City of Santa Monica
City Council Meeting
AGENDA
LANA NEGRETE
MAYOR
ELLIS RASKIN CAROLINE TOROSIS
COUNCILMEMBER MAYOR PRO TEM
DAN HALL BARRY SNELL
COUNCILMEMBER COUNCILMEMBER
JESSE ZWICK NATALYA ZERNITSKAYA
COUNCILMEMBER COUNCILMEMBER
ELAINE POLACHEK
INTERIM CITY MANAGER
DOUGLAS SLOAN
CITY ATTORNEY
NIKIMA NEWSOME
CITY CLERK
STANDARDS OF BEHAVIOR THAT PROMOTE CIVILITY AT ALL PUBLIC MEETINGS:
• Treat everyone courteously; • Embrace respectful disagreement and dissent as democratic rights, inherent components of an inclusive
public process, and tools for forging sound decisions
• Hate has no place in Santa Monica. The City opposes
abusive or threatening hate speech, intolerance, or
dehumanization, and supports basic civil respect and
human decency.
• Listen to others respectfully;
• Exercise self-control;
• Give open-minded consideration
to all viewpoints;
• Focus on the issues and avoid
personalizing debate;
Regular meetings are broadcast live on CityTV cable channel 16 and on the internet at santamonica.gov. Cable television re-broadcasts air on Thursday and Saturday at 11:30 AM. The agenda will air on CityTV on Saturday and Sunday at 11:00 AM and 6:00 PM, and on Monday and Tuesday at 12:30 PM and 6:00 PM.
City of Santa Monica Generated: 3/10/2025 12:00 PM Page 2
RULES OF ORDER FOR THE CONDUCT OF CITY COUNCIL MEETINGS (Resolution No.11642(CCS))
WAYS TO PROVIDE PUBLIC COMMENT
If you are interested in providing public comment at a City Council meeting, there are several ways to participate:
(1) Written public comment. In lieu of oral public comment, the public is strongly encouraged to submit written public comment on agenda items via email to [email protected]. For written public comment submitted by 12:00 pm on the day of the meeting, best efforts shall be made to have them available online for viewing. Please note the agenda item number in the subject line of your written comments.
(2) Oral public comment. Persons wishing to address the City Council regarding items on the agenda must be present and submit their name and address (optional) to the City Clerk before the public comment section is opened for that item or before the public hearing is opened where one is required by law. Register to speak at the Speaker Kiosk prior to the meeting. Remarks from the public are limited to a total of 6 minutes per City Council meeting, with a maximum of 2 minutes and a minimum of one minute per item. Except for the author of the request, public comment on 15-items are limited to 1 minute. Except on Public Input, speakers appearing at the meeting in person, may donate 2 minutes to another person present in-person at the meeting, who may speak for a total of 4 minutes on that item.
Both the donor of time and the designated speaker must register at the Speaker Kiosk in person together.
Oral public comment from any one individual is limited to a total of 6 minutes per City Council meeting, with a maximum of 2 minutes per agenda item; under some circumstances, Council may change the maximum to 1 minute per agenda item.
Levine Act Disclosure. Pursuant to the Levine Act (Govt Code Section 84308), any party to a permit, license, contract, or other entitlement before the Council is required to disclose on the record any contribution, including aggregated contributions, of more than $500 made by the party or the party's agents within the preceding 12 months to any City official. Participants and agents are requested to make this disclosure as well. The disclosure must include the name of the party, participant, or agent, and any other person making the contribution; the name of the recipient, the amount of the contribution, and the date the contribution was made. Information regarding the Levine Act can be found here or you can contact the FPPC.
ORDER OF BUSINESS (may not be changed except by majority vote of the City Council.)
1. General Public Input
(members of the public may address the City Council
only on items not on the agenda, but within the
subject matter jurisdiction of the City).
2. Public Comment for Special Agenda Items, Consent
Calendar and Closed Sessions Only.
3. Special Agenda Items (Commendations and
Proclamations presented).
4. Consent Calendar (All items considered in one
motion unless removed by a City Councilmember for
discussion. Public comment shall be heard prior
to City Council discussion).
5. Closed Sessions.
6. Public Comment on remaining Agenda Items
7. Study Session.
8. Continued Items.
9. Administrative Proceedings.
10. Ordinances:
• 1
st Reading
• 2
nd Reading
11. Staff Administrative Item.
12. Public Hearings.
13. Reports of Boards and Commissions.
14. Resolutions.
15. Written Communications (other than
Reports of Commission and Officers).
16. Councilmember Discussion Items.
Agendas and reports are accessible on the City's webpage at smgov.net/council/agendas. They are also available at the City Clerk's Office and in alternate formats upon request. For a free email subscription to the City Council Agendas, please contact the City Clerk’s Office at (310) 458-8211 or [email protected].
Si desea comunicarse con alguien en español, llame a nuestra oficina al (310) 458-8211 y pida hablar con Esterlina Lugo.
City of Santa Monica Generated: 3/10/2025 12:00 PM Page 3
AGENDAS
CITY OF SANTA MONICA
SPECIAL JOINT MEETING
MAIN LIBRARY, MULTI-PURPOSE ROOM
601 SANTA MONICA BLVD.,
SATURDAY, MARCH 8, 2025
MEETING BEGINS AT 9:00 AM (PDT) AND
AT TELECONFERENCE SITES AT 7:30 PM (CDT) AND 8:30 PM (EDT) The Santa Monica City Council Meeting will be held on Tuesday, March 11, 2025, at 5:30 P.M. (Pacific Daylight Time) in the City Council Chambers, 1685 Main Street, Santa Monica, California 90401, and at 7:30 P.M. (Central Daylight Time) at a teleconference site located at Omni PGA Frisco Resort, 4341 PGA Parkway, Frisco, Texas 75033, and at 8:30 P.M. (Eastern Daylight Time) at a teleconference site located at Arlo Hotel, 333 G Street NW, Washington, DC 20001, where two of the Councilmembers will be present and will participate via teleconference.
HOW TO PROVIDE WRITTEN PUBLIC COMMENT:
Written public comment can be submitted via email to [email protected].
Written comments received prior to 12:00 pm on the day of the meeting will be available online. Please note the agenda item number in the subject line of your written comments.
This meeting is an in-person public meeting held at the Main Library, Multi-purpose room, at 601 Santa Monica Blvd. Audio of the meeting will be livestreamed on YouTube.
CALL TO ORDER
PLEDGE OF ALLEGIANCE / LAND ACKNOWLEDGEMENT
ROLL CALL
(This is a special City Council meeting. Public comment is restricted to only items listed on the agenda.)
City of Santa Monica Statement of Accountability (Land Acknowledgement) The City of Santa Monica is located on the land of Tovangaar. With great respect, the City acknowledges the Gabrieleño/Tongva as the First People of this ancestral and unceded territory of Kuruvungna, a village that we know as Santa Monica. We honor their elders, City of Santa Monica Generated: 3/10/2025 12:00 PM Page 4 past and present, and the Gabrieleño descendants who are part of the Gabrieleño /Tongva tribes.
We recognize that these peoples are still here, and as settlers and kuyam (guests), we recognize our responsibility and obligation to care for their land in partnership with them.
The City of Santa Monica commits to work in partnership with the Gabrieleño/Tongva people to uplift their voices and visibility on their ancestral land. (Please note that Agenda Items may be reordered during the Council meeting at the discretion of the City Council.)
LEVINE ACT DISCLOSURES AND ANNOUNCEMENTS / PROCEDURAL
MOTIONS
1. PUBLIC INPUT
(Public comment is permitted only on items not on the agenda that are within the subject matter jurisdiction of the City. State law prohibits the City Council from taking any action on items not listed on the agenda, including issues raised under this agenda item.) . Public input under this item will not be heard at this meeting. This is a special meeting and public input is limited to agenda items only.
2. PUBLIC INPUT (AGENDA ITEMS UNDER SPECIAL AGENDA ITEMS, CONSENT
CALENDAR, CLOSED SESSION ONLY)
No items
3. SPECIAL AGENDA ITEMS
No items
4. CLOSED SESSIONS
No items
5. CONSENT CALENDAR
(All items will be considered and approved in one motion unless removed by a Councilmember for discussion. In accordance with Charter section 615, the adoption of all ordinances and resolutions shall be by reading of title only unless a Councilmember present dissents. No public discussion is permitted on ordinances for second reading and adoption.)
No items
CITY MANAGER REPORT
TRAVEL ANNOUNCEMENT AND MAYOR'S HIGHLIGHT
City of Santa Monica Generated: 3/10/2025 12:00 PM Page 5
6. PUBLIC INPUT ON REMAINING AGENDA ITEMS
7. STUDY SESSION
No items
8. CONTINUED ITEMS
No items
9. ADMINISTRATIVE PROCEEDINGS
No items
10. ORDINANCES
(Public comment is permitted on ordinances for introduction and first reading. No public discussion is permitted on ordinances for second reading and adoption. In accordance with Charter section 615, the adoption of all ordinances and resolutions shall be by reading of title only unless a Councilmember present dissents.)
No items
11. STAFF ADMINISTRATIVE ITEMS
SPECIAL JOINT MEETING OF THE CITY COUNCIL AND HOUSING AUTHORITY
ROLL CALL
11.A. Approval of Minutes for the Housing Authority Board Recommended Action
Staff recommends that the Housing Authority Board approve the minutes for the following:
1. April 9, 2024, Housing Authority Board meeting.
2. June 25, 2024, Housing Authority Board meeting.
11.B. Fiscal Years 2025-2027 Council Budget Workshop
City of Santa Monica Generated: 3/10/2025 12:00 PM Page 6 Recommended Action
Staff recommends that the City Council:
1. Receive the FY 2025-26 through FY 2029-30 Five Year Financial Forecast;
2. Discuss and provide direction on items that will inform the preparation of the Fiscal Year 2025-27 budget;
3. Consider and affirm the proposed organizational priorities;
4. Adopt the Council federal and state legislative platforms;
5. Establish and appoint an Economic Development Ad Hoc Subcommittee focused on developing an economic development strategy and recommendations for the FY 2025-26 mid-year budget;
6. Provide direction to shape the public and stakeholder engagement process intended for the parking rate restructuring and which components of the parking rates and fees to target;
7. Authorize the City Manager to accept a grant award in the amount of $19,155 from the U.S. Department of Transportation, Pipeline and Hazardous Materials Safety Administration, through the State of California, Governor’s Office of Emergency Services for the Hazardous Materials Emergency Preparedness Grant, and to accept all grant renewals; and
8. Adopt a finding that the actions are not a “project” subject to the California Environmental Quality Act (CEQA) and a finding of no possibility of significant effect pursuant to Section 15061(b)(3) (Common Sense Exemption) of the CEQA Guidelines.
Staff recommends that the City Council and Housing Authority:
9. Appropriate FY 2024-25 midyear revenue and expenditure budget adjustments (Attachment A), requires 5 votes.
ADJOURNMENT OF SPECIAL JOINT MEETING
ADJOURNMENT
Agendas and reports are accessible on the City's webpage at www.smgov.net/council/agendas. They are also available at the City Clerk's Office and in alternate formats upon request. For a free email subscription to the City Council Agendas, please contact the City Clerk’s Office at (310) 458-8211 or [email protected].
Members of the public unable to attend a meeting but wishing to comment on an item(s) listed on the agenda may submit written comments prior to the meeting by meeting by mailing them to: City Clerk, 1685 Main Street, Santa Monica, CA 90401 or to [email protected]. Written comments received from the public by 12 PM on the day of the City Council meeting will be distributed to the City Council prior to the meeting and posted online. Members of the public who submit written public comment on an agenda item may be subject to the Levine Act which requires disclosure of campaign contributions of more than $500 to an officer of the City within the preceding 12 months.
City Hall and the Council Chambers are wheelchair accessible. If you require any special disability related accommodations to either attend or provide public testimony at a Council meeting (i.e. sign language interpreting, access to an amplified sound system, remote option, etc.), please contact the City Clerk’s Office at (310) 458-8211 or TDD: (310) 917- 6626 or via email at [email protected] at least 72 hours prior to the scheduled meeting. Best efforts shall be made to accommodate requests received after City of Santa Monica Generated: 3/10/2025 12:00 PM Page 7 the 72-hour deadline. In the case of special meetings, requests should be submitted as early as possible, but no later than noon the day of the special Council meeting.
Si desea comunicarse con alguien en español, llame a nuestra oficina al (310) 458-8211 y pida hablar con Esterlina Lugo.
Santa Monica Blue Bus Lines #1, #2, #3, #5, #9 and the EXPO Line serve City Hall.
Parking is available on Main Street, on Olympic Drive, and in the Civic Center Parking Structure (validation free).
Housing Authority
Report
City Council Meeting: March 8, 2025
Agenda Item: 11.A
1 of 1
To: Housing Authority
From: Nikima Newsome, City Clerk, Records and Election Services Department Subject: Approval of Minutes for the Housing Authority Board Recommended Action
Staff recommends that the Housing Authority Board approve the minutes for the following:
1. April 9, 2024, Housing Authority Board meeting.
2. June 25, 2024, Housing Authority Board meeting.
Prepared By: David Yakobson, Staff Assistant III
Approved Forwarded to Council
Attachments:
A. Minutes of April 9, 2024 5:30 PM
B. Minutes of June 25, 2024 5:30 PM
11.A
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1 April 9, 2024
(NOT APPROVED)
CITY OF SANTA MONICA
HOUSING AUTHORITY MEETING MINUTES
APRIL 9, 2024
A special meeting of the Santa Monica Housing Authority was called to order by Chair Brock at 11:00 p.m., on Tuesday, April 9, 2024, at City Council Chambers, 1685 Main Street.
Roll Call: Present: Chair Phil Brock
Vice Chair Lana Negrete
Commissioner Gleam Davis
Commissioner Oscar de la Torre
Commissioner Christine Parra
Commissioner Caroline Torosis
Commissioner Jesse Zwick
Absent: HAB Tenant Representative Elizabeth Cochran
Also Present: Authority Secretary David White
Authority Attorney Douglas Sloan
Interim Authority Clerk Nikima S. Newsome
CONVENE/PLEDGE On order of the Chair, the Housing Authority convened at 11:00 p.m., with all members present.
REPORT ON MEETING
COMPENSATION
Pursuant to State law, Interim City Clerk Nikima Newsome announced that Council will receive $50.00 in compensation for meeting as the Housing Authority Board.
PUBLIC HEARINGS:
FY 2024-25 ANNUAL AND
ADMINISTRATIVE
PLANS
12.A. Public Hearing and Adoption of Santa Monica Housing Authority Draft Fiscal Year 2024-25 Annual and Administrative Plans, was presented.
Recommended Action
Staff recommends the Santa Monica Housing Authority Board:
1. Hold a public hearing and receive public comment;
2. Adopt the Fiscal Year 2024-25 Santa Monica Housing Authority Annual Plan;
3. Adopt the Fiscal Year 2024-25 Santa Monica Housing Authority Administrative Plan;
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Attachment: Minutes of April 9, 2024 5:30 PM (6951 : Housing Authority Board Minutes (1 min)) 2 April 9, 2024
4. Authorize the Submission of the Fiscal Year 2024-25 Annual and Administrative Plans to the United States Department of Housing and Urban Development (HUD); and
5. Adopt a finding of no possibility of significant effect pursuant to Section 15061(b)(3) (Common Sense Exemption) of the California Environmental Quality Act (CEQA) Guidelines.
Member of the public Richard Hilton, spoke to the recommended action.
Motion by, Authority/Councilmember Davis, seconded by
Authority/Councilmember Torosis, to adopt the staff recommendation. The motion was approved by the following vote:
AYES: Authority/Councilmembers Zwick, Parra, Davis, Torosis, de la Torre, Vice Chair/Mayor Pro Tem Negrete, Chair/Mayor Brock NOES: None
ABSENT: Authority Member Cochran
ADJOURNMENT On order of the Chair, the special Housing Authority meeting was adjourned at 11:57 p.m.
ATTEST: APPROVED:
Nikima S. Newsome Phil Brock
Interim Authority Clerk Chair
11.A.a
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Attachment: Minutes of April 9, 2024 5:30 PM (6951 : Housing Authority Board Minutes (1 min)) 1 June 25, 2024
(NOT APPROVED)
CITY OF SANTA MONICA
HOUSING AUTHORITY MEETING MINUTES
JUNE 25, 2024
A special meeting of the Santa Monica Housing Authority was called to order by Chair Brock at 10:22 p.m., on Tuesday, June 25, 2024, at City Council Chambers, 1685 Main Street.
Roll Call: Present: Chair Phil Brock
Vice Chair Lana Negrete
Commissioner Gleam Davis
Commissioner Oscar de la Torre
Commissioner Christine Parra
Commissioner Caroline Torosis
Commissioner Jesse Zwick
HAB Tenant Representative Hajar Muqtasid St. Claire
Also Present: Authority Secretary David White
Authority Attorney Douglas Sloan
Interim Authority Clerk Nikima S. Newsome
CONVENE/PLEDGE On order of the Chair, the Housing Authority convened to a joint meeting with the City Council and Parking Authority at 10:22 p.m., with all members present.
REPORT ON MEETING
COMPENSATION
Pursuant to State law, Interim City Clerk Nikima S. Newsome announced that Council will receive $50 compensation for meeting as the Housing Authority and $50 for meeting as the Parking Authority.
PUBLIC HEARINGS:
BUDGET
12.A. Adoption of the Second Year of the FY 2023-25 Biennial Budget, Adoption of the First Year and Approval of the Second Year of the FY 2024-26 Biennial Capital Improvement Program Budget, was presented.
Recommended Action
Staff recommends that the City Council, Housing Authority and Parking Authority:
1. Adopt Resolution No. 11593 (CCS) of the City Council of the City of Santa Monica adopting the FY 2024-25 Operating Budget and adopting the first year and approving the second year of the FY 2024- 26 Biennial Capital Improvement Program Budget at Attachment A, as amended by Attachment D;
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Attachment: Minutes of June 25, 2024 5:30 PM (6951 : Housing Authority Board Minutes (1 min)) 2 June 25, 2024
2. Adopt Resolution No. 99 (HAS) of the Housing Authority of the City of Santa Monica adopting the FY 2024-25 Operating Budget and adopting the first year and approving the second year of the FY 2024- 26 Biennial Capital Improvement Program Budget at Attachment B, as amended by Attachment D; and
3. Adopt Resolution No. 264 (PAS) of the Parking Authority of the City of Santa Monica adopting the FY 2024-25 Operating Budget and adopting the first year and approving the second year of the FY 2024- 26 Biennial Capital Improvement Program Budget at Attachment C, as amended by Attachment D.
Staff also recommends that the City Council:
4. Adopt Resolution No. 11594 (CCS) of the City Council of the City of Santa Monica revising the City’s master fee schedule to establish and revise certain permit and user fees and charges (Attachment E);
5. Adopt Resolution No. 11595 (CCS) of the City Council of the City of Santa Monica revising the City’s master fine schedule to establish and revise the administrative citation schedule of fines for certain violations of the Santa Monica Municipal Code (Attachment F);
6. Adopt Resolution No. 11596 (CCS) of the City Council of the City of Santa Monica establishing parking rates and permit fees for all City parking facilities and resources (Attachment G);
7. Adopt Resolution No. 11597 (CCS) of the City Council of the City of Santa Monica temporarily waiving and reducing outdoor dining license fees for third street promenade to stimulate economic recovery (Attachment H);
8. Adopt Resolution No. 11598 (CCS) of the City of Santa Monica establishing new classifications and adopting salary rates for various listed positions (Attachment I) and approve the position and classification changes (Attachment J);
9. Adopt Resolution No. 11599 (CCS) of the City of Santa Monica establishing the Gann appropriations limit for FY 2024-25 (Attachment K);
10. Adopt Resolution No. 11600 (CCS) incorporating a project funded by SB1: The Road Repair and Accountability Act (Attachment L);
11. Adopt Resolution No. 11601 (CCS) authorizing the City Manager to revise the Confidential Unrepresented Employee (CUE) Pay Plan (Attachment M)
12. Maintain existing adult-use and medicinal cannabis tax rates or provide direction to staff on the desired adult-use and medicinal tax rate increases and adopt Resolution No. 11602 (CCS) increasing the adult-use and medicinal cannabis tax rates as directed effective January 1, 2025 (Attachment N);
13. Authorize the City Manager to accept a discretionary grant award in the amount of $50,000 from the Los Angeles Homeless Services Authority and approved by Supervisorial District 3 to support the
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Attachment: Minutes of June 25, 2024 5:30 PM (6951 : Housing Authority Board Minutes (1 min)) 3 June 25, 2024
City Attorney’s Office Shelter, Treatment, and Empowerment Program (STEP) Court;
14. Authorize the City Manager to accept a grant award of $4,822,406 from the U.S. Department of Housing and Urban Development’s Continuum of Care Program to provide housing subsidies for the homeless and disabled population and to execute all necessary documents to accept the grant and any subsequent renewals;
15. Adopt a finding of no possibility of significant effect pursuant to Section 15061(b)(3) (Common Sense Exemption) of the California Environmental Quality Act (CEQA) Guidelines; and
16. Adopt a finding that the proposed landing fee reduction project, which includes reduced rates for tie-downs, transient tie-downs, hangars, landing fees, and fuel flowage fees (Reduced Airport Fees), exempt from the California Environmental Quality Act (“CEQA”) pursuant to Public Resources Code section 21080(b)(1) and CEQA Guidelines sections 15061(b)(3), and 15369.
Questions asked and answered of staff included: has research been done on the effects of the financial impacts of different cannabis tax rates; would staff have objections to keeping the lower rates; will the alley and sidewalk paving programs receive funding and if not, will the programs permanently end; apart from the medicinal marijuana shops that have converted to commercial, will any shops be opening this year; how was the cannabis tax rate determined; can an item be pulled for the purpose of conducting a study session; what changes proposed in this fiscal cycle’s budget will aide public safety; regarding the discretionary fund, will these allocations be made now or in the future; can Item 16 be pulled for the purpose of holding a Study Session at a later date to evaluate if the reduced airport fees received can be used to fund other projects; regarding the Airport, are there funds allocated specifically for environmental studies and have any studies been performed; and including the proposed four additional officers, how many total officers will the City employ.
Considerable discussion ensued on topics including, but not limited to:
concerns with public safety, recommendation to maintain the current cannabis tax rates and not suspend taxing; working with organizations to promote the expansion of the POD program through announcements made in community forums, to help mitigate the disproportionate allocation of POD funds; and developing a bi-lingual outreach programs to reach other groups in the Pico neighborhood and specifically reaching out to the Black Santa Monica Community Group and the Greater Morning Star Baptist Church for collaborative efforts.
Motion by Vice Chair/Mayor Pro Tem Negrete, seconded by Authority/Councilmember Parra, to adopt a Resolution of the Housing Authority of the City of Santa Monica adopting the FY 2024-25 Operating
11.A.b
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Attachment: Minutes of June 25, 2024 5:30 PM (6951 : Housing Authority Board Minutes (1 min)) 4 June 25, 2024
Budget and adopting the first year and approving the second year of the FY 2024-26 Biennial Capital Improvement Program Budget at Attachment B, as amended by Attachment D. The motion was approved by the following vote:
AYES: Authority/Councilmembers de la Torre, Torosis, Davis, Parra, Zwick, Vice Chair/Mayor Pro Tem Negrete, Chair/Mayor Brock NOES: None
ABSENT: None
ABSTAIN: Authority Board Member St Claire
ADJOURNMENT On order of the Chair, the special Housing Authority meeting was adjourned at 12:54 a.m.
ATTEST: APPROVED:
Nikima S. Newsome Phil Brock
Interim Authority Clerk Chair
11.A.b
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Attachment: Minutes of June 25, 2024 5:30 PM (6951 : Housing Authority Board Minutes (1 min)) City Council
Housing Authority
Report
City Council Meeting: March 8, 2025
Agenda Item: 11.B
1 of 43
To: Housing Authority, Mayor and City Council
From: Elaine Polachek, Interim City Manager, City Manager's Office Subject: Fiscal Years 2025-2027 Council Budget Workshop Recommended Action
Staff recommends that the City Council:
1. Receive the FY 2025-26 through FY 2029-30 Five Year Financial Forecast;
2. Discuss and provide direction on items that will inform the preparation of the Fiscal Year 2025-27 budget;
3. Consider and affirm the proposed organizational priorities;
4. Adopt the Council federal and state legislative platforms;
5. Establish and appoint an Economic Development Ad Hoc Subcommittee focused on developing an economic development strategy and recommendations for the FY 2025-26 mid-year budget;
6. Provide direction to shape the public and stakeholder engagement process intended for the parking rate restructuring and which components of the parking rates and fees to target;
7. Authorize the City Manager to accept a grant award in the amount of $19,155 from the U.S. Department of Transportation, Pipeline and Hazardous Materials Safety Administration, through the State of California, Governor’s Office of Emergency Services for the Hazardous Materials Emergency Preparedness Grant, and to accept all grant renewals; and
8. Adopt a finding that the actions are not a “project” subject to the California Environmental Quality Act (CEQA) and a finding of no possibility of significant effect pursuant to Section 15061(b)(3) (Common Sense Exemption) of the CEQA Guidelines.
Staff recommends that the City Council and Housing Authority:
9. Appropriate FY 2024-25 midyear revenue and expenditure budget adjustments (Attachment A), requires 5 votes.
11.B
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Summary
The Council Budget Workshop is a unique opportunity for the Council to provide staff with an overarching policy framework that guides staff in the development of the Fiscal Years 2025-2027 budget by establishing Council priorities and providing strategic direction on the Council’s legislative platform and key budget strategies. Therefore, at this year’s budget workshop staff will seek direction on:
• Council priorities,
• Direction to shape the Fiscal Years 2025-2027 budget, • Approval of the Council’s legislative platforms, and
• Formation of a Council Ad Hoc Subcommittee on Economic Development This budget workshop comes at a time when the City of Santa Monica remains in a delicate financial position as a result of unprecedented legal liabilities, the lingering economic effects of COVID, and most recently the January wildfires. Cumulatively, these events have slowed Santa Monica’s recovery efforts and hindered the City’s ability to restore much needed community services or invest in critical infrastructure improvements. The FY 2025-27 budget reflects a need to conserve resources while placing a concerted and strategic emphasis on economic development.
The long-term changes in how people work, shop, and recreate mean Santa Monica must reimagine its local economy. Where the City’s daytime population was once approximately 250,000 per day and over 8 million visited our beaches annually, these numbers have eroded to a daytime population of about 150,000 and 6 million annual beach visitors. This has had a detrimental effect on our local shops, restaurants, and other businesses. We have seen the impacts as our corporate and retail vacancy rates now exceed the regional average. This in turn has had a negative effect on many of the City’s key revenue streams, including sales tax, parking, and transient occupancy taxes.
The result is, even after the passage of new tax measures CS, F, and K, the City
11.B
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operates in a structural deficit that must be resolved to ensure Santa Monica’s long-term financial wellbeing.
To address this structural deficit, staff are recommending an approach to the FY 2025- 27 budget that conserves expenditure growth while focusing efforts on the City’s economic development. Staff recommend that no new expenditures be added to the upcoming budget and that department operating budgets remain flat, except for negotiated labor increases. Even after accounting for these measures, the City will also need to allocate an additional $33.2 million in General Fund reserves over the forecast period to balance the City budget.
While the City’s reserves are very low, staff are recommending this approach to support the City’s economic recovery. Further reduction of city services and the diversion of staff efforts to planning for service reductions would only erode the quality of the City’s public spaces and ability to respond to customer requests. Moreover, this approach creates time to develop and implement new economic development strategies that could create long-term growth in Santa Monica. Additional cuts in services, maintenance of public facilities, security services, and other areas would hinder our ability to attract new businesses and deter existing businesses from making additional investments.
Therefore, staff are recommending that in addition to implementing select budget conservation strategies, the Council work with staff and the community to focus on economic growth for Santa Monica, including the formation of a Council Economic Development Ad Hoc Subcommittee. This temporary, limited purpose, ad hoc subcommittee would not be a “Brown Act” body and would work with the City’s Community Development Department and an interdepartmental staff task force to develop short- and long-term economic development strategies in preparation for the FY 2025-26 mid-year budget. Areas of focus will include ways to promote the City as an attractive place to invest, engagement with public as well as private partners, and enhancing efforts to streamline processes to open and expand businesses.
11.B
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To help inform this workshop, staff undertook an engagement process to help our community better understand the City’s financial position, assess the quality of city services, and seek input. The results of this input, along with Council’s FY 2025-27 priorities, and existing Council direction all informed the recommendations in this report.
In addition to these recommendations, staff will also present the Council’s legislative platform for adoption. This platform provides the foundation for the City’s advocacy to ensure the City’s policy priorities and positions are understood by policymakers at the federal and state levels. The legislative platforms are used by staff to expeditiously take positions on pending litigation and support amicus briefs in court. This is especially critical now with so many proposed and actual changes to the functions of the federal government that are in opposition to the City’s longstanding commitment to equity and the critical role in government to create opportunity and help uplift all people.
The approach presented here by staff to guide the FY 2025-27 budget aims to help position the City to focus on the most critical work while also maintaining a balanced budget. The next two years represent an important moment for Santa Monica to build on its strengths – natural beauty, a strong tourism industry, substantial investment in hotels and housing, trusted community partnerships, and a brand identity known worldwide – to reinvigorate Santa Monica.
11.B
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Financial Forecast and Biennial Budget
National and State Economies
In January 2025, U.S. President Donald Trump returned to the White House with plans to implement several economic policies he promised during the 2024 campaign. Among these policies are new or increased tariffs, mass deportations of immigrants, reductions in the federal workforce, tax cuts and deregulation. While the U.S. economy continued to rebound strongly in 2024, the uncertainties of potential policy changes at the federal level create forecast challenges.
According to the winter 2024 UCLA Anderson Forecast, tariffs would, for the most part, be passed on to consumers in form of higher prices, raising inflation in 2025 to just above 3%, and raising consumer prices by 0.9%. In 2026, inflation is forecasted to be well above 2%. In addition to inflationary pressures, it is anticipated that mass deportations would result in a rise in wages, exacerbating the existing labor shortages, as construction and the food industry are hit particularly hard. With GDP growth expected to be above 2%, the national economy continues to outshine its global peers.
However, the incoming tariff and deportation policies will put upward pressure on costs and downward pressure on consumption, leading to lower GDP growth, dipping below 2% in the second half of 2025.
Additionally, the UCLA Anderson Forecast suggests that California’s economy is projected to grow at about the same rate as the national economy in 2025 and 2026.
The unemployment rate for the fourth quarter of 2024 averaged 5.3%, while the averages for 2025 and 2026 are expected to be 5.5% and 5.0%, respectively. Real personal income is forecast to grow by 2.3% in 2025 and 2.6% in 2026. Despite higher interest rates, the continued demand for a limited housing stock, coupled with state policies inducing new home building, should result in the beginning of a recovery this year in the housing sector, followed by slow but solid growth in new home production thereafter.
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Local Economy
Cities like Santa Monica, with strong tourism, retail and entertainment amenities, were hit the hardest by the pandemic. Santa Monica’s local economy sees the effects of postCOVID changes in retail, work habits, and tourism. The daytime population of Santa Monica remains approximately 60% of what it was in 2019 and retail and corporate vacancy rates remain higher than the regional averages.
The City continues to recover and rebuild, as evidenced by significant new investments in hotels and housing throughout our community. Considerable efforts have been made to streamline processes and regulations to encourage a wider variety of businesses to consider opening venues on the Third Street Promenade, supported a popular outdoor dining program, and implemented a program for recreational marijuana sales.
The City has also worked with local businesses and hotels to establish new tax measures to fund programs and resources to enhance public safety and address homelessness, along with other strategic investments to ensure the community continues to move forward (Attachment B - Targeted Budget Enhancements). Even with these new revenue streams, the City still operates at 92% of 2019 staffing levels, with particularly deep impacts to the City’s libraries, human and youth services, and recreation, which translates to most City programs and services continuing to operate at reduced levels.
While the long-term local economic outlook is positive, the City remains in a precarious financial situation, driven by economic factors and organizational challenges such as:
• Inflation - significant cost increases from the highest levels of inflation in forty years and other market disruptions occurring as a result of global conflicts. • Tourism - lag in international and business travel, leading to slower than projected hotel tax revenue.
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• Hybrid work - the shift of office workers to remote work continues to impact foot traffic and day-time population activity, resulting in decreased consumer spending at restaurants and retail stores, impacting sales tax revenues. • Expiring Labor Contracts – the City’s eleven bargaining units all have contracts that expire on June 30, 2025. Negotiations for new contracts is now underway. • Palisades fires – impacting hotel activity and consumer spending in the third quarter of the fiscal year.
• Deferred equipment and infrastructure maintenance, leading to higher repair and/or replacement costs, increased need for emergency repairs to address system failures and reduced efficiency to operations.
• General Fund reserve levels, significantly reduced from a severe loss of revenues as a result of the pandemic (estimated at $195 million through June 30, 2024, as compared to pre-pandemic projections – chart 1 below) and legal settlement payments ($159.6 million was covered from reserves). • Unresolved legal liabilities of unknown magnitude. The city has paid out over $230 million in settlements related to former employee Eric Uller and is now facing another 157 claims in the matter, as well as 4 claims against another former employee in another matter. The City filed its own lawsuit seeking reimbursement from its insurers for claims paid and to be paid in the Uller matters, but the amount of reimbursement is uncertain, and no reimbursement is anticipated for at least two years. Likewise, the California Voting Rights Act or CVRA case was recently heard by the California Supreme Court, which issued an opinion referring the case back to the Court of Appeal. The Court of Appeal transferred the case back to the trial court. The case may go to trial in late 2025. • Uncertainty about Federal Funding calls into question the City’s ability to execute key projects such as the Pier Bridge Replacement and deliver key transit and housing services.
These challenges have a direct impact on the City’s ability to restore services and programs, specifically in the General Fund, to meet community needs and address critical gaps in services.
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Santa Monica, a high-quality credit rated city, continues to rely on prudent fiscal planning to prepare for the future with two-year operating budgets, five-year fiscal forecasts and capital plans, informed by a continuous review and refinement of city fiscal policies and processes. This careful planning allowed the City to quickly reposition itself in response to fiscal impacts of unprecedented liabilities and emergencies, such as the COVID-19 pandemic that devastated economies at all levels around the world. This long-term planning has enabled the City to weather the fundamental changes in the City’s revenue streams that resulted in the City receiving $195 million less in revenues compared with pre-COVID projections.
Pre-COVID Forecast vs. Actual Revenues
General Fund Five-Year Financial Forecast
The February 2025 General Fund Five-Year Financial Forecast incorporates the revenues and expenditures budgeted for FY 2024-25, as revised with midyear budget adjustments informed by eight months of actual data and current economic indicators.
The Five-Year Financial Forecast shows the balance of General Fund revenues less expenditures on an annual basis for the next five fiscal years. The Forecast
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assumptions and results were updated from those presented in the May 28, 2024 Budget Study Session (Attachment C.)
Five-year General Fund Forecast
As shown in the chart above, with the help of additional use of one-time funds from assigned fund balance ($33.2 million), plus working capital reserves ($27.6 million) as anticipated in February 2024, the General Fund is balanced.
Revenues
The revenue forecast is informed by actual revenues generated to date and updated assumptions based on economic trends and projections by hospitality industry, sales tax and property tax experts. These factors inform the midyear changes that are included in the forecast. In total, the Forecast has been updated to include a net revenue reduction totaling $6.4 million over the forecast period.
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The net $6.4 million reduction results from a decrease of $71.3 million primarily from sales tax, transient occupancy tax, parking and various fees and charges for service (timing of digital kiosk program, Fire Inspection Fees, EMS charges, Broadband Services). These losses are partially offset by increases totaling $64.9 million, primarily from business license tax (including Measure F annual revenues) and parking facility tax (including Measure K annual revenues), and other revenues from utility users tax and property tax. Council reviewed options for how to utilize these revenues at its October 8, 2024 meeting (Attachment K).
Santa Monica is heavily dependent on visitors and the hospitality industry, which took a significant plunge during the pandemic. While the visitor activity has been increasing, recovery has been slow. Both transient occupancy and sales taxes continue to lag behind pre-pandemic levels. These two revenues combined make up 33.4% of the City’s General Fund revenues as shown below.
City Local Tax Revenues as Percentage of Total Revenue
Sales tax trends reflect decreases in consumer spending specifically in luxury and EV vehicles sales from Santa Monica dealers, driving a sharper drop in overall car sales due to affordability concerns, driven by high financing costs, approximately 29% rise in car prices since the pandemic, combined with high interest rates and high insurance rates. Additionally, restaurants continue to be affected, especially fine dining
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establishments, as consumers opt for more price-conscious alternatives. Given these trends, staff has recalibrated the sales tax and transaction and use tax revenue projections in the forecast by an average annual decrease of approximately 7.2% from May 2024 projections.
Transient occupancy tax (TOT) continues to experience a slow recovery of international travel as compared to pre-pandemic levels, as well as the lingering effects of regional wildfires and the delayed reopening of the Regent Hotel, factors which are impacting revenues for FY 2024-25. It is projected that activity in Santa Monica will not return to peak levels experienced in 2019 until late 2026/early 2027, as tourism recovers. Given these trends, staff has recalibrated the transient occupancy tax revenue projections in the forecast by an average annual decrease of approximately 5.4% from May 2024 projections.
Property taxes have remained positive as assessed value increases continued during the pandemic. These increases are expected to continue, but at a slower pace reflecting a slight softening in the real estate market as interest rates remain high.
The chart below illustrates the historical trends for Sales, TOT and Property Taxes.
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Parking revenues, the other significant revenue source affected by visitors, are experiencing an average annual growth of 1.75%. The pandemic accelerated many trends, including online shopping and remote working, that will likely impact visitor behavior and decrease parking demand in future years. Staff anticipates that demand for parking will continue to flatten or decline as consumers adopt alternative transportation methods, including rideshares, Big Blue Bus and Metro bus and rail transit, bicycles and scooters, as well as increased use of free parking in the City’s downtown structures (currently for the first 90 minutes). Staff are currently in the process of conducting a citywide parking study, including conducting a parking supply and demand analysis, with recommendations expected back in mid-2025 to inform potential parking rate changes that would be brought to the City Council and submitted to the California Coastal Commission later in 2025.
Business License taxes have recovered above pre-pandemic levels. In November 2024, Santa Monica voters approved Tax Measure F, a tax measure that modernizes and streamlines the City’s outdated business license tax fee structure, with the goal of improving tax equity, exempting small businesses from the tax, decreasing tax rates for most retailers and restaurants, raising the corporate headquarters rate to 0.25%, removing auto dealer tax exemptions, and restoring a business license processing fee.
The business license tax increases are being phased in over a period of three years, to lessen the impact on affected businesses. Once fully implemented, Measure F is expected to generate new revenues of approximately $3 million annually for the City’s General Fund. Staff has updated the business license tax revenue projections in the forecast to reflect current trends and the additional revenue from the approved tax measure.
Santa Monica instituted a 10% Parking Facility Tax (PFT) in 1993. This tax currently applies to all public and private parking lots and structures in the City for occupying a parking space in any parking facility. In 2024, voters approved Tax Measure K, to increase the PFT by 8% on privately owned parking lots raising the total tax to 18% to raise $6.7 million annually to help fund city services. This tax measure will not impact City-owned lots where the tax will remain at 10% because of an exemption. Measure K
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was accompanied by an advisory measure, Measure PSK, to guide spending of additional resources. Staff has updated the PFT revenue projections in the forecast to reflect additional revenue from the approved tax measure, but new expenditures are not accounted for in the forecast.
FY 2024-25 Utility Users Taxes (UUT) revenue growth from electric, gas, and cable television utilities is primarily driven by rate changes by Southern California Edison, Southern California Gas Company, Spectrum, and Frontier Communications, respectively. Taxes from water and wastewater services reflect Council-approved utility rates as well as anticipated consumption patterns. Taxes from electricity and natural gas, after spiking in FY 2022-23 due to sharp increases in energy costs, are expected to flatten starting in FY 2024-25.
Looking to the future and further recovery, City General Fund revenues are projected to increase by 3.2% in FY 2025-26 over this current fiscal year and increase to an average
3.7% annually over the next three years.
Expenditures
The Forecast has been updated to include net new costs totaling approximately $43.6 million over the forecast period, including approximately $16.0 million in expenditure reductions associated with decreased TOT and Transaction and Use Tax revenues.
The new costs are detailed below.
• $15.6 million over the next two years for increased contributions to the selfinsurance funds for General Liability and Workers Compensation Insurance expenses, based on the most recent independent actuarial analysis of the fund, to ensure sufficient resources are available to cover claim expenses and increased excess insurance premiums.
• $12.4 million over five years for CalPERS Unfunded Accrued Liability pension costs, reflecting projected increases to pension contribution rates informed by the most recent valuation report that captures current portfolio earnings trends.
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• $7.2 million over five years for the City’s contract with the County of Los Angeles for beach lifeguard services, which will be expiring in 2025; the county is seeking increased compensation to continue providing services to Santa Monica.
• $18.4 million over the next five years is allocated for compensation adjustments in accordance with the 1982 labor agreement with the Santa Monica Police Officers Association (POA). These adjustments ensure that police officer salaries remain competitive with regional law enforcement agencies, aligning with the agreement’s requirement that net pay for officers ranks as the second highest among comparable departments. As part of this agreement, POA employees received a 4.99% salary adjustment effective January 2025. The percentage amount is due to the one-year suspension of the equity adjustment provision during the current three-year agreement. Negotiations are now underway with all 11 employee bargaining groups, the outcome of which could have further impacts on the City’s financial forecast.
• $6.0 million over two years for legal costs for the ongoing litigation over a request to transition to district elections. The case was recently heard by the California Supreme Court, which issued an opinion referring the case back to the Court of Appeal. The Court of Appeal transferred the case back to the trial court.
The case may go to trial in late 2025.
Reserves
Through the allocation of already severely diminished reserves, the General Fund is projected to maintain a balanced budget throughout the forecast. However, the forecast does not yet incorporate other critical impacts outlined below due to uncertainty in timing and magnitude but have the potential to be significant.
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Other Financial Considerations
Liabilities • Uller / Condon Settlement Claims
• LA28 Olympics
• Impacts of wildfires on tourism & consumer spending
• Impacts of wildfires on overtime spending – unplanned and not all reimbursable by FEMA
• GL and WC Insurance costs will continue to increase
Restoring
Services
• Library & Youth Services
• Community Programming
• Deferred Infrastructure Maintenance
• Capital Improvement Program
Financial
Stewardship
• Rebuild Reserves
• Repay Enterprise Funds
• Repay Housing Trust Fund
• 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
• Airport Conversion Project
General Fund total unrestricted (Assigned and Unassigned) reserves are significantly lower than prior to the pandemic, amounting to approximately 61% of what they were as of June 30, 2019.
Assigned reserves
include funds set aside
to respond to contingent
liabilities, other identified
cost increases, the cost
of accrued employee
vacation time, funding
for prior year funded
capital projects and
service contract
obligations encumbered from prior year budgets.
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As previously mentioned, demands on reserves have been impacted by a severe loss of revenues as a result of the pandemic and legal settlement payments. Of the total $229.8 million paid in legal settlements, $159.6 million was covered using General Fund reserves, while the remainder was covered by insurance funds and loans from unrestricted reserves in the City’s Housing Trust Fund, Water Fund and Workers’ Compensation Fund. These unprecedented low reserves levels have impacted the City’s credit ratings and in the face of ongoing contingent liabilities, continued economic volatility, and the appreciation that strong reserves allow us to continue to provide essential services even in the most difficult times (as currently being utilized in the forecast), the City must diligently balance program restoration, investing in new initiatives and addressing urgent needs with rebuilding its Rainy Day fund contingency, currently only at 13.5% or $57.1 million of ongoing expenditures, which equates to approximately two and a half months of staff compensation and benefit expenses.
General Obligations (GO) Bond
Public Works staff is assessing the feasibility of a General Obligation Bond in response to the increasing number of unfunded capital improvement projects (~$460M) and to limit the accelerated deterioration of city facilities and infrastructure. This bond would provide the necessary funding for long-term investments in transportation, public safety, parks, sustainability initiatives, and other key projects that directly impact residents' quality of life. It would also help the City secure cost-effective financing, while maintaining fiscal responsibility, promoting economic growth, and preserving Santa Monica’s commitment to a safe, clean, resilient, and well-maintained urban environment. Over the course of the next six months, staff would work with a polling consultant, engage stakeholders, and perform public outreach while conducting a preliminary poll to determine public appetite and interest and feasibility of a 2/3 vote for a General Obligation Bond. If polling shows favorably and the polling consultant sees interest exceeding the 2/3 voter requirement, staff would recommend a proposed bond measure sometime early 2026 to mid-2026, for inclusion on the 2026 ballot.
Parking Rate Restructuring
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The Department of Transportation’s Parking Division currently manages $51.7 million per year in citywide parking-related revenue with an operating budget of $19.6 million per year. This includes revenue from permit parking, on-street parking meters, and offstreet parking in the City’s 41 parking structures and lots. These 41 facilities include downtown structures and lots, Main Street lots, mid-city lots, beach lots, the Annenberg Community Beach House parking, Pier parking, and other City owned facilities. Parking revenues are an essential source of general fund revenue for the City (7.3% of total general fund revenues), but rates have not been adjusted since 2018. Part of the reason for the long period of time since the last rate change is the lengthy process needed to implement rate changes. Roughly 90% of the City’s paid parking falls within the Coastal zone, which means that rate increases require approval by the California Coastal Commission. Parking rate changes require public outreach and engagement, Council approval, Coastal Commission approval, and must be incorporated into a Parking Resolution to be approved by Council. This process can take up to two years.
Since May 2024, the Parking Division has been working with Walker Parking Consultants/Engineers to perform a parking rate study as well as other parking related tasks. Per Walker’s initial analysis, the potential revenue generated from a strategic parking rate restructuring at meters, parking permits, and other off-street facilities with the elimination of the 90-minute free parking period could be as much as $8.6 to $9.4 million per fiscal year. The impact of the 90-minute free parking period in downtown structures is significant because roughly 47 percent of downtown parkers leave within 90 minutes and do not pay any parking fees. Reducing or eliminating the 90-minute free period could allow the City to simplify the rates for these structures and actually reduce rates for many customers while potentially raising up to an additional $2.2 million in revenue. An additional source of unrealized revenue identified by staff is the prospect of passing on parking-related credit card processing fees and charges along to customers, consistent with Council action in 2020 for all other non-parking-related credit and debit card transactions across the City. The 2020 changes did not include parking related payments, thus the City currently absorbs these costs. Passing them along to customers in the form of credit/debit card convenience fees could bring in an estimated $2.4 million in additional annual revenue. Staff is seeking initial Council direction to
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shape the public and stakeholder engagement process intended for the parking rate restructuring, including on the following topics:
• Whether to advance scenarios that include the reduction or elimination of the 90- minute free parking period in downtown structures, which could allow for significant rate reductions for many customers in these structures while raising up to $2.2 million in revenue.
• Targeting an additional $8.6 to $9.4 million annual revenue from a strategic rate restructuring of meter rates, parking permit costs, and rates and other off-street facilities.
• Whether to pursue passing along parking-related processing fees and charges to customers, consistent with Council action for all other credit/debit card payments in 2020.
Other Funds Financial Forecast Update
Among the larger funds contributing to the City’s operations, the Airport, Big Blue Bus (BBB), Resource Recovery and Recycling (RRR), Housing Authority and Cemetery Funds project sufficient revenue to cover operational and capital needs during the forecast period.
The Water and Wastewater fund are conducting their 5-year rate study to keep pace with inflation and rising costs of providing safe, reliable water and sewer services.
Declining water usage, increased imported water purchases due to delayed completion of the Arcadia Water Treatment Plant Expansion, and delayed rate study adoption have required adjustments to Capital improvement Program (CIP) funding in order to keep the fund balance healthy and maintain reserve levels. The rate study includes funds to rehabilitate aging infrastructure, enhance operational resiliency and increase operational safety and is slated to go to Council for direction on March 25, 2025, with rate adoption in early June 2025.
The Pier and Beach Recreation Funds are projected to require General Fund assistance. Continued revenue constraints, including the partial closure of the Pier Deck
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parking, leading up to full closure in expected in early 2026 from the Pier Bridge Replacement Project, and pending plans to adjust beach parking rates are significantly contributing to the situation.
To partially mitigate the immediate impacts of the pandemic, the General Fund suspended contributions to the Information Technology and Vehicle Management Funds. Pending repayment of the suspended contributions, these internal services funds need to limit or defer the replacement of equipment and vehicles to the most critical. The Housing Trust Fund is also awaiting repayment of funds borrowed by the General Fund to further address impacts of the pandemic and legal claims.
In the past two years, revenues from the passage of Measure GS have generated $28 million in Year 1 and $18.3 million in Year 2 (as of the end of February 2025). In Year 1, $10 million was paid out to the school district and, pending any adjustments and/or corrections, another $10 million is anticipated to be paid out this year. The remaining $26.3 million is set-aside in the City’s Measure GS Fund to support homelessness prevention and affordable housing efforts.
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FY 2024-25 Midyear
Revenue and Expenditure Budget Adjustments
Midyear budget adjustments are made to reflect updated revenue projections, and to facilitate continuity in key service areas, for the reasons noted below.
Revenue Adjustments – General Fund
Staff projects General Fund revenues to reach approximately $455.9 million in FY 2024-
25. This projection is based on actual data from July 2024 to February 2025 as well as anticipated changes in economic conditions, year to date trends and consumer behaviors over the remainder of the fiscal year. These changes result in an estimated $2.8 million reduction as compared to the adopted budget. A summary of the significant budget adjustments is shown below. Attachment A lists all revenue budget adjustments by department and fund.
• Sales Taxes Including GSH transaction and use tax – reduction of $4.0 million (about 5%) primarily due to the ongoing shift from brick-and-mortar shopping to online sales, decreases in consumer spending specifically in new car sales from Santa Monica dealers due to affordability concerns, driven by high financing costs, a 29% rise in car prices since the pandemic, combined with high interest rates and high insurance rates. Additionally, restaurants continue to be affected, especially fine dining establishments, as consumers opt for more price-conscious alternatives.
• Transient Occupancy Tax – reduction of $3.6 million (5%) primarily due to the delayed reopening of the Regent Hotel, a slow recovery of international travel as compared to pre-pandemic levels, and the lingering effects of regional wildfires impacting the third quarter of the fiscal year.
• Parking Facility Tax – increase of $2.7 million (23.8%), primarily driven by the impact of the voter-approved Measure K tax that took effect in January 2025.
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• Property Tax – increase of $1.2 million (1.4%) which is consistent with the 2% CPI adjustment applied per Proposition 13 this year, along with robust revenues from former redevelopment project areas.
• Business License Tax – increase of $3.2 million (9.2%) primarily due to greater than projected one-time gross receipts reported by businesses and one-time revenue related to the tax audit program.
• Parking and Citations – increase of $0.9 million (1.9%) primarily reflecting a one-time increase in parking citation revenue from a delayed reporting of prior year revenue and an ongoing reduction in parking revenue reflecting increased use of free 90-minute parking in the structures, prevalence of telecommuting and hybrid work schedules, and use of alternative modes of transportation by visitors to Santa Monica.
• Fees/Charges/Other – $3.4 million (6.1%) reduction, primarily due to the later than anticipated design review for the Miramar project resulting in a delayed payment as per terms of the Development Agreement, less than projected digital kiosk advertising revenues resulting from delayed implementation of the first phase of the project, and decreased revenues from Emergency Medical Services due to the current contracted ambulance company not collecting the Paramedic ALS Fee for BLS transports. The decrease is partially mitigated by revenue from increased enrollment in City-funded CREST programs due to fewer afterschool programs offered by schools, as well as a one-time increase in reimbursements from greater mutual aid deployments this fiscal year resulting from an uncharacteristically active and longer than normal wildfire season on the West Coast.
Revenue Adjustments – Other Funds
FY 2024-25 revenue changes in the Other Funds result in a decrease of approximately $12.5 million. Significant revenue adjustments in other funds are summarized below. All revenue budget changes are detailed in Attachment A.
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• Airport Fund – Decrease of approximately $2.3 million primarily reflecting a decrease in lease revenues resulting from longer than expected office space vacancies due to renovation delays as well as the application of rent credits for tenant improvements. The decrease is partially offset by increased hangar rentals.
• Big Blue Bus Fund – Decrease in revenues by $1.6 million, primarily due to a reduction in advertising revenue and lower than projected operating subsidies.
Big Blue Bus’s operating subsidies have been adjusted to reflect the final funding allocations determined by LA Metro.
• Housing Authority Fund – Decrease of $1.3 million, primarily due to the delayed lease-up of 57 project-based units at 1413 Michigan Avenue (The Laurel), and the lengthy referral and application process for both The Laurel and Continuum of Care vouchers. An additional contributing factor is the time it takes for a voucher to be utilized, which is when the Housing Authority receives revenue. Staff have been working to increase voucher utilization by issuing new vouchers. Decreases are partially offset by an increase in revenue associated with the Emergency Housing Voucher (EHV) program voucher utilization, admin fees and service fees due to an increased focus on leasing up which increased utilization.
• Wastewater and Water Funds – Decreases of approximately $3.4 million and $4.5 million, respectively, reflecting delayed implementation of rate increases from January 2025 to July 2025 as well as extreme weather conditions.
Operating Budget – General Fund – Expenditure Adjustments Staff proposes General Fund operating expenditure adjustments that result in an approximate $2.2 million increase to the General Fund budget in FY 2024-25. While Attachment A details all expenditure adjustments, significant changes are noted below. • Increase of $2.0 million for legal costs associated with ongoing litigation over a request to transition to district elections.
• Increase of $1.6 million for six months of compensation adjustments in the Police Department.
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• Reduction of $1.4 million related to GSH allocations to Santa Monica Malibu School District and the City’s Housing Trust Fund, as a result of reduced Transaction and Use Tax revenues.
Operating Budget – Other Funds – Expenditure Adjustments Staff proposes operating expenditure adjustments in the Other Funds, that result in an approximate $0.5 million decrease. Attachment A details all expenditure adjustments, significant changes are noted below.
• Reduction of $1.2 million in the Housing Authority Fund, representing lower Housing Assistance Payment (HAP) voucher utilization primarily due to the extended lease-up of 57 project-based units at The Laurel and Serial Inebriate Programs.
• Increases of $0.3 million and $0.5 million in the Miscellaneous Grants and Special Revenue Source Funds. The change in the Miscellaneous Grants Fund, reflects the expenditures associated with an additional award for the organic waste recycling program and a new grant award to update the City's Hazardous Materials Area Plan. The change in the Special Revenue Source Fund, is a reduction related to GSH-related allocations from the General Fund to the City’s Housing Trust Fund from reduced Transaction and Use Tax revenues.
Capital Budget - Other Funds
Recommended changes to the FY 2024-25 capital budget include a net budget increase of $1.0 million to Pier Bridge Improvements. This increase is funded by grant funds from Caltrans under the Highway Bridge Program for bridge design costs in August 2024.
Grant Related Changes
Acceptance of Grant Award
The Santa Monica Fire Department was awarded the Hazardous Materials Emergency Preparedness (HMEP) Grant by the California Governor's Office of Emergency Services in the amount of $19,155. Staff recommends that Council authorize the City Manager to accept the HMEP Grant and any renewals so that staff may proceed to update the City's
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Hazardous Materials Area Plan, which has not been updated since 2019 and does not reflect current state laws and regulations governing emergency response to hazardous materials incidents. In addition, much of the infrastructure has changed around the City, such as adding underground chemical tanks for the Sustainable Water Infrastructure Project, large storage tanks of liquid natural gas for Big Blue Bus, and a retail hydrogen fueling station at City Yards - all of which need to be reflected in the Area Plan.
Additional Grant Funding
California Department of Resources Recycling and Recovery (CalRecycle) SB1383 Local Assistance Grant Program: CalRecycle awarded the Resource Recovery and Recycling (RRR) Division of the Public Works Department two cycles of funding from its SB1383 Local Assistance Grant Program which assists local jurisdictions with the implementation of regulation requirements associated with SB 1383 (mandatory organic waste recycling). Eligible expenditures include education, edible food recovery, and equipment. CalRecycle awarded the first cycle in FY 2021-22 in the amount of $132,049 and recently awarded the second cycle in the amount of $245,580.
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Building a Stronger Future Together:
Aligning Council Priorities and Staff Workplans
Santa Monica has built a reputation as, and remains today, one of the premier cities in America. This is largely due to the community’s consistent commitment to progressive values, a world-class workforce, and the ability to fund and implement best-in-class strategies around sustainability, affordable housing, homelessness prevention and intervention services, mobility, lifelong learning, arts and culture, and diversity and inclusion. It is also the result of a collaborative city organization working across departmental lines to realize important community initiatives aligned with Council priorities and direction. A summary of some of the major accomplishments and service deliveries was outlined in the October 2024 Information Item, Status Update on the FY 2023-24 Workplan and Performance Measures, (Attachment D.) However, a combination of fiscal constraints and unprecedented events have meant that staff have undergone a number of years of budget reductions and tradeoffs. This combined with a national toxic environment for public servants, a competitive labor market, reforms to pension benefits at the State level means the organization is at a critical juncture. In this crucial moment, it is imperative for the Council and staff to ensure alignment on priorities and policies for Santa Monica and to provide staff with a consistent, coherent vision for them to successfully do their work. Ensuring alignment between the Council and staff will allow projects to successfully move forward, enable efficient delivery of services, and ensure that the City continues to attract the best talent.
Current Staffing and Service Delivery
In looking back to chart a path forward, rekindling Santa Monica’s aspirational moniker will take strategic interdepartmental work, which benefits from understanding where the organization is today and how we got here. Guided by Council adopted priorities, City teams serve our community while still grappling with a reduced workforce, reduced revenues, challenges in recruitment and retention, and loss of institutional knowledge from a near total change in organizational leadership and Council membership over a
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short period of time. While major leadership shifts have recently occurred, going forward, stability across the leadership team among departments and the newly installed City Council can foster renewed energy.
Below is a summary of City services that continue to operate at reduced levels:
• Across the City, staffing levels remain 175.7 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 2024-26 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 a Capital Improvement Program that remains below 2020 funding levels, are 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.
A complete list of impacted City services is attached (Attachment E). Current citywide staffing levels by department are reflected in the following table:
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FTE %
City Council 1.0 1.0 2.0 1.0 100.0% 1.0
City Manager 66.1 48.0 58.0 -8.1 -12.3% 7.0
City Attorney 48.9 42.5 45.5 -3.4 -6.9% 1.0
Records & Elections Services 13.5 12.0 13.0 -0.5 -3.7% 2.0 Community Development 1103.0 80.0 90.0 -13.0 -12.6% 5.0 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% -1.0
Fire - non-sworn 16.0 14.0 16.0 1.0
Fire - as-needed 0.0 0.0 0.4 0.4 N/A
Housing & Human Services 2101.0 64.3 82.2 -18.9 -18.7% 6.8 Human Resources 28.2 22.0 27.0 -1.2 -4.3% 2.0
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% 3.5
Police - sworn 229.0 223.0 232.0 3.0 1.3% 14.0
Police - non sworn 181.0 166.0 167.0 -14.0 -7.7% 17.5
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% 39.0
Recreation & Arts 288.7 51.0 82.2 -6.5 -7.3% 2.2
Transportation 450.0 410.8 440.2 -9.8 -2.2% 23.0
Transportation - Mobility/Parking 148.5 31.5 37.5 -11.0 -22.6% 2.0 Citywide Total 2,298.3 1,889.8 2,122.6 -175.7 -7.6% 136.5 2 In FY 2023-24, the Community Services Department was dissolved and the Housing & Human Services and Recreation & Arts Departments were created.
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 19-20 to 24-25
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) 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
Today, the organization stands at 92.4% of the staffing levels Citywide compared with 2019/2020. It is in the face of these personnel and service reductions that staff have also been asked to engage in the substantive work of responding to emergencies, unfunded state mandates, and an unprecedented uptick in Councilmember requests of staff. Staff have made successful progress in all areas of the Council priorities in recent
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years, including completion of the City’s Housing Element, the streamlining of many City permitting processes, restoring in person services for Housing and same-day permits, launching the Art of Recovery and Reframe Arts programs, formalizing the City’s Diversity, Equity and Inclusion program and initiating work on reparations and an equity roadmap, and working with countless businesses and city leaseholders to support them as they also adapt to Santa Monica’s new economy.
To help ensure this long-term alignment and vision as both Council and staff strive to revitalize Santa Monica, staff are presenting three strategic resources (Council Priorities, Organization Roadmap and Legislative Platform). Through these, the Council can provide its overarching strategic direction, policy positions, and priorities for the most critical work to be done over the next few years while also ensuring Santa Monica’s financial solvency. From these documents and the direction provided by Council to inform the FY 2025-27 budget, staff develop their departmental and team workplans establishing their operational priorities. The ability to consistently manage these workplans and priorities helps to ensure staff are able to efficiently complete projects and respond to community and council requests to achieve our common goal of revitalizing Santa Monica.
Council Priorities for FY 2025-27
In recent budget cycles, the City Council has identified Council or community priorities to provide a framework for communicating the City’s projects and services and to focus limited resources in the operating and capital budgets. Council priorities are an important component of the City’s budgeting process, informing recommendations on new investments and focusing staff efforts and projects, particularly when financial and staff resources continue to be constrained. Priorities inform what issues are most important to Council and how staff inform and analyze projects and policy recommendations. They also serve as an important tool through which to communicate information on work most important to the community. Staff present the priorities identified at its 2023 budget workshop (Attachment F) for Council consideration:
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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.
• Clean & Safe Santa Monica: Create an atmosphere marked by clean and safe public spaces and neighborhoods, including parks for recreation and leisure activities.
• Cultivate Economic Recovery & Expand Community & Cultural Offerings:
Cultivate economic opportunity and recovery and invest in community and cultural amenities and programs for all community members, focused on expanding opportunities for youth, teens and seniors.
• Racial Justice, Equity & Social Diversity: The City of Santa Monica acknowledges the effects of generational and institutional racism and discrimination, and its consequences that continue to impact our residents and businesses. These lessons of our history cannot be ignored. The City is committed to advancing racial equity and social diversity to improve the wellbeing of people who live, work, learn, play, and do business in our City and create a community where differences in life outcomes cannot be predicted by race, class, gender, disability or other identities.
Everyone in Santa Monica must have an opportunity to thrive. • Sustainable & Connected Community: Ensure that City policies and programs enhance our resources, prevent and remedy harm to the natural environment and human health, and benefit the social and economic wellbeing of the community for the sake of current and future generations.
These broad priority statements serve an overarching framework for staff’s work, informing the budget, the operational roadmap, department workplans, and budget performance metrics.
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In preparation for this year’s workshop, staff undertook a community engagement process around the satisfaction of city services and community priorities. This included three community meetings and a non-scientific online survey, all of which were available in English and Spanish languages. In the end, 29 community members attended the budget meetings and we received 1,293 survey responses (1,288 in English and 5 in Spanish).
The community feedback reflects an overall general satisfaction with most city services and priorities. Consistent with past surveys, addressing homelessness and public safety remain top areas of focus for survey respondents, following affordable housing, mental health services, and mobility and safe streets. A complete report of the engagement results is attached (Attachment G.) It should be noted that community engagement is intended as one point of information for Council in selecting its priorities along with the Council’s commitments, and critical projects and initiatives supporting all of the priority areas that are now underway.
Staff use these priorities to inform our Santa Monica’s identity, our brand. These priorities and values are part of what attract people to visit, to live, and to open businesses here. Our reputation as a safe, inclusive, and sustainable community that supports a thriving arts and cultural community, offers multiple transportation and mobility options, and hosts inviting public spaces and a world class beach attractive for events and visitors alike all draw residents, visitors, and businesses to Santa Monica.
Continuing the important work on our current priorities both conveys to the community and to the organization that Santa Monica remains steadfast to its progressive values while also enhancing Santa Monica’s efforts to revitalize our local economy.
Organizational Roadmap
City leadership is taking all of these issues very seriously as the workforce is essential to excellent service delivery and responsiveness to community needs and Council priorities. To that end, the Organizational Roadmap (Attachment H) has been developed
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as a guide to some of the City’s critical projects over the next five years to focus the work of our organization, provide clarity for the community, and ensure responsiveness to Council direction.
This Roadmap is intended to provide a common understanding for departments as to the overall direction of the City in consideration of Council priorities in an era of increased fiscal constraint. It is important to note that the Roadmap contains the work necessary to accomplish high-level initiatives and does not provide a comprehensive inventory of staff work. However, there is reference to other aspects of the City’s work efforts including the citywide work plan consisting of more than 300 projects, departmental work plans that encompass department specific focused efforts, or ongoing city services that are day-to-day foundational work across the City.
Staff will report progress to the Council, community and organization on a periodic basis as updates to the Roadmap. As schedules change, this will be noted in tracking and reporting. The Roadmap is looking to the future and staff are committed to make progress on these major initiatives and key priorities delivering on Council priorities and direction.
This document identifies the largest, most complex projects requiring regular attention and resources. These include several significant projects focused on Council priorities, some items with broad organizational or community impact, and initiatives that are a City Manager priority. These efforts are a significant amount of staff’s work. As these major projects align with Council policy vision, having Council champion these efforts and allowing staff the ability to focus on this work is a significant factor in the success of the organizations ability to deliver on these projects.
A sampling of some of the more than 20 interdepartmental major projects outlined in the Roadmap include:
• Implement Fire Department Strategic Plan
• Implement a Comprehensive Homelessness Strategic Plan
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• Implement Police Department Strategic Plan
• Complete Airport Conversion Planning and Closure Process • Implement Vision Zero Initiatives
• Implement Local Economic Growth and Tourism Strategies • Develop and Implement Citywide Equity Plan
• Big Blue Bus Fleet Electrification Conversion
• Significant Land Use / Planning Initiatives
The success of these projects will take the collaboration of many people – our City departments and employees, our elected officials, and various stakeholders.
Maintaining a focus on these efforts in this budget cycle and beyond signals to staff that the era of high disruption is ending and that the organizational leadership is focused on priorities important to the community and to the workforce.
Council Legislative Platform
The City of Santa Monica engages state and federal lobbying firms, Shaw Yoder Antwih Schmelzer & Lange (SYASL) and The Ferguson Group, to advocate for its legislative objectives, secure funding opportunities, and represent its interests in Sacramento and Washington, D.C. These firms collaborate with City staff to advance council policy goals, monitor and influence legislation, and liaise with elected officials and agencies. The Council’s State and Federal Legislative Platforms grounds this advocacy and will continue to guide the City’s legislative and policy advocacy, ensuring alignment with Council’s adopted priorities and providing a transparent framework for engagement with state and federal policymakers.
Maintaining up-to-date legislative platforms at both the federal and state level serves to clarify City policies, create additional transparency, and enable staff to rapidly weigh in on matters of legislative importance with the backing of Council’s adopted positions. The City has developed updated State and Federal Legislative Platforms for the 2025-2026 legislative sessions, aligning advocacy efforts with key priorities: addressing homelessness, maintaining clean and safe public spaces, fostering economic recovery,
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advancing racial justice and equity, and promoting sustainability. Staff is recommending City Council adopt the updated 2025-2026 Federal and State Legislative Platforms (Attachment I.)
Adoption of the legislative platforms is a public statement by the Council of its legislative priorities at the federal and state level. This action, combined with consultation of positions adopted by statewide and national advocacy organizations such as the League of California Cities, National League of Cities, U.S. Conference of Mayors, and Independent Cities Association in addition to collaborations with regional partners though Joint Powers Authorities like Westside Cities Council of Governments and Southern California Association of Governments, allows staff to review and adopt positions on legislative items of particular concern to Santa Monica.
It is important to note that the platforms can be amended at any time should the Council wish to address additional topics not currently covered. Prompt adoption of these platforms remains the most efficient and transparent way to reaffirm the City’s legislative priorities and maintain credibility in its advocacy efforts.
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Safer at Home:
Response to Actions Taken by the Federal Government
While the City of Santa Monica remains committed to protecting and uplifting all residents, guided by values of equity, inclusion and justice, the 2025 presidential transition and dramatic shifts in federal policy has created new challenges for the community, particularly for those most vulnerable to systemic inequities. In response to Council’s direction asking staff to prepare for the presidential transition, staff formed a multi-departmental team led by the City Manager’s Office to serve as a triage and response team to better equip the City to respond to the regular stream of policy announcements coming from the White House. Recognizing the impact of these policies on Santa Monica’s diverse population, the team has focused in four key areas:
immigrant rights, LGBTQ+ support, rapid response coordination with City departments, and fiscal impact analysis. These efforts aim to ensure that all residents, particularly the most vulnerable, continue to have access to essential resources, legal protections, and city services.
One of the primary areas of focus has been immigrant rights. Building from its efforts and the relationships built during the 2016-2020 presidential administration, the team, through a collaborative effort with the City Manager’s Office, Housing and Human Services, Police and the Library, has strengthened community engagement through new partnerships and public outreach efforts designed to inform and empower immigrant residents. Local partners including SMMUSD, Santa Monica College.
Familias Latinas Unidas and others have worked with staff to elevate the key concerns of the community and to build the trust needed for the City to successfully assist in mitigating the impacts of the mass deportation efforts currently underway. A Know Your Rights event series has been launched, providing crucial legal information to the community, including:
• a presentation for the SMMUSD Student Affinity Group on February 11, • a PTA-sponsored event on February 12,
• a Know Your Rights event Virginia Avenue Park on February 27, and
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• a legal clinic hosted by the Los Angeles Free Legal Assistance Clinic (LAFLA) on March 10 where one on one legal consultations will be provided at no cost.
To further support these efforts, the City has updated and expanded its public-facing website, www.santamonica.gov/safeathome, which serves as a central hub for immigrant resources, legal guidance, and City-supported protections.
In addition to its work supporting immigrants, the CMO has prioritized efforts to ensure that Santa Monica’s LGBTQ+ community remains protected and supported. The City has enhanced its collaboration with county partners that provide specialized LGBTQ+ services, ensuring residents have equal access to vital programs, including physical and mental health support, financial assistance, and housing stability resources. In addition, a review of municipal policies is currently underway to ensure that existing legal and administrative structures continue to provide a safety net for transgender and queer residents, particularly in light of potential federal rollbacks of LGBTQ+ protections.
Council has affirmed its commitment to gender affirming care and those who are trans, gender diverse, or intersex at its February 25, 2025 meeting. The City health plans offer gender affirming care health benefits to all covered employees and the City and Council adopted an all gender restroom building ordinance that requires all new multi-stall restrooms be designed to be gender neutral. To support LGBTQ+ youth, the City includes protections in its anti-bullying policy that cover sexual orientation and gender identity and strives to ensure access to restrooms and recreational programs based on gender identity/expression, not perceived gender or biological sex assigned at birth.
Additionally, the City’s Out in Santa Monica affinity group supports the Trans Equity Scholarship, in partnership with the LA LGBT Center’s Trans Economic Empowerment Project, to help support those seeking to make their gender and name change official in government records. To better share resources for the LGBTQ+ community, staff hosts information on city and community efforts on the City’s dedicated LGBTQ+ inclusion webpage: www.santamonica.gov/lgbtqia-inclusion.
To better equip City departments with the tools and knowledge needed to respond to federal actions, staff from the City Manager’s Office and Housing and Human Services
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have begun meeting in the community with staff from CREST, PAL, and others in public facing roles upon request to host Q&A sessions. These sessions have proved invaluable in surfacing policy questions for review by the City Attorney’s Office, Police Department, and City Manager’s Office, allowing them to receive timely answers to legal and procedural questions that may arise when interacting with the public. A large city staff Know Your Rights forum will also be held in March 2025 with panelists from Legal Aid, the Coalition for Humane Immigrant Rights (CHIRLA), and representatives from the Los Angeles LGBT Center.
In addition, an interdepartmental rapid response communication channel has been established, enabling staff to share concerns and receive real-time guidance. These inquiries will be compiled into weekly digests, ensuring that all employees remain informed about emerging issues. To support this initiative, a new internal resource site will be developed in collaboration with the City Attorney’s Office, the City Council Office, and the Legislative Affairs Liaison to share up to date information on the status of Executive Orders and policy changes that could Impact Santa Monica specifically. This site will include guidelines for supporting vulnerable communities, managing City sites with appropriate safeguards, and protocols for interactions with federal agents.
Finally, the city’s Finance Department is conducting a fiscal review of federal funded projects to assess how federal policy changes may affect Santa Monica’s financial landscape. The uncertainty of federal funding calls into question the City’s ability to complete major projects such as the Pier Bridge Replacement, creates uncertainty about federal funding streams that subsidize our Big Blue Bus and affordable housing programs, and provide public safety grants to our Police and Fire Departments. A current inventory of City projects utilizing federal funds is attached (Attachment J). In addition to these very specific concerns, concerns also exist within our non-profit partners who rely on federal funds to provide their services. The City is simply not in the place to backfill losses in federal funding in any of these areas.
Adding to the uncertainty, tariffs and even the threats of tariffs risk the cost of goods needed for major capital projects to rise, further inhibiting the City’s ability to complete
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already funded projects. Through our City Manager, City Attorney, and Finance teams, departments are working closely with the City’s lobbyists to address each situation and provide guidance on whether projects should move forward at this time. To date, staff have not stopped work on any projects involving public funds, but pursuit of new federal funding appears less likely. Human Services staff have also opened a dialog with our non-profit partners to understand how they may be impacted and coordinate any efforts where possible. This continuous monitoring will help staff triage threats to federal funding as they come in to best mitigate their impacts to City operations wherever possible.
Through these efforts, the City Manager’s Office and its many City partners remain steadfast in their commitment to protecting the rights and well-being of Santa Monica residents, businesses and staff. By fostering strong community partnerships, ensuring access to critical services, enhancing internal coordination, and staying vigilant in fiscal planning, the City is actively working to mitigate the challenges presented by shifting federal policies. These initiatives reflect Santa Monica’s dedication to being a safe, inclusive, and resilient community, regardless of the political climate at the national level.
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Reimagine, Reinvent & Reinvest:
Supporting our Economic and Community Recovery
Economic Development has pivoted in the past five years from assisting businesses navigating the pandemic and post-pandemic economic realities to a greater emphasis on flexibility in regulations. Creation of the successful outdoor dining program on private property in places such as former parking spaces or expanding opportunities in the public right-of-way next to the curb in the form of parklets and/or extended sidewalk dining in front of adjacent vacant spaces, are early and ongoing success stories.
The next wave of work continues with increasingly flexible requirements in business districts, allowing larger businesses and a greater diversity of uses, especially those with food and/or alcohol service, to open more, removing procedural impediments and associated fees. Activating the districts is also critical, building upon recent policies adopted by Council including “Open Street” community events, the piloting of Entertainment District(s) starting on Third St Promenade and leveraging City-owned assets to host larger events including Cirque de Soleil (1550 Beach Lot), Tech Week LA – SM Innovation Hub (Ocean Ave/DTSM) and the introduction of Pickleball and Padel to the former PS3 site on 4th St (future affordable housing development) – all of which help activate the districts but also attract revenue to the City in form of license fees and revenues (e.g. sales tax, TOT and parking revenues). In addition, the Economic Development Division Team has rolled out a small business grants program utilizing CDBG funds to help support local businesses and attract investment to our neighborhood commercial districts.
Council should continue to anticipate zoning ordinance changes to increase flexibility for businesses and business districts through the end of the year. These changes are in response to Council requests, changes in state law, and requests from the business community. Work continues to ease the building permit and construction process, helping move projects along.
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Undoubtedly, 2025 is another inflection point in the economic wellbeing of the Santa Monica community, punctuated by impacts from the Palisades Fire. It is time for renewed efforts focused on business attraction, retention, and expansion, while capitalizing on branding and marketing. Santa Monica will continue to partner with our valued partners, including Santa Monica Travel and Tourism, the SM Chamber of Commerce and the business improvement districts while asking the Council to engage more directly in economic development. This is work that Santa Monica has not strategically emphasized recently and the need is imminent.
This will involve prioritizing staffing and shifting resources to critical economic recovery efforts in a strategic manner that will help build upon Santa Monica’s strengths – a leader in innovation, sustainability, wellness and tourism. In addition to business retention and attraction efforts, it is critical for the City to focus on attracting investment to our infrastructure, our commercial buildings and to new infill development projects that will help to support tourism, contribute to the City’s overall quality of life and drive more revenue to our community.
Why we need to act now, and urgently? Citywide, our office vacancy rate is 21.3%, putting us on par with Downtown LA at 21.5%. Our retail vacancy rate is 11.2%. For comparison, Downtown LA and West Hollywood are both 9%. This is unfortunately an increase from our historical average retail vacancy rates of 5.5%, according to CoStar.
One of the main contributing factors to these high rates is the loss in daytime workers and visitors from pre-Covid. This demonstrates the urgency to retain and attract workers back to Santa Monica, particularly in our downtown. On the positive side, this means we have a lot of opportunities in Santa Monica, particularly for our businesses.
While we still have a lot of work ahead of us, we have come a very long way since the pandemic, when we saw our annual visitor numbers plummet from 8 million visitors per year to nearly zero, and all but our essential businesses closed.
There are several critical next steps to help reimagine, reinvent, and reinvest in the City's economic development and recovery efforts. It is recommended that Council form
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an Economic Development Ad Hoc Subcommittee and support staff efforts to launch an economic development plan that will help to kick-start a strategic economic recovery program focused on business attraction, retention and expansion. One of the immediate roles of this committee will be to work with staff in drafting a new economic development strategy that is practical, focused on today’s economy, and implementable.
In addition, staff will launch an inter-departmental economic development task force comprised of pertinent staff members from every department to continue looking at all things “economic development” from a citywide perspective. Other immediate actions will include the adoption of a multi-point plan for economic recovery, all focused on providing services and mechanisms for small business assistance, development project implementations, removing barriers to development, and looking for ways to create opportunities for new revenues and business resurgence.
Also supporting our economic development efforts, the Community Partnerships team continues to pursue revenue-generating opportunities and plans to bring proposals to Council to expand requirements for commercial film and photography permits to include private property, pursue sponsorships and brand activations/collaborations, adopt guidelines for selling naming rights to certain City-owned facilities, and update the municipal code to enhance the City's ability to effectively capitalize on emerging and unsolicited opportunities.
Lastly, staff is working on rebuilding a branding and marketing campaign strategically focused on the messaging that the City is safe, open for business, and continues to welcome visitors. These initiatives will all maximize existing resources and capacity within Community Development, with assistance from all departments in an “all hands on deck” approach to revitalize Santa Monica’s economy.
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Next Steps
The Council workshop is the next step in the City’s biennial budget process, which will culminate in the FY 2025-27 budget being presented for adoption on June 24, 2025.
Between the workshop and budget adoption, there will be a series of opportunities to further inform the City’s work on its priorities and refine the proposed budget, including:
Date Topic
March 11 Homelessness Strategic Plan
March 25 Water and Wastewater Rates Study
April 22 Presentation of Equity Roadmap
May 15 Publication of Proposed FY 2025-27 Biennial Operating Budget and FY 2025-26 Proposed Capital Improvement Program Budget May 27 Budget Study Session
June 24 FY 2025-27 Budget Adoption
Environmental Review
The FY 2024-25 Midyear Budget and Council workshop is not a “project” subject to CEQA. The workshop is administrative in nature and would establish the budgeting process. Pursuant to CEQA Section 21065, the workshop does not meet the definition of a “project” subject to CEQA as it will not “cause either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment.” Additionally, per Section 15378(b) of the CEQA Guidelines, a “project” does not include organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment. Additionally, the workshop is exempt from CEQA pursuant to Section 15061(b)(3) of the CEQA Guidelines. The Midyear Budget is covered by the common sense exemption which states that CEQA does not apply, “where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.” Therefore, it can be seen with certainty that actions would not result in adverse physical impacts on the environment, and as such, is exempt from CEQA.
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Financial Impacts and Budget Actions
Combined with the Council-approved budget adjustments through February 2025, the recommended midyear budget adjustments would result in the following FY 2024-25 Revised Budget:
Revenues (in millions)
Adopted
Budget
Year to Date
Adjustments A
Midyear
Adjustments
Revised
Budget
General Fund $458.8 ($2.8) $456.0
Other Funds $421.4 $7.8 ($12.5) $416.7
Reimburse. & Transfers B ($95.7) ($1.3) ($97.0)
Total $784.5 $6.5 ($15.3) $775.7
Operating Expenditures (in millions)
Adopted
Budget
Year to Date
Adjustments A
Midyear
Adjustments
Revised
Budget
General Fund $449.9 $2.2 $452.1
Other Funds $304.6 $5.3 ($0.5) $309.4
Reimburse. & Transfers B ($81.4) ($81.4)
Total $673.1 $5.3 $1.7 $680.1
Capital Expenditures (in millions)
Adopted
Budget
Year to Date
Adjustments A
Midyear
Adjustments
Revised
Budget
General Fund $13.4 $1.2 $14.6
Other Funds $93.1 $4.9 $1.0 $99.0
Reimburse. & Transfers B ($14.3) ($1.3) ($15.6)
Total $92.2 $4.8 $1.0 $98.0
A Reflects year-to-date budget adjustments approved by Council on 6/25/2024 (Item 5B), 7/9/24 (Item 5I), 7/23/24 (Items 5C and 5G), 8/27/24 (Item 5B), 9/10/24 (Item 5B), 10/22/24 (Items 5D and 5I), 11/11/24 (Items 5D and 5H), 12/17/24 (Items 5E, 5M, 5Q and 10B), 1/28/25 (Item 5J), and 2/25/25 (Item 4B).
B These are technical adjustments to eliminate double counting of certain revenues and expenditures appearing in two funds.
Details of FY 2024-25 mid-year budget adjustments are in Attachment A.
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Prepared By: Christopher Smith, Deputy City Manager
Approved Forwarded to Council
Attachments:
A. Detail of Proposed Revisions to FY 2024-25 Budget
B. Targeted Budget Enhancements Included in FY 2023-25 Adopted Biennial Budget
C. May 28, 2024 Staff Report
D. Status Update on the FY 2023-24 Citywide Workplan and Performance Measures
E. Impacted City Services
F. March 11, 2023 Staff Report
G. Community Engagement Survey Results
H. Organizational Roadmap
I. Updated 2025-26 Federal and State Legislative Platforms J. FY 2024-25 Midyear Federal Funding Review
K. Budget Study Session on Enhancing Public Safety and Addressing Homelessness
L. Written Comments
M. PowerPoint Presentation
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Fund/Department Description
FY 2024-25
Increase /
(Decrease)
GENERAL FUND (01)
CITY MANAGER Represents an adjustment to digital kiosk franchise fee revenues due to permitting and construction delays and a January 1, 2025 effective date for the minimum annual guarantee, as well as a revenue sharing arrangement among the General, Beach and Pier Funds. $ (1,937,400)
TOTAL CITY MANAGER REVENUE ADJUSTMENTS $ (1,937,400)
Represents a delay in the receipt of condominium tax revenue due to the postponement of major condominium projects as a result of the updated Housing Element. $ (290,000)
Represents a shift in the collection of seismic retrofit program revenues as the buildings remaining on the seismic list tend to be larger, involving higher plan check fees but taking longer time to complete. (166,242) Reflects a decrease in revenues as Code Enforcement Officers issued more warnings in lieu of immediate citations, as well as staff vacancies that impeded enforcement of vacation rental citations, which tend to involve the highest fines. (117,946)
TOTAL COMMUNITY DEVELOPMENT REVENUE ADJUSTMENTS $ (574,188) FIRE Represents an increase in reimbursements from greater mutual aid deployments this fiscal year resulting from an uncharacteristically active and longer than normal wildfire season on the West Coast, offset by a reduction in revenues from commercial inspections due to overestimated projections from a FY 2022 fee study and a reduction in revenues from Emergency Medical Services due to the current contracted ambulance company not collecting the Paramedic ALS Fee for BLS transports. $ 1,042,265 TOTAL FIRE REVENUE ADJUSTMENTS $ 1,042,265
Reflects an increase in revenues for all CREST programs from higher than anticipated enrollment due to fewer afterschool options offered by schools. $ 202,322
TOTAL HOUSING AND HUMAN SERVICES REVENUE ADJUSTMENTS $ 202,322 INFORMATION SYSTEMS Reflects a decrease in revenues due to a decline in fiber optic services customers. $ (311,856)
TOTAL INFORMATION SYSTEMS REVENUE ADJUSTMENTS $ (311,856) POLICE Represents a one-time increase in revenues due to parking citations issued in FY 2023-24 but revenue not received until FY 2024-25, partially offset by reductions in animal license renewal revenues and requests for security for onsite filming. $ 961,592
TOTAL POLICE REVENUE ADJUSTMENTS $ 961,592
DETAIL OF PROPOSED REVISIONS TO FY 2024-25 BUDGET
REVENUE BUDGET ADJUSTMENTS
COMMUNITY
DEVELOPMENT
HOUSING AND HUMAN
SERVICES
March 8, 2025 A-1
Attachment A
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Attachment: Detail of Proposed Revisions to FY 2024-25 Budget (6710 : Council Workshop) Fund/Department Description
FY 2024-25
Increase /
(Decrease)
DETAIL OF PROPOSED REVISIONS TO FY 2024-25 BUDGET
PUBLIC WORKS Reflects an increase in revenues primarily due to a shift in the timing of a funding contribution from SMC related to the Memorial Park Redevelopment and Expansion Project, partially offset by various revenue reductions due to a later start date to EV charger related services, a decline in utility excavation permits for placement of fiber by telecommunications providers, a reduction in wireless facilities fees, and a decline in the quantity or complexity of landscaping plan checks. $ 183,797 TOTAL PUBLIC WORKS REVENUE ADJUSTMENTS $ 183,797
DEPARTMENT OF
TRANSPORTATION
Reflects a decrease in revenue due to a decline in requests for temporary traffic control and a reduction in parking revenues due to the January 2025 wildfires, including the relocation of the 2025 Genesis Invitational, an annual golf tournament held each February at the Riviera Country Club in Pacific Palisades which offered shuttle service to and from Parking Structure 1. $ (392,016)
TOTAL DEPARTMENT OF TRANSPORTATION REVENUE ADJUSTMENTS $ (392,016) NON-DEPARTMENTAL Reflects increased business license tax revenue due to greater than projected gross receipts reported by businesses and one-time revenue related to the tax audit program. $ 3,200,000
Reflects increases associated with voter-approved Measure K, increasing the parking facility tax by 8% on privately owned parking lots and structures. The increase took effect January 1, 2025. 2,744,272 Reflects utility user tax revenue growth from increased rates set by utilities companies.
316,200
Reflects adjustment to align with historical actual vehicle license fees collected.
140,000
Reflects adjustment to align with delayed project timeline on the Miramar development project.
(2,000,000)
Reflects lower than projected sales and use tax revenue from continued impact from the consumer shift from brick-and-mortar purchases toward online sales, as well as decreased spending in new car sales and fine-dining. (3,963,213) Reflects lower than projected transient occupancy tax revenue, primarily due to delayed reopening of the Regent Hotel, slow recovery of international travel and lingering impacts of regional wildfires on travel to the City in the third quarter of the fiscal year.
(3,629,782)
Reflects increased property tax revenue based on the 2% CPI adjustment applied per Proposition 13 this year, along with robust revenues from former redevelopment project areas. 1,202,143
TOTAL NON-DEPARTMENTAL REVENUE ADJUSTMENTS $ (1,990,380) TOTAL GENERAL FUND REVENUE ADJUSTMENTS $ (2,815,864)
March 8, 2025 A-2
11.B.a
Packet Pg. 59
Attachment: Detail of Proposed Revisions to FY 2024-25 Budget (6710 : Council Workshop) Fund/Department Description
FY 2024-25
Increase /
(Decrease)
DETAIL OF PROPOSED REVISIONS TO FY 2024-25 BUDGET
AIRPORT FUND (57)
PUBLIC WORKS Reflects a decrease of approximately $2.3 million primarily due to lower lease revenues and rent credits as a result of renovation delays, partially offset by increased hangar rentals. $ (2,279,554)
$ (2,279,554)
BEACH FUND (11)
COMMUNITY
DEVELOPMENT
Represents an adjustment to digital kiosk franchise fee revenues due to permitting and construction delays and a January 1, 2025 effective date for the minimum annual guarantee, as well as a revenue sharing arrangement among the General, Beach and Pier Funds. $ 196,438
$ 196,438
BIG BLUE BUS (60)
DEPARTMENT OF
TRANSPORTATION
Represents a decrease primarily due to a reduction in advertising revenue as well as an adjustment to align with the final funding allocations from LA Metro, reflecting its overall decrease in operating subsidy to the Big Blue Bus. $ (1,607,825)
$ (1,607,825)
CEMETERY FUND (59)
PUBLIC WORKS Reflects a decrease in revenues due to lower demand for mortuary services and a reduction in the sales of caskets and cemetery and cremation plots. $ (90,000) TOTAL CEMETERY FUND REVENUE ADJUSTMENTS $ (90,000)
GAS TAX FUND (26)
PUBLIC WORKS Reflects a one-time increase in gas tax revenue to align with revised California Department of Finance projections based on higher than anticipated fuel consumption. $ 106,181
TOTAL GAS TAX FUND REVENUE ADJUSTMENTS $ 106,181
HOUSING AUTHORITY FUND (12)
HOUSING AND HUMAN
SERVICES
Adjustment reflects a decline in Section 8 voucher utilization and lower housing assistance payments due to a longer lease-up period, offset by an increase in rental subsidy revenue related to the Emergency Housing Voucher program. $ (1,333,690)
$ (1,333,690)
TOTAL AIRPORT FUND REVENUE ADJUSTMENTS
TOTAL BIG BLUE BUS REVENUE ADJUSTMENTS
TOTAL HOUSING AUTHORITY FUND REVENUE ADJUSTMENTS
NON-GENERAL FUNDS
TOTAL BEACH FUND REVENUE ADJUSTMENTS
March 8, 2025 A-3
11.B.a
Packet Pg. 60
Attachment: Detail of Proposed Revisions to FY 2024-25 Budget (6710 : Council Workshop) Fund/Department Description
FY 2024-25
Increase /
(Decrease)
DETAIL OF PROPOSED REVISIONS TO FY 2024-25 BUDGET
MISCELLANEOUS GRANTS FUND (20)
FIRE Represents the award of a new Hazardous Materials Emergency Preparedness (HMEP) Grant to update the City's Hazardous Materials Area Plan. $ 19,155
HOUSING AND HUMAN
SERVICES
Represents a budget correction to account for the loss of subsidies from the State of California when it deemed the PAL and VAP summer lunch programs ineligible for reimbursement.
(10,000)
PUBLIC WORKS Represents adjustments to the capital expenditure and grant revenue budgets to reflect an additional allocation from Caltrans for the Pier Bridge Project. 35,000
Represents an additional award amount for the SB1383 Local Assistance Grant to promote the implementation of regulation requirements associated with SB 1383 (mandatory organic waste recycling). 245,580
$ 289,735
PIER FUND (53)
COMMUNITY
DEVELOPMENT
Represents an adjustment to digital kiosk franchise fee revenues due to permitting and construction delays and a January 1, 2025 effective date for the minimum annual guarantee, as well as a revenue sharing arrangement among the General, Beach and Pier Funds. $ 196,438
$ 196,438
SPECIAL REVENUE SOURCE FUND (10)
Represents a one-time increase in revenue from fees collected from developers in-lieu of building affordable housing.
$ 438,000
Represents higher than anticipated revenue as a result of a one-time increase in the number of payors into the Opioid Settlement Fund. 740,664
PUBLIC WORKS Represents a reduction primarily in Parks and Recreation Impact Fees to be collected as a result of no additional projects anticipated to be completed this fiscal year, as well as lower than expected Low Carbon Fuel Standard (LCFS) credit revenue from the Greenwealth contract scheduled to start in February 2025. (1,065,000)
$ 113,664
TOTAL MISCELLANEOUS GRANTS FUND REVENUE ADJUSTMENTS
TOTAL PIER FUND REVENUE ADJUSTMENTS
TOTAL SPECIAL REVENUE SOURCE FUND REVENUE ADJUSTMENTS
HOUSING AND HUMAN
SERVICES
March 8, 2025 A-4
11.B.a
Packet Pg. 61
Attachment: Detail of Proposed Revisions to FY 2024-25 Budget (6710 : Council Workshop) Fund/Department Description
FY 2024-25
Increase /
(Decrease)
DETAIL OF PROPOSED REVISIONS TO FY 2024-25 BUDGET
VEHICLE MANAGEMENT FUND (70)
Represents revenue into the Vehicle Management Fund from the Beach Fund, associated with the purchase of a beach sweeper that was approved as part of the Capital Improvement Plan. $ 127,500
Reflects a decline in payments from City departments for the cost of CNG and regular fuel due to reduced diesel usage as well as fluctuation in fuel prices. (315,000)
$ (187,500)
WASTEWATER FUND (51)
PUBLIC WORKS Represents a decrease in revenue reflecting the postponement of a rate study, which would have implemented rate increases in January 2025, to allow sufficient time for public engagement and avoid potential confusion with local ballot measures and council elections. Results of the rate study will be presented to Council on March 25, 2025 with rate adjustment recommendations to be presented to Council for adoption in June 2025 and new rates to take effect in July 2025. $ (3,408,585) $ (3,408,585)
WATER FUND (50)
PUBLIC WORKS Represents a decrease in revenue reflecting the postponement of a rate study, which would have implemented rate increases in January 2025, to allow sufficient time for public engagement and avoid potential confusion with local ballot measures and council elections. Results of the rate study will be presented to Council on March 25, 2025 with rate adjustment recommendations to be presented to Council for adoption in June 2025 and new rates to take effect in July 2025. The revenue decrease was partially offset by a one-time increase in revenue from recycling old meters as part of the Advanced Metering Infrastructure (AMI) project. $ (4,482,286) TOTAL WATER FUND REVENUE ADJUSTMENTS $ (4,482,286)
TOTAL NON-GENERAL FUND REVENUE ADJUSTMENTS $ (12,486,984) GRAND TOTAL - ALL FUND REVENUE ADJUSTMENTS $ (15,302,848)
TOTAL WASTEWATER FUND REVENUE ADJUSTMENTS
TOTAL VEHICLE MANAGEMENT FUND REVENUE ADJUSTMENTS
PUBLIC WORKS
March 8, 2025 A-5
11.B.a
Packet Pg. 62
Attachment: Detail of Proposed Revisions to FY 2024-25 Budget (6710 : Council Workshop) Fund/Department Description
FY 2024-25
Increase /
(Decrease)
DETAIL OF PROPOSED REVISIONS TO FY 2024-25 BUDGET
EXPENDITURE BUDGET ADJUSTMENTS
GENERAL FUND (01)
CITY ATTORNEY Reflects anticipated legal costs associated with ongoing litigation over a request to transition to district elections.
$ 2,000,000
POLICE Reflects compensation adjustments related to terms in the Santa Monica Police Officers Association (POA) Memorandum of Understanding, which requires base salaries of POA employees be adjusted to cause the "net pay” of the Police Officer job classification to be the second highest in comparison to local police departments. $ 1,587,485
NON-DEPARTMENTAL Reflects reduced allocation to SMMUSD due to lower than projected transaction and use tax revenue as discussed above. $ (935,750) Reflects reduced transfer to the Housing Trust Fund due to lower than projected transaction and use tax revenue as discussed above. $ (467,875) TOTAL GENERAL FUND EXPENDITURE ADJUSTMENTS $ 2,183,860
March 8, 2025 A-6
11.B.a
Packet Pg. 63
Attachment: Detail of Proposed Revisions to FY 2024-25 Budget (6710 : Council Workshop) Fund/Department Description
FY 2024-25
Increase /
(Decrease)
DETAIL OF PROPOSED REVISIONS TO FY 2024-25 BUDGET
NON-GENERAL FUNDS
HOUSING AUTHORITY (12) FUND
Adjustment reflects a decline in Section 8 voucher utilization and lower housing assistance payments due to a longer lease-up period, partially offset by an increase in services provided to Emergency Housing Voucher holders and voucher holders from other jurisdictions. $ (1,231,367) TOTAL HOUSING AUTHORITY FUND EXPENDITURE ADJUSTMENTS $ (1,231,367) MISCELLANEOUS GRANTS (20) FUND
FIRE Represents the award of a new Hazardous Materials Emergency Preparedness (HMEP) Grant administered by the California Governor's Office of Emergency Services (CalOES) to update the City's Hazardous Materials Area Plan. $ 19,155
PUBLIC WORKS Represents an additional award amount from California Department of Resources Recycling and Recovery (CalRecycle) for its SB1383 Local Assistance Grant Program to promote the implementation of regulation requirements associated with SB 1383 (mandatory organic waste recycling). $ 245,580
CAPITAL IMPROVEMENT
PROGRAM
Represents adjustments to the capital expenditure and grant revenue budgets to reflect an additional allocation from Caltrans for the Pier Bridge Project. $ 1,042,999
TOTAL MISCELLANEOUS GRANTS FUND EXPENDITURE ADJUSTMENTS $ 1,307,734 SPECIAL REVENUE SOURCE (10) FUND
NON-DEPARTMENTAL Reflects reduced transfer to the Housing Trust Fund due to lower than projected transaction and use tax revenue as discussed above. $ 467,875 TOTAL SPECIAL REVENUE SOURCE FUND EXPENDITURE ADJUSTMENTS $ 467,875 $ 544,242
HOUSING AND HUMAN
SERVICES
TOTAL NON-GENERAL FUND EXPENDITURE ADJUSTMENTS
March 8, 2025 A-7
11.B.a
Packet Pg. 64
Attachment: Detail of Proposed Revisions to FY 2024-25 Budget (6710 : Council Workshop) Fund/Department Description
FY 2024-25
Increase /
(Decrease)
DETAIL OF PROPOSED REVISIONS TO FY 2024-25 BUDGET
TOTAL GENERAL FUND REVENUE ADJUSTMENTS $ (2,815,864)
TOTAL NON-GENERAL FUND REVENUE ADJUSTMENTS $ (12,486,984) GRAND TOTAL ALL FUNDS REVENUE ADJUSTMENTS $ (15,302,848) GENERAL FUND OPERATING EXPENDITURE ADJUSTMENTS $ 2,183,860 GENERAL FUND CAPITAL EXPENDITURE ADJUSTMENTS $ -
TOTAL GENERAL FUND EXPENDITURE ADJUSTMENTS $ 2,183,860
NON-GENERAL FUND OPERATING EXPENDITURE ADJUSTMENTS $ (498,757) NON-GENERAL FUND CAPITAL EXPENDITURE ADJUSTMENTS $ 1,042,999 TOTAL NON-GENERAL FUND EXPENDITURE ADJUSTMENTS $ 544,242 GRAND TOTAL ALL FUNDS EXPENDITURE ADJUSTMENTS $ 2,728,102
SUMMARY - REVENUE BUDGET ADJUSTMENTS
SUMMARY - EXPENDITURE BUDGET ADJUSTMENTS
March 8, 2025 A-8
11.B.a
Packet Pg. 65
Attachment: Detail of Proposed Revisions to FY 2024-25 Budget (6710 : Council Workshop) Funding Source Department(s) Description Permanent
FTE
As-needed
FTE FY 2023-24 FY 2024-25
General Fund City Manager Restoration of ongoing funding for the Neighborhood Grant program
- 49,000 49,000
General Fund City Manager Resources to support Community Partnerships Program, including the We Are Santa Monica Fund, the digital
kiosks, LA28 Olympics, film and event permits, and other public-private partnership opportunities
1.0 149,629 152,965
General Fund Community
Development
Establishment of ongoing funding for security services
program at the Pier (Measure CS)
- 604,804 616,900
General Fund Community
Development
Restoration of key positions to enhance economic
recovery work
2.0 360,299 375,171
General Fund and
CDBG
Community
Development
Establishment of a Small Business Assistance and
Tenant Improvement Fund
- 150,000 100,000
General Fund Community
Development
Funding to enhance monitoring and enforcement of the
City’s home-sharing ordinance (Measure CS)
- 130,000 130,000
General and All
Enterprise Funds
Finance Position to support payroll operations, partially funded by enterprise funds
1.0 122,225 126,604
Risk Mgmt, Admin Finance Temporary employee hours to support the Workers' Compensation program, funded by reallocation of funds
0.5 - -
General Fund Fire Dept Changes in the Fire Department to strengthen to improve Emergency Medical Services (EMS) delivery.
With the completion of the CRU pilot program, resources are reallocated to a new EMS Battalion Chief/Homeless
Liaison, 3 new Captains serving in the Emergency
Incident Technician role (offset by the deletion of 3
Firefighter positions), a part-time Logistics position, a contracted case manager for high users of 911, and
restoration of a longer Recruit Academy program that
increases the ability to hire a more diverse workforce.
The enhancement is partially funded by increased
inspection revenues (ongoing and one-time).
(1.0) 0.4 235,414 143,713
Housing and Human
Services
Positions are added to support the new Housing and
Human Services Department as the organizational point
for homelessness services and programs and to
manage a larger voucher program in the Housing
Authority. Positions include the restoration of a Housing Manager, Housing Authority Administrator, Staff
Assistant III, and a 0.5 Housing Inspector, and a new Sr Housing Specialist and Housing Specialist.
5.5 See below See below
Recreation and Arts Creation of Recreation and Arts Department to enhance leadership around recreational partnership opportunities.
Positions added include a Director, Administrative
Services Officer and an Executive Administrative
Assistant.
3.0 See below See below
30,152 49,317
452,147 690,512
555,897 698,707
General Fund Housing and Human
Services
Ongoing funding for partial restoration of the direct
service programs of PAL and VAP and to enable CREST
to fully operate at elementary schools
1.8 345,034 348,389
General and All
Enterprise Funds
Housing and Human
Services
ADA Coordinator position to oversee compliance
program, partially funded by enterprise funds
1.0 161,420 166,980
General Fund Housing and Human
Services
Expansion of homeless multidisciplinary outreach teams
(Measure CS)
- 460,000 460,000
General Fund Housing and Human
Services
One-time funding for preparation of a Homelessness
Strategic Plan (HSP) (Measure CS)
- 400,000 -
General Fund Housing and Human
Services
Redesign of the SAMOSHEL interim housing program to
accommodate 24/7 intakes (Measure CS) (ongoing and
one-time)
- 800,000 600,000
General Fund,
Housing Authority
Fund and Housing
Trust Fund
General Fund
Housing Authority Fund
Housing Trust Fund
Staffing Changesa Operating Expenses
B-1
ATTACHMENT B
TARGETED BUDGET ENHANCEMENTS INCLUDED IN
FY 2023-25 ADOPTED BIENNIAL BUDGET
11.B.b
Packet Pg. 66
Attachment: Targeted Budget Enhancements Included in FY 2023-25 Adopted Biennial Budget [Revision 1] (6710 : Council Workshop) Funding Source Department(s) Description Permanent
FTE
As-needed
FTE FY 2023-24 FY 2024-25
Staffing Changesa Operating Expenses
General Fund Human Resources Funding for services to administer selection/examination processes to establish eligibility lists for employee
recruitment
- 260,000 260,000
General Fund Human Resources Funding for classification and compensation studies - 140,000 140,000 General Fund Information Services Ongoing funding to maintain for previously one-time funded technology related items
- 55,999 97,918
General Fund Information Services Conversion of limited term position to permanent 1.0 179,870 196,261 General Fund Library and Public
Works
Restoration of additional service hours at the Main
Library on Saturdays, extending evening hours at all
open locations (M-TH) to 8 pm, and opening the Main
Library one hour earlier (M-TH) at 10 am. This is in
addition to maintaining services funded with one-time
funds in the prior budget cycle.
3.0 1.9 510,492 527,008
General Fund Non-Departmental Ongoing funding to support the School District’s Playground Club program
- 500,000 500,000
General Fund Non-Departmental Funding for program to offer reduced RRR rates for qualifying low-income households
- 150,000 150,000
General Fund Police Dept Funding to expand security services program at Downtown parking structures (Measure CS)
- 280,000 280,000
General Fund Police Dept Realignment of administrative positions in the Police Department
- (11,830) (12,184)
General Fund Police Dept Increase Police Department staffing levels to expand Homeless Liaison Program (HLP) and to augment
staffing in other areas of need such as the Downtown
Services Unit (Measure CS)b
7.0 2,017,804 2,084,391
General Fund Police Dept Restoration of approximately 1.49 FTE as-needed Animal Care Attendant hours to support the Santa
Monica Animal Shelter
- 1.5 85,000 85,000
General Fund Public Works Ongoing funding for maintenance of the water features at Ken Genser and Tongva Parks (Measure CS)
- 84,756 86,451
Water Fund Public Works Staffing changes to align positions with operational responsibilities in the Water Division
- 12,406 12,777
General Fund Public Works Funding to increase tree pruning frequencies in hightraffic areas to improve safety and aesthetics of our public spaces (Measure CS)
- 120,000 120,000
General Fund and
Vehicle Mgmt.
Public Works Funding to establish specialized public space maintenance team focusing on waste and debris
generated by people experiencing homelessness
(Measure CS)
3.0 440,355 571,385
Wastewater Fund Public Works Staffing to help advance water conservation projects (Water Resources Protection Specialist and Sr. Water
Resources Protection Specialist)
2.0 307,847 320,696
Resource Recovery
& Recycling
Public Works Staffing to enhance alley clearing, illegal dumping and bulky item pickup services, bike lane sweeping, comply
with State mandatory organics recycling, and work
towards Zero Waste goal, funded by new rate
adjustments
18.0 (2.9) 1,722,502 1,790,110
Airport Fund Public Works Funding to repair and replace aging equipment at airport hangars
- 40,000 40,000
Cemetery Fund Public Works Staffing changes to align position with operational responsibilities
- 0.4 - -
BBB, Water,
Wastewater and
Airport
Public Works and
Transportation
Funding to continue the Trades Intern Program (TIP),
which focuses on supporting and empowering
vulnerable Santa Monica youth and adults
5.0 373,430 388,130
General Fund Records and Election
Services
Restoration of passport services, almost entirely funded by new revenues
1.0 103,373 107,132
B-2
ATTACHMENT B
TARGETED BUDGET ENHANCEMENTS INCLUDED IN
FY 2023-25 ADOPTED BIENNIAL BUDGET
11.B.b
Packet Pg. 67
Attachment: Targeted Budget Enhancements Included in FY 2023-25 Adopted Biennial Budget [Revision 1] (6710 : Council Workshop) Funding Source Department(s) Description Permanent
FTE
As-needed
FTE FY 2023-24 FY 2024-25
Staffing Changesa Operating Expenses
General Fund Records and Election
Services
Upgrade of Enterprise Content Management system
(ongoing and one-time funds)
- 84,810 41,070
General Fund Recreation and Arts Funding for continuation of the Art of Recovery program - 250,000 250,000 General Fund Recreation and Arts Re-introduction of cost covering Swim Center conference room rental
0.1 5,777 5,893
General Fund Recreation and Arts Positions to increase public access to Community Recreation Facilities funded by reallocation of funds
8.8 - (7,042)
Beach Fund Recreation and Arts Restoration of cost covering position to address demand for event rentals at the Annenberg Community Beach
House
0.5 80,224 83,350
General Fund Recreation and Arts Restoration of cost covering access hours at Memorial Park Gym and Fitness Room and field rentals
1.5 80,952 81,936
General Fund Recreation and Arts Creation of a new cost covering Pickleball Program, with dedicated staff provide overall program oversight
1.0 0.6 136,720 140,655
General Fund Recreation and Arts Expand cost covering classes at new SaMoHi aquatic facility
0.1 4,817 4,876
General Fund and
Airport
RES, Library, CMO,
PW, CDD
Funding to support hybrid public meetings - public
comment
- 62,655 35,152
Big Blue Bus Transportation Staffing changes to support the BBB’s recruitment and training efforts, maintenance needs and security
services to restore bus service to pre-pandemic levels
4.0 1,574,579 1,626,599
Special Revenue
Source Fund
Transportation Restoration of City Traffic Engineer position to enhance the City’s ability to deliver mobility projects and develop a multi-year traffic signal preventative maintenance
program (funded with TIF funds and reallocation of
contractual services funding in the GF).
1.0 162,067 167,411
Total 60.8 12.9 14,820,626 14,883,233
General Fund 9,351,250 8,921,992
All Other Funds 5,469,376 5,961,241
14,820,626 14,883,233
Notes:
Funding Source Department(s) Description Permanent
FTE
As-needed
FTE FY 2023-24 FY 2024-25
General Fund Community
Development
Deputy Director - Special Projects position to lead City efforts to implement high-profile projects and ensure that the City's obligations are completed in a timely and
effective manner. The City has secured a commitment
from parties with developer agreements to fund the
position in its entirety through completion of the
projects. (October 24, 2023)
1.0 185,457 289,402
Additional Operating Enhancements since June 27, 2023
a. Position changes are listed here, as all changes to position counts require Council approval.
Note that the change of the total Permanent FTE count listed here (60.8) and the total in the Personnel and Staffing section (49.3) of this document is 11.5 FTEs. The difference is as follows: 8.5 limited-term positions that are being extended or converted to permanent status. Those positions do not appear as changes in the Personnel and Staffing section because they were already budgeted limited-term positions in FY 2022-23; therefore, continuing those FTEs in FY 2023-24 does not change the count of FTEs year over year. Additionally, 3.0 FTE reduction for limited-term positions that expire as of June 30, 2023 are also reflected in the Personnel and Staffing section.
b. On a one-time basis until positions are filled, resources will support the Directed Action Response Team (DaRT) and be saved to invest in Police technology initiatives.
Staffing Changes Operating Expenses
B-3
ATTACHMENT B
TARGETED BUDGET ENHANCEMENTS INCLUDED IN
FY 2023-25 ADOPTED BIENNIAL BUDGET
11.B.b
Packet Pg. 68
Attachment: Targeted Budget Enhancements Included in FY 2023-25 Adopted Biennial Budget [Revision 1] (6710 : Council Workshop) Funding Source Department(s) Description Permanent
FTE
As-needed
FTE FY 2023-24 FY 2024-25
Staffing Changesa Operating Expenses
General Fund Community
Development
Cost covering, through new permitting revenues,
addition of two Combination Building Inspectors to
create greater capacity to perform inspections, thereby ensuring compliance with the City’s building regulations, reducing permit processing time and improving the City’s permitting process. (February 27, 2024)
2.0 302,752
General Fund Information Services
and Recreation and Arts
No-cost staffing changes to align positions with
operational responsibilities and departmental needs
funded through reallocation of resources. (February 27, 2024)
3.3 (7.4) -
General Fund Library Three-year limited-term Library Literacy Program Assistant position to initiate English as a Second
Language (ESL) services for the Library. The position
funding comes from annual grant funds from
California Library Literacy Services (CLLS) awarded
to the Library. (October 24, 2023)
1.0 90,000 115,200
General Fund Police and
Non-Departmental
Council direction on May 28, 2024 to add 4.0 Police
Officers. Funding for FY 2024-25 has been pro-rated to
reflect the expected filling of the new positions after existing vacancies have been filled. (June 25, 2024)
4.0 424,920
General Fund Public Works Addition of a limited-term Principal Design and Planning Manager to lead the Airport Conversion Project, funded
by Park Impact Fee funds in the Special Revenue
Source Fund. (December 19, 2023)
1.0 231,048
General Fund Public Works Addition of a 5-year limited-term Project Support Assistant in the General Fund to address backlog of
maintenance and construction projects at the Airport and will be funded by the Airport Fund. (February 27,
2024)
1.0 46,946 116,763
General Fund Recreation and Arts Cost covering staffing changes to enhance Outdoor Sports Facility permitting, Memorial Park front office, enhanced customer service and support for the
Community Recreation Division, offset by additional field permit revenues. (February 27, 2024)
1.0 (0.6) 28,098 70,965
General Fund Transportation Funding for the costs of adding a Transportation Management Coordinator and deleting a Transportation
Management Specialist, funded by Transportation
Impact Fee funds in the Special Revenue Source
Fund. The staffing change will enable the department to effectively address mandated policy work related to
changes to parking, transportation, and housing policies at the regional and state level. (October 24, 2023)
- 24,225 37,422
General Fund 515,483
Airport Fund 28,000
General Fund 5.3 (1.1) -
BBB, Cemetery,
Clean Beaches,
Wastewater, and
Water Funds
1.5 103,113
Finance, Human
Resources, Library,
Public Works,
Transportation
Staffing changes to align positions with operational
responsibilities and departmental needs funded primarily through reallocation of resources. (May 28, & June 25,
2024)
City Manager, Housing
and Human Services,
Public Works, and NonDepartmental
One-time use of savings to support various programs
and projects including: translation of customer-facing
documents into Spanish; interpretation of community
listening sessions and other items as part of the Citywide Equity Plan; upgrade of the VoicePrint system that
records Public Safety and 911 Dispatch phone calls in
real-time; update to the City’s Local Hazard Mitigation Plan; recruit a team of clinicians to adequately staff the Therapeutic Transport Program; the DTSM Ice Rink; and
establish a one-time flexible funding source to assist
households at imminent risk of displacement. (October
24, 2023)
B-4
ATTACHMENT B
TARGETED BUDGET ENHANCEMENTS INCLUDED IN
FY 2023-25 ADOPTED BIENNIAL BUDGET
11.B.b
Packet Pg. 69
Attachment: Targeted Budget Enhancements Included in FY 2023-25 Adopted Biennial Budget [Revision 1] (6710 : Council Workshop) Funding Source Department(s) Description Permanent
FTE
As-needed
FTE FY 2023-24 FY 2024-25
Staffing Changesa Operating Expenses
General Fund 1.0 (1.2) 278,489
Beach, Cemetery,
and Miscellaneous
Grants Funds
1.0 0.01 168,911
Big Blue Bus Transportation Chief Planning Officer to further align and integrate multimodal transportation planning in Santa Monica.
(May 28, 2024)
1.0 207,715
Big Blue Bus Police Traffic Services Officer (part-time) to support the Automated Bus Lane Enforcement (ABLE) project to
improve safety and operational efficiencies in bus
service. (May 28, 2024)
0.5 77,063
City Attorney 514,145 50,000
City Manager 200,000
Housing and Human
Services
31,600
Police 135,000
Special Revenue
Source Fund
Housing and Human
Services
One-time enhancement for Tenant Protections and a
Right to Counsel program as part of the City's Homeless Prevention Strategy, funded by the Housing Trust Fund.
(February 27, 2024)
93,125
Special Revenue
Source Fund
Housing and Human
Services
One-time funding for the purchase of Below Market
Housing (BMH) Software Portal Enhancement for
Tenants and Landlords, funded by the Housing Trust
Fund. (February 27, 2024)
95,500
Special Revenue
Source Fund
Housing and Human
Services
Funding for the Preserving Our Diversity (POD) program
to increase enrollment capacity by 100 more senior
households and incorporate a CPI increase. (May 28,
2024)
- 1,000,000
Special Revenue
Source Fund
Recreation and Arts Additional funding to maintain the Art of Recovery Program at its current level. (May 28, 2024)
- 50,000
Vehicle
Management Fund
Public Works Addition of two positions in the Vehicle Management Fund to improve preventative maintenance required for
the safety of City staff, reduce downtime of vehicles and lessen disruption to City operations, and ensure
compliance with State and Federal regulations. The
positions will be funded from various enterprise
funds. (February 27, 2024)
2.0 146,167 454,005
Water Fund Public Works Addition of four positions in the Water Fund to adequately staff new and expanded facilities, respond to emergencies, and maintain uninterrupted, essential
water service for the community. (May 28, 2024)
4.0 520,522
Total additional enhancements 30.6 (10.4) 2,133,746 4,498,290 Additional General Fund enhancements 890,209 1,866,961
Additional All Other Funds enhancements 1,243,537 2,631,329 2,133,746 4,498,290
New and increased grant funding to develop a strategic
plan that will address the needs of older adults and
people with disabilities living in Santa Monica; for
education and special enforcement efforts to help
prevent traffic-related deaths and injuries; to further support the STEP Court which aims to reduce the
number of individuals experiencing homelessness in
Santa Monica while also reducing recidivism and
resource-utilization. This grant will fund the agreement with Exodus Recovery which will help develop the STEP
Court and deliver services; and to support the
preparations of the Local Hazard Mitigation Plan.
(October 24, 2023 & February 27, 2024)
Miscellaneous
Grants Fund
City Attorney, Public
Works, and Recreation
and Arts
Cost covering staffing changes to enhance community
services, such as activation of the Annenberg Commuity
Beach House and increased community programming,
including contract classes, field rentals, basketball and softball leagues. (May 28, & June 25, 2024)
B-5
ATTACHMENT B
TARGETED BUDGET ENHANCEMENTS INCLUDED IN
FY 2023-25 ADOPTED BIENNIAL BUDGET
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Date: October 24, 2024
To: Mayor and City Council
From: David White, City Manager
Subject: Status Update on the FY 2023-24 Workplan and Performance Measures Introduction
This information item provides an update on the status of the city’s FY 2023-24 Workplan (Attachment A) and budget performance measures (Attachment B). This report outlines the progress made on 339 projects and 94 performance measures, with a particular focus on those items related to Council priorities.
Discussion
The city continues to feel the effects of downsized staffing levels and reduced budgets in the aftermath of the COVID-19 pandemic and settling over 200 claims of sexual assault related to a former employee along with other looming liabilities. These budget constraints leave the city with 176.9 fewer staffing positions and a reduced capital improvement program budget, exacerbating deferred maintenance and degrading city facilities. Since 2020, the city has made limited restorations and staff have continued to incrementally reopen service counters and expand programs as funding has become available.
In March 2023, the city council identified priorities for the fiscal year 2023-25 and affirmed those priorities with adoption of the FY 2023-25 Biennial Budget on June 27, 2023. These priorities are:
Attachment D
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2 • 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.
• Clean & Safe Santa Monica: Create an atmosphere marked by clean and safe public spaces and neighborhoods, including parks for recreation and leisure activities.
• Cultivate Economic Recovery & Expand Community & Cultural Offerings:
Cultivate economic opportunity and recovery and invest in community and cultural amenities and programs for all community members, focused on expanding opportunities for youth, teens, and seniors.
• Racial Justice, Equity & Social Diversity: The City of Santa Monica acknowledges the effects of generational and institutional racism and discrimination, and its consequences that continue to impact our residents and businesses. These lessons of our history cannot be ignored. The City is committed to advancing racial equity and social diversity to improve the wellbeing of people who live, work, learn, play, and do business in our City and create a community where differences in life outcomes cannot be predicted by race, class, gender, disability, or other identities. Everyone in Santa Monica must have an opportunity to thrive.
• Sustainable & Connected Community: Ensure that City policies and programs enhance our resources, prevent and remedy harm to the natural environment and human health, and benefit the social and economic wellbeing of the community for the sake of current and future generations.
The following Organizational Priority is also included, as follows:
• Good Governance and Modernization: Cultivate a trustworthy and participatory local government through equitable, transparent, and effective delivery of services.
These priorities have guided the development and implementation of the city's workplan and performance measures, ensuring that our efforts align with the community's needs and the council's vision for Santa Monica.
To articulate this budget strategy and track progress of goals and objectives a citywide workplan with performance measures was developed and submitted by each department. The departments collectively identified 339 work plan projects and services that a) respond to council direction b) require council authorization or approval c) advance a council priority d) have broad community engagement e)
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3 have broad organizational impact. Further, the numerous council direction agenda items (i.e., 16 items), which are additive to department workplan efforts, are reflected.
These workplan items are a subset of the hundreds of services and projects managed across the city that provide core services and respond to emerging needs.
This Information Item informs council of the organization’s progress on the FY2023-24 Workplan (Attachment A) as of June 30, 2024, with a summary of accomplishments in each priority below.
Prepared By:
Christopher J. Smith, Deputy City Manager
Sergio Ramirez, Chief of Staff
Attachments:
A. FY 2023-24 Workplan
B. FY 2023-24 Performance Measures
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4 Addressing Homelessness
Budget Metrics
Performance Measure Dept.
2023/2024
Actual
Alternatives to Incarceration Program Referrals /
Graduates
CAO 300 / 20
Affordable housing units receiving planning entitlements CDD 88 Market Rate housing units receiving planning entitlements CDD 756 People Experiencing Homelessness who received
medical/mental/psychiatric/substance use services
HHSD 1,316
Households supported through federally funded voucher
programs
HHSD 1,684
Households receiving housing legal assistance HHSD 760
People Experiencing Homelessness who were placed in
interim / permanent housing
HHSD 60 / 101
Notable Workplan Accomplishments
• Partnered with Los Angeles County to open a Pathway Home location in Santa Monica (Housing and Human Services).
• Opened the Laurel Housing Project with 58 units of affordable housing for formerly homeless individuals and families (Housing and Human Services). • Established the Homeless Street Team (HoST) in Public Works to address homelessrelated waste and debris in the city’s parks, beach, facilities, and other public spaces, and to assist the Police and Fire Departments with encampment removal efforts (Public Works).
• Began 24/7 intake at SAMOSHEL to allow first responders to refer people around the clock (Housing and Human Services).
• Partnered with Los Angeles County Department of Mental Health (DMH) to establish the Therapeutic Transport Team (TTT) to assist SMPD and SMFD on calls involving patients experiencing mental health crises. (Housing and Human Services) • Increased outreach efforts by adding a third C3 team to respond to LA-HOP requests and expand outreach Citywide, and by contracting with The Salvation Army to partner with SMPD’s HLP Team in responding to homelessness-related 311 requests (Housing and Human Services).
• Initiated development of the Homeless Strategic Plan (Housing and Human Services).
• Approved agreement with Hollywood Community Housing Corporation to develop three City locations for additional affordable and permanent supportive housing (Housing and Human Services).
• Resumed public counter hours with City housing specialists (Housing and Human Services)
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5 Clean and Safe
Budget Metrics
Performance Measure Dept.
2023/2024
Actual
Code Enforcement cases opened / closed CDD 1,942 /1,676 Percentage of 911 calls answered within 15 seconds CMO 96% Fatal and Severe Injury (FSI) crashes DoT 27
Percentage first unit meets 6-minute response time goal Fire 53% Total Life and Safety Inspections completed Fire 6,338
Uniform Part 1 Crimes (calendar year 2021, 2022) SMPD 4,846 Uniform Part 2 Crimes (calendar year 2021, 2022) SMPD 3,861 Priority 1 Calls for Service - average response time (mins) SMPD 11 Trees removed / planted PWD 333/312
Pounds of materials removed from illegal dumping and
alley cleanup
PWD 2,241,780
Sidewalk repairs (square feet) PWD 19,800
Linear feet of Water and Wastewater Mains
replaced/rehabilitated
PWD 4,650
Notable Workplan Accomplishments
• Adopted an ordinance to better inventory and secure vacant commercial and residential properties and ongoing vacant property enforcement (Community Development).
• Added Transit Safety Officer program to provide security services onboard select Big Blue Buses and at bus stops (Transportation).
• Enhance the bulky item collection program, establish a community clean up partnership program, achieve organics recycling regulatory compliance, and increase zero waste outreach and education (Public Works). • Completed Pier Sprinklers Phase 2 project (Public Works). • Received a $6.1 million grant to implement the Santa Monica Analytical Real-Time (SMART) Center that integrates camera feeds, live incident information, and other data to support police monitoring and response (Police). • The SMPD deployed additional officers on overtime to downtown, the beaches, and the parks (Tongva, Reed, Palisades) and they conducted special operations targeting retail theft in downtown. The police department also deployed an extra car patrolling the faith-based schools and centers of worship (all denominations).
The department deployed a traffic car focused on traffic enforcement around areas that serious traffic collisions. The DaRT team continued its work 7-days a week and the HLP team expanded its working days M-F and weekends. In August, the
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6 police department reinstituted the Crime Impact Team, patrol officer assigned to mitigate burgeoning crime issues such as burglary, vandalism and open air-drug use. (Police)
• The Drone as a First Responder program continued its operations on average 6-7 days a week and 8-9 hrs. per day. By the end of 2024, the police department will deploy over 80 ALPR cameras covering downtown and all major ingress/egress arterial roads in and out of Santa Monica. The new ALPR cameras will be funded with the SMART center grant. In addition, all the city’s security cameras will be repaired or replaced with the city’s existing CIP. (Police) • Implemented a new public safety computer-aided dispatch and records management systems (Information Services).
• Initiated development of Behavior Health Strategic Plan (Housing and Human Services).
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7 Cultivate Economic Recovery & Expand Community & Cultural Offerings Budget Metrics
Performance Measure Dept.
2023/2024
Actual
Parklets and outdoor dining spaces licensed CDD 100
Agricultural sales at the Santa Monica Farmers Markets CDD $24,764,560 Building permit applications received / issued CDD 4,811/3,278 Number of visitors to Santa Monica per Santa Monica
Travel & Tourism (SMTT) annual economic impact report
(based on calendar year)
CDD 4,637,700
New Business License applications FIN 2,453
Youth ages 5-17 served by PAL, VAP & CREST HHSD 2,024
Adult and Youth & Family Program participants LIB 17,648 Aquatic visits / Recreation class & camp participants RAD 162,528 / 7,250 Hours of field / track permits RAD 31,958
Notable Workplan Accomplishments
• Launched the Santa Monica Airport Conversion Project (Public Works). • Executed agreements to host Independent Spirit Awards, LA Wine and Food Festival, and Cirque du Soleil in Santa Monica (Community Development) • Installed the first phase of Out-of-Home wayfinding kiosks (City Manager’s Office). • Awarded $10,145,594 in Human Services Grant Program funding to serve seniors, people with disabilities, people experiencing homelessness, youth and families, and other vulnerable populations (Housing and Human Services). • Adopted code changes to expand acceptable business types on the Promenade and streamline the City’s permitting processes (Community Development). • Developed a ballot measure to bring the first significant changes to the City’s business license tax program since 1994, designed to create more equity and reduce taxes for businesses earning up to $5 million a year (Finance). • Selected a new Permitting and Land Use System and reintroduced walk-in service for same day permits at the public counter (Community Development). • Launched our inaugural Poet Laureate program and selected the first Santa Monica Poet Laureate (Library).
• Hosted the international art fair Frieze LA at the Santa Monica Airport (Recreation and Arts).
• Contracted with dedicated property manager from a new property management firm, organized a small resource business fair, and provided additional resources for events through Art of Recovery for Bergamot Arts Center tenants. (Community Development)
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8 Racial Justice, Equity & Social Diversity
Budget Metrics
Performance Measure Dept.
2023/2024
Actual
Percent of departments that participated in the Santa
Monica Mentoring Initiative
CMO 100%
Percent of staff trained in Interrupting Microaggressions course
CMO 13%
Departments that participated in the Racial Equity
Committee for the full year
CMO 15
Art of Recovery Projects completed or initiated RAD 27
Number of community conversations held to engage
different communities in their needs and priorities, all to inform the upcoming Equity Plan
CMO 59
Number of Computer Sessions accessed by the public LIB 28,860 Notable Workplan Accomplishments
• Hosted cultural celebrations for Black History Month, Asian and Pacific Islander Month, LGBTQ+ Pride Month, and Hispanic Heritage Month (City Manager’s Office). • Received a California Department of Aging (CDA) Local Aging & Disability Planning Grant of $200,000 to develop an aging and disability action plan. The action plan will be developed and finalized in FY 2024/25. (Housing and Human Services) • Launched a new Art of Recovery microgrants program (grants between $500 and $5,000) expanding opportunities for those who have not previously received Art of Recovery grants (Recreation and Arts).
• Adopted the City’s first policy on language access, helping expand documentation and communications to Spanish-speaking customers as well as providing additional resources for access in other languages (City Manager’s Office). • Initiated a Procurement Disparity Study to ensure the City is reaching a diverse and equitable base of vendors, including local small businesses, POC-owned businesses, and woman-owned businesses, in its procurement of goods and service (Finance). • Upgraded technology in Council Chambers and two other public meeting rooms to support hybrid public meetings for Council and select boards and commissions (Information Services).
• Presented recommendations for reconsideration of the WPA-era mural in the historic City Hall lobby (Recreation and Arts).
• Received a perfect score on the Human Right’s Campaign’s Municipal Equality Index, a rating of City’s inclusionary policies for LGBTQ+ individuals and employees (City Manager’s Office).
• Adapted City’s beach and pier restrooms to be all gender (Public Works). • Addressed digital inequities by providing access to public computer libraries at all open library locations (Library).
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9 Sustainable & Connected Community
Budget Metrics
Performance Measure Dept.
2023/2024
Actual
BBB Fixed Route ridership DoT 8,602,196
BBB On-Time-Performance DoT 69%
Total Parking Occupancy/Transactions DoT 12.9 million
Clean Power Alliance participation rates in (customers
enrolled in 100% clean power)
PWD 96%
Percent of new municipal buildings LEED Gold or higher PWD 100% Total square feet of community gardens PWD 52,037
Percent of the City Fleet vehicles using alternative fuels PWD 61% Cumulative number of EV chargers citywide / new this
year
PWD 261 / 17
SB 1383 mandated regulatory compliance: Edible food
recovery for Tier 1 (supermarkets) and Tier 2 (hotels and large restaurants) large food generators
PWD 47%
SB 1383 mandated regulatory compliance: On-site
organics recycling and collection for all residents and businesses
PWD 100%
Water conservation - maintain 20% water demand
reduction
PWD 24.1%
Gallons of stormwater capture PWD 28 million
Notable Workplan Accomplishments
• Expanded organics recycling collection citywide so that all residents and businesses can conveniently recycle green waste, food waste, food-soiled papers, and natural fiber materials on-site in their own green containers (Public Works). • Completed the Safe Streets for 17th Street and Michigan Avenue project, bringing protected bike lanes and pedestrian scale lighting to 17th Street between Wilshire and Pico boulevards and traffic calming on the Michigan Avenue Neighborhood Greenway.
• Awarded construction contracts for active transportation projects in the Bergamot Area, teeing up construction in FY 24-25, and advanced the design of additional projects, including protected bike lanes on Broadway between 5th and 26th Streets (Transportation).
• Finalized the Brighter Blue 5-Year Service Plan for Big Blue Bus plan that proposes more frequency and expanded operating hours on certain routes, and improved connectivity to essential destinations such as the LAX/Metro Transit Center opening soon and future Metro rail expansions (Transportation).
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10 • Completed phase 2 of the Dune restoration project along the Santa Monica Beach (Public Works).
• Adopted a new zero-emissions concrete ordinance to further reduce greenhouse gas emissions in new building projects (Public Works).
• Installed 60% of new Automated Meter Instruments (AMI) to increase real-time information on water usage and promote water conservation (Public Works).
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11 Good Governance
Budget Metrics
Performance Measure Dept.
2023/2024
Actual
Positions recruited/ Applications received HR 339/15,306 New Workers’ Compensation claims HR 294
Network Availability ISD 99.950
Service desk calls ISD 15,535
Procurement solicitations awarded via the City’s online bidding portal
FIN 117
New grant awards budgeted in the Misc. Grants Fund FIN $18 million 311 requests fulfilled CMO 49,910
Notable Workplan Accomplishments
• Relaunch of the quarterly service awards and "We Do the Right Thing Right" recognition programs (Human Resources).
• Filled several executive positions, including Finance Director, Fire Chief, Deputy City Manager, Housing and Human Services Director, Recreation and Arts Director, Information Services Director, and Human Resources Director (Human Resources). • Resumed City computer replacement program, replacing over 500 laptops that were between 7 and 9 years old (Information Services).
• Developed a workplace violence prevention plan in accordance with State law (Human Resources).
• Launched 311 new features and updated programs to better address homeless issues (City Manager’s Office).
• Completed a comprehensive review of the existing Business License Tax program and tax ordinance to create a fair, equitable, and simple taxing system that attracts, retains, and encourages business expansion in Santa Monica. On June 25, 2024, Council approved a revised tax ordinance and resolution to place the Business License Tax measure (Measure F) on the November 2024 ballot (Finance). • At Council direction, completed the work to place a General Tax (Measure K) with an Advisory Measure (Measure PSK) on the November 2024 ballot to increase the Parking Facility Tax with the intent to use the funds generated to protect public safety, reduce traffic congestion and the risk of traffic fatalities and serious injuries in Santa Monica (Finance).
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Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 : Council Workshop) FY 2023-24 Department Workplans
Attachment A
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1 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
ADDRESSING HOMELESSNESS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution 1318 4th St. (PS3) Council approval of the terms of a
Disposition and Development Agreement
with EAH Housing for the affordable
housing and commercial use of this Cityowned property. 23/24 9/30/24 HHSD On target City Council provided direction to EAH Housing at its April 9
meeting. Staff is working with
EAH to negotiate terms of the
Disposition and Development
Agreement to bring forth to
City Council in fall 2024.
1342 Berkeley St. -
HTF Loan
Finalize and execute loan documents 23/24 8/1/23 HHSD Completed Loan documents were fully executed on August 14, 2023
1413 Michigan Ave.: 57
apartments of
supportive housing
for people
experiencing
homelessness
Establish Project-Based Voucher wait
list, determine applicants eligibility, and
ensure adequate pool to achieve 100%
project lease-up.
23/24 6/30/24 HHSD Completed The Laurel at 1413 Michigan Ave. started leasing in June and
currently has 45 individuals
leased through the SMPP criteria,
with over 12 more families
pending approval.
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2 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
ADDRESSING HOMELESSNESS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution 2033 Virginia Ave.
- HTF Loan
Finalize and execute loan documents 23/24 3/31/25 HHSD On target During the quarter, staff and Community Corporation of
Santa Monica (CCSM) continued
to discuss ways to reduce the
necessary per-unit investment
from the City, given increases in
CCSM's anticipated project costs
to complete the rehabilitation.
The City anticipates executing
loan documents in Q3 of FY24-
25. Address Fractional
Homeownership
4/11/23 Council direction to evaluate and
develop recommendations for Council
action to regulate fractional ownership
of single-family homes and residential
condominiums. Recommendations shall
also include a review of best practices
from similarly situated jurisdictions.
The initial work product would include
research to understand scale of this
problem in Santa Monica and to review
best practices in other jurisdictions on
possible regulatory framework. It is likely
that a study session would be needed
before returning with an ordinance.
23/24 6/30/25 CDD Not started Staff is evaluating. determining next steps and anticipate
beginning initial research by
March 2025.
Advanced Planning
Effort: Creation of
objective design
standards for
qualifying SB35
housing projects
Ordinance and resolution for objective
design standards for qualifying SB35
housing projects. Interim zoning
ordinance adopted by Council on
12/19/23. Permanent ordinance
anticipated to be adopted by Housing
Element deadline of September 2024
with Phase 2 implementation.
23/24 9/30/24 CDD On target FY 2023-24 milestones included:
4/10/24 - Extension of SB35
ODS IZO occurred on 2/13/24
and will be made permanent
with Housing Element Phase 2
implementation
5/8/24 - Planning Commission
study session
6/11/24 - City Council study
session
8/7/24 - Planning Commission
recommendation
9/24/24 - City Council adoption
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3 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
ADDRESSING HOMELESSNESS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Annual
Interdepartmental
Update on
Addressing
Homelessness
Oversee preparation of a comprehensive
Staff Report to City Council on the City's
ongoing efforts to address homelessness
with interdepartmental support.
23/24 6/30/24 HHSD Completed *In Q1, the Annual Homeless Report (AHR) Project Team was
created to oversee the report
and presentation to City Council.
*In Q2, the AHR team worked to
create an outline for the annual
report and presentation.
*In Q3, the team convened
weekly meetings with an
Interdepartmental Working
Group to develop the report
content and began weekly
meetings with the graphic
designer to develop the
presentation. The AHR is
scheduled to be presented to
Council on May 14, 2024.
*In Q4, the team presented the
AHR to Council which received
the report and approved the one
recommended action for the
Proclamation declaring a local
emergency on Homelessness
through 05/31/2024.
Annual Update of
AHPP fee amounts
Recommendation to Council to approve
updated in-lieu fee amounts
23/24 10/10/23 HHSD Completed Council approved 2023-24
increased development fee
amounts on October 10, 2023
Citywide Rental
Registry
Recommendations for a database of all
rental units in the City as a vital safety
net for renters to streamline inspections,
enforce the City’s short term rental
ordinance, measure emerging trends
around displacement, and maintain an
open line of communication with both
tenants and landlords.
23/24 10/31/24 CMO On target First draft has been provided to City Manager for review.
Housing Commission has
provided comments. Rent
Control Board has provided
comments. Business License
Department, RCB, Code
Enforcement, CAO have all been
consulted. Working with city's ISD
geo mapping team to identify
and count residential units.
Nearing completion of report.
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4 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
ADDRESSING HOMELESSNESS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Community
Outreach
Execute contracted work with Salvation
Army outreach staff to connect
homeless individuals with services and
drug/alcohol treatment.
23/24 6/30/25 PD Completed Contract Completed, Salvation Army Team in place
Chief Batista has joined their
board.
Contract Completed, Salvation
Army Team in place and Chief
Batista has joined their board.
This work will be ongoing.
Emergency Housing
Voucher (EHV)
program
House 47 people experiencing
homelessness through the EHV program.
23/24 6/30/24 HHSD Completed As of March 1, 2024, the EHV program has matched 104+
applicants, issued 104+ vouchers,
and completed 81 lease-ups
to house people formerly
experiencing homelessness.
Expand community
access for support
with vouchers and
increase community
knowledge regarding
voucher programs.
Conduct Housing Authority led monthly
informational and listening sessions in the
community on various voucher programs
starting January 2024. Resume Housing
Specialist in-person office hours for
voucher holder support.
23/24 6/30/24 HHSD Completed The Housing Division Office (Suite 180) opened to the public
and holds office hours Monday
through Thursday. The Housing
Division has held monthly info
sessions on a variety of housing
programs since January 2024.
Facilitate
construction of
housing on Cityowned sites in
accordance with
Housing Element
(Wilshire Sites)
Selection of development team for the
three City-owned public parking sites
adjacent to Wilshire Blvd, and float-up to
Council on the proposed development
concept.
23/24 6/30/25 HHSD Completed During the quarter, the City Manager executed an Exclusive
Negotiation Agreement with
(ENA) with the developer
(Hollywood Community Housing
Corporation, aka HCHC). HCHC
hosted two community meetings
to present the project and solicit
feedback. HCHC and its architect
refined the development
proposal in response to
community feedback and
prepared for additional
community meetings.
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5 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
ADDRESSING HOMELESSNESS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution HMST and C3
Multidisciplinary
Teams (MDTs)
Provide 237 unduplicated people with
medical/mental/psychiatric/substance
use services
Place 185 unduplicated people into
interim housing
Place 77 unduplicated people into
permanent housing
23/24 6/30/24 HHSD Completed Program results through June 2024:
-1,189 unduplicated medical/
mental/psychiatric/substance
use services provided
-74 unduplicated people into
interim housing
-31 unduplicated people into
permanent housing
Although the interim and
permanent housing placements
were below target, the interim
housing placement rate was
51% higher and the permanent
housing placement rate was 94%
higher than in FY22/23 due in
part to the opening of Pathway
Home in February 2024 and The
Laurel in May 2024.
Homeless Liaison
Program
520 referrals of homeless individuals to
services each quarter
23/24 6/30/25 PD On target On track with current goal.
Homeless Liaison
Program
Staff additional outreach team for
7-day/week coverage
23/24 6/30/25 PD Planning Department personnel shortages continue to be challenging.
However, the addition of one
officer to the team has allowed
for five day coverage and two
monthly operations on the
weekends.
Homeless Outreach
Campaign
Develop and implement a Homeless
Outreach Campaign to help educate the
community on the issues and strategies
to addressing homelessness.
23/24 6/30/24 CMO Completed Developed and implemented
strategic communications
around the city's efforts
to address homelessness
with coordination across
departments. Efforts included
blog posts, targeted press
releases, social media postings
and video.
We have developed and shared
talking points on our efforts
to address homelessness
with the City Council, staff
and community partners. We
continue to support efforts on the
Homelessness Strategic Plan.
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6 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
ADDRESSING HOMELESSNESS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Homelessness
Outreach Project
Develop and implement GIS mapping
to support City service providers in
homeless response to support our
transition to Clarity.
23/24 6/30/24 ISD Canceled We have added ISD as support department for HHSD projects.
Homelessness
Strategic Plan
Develop a comprehensive, multi-year,
citywide plan to address homelessness
within the Four Pillars framework.
23/24 3/31/25 HHSD On target BerryDunn met with the Strategic Pillar Small Groups to refine
the Performance Measures
and drafted the narrative
for the HSP on the strategic
planning process and timeline
which will compliment the
core components (Mission,
Vision, Values, Goal Statements,
Objectives and Performance
Measures).
The HSP will go to City Council in
early 2025.
HoST Deployment of contracted services
(Mariposa) to address homeless clean
up
23/24 9/18/23 PWD Completed Completed Mariposa was deployed twice a week to perform daily scheduled
maintenance activities across the
city based on known hotspots,
311-generated complaints, and
respond to all SMPD requests for
cleaning, hauling and sanitization
assistance.
HoST Recruit one Crew Leader and two
Maintenance Workers to establish the
HoST Team
23/24 3/30/24 PWD Completed There was a delay in recruitment because of delays to procure
vehicles for this team and to
finalize negotiations with the
bargaining group representing
these classifications. Both issues
have been resolved. City HoST
team deployed as of 5/21/2024.
Recruitment was completed and
all HoST positions are now on
boarded effective 5/21/2024.
Housing Element
Implementation
- 3/21/23 Council
Direction regarding
downzoning and
amending Housing
Element
NC Zone Downzoning & Housing Element
Amendment; HCD technical assistance
23/24 10/15/24 CDD Completed Technical Assistance letter sent to HCD on 4/12/23. Pending
response from HCD. When
response is received, will inform
CMO.
11.B.d
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Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
7 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
ADDRESSING HOMELESSNESS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Housing Element
Implementation -
Phase Two Programs
Replacement Unit
Ordinance (SB330
Implementation),
Residential
Use category
restructuring, incl
shared use
Implement Program 3A: Ordinance
to adopt local requirements to make
permanent anti-displacement
requirements of SB330
23/24 10/15/24 CDD Completed Ordinance work is in progress for residential use classifications.
Will be requesting assistance
from HCD regarding
postponement of antidisplacement requirements of
SB330 because SB330 has been
further extended to 2030
Consulted with HCD staff
regarding this program since
SB330 has been extended to
2030. City implemented this
program through reference to
SB330 replacement requirements
on zoning ordinance. HCD
indicated that no further changes
needed since SB330 now sunsets
beyond the planning period of
the sixth Cycle Housing Element.
Housing Element
Implementation
- Phase Two
Programs Adaptive
Reuse Ordinance &
New Construction
Technologies
Implement Program 1H: Ordinance
to support adaptive reuse of existing
buildings into housing; streamlined
building permit process in compliance
with State law (AB2234)
23/24 10/15/24 CDD On target FY 2023-24 Milestones included:
4/10/24 - Community meeting
held on 3/28/24, Building & Life
Safety Commission on 4/10/24
and Technical Working Groups
planned for May 2024
8/7/24 - Planning Commission
recommendation
9/24/24 - City Council adoption
Housing Element
Implementation -
Phase Two Programs
AHPP Amendments
- Part II
Implement Program 2C: Ordinance to
amend the AHPP Phase 2 changes to
include re-evaluating the in-lieu fee
option for applicants to pay a fee instead
of constructing affordable units to
ensure that the fee supports the funding
and construction of new affordable
housing throughout the City; evaluate
the possibility of a mixed-compliance
option, and allow market-rate projects to
comply with AHPP off-site option through
acquisition and rehabilitation of existing
rental units and converting those to
deed-restricted units
23/24 10/15/24 CDD Completed No further amendments
necessary to amend AHPP
for compliance with Housing
Element programs. Will work
with Housing Division in the
future if updates to nexus study is
needed.
11.B.d
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Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
8 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
ADDRESSING HOMELESSNESS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Housing Element
Implementation -
Phase Two Programs
Bergamot Area Plan
Amendments
Implement Program 1E: Revised
Bergamot Area Plan standards to be
user friendly and improve clarity to
support housing production. Creation of
objective design standards for Bergamot
Area Plan to include stakeholder
outreach and ordinance and resolution
by Housing Element deadline of October
2024.
23/24 10/15/24 CDD On target FY 2023-24 Milestones
included: 4/10/24 - Held second
community workshop 2/28/24,
ODS currently in review with
Technical Working Groups
(3/21/24 and 4/18/24) and ARB
subcommittee. Expected to
have PC study session on 5/8/24
7/15/24 - ARB final review
8/7/24 - Planning Commission
recommendation
9/24/24 - City Council adoption
Housing Element
Implementation -
Phase Two Programs
Low Barrier
Navigation Center
use
Implement Programs 2I and 5B:
Ordinance revising residential use
classifications to ensure that low
barrier navigation centers are added
as a permitted use; also ensure that
non-residential uses like congregate
housing and skilled nursing facilities are
separated into different category and
to update definitions of SROs and group
residential.
23/24 10/15/24 CDD On target FY 2023-24 Milestones
included: 4/10/24 - ordinance
development underway for
residential use classifications
8/7/24 - Planning Commission
recommendation
9/24/24 - City Council adoption
Housing Element
Implementation -
Phase Two Programs
Streamlining Design
Review for Housing
Project
Implement Program 1B: Revise ARB
ordinance to state that design review
cannot be used to deny a housing project
and to also add timelines for review
23/24 10/15/24 CDD On target FY 2023-24 Milestones
included: 4/10/24 - ordinance
development underway to
update ARB ordinance
8/7/24 - Planning Commission
recommendation
9/24/24 - Council adoption
Housing Trust Fund
allocation plan
Develop recommendations for future use
of Housing Trust Fund resources
23/24 6/30/24 HHSD Paused Housing Trust Funds (HTF) are currently reserved for affordable
housing developments on
Housing Element City-owned
sites. HHSD is closely tracking
projected utilization of HTF to
ensure that current projects
remain financially feasible. In the
event that repayments resume
from the General Fund to restore
depleted HTF, City staff will
create an allocation plan for HTF
that goes above and beyond the
City-owned sites.
11.B.d
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Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
9 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
ADDRESSING HOMELESSNESS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Implement new
Housing Stability
Vouchers
House 15 people experiencing
homelessness through the Stability
Voucher program
23/24 12/31/24 HHSD On target 15 applicants have been
matched as of July 2024 and are
now working to submit voucher
applications. 1 applicant has
been issued a Stability Voucher.
Anticpate that full utilization of all
15 HSVs will occur by 12/31/24.
Legal Services:
Eviction Prevention +
Right to Counsel
Year-one performance targets in the
City's contract with LAFLA are as follows:
- 30 Households will receive short term
Flex Fund assistance
- 400 Households will receive housing
legal assistance
23/24 6/30/24 HHSD Completed Year-one performance metrics were as follows:
- 51 Households will receive short
term Flex Fund assistance
- 760 Households will receive
housing legal assistance
All targets for FY 2023-24 were
met.
11.B.d
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Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
10 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
ADDRESSING HOMELESSNESS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Manage Current
External Funding and
Evaluate Additional
Opportunities
-Administer over $3 million in previously
secured non-City grants and funds
(SAMSHA, DHCS, Opioid Settlement) in
compliance with all applicable funding
conditions and reporting requirements.
-Identify and evaluate additional external
funding opportunities, with consideration
to award amount, funding conditions
and requirements, availability of ongoing
funding, use or purpose restriction, and
staff capacity to administer funds.
23/24 6/30/24 HHSD Completed Funds from the Substance Abuse and Mental Health Services
Administration (SAMHSA) and
the California Department of
Health Care Services (DHCS)
were committed to support
multi-year funding of The People
Concern's 24/7 Samoshel
program within the City's Human
Services Grants Program
(HSGP). A portion of Opioid
Settlement Funds (OSF) was also
committed to support multi-year
funding of the CLARE | MATRIX
Homeless Outreach Program,
another HSGP grantee. Those
agencies will detail expenditure
of those funds in their 2023-24
Year-End reports, due in August
2024. Any unexpended funds will
be reprogrammed for FY 2024
-25. Staff will continue to pursue
additional external funding
options in future years, including
submitting funding requests for
congressional earmarks and
applying for grant funds that
align with division priorities.
Ocean Park Villas
Preservation
Recommendation to Council to preserve
long-term affordability
23/24 9/30/24 HHSD On target During the quarter, the City and the owner amended the grant
deed to extend the start date of
the City's purchase option from
5/1/24 to 11/1/24. The City met
with its consultant to continue to
develop staff's recommendation
to Council. Staff and consultant
briefed the Director and City
Manager. Staff and consultant
prepared to obtain direction from
Council in Q1 of FY 2024-25.
11.B.d
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Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
11 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
ADDRESSING HOMELESSNESS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Pathway Home Work with the County of Los Angeles
and a local service provider to assess
the feasibility of siting a Pathway Home
project in Santa Monica
23/24 6/30/24 HHSD Completed On 2/1/24, the City hosted the Pathway Home project,
a County-led partnership for
encampment resolution. The
successful launch of Pathway
Home was the result of careful
coordination with the County,
LAHSA, The People Concern,
and the hard work of staff from
a range of City departments,
including Housing and Human
Services, Public Works, SMPD,
the City Manager’s Office, and
the Office of Communications.
With Mayor Brock in attendance,
the Pathway Home team
successfully placed 25 people
who were experiencing
homelessness in Santa Monica
into interim housing.
11.B.d
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Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
12 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
ADDRESSING HOMELESSNESS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Pilot 24/7 intakes at
SAMOSHEL
-Assist The People Concern in navigating
City permitting processes to facilitate
completion of required renovations to
accommodate fully operational 24/7
intakes at SAMOSHEL
-Intake at least 15 unduplicated
individuals from first responders over the
course of the program year.
23/24 6/30/24 HHSD Completed *In Q1, The People Concern (TPC) began accepting referrals
from the City's Homeless Liaison
Program (HLP) Team and the
CLARE | MATRIX, Salvation Army,
and TPC Outreach Teams.
*In Q2, TPC started renovations
to create a 24/7 Intake Room
so that First Responders can
refer people after hours without
disturbing other clients.
*In Q3, TPC completed the
renovations with expedited
permitting assistance from
HHSD and Building and Safety
and accepted the first 24/7
intake from first responders. To
date, first responders (namely
the HLP Team) have referred a
total of 12 people experiencing
homelessness into the program.
*In Q4, first responders (namely
the HLP Team) referred 13 people
experiencing homelessness into
the program for a total of 25 for
FY 2023-24.
Prioritization and
process to advance
City-owned sites for
future development
Develop recommendations related to
prioritizing and advancing the process of
developing one or more of the remaining
City-owned sites identified in the Housing
Element, obtain and implement Council
direction.
23/24 6/30/25 HHSD On target City staff is evaluating and developing recommendations
for site prioritization and the
development process. City
staff anticipates bringing
recommendations regarding the
implementation of the Housing
Element for City-owned sites this
item to Council by the end of FY
2024-25.
11.B.d
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13 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
ADDRESSING HOMELESSNESS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Redevelopment
of City-Owned
Property – Implement
Strategy to Prioritize
and Determine
Future Uses for 4th
Street and Arizona
Avenue properties,
Main St. adjacent
surface parking lots,
and Bergamot
Station Arts Center.
Lead Council in a discussion to receive
direction on prioritization and the
desired uses for the redevelopment,
including guiding principles for each
site in partnership with Housing and
Human Services. Process will include
compliance with the Surplus Land Act,
significant partner cooperation, and a
robust public outreach effort
23/24 6/30/25 CDD Planning FY 2023-24 milestones
included : Staff from HSD,
CAO, and CDD are meeting on
a regular basis to review the
redevelopment options and
housing requirements for each
site. Staff presented options to
Council to get direction on which
site(s) to prioritize with the goal
of releasing a RFP for a mixed use
affordable housing development
in 2025. Higher and best use
study under consideration. At this
time, CDD staff continue to work
with Housing and will return to
Council.
Renter Protections Recommend a) resources needed and
a phased in implementation for a right to
counsel ordinance for all Santa Monica
renters in unlawful detainer proceedings;
and b) an estimate of the funding
required to provide flexible financial
assistance to eligible renters facing rent
increases or eviction for non-payment of
rent in an effort to provide rapid problemsolving assistance to vulnerable renters to keep them housed.
23/24 3/31/25 HHSD On target Metric 1 (Executing the
Contract) was completed
in December 2023, Metric 2
(Completing Data Collection
and Stakeholder Collaboration)
was completed in April 2024,
Metric 3 (Development of
Recommendations) was
completed in June 2024, and
Metric 4 (Review of Deliverables)
was completed in July 2024.
Metric 5 (Presentation of
Recommendations to Boards
and Commissions) is scheduled
for August-September 2024
and Metric 6 (Presenting
Recommendations to Council)
was delayed due to the request
by Council to first present the
recommendations to various
City Boards and Commissions
for feedback. Staff anticipates
bringing the item to Council in
early 2025.
11.B.d
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Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
14 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
ADDRESSING HOMELESSNESS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Social Worker With partnership through Wise and
Healthy Aging identified a case manager
to work 20 hours per week to assist with
high 911 users, elder abuse, and reporting
for seniors and unhoused
23/24 6/30/25 FIRE On target This program is well underway and all data indicates
tremendous success. Fire
Department worked with
Finance to execute sole source
for FY 2024-25 to allow the pilot
to continue for one additional
year. This has been an
extremely successful program
for the FD.
Therapeutic
Transport Team
(TTT)
Provide unduplicated people with
medical/mental/psychiatric/substance
use services
23/24 6/30/24 HHSD Metric 1: # of Calls Responded
to by the TTT /unduplicated
mental/psychiatric services
provided.
Metric 2: # of Transports to
Mental Health Facilities by the
TTT
100 Calls Responded to by the
TTT /unduplicated mental/
psychiatric services provided;
33 Transports to Mental Health
Facilities by the TTT
WSCCOG
Homelessness
Working Group
Utilize the awarded $373,125 from the
Local Solutions Fund to support the
following:
- LAFLA Right to Counsel and Eviction
Prevention (HHSD): $100,000 Annually
- Salvation Army 311 Outreach Response
Team (SMPD): $223,125 Annually
- Case management for housed
older adults who are high utilizers of
emergency services (SMFD): $50K
Annually
Improve regional coordination through
the development of at least 1 shared
project and/or grant award to the City
23/24 6/30/24 HHSD Completed In Q1, HHSD executed a contract modification with the Legal
Aid Foundation of Los Angeles
(LAFLA) for Right to Counsel and
Eviction Prevention, including
$100,000 annually in funding from
the Westside Cities Council of
Governments (WSCCOG). In Q2,
SMFD executed a contract with
WISE and Healthy Aging for Case
Management for Older Adults
for $50,000 in WSCCOG funding
annually. During Q3, SMPD
executed a contract with The
Salvation Army for 311 Outreach
Response Team for $223,125
in WSCCOG funding annually.
LAFLA RTC year one baseline
targets established.
11.B.d
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Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CLEAN & SAFE SANTA MONICA
15 Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Adopt Tree
Ordinance
City Council study session to receive
additional policy direction due to
legal considerations and impact of
different policy options on housing
production. Policy direction from City
Council will determine process and
necessary staffing resources/budget,
and stakeholder engagement to inform
development of a draft ordinance.
23/24 9/30/25 CDD Not started Staff is incorporating into their workplan and will schedule
a study session for additional
policy direction.
Airport Security Complete minimum two perimeter
checks and one FAA regulation
inspection in each 24-hour period.
23/24 6/30/25 PD Completed Project is ongoing and continues per established schedule.
Staff met the outcomes to
maintain Airport Security. Project
will be ongoing.
11.B.d
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Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CLEAN & SAFE SANTA MONICA
16 Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution All-Hazards
Mitigation Plan
Update federally-mandated hazard
review and action plan to identify
citywide priorities to reduce disaster risk.
23/24 2/28/25 CMO On target Contractor has largely
completed hazard research for
Safety Element. Chapters are
being reviewed by OEM and City
subject matter experts. City has
conducted two multi-sector
planning committee groups
where group was educated
on hazards and then identified
recommended mitigation action
items. Survey is currently with
the committee members to rank
mitigation action items to help
inform City's selection of final
recommendations. OEM held
three community workshop
sessions (two in-person, one
remote with recorded session
online) to obtain community
feedback and educate
community members on local
hazards. Consultant is currently
finalizing the Safety Element
(needs to be completed first)
and completing writing the
LHMP. Contract extended into
FY 2024-25. Expect plan to go to
Council by December 2024.
Ambulance Operator
Program
Strategic Plan Objective 2A-1. SMFD will
provide City Manager and City Council
a recommendation regarding the best
approach for patient transports. The
current ambulance contract expires in
January 2025.
23/24 6/30/25 FIRE On target The RFP for a new ambulance provider is completed and soon
to be posted. This will allow for
SMFD to provide billing services
and potentially lead to a pilot
Ambulance Operator program
in 2025. Multiple meetings with
internal City Staff.
Apparatus
Replacement Plan
and related Fire
Apparatus CIP
Strategic Plan Objective 2D-1. Request
CIP funding in support of the Apparatus
Replacement Plan. Replace the
Battalion Command Vehicle and Station
Utility utilizing a Sole Source, since the
November 2023 bid was unsuccessful.
23/24 6/30/25 FIRE On target Given the limited CIP funds portions are included on the
unfunded list or on the budget
plan in future years. SMFD is
still awaiting delivery of three
Type 1 apparatus, a Utility and a
Command vehicle.
11.B.d
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Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CLEAN & SAFE SANTA MONICA
17 Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Apply for and
advocate for CIP's for
the 2024-2026 CIP
budget period.
Phase 3 of the Training Center Project.
Station 3 and 7 design build. PSF furniture
replacement. Provide projections for
2024-2030 as part of the process.
23/24 6/30/25 FIRE Paused SMFD will explore a grant
opportunity for the SCBA
replacement project given the
limited capital funding.
Behavioral Health
Strategy
Create a comprehensive plan to increase
access to behavioral health care for
Santa Monicans
23/24 3/31/25 HHSD On target Staff have pulled in regional partners from the Westside
Cities Council of Governments
(WCCOG) to develop a wider
approach to Behavioral Health
that involves Westside Cities
that are now in a place to
commit resources to working
collaboratively toward
addressing an approach to crisis
care. The WSCCOG will release
an RFP fall 2024 that the City of
Santa Monica will assist with to
secure a consultant to develop
a regional strategy and expand
upon the City's Feasibility Study.
On a parallel track, the City is
working to add a more local
strategy to the Feasibility Study
for Santa Monica.
Bring recyclables
tipping and
transferring services
back to the City Yards
Enhance collection reliability, improve
response time, and reduce unnecessary
travel time and overtime spending
by bringing recyclables tipping and
transferring services back to the City
Yards and eliminating the needs to take
recyclables to the Culver City Municipal
Transfer Station
23/24 12/31/24 PWD Planning One consultant submitted the Solid Waste Permit Transfer/
Processing Facility application
on 7/11/24. LEA acknowledged
receipt and application is
currently under review. The
second consultant advised he
will submit the Post-Closure
Landfill Use Plan by the end of
July 2024.
Child Protection
Officer Program
Management
Annual review of Youth Programs
to ensure compliance with City
requirements
23/24 9/30/23 FIN Completed The annual review was
completed in the fall 2023.
11.B.d
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Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CLEAN & SAFE SANTA MONICA
18 Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Citywide Graffiti
Removal
Complete 311 graffiti removal requests
within two business days
23/24 12/31/23 PWD Completed Removal of graffiti within 2 business days of receiving the
request was accomplished
at over 90% of the time which
represents 10% improvement
from previous fiscal year. The
contributor factor of not meeting
the goal of 100% was because
of reduced staffing levels. We
do not expect to reach 100%
because of the increase in graffiti
incidents compared to current
resources.
Removal of graffiti within two
business days of receiving the
request was accomplished
at over 90% of the time which
represents 10% improvement
from previous fiscal year.
Community
Engagement
Increase patrol Community Engagement
by a minimum of one call per shift
per officer (for a total increase of 12
Community Engagement calls per month
per officer)
23/24 6/30/25 PD On target Field personnel have been
making daily contact with
community members. This
includes our business community
and residents in public areas.
Personnel are utilizing the
community engagement call
type to track these contacts.
Community Risk
Reduction Plan
Strategic Plan Objective 1B-1. By July,
2024, assemble an internal team that
will launch a community based survey to
gather insight regarding the community's
concerns and needs. The results of this
survey will assist in crafting the overall
Community Risk Reduction Plan.
23/24 6/30/25 FIRE Planning Fire Prevention has formed an internal committee and they
are in the process of outlining a
strategy for CRR.
Crime Prevention Deploy mobile command post at least six times per quarter
23/24 6/30/25 PD On target Mobile Command Post is being deployed on a consistent basis,
during planned operations in the
downtown and beach areas.
Crimes Against
Persons
Investigations
Maintain a quarterly clearance rate of
50% of active cases.
23/24 6/30/25 PD On target Clearance rate is on target is outlined in the outcome.
11.B.d
Packet Pg. 100 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CLEAN & SAFE SANTA MONICA
19 Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Damage Assessment
Plan
Create citywide damage assessment
plan to guide City response after major
disaster.
23/24 12/31/24 CMO On target Continue to partner with
City departments to gather,
update, and review department
damage/safety assessment
processes and formalize steps
for Citywide plan. Hosted several
demonstrations/trainings of
new damage assessment tool,
CrisisTrack. Scheduled State
Safety Assessment Program
training with Area A cities in
August 2024. City and State to
host safety assessment drill in
late August/September to test
plans and new field survey tools.
Develop a plan Reduce outstanding code enforcement
cases by at least 50% by end of FY
2024.
23/24 9/30/24 CDD On target We are working towards this goal and are making good progress.
New cases are being opened
quickly so the raw numbers may
not reflect a significant change.
July 2024 - Staff continues
to monitor the number of
outstanding cases and
complaints that need to be
addressed. Staff is working on
having the remaining cases
closed out by the end of August
2024.
Develop additional
written policies,
procedures and
protocols for Code
Enforcement efforts
to address most
common situations
and circumstances;
centralize these
documents for
greater access
Library of reference material available
to all Code Enforcement to increase
consistency and efficacy.
23/24 12/30/24 CDD On target Manual is very close to being ready to send to HR, CAO, and
the unions for review. Staff has
been focusing it attention on
other issues but will resume its
final reviews and edits prior to
sending to HR, CAO, and the
unions.
11.B.d
Packet Pg. 101 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CLEAN & SAFE SANTA MONICA
20 Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Dispatch Staffing
Model
Identify long-term operational plan for
Public Safety Communications dispatch.
Evaluate staffing model and salary range
for competitive dispatcher recruitment.
Operational plan should include the
programming of alternate dispatch
models, such as the DMH Therapeutic
Transport Program.
23/24 12/31/24 CMO On target Implemented salary and
classification changes have
had positive recruitment
impacts. Four new public safety
dispatchers started in April 2024
and currently are in training. Moss
Adams audit on staffing started
in April 2024. Moss Adams has
completed internal interviews
and document gathering. They
are currently interviewing peer
cities. It is expected that reports
with recommendations will be
available in September-October
2024.
Downtown Patrol and
Engagement
Maintain or reduce five-year average of
Part 1 crime in the Downtown area.
23/24 6/30/25 PD On target Work in progress. On track
to reduce Part 1 crimes in the
downtown area.
Downtown SM
Farmers Market
Traffic Control
Plan + equipment
modernization
Staff have submitted a CIP request to
replace anticipated Traffic Control Plan
(TCP) equipment for the Downtown SM
Farmers Markets. Farmers Market team
is working with Public Works Engineers
and Transportation Team to review
replacement options. Farmers Market
Traffic Control Plan will then need to be
updated.
23/24 6/30/25 CDD Needs
attention
Farmers Market staff actively
working with Public Works and
Mobility and PD to implemented
funded portion of the project;
CIP application was submitted
to finish project. Additional CIP
request was added to unfunded
list due to budget constraints.
Working with Public Works staff
on a phased implementation.
Design is 20% complete.
EngagementProperty Crimes Unit90% of property crimes victims contacted within seven business days for
active cases
23/24 6/30/25 PD On target Contacts are on target for all active cases.
11.B.d
Packet Pg. 102 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CLEAN & SAFE SANTA MONICA
21 Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Enterprise
Camera Resource
Management
Deploy a new Enterprise Camera
Resource Management system as part
of the Real Time Crime Center initiative.
Timing may shift as plans are firmed up
for RTCC.
23/24 3/30/25 ISD Planning Convergent contract approved for Gentec system installation.
Pending purchase of new data
storage solution (council agenda
8/22/24). Estimated project
completion timeline is six months
after equipment delivery -
current estimated completion
March 2025.
Fire Facilities Master
Plan
Strategic Plan Objective 2C-2 and
2C-3. Request to continue a stable
and reliable Fire Facilities CIP for Fire
Facility Maintenance in the 2024-2026
CIP period. Replace apparatus doors at
Station 3 and 5. Replace HVAC and mold
issues at Station 3.
23/24 6/30/25 FIRE Paused Given limited capital funds
these projects are currently
on the unfunded list. SMFD
will continue to complete the
HVAC replacement program at
Station 3 this current FY and seek
funding alternatives to get the
project done.
Fire Radio
Replacements
Replace hand held radios for Fire
department communications
23/24 3/31/24 ISD Completed In progress - target completion end of June 2024.
Project completed as scheduled.
Firefighter Recruit
Academy
Thirteen 13 recruits will start the
academy on 1/16 and graduate on 5/4.
This will bring the fire department to full
staffing for the first time in over a decade
23/24 5/7/24 FIRE Completed Academy graduates with 12
successful recruits in May 2024.
Academy completed and three
overhires are now in place.
Academy graduated and placed
on the floor.
Implement
enhanced safety
communication
phase of Public
Transportation
Agency Safety Plan
(ASP)
Implement enhanced safety
communication phase of the ASP once
Transit Safety Officer position is filled (in
progress)
23/24 9/30/24 DOT On target Transit Safety Officer that was hired on 8/26/24 has been
tasked with enhancing DOT’s
safety communications plan.
Target Date: 12/30/2024.
Implementation of
Transit Safety Officer
Program
Contracted security to provide security
services onboard buses and at bus stops.
This program will be combined with BBB
campus security services.
23/24 6/30/24 DOT Completed Contract executed.
Program currently in place,
implementation ongoing.
11.B.d
Packet Pg. 103 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CLEAN & SAFE SANTA MONICA
22 Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Improve Community
Outreach and
Communication
Expanded the PIO duties of our
Fire Prevention Specialist to better
communicate with the media and
community
23/24 6/30/24 FIRE Completed New FD policies have been
authored and adapted with
processes to meet this workplan
goal.
Launch Rider
Safety Awareness
Campaign
Conduct multi-phased communications
and outreach campaign to elevate
the perception of safety systemwide,
reinforce Code of Conduct and fare
policies, and promote added layer of
security through the Transit Safety
Officer program.
23/24 6/30/24 DOT Completed Campaigns promoting TSO and Code of Conduct awareness
have been launched and staff
will continue messaging on both
fronts to expand visibility.
Lead and participate
in efforts related to
the City's sidewalk
and mobile vending
program
Establish stationary sidewalk vending
program for Palisades Park. Update
administrative rules and regulations
and any necessary code amendments.
Continue to monitor and pursue
improvements to effectively enforce
vending provisions.
23/24 3/31/25 CDD On target Staff worked with the vendor and business communities to
draft new language for rules
and regulations. Currently, the
administrative rules have been
drafted and are undergoing
final review by a public affairs
law firm that represents
sidewalk vendors. Once the new
regulations are in place, staff will
resume working on drafting a
new sidewalk vending ordinance.
LeadershipEngagement-ActionDiscovery (LEAD)
Program
Continue to implement the LEAD
Program (previously namedJuvenile
Diversion Program) with a goal of a
90% program completion rate among
juveniles referred to the Santa Monica
Police Department
23/24 6/30/25 PD On target Project has been on target and participant rates remain as
outlined in the outcome.
Main Library
Infrastructure
Upgrades
Critical structures (HVAC and Boilers) will
be updated and replaced to maintain the
health of the Main Library building and
ensure the comfort the users. Project is
partially funded by the Building Forward
Infrastructure grant.
23/24 12/31/24 LIB Planning Delay in contracts and delivery of necessary parts. Staff is working
with Architecture to complete
project scope in FY 2024-25.
11.B.d
Packet Pg. 104 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CLEAN & SAFE SANTA MONICA
23 Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Manage Landfill Gas
System at City Yards
Monitor, assess if critical systems need
to be replaced, and report on the LFG
system to manage methane at the City
Yards.
23/24 6/30/24 PWD Completed Monitoring of the landfill gas (LFG) system continues.
Scheduled maintenance was
performed to update the
LFG collection and control
components. The LFG system
continues to effectively remove
the low levels of methane
generated by the inactive landfill.
Staff continues to meet with
Montrose on a bi-weekly basis
to receive status updates and
ensure compliance. The two
additional methane extraction
wells installed at the City Yards
continue to successfully reduce
previous surface methane
readings to levels that are
no longer detectable. These
results are confirmed by routine
surface sampling. All results
and monitoring activities are
provided in the recent monitoring
report prepared by Montrose for
AQMD and DHS.
Staff completed all required
monitoring for FY2023-24 and will
continue to monitor as required
by established schedule.
Measure CS
Committee
Convene the first meeting of the Measure
CS Advisory Committee and provide
status update on projects funded with
Measure CS funds in FY 2023-24.
23/24 1/31/24 FIN Completed On 1/18/24 and 6/12/24 staff provided progress updates and
prepared a progress report for
TOT Advisory Committee of all
the initiatives adopted by City
Council as part of the FY 2023-25
Biennial Budget.
The next meeting will be
scheduled for January 2025.
One seat is currently vacant.
The vacant seat is designated
for an individual with mental /
behavioral health expert.
11.B.d
Packet Pg. 105 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CLEAN & SAFE SANTA MONICA
24 Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Parking Structure
License Plate
Recognition (LPR)
Pilot
Pilot LPR technology in two parking
structures in downtown to enhance
the customer experience at parking
structures by expediting the entry and
exit of structures.
23/24 2/28/25 DOT On target Before installing LPR Pilot, Parking Access Revenue and Control
System (PARCS) server updated
to a hybrid server, operating
system updated, and software
updated. LPR pilot still on track
for target date of February 2025.
Parks Patrol Conduct daily checks in the seven
biggest parks to ensure compliance with
local and state laws.
23/24 6/30/25 PD On target Periodic checks conducted daily and ongoing.
Pier Sprinklers Project Complete Pier Sprinklers Phase 2 project 23/24 6/30/24 PWD Completed Phase 2 Project was completed.
Notice of completion is being
recorded.
Phase 2 Project was completed.
Notice of completion is being
recorded.
Police Patrol Average response time of less than five
minutes for priority 0 and eight minutes
for priority 1 calls for service
23/24 6/30/25 PD On target Response times have been on
target.
ProLaw Upgrade Upgrade ProLaw for City Attorneys
Office
23/24 6/30/25 ISD Planning Staff is working with City
Attorney's Office to review
requirements and identify
resources.
Provide safe and
welcoming spaces
for community use
Update evacuation plan for all facilities.
Evaluation of additional seating space
and access points at the Main Library.
23/24 12/31/24 LIB On target Currently working with Risk Management to update and
review/train staff on evacuation
plan and incorporate workplace
violence evaluation.
Real Time Crime
Center
Implement Phase 1 of RTCC design and
build out
23/24 2/3/25 PD On target Currently, implementing several projects to include Flock, VMS,
and the site build out to begin in
coming month. Staff is working
with Procurement to prioritize
posting RFPs and complete to
maintain project timeline.
11.B.d
Packet Pg. 106 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CLEAN & SAFE SANTA MONICA
25 Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Real-Time Crime
Center
Support implementation of Real
Time Crime Center, including video
management, data reporting, and GIs.
23/24 2/3/25 ISD On target VMS system implementation
(Genetec) in progress. ALPR
vendor selected (Flock) and
project installation in process.
Video Display systems
vendor selected (Constant
Technologies) and contract in
progress. Video Analytics system
RFP in progress. RFP issued for
CCTV camera maintenance and
repair vendor.
Records
Management
Implement Versaterm Records
Management System
23/24 6/30/24 PD Completed System was implemented
and regular maintenance and
upgrades are ensured.
Recruit and onboard
the positions funded
by the 2023-28 Solid
Waste Rate Study
Enhance the bulky item collection
program, establish a community
clean up partnership program,
achieve organics recycling regulatory
compliance, and increase zero waste
outreach and education
23/24 6/30/24 PWD Completed Over 94% of the newly funded positions are filled. New staffing
is utilized to collect bulky item
and illegal dumping on a daily,
proactive basis.
A new community cleanup
program launched and the first
pilot cleanup event took place in
the Pico neighborhood in June
2024.
Recruitment
and Background
Investigations
Number of Recruitment Events
Attended/Created by Recruitment
Cadre six per quarter
23/24 6/30/25 PD Planning In FY 2023-24 PD attended or
created eight total recruitment
events. With the new recruitment
budget line item , staff is planning
a suite of recruitment events,
both in person and virtual.
11.B.d
Packet Pg. 107 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CLEAN & SAFE SANTA MONICA
26 Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Replace Pier
Bridge before 2028
Olympics
Resilient and seismic ready infrastructure.
(Complete Bridge Type Selection Report
and 65% Design in FY 2023-24).
23/24 1/1/28 PWD On target Caltrans and Federal HBP
approved the Bridge Type
Selection Report (BTSR) on
12/14/23.
b. Staff attended January Pier
Board meeting and presented
renderings with proposed
streetlight, railing, and bridge
aesthetics.
c. Staff submitted application for
Coastal Development Permit in
February 2024. Coastal asked
for additional information. Staff
intends to turn this in ASAP, with
help from consultant. Goal is to
obtain coastal permit by end of
2024.
d. Revised funding request was
submitted to Caltrans in April
2024.
e. 65% Design submittal is due
end of April 2024.
f. Staff to procure via RFP an
small replica sign.
g. Utility relocations – goal
is to bid and award SCE
relocation work by fall 2024 with
construction to start in March
2025.
h. Early procurement for
temporary pedestrian bridge
may be required to avoid long
lead time at start of construction.
I. Staff considering a prequal
process for Pier Sign retrofit
contractors.
Safety Element
Update of the City's
General Plan
Adoption of Safety Element by City
Council
23/24 11/30/24 CDD On target As staff is working on internal review of draft Safety Element.
Planning Commission
recommendation anticipated
on 9/18/24 and scheduled for
11/12/24 for Council adoption.
11.B.d
Packet Pg. 108 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CLEAN & SAFE SANTA MONICA
27 Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Santa Monica
Boulevard Safety
Study
Develop a community supported safety
plan focused on Santa Monica Boulevard
from Ocean Avenue to the eastern city
limit, with specific recommendations
for cost effective, data-driven, multimodal safety measures and transit enhancements for Council adoption,
immediate implementation, identification
of future measures, and a clear plan for
funding and implementation.
23/24 4/30/26 DOT On target Kick off meeting with consultant team was held on 7/17/24.
Six Schools
Pedestrian
Improvements
Complete design and construction of
identified pedestrian improvements at
and around six schools in Santa Monica
including McKinley, Grant, Franklin,
Edison, and John Muir Elementary
Schools and Santa Monica Alternative
School House (SMASH).
23/24 12/31/25 DOT On target Construction began July 2024.
SMPD MDC
Replacements
Replace MDC (Mobile Device
Computers) in PD vehicles
23/24 9/30/24 ISD On target Devices received and installation contract in place. Installation
schedule starts 8/19/24 and
expected to complete by
9/30/24.
Space Planning &
Tier 2 retrofit
Finish the space planning evaluation
project for the entire BBB site &
tier 2 seismic retrofit project of the
Administation Buildging- design only.
23/24 3/31/25 DOT On target Solicitation of design proposals started February 2024. Design
firm will have final conceptual
plans for site by 8/23/24
Standard of
Coverage for
Emergency
Response Document
Strategic Plan Objective 2A-2 2A-3, 2-A4
and 3B-8 This meets a requirement
for the Accreditation effort in FY24-25
and validates / updates the response
capabilities of the Fire Department.
23/24 6/30/25 FIRE On target A limited GIS dashboard has been created in FirstDue. This is
the beginning of a larger plan to
automate the standards of cover.
Staff are working together to
expand the GIS dashboards to
address needs.
Strategic Plan Finalize, implement and present
department strategic plan to Council
and community
23/24 2/28/24 PD Paused Plan completed. Presentation to Council TBD.
11.B.d
Packet Pg. 109 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CLEAN & SAFE SANTA MONICA
28 Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Tongva Lighting
- Park Safety
Enhancements
Add additional lighting in Tongva 23/24 12/31/24 PWD On target Design for Tongva Park lighting enhancements in progress;
aiming to complete design and
issue RFB by fall 2024. Project to
be completed by 12/31/2024.
Traffic Safety OTS Grant application completion and
auditing
23/24 6/30/25 PD On target Monthly OTS directed
enforcement campaigns.
Update the 2021
SMFD Technology
Strategic Plan version
2.0 to 3.0
Strategic Plan Objective 4C-1. Based on
the 2023 Moss Adams Risk Assessment
Survey, update the current SMFD
Technology Strategic Plan (2.0 to 3.0).
23/24 12/2/02 FIRE Completed The internal Technology
Committee has been reformed
and tasked with this objective.
The Technology Strategic Plan
will also include a comprehensive
GIS strategy and is expected to
be completed summer 2024 and
presented to command staff.
Plan is completed and will be
posted on the FD SP site as of
August 2024.
Vacant Property
and Property
Maintenance
Standards
Adoption of an ordinance to better
inventory and secure vacant commercial
and residential properties. Development
and implementation of an ongoing
vacant property enforcement program.
23/24 9/30/23 CDD Completed Ordinance adopted.
Vacant Property
Enforcement
Program
Implementation
Implementation of an ongoing vacant
property enforcement program.
23/24 6/30/24 CDD Completed Vacant Property Enforcement Program was implemented
and staff have implemented an
ongoing program.
Vacant Property
Part 1: Create
and implement a
Registration Program
Develop and implement an ordinance
creating a Vacant Property Registration
Program
23/24 12/30/24 CDD On target Language is being drafted for a registration program. Working
with Finance on the fee structure
and billing processes.
Versaterm Computer
Aided Dispatch
(CAD) / Records
Management (RMS)
Implement Versaterm CAD for
Police, Fire, and OEM and a Record
Management System for Police
23/24 12/31/24 ISD On target CAD go live was completed
November 2023. RMS go live
completed 5/1/24.
SMPD implementing additional
modules (target completion
December 2024). Requirements
and vendor strategy for Public
Safety reporting and dashboards
in discussion.
11.B.d
Packet Pg. 110 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CLEAN & SAFE SANTA MONICA
29 Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution VoicePrint Upgrade Upgrade VoicePrint system that records 911 calls
23/24 1/31/25 ISD Planning Funds encumbered, contract
completed, project planning in
process. Preliminary project
schedule (pending dependency
on equipment delivery) target
completion end of January 2025.
Wilshire Safety Study
Implementation
Phase 2
Complete design and construction
of pedestrian safety improvements
(including new curb ramps, curb
extensions, upgraded lighting at six
intersections located along Wilshire –
at 18th Street, 21st Street, 22nd Street,
Chelsea Avenue, 25th Street, and
Harvard Street. And new traffic signals
will be installed 16th Street and Chelsea
Avenue.
23/24 7/1/27 DOT On target Design of improvements at
Wilshire Boulevard/16th Street
complete and project bid for
construction. Design of six other
intersections began and field
review/basemap preparation
and 30% PS&E designs complete.
Utility coordination on going.
11.B.d
Packet Pg. 111 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
30 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CULTIVATE ECONOMIC RECOVERY AND EXPAND
COMMUNITY AND CULTURAL OFFERINGS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution 2023-27 Human
Services Grants
Program (HSGP)
Administer $10 million+ in City funding
for safety net services to seniors, people
with disabilities, people experiencing
homelessness, youth and families, and
other vulnerable populations.
23/24 6/30/24 HHSD Completed Year one of the 2023-27 Human Services Grants Program
(HSGP) began with the
successful execution of new
grant agreements between
the City and 18 agencies for the
provision of services to vulnerable
Santa Monica populations. All
programs provided services
throughout the year, and staff
remains actively engaged with all
grantees to track performance
and compliance in alignment
with contractual requirements.
FY 2023-24 Year-End Reports
for all programs will be made
publicly available in the fall 2024.
11.B.d
Packet Pg. 112 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
31 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CULTIVATE ECONOMIC RECOVERY AND EXPAND
COMMUNITY AND CULTURAL OFFERINGS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution 3200 Airport Avenue
Building Renovation
Resolve building and safety code
deficiencies and renovate building to
yield higher lease revenue.
23/24 9/30/24 PWD Needs
attention
Building is substantially
completed. Expect full
occupancy permit by September
2024. Delays were due to
changes in the scope from
unanticipated additional scope
to address additional repairs.
Activate Pier and
Beach with Regional
Activities
Execute license agreements and
support the successful implementation
of events including: Independent Spirit
Awards, LA Wine and Food Festival,
Cirque du Soleil
23/24 12/31/24 CDD Completed All agreements executed; two of three events successfully
completed
Airport Artist
Program
Update the Airport Artist Program to be
representative to current times and align
program with City's priorities.
23/24 3/31/25 PWD Needs
attention
Delayed due to various other
priorities at the Airport. Expect
completion for this project by FY
2024-25 Q3.
Annenberg
Community Beach
House services for
the community
In 2022-23, there were 260,000+
visitors to the ACBH. In 2021-22 there
were 287,000+ visitor. Our aim in 2024
is to return to the 2021-22 numbers
by increasing arts and cultural
programming and marketing.
Given staffing changes, bring on TAPP
staff to help develop arts programs and
activities at the ACBH that run from
January - April 2024, with a budget of
$20,000. Produce and help promote the
events until end of term.
This will include three to five events that
focus on giving people an opportunity to
feel more of a sense of community and
belonging at the ACBH, themed mini
festivals of engagement.
Beyond that time, ongoing permanent
staff is needed to cover event production
which can be achieved by restoration
of the Supervisor position up to FT from
2/3 by employing the shared revenue
classes model successfully utilized by
Community Recreation Division. The
arts and cultural classes should increase
visitors and revenue, and thus offset cost
of 0.33 FTE / 12 hour increase.
23/24 12/30/24 RAD On target RAD CAD staff were able to bring on TAPP staff support
January-April 2024 to support
arts and culture programming
at ACBH. Restoration of the fulltime Cultural Affairs Supervisor was achieved in the mid-year
budget with approval to move
this position from 2/3 up to FT.
RAD is currently working with
HR on recruitment of this critical
supervisor staff position and
we anticipate having someone
onboard by August.
CAD staff are currently in final
stages of interview process and
selection for the Cultural Affairs
Supervisor and anticipate having
a new hire on board by end of
August 2024.
11.B.d
Packet Pg. 113 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
32 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CULTIVATE ECONOMIC RECOVERY AND EXPAND
COMMUNITY AND CULTURAL OFFERINGS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Assist Boston
Properties with
planning for strategic
changes to Airport
Business Park to
assist with business
retainment
Consult with property owner to provide
timely feedback on future work at
the site, followed by timely review of
proposals and applications
23/24 6/30/24 CDD Completed BxP has submitted plans for Phase I implementation to help
convert a portion of parking lot
to outdoor office campus for SM
Business Park.
Staff continue to meet with BxP
on a regular basis to review
strategic plan goals.
Ballot Measures Coordinate the review, analysis,
and recommendations for ballot
measures for the November 2024
ballot. This includes revenue analysis,
research, polling, Council approval, and
implementation of successful ballot
measures. Includes a report to Council
for direction in February or March 2024
and again in July 2024 to place potential
measure on ballot. Potential ballot
measures include Business License
Modernization, new Parcel Tax, and
Parking Facility Tax increase.
23/24 6/30/24 FIN Completed Staff has completed the
evaluation of two ballot
measures - Business License Tax
Modernization and an increase
to Parking Facility Tax and both
items will appear on the ballot in
November 2024.
Business License and Parking
Facility Tax Measures were place
on the November 2024 Ballot.
Beach Bike Path 5G Install 5G and fiber infrastructure along Beach Bike Path to support 5G and public
safety.
23/24 6/30/25 ISD On target Working with Verizon to finalize pole locations and receive
supporting documents. Working
with Public Works to move
permitting process forward.
Bergamot
Management and
Leasing
Monitor property management, assist
with activation of commercial spaces,
facilitate future lease agreements
23/24 6/30/24 CDD Completed Bergamot is under a property management agreement with
Red Car. Spaces are 100%
leased.
EDD staff are working closely
with Bergamot tenants and
property manager to monitor
CAM charges and find ways
to help reduce escalations in
operation expenses. EDD staff
organized a Small Business
Resource Fair at Bergamot
in June 2024 to help provide
support to the tenants, including
access to finance, grants for
staffing and marketing support.
RAD staff are working with
tenants on Art of Recovery fund
grants to help support events
at Bergamot. Bergamot is fully
leased and performing well.
11.B.d
Packet Pg. 114 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
33 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CULTIVATE ECONOMIC RECOVERY AND EXPAND
COMMUNITY AND CULTURAL OFFERINGS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Business License Tax
Modernization
To update and modernize the City's
Business, Professions and Trades
provisions. This includes conducting a
comprehensive study on SMMC Article 6,
identifying proposals that do not require
voter approval, developing new business
license taxation models and proposals,
drafting a proposed ordinance, and
working on a 2024 ballot measure.
Includes a report to Council for direction
in February/March 2024 and again in
July 2024 to place potential measure on
ballot.
23/24 11/30/24 FIN On target Staff continues to work with outside consultants for a
comprehensive review of
the existing Business License
Tax (BLT) program and tax
ordinance to create a fair,
equitable, and simple taxing
system that attracts, retains, and
encourages business expansion
in Santa Monica. 6/25/24: City
Council approved a revised tax
ordinance and resolution to
place the BLTM on the November
2024 ballot. The Impartial
Analysis and Argument in Favor
are completed. The Notice to
Voters and Letter Designation
are pending.
Business License Tax
modernization work was
completed and the tax was
placed on the November 2024
Ballot.
City Pickleball
program
Recruit and hire a Community Program
Coordinator to create and oversee
a revenue neutral City run Pickleball
program. Create policy regarding
Pickleball, drop in play, court rentals,
instructors and more. Establish pay
for play fees, fees for court rentals
and instructor fees. Create pickleball
programming including drop in play
times, classes, tournaments, etc.
(Sustainable & Connected Community)
23/24 3/1/24 RAD Completed RAD hired a new Community
Recreation Coordinator to
oversee the Pickleball program,
an initial pilot program was
highly successfully and has now
been expanded into a popular
permanent recreation program
for the community.
11.B.d
Packet Pg. 115 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
34 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CULTIVATE ECONOMIC RECOVERY AND EXPAND
COMMUNITY AND CULTURAL OFFERINGS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Citywide Banners
Policy
Evaluate and return with an ordinance
and program to allow banners to be
placed on City light poles supporting
the arts and community cultural life
of Santa Monica. The program should
be designed as government speech,
and allow for nonprofit submissions to
promote arts and culture, pursuant to
a program approved by the Council.
Program guidelines and details will
be set forth in a resolution, with clear
guidelines on the expressive action, such
as government support and promotion
of community-based artistic and cultural
events and causes that serve civic
and public interest. Council will adopt
submissions by resolution, stating they
reflect the views of the Council. The City
will maintain control and discretion over
the selections and control installation.
Staff will provide estimates of costs to
the City for installation and program
administration. (Racial Justice, Equity,
and Social Diversity; Sustainable &
Connected Community)
23/24 4/30/24 RAD Planning Combine with ID 893
RAD staff are currently
researching local banner
programs in Southern
California and working with
city departments (CAO,
CMO and DPW) to develop
recommendations for City
Council on a proposed pilot
banner program for the city of
Santa Monica.
Community Event
Administration
Work with the Community Events
Committee to develop and streamline
administrative instructions and guidance
for staff involved with permitting
Community Events. (Sustainable &
Connected Community)
23/24 3/1/24 RAD Completed Current AI draft has been sent to CMO for final review and
approval. New target completion
date 6/1/24.
Current AI draft was approved by
CMO in June 2024.
Community Mapping Build responsive programming based
on community and stakeholder input
and true best practices. Survey the
community to identify the changing
needs of each neighborhood. Create/
update branch profiles to inform future
library services.
23/24 12/31/24 LIB Paused Due to other requests and
programming, such as SM Poet
Laureate, and the need to do an
organizational restructure, the
Community Mapping efforts will
be delayed to next fiscal year.
Will resume in 2024-25, with
a target date for Phase 1 to be
implemented 1/31/25.
11.B.d
Packet Pg. 116 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
35 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CULTIVATE ECONOMIC RECOVERY AND EXPAND
COMMUNITY AND CULTURAL OFFERINGS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Community
Partnerships
Strategic Plan
Develop strategic plan for the
Community Partnerships Program and
obtain Council approval.
23/24 9/30/24 CMO Paused Deferred due to staff capacity/ other priorities.
Community
Recreation
Management
Software Application
Effectively update, promote and
implement a cloud-based recreation
management software to improve
service delivery.
23/24 12/31/25 RAD Paused Staff is currently in contract negotiations to execute a new
contract and ensuring vendor
can comply with the city's
cyber and network security
requirements as outlined in the
RFP. A one-year extension to
the current agreement with
ActiveNet has been executed.
Complete
Implementation
of Moss Adams
recommended
leasing
improvements
Streamline leasing guidelines and
processes, including utilization of
commercial brokers and creating a
dedicated property maintenance
investment fund for city-owned
properties
23/24 12/31/24 CDD Completed Implemented the Moss Adams recommendations with the
final elements including the
implementation of Yardi
Commercial Cafe enabling
online payments and quarterly
reports on leasing portfolio. New
leasing management agreement
in place for Bergamot.
Cultural Grants – Art
of Recovery model
expanded to include
microgrants
To increase reach of cultural funding,
and ensure a quick turnaround from
application to funding, launch a new
Art of Recovery microgrants program
expanding partnerships with Santa
Monica communities, neighborhoods
and arts producers who have not
previously received an Art of Recovery
grants. Microgrants are between $500
and $5,000 and Art projects must meet
at least one of the following: Activate a
park; be a gathering, festival or event; or
activate a street (Racial Justice, Equity,
and Social Diversity)
23/24 6/30/24 RAD Completed CAD successfully launched the microgrant program. Due to
the popularity of this was highly
successful grants program, we
look to further expand it in the
future, allowing available budget.
CAD successfully launched the
microgrant program. Due to
the popularity of this was highly
successful grants program, we
look to further expand it in the
future, allowing available budget.
11.B.d
Packet Pg. 117 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
36 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CULTIVATE ECONOMIC RECOVERY AND EXPAND
COMMUNITY AND CULTURAL OFFERINGS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Department
Branding and
Employee
Recruitment &
Retention
Develop brand identity and assets for
DOT and its divisions (i.e. BBB, Mobility &
Parking). Support internal and external
employee recruitment and retention
activities.
23/24 6/30/24 DOT Paused Staff will need to reassess the department's branding initiative
following notification from the
CMO that creating a new brand
identity does not align with the
City's brand guidelines. Status
remain as of June 2024.
Development
Agreement
Implementation
Design review and early plan check
review of development agreements,
specifically Fairmont Hotel Project
and Ocean Avenue Project, including
amendments of Local Coastal Plan as
necessary
23/24 12/30/27 CDD Planning Miramar Hotel Project: Design review application will be
submitted by first week of
May 2024. Design approval
process requires courtesy
review by Architectural Review
Board and formal review by
Landmarks Commission;
anticipated completion of
design review by fourth quarter
2025. Development team will
prepare for plan check submittal
afterwards. Ocean Avenue
Project: Coastal Commission
approved Project CDP and City's
LUP Amendment in December
2023. Landmarks Commission
approved Design Review
application in January 2024.
Architectural Review Board
design review application has
been submitted and is pending
City review and public hearing
scheduling. Anticipated design
review process to be completed
by end of Q3 2024. Applicant
will prepare for plan check
submittal afterwards with
target of January 2025 to begin
temporary relocation of two
Landmark Buildings for off-site
storage during construction.
11.B.d
Packet Pg. 118 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
37 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CULTIVATE ECONOMIC RECOVERY AND EXPAND
COMMUNITY AND CULTURAL OFFERINGS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Digital kiosk
installation permits
and regulatory
approvals
Obtain Coastal Commission approval
and building/ROW permits for kiosk
installation.
23/24 6/30/24 CMO Completed Coastal Commission approved the kiosks in the coastal zone in
February 2024. The first kiosk has
approved ROW and B&S permits.
The first kiosk will be installed
April 2024. It is anticipated that
an additional 10-15 kiosks will
be installed by the end of June
2024, followed by rollout of the
remaining kiosks in the first
phase by early fall.
All regulatory approvals are
complete and building/ROW
permits obtained. Kiosks in
process of being installed.
Evaluate Community
Broadband Program
Review and update services offered
and fee structures for the Community
Broadband Program.
23/24 2/28/24 ISD Paused Community Broadband is
focused on maintaining current
customers for fiber and lit
services and continues to look
for opportunities to add new
customers. Potential growth
area includes partnership
with wireless carriers that are
interested in expending their 5G
networks in the City of Santa
Monica.
Events policies review Convene staff and community
stakeholders to implement policy/
municipal code changes to make Santa
Monica a more attractive place to hold
events.
23/24 12/31/24 CMO Completed City staff convened meeting with Santa Monica Travel & Tourism
biweekly on new/revised event
policies. Staff will continue this
effort on an ongoing basis.
11.B.d
Packet Pg. 119 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
38 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CULTIVATE ECONOMIC RECOVERY AND EXPAND
COMMUNITY AND CULTURAL OFFERINGS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Expand Community
Access to park
meeting rooms and
facilities
Collaborate with Human Resources
to promote Facility Attendant jobs
and increase recruitment efforts to
expand community access to parkbased meeting rooms and facilities. (Sustainable & Connected Community)
23/24 6/1/24 RAD Completed RAD is currently completing
recruitment of a Community
Recreation Supervisor which
once completed will provide
critical staff support for this
project. HR anticipates that we
will have new staff onboard
in May 2024. This position
restoration will provide key
assistance to Danny Price,
Community Recreation Principal
Supervisor, and increase and
enhance RAD's ability to support
HR in CRD Facility Attendant
recruitment and retention.
The new Community Services
Program Supervisor was
onboarded in May 2024 and the
division has since hired three
more Facility Attendants. The
division currently has sufficient
Facility Attendant staffing
however turnover is frequent in
this as-needed position and will
require additional strategies to
address employee retention.
Expand Community
Aquatics
Provide and expand recreational,
educational, and enrichment courses
and programs in aquatics. Develop
and implement American Red Cross
public safety classes at SaMoHi Pool.
Reinstate room rentals and birthday
parties at SM Swim Center (SMSC).
Prepare and open request for proposal
(RFP) for contracting out Water Aerobics
classes at SMSC. Collaborate with Santa
Monica Aquatics Advisory Committee to
revise and update current Operational
Guidelines. (Sustainable & Connected
Community)
23/24 6/1/24 RAD Completed RFP for contracting out Water Aerobics classes at SMSC
- Pending Procurement MGR
approval 3/21/24.
Collaborate with Santa Monica
Aquatics Advisory Committee
to revise and update current
Operational Guidelines -
Pending, going before RPC
5/15/24.
Expanded recreational,
educational, and enrichment
courses and programs in
aquatics have been provided and
completed. American Red Cross
public safety classes developed
and implemented at SaMoHi Pool,
with ARC Junior Lifeguarding
classes commencing on 4/13/24.
Room rentals and birthday
parties at SM Swim Center
(SMSC) have been reinstated
and completed.
Explore activation of
Main Library café and
courtyard
Create and pilot opportunities to activate
the cafe/courtyard to a more welcoming
and engaging space.
- Capitalize on the Friends of the Library
partnership and advocacy
- Introduce self-service food options
- Explore alternative furniture solutions
23/24 12/31/24 LIB Planning Library Café space demolition complete. Friends of the Library
will create a plan for fundraising
and design implementation.
11.B.d
Packet Pg. 120 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
39 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CULTIVATE ECONOMIC RECOVERY AND EXPAND
COMMUNITY AND CULTURAL OFFERINGS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Formation of the new
Recreation & Arts
Department (RAD)
Continue transition of CCSD into two
unique departments (RAD & HHSD),
completed successful recruitment and
onboarding process of two new directors
over the last six months of 2023. Continue
work toward formation of the new RAD
throughout 2024 as part of department
strategic planning & citywide community
engagement process. Key components
of this work will include the following:
development of a RAD Work Plan to
guide work on build out of the new
department (Q1); department staff work
on creation of the new dept. within the
city's existing architecture including
necessary infrastructure build out in
the first six months of 2024 (Q1 & Q2);
archiving of existing and development of
new policies and procedures (throughout
2024); staff development and team
building as part of the development of
the core values, mission and vision for the
new RAD.
23/24 6/30/25 RAD On target RAD staff completed
development of a RAD Work
Plan to guide work on build out of
the new dept. (Q1); department
staff worked on creation of the
new department within the city's
existing architecture including
necessary infrastructure build
out in the first six months of 2024
(Q1 & Q2); staff development
and team building as part of the
development of the core values,
mission & vision for the new RAD
(Q1 & Q2).
RAD staff continue their
subcommittee working
groups to archive existing and
development of new policies and
procedures (throughout 2024);
and look forward to hosting a
series of community gatherings
in the neighborhoods in Q3 & Q4
of 2024 as part of community
engagement in the formation of
the new RAD.
11.B.d
Packet Pg. 121 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
40 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CULTIVATE ECONOMIC RECOVERY AND EXPAND
COMMUNITY AND CULTURAL OFFERINGS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Frieze LA Art Fair at
the Airport
RAD CAD and Airport teams, in
collaboration with other City Divisions,
successfully worked with Frieze LA
to bring their international art fair to the
Santa Monica Airport in February 2023.
The City was able to connect the art
fair to local artists and arts
organizations and leveraged
opportunities to expand the arts at both
the Santa Monica Airport and beyond.
The Frieze partnership also resulted
in the addition of a new work by an
emerging Southern California artist
to the municipal Art Bank collection.
A second year is launching in 2024.
(Racial Justice, Equity, and Social
Diversity)
23/24 6/30/24 RAD Completed The second year of hosting
the LA Frieze Fair at the Santa
Monica Airport was a great
success with significant
improvements made in
simplifying the event layout, and
enhancing event production
and day of event flow which
lead to enthusiastic feedback
from participating artists,
galleries, arts organizations and
attendees. The City / Frieze
partnership also resulted in the
addition of a new work by an
emerging Southern California
artist, Gary Tyler, to the
municipal Art Bank collection.
Contract negotiations and
planning for a third year is
currently underway.
City staff hope to build on the
success of this year's Frieze
Fair 2024 to further enhance
future Frieze Fair events in Santa
Monica and make the airport its
permanent home in Los Angeles.
Grants Programs
– maintain and
increase six grants
programs
Continue to manage the existing six
programs, distributing a total of $904,694
to artists and organizations. Develop
grants growth plan to increase reach
to all 40 arts and cultural organizations
licensed to work in the City of Santa
Monica – we currently fund 27
organizations, and applicants do not
receive their total requests. (Racial
Justice, Equity, and Social Diversity)
23/24 6/30/25 RAD Completed Completed for FY 2023-24
and ongoing for FY 2024-25,
RAD's CAD team continues to
successfully administer the
city's highly successful Arts
& Culture grants programs in
support of local artists and arts
organizations at a time of great
need and instability in the arts
and entertainment fields. The
Arts continue to be a major
economic engine in the financial
and cultural vibrancy of the city
and in Santa Monica's ongoing
economic recovery post-COVID.
Completed and ongoing,
RAD's CAD team continues to
successfully administer the city's
highly successful Arts & Culture
grants programs bringing critical
support to the ecology of the arts
community and enhancing the
vibrancy of cultural life in Santa
Monica through communitybased arts and culture
programming provided through
these community grants.
11.B.d
Packet Pg. 122 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
41 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CULTIVATE ECONOMIC RECOVERY AND EXPAND
COMMUNITY AND CULTURAL OFFERINGS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Implement Open +
additional access
and activation of
current locations
utilizing service
Increased access and activation via
programs, activities and services.
- Introduce LEAF/ESL literacy classes at
Fairview Branch
- Offer monthly traveling story times
- Provide staff presence and community
access (e.g. open houses, programs,
events)
23/24 9/30/24 LIB On target Storytimes and open houses
have been introduced
successfully at Fairview and
Ocean Park branch. Staff will
also provide introduction to
literacy classes at neighborhood
branch locations.
Implement Open+
access at Montana
Branch
Increased access to facility and
collections by piloting hybrid service (inperson and self-service) and increasing open hours
23/24 8/31/24 LIB Completed Installation delayed, but team is currently working on technology
and installation.
July 2024 - Montana Branch
implements Open+ Hours (10 to 12
p.m., Tuesdays and Thursdays),
increasing access to Montana
Branch to four additional hours
per week (from 23 hours to 27
hours per week over three days).
Implement Poet
Laureate Program
Poet laureate will be selected and
recommendation/Info. item shared with
Council.
- Present on February 2024
23/24 4/1/24 LIB Completed Poet Laureate selected and
announced at City Council
meeting in April 2024. Planning
and program implementation
has commenced.
Poet Laureate announced and
received National Poetry Month
Proclamation at April 2024 City
Council meeting.
Implement Small
Business Support
Program
Research and make recommendation
if this will be a grant or loan program;
recommend best way to administer
program, including through a third party;
plan for return to Council to authorize
expenditure of funds; coordination of
CDBG funding
23/24 12/31/24 CDD Planning Staff person hired in June 2024 will be the project manager
and is preparing a proposal to
implement a small business
support program. Proposal
expected in September 2024 and
will launch by December 2024.
11.B.d
Packet Pg. 123 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
42 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CULTIVATE ECONOMIC RECOVERY AND EXPAND
COMMUNITY AND CULTURAL OFFERINGS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Implementation
of Recreational
Cannabis
Regulations
Ordinance to allow medicinal cannabis
outlets to sell recreational cannabis;
equity study to inform ordinance and
regulations; ordinance to allow new
recreational cannabis retailers; program
to license and monitor retailers
23/24 6/30/25 CDD On target Adult-use cannabis social equity study session completed in
April 2024. RFP for equity study
consultant released by end of
April 2024
Milestones include: 7/19/24 - RFP
selection complete and awarded
pending seven-day protest
period
9/18/24 - Planning Commission
Adult Use Cannabis Study
Session
10/16/24 - Anticipated Planning
Commission recommendation
First quarter of 2025- anticipated
Council adoption
IZO for Third Street
Promenade Area and
Santa Monica Place
Enable Downtown and Third Street
Promenade/SMP Zoning Ordinance
Amendments to continue. Ordinance
extension includes rooftop floor area
exclusion, alcohol outlets code clean-up,
director's review for uses. Additional work
needed for 1200 block Entertainment
Zone.
23/24 12/31/23 CDD Completed Interim ordinance was made permanent
LA28 Practice Venues Work with LA28 and aquatics
stakeholders on the possibility of LA 28
utilizing the Swim Center for a practice
venue for the 2028 Olympics.
23/24 12/31/28 RAD Planning RAD is working with citywide staff teams in support of LA28
practice and competition venue
in the city of Santa Monica
and the city's own Olympics
activations as part of the
city's Celebrate 28 planning
committees.
LA28 Venue City
Agreement
Negotiate the Venue City Games
Agreement with LA28 and obtain Council
approval,
23/24 12/31/24 CMO On target Negotiations with LA28 are ongoing.
11.B.d
Packet Pg. 124 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
43 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CULTIVATE ECONOMIC RECOVERY AND EXPAND
COMMUNITY AND CULTURAL OFFERINGS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Major Events Policy In collaboration with multiple
departments and the Community Event
Committee create a 'major events' policy
for large scale events that do not qualify
as Community Events or fit within the
Community Event policy.
23/24 12/1/25 RAD Planning RAD is currently working with multiple departments and the
Community Events Committee
on development of a 'major
events' policy for large scale
events. This policy work will
include review of the City's
existing events policies including
the Open Street Ordinance
and engagement with key
community stakeholders and
partner organizations (the BIDs,
HOAs, Santa Monica Chamber of
Commerce, DTSM, SMTT, etc.)
Obtain California
Coastal Commission
Parking Rate
Approvals / Obtain
approval from the
California Coastal
Commission for
prior year parking
rate changes for GF,
Beach, and Pier
Proactively address CCC requirements
to obtain Coastal Development Permit
for future approval(s) of parking rate
changes, including:
a. Feasibility analysis of beach lot
hourly rate conversion.
b. Feasibility analysis of beach lot low
income parking pass or Golden Bear
Pass acceptance.
c. Proposed fee schedule and parking
monitoring and reporting plan for
proposed rate increases.
d. For large scale special event
rate increases a separate coastal
development permit is needed.
Note - after-the-fact approval of 2018
increases obtained in fall 2023
23/24 6/30/25 DOT On target Prior year (2018) parking rate Coastal Development Permit
(approval) obtained from
Coastal Commission in October
of 2023. Staff is 50% through
parking rate study with Walker
Consultants for future rate
increases. The rates will need
to be approved by Council and
then Coastal Commission. Draft
parking rates are expected to be
presented for community and
Council feedback in early 2025.
The new target date for
the future rate increase is
6/30/2025, however lengthy
Coastal Commission permitting
processes can make this
deadline difficult to achieve.
11.B.d
Packet Pg. 125 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
44 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CULTIVATE ECONOMIC RECOVERY AND EXPAND
COMMUNITY AND CULTURAL OFFERINGS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Out of School Time
Programs
Provide out-of-school time programming
at CREST, PAL and VAP that supports
youth development and family needs.
Complete recruitments of FY 22-23 midyear restorations of 6.75 FTE positions and 3.0 As-Needed FTE additions to
direct service programs by early 2024.
These staff additions will allow for
removing participants from waitlists and
re-opening programs such as the Police
Activities League fitness gym, expanded
hours of service for Virginia Avenue Park
programs, and more consistent staffing
of CREST programs. Programs will be
staffed in alignment with ratios set forth
in the AI on Child Protection, with
program enrollment capacity adjusted
as needed to ensure continued
alignment.
23/24 6/30/24 HHSD Completed Completed recruitments of
6.75 FTE positions and 3.0
As-Needed FTE . The staff
additions allowed for removing
participants from waitlists and
re-opening the Police Activities
League fitness gym November
2023, expanded hours of
service for Virginia Avenue Park
programs September 2023,
and more consistent staffing of
CREST programs September
2023. Programs are staffed in
alignment with ratios set forth
in the AI on Child Protection and
program capacity.
Oversee
implementation of
recommendations
in Moss Adams
Permitting Efficiency
Study
Regular interdepartmental meetings are
held to discuss potential opportunities
for changes to practices and policies,
and changes to municipal code. Plan
review thresholds have been lessened for
single family and photovoltaic projects.
Will continue to explore potential to
streamline tenant improvement projects
by having Building and Safety take over
review of Fire Dept. Elements.
23/24 6/30/24 CDD Completed Group is available to
meet as needed; regular
interdepartmental
communications occur to
collaborate on potential changes
to policies and processes.
Parking Structure
Advertising Program
Create and operate a parking
advertising program on the interiors
of parking structures to create a new
revenue source for the City.
23/24 6/30/24 DOT Completed Parking Division executed a contract with Big Outdoor
on 5/28/2024 to administer
this advertising program. The
program is underway. Big
Outdoor is pursuing advertisers
for Structures 1-6 and is trying
to have advertisements in the
structures by late 2024.
The program is underway. Big
Outdoor is pursuing advertisers
for Structures 1-6 and is trying
to have advertisements in the
structures by late 2024.
11.B.d
Packet Pg. 126 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
45 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CULTIVATE ECONOMIC RECOVERY AND EXPAND
COMMUNITY AND CULTURAL OFFERINGS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Permit Process
Modernization
Create online workflows for current
paper-based processes: Roadway
Closure Permit and Temporary No
Parking Signs.
23/24 6/30/24 DOT Completed Roadway Closure Permit
workflow is complete and
available for the public's use.
Temporary No Parking Sign
workflow development will be
included in the roll out of the new
citywide permitting software that
was recently procured.
Permitting RFP Enter into contract for new Permitting
and Land Use System
23/24 3/31/24 ISD Completed RFP is complete. The BAFO will be finalized.
RFP is complete and Council
approved the staff report.
Pier and Oceanfront
Walk Business
Improvement District
Evaluate the feasibility of creating a Pier/
Oceanfront Walk BID.
23/24 12/31/24 CDD Paused Currently not economically
feasible as the economic model
relied on beach revenue which
is currently in the red; continuing
to evaluate pilot voluntary
tourism assessment district with
Santa Monica Travel & Tourism
to determine applicability for
a future BID. At this time there
continues to be interest from
the Pier Corporation and Pier
tenants to pursue this idea; this
would be a privately led initiative
that Economic Development
staff would support and evaluate
options.
Pier Leasing Resolve leasing of space currently
occupied by Rusty’s and Trapeze School
23/24 6/30/24 CDD Completed Council scheduled to vote on a new lease for Rusty's space
in August. Trapeze School site
is being leased to Pacific Park
following Council approval. Staff
has worked to find a new site for
Trapeze School at the airport.
11.B.d
Packet Pg. 127 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
46 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CULTIVATE ECONOMIC RECOVERY AND EXPAND
COMMUNITY AND CULTURAL OFFERINGS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Private Outdoor
Space Program
Implementation
Implementation/outreach for current
permittees. Ordinance amendment to
expand program.
23/24 12/31/24 CDD On target Staff have been working with existing permit holders and new
applicants on OSP applications.
Have not yet started work
to expand the program for
exclusive outdoor uses. In
addition, staff is researching
potential standards for
exclusively outdoor uses in light
of pickle ball / padel ball inquiries.
Reactivate Camera
Obscura Art Lab
and Miles Memorial
Playhouse
Continue to collaborate with the Reed
Park -DEER Committee to figure out
how to open the Miles. The assessment
of cost will be determined thought the
DEER Committee CIP funds. Architecture
is determining if additional funding from
Facilities Renewal is possible to cover the
costs for preparing to open.
Work will continue at the Camera
Obscura Lab to remove mold from the
offices to prepare for Recreation staff
to work from that building. The site will
continue to house the Artist Residency
program with working artists onsite
throughout the week.
Both Miles and Camera building need
cameras and additional security
measures in place before they can be
reopened to the public. Netwatch pilot
programs to enable real time watch
center monitoring are anticipated
through 2024.
In preparation for the building readiness,
will use the same process for vetting
vendors used by Recreation and build a
contracted vendor list to start delivering
arts and culture classes for the public
using the shared revenue model.
As classes regularly occur, will also work
with partnerships to identify potential
long-term tenants who can oversee
both programming and property
management.
23/24 12/30/24 RAD On target FY 24-25 CIP funds requested. Public Works has completed maintenance and renovation
work at the Camera Obscura
with RAD staff and artists in
residence now moving back in.
Maintenance and renovation
work continues at the Miles
Playhouse through the fall.
RAD CAD staff are currently
working with city depts. on
installation of Netwatch camera
systems at both facilities and
planning reopen events and
programming for this fall. RAD
is in the final interview and
selection process for Cultural
Affairs Supervisor positions that
will be dedicated program and
facility staff members for the
Camera Obscura and the Miles
Playhouse as part of department
restorations approved in the
City's Mid-Year Budget process
(FY 23-24).
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47 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
CULTIVATE ECONOMIC RECOVERY AND EXPAND
COMMUNITY AND CULTURAL OFFERINGS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Santa Monica Place
Digital Signage
Development
Agreement
Negotiate Development Agreement with
Macerich in preparation for Planning
Commission recommendation and City
Council public hearing.,
23/24 7/31/24 CDD Paused During spring 2024 staff was
working with Macerich to finalize
terms of the DA. As of July 2024
application on hold at direction
of applicant.
School Resource
Officer Program
Conduct weekly elementary, middle and
high school site visits.
23/24 6/30/25 PD On target Staff maintained site visit
schedule throughout the fiscal
year.
Solicitation of new
bus advertising
vendor
Start the RFP process and evaluation for
a new 5 year contract; award contract
by 12/31/24 prior to expiration of existing
contract
23/24 6/30/24 DOT On target Reviewing two bids submitted via RFP currently, planning to
take new contract to Council for
approval in November 2024
Strengthen
Partnerships with
Friends and the
Library Board
Increased communication and
collaboration through board liaisons,
coordinated meetings, and shared goals
to support the Library.
- Collaborate on at least one joint
program
23/24 6/30/24 LIB Completed Collaboration will be ongoing. Completed a joint meeting between Friends of the
Library and Library Board,
which included planning and
collaborating on a program, Pub
Trivia night. Collaboration will be
ongoing.
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CULTIVATE ECONOMIC RECOVERY AND EXPAND
COMMUNITY AND CULTURAL OFFERINGS
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Support DTSM
Special Initiatives
Assist with reviewing and negotiating
agreements with Rooftop Cinema
and 1318 4th St./DTSM/Haibu; ensure
monitoring of private security pilot
program
23/24 12/31/24 CDD On target 1318 4th St./DTSM License
Agreement and the Haibu
Sublicense Agreements were
executed in January/February
2024. Haibu is due to open by
summer 2024 and will operate
for 16 months. The Rooftop
Cinema negotiations are
underway. Council approved the
terms in December 2023. EDD
+ CAO staff are working closely
with Rooftop to finalize the lease
agreement.
As of April 2024, Haibu license
agreement executed; pilot
private security contract
approved by Council and
executed by DTSM in January;
lease with Rooftop Cinema was
being drafted and negotiated
As of July 2024. staff have
been participating in DTSM's
monitoring of private security
and Rooftop Cinemas
negotiations continue.
Yardi Cafe Upgrade system used for Airport
Management
23/24 3/28/24 ISD Not started Project not started pending Vendor resources.
Youth Wellbeing
Report Card
Release updated data and
accompanying analytics related to the
wellbeing of Santa Monica youth.
23/24 6/30/24 HHSD Completed 2023 Cradle to Career Youth Wellbeing Report Card uploaded
to City website.
11.B.d
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49 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
GOOD GOVERNANCE & MODERNIZATION
GOOD GOVERNANCE
& MODERNIZATION
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution 311 Communications Improved resident experience by
updating system generated responses
, staff close out notes and streamlines
procedures.
23/24 6/30/24 CMO Completed Staff developed standard
language responses to 311
requests so that a consistent
message can be provided to
community members submitting
tickets
311 Customer Service
Enhancements
Implement system improvements and
develop mobile app to support all city
services.
23/24 6/30/24 CMO Completed Ongoing improvements to the 311 software are consistently made
to the system to ensure a positive
user experience. Improvements
have included consolidation
of service offerings and
descriptions of services. Staff is
currently updating offerings to
capture all services that address
homelessness in the community.
Staff expanded language access
inclusion. When customers
call Santa Monica 311, they are
prompted to choose Spanish if
desired, which will take them
through all the menu options
in Spanish, and then will route
their call to one of our bilingual
customer service assistants.
This is an important step for the
City to improve communication
processes with our customers
and can serve as a foundational
step toward building stronger
relationships with our
stakeholders.
11.B.d
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50 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
GOOD GOVERNANCE & MODERNIZATION
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution ActiveNet for Bike
Center
ActiveNet Upgrade and Repair of module
for Bike Center.
23/24 9/30/24 ISD On target Contract extension completed.
Equipment delivered waiting for
vendor installation. Estimated
completion end of September
2024.
Administer the
wind down of the
Successor Agency
to the former
Redevelopment
Agency including
securing $14M in
funding for FY 2024-
25 Administer the wind down of the
Successor Agency, including
preparing annual funding requests
for Redevelopment Property Tax Trust
Funds, to pay outstanding financial
obligations of approximately $200 million,
wire transfer requests to make payment,
and submission of Proof of Payment and
Prior Period Adjustment documentation.
Last obligation will be paid in full in FY
2041-42.
23/24 4/30/24 CDD Completed Request was approved by
California Department of
Finance. Property tax funds will
be remitted for the next fiscal
year. Property tax funds have
been remitted for FY 2023-24.
Administration of
the Seismic
Retrofit program
Continued implementation of the Seismic
Retrofit Program. Program deadline
of November 2025 to submit plans to
City for all building types except for
steel moment frame (2035) and nonductile concrete building types (2027).
Implementation of grant program to
assist property owners of certain softstory buildings with engineering, design, and retrofit costs, (funded with FEMA
grant funding) in mid 2024.
23/24 11/30/25 CDD On target Program is ongoing. FEMA
authorized moving forward with
grant program; efforts underway
to contact property owners and
to receive grant applications.
Advanced Planning
Effort: Local Coastal
Program Update
Land Use Plan
Publish revised draft LUP. Since
withdrawal of the 2018 final draft LUP
for Coastal Commission certification
in December 2020, significant policy
differences remain. Staff has restarted
the LUP update and expects to spend
all of 2024 working through outstanding
issues with Coastal Commission.
Anticipate having a published revised
draft LUP for public review at the end of
2024.
23/24 12/31/24 CDD On target FY 2023-24 milestones included:
4/10/24 - Restarted LUP process
with CCC staff, currently
reviewing updated Sea Level
Rise and Environmental Justice
policies to inform revised draft
LUP
4/30/24 - Final policy memos
on Environmental Justice and
Sea Level Rise to close out
Coastal Commission grant
and transmitted to Coastal
Commission
7/22/24 - Kick-off meeting on
LUP update
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51 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
GOOD GOVERNANCE & MODERNIZATION
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Advanced Threat
Protection and Web
Security
Implement Intelligent Classification
and Protection, Enterprise Data Loss
Prevention, and Web Security solutions
23/24 4/30/24 ISD Completed ISD has deployed the new
Enterprise DLP tools and is
working with the managed
services vendor to develop and
fine tune our rules and alerts.
Agenda + Meeting
Management
Software and
Training
Implement new software and train users
on new system.
23/24 12/31/24 CMO On target City issued an RFP and a contract was awarded to eScribe. Staff
is in the process of testing the
new system and building the
workflows in the new system.
Alight Benefit
Administration
System
This replacement system provides
enhanced customer experience
and allow for greater level of data
integrations resulting in improved data
accuracy and decreased manual work.
23/24 12/31/23 HR Completed The Alight benefits administration platform is now live.
Alternative Dispute
Resolution
In collaboration with CAO, develop
standardized policies and procedures to
provide a basis for consistent decisionmaking and expedite the resolution of employee relations disputes.
Provide training and support for the
departments
to utilize mediators to resolve these
disputes.
23/24 12/31/24 HR Paused With the change in leadership
staff will evaluate and develop a
recommendation.
Annual audit and
preparation of
annual reporting
requirements,
including ACFR
This is required by City Charter and
provides for continued AAA rating,
transparency, safeguard of assets and
maintains citizens' confidence.
23/24 2/28/24 FIN Completed The ACFR was completed
and presented to the Audit
Subcommittee at the 2/20/24
meeting and was presented to
Council at the 4/23/24 Council
Meeting.
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52 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
GOOD GOVERNANCE & MODERNIZATION
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Annual updates to
the fees/rates and
fine schedules
Revisions to the existing fees/rates or
fine schedules. The schedules for the
fees/rates are reviewed annually and
increased based on a cost-of-living
adjustment to ensure that the City
recovers the appropriate cost for the
service or if any new legislation impacts
the existing fees/rates. In addition,
staff looks for new fees related to
new programs or reevaluates existing
fees to ensure that the cost to provide
the service has not changed due to
operational or legal considerations.
Fines are updated as needed to ensure
compliance with new programs, new
violations, or new legislation.
23/24 6/25/24 FIN Completed Staff updated and revised fees/ rates as part of the most recent
budget adoption on 6/25/24.
Fees / Rates approved by Council
as part of the budget process.
Assetworks Program Implement Assetworks Fuelfocus,
Telematics and Capital Planning
23/24 12/31/24 ISD On target Fuelfocus on target to complete by 12/31/24. Geotab and
Telematics on pause.
Audit Subcommittee
Administrative
Support
Work with Chair to develop agenda
for February 2024 quarterly meeting,
including presentation of the ACFR by
the External Auditor, select Chair and
Vice-Chair, provide updates on progress
of Internal Audit report findings. FY
2023-24 quarterly meetings occur on
8/15/23, 11/21/23, 2/20/24, and 5/21/24.
Workplan includes Airport Property
Management review, Joint Dispatch
Review, and validation of progress made
on Human Services Grants Program
audit recommendations.
23/24 6/30/24 FIN Completed Staff has been providing
quarterly updates on progress
of Internal Audit report findings
as planned for Q1 - Q4: 8/15/23,
11/21/23, 2/20/24. 5/21/24 The
next update is scheduled for
8/20/2024.
Staff has developed the agenda
and will coordinate meetings and
provide updates on an ongoing
basis.
BBB Wireless
Network Hardware
Refresh
Upgrade Wireless Network technology at
BBB Bus Yard
23/24 12/31/25 ISD Not started Project will not start until July 2025.
Benefit Coalition
Negotiations
Enter into new agreement to provide
medical benefits to city employees.
23/24 12/31/23 HR Completed Contract rolled over until 12/31/24
11.B.d
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53 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
GOOD GOVERNANCE & MODERNIZATION
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Broadcast public
meetings on YouTube
and Channel 16,
and provide video
production support
for select priority
topics
Airing of Public Meetings and posting on
YouTube (Touches all council priorities)
23/24 6/30/24 CMO Completed Council meeting broadcasts
continue on YouTube, as well as
select commission meetings.
Council meeting broadcasts
continue on YouTube, as well as
select commission meetings.
Updated streaming software
to enhance quality. Staff has
successfully worked with
KeyCode to improve sound and
streaming in lobby and Council
Chambers, and upgraded
streaming equipment to ensure
reliability.
Cemetery and
mausoleum projects
to maintain facility
Paint the mausoleum, repair all the
stained glass windows, restore the
Hugo Ballin murals, tree trimming, and
landscape projects to provide a dignified
resting place.
23/24 12/31/24 PWD Needs
attention
Tree trimming and landscape
projects - Emergency pruning
completed; landscape projects
for previously overlooked
areas is completed. Regular
tree maintenance schedule
established. Hugo Ballin Murals
restoration has been completed.
Painting Mausoleum - delayed;
anticipated start date moved to
October 2024
Repair/restoration of stained
glass windows - delayed;
anticipated start date moved to
October 2024
Child Protection
Officer Program
Management
Implement a more comprehensive child
protection training and tracking program,
including implementing a new system
to track volunteers and contractor staff
fingerprinting and training status and a
new all-staff training on the principles of
child protection protocols.
23/24 3/31/24 FIN Completed Volunteermatters, an online platform to track volunteers and
contractor staff fingerprinting
and training status has been
implemented. The first annual
all-staff training on the principles
of child protection protocols was
rolled out in October 2023.
Citywide
Classification Study
Revise the City’s classification plan to
reduce redundancy, where possible, for
the purpose of improving operational
efficiency, ensuring appropriate equity,
and simplifying career paths.
23/24 1/1/28 HR On target The work is ongoing with
compensation and classification
studies being done for certain
job classifications. In addition,
certain classifications are being
abolished periodically.
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54 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
GOOD GOVERNANCE & MODERNIZATION
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Civil Service Rule
Application and
Reform
Modifications to the City's Municipal
Code
23/24 12/31/24 HR Paused This initiative has been placed on hold and will be discussed
with the new Human Resources
Director.
Compensation
Philosophy
Refine the compensation philosophy/
policy and work with customer
departments to identify comparable
agencies for compensation studies if not
already defined.
23/24 6/30/24 HR Completed The compensation philosophy
was updated in 2019 following
the Moss Adams audit which also
identified a list of 11 comparable
agencies for future studies.
The list is modified as needed
based on the uniqueness of the
classification(s) being studied.
Computer Equipment
Replacement
Program
Restart CERP, Issue RFP, and begin
computer replacements to replace 500
per year.
23/24 6/30/24 ISD Completed Vendor onboarded and CERP
restarted. Replaced 350
computers by FY 2023-24 and
moved additional funds to FY
2024-25. CERP program is now in
ongoing operational state.
Continue succession
planning efforts
Strategic Plan Goal 3C-1 and 3C2. Succession Planning efforts that ensure all Fire employees are trained
in current department policies and
have a thorough understanding of their
operational practices. Ensure 90% of
fire employees are trained in industry
best practices, OSHA requirements,
and department policy updates. Recruit
academies for Engineer, Captain and
BC will be held prior to the promotional
exams scheduled in later 2023 and Q1-2,
2024.
23/24 12/1/25 FIRE On target Several promotional
opportunities are in process at
all ranks. A exception budget
request was made to support an
upgrade to the Administrative
Captain position to a Battalion
Chief to fill a large identified
gap in Administrative training
opportunities for Chief Officer.
As of July 2024, the Admin BC
was approved and promoted.
Deputy Chief selected, two
Captain's and one Engineer also
promoted due to the trickle
down.
Continue to update
all aspects of
department policy
Training manual completed January
2024. The hydraulics manual will
be completed prior to the Engineer
exam in March of 2024. All EMS and
Administrative billing policies will be
updated by June 2024.
23/24 6/30/24 FIRE Completed Efforts continue in both EMS and Prevention to update policy.
Several policies have been add
proved in the Administrative
Manual related to multiple
areas that include Staffing and
Prevention.
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55 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
GOOD GOVERNANCE & MODERNIZATION
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Contract
Management
Execute three citywide contracts related
to life, safety and clean atmosphere
(Custodial Services, Fire Alarm Panel
Monitoring and Sprinkler Maintenance/
Repair, and Elevator Maintenance).
23/24 5/31/24 PWD Completed All RFPs for these contracts have been completed and vendors
were selected. All but one (Fire
Alarm Panel Monitoring and
Sprinkler Maintenance/Repair)
will not be executed prior to
the target date 5/31/2024. It is
expected that the contract will
be executed by 8/31/2024.
Completed.
COVID-19
Reimbursement
Submit all COVID-19 reimbursement
requests to FEMA. Facilitate all CalOES/
FEMA requests for information on
previously submitted project.
23/24 12/31/24 CMO On target Activity timeline is based on FEMA's processing of COVID-19
projects. OEM continues to
manage FEMA requests for
information and negotiations
on project scope/costs. As of
7/1/24, City has been approved
to receive reimbursement
for 28 COVID-19 response
projects, totaling +$2.8 million in
reimbursement. The City is in the
final stages to receive approval
for two additional projects,
totaling $110,362 and is waiting
for FEMA decision on its final
project totaling $236,700.00
Data Classification
and Document
Retention
Work with the City Clerk’s Office to
implement organization-wide data
classification and retention policies.
23/24 12/30/24 ISD Paused ISD developed and tested a
file disposition workflow in
SharePoint in collaboration
with the City Clerk’s Office.
The project is on hold awaiting
development of organizationwide file retention policy.
Datacenter
Modernization
Infrastructure and Cloud Services
Division is updating our datacenter to
reflect modern day usage.
23/24 12/31/24 ISD On target ISD implemented the Nutanix Hybrid cloud platform for hosting
city servers and data. ISD has
transitioned 82% of servers to
this new platform and is planning
to complete the migration of
remaining servers by December
2024.
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56 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
GOOD GOVERNANCE & MODERNIZATION
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Develop the
workflows and
implement the
short-term rental
housing permitting,
tax collection,
and enforcement
software program
Implement new software to automate
proactive enforcement or City’s policies
related to short -term rental housing
23/24 12/30/24 CDD On target The contract was signed in late June and access to the system
was finally granted 7/12/24.
Staff has sent licensing, property
owner, and parcel data to
the vendor and is working on
creating the letters necessary
for proper use of the system.
Once the kickoff meeting is
scheduled, staff from Code,
Finance, and ISD will work with
the vendor to build the processes
to allow the system to efficiently
automate many of the licensing
and enforcement processes.
Estimated completion date
December 2024.
11.B.d
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57 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
GOOD GOVERNANCE & MODERNIZATION
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Disposition of City
Property
Sale or lease of one or more city
properties that are no longer required for
city purposes and/or are underutilized.
23/24 9/30/25 CDD On target Council declared the Apple
Building, SM Civic, Former Fire
Station No 1 and City TV sites as
surplus. In 2023, staff issued NOIs
for all four sites (in 2 stages).
Sale negotiations are currently
underway for the Apple site with
an ENA to be signed in March
2024. The former FS%231 is
under preliminary negotiations
for potential long-term ground
lease. Both sites would be used
for affordable housing. There
was not sufficient interest in City
TV property so no further action
currently being taken. SM Civic
SLA process completed, State
approved. City staff released a
LOI for interest for cultural event
operators for SM Civic in January
2024 and currently reviewing
proposals. Anticipate going to
Council in Spring 2024 regarding
next steps.
7/17/24: Closing out Surplus Land
requirements for three properties
in order to facilitate direct
disposition and secure market
value for Apple building site,
former Fire Station 1 and CityTV
building. Civic has been closed
out and staff is proceeding with
bringing Exclusive Negotiating
Agreement to Council to
facilitate long term lease/
disposition of the property. CDD
staff is supporting HHS effort to
redevelop 4AZ and Bergamot
consistent with the Housing
Element.
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58 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
GOOD GOVERNANCE & MODERNIZATION
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Employee
Onboarding and
Offboarding
Conduct monthly staff onboarding
meetings ; transition routine components
of employee orientation to an online
platform and leverage online new
hire paperwork in order to utilize staff
time more effectively; standardize and
streamline the employee offboarding
process to ensure all necessary
departments are aware of employee
separations and complete the tasks
necessary to protect City assets and;
expand retirement planning discussions
from individual consultations to monthly
group meetings.
23/24 12/31/24 HR Planning Monthly New Hire Orientation meetings are now conducted.
Retirement planning discussions
have transitioned from individual
consultations to monthly group
meetings. HR is moving forward
with amending Neogov contract
to use its online platform for
onboarding. ISD created a
working group to address
offboarding, which necessitates
a separate workplan for the
offboarding.
Employee
Recognition
Programs
Relaunch of the quarterly service
awards and We Do the Right Thing Right
recognition programs.
23/24 3/31/24 HR Completed The quarterly service awards were relaunched in March 2024.
Ensure compliance
with State Land
Surplus Act
requirements for
all City-owned
properties
Coordinate efforts with Planningsubmit annual HCD Audit. Proceed with required noticing for surplus properties.
Complete Surplus Land Act process for
Apple Building/TOD Site, Former Fire
Station No 1 and City TV sites.
23/24 3/31/25 CDD On target Closing out Surplus Land
requirements for three properties
in order to facilitate direct
disposition and secure market
value for Apple building site,
former Fire Station 1 and CityTV
building. Civic has been closed
out and staff is proceeding with
bringing Exclusive Negotiating
Agreement to Council to
facilitate long term lease/
disposition of the property. CDD
staff is supporting HHS effort to
redevelop 4AZ and Bergamot
consistent with the Housing
Element.
Enterprise Fund
Nexus Study
Complete the OSE Nexus Study to
identify reimbursement of staffing costs
by Enterprise Funds.
23/24 9/30/24 PWD On target Contract negotiations phase completed in June 2024 and
study is underway.
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59 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
GOOD GOVERNANCE & MODERNIZATION
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Enterprise Risk
Assessment
Address the areas under HR's purview
identified in the assessment as high risk:
recruitment and retention, retirement
and succession planning, compensation,
talent management, employee morale,
and union relationships.
23/24 6/30/24 HR Completed Ongoing work to address the
areas under HR's purview
identified in the assessment as
high risk.
Enterprise Search
Replacement
Improve search functionality on the
public facing website.
23/24 6/30/25 ISD Planning The web team is creating RFP.
The RFP process is still underway.
Evaluate new
Learning
Management
Solution
Conduct RFP and identify new learning
management system for City.
23/24 5/31/24 ISD Completed Migrating content to Knowbe4 platform - saving 150K/annually
on Cornerstone. Currently,
working with departments to
migrate content.
The city migrated to Knowbe4
training platform from
Cornerstone
Executive Level
Recruitments
As need arises, partnering with
recruitment firms to ensure successful
recruitments in expeditious manner.
23/24 6/30/24 HR Completed This is an ongoing initiative and staff has partnered with
recruitment firms.
Executive Technology
Dashboards
Create executive technology data
dashboards to report on service
requests, application support, and IT
projects.
23/24 12/31/23 ISD Paused Dashboards were created with
information on service requests
and service outages but we are
paused on application / software
data and IT projects. Work is on
hold until decision on what will
be the system of record for IT
projects, and direction from new
CIO.
External Auditor
Solicitation
Develop and issue an RFP for an External
Auditor, select an external auditor and
present recommendations to Audit
Subcommittee at the November 2023
meeting, followed by Council approval.
23/24 12/12/23 FIN Completed The RFP process was completed and the panel selected the
City's current external auditors
LSL. The decision to enter into a
new contract with our current
external auditor was presented
at the Audit Subcommittee
meeting on 11/21/23. The award
agreement was approved by
Council at the 12/12/23 Council
Meeting.
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60 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
GOOD GOVERNANCE & MODERNIZATION
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Facility Maintenance
& Improvements
(landscape, paint,
carpet, technology)
Main Library paint, carpet replacement
and landscaping needs addressed by
facility's budget and adopted CIP Budget.
23/24 6/30/24 LIB Paused Discussions have begun
regarding long range planning
for Facilities maintenance using
recommendations of Facilities
Condition Assessment report
across all five libraries. However,
due to lack of funding in CIP
and Maintenance funds, staff
will pivot to focusing on high
priority areas in the coming year.
Progress will be ongoing in FY
2024-25.
Fiber-optic
communications
equipment
replacement
Replace outdated fiber-optic networking
equipment
23/24 12/30/24 ISD On target RFP was awarded to VarData for the replacement of fiber-optic
communications equipment.
Staff Report is on the Consent
Calendar for the 8/27 meeting.
Frontier Telephone
Bill Audit
Complete a comprehensive audit
of legacy telephone lines, eliminate
unused telephone lines, circuits, reduce
telecommunications costs.
23/24 6/30/24 ISD Completed ISD completed a comprehensive audit of Frontier bill and canceled
unused telephone circuits.
ISD completed a comprehensive
audit of Frontier bill and canceled
unused telephone circuits. This
resulted in monthly savings in the
amount of $8,674.95.
General Billings
Modernization
The Billing and Collections unit will
research and determine feasibility
of enhancing modern/convenience
payment solutions for the public.
Examples would be a one-stop location
for all City payments and acceptance
of non-traditional payment types such
as Venmo, Zelle, and possible crypto
currency
23/24 6/30/25 FIN Planning A one-stop location for payment no longer makes financial
sense anymore. To integrate
numerous systems would be
costly and time-consuming. This
would require that revenue is
recorded in the financial system
while also updating customer
account balances in a separate
system unless systems are fully
integrated, and this would require
additional staff resources.
Water utility billings is currently
testing non-traditional payments
and, upon completion of that test
period, will be strategically rolled
out to other payments received
in the City.
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61 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
GOOD GOVERNANCE & MODERNIZATION
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Genfare Fare
Collection System
Upgrade
Upgrade Genfare Collection System fare
processing platform that will provide
flexible solutions for fare collection.
23/24 6/30/25 ISD Planning Project will be done as a sole source and is expected to start
early 2025 after the mobile
ticketing solution is delivered.
Grant Opportunity
Tracking
Monitor opportunities for state and
federal grants that could support City
projects and programs, in coordination
with City’s state and federal lobbyists.
Coordinates with City departments on
identification of desirable grants and
ensuring necessary support to prepare
and submit grant applications as
appropriate.
23/24 6/30/24 CMO Completed A SharePoint site has been
developed to include resources,
grant opportunities and contacts
for consultants to support
staff in applying for grants and
guidance through the internal
process and best practices. Site
is updated weekly and grant
opportunities are sent regularly
to Departments.
This is an ongoing process that
requires maintaining but it is
set up and staff continue to
share opportunities directly
with relevant departments and
will continue to arrange annual
meetings with state and federal
lobbyists and department
leadership to discuss planned
programs in upcoming year
so lobbyists can easily identify
different funding opportunities.
Grant Program
Manager
Quarterly grant reports completed
on time and successfully submit grant
applications
23/24 6/30/25 PD On target 11 Grants currently be monitored.
Of note, SMPD was the only
department statewide to meet
a Grant Deadline goal for the
SMART Center BSCC Grant.
Currently all Grants are on track.
Housing Authority
Client Advisory Board
(CAB)
Implementation of a new Client Advisory
Board for Housing Authority program
participants, contingent on receiving
Council direction.
23/24 6/30/24 HHSD Paused Ongoing dialogue between the
City Attorney's Office (CAO), the
Housing and Human Services
Department (HHSD), and the
Housing Commission regarding
the Client Advisory Board is
currently underway and ongoing.
HSGP Monitoring Execute a new professional services
agreement with a qualified firm for
ongoing HSGP Monitoring Services
and implement the recommendations
provided by Moss Adams in their
February 2023 HSGP Monitoring Report
23/24 8/31/24 HHSD On target An RFP for ongoing HSGP
Monitoring Services closed
on 3/15/24. Council approved
award of a contract to
Moss Adams on 4/23/24. A
Professional Services Agreement
is track to be fully executed by
8/31/24.
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62 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
GOOD GOVERNANCE & MODERNIZATION
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Implement HUD
Funding for CDBG/
HOME/HOME-ARP
Implement Council-approved 2023-24
CDBG/HOME Action Plan and HOMEARP Allocation Plan; Develop 2024-25 Action Plan, due 5/15/24
23/24 6/30/24 HHSD Completed All 2023-24 CDBG, HOME, and HOME-ARP funded activities are
actively underway. The 2024-25
CDBG/HOME Action Plan was
approved by Council on April 23,
2024 and submitted to HUD on
6/27/24.
Implement
ISD Enterprise
Governance
Establish a Citywide ISD Governance
Board to review and prioritize technology
projects and evaluate resource requests.
23/24 3/31/25 ISD On target The Technology Governance
project was awarded to Moss
Adams. Project kickoff meeting
was held on 8/6/2024.
Implement new
permitting and
land management
technology
Replace legacy systems with next
generation technology solutions to
Improve efficiency of permit processes
related to residential and small business
applications, consistent with Moss Adams
Permitting Efficiency Study A short list of
vendors have been identified as part of
RFP process.
23/24 4/30/26 CDD Planning Council approval for new system and implementation estimated
at a 18 months upon execution
of Professional Services
Agreement.
Implement the
Fire Department's
Strategic Plan and
pursue accreditation
by the end of FY
2024-25
Strategic Plan Objective 3B-5. Multiple
workplan objectives tie directly to the
SMFD 2023-2028 Strategic Plan. SMFD
will begin accreditation efforts in Q4
of 2024 with the hopes of achieving
accreditation from the Center for Public
Excellence in FY2025-26.
23/24 6/30/25 FIRE On target Multiple areas of the 2023- 2028 Strategic Plan are being
executed this calendar year.
Five of 19 objectives in the
Strategic Plan are completed in
FY 23-24. Six additional
objectives added for FY
2024-25.
Implementation of
AssetWorks Modules
Finalize the implementation of Fuel Focus
and Capital Management Modules.
23/24 12/31/24 PWD On target Began implementation of
FuelFocus, capital module to be
reviewed and implemented if
meets the needs of the division
by FY 2024-25.
Estimated completion date
FY2024-25 Q2.
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63 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
GOOD GOVERNANCE & MODERNIZATION
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Improved
Communication with
Council in regards to
legislation and event
preparation
Improvements will center on regular
communications regarding staff
interactions with state and federal
lobbyists;
individualized attention from staff to
each council member while remaining
within context of Council priorities;
;working closely with council members
in regards to legislative processes and
utilizing inter-agency/inter-jurisdictional
collaboration to achieve Council
priorities.
23/24 6/30/24 CMO Completed This is an ongoing effort and staff will update bring forth the
priorities on annual basis for
Council review.
This is an ongoing effort and
staff will update bring forth the
priorities on annual basis for
Council review.
Increased
Transparency
Projects
Research and plan the implementation of
a Popular Annual Financial Report (PAFR)
and a Budget in Brief document for
upcoming annual/biennial processes.
23/24 6/30/25 FIN On target The Finance Department is
currently in the process of
recruiting a Senior Accountant
which will lead in the
development of the PAFR along
with other Financial Reporting
staff and with City Manager
guidance. As of 07/23/2024
Financial Reporting is recruiting
for the Senior Accountant.
Finance will review the planned
target date after staff has been
hired.
Internal Auditor
Solicitation
Determine whether to recommend
extension of the Internal Auditor contract
to the Audit Subcommittee and Council,
and either proceed with modifying the
contract or develop and issue an RFP
for an Internal Auditor. Contract expires
9/30/2024.
23/24 5/21/24 FIN Completed The extension of the Internal Auditor contract was presented
and approved at the 11/21
Audit Subcommittee meeting
to extend the contract for a
2 year term and 3 one-year
options. Finance Administration
will determine the extensions
considering Moss Adams
recently completed an Enterprise
Risk Assessment and determine
next steps based on best
practices and the needs of the
City.
Contract for a 2 year term and 3
one-year options was executed.
11.B.d
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64 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
GOOD GOVERNANCE & MODERNIZATION
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Keep the community
informed through
press releases, blogs,
SaMoNews, and
social media
Regular production of City news
channels. (Touches all council priorities)
23/24 6/30/24 CMO Completed Team has sent regular
SaMoNews with community
updates, continuing to work on
increasing subscriptions.
Staff has increased frequency of
blogs and press releases in direct
alignment with the city strategic
priorities. Our new social media
manager has worked to add
8,000 new followers in six
months and has increased
engagement by 20 percent.
Social post quality has increased,
with a greater focus on video in
line with industry trends. Staff
has also increased engagement
with local businesses to promote
positive stories in the city.
Kronos Dimensions
Upgrade
Migrate from Kronos Workforce Central
to Dimensions SaaS solution
23/24 11/30/24 ISD On target Integration team is working on uploading/testing People import
file into UKG (Previously Kronos),
and we're currently wrapping
up discussion regarding Fire
Department requirements/
solutioning. We're looking to
move onto Testing phase in
August 2024.
Labor Negotiations Plan, alongside the City Manager's Office and Human Resources, for the 2025
Labor Negotiation cycle.
23/24 12/31/24 FIN On target First meeting was spearheaded by HR April 2024. This was an
introductory meeting with HR
and Finance teams. HR will
prepare a timeline and will
provide Finance with sample
costing methodology gathered
from recent training that HR staff
attended. Staff will begin
meeting every two weeks.
Laserfiche CloudHosting TransitionMigrate Laserfiche to Vendor SaaS solution
23/24 10/30/24 ISD Planning We wrapped up Training last week and will be move on to
UAT/Testing phase next week.
Laserfiche team is working on
testing plan & scripts this week.
11.B.d
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65 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
GOOD GOVERNANCE & MODERNIZATION
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Learning and
Organizational
Development
Development of a cohesive more
comprehensive approach to provide
learning, organizational development
and recognition opportunities to the
employees. This approach will require
additional long-term funding.
23/24 12/31/24 HR On target The position of HR Analyst
responsible for learning and
organizational development has
been filled. This individual will
oversee HR developing a more
cohesive more comprehensive
learning and organizational
development program. Their first
initiative was to implement an
employee recognition certificate
system, which has been
completed.
Liability Claims
Review System
Create a continuous system of
analyzing/reviewing liability claims
to prepare plans addressing negative
trends in the liability program and large
liability claim settlements.
23/24 12/31/24 FIN On target The reports have been
developed in our Risk
Management Information
System in order to analyze
liability claims data. We are in the
process of the soft/trial launch
of the system. The actual launch
will take place during the Q2 FY
2024-25.
Mental health and
wellness program
Strategic Plan Objective 3A-1 and 3B-2.
This includes the enhanced efforts to
address employee mental health and
wellness through a wide range of classes
and benefits for all SMFD employees.
23/24 6/30/25 FIRE On target This is an ongoing effort with several internal wellness classes
scheduled this calendar year
and as of July 2024 several
wellness related classes are in
the planning stages. All fitness
equipment for FY 2023-24
was delivered and FY 2024-
25 equipment order has been
ordered.
Midyear Operating
Budget/Five Year
Forecast Review
Presentation of five-year financial plan
that evaluates current and future fiscal
conditions to guide budget decisions, and
adjustments to current year budget to
reflect items of substantive impact based
on new information and to fund critical
items not funded as part of Adopted
Budget if funding is available. Review will
also include recommendations/seek
direction on 2024 ballot measures.
23/24 2/13/24 FIN Completed Updated five year financial forecast and FY 2023-24
midyear budget presented to
Council on 2/27/24. Approved
budget changes posted in Tyler
Munis.
Council received forecast,
adopted resolutions, and
approved all recommended
actions, with direction, for item
11.B (Financial Status Update and
Fiscal Year 2023-24 Midyear
Budget).
11.B.d
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66 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
GOOD GOVERNANCE & MODERNIZATION
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Mobile App (including
Parking Map)
Upgrade the City's mobile app, including
adding real time parking information
23/24 9/30/24 ISD On target The vendor is working on final piece of programming.
Modernize City
Servers to 2012 or
Newer
Several City applications are supported
on 2008 or 2012 servers that are no
longer supported by Microsoft. This will
secure our environment.
23/24 12/31/24 ISD On target This is an ongoing process and, in some cases, tied to application
modernization efforts. ISD has
established and is currently
leveraging Azure cloud-hosted
services to ensure extended
support for Windows servers
that cannot be upgraded. All
servers that are eligible for Azure
Extended Patching, were set
up for the extended security
patching program.
Moss Adams Audit
/ Parking Divisions
Assessment
implementation
Meet or exceed Finance Department
expectations for implementation of
recommendations, including providing
ongoing and increased oversight
of compliance with agreement
requirements such as monitoring use
of city parking cards, inventory of
equipment and maintenance issues,
monitoring of standard operating
procedures, and ensuring that reporting
and invoicing deadlines are met.
23/24 6/30/24 DOT On target The Parking Division will
complete the required audit and
produce corresponding memos
by the required deadline. Draft
memo is completed.
MOU
Negotiations:
2025-26
Prepare for the negotiations by engaging
with all the stakeholders, such as the
Department Heads, CAO, CMO, and
Finance.
23/24 6/30/25 HR Planning Discussions with all the
stakeholders have started
to come up with a strategy
going into the negotiations. A
workplan for the negotiations is
being developed for review and
approval by CMO.
OneDrive Migration Decommission legacy file server, migrate user data to OneDrive
23/24 3/1/24 ISD Completed ISD has completed transitioning information from legacy file
server onto OneDrive for all
departments.
ISD has completed transitioning
information from legacy file
server onto OneDrive for all
departments.
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67 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
GOOD GOVERNANCE & MODERNIZATION
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Operating Budget
Development and
Adoption
Adoption of a balanced budget that
reflects established Community and
Council Priorities.
23/24 6/25/24 FIN Completed FY 2024-25 proposed based
budget presented to Council
on 5/28/24 with final changes
presented on 6/25/24. Approved
budget changes posted in Tyler
Munis.
Council adopted resolutions,
and approved all recommended
actions, with direction, for item
12.A (Adoption of the Second
Year of the FY 2023-25 Biennial
Budget, Adoption of the First
Year and Approval of the Second
Year of the FY 2024-26 Biennial
Capital Improvement Program
Budget).
Property and
Evidence
Management
Purge 300 items per month 23/24 6/30/25 PD On target Project is ongoing and on schedule.
Provide information
to the City workforce
through monthly all
staff newsletters
Monthly All Staff Emails (Touches all
council priorities)
23/24 6/30/24 CMO Completed Team has sent regular all staff emails.
Team has sent regular all staff
emails and is working to redesign
this newsletter to make it more
effective and in line with the city
strategic priorities.
Provide media
training to new
Council members
and City leadership
Training conducted (Touches all council
priorities)
23/24 3/31/25 CMO On target We are working on a new training for new department heads,
managers and city council
members, likely early 2025.
Public Engagement
for Budget
Work with the City Manager's Office to
develop and implement a more robust
public engagement process for the FY
2025-27 Biennial Budget
23/24 12/31/24 FIN Planning Kickoff meeting with CMO
and Budget staff occurred in
April 2024. There are ongoing
meetings to establish the
timeline and framework to start
in early 2025.
Rand DA
Termination/
Amendment
& CCSP/ZO
Amendments
Negotiations with RAND Corporation
leading to vote by Council to terminate
the Development Agreement, Civic
Center Specific Plan Amendments, and
possible zoning ordinance changes
23/24 12/30/24 CDD Planning City staff and applicant team have met three times to discuss
the proposed cancellation/
amendment of the RAND DA.
Negotiations are underway
but are paused until applicant
provides a community benefit
proposal that is responsive
in some manner to the City's
proposal.
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68 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
GOOD GOVERNANCE & MODERNIZATION
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Redevelopment
of City Owned
Properties:
Disposition of sites
adjacent to Expo 4th
Street Station
Execute Exclusive Negotiation
Agreement with AMCAL and Lincoln
Companies; provide support and
guidance on application process for
project
23/24 12/31/24 CDD On target Draft ENA awaiting execution.
As of July 2024, staff planned to
return to Council in summer 2024
to discuss options and next steps
for the site
Retrofit Cemetery
elevator
Upgrade the outdated single bottom
cylinder elevator.
23/24 6/30/25 PWD On target Staff is working with Architecture to bid project and execute a
contract to complete work.
Santa Monica Main
Library - Paint
Rehabilitation
Repaint 50% of the public areas and
offices in the Main Library
23/24 6/30/24 PWD Canceled Facilities staff determined
that there were more
pressing priorities for Facilities
Maintenance funds dedicated to
the Library than for repainting.
Staff will reassess painting
needs at the Main Library in
collaboration with Library staff
for FY 2024-25.
Section 8
Management
Assessment Program
Complete 14-criteria self-evaluation and
submit to HUD by deadline
23/24 8/31/24 HHSD On target The Housing Authority's work on the Section 8 Management
Assessment Program is
underway and will be complete
by August 30.
Security assessment
and remediation
Conduct vulnerability assessment and
remediation on critical systems and
business applications
23/24 3/31/25 ISD On target ISD is working with our vCISO to conduct an internal Business
Risk Assessment, and will
be scheduling the annual
Penetration Test. The outcomes
of these two assessments
will provide the basis for the
remediations required.
SMHA Annual/
Administrative Plan
Update
Recommendation to Housing Authority
Board to approve FY2024-25 Annual and
Administrative Plans
23/24 4/15/24 HHSD Completed Annual and Administrative Plans were approved by Council on
4/9/24 and submitted to the
Department of Housing and
Urban Development (HUD) on
4/12/24.
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69 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
GOOD GOVERNANCE & MODERNIZATION
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution SPIDR Public Safety
Customer Service
Notifications
Implement SPIDR Tech to distribute text
message notifications during Police calls
for service and distributed proactive
customer service information.
23/24 3/30/24 CMO Completed SPIDR text message notifications for CAD calls for service have
been fully implemented,
including customer service
survey. SMPD is in the progress of
implementing second phase of
SPIDR implementation for victim
updates when the RMS goes live
in 5/24.
SPIDR text message notifications
for CAD calls for service have
been fully implemented, including
customer service survey.
State and Federal
Legislative Advocacy
Advocating for policy priorities and
funding in line with Council-adopted
state and federal legislative platforms,
provide regular updates to Council.
23/24 6/30/24 CMO Completed This is an ongoing priority, especially when state legislature
is in session January to
September/October.
This is an ongoing priority,
especially when state legislature
is in session January to
September/October.
Strategic
Communications
Implementation of strategies to tell the
City's story to the community. (Touches
all council priorities)
23/24 6/30/24 CMO Completed Staff continues to promote
branding and iconography for
the five council priorities, and
update dedicated webpages
for each. We continue to
promote each priority in press
releases and blog posts, as well
as on social media. We held
one cohort meeting to bring
together different departments
to brainstorm content and
strategy communications and
are planning more.
Staff continues to promote
branding and iconography for
the five council priorities, and
update dedicated webpages
for each. We continue to
promote each priority in press
releases and blog posts, as well
as on social media. We held
one cohort meeting to bring
together different departments
to brainstorm content and
strategy communications and
are planning more.
Telephone System
Modernization
& Unified
Communications
Transition to cloud-hosted phone
services using Cisco UCM, enable PSTN
calling capability on MS-Teams
23/24 12/30/25 ISD Planning ISD is currently testing WebEx call center features with Building
and Safety staff. The plan is to
transition the City’s on-premises
telephony system to a cloudhosted system by end of 2025.
Initial deployment will involve 200
users and be completed by end
of December 2024.
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70 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
GOOD GOVERNANCE & MODERNIZATION
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Transition to New
Bank for Banking
Services
Implementation of New Bank for City
Banking Services
23/24 6/30/25 FIN On target Implementation and testing
underway. Weekly meetings
for City staff with bank staff to
discuss issues, status, and next
steps are ongoing. By end of July,
will begin contacting vendors to
notify them of new bank. User
training sessions were scheduled
for 7/22 – 7/30.
Triennial Audit Ensure Federal Transportation
Administration compliance of all federally
funded projects.
23/24 9/30/24 DOT On target Staff has been meeting all
funding requirements and is
scheduled to undergo a Federal
Transit Administration Triennial
Review in September 2024.
Upgrade to Kronos
Dimensions
Implement the required Payroll
functionality for the integrated
new platform, Kronos Dimensions.
Dimensions provides a range of security
monitoring, detection tools, and more
protective of sensitive payroll data.
23/24 12/31/24 FIN On target The project kick-off and system configuration setup has started
with critical tasks in process,
such as business structure and
labor category entries. Ultimate
Kronos Group has completed
migration and will work with City
staff to complete the manual
entry of additional configuration
that cannot be migrated.
Timecard configuration updates
have been made, Subject
Matter Experts are working with
technical UKG staff on interfaces
between subsidiary systems
and Workforce Management
(Formerly Dimensions) to upload
all staff in Kronos to our User
Acceptance Testing (UAT) site.
Vehicle Replacement
Fund Reconciliation
Update vehicle inventory and reconcile
and maintain an updated vehicle
replacement funding program per Moss
Adams recommendations.
23/24 9/31/24 PWD On target Delayed due to staffing levels.
Expect completion FY 2024-25
Q2.
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71 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
GOOD GOVERNANCE & MODERNIZATION
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Vehicle Replacement
Fund Schedule
Update the City's Vehicle Replacement
criteria in order to reduce maintenance
costs and maintain timely replacement
of vehicles.
23/24 6/30/24 PWD Completed Fleet staff implemented a
point system based on Moss
Adams recommendation to
prioritize fleet replacements
and implemented system at the
beginning of the calendar year.
Water Resources
Asset Management
Implementation
Implement new Asset Management
system for Water Resources
23/24 12/30/24 ISD On target User training in August 2024. Go live scheduled for September
2024. Target project completion
December 2024.
Water Resources
Network and Server
Infrastructure
Upgrades
Upgrade Network and Server
Infrastructure for Water Resources
23/24 12/30/24 ISD On target Delays in procuring equipment and anticipate completion at end
of calendar year.
Website Update Complete migration of Library, Big Blue
Bus, Council, and other legacy web
content.
23/24 6/30/25 ISD On target Library website migrated. for other website and staff will
continue to migrate other
department websites thru FY
2024-25.
Windows Hello
Biometric
Authentication
Infrastructure and Cloud Services
Division is standardizing Windows Hello
per new Microsoft security update to
ensure more secure device use.
23/24 10/31/23 ISD Completed The Windows Hello face
authentication has been enabled
on all computers citywide.
Windstream eFax
Migration
Migrate city’s legacy fax lines to
Windstream eFax cloud solution
23/24 4/12/24 ISD Completed The migration to eFax solution has been completed. Old fax
circuits are now disconnected.
Windstream
Telephone Line
Modernization
Transition city’s telephone lines to
Windstream’s new platform to achieve
resiliency.
23/24 1/31/24 ISD Completed City’s Windstream telephone circuits were moved to their new
more reliable platform.
Work Order System
- Field Service
Management
Upgrade system used for Facilities
Management
23/24 9/30/24 ISD Paused Pending funding source,
prioritization, and resource
availability.
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72 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
GOOD GOVERNANCE & MODERNIZATION
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Year-end Operating
Budget Review
Report prior year budget performance,
make prior year budget adjustments
and make time-sensitive adjustments
to current year budget resulting from
grant fund updates, personnel actions
and to reappropriate funds earmarked
for projects that could not be completed
prior to year-end.
23/24 10/24/23 FIN Completed Year-end budget presented to Council on 10/24/23. Approved
budget changes posted in Tyler
Munis.
Council adopted resolutions
and approved all recommended
actions for item 11.A (Fiscal
Year 2022-23 Year-End Budget
Review).
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73 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
RACIAL JUSTICE, EQUITY & SOCIAL DIVERSITY
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Acknowledge +
Reframe Together:
Building equitable
civic spaces through
the arts - City Hall
Murals PHASE I
Long term community engagement
identifying and reaching stakeholders
about the project and creating goalposts
for success in the reconsideration of the
WPA-era mural in historic City Hall lobby.
23/24 6/30/24 RAD Completed In February 2024, completed a year-long community
engagement process of meetings,
events, activities and discussion
known as the Reframe: City Hall
Mural project Phase I. The goals of
this portion of the project were to
produce an artistic response that
engaged with the full complexity
of Santa Monica’s histories and
communities, share learning
about the mural and understand
community perspectives.
These conversations were
distilled into a robust summary
report and the above resulting
recommendations by facilitating
consultants Meztli Projects, an
Indigenous-based collaborative
arts and culture organization
that includes artists, researchers,
organizers and advocates.
Meztli continues with a few other
engagements in conjunction with
Office of Equity through April
2024.
CAD staff have completed Phase
I of this project and are now
moving into Phase II
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Packet Pg. 155 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
74 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
RACIAL JUSTICE, EQUITY & SOCIAL DIVERSITY
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Acknowledge +
Reframe Together:
Building equitable
civic spaces through
the arts - City Hall
Murals PHASE II
New artwork in historic City Hall lobby;
new interpretive signage prominently
displayed by Macdonald-Wright
mural; curriculum about issues arising
from Mural; survey of public art and
commemorative landscape to form a
baseline for future work ensuring public
space reflects equity and belonging.
The other recommendations including
a tenth put forth by Councilmember
de la Torre - identify Equity as the lead
division, and CAD will work closely with
Equity to create a timeline and identify
resources for implementation. (Racial
Justice, Equity and Social Diversity;
Cultivate Economic Recovery & Expand
Community & Cultural Offerings)
23/24 12/30/26 RAD Paused The Phase I report and
recommendations were
reviewed and approved by
Council 2/13/24. CIP funding
granted in FY 2023-24 to begin
implementation of the first four
recommendations. Further
CIP funding for FY 2024-25
and onward is currently being
requested. The scopes for
consultants and artist(s) will
need to be developed through
a community process and
reviewed and approved by the
Arts Commission and the City
Attorney before being released.
The timeline is anticipated to be
from summer 2024 - winter 2029.
Unfortunately, City budget
allocations for FY 2024-25 did
not include additional funding for
Phase II of this project given tight
financial constraints for CIPs.
RAD CAD staff are regrouping to
assess what progress we could
make given available funding and
planning for FY 2025-26 when
additional funding has been
allocated.
Apply for CA
Department of
Aging Local Aging &
Disability Planning
Grant to launch
Seniors and People
with Disabilities
Strategic Plan
Secure funding to procure consultant to
support the launch and development of a
comprehensive multi-year strategic plan
for seniors and people with disabilities
in Santa Monica. A key opportunity in
achieving this will be The California
Department of Aging's grant for Local
Aging & Disability Planning Grant. The
state is targeted to release the RFP for
Local Aging & Disability Planning grants
for localities in fall 2023.
23/24 6/30/24 HHSD Completed Santa Monica was awarded the maximum award of $200,000
in November 2023. The grant
agreement with the California
Department of Aging was
executed in March 2024. The
Request for Proposals (RFP)
process to procure a consultant
was completed in March 2024,
and Council approved award of
a contract to Elizabeth Anderson
Consulting on 4/23/24.
11.B.d
Packet Pg. 156 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
75 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
RACIAL JUSTICE, EQUITY & SOCIAL DIVERSITY
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Bay Street Beach
Reframe
Request of Councilmember de la
Torre, Mayor Pro Tem Negrete, and
Councilmember Parra that in the spirit
of acknowledging Nick Gabaldon’s
mixed heritage and to build intercultural
solidarity, upon completion of Reframe:
City Hall Murals, initiate a public art
and community engagement Reframe
project to commemorate the Historic Bay
Street Beach site and its rich history of
Black surfers, including Nick Gabaldon.
In commemorating Nick Gabaldon,
consideration will be given to creating
a statue of Nick Gabaldon with his
surfboard looking out towards Malibu
where he passed while surfing. The
process will include engaging an artist
to commemorate the Historic Bay Street
Beach site’s history and people while
creating a powerful acknowledgement
of people of color who were pioneers
in the sport of surfing. (16B, 2/28/23)
(Cultivate Economic Recovery and
Expand Community & Cultural Offerings)
23/24 6/30/26 RAD Planning CAD staff have been in contact with the artist and his gallery
to confirm their interest in
developing a project proposal
for this memorial project. The
artist and gallery have expressed
initial interest in the project and
are developing a proposal which
staff hope to bring forward to
City Council in the future as part
of the city's Reframe Initiative.
Citywide Equity Plan Following a nine-month engagement
process involving community and staff,
create a proposed citywide equity plan
to present to City Council for adoption
23/24 1/31/25 CMO On target Community engagement round
one and two are complete, and
department engagement has
been continuous. Plan will go to
the city council in January 2025
for adoption.
Council Chamber
and SMI Room
Technology
Implement upgraded technology
in Council Chambers, SMI and VAP
to support hybrid public meetings
for Council and select boards and
commissions.
23/24 1/1/24 ISD Completed Technology improvements
were completed for the Council
Chambers.
Technology improvements
were completed for the Council
Chambers. Staff is planning to
use the new hybrid meeting and
public comments feature via
MS-Teams for the 8/27 Council
meeting.
Cultural Celebrations Providing resources and logistical/ communications support to staff groups
planning cultural celebrations for
organization and community; target of
four major celebrations per FY
23/24 6/30/24 CMO Completed Staff have supported cultural celebrations throughout the
fiscal year.
Have supported Black History
Month , Hispanic Heritage Month,
LGBTQ+ Pride and AAPI month
celebrations.
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76 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
RACIAL JUSTICE, EQUITY & SOCIAL DIVERSITY
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Department Equity
Project
Develop a citywide policy on language
access and implement solutions to
support real-time translation and
document translation citywide.
23/24 12/30/23 CMO Completed Policy has been circulated to leadership team for feedback
and will move forward week of
4/9. The policy was published
and implementation began in
May 2024.
Equity Team has developed
an AI and provided guidance
and resources to implement
language access across the
organization.
Employee
Demographic
Dashboard
Create and maintain a demographic
dashboard.
23/24 6/30/24 HR Completed Staff developed an employee
demographic dashboard and
updats on an ongoing basis.
Equity and Inclusion In the process of implementing programs to assist with equity and inclusion. These
programs include cadets , explorers, fire
camps for females and disadvantaged
youth, ROP, etc.
23/24 6/30/24 FIRE Completed Staff have met with multiple external partners to reinforce
efforts in this key area. Staff
met with DEI coordinator for an
update on our progress. SMFD
added a DEI report out at its
monthly Command and General
Staff meetings. Explorer Program
Committee Charter completed
and recruit for the committee has
started.
Equity Think Tank Staff and community successfully
examine policies, programs, and services
through an equity lens.
- Update the statement of concern
(reconsideration of material) policy,
which informs procedures for materials
challenges from the public
- Plan and implement a ;limited library
card for short-term residents
23/24 12/31/24 LIB Completed Library Team completed review, recommendation, and approval
of Statement of Concern form,
which informs procedures for
materials challenges from the
public.
- Library Team will also
implement limited use library
cards for short-term residents in
May/June 2024 which enables
visitors and folks here in the
short-term to use and check out
library resources such as study
rooms, loanable chromebooks,
and library materials.
Think Tank will explore future
goals and work with new
Department EIO
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Packet Pg. 158 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
77 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
RACIAL JUSTICE, EQUITY & SOCIAL DIVERSITY
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Equity Trainings Provide trainings on implicit bias,
microaggressions, bystander
intervention, and resilience to staff,
community and council members
23/24 6/30/24 CMO Paused Trainings paused while DEI team (who are also lead trainers)
focused on development
of equity plan, trainings to
resume fall 2024. However the
team offered two bystander
intervention, one resilience
and one conflict de-escalation
trainings. The other trainings
(interrupting microaggressions
and implicit bias) were paused.
Equity, Inclusion, and
Diversity
Partnership within department between
Recreation and to strategically
activate parks across the city. First an
assessment of what has been offered
over the past year will be compiled, then
a heat map of the city will be created
to show where resources are lacking,
overlapped with the city demographics.
This will help determine how to reach
into underserved areas, and improve
equitable access to recreation and arts
classes, events, and programs. Heat
map should be completed by summer
2024, and a new plan for programming
developed and ready for implementation
for the fall 2024/winter 2025. (Cultivate
Economic Recovery and Expand
Community & Cultural Offerings)
23/24 9/30/24 RAD Planning RAD is currently working on
the Cultural Arts Supervisor
recruitment which once
completed will provide critical
staff support for this project. HR
anticipates that we will have
new CAD staff onboard by late
August 2024.
RAD CAD staff are in the final
interview stages and selection
of our Cultural Affairs Supervisor
recruitment. We anticipate
having these new hires onboard
by late August.
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78 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
RACIAL JUSTICE, EQUITY & SOCIAL DIVERSITY
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Equity, Inclusion, and
Diversity
Increase effectiveness of outreach
efforts. Increase access and
participation in city services and
activities for all residents, especially
those that have been historically
marginalized
23/24 6/30/24 HHSD Completed As of July, the Housing and Human Services Department
(HHSD) has implemented the
following initiatives to enhance
Diversity, Equity, and Inclusion:
Opened the Housing Office in
Suite 180 to provide in-person
assistance. Hired bilingual direct
service staff members to offer
services in multiple languages.
Conducted several bilingual
information (Info) sessions.
Started translating commonly
used forms into multiple
languages. Established office
hours outside of normal business
hours that accommodate
working families and expanded
access. Created a direct service
phone line that is monitored by
direct service staff. Instituted
protocols
for effective and efficient
customer service delivery.
Developed a methodology for
tracking trends in emails, phone
correspondence, and in-office
interactions to proactively
prevent homelessness and retain
housing.•Effective July 2024,
established a new Tier 1 priority
for SMPP families currently
experiencing homelessness,
aimed at assisting vulnerable
families who were previously
ineligible for the City’s other
targeted programs.
Housing for
Historically Displaced
Households
Review any new applications received
this Fiscal Year, or restart review of
existing applications stalled due to
insufficient eligibility documentation, and
determine eligibility for priority on Below
Market Housing waitlist
23/24 6/30/24 HHSD Completed Staff has reviewed all new applications received this Fiscal
Year and has communicated
with applicants on eligibility
documentation.
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79 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
RACIAL JUSTICE, EQUITY & SOCIAL DIVERSITY
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Implement ESL
literacy program via
grant award.
Community will benefit from an
additional program aimed at increasing
literacy in the ESL community.
- Offer evening programs
- Offer one-on-one tutoring
- Enhance existing partnership with
Adult Education Center
23/24 12/31/24 LIB Planning ESL Tutors and Learners
recruited and tutor/learner pairs
are beginning to meet.
Procure and support
technology to
support hybrid
community meetings
Procurement of equipment and
language access technologies that
support hybrid community meetings at
any City facility.
23/24 3/31/25 ISD Paused SMi Center (Civic Parking
Structure)
ISD has reviewed proposal
from vendor for the SMi center
and is scheduling a site walk in
August. We anticipate work to
commence in November, and to
be completed sometime end of
December 2024.
Workshop 3 (Thelma Terry room
in Virginia Ave Park)
This conference room project
is on hold due to budget
constraints and another CIP
project being completed in the
room (Kitchen upgrade/remodel
project).
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Packet Pg. 161 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
80 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
RACIAL JUSTICE, EQUITY & SOCIAL DIVERSITY
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Procurement
Disparity Study
To ensure that the City is reaching a
diverse and equitable base of vendors,
including local small businesses, POCowned businesses, and woman-owned businesses, in its procurement of goods
and services, the City will work with
a consultant who will assess current
contracting policies and practices,
complete an econometric analysis of the
local marketplace to gauge conditions,
and conduct an availability analysis for
vendors providing products the City
purchases. The final report will include
recommendations on refining policies
and procedures and results of the
analysis.
23/24 6/30/25 FIN On target 1/23/24 City Council approved an agreement with BBC
Research & Consulting to
conduct a Procurement Study
to explore barriers to equity
and inclusion in the City’s
procurement and contracting
practices for the Finance
Department. In March 2024, staff
completed a kick-off meeting
with contracted consultant
and completed data collection.
BBC Research & Consulting
has established the period of
performance and is currently
analyzing our contract spend
and reviewing our policies and
procedures for compliance in
our practices. BBC is actively
surveying our vendors to better
understand our marketplace
conditions and measure the
availability of small, POC-owned,
and woman-owned businesses
for City contracts. Next steps in
project are:
August/September: Ongoing
data collection and survey
efforts via additional availability
surveys, to include subcontract
data.
October/November: Conduct
analyses on collected data.
November: Completion of draft
report to detailing BBC’s initial
findings.
Racial Equity
Committee (EIOs)
Facilitating third cohort of departmental
EIOs to advance department-specific
equity and inclusion projects
23/24 9/30/24 CMO On target EIOs are advancing projects and have received three professional
development trainings. The FY
2023-24 cohort was selected
and announced.
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81 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
RACIAL JUSTICE, EQUITY & SOCIAL DIVERSITY
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Rating Standards for
Evaluating Interview
Responses to DEIrelated Questions
Development of criteria for interview
panel members to use when evaluating
responses to diversity, equity and
inclusion related questions.
23/24 12/31/24 HR On target DEI team has reviewed draft version 3. The next step is for
the recruitment/selection
team to meet with the DEI team
to discuss implementation/
incorporation into current
selection process.
Virginia Avenue Park
(VAP) Commercial
Kitchen
The VAP Commercial Kitchen will support
economic recovery and will provide local
culinary entrepreneurs the ability to start
their own businesses and build personal
wealth. PW is responsible for kitchen
construction and EDD works with HHSD
to formalize the MOU+PSA with a lease
for use of City-owned property with
Golden State CDC as operator for the
commercial kitchen.
Phase 1—Award of Construction
Contract:
Deliverables:
• Executed construction contract (PW)
Due Date: Summer 2024 (6/30/24)
Phase 2—Kitchen Construction
Complete:
Deliverables:
• Kitchen construction complete (PW)
• Executed PSA with Golden State to
operate kitchen & incubator program
(EDD)
Due Date: 1/30/25
Phase 3—Kitchen Opening:
Deliverables:
• Kitchen Ribbon cutting /opening (PW &
HHSD)
• Launch of food entrepreneur program
(Golden State)
Due Date: 5/30/25
23/24 5/30/25 HHSD On target Phase 1 (Award of Construction Contract) is a bit behind
schedule. Proposals were
reviewed in May/June and the
successful bidder was selected
in 8/27/24. Staff report is in
final review process and will be
presented as a consent item at
the August 27 Council meeting.
The revised due date for the
completion of Phase
1 -- executed construction
contract -- is October 2024.
Project is remains on track for
completion by the Target Date.
Virginia Avenue Park
Commercial Kitchen
Award construction contract for the VAP
Commercial Kitchen
23/24 1/31/25 PWD On target RFB was issued on 2/29/2024 and closed on 4/24/2024. Three
bids were received, one bid was
disqualified, and SMA Builders
was selected as the best bidder.
Council approved contract on
8/27/24
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82 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
RACIAL JUSTICE, EQUITY & SOCIAL DIVERSITY
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution We Are Santa Monica
Fund: Council Update
and Future of Fund
Provide a formal update to Council on
WASMF status and propose 10% set
aside going forward for general equity
initiatives. Future/longevity of fund will be
assessed at the end of the fiscal year to
determine if the board should continue or
be dissolved.
23/24 3/31/25 CMO Planning The WASMF board is currently working on a proposal to
reimagine how the board
operates and how/why/for what
they fundraise. Once the board
approves the proposal, CMO
staff will vet it and determine if
the proposal is acceptable or if
we should consider disbanding
the board.
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83 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
SUSTAINABLE & CONNECTED COMMUNITY
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution 19th Street Open
Space Project -
Phase 1 - Design
Prepare the parcel at 2018 19th Street for
general accessibility and public access
as a first step in developing the space
into a neighborhood-serving amenity
23/24 12/31/24 PWD Planning Phase 1 plans submitted to plan check on 6/5/2024. Anticipate
bidding project fall 2024 and
awarding construction contract
by end of the calendar year.
Construction for Phase 1 is
anticipated to begin Winter 2024
and be completed by summer
2025.This is a CDBG-funded
project.
A Work Order Solicitation for
Phase 2 design was issued on
4/18/2024. Two proposals were
received and IDS Group was
selected as the best bidder.
Design is anticipated to begin summer 2024. Construction is anticipated to begin fall 2025 and
be completed by summer 2026.
This is a CDBG-funded project.
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Packet Pg. 165 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
84 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
SUSTAINABLE & CONNECTED COMMUNITY
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution 19th Street Open
Space Project
-Community Garden
Program
Deliver a new community space at
2018 19th Street including community
engagement and programming.
23/24 6/30/25 PWD On target Phase 1 design and site
preparation is underway. A
Landscape Architect firm has
been selected to begin Phase II
work. Community meetings are
underway and held monthly to
develop programming for the
space.
7th Street Activation
& Fencing Project
Finish design, permitting process, and
construction of the 7th street bus layover
zone activation and 5th Street Fueling
Island fencing project.
23/24 12/31/24 DOT On target Construction contract awarded and construction kick-off
meeting scheduled last week of
February 2024. Construction
started in March 2024 and
project Grand Opening
scheduled for October 2024.
Advance busenhancing
infrastructure
projects such as
bus lanes, transit
signal priority, transit
centers, etc, in Santa
Monica and Los
Angeles
Improvement of fixed route travel times
and ridership - goal of installing two
directional miles of bus only lanes by end
of summer 2025.
23/24 6/30/25 DOT Planning Caltrans has delayed installation of one-mile, bi-directional bus
lanes on Lincoln Boulevard
between city line and Venice
Boulevard. Now targeted for
summer 2025.
Airport Conversion
Planning
Contract is executed. Community
Engagement events will begin in May
2024
23/24 10/31/23 PWD On target Contract is executed and
the project kick-off occurred
in March 2024. Community
Engagement events will began in
May 2024 and Phase 1 concluded
6/16/2024. the project is on
schedule and beginning Phase 2
in August.
AMI Meter
Implementation
Assist Utilities Division in City-wide
deployment of AMI smart meters to
replace aging meters. These meters will
reduce water waste/loss and increase
water use efficiency to support the City's
water self-sufficiency goals. This will be
an 18-24 month project.
23/24 12/30/25 FIN On target PW is about 60% complete on installs. Finance staff notifies
the residents on possible leaks/
high usage utilizing this system.
This project was delayed due
to contract negotiations with
vendor and is now estimated to
be completed at the end of 2025.
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85 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
SUSTAINABLE & CONNECTED COMMUNITY
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Arcadia Water
Treatment Plant
Expansion
Technology to support Arcadia Water
Treatment Plant
23/24 12/31/24 ISD On target Completing contractor punch list - project on target for completion
end of 2024.
Arcadia Water
Treatment Plant
expansion
Achieve water self sufficiency and
increase production efficiency of the
treatment plant to 90% or greater with
the completion of construction project.
23/24 12/31/24 PWD On target Construction Phase is 98%
completed. Substantial
completion is now expected
in October 2024 after 30-
day operation period. State
of California Department of
Drinking Water is experiencing
staffing shortages, which is
leading to a pushed out public
hearing date. This hearing is a
predecessor to completing the
project. Hearing date is pending
a date.
Audit and assess
citywide solid waste
collection routes
Analyze, re-design, and expand new
solid waste collection routes to comply
with mandatory organics recycling,
meet increasing community demands,
strengthen RRR's operational readiness,
and enhance route equity among drivers
23/24 9/30/24 PWD Planning Residential route audits are underway.
Battery Electric Bus
Infrastructure Design,
Permitting & Award
Complete 100% design (including the
City's permitting process) of phases 2 - 4
of the battery electric bus infrastructure
project and award construction contract.
23/24 10/31/24 DOT On target Closely monitoring progress.
Additional geotechnical work
required for final design to be
completed. Geotechnical
work completed in March
2024. Projected to submit 90%
drawings to plan check August
2024.
BBB Bus Yard
Electrification
Update BBB Bus Yard to support new
technology
23/24 10/1/26 ISD Planning BBB is in design phase, and RFP will need to be issued. No date
/ timeframe has been identified
by DOT.
BBB Computer Aided
Dispatch (CAD) /
(AVL) Replacement
Replacement of outdated software and
equipment.
23/24 10/31/24 ISD On target Project was delayed due to technical issues - resolved by
Vendor and bus installations have
resumed. Pending completion
date end of October 2024.
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86 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
SUSTAINABLE & CONNECTED COMMUNITY
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution BBB Operator
and Vehicle
Scheduling Systems
Replacement
Select RFP, select vendor and implement
system.
23/24 6/30/25 ISD Planning Requirements development
underway. Expected timeframe
for RFP is November 2024.
Beach Dunes
Restoration project
(Phase 2)
Complete Phase 2 of the Beach Dunes
Restoration project.
23/24 2/28/24 PWD Completed We received Coastal
Commission approval and
planting was completed in
March.
After a period of community and
stakeholder engagement, the
City received approval from the
California Coastal Commission
in March 2024 to amend the
existing permit for the Santa
Monica beach restoration pilot
project to include an additional 5
acre dune restoration expansion
known as SaMo2 on North Santa
Monica beach. SaMo2 was
installed in March 2024.
Bergamot Access
Projects
Complete construction of following three
first-last mile pedestrian and bicycle
safety improvements near and around
Bergamot Metro E-line station which
include:
- Olympic Sidewalk – New sidewalk/
pedestrian improvements on the north
side of Olympic from 26th Street to
Stewart Street
- 26th Street First/Last Mile Connection
– Protected bike lanes on 26th from
Broadway to Olympic Boulevard,
and new crosswalk at Olympic
Boulevard/26th Street
- Stewart/Penn Safety Enhancements
– Protected bike lanes on Stewart
Street from Colorado Avenue to Kansas
Street, and new sidewalk/ pedestrian
improvements on Pennsylvania Avenue
between 26th Street and Stewart Street
23/24 12/31/26 DOT On target Construction contracts
awarded. Construction began in
September 2024.
Bike Action Plan
Amendment
Implementation:
Broadway and
Colorado Avenue
Complete design and construction
of protected bike lanes on Broadway
from 5th Street to 26th Street; and a
westbound protected bike lane on
Colorado Avenue from 17th Street to 5th
Street
23/24 12/31/26 DOT On target Colorado Avenue protected
bike lane design is complete
and Broadway is in progress.
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87 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
SUSTAINABLE & CONNECTED COMMUNITY
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Clean Power Alliance Achieve participation in Clean Power Alliance at or above 95%
23/24 6/30/24 PWD Completed Project was completed and
outcomes have been met for
FY2023-24.
Overall participation in Clean
Power Alliance as of June 2024
is 94.6%. Of those, 95.8% are at
100% Green Power.
Climate Action &
Adaptation Planning
Coordinate adoption of a Building
Performance Standard, adopt Low
Carbon Concrete Code, and implement
low-income e-bike incentive programs.
23/24 6/30/24 PWD Completed Low Carbon Concrete Cod
was approved by Council and
enforcement began on 6/14/24.
The e-bike voucher program has
been launched. Planned lotteries
for vouchers take place on 7/17,
8/14, and 9/10. The program has
received over 250 applications
from Santa Monica residents.
Building Performance Standard
goes to Council 9/10/24.
Low Carbon Concrete Cod
was approved by Council and
enforcement began on 7/14/24.
The e-bike voucher program has
been launched. Planned lotteries
for vouchers take place on 7/17,
8/14 and 9/10. The program has
received over 250 applications
from Santa Monica residents.
Building Performance Standard
goes to Council September 2024.
Conduct and
complete 10 new
hire Motor Coach
Operator training
classes
Recruit, hire and train 10 MCOT classes
with anticipated class sizes of 15+ per
class to address Motor Coach Operator
shortage
23/24 11/30/24 DOT On target Scheduled 9 training classes for 2024, currently on the sixth class
of the year. Last class of the year
scheduled to be completed on
2/5/25.
Conduct
Comprehensive
Operational Analysis
(COA) of BBB fixed
route service
Final report with recommendations
for BBB service improvements and
optimization adopted by Council
23/24 6/30/24 DOT Completed Hosting two public hearings on proposed service changes the
week of 4/16. Proposed service
changes will be finalized, and
presented to City Council for
approval at the target 7/9/24
Council meeting.
City Council approved Brighter
Blue 5-Year Service Plan for
Big Blue Bus at 7/9/24 Council
meeting.
Construction and
implementation
of Mobility active
transportation
projects
utilizing grants,
Transportation
Impact Fee (TIF), and
local funding sources
4th Street Phase 2 Enhancement
Project-This project improves pedestrian
and bicyclist linkages along a 0.2-mile
segment of 4th Street, including a
Caltrans bridge over the I-10 Freeway, to
support safer first- and last-mile access
and connectivity to the Expo terminus
station, Downtown, Civic Center, and
other local destinations.
23/24 6/30/24 PWD Completed
11.B.d
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88 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
SUSTAINABLE & CONNECTED COMMUNITY
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Construction and
implementation
of Mobility active
transportation
projects
utilizing grants,
Transportation
Impact Fee (TIF), and
local funding sources.
Wilshire Active Transportation Project -
Phase 1
23/24 6/30/24 PWD Completed
Construction and
implementation
of Mobility active
transportation
projects
utilizing grants,
Transportation
Impact Fee (TIF), and
local funding sources.
20th Street/Michigan Avenue - This
project will extend the MANGo corridor
east of 20th Street. It will close a gap
in the bike network and enhance
pedestrian access by connecting
discontinuous segments of Michigan
Avenue across the I-10 Freeway at the
20th Street overcrossing and linking to
the Expo Light Rail. The project is funded
by an Active Transportation Program
Grant and by Transportation Impact
Fees and TDA Article III funds as the local
match.
23/24 9/30/24 PWD On target 95% complete. Expected
Completion is late September
2024.
Construction and
implementation
of Mobility active
transportation
projects
utilizing grants,
Transportation
Impact Fee (TIF), and
local funding sources.
Olympic Blvd Sidewalk Improvements
- This project creates a sidewalk along the
north side of Olympic Boulevard between
Stewart Street and 26th Street and install
pedestrian amenities to improve
pedestrian safety access to the Metro E
line 26th Street/Bergamot Station. The
project would improve linkages to public
transportation, facilitate walking, and
support a safer and barrier-free network
where no sidewalk currently exists today.
The project would also install pedestrianoriented street lighting, implement drainage improvements, and install
landscaping upgrades along the north
side of Olympic Boulevard.
23/24 12/31/25 PWD On target
Construction started July 2024.
11.B.d
Packet Pg. 170 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
89 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
SUSTAINABLE & CONNECTED COMMUNITY
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Construction and
implementation
of Mobility active
transportation
projects
utilizing grants,
Transportation
Impact Fee (TIF), and
local funding sources.
Wilshire Boulevard (16th Street New
Traffic Signal) Safety Impd.- The
second phase of implementation of
the Wilshire Boulevard Safety Study
will install and design transportation
safety improvements at seven high
crash intersection locations on Wilshire
Boulevard The Wilshire Blvd Safety
Study identified these locations based
on community input, adjacency to
schools and parks, and amount of crash
incidents. The project will advance
the Council Framework Priority Clean
and Safe Santa Monica by reducing
crashes, significantly enhancing crossing
conditions for people walking, and
improving connections to bus service.
23/24 6/30/25 PWD On target Anticipate Construction to start September 2024
Construction and
implementation
of Mobility active
transportation
projects
utilizing grants,
Transportation
Impact Fee (TIF), and
local funding sources.
Stewart Street/Pennsylvania
Avenue Safety Enhancement Project
- This project will fund the Stewart/
Pennsylvania safety enhancement
project that will design and construct a
protected bikeway along Stewart Street,
add new pedestrian scale lighting, add a
new sidewalk on Pennsylvania Avenue,
and a new median at the Nebraska/Yale
intersection. The project will enhance
pedestrian and bicycle safety along the
corridor, create a complete street, and
allow people of all ages and abilities
access to the street.
23/24 10/31/26 PWD On target Anticipate construction to start October 2024.
Construction and
implementation
of Mobility active
transportation
projects
utilizing grants,
Transportation
Impact Fee (TIF), and
local funding sources.
26th Street Project (between Olympic
Boulevard and Colorado Avenue) - The
project will design and construct safety
enhancements at the Vision Zero priority
intersection of Olympic/26th Street
and along 26th between Olympic and
Broadway. The project will provide first/
last mile connections to 26th Street/
Bergamot Station, three SaMoDot routes,
Expo Bike Path and Broadway bike lanes.
In addition, the project will improve
crossing conditions at Olympic in the Pico
Neighborhood.
23/24 1/31/25 PWD On target Anticipate construction to start September 2024.
11.B.d
Packet Pg. 171 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
90 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
SUSTAINABLE & CONNECTED COMMUNITY
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Construction and
implementation
of Mobility active
transportation
projects
utilizing grants,
Transportation
Impact Fee (TIF), and
local funding sources.
Safe Route to Schools: Six Schools -
The Project will implement Design
and construction of school access
and safety improvements near Edison
Language Academy, SMASH, John
Muir, McKinley Elementary, Grant
Elementary and Franklin Elementary
that were identified during Walk Audits
conducted in the spring of 2017. The
crossing improvements include, bulbouts, high-visibility beacons, curb ramp improvements, signage and striping,
and operational changes to these
schools. The improvements also remove
crossing barriers and provide improved
visibility and legibility for students and
parents, making active transportation
more comfortable for students and their
families.
23/24 9/30/26 PWD On target Construction to started in August 2024.
Continue rollout
and implementation
of the mandatory
organics recycling
ordinance and
Senate Bill 1383
Expand organics recycling collection
citywide so that all residents and
businesses can conveniently recycle
green waste, food waste, food-soiled
papers, and natural fiber materials onsite in their own green containers in order to achieve State and local regulatory
compliance, reduce methane gas
emissions, combat climate change, and
make progress towards the City's zero
waste by 2030 goal
23/24 6/30/24 PWD Completed Organics rollout will be
completed citywide by the end
of April 2024.
Organics rollout completed.
Daktronics/Vanguard
Digital Signage
System Refresh
Refresh Digital Parking Signage
technology
23/24 12/31/24 ISD On target Project is active. Identified solution needed for vendor to
provide supported solution for
parking information integration.
11.B.d
Packet Pg. 172 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
91 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
SUSTAINABLE & CONNECTED COMMUNITY
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution East Pico Safety
Study
Complete community engagement
and planning process to address safety
concerns on Pico Boulevard between
28th Street/Stewart Street and the
eastern city limit. The project will result
in the design and implementation of
quick build pedestrian improvements
that will offer community members
an opportunity to experience the
enhancements first-hand and provide
feedback to City staff to ensure the
long-term improvements meet the
community’s needs and vision.
23/24 9/30/25 DOT On target Community engagement and
design in progress.
Five-Year Water and
Wastewater Rate
Study
Update and adopt water and
wastewater rates for calendar years
2025-2029 . 1/31/2024 - issue RFP for rate
study
6/30/2024 - begin rate study
Jan 2025 - Council Study Session
3/31/2025 - complete rate study and
Prop 218 notification
4/30/2025 - hold rate study public
hearing and adopt new rates
23/24 1/31/25 PWD On target Kick-Off of Rate Study will be held in August 2024.
Rate Study schedule being
revised and Study session has
been scheduled to second
Council Meeting in January 2025
with anticipated rate adoption in
March/April 2025.
Grant Opportunities Secure grant funds to support
transportation projects. Currently
applying for federal grant opportunity:
Low-No and Bus & Bus Facilities grant.
23/24 7/1/24 DOT Completed Low No and Bus & Bus Facility grants were submitted and DOT
was not awarded a grant in this
round
11.B.d
Packet Pg. 173 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
92 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
SUSTAINABLE & CONNECTED COMMUNITY
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Groundwater
recharge well (SM11i) to support SWIP
Second groundwater well to replenish
local groundwater aquifers with a
drought resilient water supply. 6/30/24
(complete well design)
3/30/25 (complete well drilling)
12/31/28 (complete well equipping)
23/24 12/31/28 PWD On target 30% design completed in
January 2024. Project being
accelerated to meet grant
reimbursement schedule
(completion by June 2026). Bids
issued based on 30% design for
contractor to begin procuring
long lead items (e.g., pump and
electrical equipment requires
12-18 months lead time) and bids
received in March 2024. As of
June 30, 2024 well design was
completed and well equipping
is at 60% design completion.
Construction NTP given in July
2024.
Implement amenity
improvements (i.e..
seating, shade, realtime information,
trees etc) at BBB
stops
Increase share of bus stops with
amenities - target: Improve amenities
at 5% of all BBB stops (approx. 46 out of
active 929 stops) by June 2025.
23/24 6/30/25 DOT Planning Proceed 40 security lighting units for bus stops, and 50 simme
seats. Will install by June 2025.
11.B.d
Packet Pg. 174 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
93 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
SUSTAINABLE & CONNECTED COMMUNITY
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Implement Transit
Technology
Roadmap (2019-
2024) Customer
Experience
(CX) Systems
Recommendations
Complete all recommended CX
upgrades and procurements including
SaaS solutions for real-time bus
predictions, internal operational
analytics, mobile ticketing, automated
bus lane enforcement, and Mobility as a
Service (MaaS) initiatives.
23/24 6/30/25 DOT On target Real-time bus arrival predictions engine and internal operational
analytics provided by vendor
under contract through end of
FY2024-25. Predictions and
analytics will be driven by new
CAD-AVL system as of 10/31/24,
completion date of the CAD-AVL
project. Mobile ticketing contract
with current vendor extended
through 6/30/2025 and RFP for
new vendor was published and
responses received. Evaluations
are in progress with award to be
recommended in
August 2024. MODE ondemand service for seniors
is functioning well as MaaS.
Other MaaS initiatives are
on hold as Comprehensive
Operational Analysis (COA)
recommendations focus on
improving fixed route service.
Automated bus lane and bus
stop enforcement award
recommendation for 10-bus
expanded pilot will go to Council
in September 2024. 60-day
warning period should be
complete early in CY2025 with
citations being issued.
Implement Transit
Technology
Roadmap (2019-
2024) Transit
Planning, Safety, and
Operations Systems
Recommendations
Complete all recommended upgrades
and procurements including CAD-AVL,
vehicle and operator scheduling systems,
timekeeping for Motor Coach Operators
(MCOs), upgraded Vehicle and
Operator Scheduling System, Real-time
information for customers, and others as
recommended in the Roadmap.
23/24 12/31/25 DOT On target CAD-AVL implementation will be completed by 10/31/2024.
Installations of hardware on
buses approximately 55%
complete as of year-end.
Timekeeping upgrades have
been completed. Vehicle and
operator schedule RFP is in
progress to be published by Q2
2024-25 and award before the
end of CY2025.
11.B.d
Packet Pg. 175 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
94 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
SUSTAINABLE & CONNECTED COMMUNITY
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Implementation of
SolarAPP+ online
permitting system
for the automated
issuance of building
permits for solar
panel and energy
storage system
installations.
Active workflow within Accela to enable
the automated process to issue the
solar panel and energy storage system
building permits online. Completed
October 2023.
23/24 12/31/23 CDD Completed Software was activated in
October 2023.
Increase BBB fixed
route service levels
to 90 percent of prepandemic levels
446K annualized service hours by May
2024 (85% of pre-pandemic levels); 473K
annualized service hours by June 2025
(90% of pre-pandemic levels)
23/24 6/30/25 DOT On target Annualized schedule revenue hours for August 2024 shake-up
is 461K.
Issue RFP and initiate
the 2024 Zero Waste
Plan Update
Work with a waste management
consultant to analyze the City's zero
waste progress and solid waste data
since the adoption of the 2019 Zero Waste
Plan Update, identify new zero waste
strategies, conduct community outreach,
and develop an implementation
roadmap for the next few years
23/24 6/30/24 PWD Completed Contract was fully executed on 5/8/24. Zero Waste Plan Update
is currently underway.
Maintain schedule
of three service
changes throughout
the year based on
current conditions
and Council-adopted
Service Standards
Goal to achieve 19 passengers per
revenue hour
23/24 6/30/24 DOT Completed End of FY2024 = 20.0 passengers per revenue hour.
Met passenger per revenue hour
goal.
Marine Park and
Virginia Avenue Park
Basketball Court
Replacement
Award construction contract for the
replacement of the basketball courts at
Marine and Virginia Avenue Parks
23/24 3/31/25 PWD On target Staff is going to Council in July to award the construction contract
(one staff report and two
separate contracts). Anticipated
completion date: Early 2025 for
both.
MCO Recruitment Evaluate recruitment and retention
strategies and actively recruit to fill 25-30
vacant positions within the Department.
23/24 12/31/24 DOT On target On target - currently 28
vacancies with 11 trainees in
class. Upcoming classes that
have not started will likely fill the
balance of the vacancies.
11.B.d
Packet Pg. 176 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
95 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
SUSTAINABLE & CONNECTED COMMUNITY
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Memorial Park
Improvements
Award Design/build contract for phase 1
of the masterplan
23/24 8/31/24 PWD Completed RFP was issued on 4/15/2024 and closed on 5/17/2024. Six
proposals were received, three
teams were invited to interview
the week of June 24, and SWA
Group was selected as the best
bidder.
Council awarded design/build
contract on 8/27/24. Staff will
develop a new workplan item for
the future phases of the project.
Micro-Mobility
Services /
Procure Longterm Contracted
Provider(s)
Per Council Direction, procure and
negotiate long term contracts with 1-2
micro-mobility operators to replace the
current pilot program.
23/24 6/30/24 DOT Canceled Council approved staff
recommendation to cancel the
procurement and instead make
the pilot program permanent.
Staff is now updating the
Administrative Regulations and
will issue an RFP to procure a
third operator.
MODE Call Center
Transition and
Application
Processing
Transition to contracted support
model for inbound calls pertaining
to MODE, including ride scheduling
and dispatching. Facilitate in-house
processing of new MODE member
applications monthly, which was
previously conducted by WISE & Healthy
Aging.
23/24 6/30/24 DOT Completed Staff is successfully processing MODE applications in-house, and
MODE Call Center support has
been contracted to a third-party.
Olympic Well Field
Advanced Water
Treatment Facility
New well head treatment facility to
remediate and restore Olympic Subbasin to increase local groundwater production
23/24 12/31/24 PWD Needs
attention
Testing results accepted and
facility passed Division of
Drinking Water inspection in
July 2024 and is now waiting
for Division of Drinking Water
to complete draft permit
amendment. Construction and
performance testing is complete.
Will be submitting test results
to regulatory agency (Division
of Drinking Water) in May 2024
to being permit amendment
process (~3-4 months total
duration).
11.B.d
Packet Pg. 177 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
96 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
SUSTAINABLE & CONNECTED COMMUNITY
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Park condition
assessment
Create a 20-year plan to replace park
assets
23/24 6/30/25 PWD Planning The Park Condition Assessment has been assigned to the new
Senior Park Planner (SPP),
who started 4/22/2024. The
assessment report drafts for all
parks have been completed and
the SPP has established a review
process schedule with City Staff
stakeholders who have begun
review of the 29 remaining
reports for accuracy. The
schedule enables the Consultant
to incorporate changes
concurrently as Staff reviews,
and finalization of the work is
targeted for June 2025.
Parking Structure
ALPR
Implement Automatic License Plater
Reader technology in Parking Garages
23/24 10/10/24 ISD Paused Paused because pre-requisite
work - Skidata environment
needs to be updated first.
Parking Study
/ Future rate
increases and
Coastal Commission
Approval
This project will fund a parking garage
study/ analysis on parking supply and
demand that will inform future decisions
on parking lots and structures. It will also
provide the rate study analysis requested
by the Coastal Commission for future
rate increases.
23/24 6/30/25 DOT On target Draft parking rates are expected in late 2024. Final supply and
demand analysis expected in
late 2024
Replacement of
Charnock Wells 13
and 18
Increase production and resiliency of the
City's local groundwater supply
23/24 6/30/25 PWD On target Design is completed and
construction is anticipated to
begin summer of 2024.
Smart Water Meter
(AMI)
Increase water use efficiency and reduce
water loss: (12/30/2023 (initial test cases
completed on schedule), 1/23/2024 -
adopt AMI Opt-Out Fee
6/30/2024 - complete 25% of installs
(~5000 meters) ,12/31/2024 - complete
50% of installs
12/30/2025 (final project completion).
23/24 12/30/25 PWD On target As of June 30, 2024 over 50% of AMI installations have
been completed. However,
approximately 300 radio
transmitters have been
vandalized and have to be
repaired as well as moving
forward with completing the
remaining installations.
11.B.d
Packet Pg. 178 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
97 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
SUSTAINABLE & CONNECTED COMMUNITY
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Street Lighting
Modernization
and Drainage
Improvement
Projects
Reduce city's energy consumption
and improve drainage conditions while
replenishing ground water aquifer
with the completion of the design and
construction of project. Apply for grant
funding to modernize lighting and add
Electric Vehicle charging stations in the
Pico neighborhood.
23/24 6/30/28 PWD On target Street Light Modernization
package 3 in under construction
and 30% completed, EV chargers
at Joselyn Park are built. Three
additional packages are
currently in design now.
Citywide Drainage Improvement
Project is in design and expected
to bid this fall.
Sustainable City Plan Collect and report on Sustainable City Plan data and progress toward Council
adopted SCP goals, indicators, and
targets.
23/24 9/30/24 PWD On target OSE data collection and
analysis is on track. The required
transition from Socrata to
Tableau in a previous FY coupled
with staff capacity issues at
ISD may delay updating the
Sustainable City Progress Report
online reporting dashboard or
result in fewer data points being
included in the report.
SWIP injection well
project (SM-10i)
Replenish local groundwater aquifers
with a drought resilient water supply with
completion of well.
23/24 12/31/23 PWD Completed Groundwater Recharge Well
SM-10i completed and the City
received permit for injection
operations from the Regional
Water Quality Control Board
in December 2023. Recharge
operations in the Olympic
Well Field will begin once the
Arcadia Water Treatment Plant
Expansion Project is complete
in summer 2024 to complete
required regulatory tracer
testing when Olympic Well Field
is pumping at its full capacity.
Construction on Groundwater
Recharge Well SM-10i is
completed.
Upgrade Maxview
Traffic Control
System
Upgrade Maxview traffic control
technology
23/24 12/31/24 ISD Paused Project funding to be identified and then project started and
timeline to be defined.
11.B.d
Packet Pg. 179 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
98 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
SUSTAINABLE & CONNECTED COMMUNITY
Project or Activity Outcome/Deliverable FY Target Date Dept Status Status Notes Resolution Water SelfSufficiencySource over 80% of the City's water supply locally
23/24 12/31/24 PWD Needs
attention
Regulatory inspection of
the new Olympic Advanced
Water Treatment Facility and
Arcadia Water Treatment Plant
Expansion has passed regulatory
inspection (Division of Drinking
Water) in July 2024 and draft
permit amendment is being
prepared by the regulators. The
draft permit amendment, public
hearing, and final adoption is
expected to be at least two
months. Staff anticipates the
permit to be issued end of
October 2024.
Construction and acceptance
testing for the Arcadia Water
Treatment Plant (WTP)
Expansion has been completed.
Staff anticipates receiving an
amended permit to operate the
new Olympic Advanced Water
Treatment Facility and upgraded
Arcadia WTP summer of 2024.
The target of 80% locally sourced
water may be delayed by two to
three months pending how long
the Division of Drinking Water will
take to review the City's permit
amendment request.
Zero-Emission Fleet
/ Battery Electric
Bus Replacement
Program
Negotiate a contract to procure 30 new
40' battery electric buses and issue a
NTP.
23/24 12/31/24 DOT On target Planning to take a consent item to Council in December 2024
11.B.d
Packet Pg. 180 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
99 FY 2023-24 WORKPLAN BY COUNCIL PRIORITY
APPENDIX
CAO - City Attorney’s Office
CDD - Community Development Department
CMO - City Manager’s Office
DoT - Department of Transportation
FIN - Finance Department
HHSD - Housing and Human Services Department
HR - Human Resources
ISD - Information Services Department
LIB - Library Department
PD - Police Department
PWD - Public Works Department
RAD - Recreation and Arts Department
11.B.d
Packet Pg. 181 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 :
FY 2023-24 Exception Performance Measures
Attachment B
11.B.d
Packet Pg. 182 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 : Council Workshop) 2 FY 2023-24 EXCEPTION PERFORMANCE MEASURES TABLE
ADDRESSING HOMELESSNESS
Performance Measure Department FY 2023/24 Actuals
Alternatives to Incarceration Program Referrals/Graduates CAO 300/201 Affordable housing units approved/received planning
entitlements CDD 88
Market Rate housing units approved/received planning
entitlements CDD 756
People Experiencing Homelessness who received medical/
mental/psychiatric/
substance use services
HHSD/
FIRE/ PD 1,316
Households supported through federally funded voucher
programs
HHSD 1,684
Number of unhoused individuals moved from local shelters and/or public spaces into permanent housing through use of 104 Emergency Housing Vouchers (EHV)
HHSD 28
Households receiving housing legal assistance HHSD 760
1 Actuals are managed by County of Los Angeles and may be revised.
11.B.d
Packet Pg. 183 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 : Council Workshop) 3 FY 2023-24 EXCEPTION PERFORMANCE MEASURES TABLE
ADDRESSING HOMELESSNESS
Performance Measure Department FY 2023/24 Actuals
Households receiving short term Flex Fund assistance HHSD 51 Number of new City-funded affordable housing units opened HHSD 106 People Experiencing Homelessness who were placed in
interim housing HHSD/ PD 60
People Experiencing Homelessness who were placed in
permanent housing
HHSD/
FIRE/ PD 101
Samoshel intakes by First Responders Pilot Program (New Program) HHSD 25
Regional coordination through shared investments (projects/ grant awards) to the City HHSD $373,125
Linkages to psychiatric urgent care or hospitalization PD 178 Mental health crisis evaluations conducted PD 253
Homeless Liaison Program (HLP) Team documented
contacts/advisals for appropriate services PD 1,367
HLP Citations PD 154
HLP Mental Health Evaluations/5150 PD 204
HLP Calls for service handled PD 2,799
11.B.d
Packet Pg. 184 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 : Council Workshop) 4 FY 2023-24 EXCEPTION PERFORMANCE MEASURES TABLE
CLEAN & SAFE SANTA MONICA
Performance Measure Department FY 2023/24 Actuals
Code Enforcement cases opened CDD 1942
Code Enforcement cases closed CDD 1,676
Percentage of 911 calls answered within 15 seconds CMO 96.0% Total 911 calls answered by OEM dispatchers CMO 79,317
Total non-emergency calls answered by OEM dispatchers CMO 136,944 Onboard security incidents & complaints:
% Increase/% (Decrease) DoT 214/(3.6%)
Fatal and Severe Injury (FSI) crashes DoT 27
Percentage first unit meets 6 minute total response time goal FIRE 53.0%
11.B.d
Packet Pg. 185 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 : Council Workshop) 5 FY 2023-24 EXCEPTION PERFORMANCE MEASURES TABLE
CLEAN & SAFE SANTA MONICA
Performance Measure Department FY 2023/24 Actuals
Percent structure FIREs confined to area/room of origin FIRE 69% Total emergency responses FIRE 17,692
Emergency Medical Service responses FIRE 11,988
Total Life and Safety Inspections completed FIRE 6,338
Percentage of mandated inspections completed FIRE 100%
Cases cleared by Criminal Investigations 1 PD 70%
Uniform Part 1 Crimes (calendar year 2023) PD 4,846
Uniform Part 2 Crimes (calendar year 2023) PD 3,861
Priority 1 Calls for Service - average response time (mins) 2 PD 11 Animal Control Officers administrative citations issued PD 78 Trees pruned PWD 5,320
Trees removed | planted PWD 333/312
Pounds of materials removed from illegal dumping and alley cleanup PWD 2,241,780
1 Percentage covers 7/1/23 to 3/31/24 period from the ICIS system, prior to transition to Versaterm. 2 The average response time was calculated using data from ICIS and Versaterm. In Versaterm, the numbering system has changed. Priority 1 in ICIS is now Priority 2 in Versaterm.
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Packet Pg. 186 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 : Council Workshop) 6 FY 2023-24 EXCEPTION PERFORMANCE MEASURES TABLE
CLEAN & SAFE SANTA MONICA
Performance Measure Department FY 2023/24 Actuals
Centerline miles paved PWD 1
Sidewalk repairs (square feet) PWD 19,800
Linear feet of Water and Wastewater Mains replaced/
rehabilitated PWD 4,650
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Packet Pg. 187 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 : Council Workshop) 7 FY 2023-24 EXCEPTION PERFORMANCE MEASURES TABLE
CULTIVATE ECONOMIC RECOVERY AND EXPAND
COMMUNITY AND CULTURAL OFFERINGS
Performance Measure Department FY 2023/24 Actuals
Parklets and outdoor dining spaces made permanent/
licensed CDD 100
Agricultural sales at the Santa Monica Farmers Markets CDD $24,764,560 CalFresh and EBT sales at the Santa Monica Farmers Markets CDD $166,906 Number of total building permit applications received CDD 4,811 Number of building permits issued CDD 3,278
Number of building inspections performed CDD 18,153
Percent of first round plan check submittals reviewed by due date CDD 43%
Number of visitors to Santa Monica per Santa Monica Travel & Tourism (SMTT) annual economic impact report (based on calendar year)
CDD 4,637,700
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Packet Pg. 188 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 : Council Workshop) 8 FY 2023-24 EXCEPTION PERFORMANCE MEASURES TABLE
CULTIVATE ECONOMIC RECOVERY AND EXPAND
COMMUNITY AND CULTURAL OFFERINGS
Performance Measure Department FY 2023/24 Actuals
Summer (July) average number of pedestrians on the Third Street Promenade CDD 520,321
New Business License applications FIN 2,453
Businesses recorded as having closed (per business license data) FIN 926
Santa Monica Participants served through the HSGP 16 HHSD 26,409 Awarded HSGP funding to serve seniors, people with
disabilities, people experiencing homelessness, youth and families, and other vulnerable populations
HHSD $10,145,594
Santa Monica youth ages 5-17 served by PAL, VAP and CREST HHSD 2,024 Items Circulated LIB 886,197
In-person Visits to Libraries LIB 310,576
Total Cardholders Registered and Renewed LIB 18,085
Adult and Youth & Family Program participants LIB 17,648 Open+ Visitors (based on logins) LIB 9,047
Meeting room reservations LIB 130
Public computer usage (by session) LIB 28,860
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Packet Pg. 189 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 : Council Workshop) 9 FY 2023-24 EXCEPTION PERFORMANCE MEASURES TABLE
CULTIVATE ECONOMIC RECOVERY AND EXPAND
COMMUNITY AND CULTURAL OFFERINGS
Performance Measure Department FY 2023/24 Actuals
Study Room Reservations LIB 9,946
Aquatics users RAD 162,528
Recreation class & camp participants RAD 7,250
Membership visits to COVE skate park and Memorial Park
Gym RAD 45,920
Tennis reservations RAD 15,505
Hours of field / track permits RAD 31,958
Community events RAD 187
Visits to the Annenberg Community Beach House RAD 250,000 Art of Recovery Projects completed or initiated RAD 27
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Packet Pg. 190 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 : Council Workshop) 10 FY 2023-24 EXCEPTION PERFORMANCE MEASURES TABLE
RACIAL JUSTICE, EQUITY & SOCIAL DIVERSITY
Performance Measure Department FY 2023/24 Actuals
Percent of departments that participated in the Santa Monica Mentoring Initiative CMO 100%
Percent of staff trained in Interrupting Microaggressions course
CMO 13%
Percent of departments trained in Implicit Bias course CMO - Equity performance evaluations adopted by each union CMO 0% Number of departments that participated in the Racial Equity Committee for the full year CMO 15
Number of departments accessing the language access fund for translation and interpretation CMO 7
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Packet Pg. 191 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 : Council Workshop) 11 FY 2023-24 EXCEPTION PERFORMANCE MEASURES TABLE
SUSTAINABLE & CONNECTED COMMUNITY
Performance Measure Department FY 2023/24 Actuals
Fixed Route ridership DoT 8,602,196
Re-establishing Transit Service Levels to 90% of Pre-COVID levels (473,000 hours) DoT 439,000
BBB Passengers/Revenue Hour DoT 20
BBB On-Time-Performance DoT 69%
Total Parking Occupancy/Transactions DoT 12.9 million
Clean Power Alliance participation rates in (customers
enrolled in 100% clean power) PWD 96%
Percent of new municipal buildings LEED Gold or higher PWD 100% Total square feet of community gardens PWD 52,037
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Packet Pg. 192 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 : Council Workshop) 12 FY 2023-24 EXCEPTION PERFORMANCE MEASURES TABLE
SUSTAINABLE & CONNECTED COMMUNITY
Performance Measure Department FY 2023/24 Actuals
Percent of the City Fleet vehicles using alternative fuels PWD 61% New electric vehicle chargers installed (municipal only) PWD 17 Cumulative number of EV chargers citywide PWD 261
SB 1383 mandated regulatory compliance: Edible food
recovery for Tier 1 (supermarkets) and Tier 2 (hotels and large restaurants) large food generators
PWD 47%
SB 1383 mandated regulatory compliance: On-site organics recycling and collection for all residents and businesses PWD 100% Water conservation - maintain 20% water demand reduction PWD from 2013 levels 24.1%
Stormwater capture PWD 28 million gallons
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Packet Pg. 193 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 : Council Workshop) 13 FY 2023-24 EXCEPTION PERFORMANCE MEASURES TABLE
APPENDIX
CAO - City Attorney’s Office
CDD - Community Development Department
CMO - City Manager’s Office
DoT - Department of Transportation
FIN - Finance Department
FIRE - Fire Department
HHSD - Housing and Human Services Department
HR - Human Resources Department
ISD - Information Services Department
LIB - Library Department
PD - Police Department
PWD - Public Works Department
RAD - Recreation and Arts Department
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Packet Pg. 194 Attachment: Status Update on the FY 2023-24 Citywide Workplan and Performance Measures (6710 : Council Workshop) Impacts of Restructuring on Department StaƯing Levels
StaƯing by Department FY 2019-20 (pre-restructure) vs FY 2024-25 & current Vacancies FTE %
City Council 1.0 1.0 2.0 1.0 100.0% 1.0
City Manager 66.1 48.0 58.0 -8.1 -12.3% 7.0
City Attorney 48.9 42.5 45.5 -3.4 -6.9% 1.0
Records & Elections Services 13.5 12.0 13.0 -0.5 -3.7% 2.0 Community Development 1103.0 80.0 90.0 -13.0 -12.6% 5.0 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% -1.0
Fire - non-sworn 16.0 14.0 16.0 1.0
Fire - as-needed 0.0 0.0 0.4 0.4 N/A
Housing & Human Services 2101.0 64.3 82.2 -18.9 -18.7% 6.8 Human Resources 28.2 22.0 27.0 -1.2 -4.3% 2.0
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% 3.5
Police - sworn 229.0 223.0 232.0 3.0 1.3% 14.0
Police - non sworn 181.0 166.0 167.0 -14.0 -7.7% 17.5
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% 39.0
Recreation & Arts 288.7 51.0 82.2 -6.5 -7.3% 2.2
Transportation 450.0 410.8 440.2 -9.8 -2.2% 23.0
Transportation - Mobility/Parking 148.5 31.5 37.5 -11.0 -22.6% 2.0 Citywide Total 2,298.3 1,889.8 2,122.6 -175.7 -7.6% 136.5 Department
FY 19-20
FTE
FY 20-21
FTE
FY 24-25
FTE
Delta
Vacancies
Housing, Community Recreation and Cultural Services moved from HED to CSD 19-20 to 24-25
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 2 In FY 2023-24, the Community Services Department was dissolved and the Housing & Human Services and Recreation & Arts Departments were created.
Attachment E
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Packet Pg. 195 Attachment: Impacted City Services (6710 : Council Workshop) 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. 196 Attachment: Impacted City Services (6710 : Council Workshop) • 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.
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Packet Pg. 197 Attachment: Impacted City Services (6710 : Council Workshop) 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.
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Packet Pg. 198 Attachment: Impacted City Services (6710 : Council Workshop) • 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.
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Packet Pg. 199 Attachment: Impacted City Services (6710 : Council Workshop) 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
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Packet Pg. 200 Attachment: Impacted City Services (6710 : Council Workshop) 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
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Packet Pg. 201 Attachment: Impacted City Services (6710 : Council Workshop) 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
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Packet Pg. 202 Attachment: Impacted City Services (6710 : Council Workshop) 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
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Packet Pg. 203 Attachment: Impacted City Services (6710 : Council Workshop) To: Mr. Oscar Santiago, Finance Director
City of Santa Monica
From: Steve Mermell, Special Advisor
Suzanne Martin, Senior Consultant
Sarona Vivanco, Senior Consultant
Subject: Community Budget Outreach Results
Date: February 27, 2025
The City of Santa Monica engaged Baker Tilly to facilitate a series of budget outreach community meetings and administer an on-line community survey, to inform and engage members of the public regarding the City’s financial condition, budget priorities and the allocation of City resources. This memorandum summarizes the results of both the community meetings and the survey. City staff undertook significant messaging and distribution of materials to get the word out to the public about both the meetings and the survey, including issuing a press release, developing a flyer, and posting on the City’s blog and social media.
Community Meetings
Baker Tilly conducted three community meetings (two in-person and one virtual). The topics that were discussed at each meeting included:
• An overview of the purpose of the budget;
• The City’s budget cycle and process;
• General Fund revenues, operating expenditures, and reserves; • Factors impacting the City’s finances;
• Recent voter approved measures; and
• The City’s five adopted priority areas and performance measures for each.
City staff were available at all three meetings to answer questions from members of the public. The City staff who attended the meetings included the Deputy City Manager, Finance Director, and others.
A summary of the three meetings is provided in Table 1 below.
Table 1. Community Meeting Attendance
Community Meeting Location
Attendees from
the Public
(approximate)
Thursday, February 6; 6:00 pm (in-person) Main Library Multipurpose Room 12 Thursday, February 13; 6:00 pm (virtual) Zoom 11
Tuesday, February 18; 6:30 pm (in-person) Pico Branch Library Annex 6 Priorities
Baker Tilly deployed the on-line tool, Mentimeter, to administer group polls about the City’s adopted priorities at each of the community meetings. Participants logged into Mentimeter on their smartphone or laptop and answered ‘yes’ or ‘no’ to questions for each priority, asking whether it was still relevant, important, and appropriate. A summary of the responses received during all three meetings were consolidated and are provided in Figure 1 below.
ATTACHMENT G
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Packet Pg. 204 Attachment: Community Engagement Survey Results (6710 : Council Workshop)