a regular review process to keep the manual up to date and maintain its relevance over time.
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Employee Morale
9. Observation Understaffing, increased mandatory overtime, and limited accountability and support have negatively impacted employee morale.
Recommendation In addition to implementing the other recommendations throughout this report to address understaffing, continue to prioritize improvements to work culture, including developing an operating plan, providing increased communication from management, and fostering a culture of teamwork and collaboration.
The challenges noted throughout this report, including understaffing, increased use of mandatory overtime, and limited support and accountability, have negatively impacted employee morale and contributed to some distrust among the team within PSC. Additionally, staff noted concerns about limited collaboration and teamwork among the team and emphasized a desire for more regular communication from management. When employee morale is low, employees may become disengaged, less productive, and more likely to leave their jobs. This can lead to increased costs associated with turnover, recruitment, and training. It can also lead to increased absenteeism, which can further exacerbate staffing shortages and increase the workload for remaining staff. Finally, low employee morale can impact the organization’s reputation, customer service, and ability to attract employees.
To improve employee morale, it is essential to take meaningful steps that foster a positive work culture and build trust between management and staff. PSC management has already made progress in this area by conducting regular town hall meetings and feedback sessions to gather input from staff on division operations and potential changes. Additionally, staff reported that communication has started to improve since the new public safety administrator was hired in late 2023. In addition to implementing the other recommendations throughout this report to address understaffing, PSC should continue to prioritize improvements to its work culture, including, at a minimum, engaging in the following:
• Acknowledgement of challenges: It is important for PSC management to acknowledge the challenges the organization has faced in the last several years. Acknowledgement of challenges can help build trust and improve employee morale.
• Development of an operating plan: PSC management should also develop and share a clear operating plan that outlines next steps to overcome historical challenges. The plan should include steps that have already been taken as well as additional steps that will be taken to address any ongoing challenges. Progress on the plan should be regularly monitored and reported on to promote transparency and accountability.
• Increased communication from leadership: PSC management should continue to enhance communication between management and staff, including continuing regular town hall meetings and feedback sessions. These forums provide transparency, allow for open dialogue, and help build trust between management and staff. Management should continue to actively engage with employees, listen to their concerns, and provide updates on organizational changes and initiatives. For instance, PSC management is currently drafting a plan and vision for its training efforts moving forward, and it will be helpful to share this plan and vision with staff once it is finalized.
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• Fostering a culture of teamwork and collaboration: PSC management should continue efforts to foster a culture of teamwork and collaboration, including encouraging open communication, providing team-building activities, recognizing and rewarding teamwork and collaboration, and providing training and development opportunities. Such efforts to strengthen collaboration and encourage employees to support each other are important to improved dispatch services, enhanced efficiency, and increased morale and well-being.
Division Performance
10. Observation PSC has consistently met established standards for call answering times and recent survey results suggest reporting parties are generally satisfied with dispatch services. However, available data on police call pending times and fire call processing times has historically been limited, which has impacted PSC’s ability to fully understand its performance and make changes based on performance results.
Recommendation A. Leverage the new CAD system to enhance the accuracy and reliability of data on call pending and call processing times.
B. Consider implementing a performance dashboard to track key metrics and identify performance trends.
C. Continue to monitor customer service through the public safety customer service survey and regular quality assurance reviews to support continuous improvement efforts.
PSC regularly reports on four established performance measures to monitor its organizational performance for its SLAs with the Police and Fire departments. These performance measures include:
• Total call volume: Represents the total number of calls handled by PSC staff within any given time period. Calls are broken down by 911 calls, non-emergency calls, and outgoing calls. • Call answering times: Represents the total seconds it takes for a 911 call to be answered. PSC has two standards for call answering times. One is the standard set by the California Office of Emergency Services (Cal OES), which is to answer 95% of calls within 15 seconds. The other is the target established in the SLAs with the Police and Fire departments, which is to answer 90% of calls within 10 seconds.
• Police call pending times: Represents the time from the time a call is received by the first public safety dispatcher to the time the call is dispatched to a field unit. PSC has the following targets for police call pending times:
○ Priority 0 and 1 calls should be dispatched immediately to any available field unit. The maximum pending threshold shall not exceed two minutes. ○ Priority 2 calls should be broadcast within 30 seconds and dispatched within 10 minutes. ○ Priority 3 calls should be dispatched within 20 minutes. ○ Priority 4 calls should be dispatched within 60 minutes. • Fire call processing times: Like police call pending times, this metric represents the time from when a call is received by the first public safety dispatcher to the time the call is dispatched to a field unit. PSC’s target for fire call processing times is that 90% of all calls for the highest prioritization level emergency events shall be processed within 60 seconds. The highest priority
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Emergency Medical Services call types include trauma, neurologic emergencies, cardiac-related events, unconscious/unresponsive patients, allergic reactions, patient not breathing, and choking.
The highest priority fire call types include fires involving or potentially extending to a structure and explosions.
PSC also monitors public perception of dispatch services through a public safety customer service survey that is sent via text message to reporting parties 24 hours after certain calls for service are received. The survey includes questions related to dispatch, including one on satisfaction with call answer times and one on dispatcher professionalism.
An overview of PSC’s organizational performance based on these metrics is included in Appendix B.
Overall, based on available data, PSC has consistently met established standards for call answering times. Additionally, recent survey results suggest reporting parties are generally satisfied with dispatch services. However, available data on police call pending times and fire call processing times has historically been limited due to system and data challenges, which has impacted PSC’s ability to fully understand its performance and make changes based on performance results. For instance, data on police call pending times includes calls for which no police unit was available to dispatch, which is not within PSC’s control. The inability to disaggregate this data limits the ability of PSC and its stakeholders to understand and analyze this data to make meaningful improvements. This makes it difficult to determine to what extent, if any, PSC’s staffing challenges have impacted performance.
Given these challenges, it is important for PSC to continue to monitor and improve data collection.
PSC is currently leveraging its new CAD system to enhance the accuracy and reliability of data on call pending and call processing times. Improved data collection will enable PSC to identify and address performance issues more effectively. PSC should also consider implementing a performance dashboard to track key metrics and identify trends. Such a tool would help facilitate proactive management of service delivery and enhance service quality. The dashboard should be accessible to all relevant staff, allowing for transparent monitoring of performance indicators.
Additionally, while recent customer service survey results suggest reporting parties are generally satisfied with dispatch services, interviewed City staff both within PSC and in other City departments indicated elevated workloads and staffing challenges have impacted customer service and dispatcher professionalism. PSC should continue to monitor customer service through the public safety customer service survey and regular quality assurance reviews (see Staff Performance Management) to promote continued high-quality service. Such monitoring will support PSC in identifying areas for improvement and addressing any issues or concerns that arise. By regularly reviewing customer feedback and quality assurance data, PSC can identify trends and patterns in service delivery, as well as areas where additional training or resources may be needed.
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APPENDIX A: PEER BENCHMARKING
The following table compares the City’s staffing and organizational structure to the City’s peers, including the City of Long Beach, the City of Murrieta, the City of Napa, the City of San Francisco, and the City of Santa Maria. Data was pulled from conversations with peers where possible and publicly available information (including public-facing websites).
SANTA
MONICA LONG BEACH MURRIETA NAPA SANTA MARIA
SAN
FRANCISCO
General Population
(2023 U.S. Census
Bureau Estimate)
89,922 449,468 111,878 77,492 109,987 808,988
# of Calls Annually
(CY2023)
78,761 575,000 73,486 115,000 170,000 1,168,000
Where are they
Housed (e.g., Fire,
Police, or Other)
Office of
Emergency
Management
Disaster Preparedness
& Emergency
Communications
Department
Police Department Police Department Police Department Department of Emergency
Management
Geographical
Footprint
City of Santa
Monica
City of Long Beach City of Murrieta and
City of Menifee
City of Napa, City
of American
Canyon, Town of
Yountville, and all
unincorporated
areas of Napa
County
City of Santa
Maria and City of
Guadalupe
City and County
of San Francisco
Total # Dispatchers
(FTE)
23 58 32 25 16 160
Total # Supervisors
(FTE)
5 19 7 4 4 27
Total # Other FTE 1 4 1 1 1 10
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SANTA
MONICA LONG BEACH MURRIETA NAPA SANTA MARIA
SAN
FRANCISCO
Total # Staff (FTE) 30 81 40 30 21 197
Dispatcher to
Supervisor Ratio
4.60 3.05 4.57 6.25 4.00 5.93
Break Down of Staff
(Budgeted FTE)
23 dispatchers
5 dispatch
supervisors
1 dispatch
administrator
1 staff assistant
58 public safety
dispatcher II
4 public safety
dispatcher III
(supervisor)
11 public safety
dispatcher IV
(supervisor)
4 communications
center supervisors
3 communications
center coordinators
1 communications
center officer
32 dispatchers
7 dispatch
supervisors
1 communications
manager
21 public safety
dispatcher I/II
4 public safety call
takers (entry-level
position during
training—primarily
receives and routes
calls while
receiving basic
training in
dispatching duties)
4 public safety
dispatch
supervisors
1 communications
manager
16 dispatchers
4 senior
dispatchers (i.e.,
supervisors)
1 sergeant
160 dispatchers
27 supervisors
10 managers
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The cities of Murrieta, San Francisco, and Santa Maria responded to our outreach and participated in interviews. Below is a summary of lessons learned from those conversations.
Consolidated Model Benefits and Challenges
• Cities generally agreed a consolidated Police and Fire dispatch model improves coordination between Police and Fire services.
• Some peer dispatch centers highlighted that while the consolidated Police and Fire dispatch model offers operational efficiency, maintaining cross-disciplinary proficiency is challenging. A lack of effective cross-training is a common challenge and can undermine the effectiveness of a consolidated model.
Recruitment and Retention
• All cities we spoke with have experienced similar staffing challenges as Santa Monica in recent years.
Some cities have struggled to meet performance standards given these staffing challenges. • Cities have prioritized improvements to recruitment, such as hiring dedicated recruiters, simplifying testing processes, prioritizing lateral hires, promoting a strong workplace culture, and increasing compensation.
• The City of Murrieta reported their overtime scheduling method, which rotates who gets to pick overtime first (rather than being based on seniority) has helped with employee morale and recruitment efforts.
Training and Development
• Cities emphasized the importance of formalized training curriculums and dedicated training teams, though some peers are also experiencing limited capacity for training and development due to staffing challenges.
• Cross-training all staff on all dispatch disciplines provides flexibility and reduces burnout.
Morale and Wellness
• All cities we spoke with are prioritizing employee morale and wellness to promote employee retention and job satisfaction. Cities have implemented wellness initiatives such as peer support networks, treadmill stations, and therapy dogs. Cities also prioritize regular and open communication and training opportunities to maintain a positive working environment and promote collaboration and teamwork.
• Fair distribution of overtime and transparent policies help mitigate burnout and maintain morale. Most cities mandate overtime based on those with the least amount of overtime hours.
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APPENDIX B: ANALYSIS OF ORGANIZATIONAL
PERFORMANCE
The following analysis is based on PSC’s annual performance reports from FY 2019 to FY 2023.
PSC does not have a set target for total call volume. Instead, the metric is meant to represent the workload and volume of activity managed by PSC each year. Call volume for 911 call times remained relatively steady between FY 2019 to FY 2023, with a decrease of about 1% over the time period. Nonemergency call volume represented the most significant change between FY 2019 to FY 2023, with a decrease of about 26%. This was largely due to the implementation of the City’s 311 phone line and ticketing system, which processes non-emergency City service requests, and the implementation of an automated phone attendant on the non-emergency line, both of which streamlined dispatch operations.
CALL TYPE FY19 FY20 FY21 FY22 FY23
911 Calls 79,632 70,778 78,198 80,014 78,761
Non-Emergency Calls 174,849 179,729 177,821 143,055 129,123 Outgoing Calls 76,065 61,533 64,723 68,193 57,152
Total Calls 330,546 312,040 320,742 291,262 265,036
For call answering times, PSC consistently met both Cal OES standard and the standard established in its SLAs with the Police and Fire departments between FY 2019 and FY 2023.
STANDARD TARGET FY19 FY20 FY21 FY22 FY23
Calls answered within 15 seconds (Cal
OES standard)
95% 96.23% 97.87% 98.15% 98.15% 95.70%
Calls answered within 10 seconds (SLA
standard)
90% 93.04% 95.54% 95.80% 95.80% 92.30%
PSC has not consistently met targets for maximum police call pending time thresholds. Additionally, pending call times for all priority levels except for priority 0 increased between FY 2019 and FY 2023, suggesting challenges in processing calls efficiently. However, average pending times included calls for which no police unit was available to dispatch, which is not within PSC’s control. PSC set a goal to identify a way to capture data for this metric in a more useful way in 2024, which should be possible with PSC’s implementation of a new CAD system in 2023.
7.B.e
Packet Pg. 1075 Attachment: Santa Monica Joint Dispatch Study Report (6527 : 7.B. Public Safety Budget Study Session) Joint Dispatch Study | 27
FOR INTERNAL USE OF CITY OF SANTA MONICA ONLY
PRIORITY LEVEL
MAX PENDING
THRESHOLD
(MINUTES) FY19 FY20 FY21 FY22 FY23
Priority 0 2.00 1.71 1.08 1.00 1.45 1.52
Priority 1 2.00 3.14 2.60 3.18 3.63 3.84
Priority 2 10.00 8.78 7.71 9.49 11.81 11.99
Priority 3 20.00 27.64 25.77 32.09 36.20 36.69
Priority 4 60.00 36.96 42.26 53.04 46.06 48.92
Fire call processing times have been historically difficult to calculate due to CAD limitations. While PSC reported fire call processing times in some years between FY 2019 and FY 2023, the data was noted as limited and unreliable. Given this, we did not analyze fire call processing times.
PSC collects public input on dispatcher services through a public safety survey that is sent via text message to members of the public who call 911 24 hours after certain calls for service are received.
Recent survey results suggest reporting parties are generally satisfied with dispatch services. Most respondents (about 80%) between December 18, 2023 and July 11, 2024, indicated they were satisfied or very satisfied with how quickly their call was answered by dispatchers. Additionally, 86% of respondents in the same time period indicated they were either satisfied or very satisfied with the professionalism of the dispatch personnel they interacted with.
7.B.e
Packet Pg. 1076 Attachment: Santa Monica Joint Dispatch Study Report (6527 : 7.B. Public Safety Budget Study Session) Joint Dispatch Study | 28
FOR INTERNAL USE OF CITY OF SANTA MONICA ONLY
APPENDIX C: IMPLEMENTATION PLAN
Recommendations are listed in order of priority (critical, high, medium, or low). Consideration has been given to both the impact and urgency of each recommended activity. This implementation plan should be viewed as a living document that leadership will discuss, reorganize, and adjust to create a feasible timeline. All items, including those listed as low priority, will be important to execute eventually. Recommendations that are necessary to begin with are categorized as critical priority. The party listed under Primary Responsibility is the leader in coordinating activities to accomplish the line item. This party may or may not directly execute the work detailed but will be responsible for moving the work forward.
REC.
# CATEGORY RECOMMENDATION PRIORITY
EFFORT
LEVEL
PRIMARY
RESPONSIBILITY
1A Organizational
Structure and
Staffing
Consider adding three public safety dispatchers to PSC’s budgeted staffing levels to support PSC’s ability to provide quality dispatch services while staff are on leave and during periods of high turnover.
Critical Low City Council, City
Manager, Chief
Resilience Officer
4A Organizational
Structure and
Staffing
Consider allocating additional funding for dispatcher positions to align staffing levels with the recommendations in Dispatcher Staffing Levels.
Critical Low City Council, City
Manager
5A Training and
Development
Continue efforts to develop a formalized training program for new employees that covers all aspects of emergency dispatch and includes both classroom and on-the-job training for a set number of weeks.
Critical High Public Safety
Administrator
6A Training and
Development
Continue to prioritize cross-training efforts and ensure all dispatchers are fully cross-trained by 2026 to support the effectiveness of the consolidated dispatch model.
Critical High Public Safety
Administrator
6B Training and
Development
Ensure cross-training is an integral part of the formalized training program for staff moving forward.
Critical Low Public Safety
Administrator
7.B.e
Packet Pg. 1077 Attachment: Santa Monica Joint Dispatch Study Report (6527 : 7.B. Public Safety Budget Study Session) Joint Dispatch Study | 29
FOR INTERNAL USE OF CITY OF SANTA MONICA ONLY
REC.
# CATEGORY RECOMMENDATION PRIORITY
EFFORT
LEVEL
PRIMARY
RESPONSIBILITY
2 Organizational
Structure and
Staffing
Consider adding a lead dispatch classification to support effective oversight and the growth and development of PSC employees.
High Low City Council, City
Manager, Chief
Resilience Officer
4B Organizational
Structure and
Staffing
Revise the PSC overtime policies to reduce the hour limit for shifts from 18 hours to 12 hours to support employee health and wellness and reduce risks of employee burnout.
High Low Chief Resilience Officer,
Public Safety
Administrator
7A Training and
Development
Continue efforts to reduce turnover and improve employee retention (see also Employee Turnover and Retention) to provide adequate time for management to provide staff oversight, coaching, and development.
High Medium Chief Resilience Officer,
Public Safety
Administrator
7B Training and
Development
Continue to prioritize efforts to improve oversight, coaching, and development for staff, including through regular and timely annual performance evaluations, regular quality assurance reviews, and ongoing feedback and coaching.
High Medium Public Safety
Administrator
9 Organizational
Culture and
Performance
In addition to implementing the other recommendations throughout this report to address understaffing, continue to prioritize improvements to work culture, including developing an operating plan, providing increased communication from management, and fostering a culture of teamwork and collaboration.
High High Chief Resilience Officer,
Public Safety
Administrator
3B Organizational
Structure and
Staffing
In addition to encouraging use of existing mental health and wellness support services, explore whether current mental health and wellness services are sufficient to meet employee needs Medium Medium Chief Resilience Officer,
Public Safety
Administrator
3C Organizational
Structure and
Staffing
Regularly collect feedback from staff to proactively identify and address potential issues that may impact employee morale and retention.
Medium Medium Public Safety
Administrator
7.B.e
Packet Pg. 1078 Attachment: Santa Monica Joint Dispatch Study Report (6527 : 7.B. Public Safety Budget Study Session) Joint Dispatch Study | 30
FOR INTERNAL USE OF CITY OF SANTA MONICA ONLY
REC.
# CATEGORY RECOMMENDATION PRIORITY
EFFORT
LEVEL
PRIMARY
RESPONSIBILITY
5B Training and
Development
Ensure PSC is adequately staffed to allow time for staff to participate in ongoing professional development.
Medium Low City Council, City
Manager, Chief
Resilience Officer
5C Training and
Development
Continue to provide opportunities for in-house training with the Police and Fire departments to support ongoing collaboration.
Medium Medium Public Safety
Administrator
8A Training and
Development
Revise and update PSC’s policy and procedure manual to align with current practices and industry standards.
Medium Medium Public Safety
Administrator
8B Training and
Development
Ensure the updated policy and procedure manual continues to be easily accessible to all staff, communicated effectively, and regularly reviewed to maintain relevance over time.
Medium Medium Public Safety
Administrator
1B Organizational
Structure and
Staffing
Continue using light duty police officers and non-sworn personnel from the Police and Fire departments to fill staffing gaps when possible.
Low Low Chief Resilience Officer,
Public Safety
Administrator
3A Organizational
Structure and
Staffing
Continue to review compensation for public safety dispatchers on a regular basis (e.g., every two to three years) and adjust as needed to remain competitive and support employee recruitment and retention efforts.
Low Medium Chief Resilience Officer,
Human Resources
10A Organizational
Culture and
Performance
Leverage the new CAD system to enhance the accuracy and reliability of data on call pending and call processing times.
Low Medium Public Safety
Administrator
10C Organizational
Culture and
Performance
Continue to monitor customer service through the public safety customer service survey and regular quality assurance reviews to support continuous improvement efforts.
Low Medium Public Safety
Administrator
7.B.e
Packet Pg. 1079 Attachment: Santa Monica Joint Dispatch Study Report (6527 : 7.B. Public Safety Budget Study Session) Joint Dispatch Study | 31
FOR INTERNAL USE OF CITY OF SANTA MONICA ONLY
REC.
# CATEGORY RECOMMENDATION PRIORITY
EFFORT
LEVEL
PRIMARY
RESPONSIBILITY
10B Organizational
Culture and
Performance
Consider implementing a performance dashboard to track key metrics and identify performance trends.
Low Medium Public Safety
Administrator
7.B.e
Packet Pg. 1080 Attachment: Santa Monica Joint Dispatch Study Report (6527 : 7.B. Public Safety Budget Study Session)
7.B.e
Packet Pg. 1081 Attachment: Santa Monica Joint Dispatch Study Report (6527 : 7.B. Public Safety Budget Study Session) 1 David Yakobson
From: Connor Webb <[email protected]>
Sent: Tuesday, October 8, 2024 2:27 PM
To: councilmtgitems; Council Mailbox; Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre Subject: Oppose Item 7B
EXTERNAL
Dear council,
I am writing to express my strong opposition to item 7B, as it takes a very limited view on improving safety in Santa Monica.
Despite claiming a broad, holistic approach to public safety, it entirely neglects the one of the most frequent forms of crime and unsafe behavior in Santa Monica— Traffic violence. As traffic injuries and deaths continue to rise in California and the US, it does not even mention the essential need to move forward the City’s goal of Vision Zero to eliminate fatal and severe injury crashes by 2026. Due to a chronic lack of initiative and funding, we are not on track to even come close to this goal. This is especially egregious considering that motor vehicle crashes are the leading cause of death for children in the United States. To add a personal anecdote, I’ve now been hit by a driver both while cycling and as a pedestrian on a “residential” street, yet have never been a victim to other forms of violence in Santa Monica.
The SMPD are responsible for responding to many traffic incidents daily, including collisions and hit-and-runs. This is a drain on the police department’s and other first responder resources, taking personnel away from other tasks that address the types of safety mentioned in this report. However, these crashes are not “accidents,” and by properly addressing traffic safety through design we are able to more efficiently direct our SMPD officers to other tasks.
In addition to freeing up current resources for other safety related tasks, many approaches to safe streets can add additional efficiencies for first responders. For example, the addition of 24/7 dedicated bus lanes to Santa Monica Blvd, Lincoln Blvd, Wilshire Boulevard, and Pico Blvd would also be used by emergency vehicles, allowing for faster response time. Similarly, wide two-way protected bike lanes like the Bike Action Plan has proposed for Arizona Ave are wide enough for emergency vehicles to use to bypass vehicle traffic, improving response times and increasing emergency access to essential locations like UCLA-Santa Monica Hospital, Providence St Johns Hospital, and SMFD Station #1 and #3.
I urge you all to not take action on this item until traffic violence is fully addressed in the proposals. Without that, safety for the public will never be fully realized.
Thank you,
Connor Webb
90404 Resident
Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
7.B.f
Packet Pg. 1082 Attachment: Written Comments (6527 : 7.B. Public Safety Budget Study Session) 2 David Yakobson
From: Chasen Daniels <[email protected]>
Sent: Monday, October 7, 2024 2:45 PM
To: councilmtgitems; Council Mailbox; Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre Subject: I oppose item 7B
Dear council,
I am writing to express my strong opposition to item 7B.
The report claims to take a "broad, holistic approach to public safety," yet it almost completely neglects the critical issue of traffic violence. This is particularly concerning in a county where motor vehicle crashes are the leading cause of death for children.
Moreover, the report ignores the mobility division’s Vision Zero goal of eliminating fatal and severe injury crashes by 2026, which we have no chance of reaching at the current rate.
Every day, the Santa Monica Police Department responds to numerous traffic collisions, including hit-and-runs.
These are not accidents; they are preventable crashes that drain valuable time and resources from first responders. Until we prioritize traffic safety, these tragedies will continue.
I urge you not to take action based on these proposals without fully addressing the issue of traffic violence.
Investing in public safety means taking all aspects of safety into account.
Thank you,
Chasen Daniels 90401
Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
7.B.f
Packet Pg. 1083 Attachment: Written Comments (6527 : 7.B. Public Safety Budget Study Session) 1 David Yakobson
From: Cynthia Rose <[email protected]>
Sent: Tuesday, October 8, 2024 11:51 AM
To: councilmtgitems; Council Mailbox; Gleam Davis; Jesse Zwick; Caroline Torosis; Lana Negrete; Oscar de la Torre; Phil Brock; Christine Parra Cc: David White; Anuj Gupta; [email protected] Subject: Agenda item 7B
Attachments: 2024-06 CC Support Item 14A Parking Facilities Tax Measure.pages; 2024-10 Item 7B Safety Study Session.pdf
EXTERNAL
Dear Santa Monica Mayor and City Council:
Please find attached a letter on behalf of Santa Monica Spoke and the Santa Monica Safe Streets Alliance to express our serious concerns that the Budget Study Session on Enhancing Public Safety, as currently laid out, is flawed because it ignores traffic violence and mobility issues as part of public safety even though the staff report claims, “The city takes a 360° approach to the issues of safety and homelessness, with resources dedicated to prevention, emergency response, prosecution, and diversion.” Public safety must include the conditions of safety for all people of our streets.
Also attached is our support for the original traffic measure for reference.
Cynthia Rose and Cris Gutierrez
--
Cynthia Rose
Director
Santa Monica Spoke
SMSpoke.org
I acknowledge with respect and gratitude the Tongva, Kizh, and Chumash Peoples on whose traditional territory I live and work.
Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
7.B.f
Packet Pg. 1084 Attachment: Written Comments (6527 : 7.B. Public Safety Budget Study Session) A community group dedicated
to biking and walking in Santa Monica.
Working to make the
City of Santa Monica a
more sustainable,
bikeable & walkable place to live, work and play.
October 8, 2024
RE: 7B item on Safety Study Session
Dear Mayor and City Council Members:
On behalf of Santa Monica Spoke and the Santa Monica Safe Streets Alliance we are writing to express our serious concerns that the Budget Study Session on Enhancing Public Safety, as currently laid out, is flawed because it ignores traffic violence and mobility issues as part of public safety even though the staff report claims, “The city takes a 360° approach to the issues of safety and homelessness, with resources dedicated to prevention, emergency response, prosecution, and diversion.” Public safety must include the conditions of safety for all people of our streets. The Council established in 2016 Santa Monica’s Vision Zero, declaring “Vision Zero is Santa Monica’s initiative to reduce severe traffic injuries and deaths on city streets by 2026.” Yet, the study session omits any mention of traffic matters or Vision Zero.
Traffic lawlessness is a threat to public safety in the same way that other crimes are threats to persons or property. What is ironic is that it is a ballot measure for a parking tax that may generate funds for any additional infrastructure, programs or personnel to tackle public safety in visible ways that help our community trust that its safety really matters to our City and its police and fire departments. People need to know that their safety when walking, biking, using active mobility or driving a vehicle is a priority.
After all, our streets amount to approximately a whopping 24% of our collective public space, the largest public space in Santa Monica. Everyone using our streets, particularly children, elders and the most vulnerable, must be able to count on our Council to consider carefully and responsibly an accurate and meaningful “360° approach” to public safety starting with how one defines it in order to address community safety thoroughly and inclusively.
It is imperative for the Council to instruct staff to include traffic violence in the definition of public safety and to identify the necessary and appropriate enforcement measures and programs for safety on our streets. These efforts are critical if we are to achieve safety for our community and visitors.
Sincerely,
Cynthia Rose
Director, Santa Monica Spoke Cris Gutierrez
Co-Chair, Santa Monica Safe Street Alliance Co-Chair, Santa Monica Safe Streets Alliance SMSpoke.org
SaMoSafeStreets.org
Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
7.B.f
Packet Pg. 1085 Attachment: Written Comments (6527 : 7.B. Public Safety Budget Study Session) 2 David Yakobson
From: Phil's Eighty Grand Electric Mercedes <[email protected]> Sent: Tuesday, October 8, 2024 11:41 AM
To: Phil Brock; Oscar de la Torre; Lana Negrete; Christine Parra; Jesse Zwick; Caroline Torosis; Gleam Davis; councilmtgitems
Subject: item 7B
EXTERNAL
Where's the money for safety for SUVs like me from reckless scooter riders? :( 100% of Measure K should go toward enforcement against the super entitled cyclist mafia! Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
7.B.f
Packet Pg. 1086 Attachment: Written Comments (6527 : 7.B. Public Safety Budget Study Session) 3 David Yakobson
From: Jason Mastbaum <[email protected]>
Sent: Tuesday, October 8, 2024 10:08 AM
To: councilmtgitems; Council Mailbox; Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre Subject: I oppose item 7B
EXTERNAL
Dear council,
I am writing to express my strong opposition to item 7B.
The report claims to take a "broad, holistic approach to public safety," yet it almost completely neglects the critical issue of traffic violence. This is particularly concerning in a county where motor vehicle crashes are the leading cause of death for children.
Moreover, the report ignores the mobility division’s Vision Zero goal of eliminating fatal and severe injury crashes by 2026, which we have no chance of reaching at the current rate.
Every day, the Santa Monica Police Department responds to numerous traffic collisions, including hitand-runs. These are not accidents; they are preventable crashes that drain valuable time and resources from first responders. Until we prioritize traffic safety, these tragedies will continue.
I urge you not to take action based on these proposals without fully addressing the issue of traffic violence. Investing in public safety means taking all aspects of safety into account.
Furthermore,
1. It's bad governance to budget based on measure K funds before seeing is measure K passes.
2. It's thumbing your nose at the voters to place PSK on the ballot and then not wait to see to see what the will of the voters is before rushing to allocate the money. Remember, it's perfectly well possible that K passes and PSK fails.
3. We currently cannot fill the number of officer slots we're currently budgeted for, so it seems especially pointless to increase the police budget at the expense of other city services. But even if we were filling the PD job postings as soon as we posted them, many residents and business owners have recent experience with our police such as "We called the police but there was nothing they could do because there was no crime as he did not get the purse" (https://smdp.com/2024/02/28/brazen-purse-snatching-attempt-at-blue-plate-taco-caught-oncamera). Traffic enforcement is nonexistent except for when SMPD gets an outside grant to do a targeted day or two of enforcement, assuming the police aren't the ones committing the traffic violations themselves (which is distressingly common!). I recently saw three police cars' worth of officers stand around staring into space while fire department personnel attended to a homeless man who was immobile on the ground in need of medical assistance. Instead of writing a blank Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
7.B.f
Packet Pg. 1087 Attachment: Written Comments (6527 : 7.B. Public Safety Budget Study Session) 4 chank to the police at the expense of every other city government function, we should be asking why these are the results we're getting when we're already paying so much.
Thank you,
Jason Mastbaum, 90403
Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
7.B.f
Packet Pg. 1088 Attachment: Written Comments (6527 : 7.B. Public Safety Budget Study Session) 5 David Yakobson
From: Dustin Shahan <[email protected]>
Sent: Monday, October 7, 2024 9:52 PM
To: councilmtgitems; Council Mailbox; Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre Subject: Item 7B
EXTERNAL
Good evening council
The study session being reviewed tomorrow on enhancing public safety seems woefully inadequate. How can this be looking at a comprehensive approach to public safety without even considering traffic safety? The discussion during the 9 July meeting that resulted in this study included numerous comments from the council members about how public safety means a lot of things, including Mayor Brock asking about "safe routes to school". Where is the evaluation of additional crossing guards or bump outs to save children, enforcing speeding to reduce traffic deaths, or adding mobility infrastructure to allow less destructive modes of transportation. Taking such a narrow definition of public safety directly conflicts with the ballot wording for measure K that this item is supposed to provide direction for.
Even if the council was exclusively focused on applying more resources towards the narrow definition here, how about freeing up the police, fire, and EMS resources spent responding to traffic violence? The City already has a clear Vision Zero plan that could be readily implemented with these funds. I urge the council to at least consider the full scope of public safety when making any decisions related to this, just like the voters currently are on their ballots.
Dustin Shahan
90401
Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
7.B.f
Packet Pg. 1089 Attachment: Written Comments (6527 : 7.B. Public Safety Budget Study Session) 1 David Yakobson
From: Aidan Knab <[email protected]>
Sent: Sunday, October 6, 2024 9:05 AM
To: councilmtgitems; Council Mailbox; Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre Subject: I oppose item 7B
Dear council,
I am writing to express my strong opposition to item 7B.
The report claims to take a "broad, holistic approach to public safety," yet it almost completely neglects the critical issue of traffic violence. This is particularly concerning in a county where motor vehicle crashes are the leading cause of death for children.
Moreover, the report ignores the mobility division’s Vision Zero goal of eliminating fatal and severe injury crashes by 2026, which we have no chance of reaching at the current rate.
Every day, the Santa Monica Police Department responds to numerous traffic collisions, including hitand-runs. These are not accidents; they are preventable crashes that drain valuable time and resources from first responders. Until we prioritize traffic safety, these tragedies will continue.
I urge you not to take action based on these proposals without fully addressing the issue of traffic violence. Investing in public safety means taking all aspects of safety into account.
Thank you,
Aidan,
90405
Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
7.B.f
Packet Pg. 1090 Attachment: Written Comments (6527 : 7.B. Public Safety Budget Study Session) 2 David Yakobson
From: skylar chavez <[email protected]>
Sent: Sunday, October 6, 2024 12:22 PM
To: councilmtgitems; Council Mailbox; Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre Subject: I oppose item 7B
Dear council,
I am writing to express my strong opposition to item 7B.
The report claims to take a "broad, holistic approach to public safety," yet it almost completely neglects the critical issue of traffic violence. This is particularly concerning in a county where motor vehicle crashes are the leading cause of death for children.
Moreover, the report ignores the mobility division’s Vision Zero goal of eliminating fatal and severe injury crashes by 2026, which we have no chance of reaching at the current rate.
Every day, the Santa Monica Police Department responds to numerous traffic collisions, including hit-and-runs.
These are not accidents; they are preventable crashes that drain valuable time and resources from first responders. Until we prioritize traffic safety, these tragedies will continue.
I urge you not to take action based on these proposals without fully addressing the issue of traffic violence.
Investing in public safety means taking all aspects of safety into account.
Thank you,
Skylar Chavez, 91604
Sent from my iPhone
Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
7.B.f
Packet Pg. 1091 Attachment: Written Comments (6527 : 7.B. Public Safety Budget Study Session) 3 David Yakobson
From: Jairo Avalos <[email protected]>
Sent: Sunday, October 6, 2024 10:21 PM
To: councilmtgitems; Council Mailbox; Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre Subject: I oppose item 7B
EXTERNAL
Dear Council,
I’m writing to share my strong opposition to item 7B.
The report talks about taking a “broad, holistic approach to public safety,” but it almost completely ignores the serious issue of traffic violence. This is especially worrying in a county where car crashes are the leading cause of death for children.
Also, the report overlooks the Mobility Division’s Vision Zero goal to eliminate fatal and severe injury crashes by 2026, which doesn’t seem achievable at the current pace.
Every day, the Santa Monica Police Department handles numerous traffic accidents, including hit-andruns. These aren’t accidents—they’re preventable crashes that take up valuable time and resources from our first responders. Until we prioritize traffic safety, these tragedies will keep happening.
Please don’t move forward with these proposals without fully addressing traffic violence. Investing in public safety means considering all aspects of safety.
Thank you.
Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
7.B.f
Packet Pg. 1092 Attachment: Written Comments (6527 : 7.B. Public Safety Budget Study Session) 4 David Yakobson
From: Caro Vilain <[email protected]>
Sent: Sunday, October 6, 2024 12:04 PM
To: councilmtgitems; Council Mailbox; Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre Subject: I oppose item 7B
EXTERNAL
Dear council,
I strongly oppose making any decision on item 7B at this time.
Considering that we’re in a budget crisis, it seems quite odd to spend staff time and resources on a measure that hasn’t passed yet, and for which funds won’t make it into our budget any time soon even if/once it passes.
Regardless of that, I understand that there are many aspects of public safety that we need to work on and consider in our city, and I believe that there are ideas and statements in this report that are perfectly valid and will still hold up once the funding comes in if this measure passes.
However, I am also aware that there has been multiple severe crashes in our city just in the past couple weeks, that enforcement of traffic laws onto the most dangerous road users and behaviors has been lacking, that we are extremely behind on our plans for safe streets, and that until our infrastructure truly protects our residents and visitors, our streets will remain deadly, especially if we send a message to drivers that virtually no one will stop their reckless driver, which is exactly what we have been doing.
Everyone in our city deserves to feel safe, and I understand that there are many concerns (some of which are perfectly valid) around other things than traffic violence, but as one of the many people who have been hit by more than one careless drivers on our streets and will deal with some of the injuries for the rest of my life, while nearly getting hit again by more careless drivers on a daily basis, I find it clear that not protecting our road users from traffic violence isn’t doing our city justice.
The report claims to take a "broad, holistic approach to public safety," yet it almost completely neglects the critical issue of traffic violence. This is particularly concerning in a county where motor vehicle crashes are the leading cause of death for children.
Moreover, the report ignores the mobility division’s Vision Zero goal of eliminating fatal and severe injury crashes by 2026, which we have no chance of reaching at the current rate.
Every day, the Santa Monica Police Department responds to numerous traffic collisions, including hit-and-runs.
These are not accidents; they are preventable crashes that drain valuable time and resources from first responders. Until we prioritize traffic safety, these tragedies will continue.
I urge you not to take action based on these proposals without fully addressing the issue of traffic violence.
Investing in public safety means taking all aspects of safety into account.
Thank you,
Caro Vilain, 90404
Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
7.B.f
Packet Pg. 1093 Attachment: Written Comments (6527 : 7.B. Public Safety Budget Study Session) 5 David Yakobson
From: Noelle DiMarco <[email protected]>
Sent: Sunday, October 6, 2024 9:44 AM
To: councilmtgitems; Council Mailbox; Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre Subject: No for 7B
EXTERNAL
Hello,
I am writing to express my strong opposition to item 7B. It is really sad a city like Santa Monica is dangerous to walk and bike in. I should be able to safely bike to the grocery store a half mile away. I should be able to walk across Main Street and not have to beg cars to give me time to cross.
This is preventable!! We can make Santa Monica actually safe and usable for humans not in cars. You just have to prioritize traffic safety.
The report claims to take a "broad, holistic approach to public safety," yet it almost completely neglects the critical issue of traffic violence. This is particularly concerning in a county where motor vehicle crashes are the leading cause of death for children.
Moreover, the report ignores the mobility division’s Vision Zero goal of eliminating fatal and severe injury crashes by 2026, which we have no chance of reaching at the current rate.
The police department responds to numerous traffic collisions, including hit-and-runs. These are not accidents; they are preventable crashes that drain valuable time and resources from first responders. Until we prioritize traffic safety, these tragedies will continue.
I urge you not to take action based on these proposals without fully addressing the issue of traffic violence.
Investing in public safety means taking all aspects of safety into account.
Thank you,
Noelle
Ocean Park, 90405
Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
7.B.f
Packet Pg. 1094 Attachment: Written Comments (6527 : 7.B. Public Safety Budget Study Session) 6 David Yakobson
From: Sam Shapiro-Kline <[email protected]>
Sent: Sunday, October 6, 2024 6:44 AM
To: councilmtgitems; Council Mailbox; Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre Subject: I oppose item 7B
EXTERNAL
Dear council,
I am writing to express my strong opposition to item 7B.
The report claims to take a "broad, holistic approach to public safety," yet it almost completely neglects the critical issue of traffic violence. This is particularly concerning in a county where motor vehicle crashes are the leading cause of death for children.
Moreover, the report ignores the mobility division’s Vision Zero goal of eliminating fatal and severe injury crashes by 2026, which we have no chance of reaching at the current rate.
Every day, the Santa Monica Police Department responds to numerous traffic collisions, including hitand-runs. These are not accidents; they are preventable crashes that drain valuable time and resources from first responders. Until we prioritize traffic safety, these tragedies will continue.
I urge you not to take action based on these proposals without fully addressing the issue of traffic violence. Investing in public safety means taking all aspects of safety into account.
Thank you,
Sam Shapiro-Kline
90403
Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
7.B.f
Packet Pg. 1095 Attachment: Written Comments (6527 : 7.B. Public Safety Budget Study Session) 7 David Yakobson
From: Phoebe Kiekhofer <[email protected]>
Sent: Saturday, October 5, 2024 4:28 PM
To: councilmtgitems; Council Mailbox; Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre Subject: I oppose item 7B
EXTERNAL
Dear council,
I am writing to express my strong opposition to item 7B.
The report claims to take a "broad, holistic approach to public safety," yet it almost completely neglects the critical issue of traffic violence. This is particularly concerning in a county where motor vehicle crashes are the leading cause of death for children.
Moreover, the report ignores the mobility division’s Vision Zero goal of eliminating fatal and severe injury crashes by 2026, which we have no chance of reaching at the current rate.
Every day, the Santa Monica Police Department responds to numerous traffic collisions, including hit-and-runs.
These are not accidents; they are preventable crashes that drain valuable time and resources from first responders. Until we prioritize traffic safety, these tragedies will continue.
I urge you not to take action based on these proposals without fully addressing the issue of traffic violence.
Investing in public safety means taking all aspects of safety into account.
Thank you,
Phoebe Kiekhofer Garfinkel
90402
Sent from my iPhone
Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
7.B.f
Packet Pg. 1096 Attachment: Written Comments (6527 : 7.B. Public Safety Budget Study Session) 8 David Yakobson
From: Jacob Wasserman <[email protected]>
Sent: Saturday, October 5, 2024 12:28 PM
To: councilmtgitems; Council Mailbox; Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre Subject: In Opposition: Item 7B
EXTERNAL
Santa Monica City Council,
As a resident, voter, driver, transit user, bicycle rider, and parent, I write to express my strong opposition to item 7B.
The report claims to take a "broad, holistic approach to public safety," yet it almost completely neglects the critical issue of traffic violence. This is particularly concerning in a county where motor vehicle crashes are the leading cause of death for children.
Moreover, the report ignores the mobility division's Vision Zero goal of eliminating fatal and severe injury crashes by 2026, which we have no chance of reaching at the current rate.
Every day, the Santa Monica Police Department responds to numerous traffic collisions, including hitand-runs. These are not accidents; they are preventable crashes that drain valuable time and resources from first responders. Until we prioritize traffic safety, these tragedies will continue.
I urge you not to take action based on these proposals without fully addressing the issue of traffic violence. Investing in public safety means taking all aspects of safety into account.
Thank you,
Jacob Wasserman
11th and Washington
90403
Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
7.B.f
Packet Pg. 1097 Attachment: Written Comments (6527 : 7.B. Public Safety Budget Study Session) 9 David Yakobson
From: Auguste Miller <[email protected]>
Sent: Saturday, October 5, 2024 12:09 PM
To: councilmtgitems; Council Mailbox; Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre Subject: I oppose item 7B
EXTERNAL
Dear council,
I am writing to express my strong opposition to item 7B.
The report claims to take a "broad, holistic approach to public safety," yet it almost completely neglects the critical issue of *traffic violence*. This is particularly concerning in a county where motor vehicle crashes are the *leading* cause of death for children.
Moreover, the report ignores the mobility division’s Vision Zero goal of eliminating fatal and severe injury crashes by 2026, which we have no chance of reaching at the current rate.
Every day, the Santa Monica Police Department responds to numerous traffic collisions, including hitand-runs. These are not accidents; they are preventable crashes that drain valuable time and resources from first responders. Until we prioritize traffic safety and the right infrastructure fixes (multimodal streets, speed cameras, traffic calming, etc), these tragedies will continue to get worse and worse, costing ever more lives and hindrances.
I urge you not to take action based on these proposals without fully addressing the issue of traffic violence. Investing in public safety means taking all aspects of safety into account. Especially the most blatant kind.
Best regards,
Auguste Miller
Sent from my iPhone
Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
7.B.f
Packet Pg. 1098 Attachment: Written Comments (6527 : 7.B. Public Safety Budget Study Session) 10 David Yakobson
From: [email protected]
Sent: Saturday, October 5, 2024 10:43 AM
To: councilmtgitems; Council Mailbox; Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre Subject: I oppose item 7B
EXTERNAL
Dear council,
I am writing to express my strong opposition to item 7B.
The report claims to take a "broad, holistic approach to public safety," yet it almost completely neglects the critical issue of traffic violence. This is particularly concerning in a county where motor vehicle crashes are the leading cause of death for children.
Moreover, the report ignores the mobility division’s Vision Zero goal of eliminating fatal and severe injury crashes by 2026, which we have no chance of reaching at the current rate.
Every day, the Santa Monica Police Department responds to numerous traffic collisions, including hit-and-runs.
These are not accidents; they are preventable crashes that drain valuable time and resources from first responders. Until we prioritize traffic safety, these tragedies will continue.
I urge you not to take action based on these proposals without fully addressing the issue of traffic violence.
Investing in public safety means taking all aspects of safety into account.
Thank you,
Mike Etzel 90405
Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
7.B.f
Packet Pg. 1099 Attachment: Written Comments (6527 : 7.B. Public Safety Budget Study Session) 11 David Yakobson
From: Bill Tugurian <[email protected]>
Sent: Saturday, October 5, 2024 9:16 AM
To: councilmtgitems; Council Mailbox; Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre Subject: I oppose item 7B
EXTERNAL
Dear City Council,
I am writing to express my strong opposition to item 7B.
The report claims to take a "broad, holistic approach to public safety," yet it almost completely neglects the critical issue of traffic violence. This is particularly concerning in a county where motor vehicle crashes are the leading cause of death for children.
Moreover, the report ignores the mobility division’s Vision Zero goal of eliminating fatal and severe injury crashes by 2026, which we have no chance of reaching at the current rate.
Every day, the Santa Monica Police Department responds to numerous traffic collisions, including hit-and-runs.
These are not accidents; they are preventable crashes that drain valuable time and resources from first responders. Until we prioritize traffic safety, these tragedies will continue.
I urge you not to take action based on these proposals without fully addressing the issue of traffic violence.
Investing in public safety means taking all aspects of safety into account.
Thank you,
William K Tugurian
921 16th Street
Santa Monica, CA 90403
M. 917.509.7106
@. [email protected]
Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
7.B.f
Packet Pg. 1100 Attachment: Written Comments (6527 : 7.B. Public Safety Budget Study Session) 1 David Yakobson
From: Leah Ho <[email protected]>
Sent: Saturday, October 5, 2024 4:02 PM
To: councilmtgitems; Council Mailbox; Gleam Davis; Phil Brock; Christine Parra; Lana Negrete; Jesse Zwick; Caroline Torosis; Oscar de la Torre Subject: I oppose item 7B
Dear council,
I am against item 7B.
The report claims to take a "broad, holistic approach to public safety," yet it almost completely neglects the critical issue of traffic violence. This is particularly concerning in a county where motor vehicle crashes are the leading cause of death for children.
Moreover, the report ignores the mobility division’s Vision Zero goal of eliminating fatal and severe injury crashes by 2026, which we have no chance of reaching at the current rate.
Every day, the Santa Monica Police Department responds to numerous traffic collisions, including hit-and-runs.
These are not accidents; they are preventable crashes that drain valuable time and resources from first responders. Until we prioritize traffic safety, these tragedies will continue.
I urge you not to take action based on these proposals without fully addressing the issue of traffic violence.
Investing in public safety means taking all aspects of safety into account.
Thank you,
Leo (90066)
Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
7.B.f
Packet Pg. 1101 Attachment: Written Comments (6527 : 7.B. Public Safety Budget Study Session) City Council – October 8, 2024
Study Session: Enhancing Public Safety and Addressing Homelessness Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
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Packet Pg. 1102 Attachment: PowerPoint Presentation (6527 : 7.B. Public Safety Budget Study Session) • Public Safety Landscape • Financial Considerations • Current Efforts • Department Constraints & Funding Needs • Funding Scenarios • Council Direction Study Session Agenda
2 Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
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Packet Pg. 1103 Attachment: PowerPoint Presentation (6527 : 7.B. Public Safety Budget Study Session) The Road to this Study Session
3 May 28th
Budget Study Session & Council Direction – Add 4 Police Officers June 25th
FY 2024-25 Budget Adoption & Council Direction – Return with holistic analysis on improving public safety July 5th
Council Direction – PFT Advisory Measure and overview of current efforts & additional resource needs July 23rd
Council Adoption – Resolution to put Measures K and PSK on November Ballot October 8th
Study Session – Enhancing Public Safety & Addressing Homelessness March 2023
Council Priority Setting including Clean & Safe and Addressing Homelessness June 2023
FY 2023-25 Budget Adoption & allocation of Measure CS funding to priorities Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
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Packet Pg. 1104 Attachment: PowerPoint Presentation (6527 : 7.B. Public Safety Budget Study Session) • Clean and Safe: committed to maintaining and
enhancing an atmosphere marked by clean and safe
public spaces and neighborhoods, including parks for
recreation and leisure activities.
• Addressing Homelessness: prevent housed Santa
Monicans from becoming homeless and increase the
supply of affordable housing, address the behavioral
health needs of vulnerable individuals and advocate for regional capacity to address homelessness.
Council Priorities
4 Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
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Packet Pg. 1105 Attachment: PowerPoint Presentation (6527 : 7.B. Public Safety Budget Study Session) Safety: A Priority Citywide
5 Community Development
HOUSING AND HUMAN SERVICES
Recreation and Arts
Public Works
CITY MANAGER’S OFFICE Library
FIRE
Finance
CITY ATTORNEY’S OFFICE Information Services
Records and Election Services
POLICE
Human Resources Transportation
Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
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Packet Pg. 1106 Attachment: PowerPoint Presentation (6527 : 7.B. Public Safety Budget Study Session) Enhancing Public Safety & Addressing Homelessness
A Multi-Disciplinary Approach
Engagement
& Prevention
Security &
Emergency
Response
Prosecution
& Diversion
6 Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
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Packet Pg. 1107 Attachment: PowerPoint Presentation (6527 : 7.B. Public Safety Budget Study Session) Funding Scenarios
7 Visibility
Rightsizing
Systemwide
Increasing Public Facing Services and Programs
Adding Capacity Systemwide
Rightsizing Operations (including Restorations)
Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
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Packet Pg. 1108 Attachment: PowerPoint Presentation (6527 : 7.B. Public Safety Budget Study Session) Financial Considerations
Liabilities • Uller / Condon Settlement Claims
• CVRA Legal Costs
• LA28 Olympics
• Lifeguard Services
Restoring
Services
• Library & Youth Services
• Community Programming
• Deferred Infrastructure Maintenance
• Capital Improvement Program
Financial
Stewardship
• Rebuild Reserves
• Repay Enterprise Funds
• Labor Negotiations in Competitive Labor
Market
Future
Considerations
• Unfunded CIP Projects
• Equity and Reparations
• Homelessness, Police & Fire Strategic Plans
• Behavioral Health Study
• Renters’ Right to Counsel
• Ambulance Operator Program
• Airport Conversion Project
8 Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
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Packet Pg. 1109 Attachment: PowerPoint Presentation (6527 : 7.B. Public Safety Budget Study Session) Current Efforts: Public Safety
The City has expanded its efforts to address public safety:
A Few of the Recent Public Safety Initiatives
New/Increased Deployments, including:
• 11 new Police Officers
• Crime Impact Team, DART & HoST
Teams
• Officers at Public Parks
• Pier & Downtown Parking security
services
• BBB Transit Safety Officer (TSO)
Security Program
• Shelter, Treatment and Empowerment
Program (STEP) Court
New/Enhanced Technologies and
improvements, including:
• SMART crime center
• CCTV & License plate reader cameras
• Security monitoring – Library & parks
• CAD and Records Management
Systems
• Bike/pedestrian safety enhancements
and Vision Zero implementation
• Strategic plans for the Fire and Police
Departments
9 Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
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Packet Pg. 1110 Attachment: PowerPoint Presentation (6527 : 7.B. Public Safety Budget Study Session) Current Efforts: Addressing Homelessness
The City has expanded its efforts and collaborates with partners to address homelessness
A Few of the Recent Homelessness Initiatives
• New Housing & Human Services
Department
Outreach Teams & Partnerships
• Salvation Army (HLP Team) & LA
County (TTT) partnerships
• Additional C3 Team
• Homeless Support Team (HoST)
• Metro – end of line safety & Tap to Exit
program
• Declaration of Emergency on
Homelessness
Housing & Shelter Programs
• SAMOSHEL shelter (24/7 intakes)
• Pathway Home in Santa Monica
• The Laurel - 57 supporting housing
units
• Two affordable housing sites
• Homeless Strategic Plan and Behavioral
Healthy Strategy
10 Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
7.B.g
Packet Pg. 1111 Attachment: PowerPoint Presentation (6527 : 7.B. Public Safety Budget Study Session) • Criminal Prosecution Unit (CPU) has two fewer positions since pre-COVID
• Number of cases referred from Police has risen by 70% • New unfunded State mandate requiring all cases to be
reviewed twice
• A full-time attorney is being used to manage diversion programs and administer the approximately $8.9 M in grant funding for:
• STEP Court (~$1.0 M from multiple sources)
• SaMo Bridge (~$7.9 M from Prop 47)
11 Department Constraints - City Attorney
Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
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Packet Pg. 1112 Attachment: PowerPoint Presentation (6527 : 7.B. Public Safety Budget Study Session) Visibility
Rightsizing
Systemwide
• Add 1.0 FTE Senior Legal Analyst - to administer
grants, allowing the attorney to resume
caseload responsibilities
12 Department Proposals - City Attorney
Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
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Packet Pg. 1113 Attachment: PowerPoint Presentation (6527 : 7.B. Public Safety Budget Study Session) 13 Department Constraints - Office of Emergency Mgmt.
• 911 Public Safety Dispatch lost one position during the 2020 restructure
• Staffing challenges and leadership turnover has created challenges around consistent staff oversight or coaching and development, which impact the effectiveness of dispatch operations and service delivery.
• High turnover due to job demands and competitive labor market
• Moss Adams study recommends additional staffing to
maintain best practices and response times
Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
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Packet Pg. 1114 Attachment: PowerPoint Presentation (6527 : 7.B. Public Safety Budget Study Session) 14 Department Proposals - Office of Emergency Mgmt.
Rightsizing
Systemwide
• Add 1.0 FTE Lead Dispatcher - as an incremental
first step to support the City’s emergency
response
Visibility
Item 7-B
October 8, 2024
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October 8, 2024
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Packet Pg. 1115 Attachment: PowerPoint Presentation (6527 : 7.B. Public Safety Budget Study Session) 15 Department Constraints - Fire
• City’s first responder to all health emergencies, which often involve the unhoused and vulnerable populations
• Discontinued the Community Response Unit (CRU), created in 2020, to make way for the creation of the Emergency Medical Services Division
• None of the teams operate 24/7, so the Fire department must respond to overnight and weekend calls without specialized resources
Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
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Packet Pg. 1116 Attachment: PowerPoint Presentation (6527 : 7.B. Public Safety Budget Study Session) 16 Department Proposals - Fire
Visibility
Rightsizing
Systemwide
• Implement Advanced Provider Unit - two teams
(one nurse-practioner & one firefighterparamedic each) to ensure specialized services are available 7 days/week in
coordination with the Therapeutic Transport
Team
Item 7-B
October 8, 2024
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October 8, 2024
7.B.g
Packet Pg. 1117 Attachment: PowerPoint Presentation (6527 : 7.B. Public Safety Budget Study Session) 17 • Third C3 Outreach Team
• Therapeutic Transport Team
• SAMOSHEL expansion (24/7)
• Pathway Home
• The Laurel
• Expansion POD program
Department Constraints – Housing & Human Services
Item 7-B
October 8, 2024
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October 8, 2024
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Packet Pg. 1118 Attachment: PowerPoint Presentation (6527 : 7.B. Public Safety Budget Study Session) 18 Department Proposals – Housing & Human Services
Visibility
Rightsizing
Systemwide
• Downtown Outreach Team (pairing Code
Enforcement Officers with additional Outreach
Workers) to respond to trespassing and enforce
the City’s no sit/no lie doorway ordinance
• Ongoing funding for the Therapeutic Transport
Team
Item 7-B
October 8, 2024
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October 8, 2024
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Packet Pg. 1119 Attachment: PowerPoint Presentation (6527 : 7.B. Public Safety Budget Study Session) 19 Department Constraints – Police
• More funded police officer positions than any time in the City’s history, however, recruitment challenges persist
• Reallocated positions to emerging issues, such as street patrol and open-flame vending
• Non-sworn positions have not been restored (traffic service officers, crossing guards)
• New and increased cost of technology
Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
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Packet Pg. 1120 Attachment: PowerPoint Presentation (6527 : 7.B. Public Safety Budget Study Session) 20 Department Proposals – Police
Visibility
Rightsizing
Systemwide
• Special Investigations Unit to focus on drug
crimes & time intensive investigations
• Expand Drone Program to 7 days per week
• Ongoing funding for proactive security
monitoring
• Close funding gap and upgrade public safety
Technology
• Enhance Police Training
• Ongoing funding for proactive security
monitoring
Item 7-B
October 8, 2024
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October 8, 2024
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Packet Pg. 1121 Attachment: PowerPoint Presentation (6527 : 7.B. Public Safety Budget Study Session) 21 Funding Scenarios
Proposals framed by Council Priorities
• City Attorney’s Office, Office of Emergency Management, Fire, Housing & Human Services, Police
Clean and Safe Addressing
Homelessness
Focused on: Quick deployment, immediate impact and
benefit to the community
• Needs exceed anticipated resources from Advisory Measure • New investments contingent on passage of Measures K and PSK Item 7-B
October 8, 2024
Item 7-B
October 8, 2024
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Packet Pg. 1122 Attachment: PowerPoint Presentation (6527 : 7.B. Public Safety Budget Study Session) Funding Scenario: Visibility
Year 1 - $3.53 million
Year 2 - $3.26 million
FTE Year 1 Year 2
Special Investigations Unit 2.0 $0.82M $0.62M
Drone Program Expansion 2.0 $0.51M $0.49M
Security Monitoring at Library & Parks - $0.10M $0.11M
Advanced Provider Unit 4.0 $1.43M $1.35M
Downtown Outreach Team 2.0 $0.67M $0.69M
Total 10.0 FTE $3.53M $3.26M
Pros:
• Adds public facing
services
• Drone program to 7 days a
week
• Restores SIU
• Increases engagement
with vulnerable population
Cons:
• Funding gaps (tools,
technologies and TTT)
• Criminal Prosecution Unit
at capacity
• 911 Dispatch complexities
• PD need to redeploy from
other units
Increasing Public Facing Services and Programs
Amounts represent one full year of estimated costs. Year 1 includes one-time costs. 22 Item 7-B
October 8, 2024
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October 8, 2024
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Packet Pg. 1123 Attachment: PowerPoint Presentation (6527 : 7.B. Public Safety Budget Study Session) Funding Scenario: Systemwide Enhancements
Year 1 - $3.49 million
Year 2 - $3.33 million
FTE Year 1 Year 2
Special Investigations Unit (Sgt.) 1.0 $0.45M $0.35M
Drone Program Expansion 2.0 $0.51M $0.49M
Security Monitoring at Library & Parks - $0.10M $0.11M
Advanced Provider Unit 4.0 $1.43M $1.35M
Downtown Outreach Team 2.0 $0.67M $0.69M
Criminal Prosecution Unit 1.0 $0.19M $0.20M
911 Lead Dispatcher 1.0 $0.14M $0.14M
Total 11.0 FTE $3.49M $3.33M
Pros:
• Adds public facing
services
• Drone program to 7 days a
week
• Restores SIU
• Increases engagement
with vulnerable population
• Adds capacity to Criminal
Prosecution Unit and 911
Dispatch Team
Cons:
• Funding gaps (tools,
technologies and TTT)
• PD need to redeploy from
other units
Adding Capacity Systemwide
Amounts represent one full year of estimated costs. Year 1 includes one-time costs. 23 Item 7-B
October 8, 2024
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October 8, 2024
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Packet Pg. 1124 Attachment: PowerPoint Presentation (6527 : 7.B. Public Safety Budget Study Session) Funding Scenario: Rightsizing Operations
Year 1 - $3.27 million
Year 2 - $3.27 million
FTE Year 1 Year 2
Police Technology - $0.74M $0.77M
Police Training - $0.20M $0.21M
Security Monitoring at Library & Parks - $0.10M $0.11M
Advanced Provider Unit 4.0 $1.43M $1.35M
Therapeutic Transport Team - $0.47M $0.49M
Criminal Prosecution Unit 1.0 $0.19M $0.20M
911 Lead Dispatcher 1.0 $0.14M $0.14M
Total 6.0 FTE $3.27M $3.27M
Pros:
• Funds PD technology and
training
• Increases engagement
with vulnerable population
• Funds TTT
• Adds capacity to Criminal
Prosecution Unit and 911
Dispatch Team
Cons:
• Least public services
• Except for APU, adds no
new services
Closing Funding Gaps
Amounts represent one full year of estimated costs. Year 1 includes one-time costs. 24 Item 7-B
October 8, 2024
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October 8, 2024
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Packet Pg. 1125 Attachment: PowerPoint Presentation (6527 : 7.B. Public Safety Budget Study Session) Provide direction on funding scenarios
• Visibility
• Systemwide Enhancements
• Rightsizing Operations
What’s ahead:
• November 5th – Election Day
• Spring 2025 - Council Workshop (Priority Setting,
Organizational Update)
• June 2025 – Biennial Budget
25 Council Direction & Next Steps
Item 7-B
October 8, 2024
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October 8, 2024
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Packet Pg. 1126 Attachment: PowerPoint Presentation (6527 : 7.B. Public Safety Budget Study Session) 26 Service Capability APU CRU
Assess & Treat Patients
Provide Advanced Life Support
Transport patients to local hospitals
Transport patients to Exodus psychiatric facility
Engage in fire suppression
Engage in US&R responses
Engage in Haz Mat Response
Assess, treat, and medically clear patients in the field Medically clear detainees for booking on behalf of SMPD (at no cost to SMPD) Transport patients to any mental health facility in Los Angeles County Write mental health holds just as the DMH Van does
Transport patients to any hospital in Los Angeles County Transport patients to an Urgent Care instead of an Emergency Room Provide point of care testing for conditions such as flu, strep and blood abnormalities Prescribe antibiotics
Prescribe medications to address heart, lung, or other medical issues Prescribe and administer suboxone (a medication that prevents overdoses for 7 days) Make house calls to Santa Monica residents and provide post discharge care Function as a mobile Urgent Care for the homeless
Item 7-B
October 8, 2024
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October 8, 2024
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Packet Pg. 1127 Attachment: PowerPoint Presentation (6527 : 7.B. Public Safety Budget Study Session) City Council
Report
City Council Meeting: October 8, 2024
Agenda Item: 11.A
1 of 9
To: Mayor and City Council
From: Heather Averick, Director, Housing and Human Services Department Subject: Approve Deal Terms and Authorize Development and Disposition Agreement (DDA) and Ground Lease for 1318 4th Street
Recommended Action
Staff recommends that the City Council:
1. Adopt a finding that the actions to approve the Ground Lease and DDA for the Project (as described in the staff recommendation, below) are exempt from CEQA pursuant to CEQA Guideline section 15182 and a finding that the Project has been previously analyzed in the Downtown Community Plan Environmental Impact Report (SCH# 2013091056) and the 6th Cycle Housing Element Environmental Impact Report (SCH# 2020100575).
2. Authorize the City Manager to negotiate and execute a Ground Lease with a ninety-nine (99) year term and a Disposition and Development Agreement (DDA), with EAH Inc for development and operation of affordable and permanent supportive housing on City-owned property located at 1318 4th Street (the “Project”).
3. Authorize the City Manager to award a grant in an amount not to exceed $2,000,000, to be used for pre-development costs for the Project, as negotiated in the DDA.
4. Adopt a finding that the actions to approve the Ground Lease and DDA for the Project (as described in the staff recommendation, below) are exempt from CEQA pursuant to CEQA Guideline section 15182 and a finding that the Project has been previously analyzed in the Downtown Community Plan Environmental Impact Report (SCH# 2013091056) and the 6th Cycle Housing Element Environmental Impact Report (SCH# 2020100575).
5. Authorize the City Manager to negotiate and execute all necessary documents to make a Housing Trust Fund loan to EAH, Inc. in an amount consistent with the Housing Trust Fund Guidelines loan limits.
11.A
Packet Pg. 1128
2 of 9
Executive Summary
A 122-apartment affordable and permanent supportive housing development (Development) restricted to low-income households is planned for the City-owned site at 1318 4th Street, Santa Monica. This site was identified for affordable housing development in the City’s 6th Cycle Housing Element for 2021-2029. At its April 9, 2024 meeting, the City Council selected the Design Concept that included 122 apartments with ground-level commercial space and two levels of underground parking for tenants and commercial users (Attachment A). Staff was directed to proceed with negotiations of the Ground Lease and Disposition and Development Agreement (DDA).
Background
On April 9, 2019, per staff and the Housing Commission’s recommendation, Council authorized issuance of a Request for Proposals (RFP) for development of affordable housing on the PS3 site and issued the RFP on August 15, 2019.
On October 12, 2021, Council adopted the 6th Cycle Housing Element Update for 2021- 2029 (Housing Element) and authorized its submittal to the California Department of Housing and Community Development (HCD). The adopted Housing Element identified the use of City-owned sites as a key strategy to meet regional housing needs as land acquisition is typically the largest cost in developing affordable housing. The use of Cityowned land alleviates the impact of land cost on the feasibility of affordable housing development and allows the City’s limited Housing Trust Fund (HTF) resources to be used more strategically.
On January 11, 2022, City Council selected EAH Housing Development Team, comprised of EAH Inc as developer, Van Tilburg, Banvard & Soderbergh as the architect, Epsteen & Associates as the retail broker, The Lynch Group Inc as the retail consultant, AMJ Construction Management as the construction manager, California Housing Partnership as its financial consultant, and The People Concern (TPC) as its services provider. In addition, the City Manager was authorized to negotiate and execute an Exclusive Negotiating Agreement (ENA) with EAH for a mixed-use,
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affordable housing and PSH development on PS3. The finalized ENA was executed on July 21, 2022.
EAH conducted both formal and informal engagement, as well as virtual and in-person meetings with the community between November 2022 and April 2023 to further understand the needs and desires of Santa Monica residents and business owners. These meetings facilitated communication between the public and the development team where an overview of the proposed development was given.
Attendees provided feedback on various features of the development.
On May 10, 2024, City Council selected a design concept that includes 122 apartments with two levels of underground parking and a commercial tenant space, and instructed staff to proceed with negotiations of the Ground Lease and Development and Disposition Agreement (DDA).
Discussion
Through negotiations with staff, EAH Inc (Developer) has formalized a proposal to the City that includes the following key provisions:
• Building amenities, including unit furniture for the Permanent Supportive Housing (PSH) apartments.
• To the extent that any developer fee is deferred, developer will receive payment of that fee after the City’s receipt of its 50% share of net cash flow (residual receipts) from the residential portion of the Project.
• The City will provide a ground lease term of 99-years. Fair Market Value (FMV) rent by City will be reassessed at the 55-year mark.
• Subject to federal appropriation, the City will provide a Department of Housing and Urban Development (HUD) Community Project Funding (CPF) grant to the Developer in the amount of $2,000,000 for predevelopment expenses. This CPF grant was allocated to the City through congressional allocation specifically for PS3.
• The Santa Monica Housing Authority will provide 50 Project-Based Vouchers (PBVs) for the PSH apartments.
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• The Developer will provide night and weekend security for the first year of operations.
The annual commercial ground rent will be calculated as 6% of the commercial gross building area appraised value as of the closing date and shall be paid from commercial residual receipts. The annual commercial ground rent amount shall increase at Consumer Price Index (CPI) per year, with a floor of 2% and a ceiling of 4%. The City will receive 100% of commercial residual receipts until the annual payment equates to the annual commercial ground rent. Commercial rent that is unpaid in any year shall not accrue. After the City receives the annual ground rent amount, the City and Developer will share the commercial residual receipts at a 50/50 split. The residual receipts calculations will be different for the residential and commercial. There will be separate leases for residential and commercial tenants.
The proposed Development includes 122 new affordable residences, consisting of 44 studios, 16 one-bedrooms, 31 two-bedrooms, and 31 three-bedrooms. 50 of these residences will be set aside for PSH, and the City will provide 50 PBV’s restricted to 30% of area median income (AMI) for the PSH apartments. The development will restrict 100% of the apartments at or below 60% AMI.
To proceed, staff seeks City Council approval of the proposed DDA terms, including authorization for the City Manager to finalize and execute the DDA and Ground Lease.
Such terms are described in further detail below, summarized in Attachment B and include:
i. Ground-lease terms
ii. Required social services
iii. Use of net cash flow for both residential and commercial uses Terms Summary
The Developer desires to enter into a ground lease with the City for 99 years to retain City ownership in exchange for the continued operation of the property as affordable housing.
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To complete construction, the Developer will apply for the following financing sources:
1. Affordable Housing and Sustainable Communities (AHSC)
2. Infill Infrastructure Grant (IIG)
3. 4% Low Income Housing Tax Credits (Tax Credits) that are competitively awarded by the California Tax Credit Allocation Committee (TCAC)
4. Tax-exempt Bonds from the California Debt Limit Allocation Committee (CDLAC)
5. City HTF Loan of $4,271,981, which falls within the City’s HTF Guidelines Upon securing the agreed-upon financing, the Developer would begin construction of the Development. The construction budget, including a contingency allowance, is estimated at approximately $123 million. The final scope of the new construction and construction budget would be subject to prior written approval by the City.
Sources and Uses
Construction Permanent
Tax Exempt
Construction Loan
$63,531,007 Permanent Loan $7,100,000
Taxable Construction
Loan
$22,430,767 Commercial Loan $1,549,000
Costs Deferred Until
Construction
$3,168,268 Affordable Housing
Sustainable
Communities
(AHSC/State)
$30,938,381
Infill Infrastructure Grant
(IIG/State)
$7,500,000 Infill Infrastructure
Grant (IIG/State)
$7,500,000
City of Santa Monica /
Federal Allocation Award
for 1318 4th Street
$2,000,000 City of Santa Monica /
Federal Allocation
Award for 1318
4 th Street
$2,000,000
City Housing Trust Fund
Loan Request
$4,271,981 City Housing Trust
Fund Loan Request
$4,271,981
Deferred Fee $14,428,050 Deferred Fee $14,428,050
Equity $5,504,851 Equity $55,047,512
Total $122,834,924 Total $122,834,924
Next Steps
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With City Council approval, the City Manager will execute a DDA and associated documents to allow the Developer to apply for low-income housing tax credits and other funding sources to fund the Development’s construction.
Developer plans to submit its funding applications in March 2025 for AHSC, July 2025 for IIG, and to TCAC for low-income tax credits in April 2026. Developer anticipates receiving its TCAC allocation in August 2026 and will start construction in Winter 2027, with construction completion and move-ins estimated in 2029.
If a funding gap should occur, City staff can approve HTF loans that comply with the underwriting criteria and loan limits within the City’s HTF Guidelines. Any request outside of these limits will be brought before City Council for approval. Currently, Developer anticipates a funding gap of up to $4,271,981, which falls within the City’s HTF Guidelines.
Past Council Actions
Meeting Date Description
05/10/2024 City Council selection of the design concept and instructed staff to proceed with negotiations of the Ground Lease and Development and Disposition Agreement (DDA)
01/11/2022 City Council selection of development team for the former Parking Structure 3 site (PS3)
10/12/2021 City Council adopted the final 6th Cycle Housing Element Update (2021-2029)
07/13/2021 City Council awards Bid #2610 and RFP #2610 for the Demolition of Parking Structure #3 and development of site for affordable housing 06/25/2021 City Council provided direction to staff on the draft concepts and strategies to include in the 6th Cycle Housing Element Update 04/09/2019 City Council authorized staff to issue RFP for the development of affordable housing on PS3.
Environmental Review
The execution of a DDA and Ground Lease on the 1318 Fourth Street property for the development of affordable housing is exempt from CEQA pursuant to Section 15182 of CEQA. Section 15182 statutorily exempts qualifying residential or a mixed-use projects
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from CEQA that are consistent with an adopted specific plan. The DDA and Ground Lease for development of affordable housing meets the criteria described in Section 15182 in that the project would have a floor area ratio of at least 0.75, is located in a transit priority area, is consistent with the Downtown Specific Plan for which an Environmental Impact Report was certified, and is consistent with the general use designation, density, building intensity, and applicable policies specified for the project area in the Southern California Association of Governments’ Sustainable Communities Strategy.
The development of affordable housing on the property has been previously analyzed in the Final EIR for the Downtown Community Plan (DCP EIR) (State Clearinghouse No. 2013091056) which was certified in July 2017. The DCP EIR analyzed a build-out scenario of 3,024 housing units, including PS 3 as an identified site for housing development. Demolition and development of affordable housing would also be exempt from environmental review pursuant to Government Code Section 65457. “Government Code section 65457 provides an exemption from environmental review for a residential development that is consistent with a broader specific plan for which an environmental impact report previously has been certified.” (Concerned Dublin Citizens v. City of Dublin (2013) 214 Cal.App.4th 1301.) The City further finds that no grounds for supplemental or subsequent environmental review have occurred since certification of the DCP EIR.
Furthermore, the development of affordable housing on 1318 Fourth Street was analyzed as part of the 2021-2029 6th Cycle Housing Element Environmental Impact Report (EIR) [SCH No. 2020100575] that was certified by Council on October 12, 2021, with an Addendum to the EIR approved on October 11, 2022. Development of affordable housing on City-owned properties implements a portion of that 6th Cycle Housing Element and is consistent with the Housing Element EIR. Therefore, no further CEQA review is necessary.
Section 21080.40 of the Public Resources Code. Section 21080.40 exempts from CEQA “An action to lease, convey, or encumber land owned by a public agency for an
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affordable housing project” or “An action to facilitate the lease, conveyance, or encumbrance of land owned or to be purchased by a public agency for an affordable housing project”. The DDA and Ground Lease is for the development of an affordable housing project that would meet the criteria in Section 21080.40(a)(1) in that 1) all of the residential units within the project, excluding managers’ units, would be dedicated to lower income households, as defined by Section 50079.5 of the Health and Safety Code 2) the project would meet the labor standards set forth in Section 65912.130 and Section 65912.131 of the Government Code 3) the project is located on a legal parcel in an urban city within ½ mile of a major transit stop and 4) the project is fully surrounded by urban uses.
Additionally, the project meets the requirements of Section 21080.40(c), including • the affordable housing project will be subject to a recorded California Tax Credit Allocation Committee regulatory agreement.
• The affordable housing project site can be adequately served by existing utilities or extensions.
• The project site satisfies the requirements specified in subparagraphs (B) to (K), inclusive, of paragraph (6) of subdivision (a) of Section 65913.4 of the Government Code.
• The project site has been subject to a Phase 1 environmental site assessment, which determined that the project would not be subject to hazardous materials impacts.
The development of affordable housing on the property has also been previously analyzed in the Final EIR for the Downtown Community Plan (DCP EIR) (State Clearinghouse No. 2013091056) which was certified in July 2017. The DCP EIR analyzed a build-out scenario of 3,024 housing units, including PS 3 as an identified site for housing development. Demolition and development of affordable housing would also be exempt from environmental review pursuant to Government Code Section 65457. “Government Code section 65457 provides an exemption from environmental review for a residential development that is consistent with a broader specific plan for which an
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environmental impact report previously has been certified.” (Concerned Dublin Citizens v. City of Dublin (2013) 214 Cal.App.4th 1301.) The City further finds that no grounds for supplemental or subsequent environmental review have occurred since certification of the DCP EIR.
Furthermore, the development of affordable housing on 1318 Fourth Street was analyzed as part of the 2021-2029 6th Cycle Housing Element Environmental Impact Report (EIR) [SCH No. 2020100575] that was certified by Council on October 12, 2021, with an Addendum to the EIR approved on October 11, 2022. Development of affordable housing on City-owned properties implements a portion of that 6th Cycle Housing Element and is consistent with the Housing Element EIR. Therefore, no further CEQA review is necessary.
Financial Impacts & Budget Actions
There is a potential HTF request of $4,271,981 to cover the current funding gap, which falls within the City’s HTF Guidelines. Staff will return to Council with any required investment of HTFs or other City resources that fall outside of the City’s HTF Guidelines. Future year funding is contingent on Council budget approval.
Prepared By: Agustin Aleman, Senior Development Analyst Approved Forwarded to Council
Attachments:
A. Attachment A: April 9, 2024 Staff Report
B. Attachment B: DDA Term Sheet - 1318 4th St.
C. Attachment C: Oaks Initiative Form - EAH Inc.
D. Attachment D: Levine Act Disclosure Form - EAH Inc
E. PowerPoint Presentation
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