Organization Roadmap
2025 - 2030
Attachment H
Contents
1 - Executive Summary
2 - About the Roadmap
4 - About the Work We Do
5 - City Council Priorities
6 - Summary List of Roadmap Projects
8 - Roadmap Projects by Council Priority
17- The Path to Success
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Executive
Summary
This Organization Roadmap has been
developed as a guide to some of the City’s
critical projects and initiatives over the next
five years.
These include several major events that are on
the horizon. This Roadmap is to help us as a team
in having a common understanding of our overall
direction. We will use this to track these major
projects and initiatives, and to report our progress.
The projects and initiatives listed in this
Roadmap are a subset of the many activities
and responsibilities of our City departments. The
ongoing services that we provide daily to our
residents, businesses, visitors, and employees
are the foundation of our organization and Santa
Monica’s quality of life. Our City budget and website
details those services.
We will report progress to the Council, community and
organization on a periodic basis. As schedules change,
we will note those in our tracking and reporting.
Santa Monica is a dynamic and evolving
community. Our talented employees are the heart
of our ability to excel at what we are committed to
doing. Our values of accountability, equity, inclusion, innovation, resilience, safety, and stewardship
underpin our efforts.
The Organization Roadmap effort is being
coordinated through the City Manager’s Office.
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About the Roadmap
The Organization Roadmap includes a
subset of the many projects and initiatives
underway in our organization. Below
shows the building blocks of the work
we do and the differences between our
various parts.
Organization Roadmap:
Largest, most complex projects requiring regular
reporting and attention. 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.
Citywide Work Plan:
The City Manager’s Office maintains a work
plan containing upwards of 300 projects that are
tracked for reporting purposes. Departments
provide status information to the City Manager’s
Office and a report is prepared to be provided to
the City Council.
Departmental Work Plans:
Every department maintains its own set of work
plans. These include items in the Citywide work
plan and Roadmap, but also many other items
that are at the departmental level.
Ongoing City Services:
The City’s budget document provides
information on the many services offered
to the community and internally to our
organization. These serve as the
foundation of what we do
as a City.
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Developing the Roadmap
The City Manager’s Office coordinated the process and sought engagement from all City departments in developing this Roadmap. Each director identified major projects which require significant resources and staff attention and meet the criteria used for inclusion in the Roadmap.
The Roadmap is intended to include initiatives to track and focus on an organization-wide basis, ensuring cohesive efforts and resource allocation are aligned with our goals. The Roadmap is intentionally designed to be of a manageable size. The City is carrying out many important initiatives and we did not attempt to name all of those in this document.
The City’s annual budget, capital improvement program, multiple plans, and other documents fully state the City’s commitment to a broad range of critical services and ongoing programs that will continue to be funded and supported.
Opportunities and Obstacles
As our team begins to implement this Roadmap, we are
prepared to leverage opportunities and navigate potential obstacles that may arise along the way.
Committed
Workforce
Engaged
Community
Consistent
Values and
Priorities
Unprecedented
Liabilities Competitive
Labor Market
Fiscal
Uncertainties
Deferred
maintenance of
City Facilities,
Vehicle
Replacement,
and
Technologies
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Our City operations are the bedrock of the services we deliver to our community. Our employees serve with dedication and commitment.
The core of what we do is captured in our annual budget.
Data points reflect FY 2023-24 year- end actuals.
About the Work We Do
3.5 162,528
aquatic users
310,576
in person visits to 5
libraries
132
park acres
119,519
police calls for service
17,692
fire/ambulance
calls for service
billion gallons
per year of highquality drinking
water delivered
106
new city-funded affordable
housing units opened
23,810
business licenses
issued
$24.8m
agricultural sales at Santa
Monica Farmers’ Markets
52,907
311 requests
96%
clean Power Alliance
participation in 100% clean
power
28 million gallons
per year of stormwater
captured
funding awarded through
the Human Services Grants
Program
$756.3m $10.1m
8.6 citywide FY
budget
million bus riders
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City Council Priorities
The City Council’s Strategic Priorities are embedded in our City operations and many specific projects. Some of the projects have been included in this Roadmap. All of those Strategic Priorities are essential to how we deliver our services. Those Priorities are:
• Clean and Safe: Commitment to maintaining and enhancing an atmosphere marked by clean and safe public spaces and neighborhoods.
• Addressing Homelessness: Preventing unhoused Santa Monicans from becoming homeless, increasing the supply of affordable housing, and advocating for regional capacity to address homelessness.
• Economic Growth and Cultural Vitality: Cultivating economic opportunity and recovery and investing in amenities and programs for all community members. • Justice, Equity and Diversity: Advancing racial equity, justice, and social diversity to improve the wellbeing of people who live, work, learn, play, and do business in Santa Monica. • Sustainable and Connected: Enhancing our resources, preventing and remedying harm to the natural environment and human health, and benefiting the social and economic wellbeing of the community.
The following Organizational Priority is also included in this Roadmap, as follows:
• Good Governance and Modernization: Cultivate a trustworthy and participatory local government through equitable, transparent, and effective delivery of services.
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Summary List of Roadmap Projects
The following is a list of projects in the Roadmap,
presented in the order they appear in the subsequent section.
Implement Fire Department Strategic Plan
Implement Vision Zero Initiative
Implement Police Department Strategic Plan
Community Infrastructure and Deferred Maintenance
Facilitate production of additional housing, with an emphasis on affordable housing and permanent supportive housing
Develop and implement a comprehensive
Homelessness Strategic Plan
Address Community Behavioral Health Needs
Monitor adopted zoning code and planning tools to allow for more housing and ensure compliance through Housing
Element period
Prepare for 2028 Olympics
Adopt Cannabis Equity Program
Complete Airport Conversion Planning and Closure Process Implement revitalization strategy for Civic Center Auditorium 6 | City of Santa Monica
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Implement local economic growth and
tourism strategies
Develop and Implement Citywide Equity Plan
Implement workforce development
Diversity, Equity, and Inclusion (DEI) plan
Implement the Reframe Program through
the Arts to create and build equitable
civic spaces
Implement Climate Action and Adaptation
Plan (CAAP) and the Sustainable City Plan
Achieve Water Self Sufficiency
(Sustainable Water Master Plan)
Reach Carbon Neutrality (CAAP)
Achieve Zero Waste
(Zero Waste Strategic Plan)
Big Blue Bus Fleet Electrification conversion
Safeguard City assets through policies that
ensure fiscal solvency and support local
economic growth
Significant Land Use / Planning Initiatives
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Roadmap Projects By
Council Priority
Projects have been listed on the following
pages by Council Priority for ease of reference.
Where available, links to relevant documents
are included.
Each project and milestone includes an
anticipated completion date, including a
calendar quarter and year.
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Council Priority: Clean and Safe
= Milestones
Implement the Fire Department Strategic Plan
Q2 - 2028 | Fire Department Sustained organizational vitality focused on employee health, continuous improvement and professional growth
Q2 - 2028 | Fire Department Evaluate that the department is aligned with community values, needs, and service expectations through various strategies
Q1 - 2026 | Fire Department Emergency Medical Services evaluation and assess feasibility of inhouse ambulance services and pursue implementation if approved Q4 - 2026 | Fire Department Improved organizational systems and processes to improve fee collection and technology
Q1 - 2028 | Fire Department Determine if services, programs, and resources are appropriate to carry out the department mission
PROJECT 1 - Q2-2028
Implement the Police Department Strategic Plan
Q2 - 2025 | Police Department Launch Santa Monica Analytical Real Time Center Q2 - 2025 | Police Department Enhance police department recruitment strategy Q1 - 2026 | Police Department Modernize police department technologies Q1 - 2026 | Police Department Reinforce and strengthen employee resilience strategies Ongoing | Police Department Enhance Traffic Safety
Ongoing | Police Department Enhance Community Engagement Ongoing | Police Department Enhance and Improve Field Training Officer Program PROJECT 3 - Q1-2026
Improve community infrastructure and deferred maintenance Q4 - 2027 | Public Works Complete Pier Bridge Replacement Project (demo Q1 - 2026) Q3 - 2028 | Public Works Memorial Park Master Plan Phase - 1 completion (demo Q1 - 2027) Q2 - 2026 | Public Works 2026 CIP Bond Program Recommendations Q4 - 2025 | Public Works Update Park and Recreation Master Plan Q4 - 2026 | Department of Transportation Parking Structure 1 Options PROJECT 4 - Q3-2028
Implement Vision Zero Initiative aiming to bring the number of fatal and severe injury crashes on our streets down to zero by 2026
Q4 - 2026 | Public Works Broadway and Colorado Avenue Improvements Q4 - 2025 | Public Works Six Schools Pedestrian Improvements Q2 - 2026 | Department of Transportation Santa Monica Boulevard Safety Study Q3 - 2027 | Department of Transportation Wilshire Safety Study implementation Phase - 2 PROJECT 2 - Q3-2027
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Council Priority: Addressing Homelessness
= Milestones
Facilitate production of additional housing, with an emphasis on affordable housing and permanent supportive housing
Q2 - 2029 | Housing and Human Services Complete affordable housing project at 1318 4th Street (previously Parking Structure 3)
Q4 - 2025 | Housing and Human Services Evaluate and Identify an Alternative Location for SaMoShel Q4 - 2025 | Housing and Human Services Advance City-owned sites for future development Q4 - 2027 | Housing and Human Services Complete affordable housing project at 1217 Euclid Street Q4 - 2028 | Housing and Human Services Complete affordable housing project at 1211-1217 14th Street/1402 Wilshire Boulevard Site
PROJECT 1 - Q4-2029
Develop and implement a comprehensive Homelessness Strategic Plan Q1 - 2025 | Housing and Human Services Council approval of the Homelessness Strategic Plan Q1 - 2025 | Housing and Human Services Develop implementation strategy Q1 - 2026 | Housing and Human Services Implementation of plan progress and reporting tool PROJECT 2 - Q1-2026
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Create and implement a
comprehensive plan to address
community behavioral health needs
Q2 - 2025 | Housing and Human Services
Establish a plan for expanded behavioral
health services for youth
Q2 - 2025 | Housing and Human Services
Expand Department of Mental Health Van
Therapeutic Transport Team
Q1 - 2025 | Housing and Human Services
Present Behavioral Health Strategy
Q2 - 2025 | City Attorney’s Office
Implementation of Prop 47 Grant
PROJECT 3 - Q2-2025
Monitor all adopted zoning code and
planning tools to allow for more housing
and ensure compliance through the
entire Housing Element period
Q4 - 2029 | Community Development
Implement adaptive reuse ordinance and new
construction technologies
Q4 - 2029 | Community Development
Implement Affordable Housing Preservation
Program (AHPP) amendments - Part 2
Q4 - 2029 | Community Development
Implement Bergamot Area Plan amendments
Q4 - 2029 | Community Development
Implement Low Barrier Navigation Center use
Q4 - 2029 | Community Development
Implement Housing Element streamlining
design review for housing projects
PROJECT 4 -Q4-2029
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Prepare for the 2028 Olympics
Q2 - 2027 | City Manager’s Office Create a mobility plan with transit Q4 - 2025 | City Manager’s Office Examine potential of sponsorship opportunities for Games related activities
Q1 - 2026 (FIFA) and Q1 - 2027 (Olympics) | City Manager’s Office Develop a plan for venue and activation opportunities. (City and private sites) Q1 - 2028 | City Manager’s Office Launch Celebrate28
Q4 - 2026 | City Manager’s Office Create a City volunteer program Q2 - 2026 | Public Works Big Event Sustainability Plan
PROJECT 1 - Q1-2028
Adopt the Cannabis Social Equity Program
Q3 - 2025 | Community Development Cannabis Social Equity Program/ Ordinance
PROJECT 2 - Q3-2025
PROJECT 3 - Q1-2029
Complete the airport conversion planning and closure process Q4 - 2025 | Public Works Council adopted preferred scenario Q2 - 2028 | Public Works CEQA/EIR Certification
Q2 - 2028 | Public Works Closure vote and vote for the municipal code updates Q3 - 2028 | Public Works Send FAA Official Closure notices Q1 - 2029 | Public Works Airport Closure
Implement a revitalization strategy for the Civic Center Auditorium
Q4 - 2025 | Community Development Revitalization Partners Group to submit comprehensive project scope and timeline
PROJECT 4 - Q1-2025
Council Priority:
Economic Growth and Cultural Vitality
= Milestones
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Implement local economic growth and tourism strategies
Q3 - 2025 | City Manager’s Office Select Film Permitting Partner Q4 - 2026 | Recreation and Arts Implement “Art Everywhere” Q3 - 2025 | Community Development Establish Entertainment Zone Q4 - 2026 | Community Development Entertainment Zone Evaluation Q4 - 2025 | City Manager’s Office Big Event Planning/Brand activations Q2 - 2027 | Information Services Permitting System Implementation Ongoing | Community Development Facilitate Permitting and Construction of Significant Hotel Projects
PROJECT 5 - Q2-2027
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Council Priority:
Justice, Equity, and Diversity
= Milestones
Implement the workforce development Diversity, Equity, and Inclusion (DEI) plan Q1 - 2030 | Police Department Police 30 x 30 Initiative Q4 - 2025 | Human Resources Update the City’s Classification and Compensation Methodology Q2 - 2025 | Human Resources Formalize communication strategy for employees without email accounts Ongoing | City Manager’s Office SaMo Mentoring Initiative PROJECT 2 - Q1-2030
Implement the Acknowledge + Reframe Together Program to create and build equitable civic spaces through the arts
Q2 - 2027 | Recreation and Arts City Hall Mural project implementation Q3 - 2025 | Recreation and Arts Creating exhibition space on the 2nd floor of City Hall Q2 - 2028 | Recreation and Arts Bay Street Beach Memorial Q3 - 2027 | Recreation and Arts Historic Monuments Landmarking Criteria and Inventory PROJECT 3 - Q2-2028
Implement the Citywide Equity Plan
Q2 - 2025 | City Manager’s Office Adopt Equity Roadmap
Q2 - 2025 | Finance Begin implementing results of Procurement Disparity Study Q2 - 2025 | City Manager’s Office Recommend structure and approach for a reparations program Q2 - 2025 | Housing and Human Services Launch and implement Senior Aging and People with Disabilities Plan PROJECT 1 - Q2-2025
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Council Priority: Sustainable and Connected
= Milestones
Achieve Zero Waste through implementation of the Zero Waste Strategic Plan Q3 - 2025 | Public Works Council adopted Zero Waste Plan update PROJECT 4 - Q3-2025
Implement the Climate Action and Adaptation Plan (CAAP) and Sustainable City Plan Q1 - 2026 | Public Works Complete Phase - 3 Beach Dune Project (CAAP) Q4 - 2026 | Public Works Update the Sustainable City Plan PROJECT 1 - Q4-2026
Achieve Water self-sufficiency through the Sustainable Water Master Plan Q3 - 2025 | Public Works Arcadia Water Treatment Plant Upgrades Q4 - 2026 | Public Works Install two new injection wells (City Yards and Olympic Boulevard) Q2 - 2027 | Public Works Expansion of recycled water line PROJECT 2 - Q2-2027
Convert to electrification of the Big Blue Bus Fleet
Q1 - 2028 | Public Works Bus charging infrastructure (Phases 1-6) Q3 - 2031 | Public Works 100% Big Blue Bus fleet conversion and charging infrastructure (Phases 7-9) PROJECT 5 - Q3-2031
Reach Carbon Neutrality
Q1 - 2025 | Public Works Implement Building Electrification: New Construction Q3 - 2025 | Public Works Implement Building Electrification: Existing Buildings Q4 - 2026 | Public Works EV infrastructure upgrades
Q3 - 2025 | Public Works Maintaining Clean Power Alliance participation messaging plan PROJECT 3 - Q4-2026
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Organizational Priority: Good Governance and Modernization = Milestones
Safeguard City assets through policies that ensure fiscal solvency and support local economic growth
Q4 - 2026 | Finance Manage financial liabilities, including evaluating community partnerships and bonding Q2 - 2027 | Finance Rebuild City reserves to 15% minimum levels Q4 - 2025 | Information Services Develop recommended approach for a Data, Analytics and AI platform Q2 - 2025 | Information Services Implement Technology Governance Structure Q3 - 2025 | Community Development Land sales and evaluate other potential sites Q3 - 2025 | Department of Transportation Evaluate Citywide Parking Rates Q3 - 2025 | Public Works Establish 2025-2029 Water and Wastewater Rates PROJECT 1 - Q2-2027
Implement significant Land Use and Planning initiatives Q4 - 2027 | Community Development Initiate process with Council study session to update Land Use and Circulation Element (LUCE)
Q3 - 2029 | Community Development Complete LUCE update
Q1 - 2025 | Community Development Safety Element update Q4 - 2027 | Community Development Concepts and Framework for Housing Element update Q3 - 2025 | Community Development Local Coasta Plan update PROJECT 2 - Q3-2029
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The Path to Success
The success of these projects will take the
collaboration of many people – our City
departments and employees, our elected
officials, and various stakeholders.
The City Manager’s Office will track milestones with
City departments and report progress to the City
Council, community, and employees.
We appreciate the work that went into the Roadmap
by each City department. We know that the projects
listed are significant and are part of the regular,
ongoing work of providing valued services to our
community and internal services to our staff. We
welcome feedback on this document in the spirit of
continuous improvement.
Key Contact:
City Manager’s Office
Sergio Ramirez, Chief of Staff
[email protected]
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1685 Main Street
Santa Monica, CA 90401
(310) 458-8411 | santamonica.gov
Prepared by:
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