Agenda packet — Santa Monica City Council, July 8, 2025 (part 7 of 8)

Jing Liu (Ph.D)
Earth Science Department, Santa Monica College Phone: 310-434-4707 1900 Pico Blvd., Santa Monica, CA 90405 Email: [email protected]

EDUCATION
Department of Geography
University of Wisconsin-Madison
Madison, Wisconsin, U.S.

Ph.D (September 2010 – May 2017)
Major: Geographic Information Science (GIS)
Thesis: “Integration of multi-source samples for
predictive mapping over large areas”
Advisor: A-Xing Zhu
GPA: 3.917/4
School of Geography
Beijing Normal University
Beijing, China
M.S.(September 2007 – June 2010)
Major: GIS
Thesis: Mapping soil properties using sparse adhoc
samples over large area
Advisor: Rui Liu, A-Xing Zhu
GPA: 3.864/4.0 Rank: 3/28
School of Geography
Beijing Normal University
Beijing, China
B.S.(September 2003 – June 2007)
Major: GIS
Thesis: Mapping higher education resource of
Shanghai
Advisor: Yun Su
GPA: 3.884/4.0 Rank: 1/93
WORKING EXPERIENCES:
 9/2015 – present: Full-time instructor in Santa Monica College. Geog 1: Introduction to Physical Environment; Geog 5: Introduction to Physical Geography with Lab; Geog/GIS20: Introduction to Geographic Information System; Geog/GIS 23 Intermediate GIS; Geog/GIS 25 Introduction to Cartography; Geog/GIS 26 Introduction to Remote Sensing; GIS 27 Applications in GIS.  1/2015 – 6/2015: Teaching Assistant in University of Wisconsin Madison: Geog 378: Introduction to Geo-computing (Undergraduate/Graduate course, online). Supervisor: Prof. Jim Burt.  1/2014-5/2014: Part-time lecturer in University of Wisconsin Madison: Geog377: Introduction to Geographic Information Systems (Undergraduate/Graduate course).  8/2013: Pre-conference workshop instructor in Pedometrics 2013, Nairobi, Kenya. Introduce SoLIM (a software for digital soil mapping) and CyberSoLIM (a web-based version of SoLIM) to conference participants.
 9/2011-5/2013: Teaching Assistant in University of Wisconsin Madison, Geog377: Introduction to Geographic Information Systems”. Supervisor: Prof. A-Xing Zhu.  9/2007-6/2008: Teaching Assistant in Beijing Normal University: Geographic Information System Analysis and Applications”, Graduates course. Supervisor: Prof. Rei Liu..

RESEARCH EXPERIENCES
 PhD thesis: “Integration of samples from multi-sources for predictive mapping over large areas”.

PhD was obtained in May 2017.
 3/2009-3/2012: Main participant in the project “Mapping spatial variation of geographic elements Item 7-A
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based on the local representativeness of ad-hoc samples” (NO. 40971236; 2010-2012) supported by National Science Foundation of China (NSFC).
 Develop new methodologies for predicting the spatial distribution of natural resources using ad hoc samples and for quantifying uncertainty associated with prediction  8/2007-10/2008: One of the main editors of the book “Detail Digital Soil Survey: Models and Methods” Science Press, Beijing, China, ISSN:978-7-03-021521-5, 227p.

PUBLICATIONS
• Liu, J., Zhu, A.X.*, Rossiter, D.G., Du, F., Burt, J., 2020. A trustworthiness indicator to select sample points for the individual predictive soil mapping method (iPSM). Geoderma Volume 373, Article 114440. https://doi.org/10.1016/j.geoderma.2020.114440. • Du, F., Zhu, A.X.*, Liu, J., Yang, L., 2019. Predictive mapping with small field sample data using semi‐supervised machine learning. Transactions in GIS, 00:1-17. https://doi.org/10.1111/tgis.12598
• Zhu, A.X., Lu, G.N., Liu, J., Qin, C.Z., Zhou, C.H., 2018. Spatial prediction based on Third Law of Geography, Annals of GIS, DOI: 10.1080/19475683.2018.1534890 • Zhu, A.X., Liu, J.*, Du, F., Zhang, S.J., Qin, C.Z., Burt, J., Behrens, T., Scholten, T., 2015. Predictive soil mapping with limited sample data. European Journal of Soil Science 66(3): 535-547. • Rossiter, D.G.*, Liu, J., Carlisle, S., Zhu, A.X., 2015. Can citizen science assist Digital Soil Mapping? Geoderma 259-260: 71-80.
• Du, F., Zhu, A.X.*, Band, L, Liu, J., 2015. Soil property variation mapping through data mining of soil category maps. Hydrological Process 29, 2491–2503. • Liu, J.*, Zhu, A.X., Zhang, S.J., Qin, C.Z., 2013. Large-scaled Soil Attribute Mapping Method Based on Individual Representativeness of Sample Sites. ACTA PEDOLOGICA SINICA 50(1): 12-20

AWARDS / HONORS
• 2022: Distinguished Geospatial Educator Award at the National Geospatial Technology Center of Excellence
• 2020: Santa Monica College Alpha Gamma Sigma (AGS) honor society Outstanding Teachers Award. • 2015: Clarence W. Olmstead Award for Outstanding Citizenship • 2014: Whitbeck Graduate Dissertator Award
• 2013: University Fellowship of UW-Madison L&S Teaching fellow award Nominee, UW-Madison • 2010: University Fellowship of UW-Madison
• 2008: Excellent Volunteer in the 29th Olympic Games; Excellent Student Leader in Beijing Normal University
• 2007: Excellent graduates in Beijing; Excellent graduates in Beijing Normal University • 2006: Outstanding Student in Beijing
• 2004, 2005, 2006: Annual first-class scholarship in Beijing Normal University; Outstanding Student in Beijing Normal University
SERVICES:
• 2022-current: Program Review Committee at Santa Monica College • 2018-2020: Earth Science Department Senator on Academic Senate at Santa Monica College • 2016-2019: Representative on Curriculum Committee at Santa Monica College: representing Earth Item 7-A
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Science / Life Science / Physical Science
• 2010- 2018: Member of the Advisory board of Pedometrics, Editor of the newsletter, Webmaster of the website of Pedometrics (http://pedometrics.org/)
• 2013-2014: Member of the Diversity Task Force Committee of Geography Department, UW-Madison Item 7-A
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Packet Pg. 1848 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Santa Monica’s Great Park’s Regenerative Urban Agriculture Center Brings to Life the Guiding Principles for the Future Use of the Airport Site “My volunteer work at Ishihara has completely changed my thinking about how to live a long, good life: It really takes being part of a community that provides many things like friendship and healthy exercise. Growing older and in retirement, it’s so important to stay connected to people. I’ve found that a diverse, caring community is vital in aging well. I have had a lot of experience gardening in my landscaped home garden. I’ve gardened with family and friends in their gardens. But at Ishihara I am doing something new for me and important that benefits a neighborhood community, edible food production. Ishihara Learning Garden has been remarkably productive.” — Ishihara Park Learning Gardener
“Slow down and see what happens. A good gardener, more than being a hard worker, is a good observer. See what the birds and insects are doing in the garden, look for the first seed sprouts, and watch how the. plants in the big bed grow. Good observing takes time and patience.”
— Main Street Gardener
Start with Nature
The land that now encompasses the Santa Monica Airport was once largely untrammeled, fertile and flowing with streams fed by the Kuruvungna spring waters, home to a coastal sage community, endemic to the city’s Mediterranean climate. The land provided a food supply that included the chia (sage seed) cultivated by the Gabrielino-Tongva Indigenous communities. Settlers later grew barley and bean. From the earliest days, farming the land mattered in the region. Today, we seek to recognize and carry on traditions and stewardship of the land with regenerative urban farming.

Regenerative urban farming fosters our communal relationships and our relationships with Nature. Regenerative urban agricultural practices at the Great Park will help remediate and restore the soil to its full organic vitality and ecosystem services, including sequestering carbon and producing local and healthy food that would help the habitat to flourish. Creating the Santa Monica Great Park is an opportunity few generations have had here in Santa Monica or indeed anywhere locally. It is no exaggeration to say this is a pivotal moment in our city’s history and the decisions that are made in creating the Great Park will be felt for generations to come.

Our proposal is about creating a community space for highlighting and teaching the importance of our connection to the health of our local environment, to the health and viability of our planet, and of our connection to one another. We envision tapping the healing and regenerative power of sustainable agriculture to teach fundamental truths about health, community, personal contentment and creativity.

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Packet Pg. 1849 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 2 Since 1976, the City of Santa Monica’s Community Gardening program has provided residents a means of growing food more sustainably. With increasing numbers of interested residents eager to participate — now numbering more than 900 on the waitlist — the original single site, Main Street Community Gardens, has been extended to include six additional locales, community gardens at Park Drive, Euclid Street and Marine Park, the Ishihara Park Learning Garden, the 19th street Community Farm and a planned community garden at Christine Reed Park. Exemplifying what it takes to achieve our Sustainable City Plan goals, the intention has been to support more and more individual families and neighbors to grow food, habitat and relationships:
community-building and stewardship that also promote access to healthy food to be a human right not a privilege.

A key highlight has been gardening’s mental health and educational benefits, the patience, personal and habitat growth, and a connection to Nature and with oneself.

During the pandemic Santa Monica’s community gardens gave solace and the program was actually the sole City public offering open for enjoyment.

At the Great Park regenerative farming can increase our local food supply and strengthen food justice, deepen stewardship, enhance climate resilience and help to develop community habits that begin practices of a circular economy, challenging the modern industrial farming system that is dependent on petrochemical fertilizers, which destroy microorganisms and organic matter in our soil, deteriorating biodiversity. Synthetic fertilizers end up polluting our waterways and eventually find their way into the oceans where they have created massive dead zones that can sustain no life at all. Santa Monica’s Great Park regenerative urban farming will demonstrate significant, beneficial solutions.

The Santa Monica Community Garden Program, as a collaboration of the City and community residents, has enabled thousands of gardeners and tens of thousands of visitors, hundreds of volunteers and workshop participants (of all ages), as well as organizational and neighborhood partners, to enjoy learning, planting, cultivating, growing food, habitats and friends.

Our outreach and current organizing with local and regional community gardeners, home or school gardeners, budding and master gardeners, gardening organizations is mustering the creative energy and expertise for the Regenerative Urban Agricultural Center at the Great Park to be a reality, identifying communal in-kind and financial resources to support its creation, stewardship, programs, management, operation.

New, enthusiastic supporters are emerging constantly, such as the Huntington Gardens Herb Specialist Stephen Reid and SMMUSD Will Rogers Regenerative Farm Lead Paola Vezzulli, as well as the Santa Monica Patagonia Store. We are dedicating our efforts to make it possible for a Regenerative Urban Agricultural Center help fulfill high expectations and enjoyment for generations to come.

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Packet Pg. 1850 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 3 Santa Monica Community Garden Program and the Advisory Committee As expressed on the City website,
“Our Community Garden Program began with the construction of the Main Street CG in 1976. Our five Gardens provide active living opportunities to Santa Monica residents and a way to engage in Urban Agriculture and create unique, biodiverse habitats that support our efforts to be a Sustainable City through local food production, sustainable land stewardship, community composting, water conservation practices, and community engagement. Community Gardens are a source of pride for our community, and we actively look for ways to engage the greater community through our monthly programs, workshops and events. Gardens are therapeutic, energizing and engaging. We like to say Think Globally, Garden Locally, with every day being Earth Day and an opportunity to Get Dirty.”
There are currently four community garden locations with plots available for residents to rent and two communally grown learning gardens in Santa Monica. Rentable plots are open to Santa Monica residents only, with applications accepted on an ongoing basis. Plots are assigned as they become available in the order in which applications are received. Currently, there are 139 permitted community gardeners and dozens of volunteer gardeners at the shared communal space. The wait-list exceeds 900 residents. Our monthly programs and events are free and open to the public.

The Community Gardens Advisory Committee (CGAC) is made up of fifteen gardeners as Site Representatives elected from each locale’s participating gardeners, with one representative per 10 plots and one representative for the communally shared spaces.

The purpose of the CGAC is to advise the City Staff and the Recreation and Parks Commission RPC regarding the operation of the Santa Monica Community Gardens and to serve as advocates educating and promoting community gardening as a vital element of the City's sustainability goals. We work closely with the Office of Sustainability and Environment and the Community Gardens Program Coordinator to further and enrich all of our gardening and stewardship efforts. 8-Acre Community/Communal Garden: A model of Sustainability and Regenerative Farming
Maximizing the Great Park’s growing space, including vertical gardens, prevents a heat island effect (the exact opposite of an asphalt parking lot). An 8-acre communal garden will address the following:
• The foundation of a community/communal garden is the soil and all that lives therein. Healthy, life sustaining soil contains millions upon millions of Item 7-A
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Packet Pg. 1851 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 4 microorganisms and fungi acting in concert with plants and air to produce food that is simple, nutritious, life giving.
• A communal garden acts as a porous sponge that soaks up and retains a great deal of moisture, takes what is needed to grow healthy fruits and vegetables and channels the surplus to the aquifer.
• A communal garden absorbs the sun’s energy during the day and slowly releases it during the night. This process eliminates heat sinks and eliminates heat spikes and extreme temperature swings.
• Communal regenerative gardening in individual allotment-plots or a shared communal area is an efficient and highly effective form of carbon sequestration. • The Gabrielino-Tongva Indigenous community could grow traditional foods and herbs demonstrating Indigenous Knowledge and Traditional Ecological Knowledge.
• Multicultural and diverse ethnic plantings, practices and foods offer the community new learning and cross-cultural experiences.
• Embedding native pollinator gardens and native gardens throughout the entire gardening space establishes waystations and flyways for pollinators and birds connected to regional ecosystem and species corridors.
• Gardeners can join in citizen -science opportunities to help collect data and study important issues, such soil vitality, Monarch species status and pollinators, etc.
• A communal garden mitigates the harmful impact of transporting food thousands of miles by growing locally, promotes healthy eating habits which directly impacts the well-being of our citizens and creates a sustainable, natural system that will benefit Santa Monica for many generations to come. • A communal garden’s harvests address food insecurity and saves people money, connecting neighbor to neighbor.
• Donating harvests serves the food insecure vulnerable individuals and families.

Ishihara Park Learning Garden has donated tons of food annually since 2017. • Composting and recycling organic matter become habits. • Environmental and civic stewardship becomes personal when people invest their time and care for individual garden plots or shared garden plots. • Everyone, particularly children and youth, finds gardens to be safe and calming.
• A communal garden builds a sense of community and provides a nonjudgmental environment to learn and grow. • A communal garden is playful and enables gardeners of all ages to experience joy, bring love and enjoy healthy, good exercise (and youthful aging). • Accessible gardening for those who are disabled or challenged is empowering. • Shared stories and practices build civil community relationships. • Literacy, music and artmaking come alive in garden realms.

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Packet Pg. 1852 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 5 1-Acre Herb Garden, One Setting or Flowing Throughout Herbs are captivating in color, scents, sensation, textures, crafts, supportive of mental and physical health for everyone. The tradition of cultivating, foraging and collecting herbs for health, diet, aesthetics and art runs deep in many societies starting with our Indigenous ancestors, which brings people together. Herbal gardens foster casual and formal sharing of traditional knowledge nurturing respect and reverence for the environment that sustains this tradition and the community. • An herb garden can help restore many of the plants that were used on Kuruvungna territory and carried forth by Gabrielino-Tongva. Drawing from Traditional Ecological Knowledge and Indigenous Knowledge, the practices and application can be shared in diverse foraging experiences and workshops. • This garden can supply a variety of fresh, organic herbs for cooking and for the promotion of healthier eating and physical and emotional well-being. • An herb garden can supply a variety of seeds and seedlings for residents and visitors.
• An herb garden supports pollinators.
• Herbs can awaken all senses, feel, see, smell and experience an herbal garden.
• Herbs delight people of all ages who love to learn how to grow and use them. • Herbs inspire imagination and creativity for dye-making for fabrics or floral artmaking. • Herb gardening can occur in one place or can be integrated throughout the Great Park’s landscape.
5- Acre Community Orchard
A public orchard will be open and accessible to everyone who enjoys the Great Park. It will offer the experience of picking local fruit to eat on-the-spot that is grown with minimal impact on the environment. The orchard offers a micro-food forest and an extension of the urban tree canopy. A community orchard can provide all members of the community with fresh seasonal fruit, promote healthy eating and an alternative to store bought produce that could have travelled thousands of miles. • A community orchard will provide a model of food distribution where access to healthy food is not based on income or zip code, but rather is based on our shared commitment to realizing the full potential of each member of our community.
• A community orchard supports carbon sequestration which assists in the regulation of climate change
• A public orchard supports pollinators which assists in food production and contributes to healthier environments.
• A community orchard supports the awareness of natural beauty, including the majesty of flowering fruit trees.

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Packet Pg. 1853 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 6 Wonder and Transformation through Education
The world of sustainable, organic food production is not a 30-minute neon, technicolor extravaganza, but rather it is a montage of many small miracles that come together in a complex world of interdependence. To appreciate this world, a person can become immersed and to have eyes opened to the slow and healing processes, involved in what we call regenerative urban agriculture that is re-creational. Through our partnerships with many different community groups, we will educate and inspire and transform fellow community members, neighbors, students, and visitors. • Santa Monica students and youth individually or in groups (Santa Monica CREST, YMCA, CASM Climate Corps, PALS, Boy Scouts, Girl Scouts, etc.) can be enriched by age-appropriate workshops, multigenerational excursions, garden tours and other learning experiences.
• Featuring Indigenous Knowledge about foods and culture would deepen the community’s respect for the rich cultural and ecological history. The GabrielinoTongva Springs Foundation as well as library and university resources would be potential sources and partners.
• School-partners can help develop garden-education to extend their general or STEAM curriculum and school gardening opportunities.
• Santa Monica College and other colleges or universities can develop curricular opportunities that could support a nursery.
• WISE and Healthy Aging Seniors or similar populations can invigorate be invigorated by gardening excursions and experiences.
• Continuous life-long learning opportunities for children, youth and adults of all ages can refresh, develop and tap new capabilities.
• Tours for school children, youth, adults and senior citizens (especially those from assisted living facilities) are nurturing.
• Building individual and communal leadership and skill sets to become docents, master gardeners, leaders of volunteers, mentors of beginning gardeners, etc. • Providing opportunities for cultivating a passion for gardening and landscape design that could lead to individuals pursuing educational and work opportunities in these fields.
• Informative talks about various stages of gardening and the relationship to human health can empower audiences, from all parts of the world. • Gardens that emphasize access for all, with sensory, visual, and auditory experiences in the garden model equity.
• Self-expression thrives with gardening.
• Symposia on regenerative farming can extends into the Santa Monica business communities that host gatherings, including Santa Monica’s Patagonia.

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Packet Pg. 1854 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 7 5-Acre Urban Farm
An urban farm teaches us that we are one among fellow species that inhabit this small, fragile planet, and that our survival and the quality of life depends on and are intricately intertwined with many other lifeforms and ecological habitats. An urban farm can be an invaluable communal farm and teaching home. By learning about a holistic ecosystem and circular economy of food production and the innate value of farm animals, we will be imbuing our children with the values of empathy and the need to care for each other as they value regenerative farming. A farm offers a multitude of systemic practices revealing the web of life.
• A working farm demonstrates the multidimensional features and complementary practices to cultivate habitat, food, flora and tend to animals at a scale that allows for numerous volunteer involvement and potential humanscale jobs. • Feeding and caring for animals can build self-esteem and competence as children learn to take responsibility for another living being and develops skills in animal husbandry.
• Wide-scale composting and recycling organic matter are efficient. • Potential beehives can produce honey.
• The farm can become a site for citizen-science opportunities to help collect data and study important issues, such as soil’s vitality and quality, Monarch status and other pollinators, etc.
• Reinforce our commitment to personal and community self-expression. • Ecosystem benefits accumulate and multiple with regenerative farming nourishes the fields and plantings flowing beyond the farm dimensions. 1-Acre Education and Gathering Space: A Place of Reflection, Education, and Celebration
To deepen and extend the learning that goes on in specific gardening or farming areas, a specially-designated facility can allow for particular gatherings and events, perhaps a library, to supplement and complement the outdoor education. • A meeting space supports community conversations and in-depth discussion. • To conduct workshops, classes and activities aimed at educating and involving the whole community, including both nonprofit and for-profit class opportunities, warrants a dedicated space.
• A designated space enhances garden tours that educate the public at large about the benefits of regenerative urban agriculture.
• An art-from-the-garden exhibit gallery would attract residents and visitors to make connections.

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Packet Pg. 1855 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 8 Balanced Economics through Creative Revenue Streams and Strategic Partnerships
Almost everyday people enthused about our Santa Monica Community Gardens Program visit the gardens, actually from all over California, the country and the world, and are eager to figure out how to be a part of or contribute to the growing experience. Beyond volunteering and sweat equity, people have suggested making donations to a community gardening fund or developing innovative partnerships. Based on the clear excitement and interest, creative revenue streams and partnerships can generate funds to help build, develop and maintain the Regenerative Urban Agricultural Center, off-setting expenses City expenses. We are committed to explore a broad range of funding possibilities, helping identify and access in-kind or monetary funds and to engage and develop strategic partnerships. • The urban farm can be based on a community supported agriculture (CSA) model that invites families, individuals, groups and organizations to partner by investing in and/or paying weekly or monthly fees for fresh vegetables, herbs, flowers or other farm products.
• Offer short-term rental plots (e.g., 2-year terms) to housing organizations like Salvation Army for residents in transitional living.
• Open a farmers’ market, perhaps with the education and gathering space nearby.
• Provide a community kitchen for farm-to-table culinary classes and gatherings, charging per-event fees or memberships fees.
• Open a cafe with fresh garden and farm food.
• Establish a nursery where seeds, plants and related prodcuts can be for sale. • Develop innovative partnerships with gardens for vulnerable communities, like veterans or formerly incarcerated individuals.
• Establish a farm trust, including non-profit support. • The individual/family community garden plots generate rental income. • Schools, groups or organizations could rent growing space. • The education and gathering space can generate rental fees. • The herb garden could partner with local restaurants, chefs, and supermarkets.

It could also dry, package and sell herbs on-site.
• Cultivate seedlings, cuttings and seeds for sale.
• We can support city initiatives for compost goals.
• Develop circular-economy practices.
• Employ biomimicry quantifications of regenerative farming assets. • Draw on county, state and federal grants or non-profit funding opportunities for urban greening and community gardening/farming for a range of vulnerable and DAC communities.
• Collaborate with local restaurants for chefs-in-the-garden events that garner fees.

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Packet Pg. 1856 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 9 Timeline of Opportunities
2026 – 2029: Beginning with the 50th year of the Santa Monica Community Gardens Program, the Advisory Committee in concert with the Great Park Coalition will work to activate the currently available community spaces at the airport site with gardening demonstrations. At the Patagonia Santa Monica, regenerative farm workshops and presentations can become a frequent experience. At each of our monthly gatherings at the current locations we will identify interested friends of the gardens. Working with the Great Park Coalition, we will continue to build a set of partners, e.g. Huntington Gardens, Theodore Payne Foundation. The Advisory Committee’s Urban Agriculture Expansion subcommittee will also commence developing grant proposals, e.g. the People’s Garden sponsored by the USDA’s Office of Urban Agriculture and Innovative Production.
2029 – ongoing (examples):
• Regenerative gardening workshops in the community.
• Generate funds through Friends of the Gardens and grant applications. • Develop a neighborhood CSA model.
• Work with partners on nursery and farm development, education, etc.

Celebrate Place in the Education and Gathering Space
Santa Monica has a rich history of diversity and inclusivity beginning with GabrielinoTongva peoples. The Great Park will continue to highlight the rich history of our immediate community and neighborhood communities by providing dedicated gathering spaces for celebration of this diversity, enlivened and embodied in arts from nature. We need to acknowledge that we make and shape history as stewards of our watershed, land and climate through regenerative gardening and farming and by establishing food security and food justice programs. Environmental justice and equity are the values that we uphold. Such is the calling and obligation of Santa Monica’s Sustainability Rights Ordinance and an aspiration for the Great Park to exemplify a Living Community.

Certainly, every bit of gardens, the herb-scape, a food micro-forest, and the farm is a perfect setting for celebration of nature with meaningful activities and can be elaborated in specifics education-gathering space.
• The regenerative urban agriculture recognizes the importance of and the application of Traditional Ecological Knowledge and Indigenous Knowledge. • Signage with poetry and stories from history can prompt delight and understanding.
• Celebrating and honoring our local communities, then and now, with significant historical events reminds us that we are historical-beings. • Community groups stage their own workshops, classes, and cultural celebrations.

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Packet Pg. 1857 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 10 • Sacred space to honor and commune with nature abound. • Contemplation, dialogue and self-expression flow in nature.

Reflecting on the ground we have covered and how our actions will impact the City of Santa Monica, it is no exaggeration to see that this is a pivotal moment in our history and that the decisions we make today will be felt for generations to come as we turn the airport site into the Great Park with a Regenerative Urban Agriculture Center.

Our proposal is primarily about creating a community that understands the importance of and acts in accordance with our inherent connection to and relationship with Mother Earth and to each other.

Realizing the untapped power of sustainable regenerative agriculture to help care for and heal nature and ourselves, we are confident that our ambitious goal to allocate 20 acres of the Great Park to a Regenerative Urban Agricultural hub is exactly what is needed at this time in our history, and we look forward to taking our proposal to the next level.

Santa Monica Community Garden Advisory Committee
Martha Bardach
Alina Bezdikian
Tim Bowler
Nancy Desser
Linda Glasser
Cris Gutierrez, Chair
Ken Hansen, Vice-Chair
Anthony Lewis
Susan McCorry
Cordula Ohman
Cynthia Rose
James Renn
Traci Slacum
Frankie Lou Thorn
William Yost
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Packet Pg. 1858 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) P.O. BOX 653
SANTA MONICA, CA 90406
310-496-3146
www.smconservancy.org
May 5, 2025
Amber Richane
Principal Design and Planning Manager
1685 Main Street Mail Stop 15
Santa Monica, CA 90401
Email: [email protected]
Dear Amber,
The Santa Monica Conservancy is pleased to submit this letter of interest to partner with the City in the development of an outdoor exhibition that highlights the culture of the Santa Monica Bay area, Santa Monica local history, and the fascinating stories of flight and aeronautics at the airport site. As a convener, the Conservancy would build a coalition of partners to develop, execute and maintain a robust and immersive experience of Santa Monica arts, history and culture at the Great Park.

The Santa Monica Conservancy is a 501(c)3 non-profit organization with a mission to raise public awareness of heritage conservation through education, advocacy, community engagement and partnerships. We are positioned to be a convener of local organizations and cultural communities to facilitate the outreach and sharing of important histories; collect various expressions and experiences of history; and work closely with professional exhibition designers and interpretive planners to implement an outdoor exhibition that reflects the Santa Monica’s communities and neighborhoods.

Telling these stories through compelling formats such as oral histories, podcasts, and archival photos linked with a beautiful landscaped outdoor exhibit will require community engagement, collaboration between local non-profits, and Public-Private Partnerships.

Proposed Partnerships and Team Members
History and cultural non-profit partners for content development might include community engagement projects aligned with:
- Santa Monica History Museum – the Conservancy has partnered with SMHM to produce 3-minute history videos showcased at City Council meetings in 2023 as well as the Santa Monica Mosaic livestream programming since 2023. - Museum of Flying – which tells the Donald Douglas history and the birth of commercial flight.
- Kuruvungna Sacred Springs – the Conservancy has close ties to the Gabrielino/Tongva Springs Foundation which serves to maintain the springs as a permanent cultural and ecological site located at the former water supply for Santa Monica through celebration of the land and the Tongva people. - Santa Monica Mountains Conservancy - which preserves, protects, restores, and enhances treasured pieces of Southern California to form an interlinking system of urban, rural and river parks, open space, trails, and wildlife habitats.

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Packet Pg. 1859 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 2 An innovative and creative outdoor exhibition that engages with the landscape of the New Great Park might include:
- 18th Street Art Center to catalize and deploy artistic imagination to create healthy places together. The Conservancy has teamed with 18SAC on the Broadway Initiative working with the Quinn Research Center to highlight Black culture and history of Broadway between 14th and 20th Street in Santa Monica.
- Santa Monica Department of Recreation and Parks focusing on efforts and initiatives that serve communities through social, cultural and recreational programming.
- Santa Monica Public Works focusing on design and implementation of installations.

We also look forward to educational opportunities that expand on the Conservancy’s experience working with Samohi Project-Based Learning students to engage local students in lesson planning and collaborative programs that utilize the exhibition experience to inspire young people including SMMUSD and Santa Monica College.

Description of the proposed project
The Santa Monica Conservancy (SMC) will develop an interactive interpretive exhibit/experience to immerse the public in the history and multi-cultural vibrancy of Santa Monica’s Airport Site. SMC is seeking to partner with the City of Santa Monica as a community non-profit organization to create twenty [20] interactive content exhibits/experiences at the site to include the Historical, Cultural and Natural history of the Site.

Enriched by experience in developing the Annenberg Beach House docent-led interpretive programs beginning 15 years ago before the opening of the Marion Davies Guest House, the Conservancy can offer project leadership to develop interactive experiences that reflect Santa Monica’s rich history. The project will include collecting stories, reviewing existing research and Santa Monica history, photographic records, and documents to curate and produce the interpretive exhibits. The physical concepts for an outdoor exhibition will be designed in conjunction with the Great Park designers to integrate physical monuments/markers with both artistic and informative content.

Markers will include an immersive digital module to allow participants to interact with the artistic, cultural, natural, and historical information. The design documents and final deliverables will provide turnkey web-based and site specific final products for twenty [20] on-site graphics installations and technology that supports web-based databases with QR Code links to photos, films, audio programs and links to augmented reality programs.

Outdoor exhibition can include both sculptural monuments within the Great Park as landscape elements along a natural path as well as signage on existing buildings and features for an larger walking-tour experience.

This is a crucial opportunity for the Great Park to provide a place-based setting to explore and preserve the history, culture, and lived experience that shaped who and where we are today in a setting that embodies that history.

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Packet Pg. 1860 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 3 Santa Monica Conservancy Project Team
The Santa Monica Conservancy has worked for over 20 years to connect people and places through our Shotgun House restoration, our Signature Tours of the Annenberg Beach House and the Downtown Walking Tour, our special tours of local historic sites, as well as our programmed events along Main Street and the Third Street Historic District. SMC will engage a project team that includes professionals in facilitating community dialogue, contentdevelopment, outdoor exhibit design, and digital/web-based interactions including:

Content Development:
- Community engagement organization such as CARS or Meztli Projects. - Inclusive dialogue and facilitation such as: UHRI
Concept Design:
- KCK Architects
- Picnic Design
Development, Fabrication and Installation:
- Monument Exhibits: Picnic Design
- Interactive Technology: Tom Hartman, IQ Magic
Operator:

The Santa Monica Conservancy will hold the digital assets and maintain the exhibit including archiving/updating the digital content with an annual contract with the City perhaps in partnership with an expert guide to arts and culture mobile apps such as Bloomberg Connects.

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Packet Pg. 1861 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 4 Scope of Work

1. Research / Workshop(s) – Review existing research and documentation on historic properties and cultural significance. Provide a workshop for Community stakeholders – along with the Project Content Partners - to organize the vision and themes for content.

Provide summary of the thematic approach for the design of the interpretive experience.

2. Community Sharing and Engagement – Facilitated dialogue and personal storytelling with community groups, community leaders, educators, historians, and other members who wish to share their experience of cultural, natural and aviation history – perhaps converting some of these to oral histories for inclusion in the exhibit experience.

3. Concept Design – Develop landscape walk in conjunction with City’s landscape plan/designers with on-site exhibits including physical graphics and device-driven interface graphics that allow the public to engage and search content. Identify all key story elements, sources, and priorities for production. Draft samples of stories, narrative length, and approach as a style guide for final programs and engagement.

4. Design Development – Finalize exhibit design, stories, graphics, interface design, sample audio clips and film edits. Obtain production approvals.

5. Production – Select fabricator for signage system, and onsite exhibits. Oversee production elements. Produce all segments of audio programming, films, photography databases with a final interface for users.

6. Prototype Delivery / System Testing / Onsite Installations – Oversee installations.

Mount all software properties into a CG/Client website, provide training to enable staff to modify and/or generate modules of new properties.

7. Maintenance – Contract with the City annually to maintain the CG/Client website, provide content updates, and archive digital information for 10 years including software updates, platform migration, and/or other maintenance necessary to archive content and maintain active interfaces and devices on site.

Financial Plan Summary

1. Concept Design and Content Development
a. Partner Organization Honoraria: $ 20,000
b. Workship(s) Facilitation/Expenses: $ 45,000
c. Architect/Designer: KCK Architects $ 35,000
d. Exhibition Designer: Picnic Design $ 35,000
TOTAL $ 135,000

2. Development & Production Fees for Physical Exhibits
a. Design Fees $ 20,000
b. Project Management $ 36,000
c. Site Design Development $ 60,000
d. Fabrication & Installation $ 120,000
TOTAL $ 236,000
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Packet Pg. 1862 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 5 3. Development & Production Fees for Interactive Technology a. Production Fees $ 26,000
b. Project Management $ 36,000
c. Media Database Design $ 82,000
d. Production Design $ 120,000
e. Fabrication & Activation $ 220,000
TOTAL $ 484,000

4. Oversight and Set up:

Santa Monica Conservancy
a. Conservancy Program Director (24 mos) $ 120,000
b. Conservancy Archivist (12 mos) $ 46,000
c. Digital Platform/Equipment Start-up Costs $ 20,000
TOTAL $ 186,000

5. Annual Maintenance:

Santa Monica Conservancy
a. Supervision: $ 10,000
b. Annual Review and Content Maintenance $ 7,200
c. Annual Digital Platform Costs: $ 6,000
d. Annual Warranties for Equipment: $ 4,800
TOTAL ANNUAL $ 28,000
Potential funding sources
As a partner non-profit 501(c)3 organization, the Santa Monica Conservancy can fundraise through grants, philanthropic foundations, and business enterprises as tax-free donations to fund the project and supplement its 10-year maintenance through an endowment.

Revenue generation:

An outdoor exhibit can generate revenue through various avenues, including sponsorships, merchandise sales, event rentals/digital takeovers, special pop-ups, educational programs/workshops, and advertising opportunities.

Timeline
Start date of January 1, 2029
The development of the exhibits for the interactive experience will entail an 24-month concept-to-install process. Cooperation and collaboration with the City’s selected landscape planning team and design consultants for the physical components of the walk and natural setting itself (by others) would be a driver for the schedule.

Additional information
An outdoor interpretive walk, artistic monuments, and interactive experience that includes information about the cultural, historical and natural environment of Santa Monica and the Santa Monica Bay area supports the City’s goals and objectives for the ‘Great Park’.

Guiding Principal: Start with Nature - The design of the physical environment for the outdoor exhibits can be incorporated into the overall landscape planning to regenerate species, build community resilience against climate change, and showcase local biodiversity.

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Packet Pg. 1863 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 6 Guiding Principal: Inspire Wonder - Interactive outdoor exhibitions involve stepping out of our routine activities and away from the familiar environments - be they our house, our classroom, the local museum, the neighborhood library – and engage with PLACE.

Place-based experiences expand our knowledge and inspire learning with stories of the places we live.

Guiding Principal: Amplify Versatility - A digital interactive experience is versatile, allowing for updates, changes, and expansion as there is appropriate funding and new information and/or additional stories to tell about our community.

Foster Partnerships - A collaboration with City partners, educational institutions, museums, art-makers, cultural communities, and historians in creating this experience of place and storytelling will recognize and enhance the important role of our current museums, art galleries, maker spaces, theaters, and schools in the design and implementation of the exhibits.

The Santa Monica Conservancy, as a partner in the Santa Monica community, welcomes the opportunity to convene the individuals and organizations who individually contribute to the richness of our community with their specific knowledge of particular histories and lead an effort to build an interactive experience that represents our collective history and shares our stories.

As a leader in in-person and place-based experiences – the Conservancy brings people and places together; to do so at the Great Park and reflect the broad landscape of history, culture and environment that defines our City would be our contribution to telling the full history of Santa Monica.

Sincerely,
Mario Fonda-Bonardi
President, Board of Directors
Santa Monica Conservancy
a 501(c)3 Non-Profit Corporation
[attachment : Proposed Project Team]
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Packet Pg. 1864 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Santa Monica Conservancy
Interpretive Outdoor Exhibition May 5, 2025
Project Team
Kaplan Chen Kaplan provides a full range of
architecture and planning services, including site
and facilities analysis, programming, master
planning, community workshops, concept documents for planning approvals and fundraising, historic preservation consulting, architectural design and construction documents, as well as construction phase services.

We view design as a collaborative process in which client and user are integral components. Our projects stress the importance of place by providing for natural light and connection to the surrounding environment. We rely on clarity of plan as well as interest in its complexity to encourage exploration and discovery. We are interested in communities and neighborhoods, including issues of environment and conservation of resources through sustainable design. Our work acknowledges history and tradition, while embracing contemporary requirements.

We’re curious, creative, and we care. We care about you, your story, and the people you want to reach. Whether we’re
designing an exhibition or a postcard, we put a lot of thought into the process and are flexible and responsive at every step.

We’re the link between your story and your audience. We take that story and make it accessible, beautiful, and memorable. Together, let’s make something great.

The work of creating meaningful places is challenging. Insight, discovery and new perceptions evolve throughout the design process. The work is to pursue the art of meaning, rather than fashionable design. The meaning comes from understanding the story through its history, emotional thrust, intellectual inquiry, humor and social impact. We enjoy the challenge. IQ Magic understands that to remain vibrant and relevant, today’s institutions must embrace social networking, integrated with gaming and inquiry for dramatic storytelling. It is important to engage in information sharing to allow diverse audiences to participate in the dialogue.

Supporting Arts & Culture around the World
Bloomberg Philanthropies is funding the development of digital programs at leading cultural institutions around the world to increase access and visitor engagement. Driven by the vision of founder Mike Bloomberg, Bloomberg Philanthropies has long been committed to helping arts and culture organizations innovate and enrich their communities. We believe technology opens doors, and we created the app as a part of our mission to make art and culture accessible to all – in-person, at-home, anywhere.

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Packet Pg. 1865 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Santa Monica Conservancy
Interpretive Outdoor Exhibition May 5, 2025
Project Team

MARTIN LUTHER KING JR MEDICAL CENTER

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Packet Pg. 1866 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Santa Monica Conservancy
Interpretive Outdoor Exhibition May 5, 2025
Project Team

TRAILHEAD SIGNAGE
BELMAR + ART, SANTA MONICA
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Packet Pg. 1867 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Santa Monica Conservancy
Interpretive Outdoor Exhibition May 5, 2025
Project Team

AGUA CALIENTE CULTURAL MUSEUM
The Agua Caliente Band of Cahuilla Indians has lived continuously for over 3,000 years in what is now called Palm Springs. IQM worked with the Agua Caliente and scholars to develop the narrative and interpretive planning. Introductory exhibits featured the moment elders decided not to rebuild big house after the burning ceremony and to stop using the Cahuilla language. The raised platform introduces exhibit ideas to allow understanding of the journey through time.

Multiple entries and pathways address common themes throughout the exhibits.

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Packet Pg. 1868 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) We are the SAMO Aerospace Engineering Club from Santa Monica High School. Our club is composed of enthusiastic and committed students who have a passion for aerospace, engineering, and innovative technology. Our club participates in many hands-on projects, including building and launching model rockets, participating in aerospace workshops, and meeting with guest speakers such as pilots and aerospace engineers. It has been an incredibly educational and informative experience for us. The Santa Monica Airport Conversion project provides an exciting opportunity for us to collaborate with Santa Monica College (SMC), local technology companies, and city departments. Our club would like to focus on educational opportunities, workshops, and community outreach. Our partners would provide mentorship, internship opportunities, and possibly funding for students to aid their development.

We propose to repurpose part of the Santa Monica Airport as a STEM and Robotics Annex. We propose to convert approximately 30,000 sq ft of existing hangar and terminal space into classrooms, labs, drone flying, and innovation areas. Adaptive reuse is an effective and environmentally responsible approach, while also being part of the airport's history. The proposed facility will promote an interactive educational experience, where high school and college students could collaborate together to develop sustainable technology and creative solutions to green transportation.

Our vision will benefit the Santa Monica community in many ways. Accessible, hands-on STEM education will be offered to local students, and local students from historically underrepresented backgrounds will experience hands-on STEM education that they would not typically get in traditional schooling in Santa Monica. Local partnerships with businesses will provide internship/employment opportunities for students to have real-world opportunities while in high school or college, along with gaining much needed employability skills. Our vision highlights the importance of careers in sustainability and the green economy. In addition, we will leverage a joint-use approach to make the fullest use of all of our community's resources by inviting schools, local businesses, and local nonprofits to participate in educational events, workshops, and shared projects. The facility design will prioritize sustainable and resilient systems, with renewable energy, sustainable building materials, etc., to position Santa Monica as a model city for sustainable development.

We anticipate about $5-7 million in initial expenses associated with upgrading the property and adaptive reuse. There will be some combination of local tech company partnerships, state grants, private sponsorship, and revenue from fee-based training programs to offset these costs. We also have examples of successful, similar projects in Southern California associated with the UCLA Engineering program and Caltech's STEM outreach programs. We can provide additional details and contacts for these examples, if needed.

Our timeline is feasible and well defined. From January 2029 through June 2029, we expect to design a project, receive approvals, and secure funding and permits. Then, from July to December 2029, we will start upgrading utilities and adjusting buildings that we do not redevelop. Our construction and fit-up phase will follow from January 2030 to June 2031. After Item 7-A
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Packet Pg. 1869 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) that, we will soft launch the student program in July 2031, followed by a grand opening in October 2031.

This proposal is very consistent with Santa Monica’s vision for a sustainable and innovative community-driven project. The airport could be transformed into a "Green Airport of the Future" and serve as an example to the world as a leader in sustainability, education, and innovation.

Thank you for considering our proposal. We look forward to contributing to the future of our community!
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Packet Pg. 1870 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins))

LETTER OF INTEREST

USE AND MANAGEMENT OF ATHLETIC FIELDHOUSE
SPACE
Submitted to the City of Santa Monica
April 2025
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Packet Pg. 1871 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins))

1. Organization Overview & Public-Private Partnership Structure Santa Monica Rugby Club (SMRC) is a 501(c)(3) nonprofit athletic organization founded in 1972 and based in Santa Monica, CA. For over 50 years, SMRC has played a central role in advancing athletics and building community through youth and adult rugby programming.

The Club currently serves over 200 active players (50 men, 50 women, 100 youth) and maintains a highly engaged local alumni base of over 500.

While SMRC has not previously developed or operated a physical facility, it has extensive experience in coordinating large-scale sporting events, managing multi-age programming, and collaborating with local municipalities for field and space access. The Club is governed by an active Board of Directors and supported by community volunteers, coaches, and civic leaders.

Proposed Public-Private Partnership Structure:

SMRC proposes to lead the operation and programming of the athletic fieldhouse in partnership with the City of Santa Monica, providing shared access to other Santa Monicabased sports and recreational organizations.

Confirmed Project Partner:
- Taylor Manavian of Webcor will serve as the Construction Project Manager, advising on pre-construction planning, budgeting, and implementation. Webcor has a strong track record of delivering complex public and private construction projects across California, and Taylor brings deep experience in managing community-facing infrastructure.

2. Project Description and Spatial Needs
SMRC proposes the development of a multi-sport athletic fieldhouse adjacent to the new athletic fields at the future Santa Monica Airport Park. The proposed facility would support community sports programming and provide critical infrastructure for teams and organizations currently lacking permanent meeting, storage, and recovery space.

Key Facility Features:
- Meeting and coaching rooms
- Weight training and athletic performance areas
- Locker rooms and changing facilities
- Secure team and equipment storage
- Multi-use social/event space
- Rehabilitation and recovery space
Space Needs Estimate:

The proposed fieldhouse is envisioned to encompass approximately 1,500–3,000 square feet. The final configuration and uses will depend on the square footage secured.

Adaptability of Existing Structures:

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Packet Pg. 1872 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) SMRC is open to adaptively reusing existing structures within the Santa Monica Airport Park for the fieldhouse project. Proximity to the new athletic fields would be a determining factor in evaluating potential structures for reuse.

3. Community Benefits, Joint-Use Opportunities, and Sustainability Concepts This fieldhouse would serve as a community anchor, enhancing recreational equity and public access across youth and adult sports. While led by SMRC, the fieldhouse will be open to other local athletic programs (e.g., soccer, lacrosse, track), fostering collaboration, reducing space scarcity, and maximizing the use of public resources.

Community Benefits:
- Year-round access to indoor space for athletes, teams, and community meetings - Increased availability of health and wellness programming (training, recovery) - Enhanced youth engagement and mentorship via coach-led programming - Strengthened partnerships with local schools and community groups Sustainability/Resiliency Considerations:

SMRC is committed to incorporating sustainable and circular design principles, including the use of recycled and sustainable building materials wherever possible.

4. High-Level Financial Plan Summary
Projected Costs:
- With many variables to weigh (adaptive reuse vs. new construction, approved size, uses once size is approved, FF&E based on size and uses, etc.) it is impossible to estimate costs with any degree of accuracy. However, based on what has been described herein, SMRC stands ready, willing, and able to execute.

Projected Funding Sources:
- Individual donations from alumni and SMRC members
- Local corporate sponsorships and philanthropic foundations - Naming opportunities for rooms/features
- Revenue from private event rentals and third-party team use Funding Status:

SMRC intends to fully fund the project through private fundraising and strategic partnerships. No direct City funding is requested at this time, though the Club welcomes a perpetual lease or site-use agreement to enable viability.

Operational Revenue:
- Monthly rental from shared use by sports groups
- Event rental fees (community or partner organizations) - Club dues and seasonal programming
Comparable Facilities in the United States:

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Packet Pg. 1873 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) - Corey Ford Rugby Clubhouse – Dartmouth College (Hanover, NH) - Ray Sheeran-Wells Field – San Francisco Golden Gate RFC (San Francisco, CA) - Haaga House – Princeton University Rugby (Princeton, NJ) - Skillbeck Athletic Grounds – Charlotte Rugby Club (Charlotte, NC)

5. Project Timeline
Assuming a start date of January 1, 2029, SMRC anticipates the following timeline:
- 2026–2027: Community engagement, feasibility study, fundraising - 2027–2028: Architectural planning, City coordination, permitting - 2029: Construction and phased opening
- 2030: Full operations with joint-use scheduling

6. Additional Information / Demonstrated Alignment
This proposal is fully compliant with Measure LC, as it supports only park, open space, and public recreational facility uses, requiring no additional voter approval.

The inspiration for this project stems from successful international models, notably the Brockton Pavilion in Vancouver's Stanley Park. Established in 1927, the Brockton Pavilion serves as a central hub for community sports, housing the Evergreens Rugby Football Club, the BC Mainland Cricket League, and the Vancouver Rugby Union. Strategically located between rugby and cricket fields, the Pavilion has been a cornerstone for athletes and spectators alike, fostering a sense of community and tradition for nearly a century.

The development of the Brockton Pavilion over 100 years ago transformed a simple athletic field into a vibrant community asset, demonstrating the long-term benefits of investing in dedicated sports facilities. Similarly, the impending closure of the Santa Monica Airport in 2028 presents a unique, once-in-a-generation opportunity to reimagine and repurpose urban space for public recreation. By establishing a fieldhouse adjacent to the new athletic fields at the future Santa Monica Airport Park, we can create a lasting legacy that promotes community engagement, supports local sports organizations, and enhances the cultural fabric of Santa Monica.

SMRC’s alumni include respected leaders in business, entertainment, media, and global public service: Bruce FaBrizio, Jonny Lee Miller, Billy Campbell, Maximiliano Bretos, Charles Courtenay (19th Earl of Devon), and financier Joel Schiffman. “Rugby clubs around the world thrive when they have a place to gather, train, and grow. This project would finally bring that global model to Santa Monica — not just for rugby, but for every local team looking to build something lasting.”
— Miles Cotton, SMRC Board of Directors
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Packet Pg. 1874 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) SANTA MONICA SPOKE: Is a 501(c)3 organization dedicated to improving walking, biking and healthy active transportation in the City of Santa Monica. We are a community based nonprofit working to make Santa Monica more sustainable, and a better place to live, walk, bike, work and play.

Advocating the implementation of Complete Streets Policies that support and protect all users, (pedestrians & people on bikes) and the use of public transit and shared mobility options to promote fewer single car trips for a healthier, safer, more sustainable environment for the community at large.

GOALS:
• Encourage more people of all ages to ride bicycles, more often and more safely • Educate equitable road use, cyclists rights and responsibilities, new mobility modes – both by example & through education and workshops
• Increase the voice and visibility of Santa Monica Spoke, LACBC, CalBike and the cycling community to improve facilities and the environment for people of all ages walking and biking • Actively participate with partner organizations and local government to create and implement the Bicycle Action Plan, Pedestrian Acton Plan, Santa Monica Safe Street Alliance/ Vision Zero and Complete Streets Planning Policies while fulfilling the City’s commitment to the USDOT Mayors’ Challenge for Safer People & Safer Streets • Promote the health benefits of active transportation like walking and biking • Highlight walking and cycling as a sustainable transportation alternatives that are good for the environment

• Implement, promote and actively support Safe Routes to School and Safe Routes for Seniors • Integrate safe bicycling into recreation and park and community activities Project Proposal: High level overview
Santa Monica Spoke is proposing a Traffic Safety Learning Garden (TSLG).

An educational campus for community members of all ages - from young children to teenagers, adults to seniors. A place where everyone can come to learn how to navigate via human power and by bicycle or small wheels - from teaching pedestrian safety to learning how to ride a bike safely, Item 7-A
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Packet Pg. 1875 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) learning to safely navigate urban road environments to sharpening existing riding skills for current and more confident cyclist.

The Traffic Safety Learning Garden is envisioned as space is flexible using approximately the footprint of 1.5 to 2 tennis courts and can be built over time. On January 1st 2029 the TSLG can be ready to go – set up with temporary materials and ready for use on any relatively flat / open area on day one. The facilities can be built over time and are envisioned as a multipurpose area for teaching students but also an open engaging area for the community to enjoy practicing skills while not in use or for just relaxing in nature. A place where families can come to enjoy the outdoors with engaging activities to stimulate or relax. Healthy active mobility is healthier and more sustainable - this TSLG campus can serve as a community bike hub where all the community can come to receive educational and safety information and classes - all while having fun.

Supporting the campus area we envision the use of a shipping container as the basic infrastructure for the hub. An existing building if appropriately situated would also work - but the use of a shipping container removes any location obstacles so the campus can be placed anywhere. The container would house bicycles for use in the classes for community use (during open hours) and to store supporting materials and canopies for the programming.

Santa Monica Spoke has been teaching pedestrian, bike and multimodal safety skills in Santa Monica and the LA regions to youth and adults since 2009. Leading the City’s Safe Routes to School Program beginning in 2011 and a partner in the Safe Routes for Seniors Program wrapping up in 2023(?). We host an ongoing array of engaging community bike rides, fun bike rodeos (teaching kids to ride) at local events like COAST, SMPD Annual Night Out and at SMMUSD schools during breaks.

Integrated as part of our mission is encouragement for healthier, more active and more environmentally friendly mobility. We do this through engaging and fun community education and encouragement outreach and events, like bike rides for all ages and skill levels – in addition to encouragement events and training at spring and summer camps during after school programs.

Funding and cost
As previously stated - the TSLG can be “built” over time. Start up costs are minimal as most supporting materials are already owned by Santa Monica Spoke. The historical challenge for this type of programming has always been - space. Given the space we are currently prepared to fund the start-up costs that would get the programming up and running from day one with confidence in securing further funding to expand and improve the programming over time. We have already secured interest from bike companies and private funders for equipment and funding to expand beyond the day one start up. We would engage our existing active community network for site maintenance and promotion. The idea of the TSLG is to be self-sustaining through civic / private partnerships and with demonstrated community support led by Santa Monica Spoke, our civic partnerships, donation and funding network.

Project will incorporate sustainability elements: Use of cool surfaces possibly covered with solar reflective coating to stay cooler in the sun. Incorporating permeable surfaces where asphalt can be removed to create planting space for groundwater collection and planting space for native shrubs and trees which will create space and habitat value and further cool the hardscape areas. Project and the programming promote physical activity, encourages active mobility and less reliance on motorized vehicles and reduces GHG
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Packet Pg. 1876 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Examples and Vision
Santa Monica Spoke bike rodeos
COAST and Kidical mass family Bike Ride
Pico Neighborhood MANGo outreach event
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Packet Pg. 1877 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) National Night Out events
SMMUSD festival and after school camps
Adult bike training and CREST Spring Break Camp Training Item 7-A
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Packet Pg. 1878 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Short Term and long term vision in images
Alta Planning + Design’s traffic garden in White Center, Washington, which reuses an abandoned tennis court, demonstrates a variety of roadway scenarios.King County Parks
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Packet Pg. 1879 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Our ultimate and long term and we believe obtainable goal is exemplified by JEFF SEYMOUR FAMILY CENTER BIKE PARK in El Monte run by our partners at Active SGV. We believe the best executed implementation we have seen

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Packet Pg. 1880 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) SANTA MONICA SPOKE: Is a 501(c)3 organization dedicated to improving walking, biking and healthy active transportation in the City of Santa Monica. We are a community based nonprofit working to make Santa Monica more sustainable, and a better place to live, walk, bike, work and play.

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Packet Pg. 1881 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) learning to safely navigate urban road environments to sharpening existing riding skills for current and more confident cyclist.

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Packet Pg. 1882 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Examples and Vision
Santa Monica Spoke bike Rodeos & events
COAST and Kidical Mass Family Bike Ride
Pico Neighborhood Safe Streets for 17th community Outreach Event Item 7-A
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Packet Pg. 1883 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) National Night Out events
SMMUSD Festivals
Adult bike training and CREST Spring Break Camp Bike Safety Training Item 7-A
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Packet Pg. 1884 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Short Term and Long Term Vision in images
Alta Planning + Design’s traffic garden in White Center, Washington, which reuses an abandoned tennis court, demonstrates a variety of roadway scenarios.King County Parks https://www.bloomberg.com/news/articles/2019-06-13/how-tiny-safety-towns-give-kids-street-smarts https://www.trafficgardens.com/
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Packet Pg. 1885 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Our ultimate and long term and we believe obtainable goal is exemplified by JEFF SEYMOUR FAMILY CENTER BIKE PARK in El Monte run by our partners at Active SGV. We believe the best executed implementation we have seen
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Packet Pg. 1886 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Amended Proposal for a Pilot Co-Living Project at Santa Monica Airport Prepared by: Seedlings Inc.

Date: May 5, 2025
Executive Summary
We propose a pilot co-living project on a privately purchased 2-acre parcel of vacant land at or near the Santa Monica Airport, designed to address the critical need for affordable housing in Santa Monica. The project will develop 8-10 professionally managed co-living homes, each 6,000 sq. ft., accommodating 10 residents per home for a total capacity of 100 residents. Monthly rents will range from $1,300 to $2,000 per room—significantly below the $2,500 market rate for a Santa Monica studio—targeting students and STEM young professionals. Each home will feature unique amenities to promote social and mental well-being, with designs allowing easy conversion to luxury single-family homes if the co-living model proves unsustainable. This initiative will add 100 units of affordable, high-quality housing to Santa Monica, fully funded and developed through private investment.

Project Overview
Objective: Create a scalable, reversible co-living pilot on privately owned land to provide affordable housing, foster community, and promote well-being for 100 residents, with the option to revert to luxury single-family homes if needed.

Location: 2 acres of vacant land purchased at or near the Santa Monica Airport.

Scope:
● 8-10 co-living homes, each 6,000 sq. ft., housing 10 residents (total: 100 residents). ● Affordable rents: $1,300–$2,000 per room, compared to $2,500 for a Santa Monica studio.
● Target demographic: Students and STEM young professionals. ● Amenities: Tailored to promote social and mental well-being. ● Reversibility: Homes designed for conversion to luxury single-family residences. ● Management: Professionally managed to ensure quality and consistency.

Rationale and Need
Santa Monica’s housing affordability crisis, with studio apartments averaging $2,500/month, excludes many young professionals and students. The Santa Monica Airport area, with available vacant land, offers a strategic opportunity for innovative housing solutions.

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Packet Pg. 1887 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Co-living provides affordability, community, and efficient land use, aligning with market demand for sustainable urban living. This pilot will:
● Add 100 affordable housing units through private development. ● Attract young talent to support Santa Monica’s economic vitality. ● Test a scalable model with minimal regulatory dependency.

Project Design and Features
Housing Configuration
● 8-10 homes on 2 acres, each 6,000 sq. ft.
● Each home:
● 10 private bedrooms (200–250 sq. ft. each) with en-suite bathrooms. ● Shared spaces: large kitchen, dining area, multiple living rooms, and outdoor patio.
● High-quality, modular construction for durability and reversibility. ● Total capacity: 100 residents.

Unique Amenities
Each home will feature distinct amenities to promote social and mental well-being, tailored to the target demographic:
● Wellness Hub: Meditation room, yoga studio, or therapy space. ● Collaboration Space: Co-working area with high-speed Wi-Fi and meeting pods. ● Community Kitchen: Designed for group cooking classes or shared meals. ● Recreation Zone: Game room, outdoor fire pit, or rooftop lounge. ● Sustainability Features: Solar panels, rainwater harvesting, and native landscaping.

Reversibility
● Homes will use modular designs and flexible floor plans to allow conversion to 8-10 luxury single-family homes.
● Conversion cost: Estimated at $250,000–$350,000 per home, preserving land value. ● Materials and layouts will align with high-end residential standards.

Affordability
● Rent: $1,300–$2,000 per room, inclusive of utilities, Wi-Fi, and amenities. ● Comparison: 20–48% below the $2,500 market rate for a Santa Monica studio. ● Management: Professional property management to ensure maintenance, tenant satisfaction, and community programming.

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Packet Pg. 1888 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Target Demographic
● Students: Enrolled in local institutions (e.g., Santa Monica College, UCLA). ● STEM Young Professionals: Early-career engineers, tech workers, and researchers.
● Why this group?
● High demand for affordable housing near employment hubs. ● Likely to value community-oriented living and amenities. ● Contributes to Santa Monica’s innovation economy.

Financial Projections
Development Costs (Estimated)
● Land acquisition: $10M–$15M (based on Santa Monica vacant land prices, ~$5M–$7.5M/acre).
● Land preparation and infrastructure: $1.5M (utilities, roads, landscaping). ● Construction: $400–$500/sq. ft. for 8–10 homes (48,000–60,000 sq. ft. total:
$19.2M–$30M).
● Amenities and furnishings: $750,000.
● Permitting and design: $1.2M.
● Total: $32.65M–$48.45M.

Revenue
● Monthly rent: $1,300–$2,000/room × 100 rooms = $130,000–$200,000/month. ● Annual revenue: $1.56M–$2.4M.
● Operating expenses: $600,000–$800,000/year (management, maintenance, utilities).
● Net operating income: $0.96M–$1.6M/year.
● ROI: 2–5% annually, with potential for higher returns upon conversion to luxury homes.

Funding Sources
● Private investment: Equity from impact investors or real estate developers. ● Loans: Commercial real estate financing for land and construction. ● Grants: State/federal affordable housing programs (e.g., California Housing Accelerator).

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Packet Pg. 1889 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Implementation Plan
Phase 1: Planning and Acquisition (Months 1–6)
● Purchase 2 acres of vacant land at or near Santa Monica Airport. ● Conduct feasibility study and environmental review.
● Engage architects and modular construction firms.
● Secure financing and permits.

Phase 2: Development (Months 7–18)
● Site preparation and infrastructure installation.
● Construct 8–10 co-living homes (6,000 sq. ft. each).
● Install amenities and furnishings.

Phase 3: Launch and Operations (Months 19–24)
● Market to target demographic via universities, tech firms, and online platforms. ● Onboard residents and initiate professional management. ● Monitor social and financial outcomes.

Phase 4: Evaluation (Months 25–36)
● Assess occupancy rates, resident satisfaction, and financial performance. ● Determine scalability or conversion to single-family homes.

Benefits to Santa Monica
● Housing: Adds 100 affordable units, easing pressure on the rental market. ● Economic: Attracts young talent, boosting local businesses and innovation. ● Social: Fosters community and well-being through shared living. ● Flexibility: Preserves land value with reversible design. ● Sustainability: Incorporates green features, supporting environmental goals.

Risks and Mitigation
● Risk: High land acquisition costs.
● Mitigation: Negotiate purchase price and explore adjacent parcels for cost savings.
● Risk: Higher-than-expected construction costs.
● Mitigation: Use modular construction and secure fixed-price contracts.

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Packet Pg. 1890 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) ● Risk: Insufficient demand for co-living.
● Mitigation: Market to high-demand groups and offer flexible lease terms. ● Risk: Regulatory hurdles.
● Mitigation: Engage experienced permitting consultants to navigate local regulations.

Conclusion
This pilot co-living project on a privately purchased 2-acre parcel at or near Santa Monica Airport offers an innovative solution to the city’s housing crisis. By providing 100 affordable, community-oriented units for students and STEM professionals, the project supports Santa Monica’s economic and social vitality through private investment. The larger 6,000 sq. ft. homes enhance resident comfort and ensure high-value conversion potential, making this a financially and socially sustainable venture.

Contact:

Seedlings Inc.

Joseph DiRosa
[email protected]
310.770.5171
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Packet Pg. 1891 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Joseph DiRosa
Founder, CEO
1522 6th St. #501
Santa Monica, CA 90401
[email protected]
310.770.5171
Date: April 30, 2025
City of Santa Monica
Attn: Santa Monica Airport Redevelopment Committee
1685 Main Street
Santa Monica, CA 90401
Subject: Letter of Interest for 12-Acre Mixed-Use Development at Santa Monica Airport Dear Members of the Santa Monica Airport Redevelopment Committee, I am writing to express our enthusiastic interest in developing a 12-acre portion of the Santa Monica Airport into a transformative mixed-use project featuring a 250,000-square-foot Los Angeles Artist Series hub surrounded by 2,000 rental apartments, including 500 middle-income units dedicated to arts professionals. This development will create a vibrant, inclusive community that celebrates Los Angeles’ creative heritage while addressing critical housing needs.

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Packet Pg. 1892 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Project Overview
The proposed Los Angeles Artist Series Hub will encompass 250,000 square feet of state-of-the-art creative and retail spaces, serving as the centerpiece of a 12-acre mixed-use development. Surrounding this hub will be 2,000 rental apartments, with 500 units designated as middle-income housing for individuals working in the arts. This integrated project will foster a dynamic ecosystem where artists live, create, and engage with the Santa Monica community, all within a thoughtfully designed 12-acre footprint.

Key Components of the Los Angeles Artist Series Hub (250,000 sq ft)
● 2 Hybrid Soundstage/Music Venues (25,000–50,000 sq ft each): Cutting-edge facilities for film, television, and live music performances, equipped with advanced technology and adaptable configurations.
● Art Galleries/Event Spaces (50,000 sq ft total): Flexible spaces for art exhibitions, pop-up events, and community gatherings, showcasing local and international talent. ● Production Spaces (50,000 sq ft): Modern editing suites, rehearsal rooms, and workshops to support artists in film, music, and visual arts. ● Recording Studios (20,000 sq ft): Professional-grade studios for music and podcast production, featuring industry-standard equipment.

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Packet Pg. 1893 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Residential Component
The development will include 2,000 rental apartments, with:
● 500 middle-income units reserved for arts professionals, ensuring affordable housing for emerging and established creatives.
● The remaining units will offer a range of market-rate options, designed to complement the creative hub and attract a diverse resident base.

Project Scope and Purpose
Spanning 12 acres, this mixed-use development will:
● Establish a premier destination for artistic creation, performance, and collaboration within the 250,000-square-foot Los Angeles Artist Series Hub. ● Provide affordable housing for arts professionals, supporting Santa Monica’s commitment to inclusivity and cultural vitality.
● Drive economic growth through retail, tourism, and creative industry activity. ● Promote community engagement through public art installations, events, and educational programs.

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Packet Pg. 1894 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Alignment with Santa Monica’s Vision
This 12-acre project aligns with the City of Santa Monica’s goals for the airport’s redevelopment by prioritizing sustainable urban planning, housing solutions, and cultural enrichment. By integrating a world-class creative hub with inclusive housing, the development will honor the airport’s legacy while creating a forward-thinking, community-driven space.

Convention & Conference Center
As an optional enhancement to the proposed 12-acre mixed-use development at Santa Monica Airport, we propose the inclusion of a 500,000-square-foot convention and conference center to complement the 250,000-square-foot Los Angeles Artist Series Hub and the 2,000 rental apartments. This cutting-edge facility would serve as a premier venue for conventions, conferences, trade shows, and cultural events, amplifying Santa Monica’s status as a hub for creativity and innovation. Designed to integrate seamlessly with the project’s artistic focus, the center could host art expos, film festivals, music conferences, and professional summits, driving economic growth through increased tourism and local business opportunities. Should the City of Santa Monica and community stakeholders express interest, we are eager to explore this addition, ensuring it enhances the project’s community-oriented vision and maximizes its cultural and economic impact.

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Packet Pg. 1895 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Next Steps
We are committed to collaborating with the City of Santa Monica, local artists, and community stakeholders to refine this vision for the 12-acre site. We respectfully request the opportunity to present our proposal in greater detail and discuss how this project can contribute to the airport’s transformation. Please contact me at 310-770-15171 or [email protected] to schedule a meeting or request additional information.

Thank you for considering this proposal. We are excited about the potential to partner with the City of Santa Monica to bring this innovative and inclusive 12-acre development to life.

Sincerely,
Joseph DiRosa
Artist Series Inc., Seedlings Inc.

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Packet Pg. 1896 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) About Joseph DiRosa
Joseph DiRosa is a dynamic entrepreneur, real estate professional, and influential figure in the arts, renowned for his innovative contributions to creative platforms and community-driven ventures. With a career spanning over three decades, DiRosa has left an indelible mark on the cultural and business landscapes through his visionary leadership and commitment to fostering artistic expression.

DiRosa is the founder and publisher of the New York Artist Series, Los Angeles Artist Series, and Miami Artist Series, platforms he established in 2002 and expanded over the course of more than a decade. These pioneering initiatives were among the earliest to develop web and video content for artists, predating mainstream platforms like MySpace (2003) and YouTube (2005). Through the Artist Series, DiRosa created vibrant hubs for emerging and established artists, showcasing their work across disciplines and significantly influencing cultural trends, including the comic book movie craze that shaped the Marvel Cinematic Universe, Sonyverse, DCEU, and parts of the X-verse. His blogs and content garnered a wide readership among industry professionals, cementing his reputation as a tastemaker in the arts.

In addition to his contributions to the arts, DiRosa is a seasoned real estate professional with a robust career in multiple states. He first obtained his real estate license in New York in 2002, later expanding his credentials to Pennsylvania and currently holding both real estate and mortgage licenses in California. His expertise spans residential and commercial sales, leasing, market analysis, and property marketing, reflecting his strategic acumen and dedication to client success. DiRosa’s real estate ventures are complemented by his entrepreneurial spirit, evident in his innovative approaches to property development and community engagement.

As the founder of Seedlings Inc., DiRosa has championed forward-thinking initiatives, including co-living concepts and startup portfolios showcased at Seedlings.vc. His entrepreneurial portfolio also includes ventures like VIP Rallies and Tartare, demonstrating his ability to identify and cultivate opportunities across diverse industries. With a background that includes orchestrating large-scale events since the 1990s and contributing to the retail strategy for US West’s digital cell phone network launch (which facilitated a $35 billion acquisition by Quest in 1999), DiRosa has consistently demonstrated a knack for transformative impact.

Joseph DiRosa’s multifaceted career is defined by his passion for creativity, strategic business insight, and commitment to community-building. Whether through the Artist Series, real estate, or his entrepreneurial endeavors, he continues to inspire and shape the cultural and economic fabric of the regions he serves.

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Packet Pg. 1897 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Airport Conversion Project – Leter of Interest
Aqua�cs Groups
Introduc�on
I am submi�ng this Leter of Interest to ensure that the planning team for the Santa Monica Airport knows of the demand for an aqua�cs facility in a park se�ng in Santa Monica and the opportuni�es for revenues from groups wishing to u�lize the new facility.

My name is Karen Melick. I’ve been the chair of the Santa Monica Aqua�cs Advisory Commitee (SMAAC), an advisory group to the Santa Monica Recrea�on and Parks Commission, for the last 5 years. I am now the vice-chair of the group. I am a compe��ve swimmer and swim with the masters (adult) workouts that Southern California Aqua�cs Masters (SCAQ) has at the Santa Monica pools through the permit group process. I’ve been swimming with SCAQ for 37 years and SCAQ started in 1979 in Santa Monica, 46 years ago. In April of 2025 I was appointed to be a commissioner on the Santa Monica Recrea�on and Parks Commission.

The SMAAC has representa�ves of all of the types of users of the aqua�cs facili�es: City programs, Santa Monica College (SMC), the Santa Monica Malibu School District (SMMUSD) and 6 permit groups. It started six years ago to improve communica�ons with the City staff and among the various user groups as tensions were high due to the shortage of pool �me to meet the needs of all the groups that want to use the facility. The permit groups include compe��ve youth swim programs (TSM and H2O Swim Teams), SCAQ for adult swimmers, and three groups for special needs youth and adults. These are not the only permit groups that use the facili�es and more would like to use the facili�es but for lack of available space.

It’s this diversity of users of the aqua�cs facility that makes it so wonderful, swimming is a great for all ages, from Mommy and Me classes to seniors. My parents con�nued to swim and compete in masters swimming compe��ons un�l they passed away at the age of 92. But this diversity makes it hard for one organiza�on to submit a LOI that explains where the revenue can come from to support a new aqua�cs center in Santa Monica. So, I am submi�ng this LOI.

Proposed Aqua�cs Facility
Santa Monica is significantly below the na�onal average of 1.8 pools per 100,000 residents by having only one facility. That pool, located at SMC, is only available for Citywide use about 70% of the �me as it is shared with SMC and the SMMUSD. Therefore, the current facility does not meet the current demand. The current permit groups are not receiving all the pool �me that they wish to have and many groups have stopped asking or don’t ask as they know they won’t be allocated pool �me due to the priority system that has needed to be implemented.

The facility should be a cer�fied compe��on facility with at least two pools, with one being a deeper 50 meter by 25 yard pool that can be used for swimming, water polo and ar�s�c swimming compe��ons. The other pool should be at least 25 yards to be able to serve as a warm up/down pool during these compe��ons. There should a modest amount of spectator space with poten�al to have addi�onal temporary spectator sea�ng.

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Packet Pg. 1898 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) The facility should also be designed to be family friendly for general public use with areas for families to relax and enjoy.

Community Benefits
This new facility would be able to provide more swim lessons for the Santa Monica popula�on.

Currently swim classes get filled up each session in a mater of minutes. This limits the ability to provide this life saving skill to our City’s children and adults. About 4000 people in the United States die from drownings each year. Children are par�cularly affected. Drowning is the number one cause of death for children ages 1 to 4 and the number two cause of “uninten�onal injury death” for children ages 5-14 according to the CDC.

As a beach City, we should be teaching all of our youth this life saving skill but we need more pool space to achieve that goal. There is also racial disparity going back to when Ci�es chose to close their public pools instead of integra�ng them. Drowning rates for Black children ages 10 to 14 in swimming pools are 7.6 �mes higher than those of white children with 64% of black children unable to swim. USA Swimming Founda�on found that 79% of children in families with incomes under $50,000 have no or low swimming experience. We need to do something to change this socio-economic disparity but we can’t without more pool space.

Revenue Genera�on Strategy
With a compe��on level aqua�cs facility, local, regional, na�onal and interna�onal compe��ons could be held there bringing in revenue not only for the pool rental but revenue to the City for the hotels, dining and other expenses of the people coming for the compe��ons.

The 2024 Olympic Swimming Trials neted $5 million in profit solely for the meet and not including the tourist revenue.

By having two facili�es, the Swim Center and this new facility, one facility can be used for these special events without completely shu�ng down the exis�ng City programs and permit groups.

LA 2028 was interested in using (and paying for) the Swim Center for a training facility for the 2028 Olympics but it was not feasible to shut down the only Aqua�cs Center in Santa Monica for the summer.

With another aqua�cs facility in Santa Monica, the unmet demand both from the exis�ng permit groups and other groups who have been shut out of using the current facility would be a revenue source for the new aqua�cs facility just as it is for the current facility. The USA na�onal ar�s�c (synchronized) swimming team expressed an interest in using the Santa Monica pool as its base facility. This revenue has been limited at the Swim Center due to limits for permit group hours so that the City programs, lap swimming, SMC and SMMUSD get their share of the pool �me. Currently, permit groups provide $422,000 annually which is 31% of the Aqua�cs total revenues.

The current and future permit groups are a good source for facilita�ng private funding through grants for learn to swim programs and special needs lessons and dona�ons. The Rose Bowl Aqua�cs Center (RBAC) set up a 501c(3) organiza�on that runs the RBAC that got $520,585 in contribu�ons and grants in 2023.

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Packet Pg. 1899 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Project Implementa�on
Building an aqua�cs center a�er the airport closes at the end of 2028 will take some �me.

During the building process the arrangements for increased permit group usage can be planned for so that that incremental revenue to offset the incremental opera�ng costs can be realized when the new facility opens.

Once the plan for the park which includes an aqua�cs facility is set for the CEQA process, there can be a fundraising campaign to go along with the City planning process for funding the Park implementa�on. El Segundo is a good example of a city that’s done significant fund raising for their aqua�cs facility with the assistance of a consultant. I am willing to coordinate the fundraising efforts for an aqua�cs facility at the Park.

Conclusion
For 100 years Santa Monica has had plans for an aqua�cs facility in a park se�ng but has never executed on those plans. Now is the �me to finally do this for the benefit of all Santa Monica residents. An aqua�cs facility is also in line with the City’s community wellness Wellbeing Project ini�a�ve launched in 2015.

Aqua�cs programs are great for all ages, sexes, races and abili�es. With the current pool space limita�on, the City is limited is providing cri�cal learn to swim programs for the community.

This is especially important for our beach community.

There are many groups and resources that can be coordinated for the funding and opera�ng revenue to support building and opera�ng a new compe��ve aqua�cs center in Santa Monica.

It’s �me that Santa Monica finally executes on the plans for an aqua�cs center in a park se�ng for the benefit of all of Santa Monica’s residents.

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Packet Pg. 1900 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Playing Our Way
to a Better World.
1 Santa Monica Airport

CONVERSION PROJECT
LOI—Submission
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Packet Pg. 1901 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) K di
s and adults
see
th
ro
u
g
h
e
a
c
h
o
t
h
e
r’s
eyes,
growing empathy and kindness.

Submission Contents Letter of Interest
On behalf of the Cayton Children’s
Museum, we are thrilled to submit this
Letter of Interest for the Santa Monica
Airport Conversion Project (SMACP).

We are excited by the City’s vision
to transform the airport site into a
dynamic community destination—
and we believe the Children’s
Museum is uniquely positioned to
contribute to that future.

As a nonprofit educational
organization rooted in Santa
Monica and serving families across
Los Angeles County, the Cayton
is committed to building a more
compassionate, connected world
through the power of play. Since
opening our doors in downtown
Santa Monica in the Summer of 2019,
we have welcomed nearly 3/4 of
a Million children and families into
hands-on exhibit spaces designed to
foster empathy, equity, creativity, and
civic engagement.

We are inspired by the guiding
principles of the SMACP—especially
the emphasis on public use,
sustainability, youth inclusion, and
Indigenous collaboration. Our
proposal outlines a vision for the
Children’s Museum at the site: an
open, flexible, and family-centered
environment offering playful
experiences, creative activations,
and opportunities for community
connection.
3 ORGANIZATIONAL BACKGROUND
4 WE’RE READY TO BRING PLAY TO SMACP
6 SUCCESSFUL EXAMPLES
7 PROJECT VISION
8 COMMUNITY BENEFITS
9 FINANCIAL PLAN
10 TIMELINE FOR IMPLEMENTATION
We envision a unique extension and
amplification of our mission—one
that expands our service capacity
to 1 Million visitors annually, adapts
to the Airport site’s character, honors
the surrounding natural environment,
and invites families to learn, explore,
and grow together in a welcoming
and accessible public setting.

Through this project, we are inspired
by the potential to create a space
that reflects the values of the
community and fosters meaningful
engagement across generations.

This Letter of Interest includes
the Cayton Children’s Museum’s
organizational background, project
concept, anticipated community
benefits, comparable projects,
financial capacity, and a flexible
implementation timeline. We would
be honored to be considered as a
community-serving partner in the
Airport’s transformation and welcome
the opportunity to co-create this next
chapter for Santa Monica families.

Thank you for your consideration.

We look forward to the possibility of
contributing to this visionary public
endeavor.

Thomas Sullivan
CEO
424-416-8387
[email protected]
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Packet Pg. 1902 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Exploring builds courage—and confidence along the way.
i gi B ed
s a
me
e gr
e from
col
al
b
o
r
a
tio
n, c
o
operation,
and shared learning.

Organizational
Background
Located in downtown Santa Monica,
the museum spans 21,000 square feet
and includes immersive play-based
exhibits, art studios, a theatre, and
multipurpose spaces. Our mission
is to nurture the next generation
through experiential learning,
creative exploration, and inclusive
community programming.

THE POWER

OF PLAY
Cayton Children’s Museum is an educational
nonprofit organization that activates the Power
of Play to enrich the lives of children, their schools, and their families, to build stronger, more connected
communities, and create a better world.

At the Children’s Museum, we take
the business of Play seriously. The
science is there—Play is the way young
children learn. It is the foundation of
early childhood development, providing
the building blocks for mental, physical,
social, and emotional growth. Through
Play, children practice and build
essential skills such as language, critical
thinking, and problem-solving. Studies
show that the frequency with which
children experience quality play in their
formative years (ages 0-10) defines
later academic success and thriving in
adolescence and adulthood.

The Cayton is the evolution of the
Zimmer Children’s Museum, which
served Los Angeles for more than 30
years. Since opening in Santa Monica
in 2019, the Cayton has become a
vital part of the city’s cultural and
educational landscape. We host
dynamic arts and cultural activities,
public programs, field trips, seasonal
camps, and early childhood classes.

Beyond our walls, we bring creative
programming to LA neighborhoods
in partnership with schools, libraries,
and social service organizations. With
a focus on access and equity, we aim
to serve children and families of all
backgrounds, especially those who
face systemic barriers to enriching
educational opportunities.
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Packet Pg. 1903 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Kid
s
c
o
m
e
first.

Why Play?
Albert Einstein. Plato. Mr. Rogers.

What do all three have in common?
They all believed in the power of
play to improve lives, strengthen
communities and shape a better
world. Here are just some of the
benefits of play:

Play improves
academic performance
Play optimizes cognitive
development, including critical
thinking, problem solving and
comprehension, to support learning
and improve academic performance.

Additionally, play-based learning
is shown to enhance “whole child
readiness” by helping develop
language and early math skills. In
fact, as public schools increasingly
see cuts to arts education funding,
educators are also looking to play
to fill gaps where our educational
system is lacking.

Play makes our
world bigger
Children acquire cultural values,
skills, and abilities through play that
influence their everyday experiences
and interactions with other children
and caregivers. Play can also expose
us to people that are different from
us to promote empathy and create
shared understanding. In recognizing,
respecting and representing a range
of different cultures and perspectives,
children develop a sense of identity
and belonging.

Play helps children
thrive in an everchanging world
Play is often called “the work of
children” because it is through play
that children learn how to interact
in their environment, discover
their interests, and process their
surroundings. As our world continues
to evolve, play also helps to mitigate
a child’s toxic stress and enhance
their resiliency so they can more
easily adapt to change.

Play builds life skills
Through play, we learn how to
communicate with others and selfregulate our emotions to improve our lifelong success. Play also gives
us an outlet to explore curiosities
in a low-risk environment, building
courage and confidence.

Play benefits
the economy
Nationally, children’s museums
contribute $5.5 billion to the
economy each year and are a vital
element of the tourism and cultural
sector. They also help to improve
educational outcomes, attract
diverse audiences and transform
neighborhoods through community
building and local partnerships.

Play has the power
to transform public
spaces into vibrant,
inclusive community
hubs—and we believe
it should be central to
the future of the Santa
Monica Airport site.

A thoughtfully designed children’s
museum will attract families, foster
social connection, and activate
underused spaces, making the site
more welcoming and dynamic.

This museum will also support local
economies by drawing visitors,
encouraging foot traffic, and creating
opportunities for small businesses
and cultural programming. By
bringing engaging, accessible play to
this site, we aim to cultivate a shared
space that reflects the diversity of
Santa Monica and strengthens the
community as a whole.
4 We’re Ready
to Bring Play
to SMACP
Brand Identity Concept:

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Packet Pg. 1904 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Bringing a children’s
museum to the Santa
Monica Airport site
offers a once-in-ageneration opportunity
to create a landmark
community destination
rooted in creativity,
sustainability, and
family engagement.

As seen with top children’s museums
across the country, these spaces are
not just play areas—they are engines
for economic vitality, educational
innovation, and civic pride. A museum
at this location would draw visitors
regionally, activate underused land
with year-round outdoor and indoor
experiences, and create a dynamic
gathering space that evolves with
community needs. It would honor
Santa Monica’s commitment
to equity and environmental
stewardship while building a playful,
inspiring future for all families.
5 We’re not alone in recognizing this
moment. Pretend City Children’s
Museum in Orange County is
launching a major expansion through
its Boundless Campaign, relocating
to a 72,000-square-foot campus in
Irvine’s Great Park. Their ambitious
plan includes 33 immersive learning
environments, expansive outdoor play
areas, and wraparound services for
children and families. This campaign
shows that large-scale investment in
early childhood infrastructure is not
only possible—but urgent
and achievable.

The Santa Monica Airport site
presents an even more compelling
and catalytic opportunity. With
its civic prominence, natural
landscape, and unmatched regional
accessibility, it is uniquely positioned
to become a transformative
destination for children and
families across Los Angeles. Pretend
City’s campaign proves that the
momentum exists. Now is the time
for Santa Monica to lead with vision—
and bold imagination—and create a
world-class space where creativity,
learning, and community take flight.

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Packet Pg. 1905 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Children’s Discovery
Museum of San Jose
75,000 SQFT / 333K Visitors Per Year
San Jose’s museum proves how
STEAM learning, bilingual access, and
environmental awareness can come
together in a vibrant, architecturally
bold space that attracts families
across an entire region. The vision for
Santa Monica builds on this model—
melding cultural relevance, outdoor
education, and design innovation to
meet the needs of a diverse
urban population.

Pretend City
Children’s Museum
17,000 SQFT / 200K Visitors Per Year
Pretend City’s success shows strong
demand for hands-on, early learning
spaces. Its expansion proves largescale investment is both viable and needed in Southern California. The
Santa Monica Airport site offers a
rare chance to meet that need with a
vision grounded in creativity, outdoor
play, and community impact—at a
scale worthy of Los Angeles.

New Children’s
Museum
50,000 SQFT / 250K Visitors Per Year
By fusing public art, architecture, and
interactive play, The New Children’s
Museum redefines what a cultural
space for children can be. Its success
in downtown San Diego underscores
how a museum rooted in creativity
and sustainability can elevate civic
identity—just as the Santa Monica
Airport site can become a destination
that celebrates Los Angeles’
creative character.

Bay Area Discovery
Museum
46,000 SQFT / 350K Visitors Per Year
The Bay Area Discovery Museum
leverages its natural setting and
recent $18.5M reinvention to deliver
research-backed play, STEM learning,
and immersive design that connect
children to nature and innovation.

Santa Monica Airport offers a similar
opportunity: a landscape ready to
become a regionally significant
hub for outdoor exploration
and education.

Kidspace
Children’s Museum

3.5 Acres / 330K Visitors Per Year
Kidspace demonstrates the
value of integrating outdoor play,
science exploration, and naturebased learning into a museum experience. Its success shows
immersive environments rooted in
landscape, movement, and creativity
foster lasting developmental and
community impact—exactly the kind
of engagement the Santa Monica
Airport site can deliver at scale.
6 Successful Examples
Children’s Museum
of Denver
47,000 SQFT / 525K Visitors Per Year
By pairing immersive indoor exhibits
with expansive outdoor play rooted in
Colorado’s natural environment, the
Children’s Museum of Denver proves
a museum can be both a hands-on
hub and regional family destination.

The Santa Monica Airport site
offers the same potential to merge
education, nature, and recreation in a
way that reflects Southern California’s
landscape and values.

Miami Children’s
Museum
56,000 SQFT / 445K Visitors Per Year
Miami’s museum shows the power
of placing a children’s institution in
a vibrant civic location, where bold
architecture, bilingual programming,
and cultural experiences converge.

Santa Monica has the same
opportunity to create a landmark site
that reflects the city’s creative energy,
diversity, and commitment
to inclusive education.

Children’s Museum
of Pittsburgh
80,000 SQFT / 307K Visitors Per Year
Pittsburgh transformed historic
buildings into a nationally celebrated
museum that centers creativity,
sustainability, and intergenerational
learning. The Santa Monica Airport
project can achieve the same level
of community relevance by blending
adaptive reuse with dynamic, handson programming that evolves with its audience.

Children’s Museum
of Houston
90,000 SQFT / 1M Visitors Per Year
With over one million visitors annually,
Houston demonstrates how bold
design and educational depth can
create a high-impact institution
that draws families from across a
region. Santa Monica can tap into
the same scale of ambition, building
a museum that delivers both playful
engagement and real learning
outcomes at the heart
of the Westside.

Madison Children’s
Museum
56,000 SQFT / 250K Visitors Per Year
Madison’s success stems from its
deep integration of sustainability,
local materials, and outdoor learning
in a LEED-certified building—proving
how a museum can be a civic and
environmental asset. Santa Monica’s
project can build on this precedent
to create a space that reflects local
identity while advancing climateconscious design and
joyful discovery.

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Packet Pg. 1906 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Project
Vision
We are energized by the opportunity to
collaborate with a diverse group of civic and
cultural organizations, and to contribute a
distinct, family-focused anchor for creativity,
connection, and learning.

Our proposed 75,000–95,000 square foot
facility will prioritize harmony with the natural
environment—blending nature-based
outdoor play, interactive STEAM exhibits,
cultural storytelling, and community-driven
programming. The design will reflect and
protect the surrounding landscape while
offering immersive spaces for discovery and
civic engagement. Families will explore outdoor
classrooms, tactile gardens, art and storytelling
hubs, and exhibit galleries developed in
partnership with Indigenous leaders to honor
the land’s original stewards.

The Cayton’s unique strength lies in our ability
to offer a dynamic mix of permanent and
rotating exhibitions, special events, seasonal
workshops, and intergenerational programming
that supports climate literacy, civic identity,
and social cohesion. Our facility will also serve
as a hub for campus partnerships—supporting
initiatives like literacy projects with seniors,
youth-led sustainability campaigns, and shared
cultural celebrations.

To ensure long-term financial sustainability and
community vibrancy, portions of the site will be
available for rentals—such as birthday parties,
weddings, conferences, and public events.

These rentals will generate critical income
to maintain accessible programming while
offering families ways to celebrate and
connect within the SMACP campus.

THE POWER

OF NATURE
Cayton Children’s Museum proposes to create a vibrant, landmark public play and learning hub as part of the Santa Monica Airport Conversion Project (SMACP)—deeply embedded within a shared vision for a dynamic, community-centered campus.
7 We will embrace the creative value of the
Santa Monica community by partnering with
local artists and artisans to co-create outdoor
sculptures, playgrounds, murals, and indoor
exhibits—ensuring the site is both culturally
vibrant and deeply rooted in place. These
collaborations will reinforce our commitment to
environmental stewardship, using sustainable,
recycled, and locally sourced materials
wherever possible.

Aligned with SMACP’s guiding principles, our
vision emphasizes sustainability, resilience, and
equitable access. From green building practices
and on-site composting to multilingual
programming and inclusive design, Cayton
Children’s Museum will bring a living classroom
to SMACP—where creativity, nature, and
community come together in meaningful,
lasting ways.

We trust, listen to, and learn from children.

Campus Concept
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Packet Pg. 1907 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) T
o
g
e
t
h
e
r
we
can
accomplish great things.

Community
Benefits
Cayton Children’s Museum will offer an
unparalleled combination of outdoor
engagement, indoor exhibits, and hands-on
programming—building social connection
and strengthening community identity.

Our programming will be free or low-cost,
culturally responsive, and offered bilingually
in English, Spanish, and other community
languages, eliminating barriers to access.

We are committed to co-creating programs
with local organizations, schools, artists, and
residents to ensure the museum reflects the
community’s needs and lived experiences.

To integrate thoughtfully into the land and
reduce impact, we are open to repurposing
existing buildings on the site. This adaptive
reuse approach reflects our commitment to
sustainability and supports the goals of the
SMACP.

Our approach aligns with SMACP’s focus on
environmental justice, collective healing,
and community-driven place-making.

Through playful exploration, hands-on
learning, civic engagement, and financial
resilience, Cayton Children’s Museum will
be a cornerstone of a thriving, inclusive, and
sustainable SMACP campus.

THE POWER

OF COMMUNITY
Our vision is to nurture the next generation by creating an inclusive, nature-connected campus experience where all children and families can engage in joyful learning, creative exploration, and civic participation.

Key community benefits
would include:
• Nature-Based Exhibits and Outdoor Learning:

Educational gardens, artful play areas, and
ecological storytelling experiences that inspire
environmental stewardship from early childhood.
• Intergenerational Programming: Programs
that connect seniors, young children, and families
through early literacy projects, mentorship, and civic
engagement initiatives.
• Youth Workforce Development: Paid internships
and career pathway opportunities for young people
in museum education, community organizing, public
art, and early childhood learning.
• Collaborative Public Programming: Events,
workshops, and exhibits co-created with local
nonprofits, schools, and community groups to ensure
collective ownership and cultural resonance.
• Sustainability Integration: Incorporation
of green construction practices, composting
initiatives, recycling programs, and climate
education throughout the facility and exhibits.
• Celebration of Local Arts: Commissioning
local artists and artisans to create playground
sculptures, murals, and interactive indoor
exhibits that reflect Santa Monica’s
creative spirit.
• Inclusive Community Spaces: Accessible,
welcoming environments that celebrate
diversity and foster a sense of belonging
for families of all backgrounds.
• Community and Private Event Spaces:

Portions of the museum and outdoor areas will
be available for rentals—offering families and
organizations space for celebrations, weddings,
and gatherings. This strategy will strengthen
community ties while providing a sustainable
source of revenue to support free and low-cost
public programming.
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Packet Pg. 1908 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) For the SMACP campus, we
anticipate a layered funding
strategy that reflects the
public-private nature of
the initiative, including:
• Capital fundraising from
individuals, family foundations,
and local philanthropists
• Public funding from city,
county, state, and federal
sources focused on early
childhood/elementary
education, cultural
infrastructure, and
environmental access
• Earned income from field trips,
camps, and community workshops
• Revenue from onsite rentals
including birthday parties,
weddings, and community events
which will provide consistent earned
income and support the museum’s
long-term financial stability
• Ongoing in-kind partnerships
with education, civic, and nonprofit
collaborators
Our leadership, advancement, and
operations teams are experienced
in managing large-scale grants
and contracts, and we are
committed to transparency, fiscal
accountability, and long-term
sustainability.

Financial
Plan

THE POWER

OF PLANNING
As a fiscally responsible nonprofit, the Cayton
operates with a multi-source funding model that
includes earned revenue, private philanthropy,
government grants, and foundation support.

Estimated costs for an expanded campus of
the Cayton Children’s Museum at the Santa
Monica Airport Conversion Project are based
on conservative construction budgets and
planning estimates. For a 75,000 square foot
facility, the projected cost includes $45 million
for new construction (at $600/SF) and $28
million for 40,000 square feet of exhibits (at
$700/SF), totaling approximately $73 million.

For a 95,000 square foot facility, the projected
cost includes $57 million for construction and
$35 million for 50,000 square feet of exhibits,
totaling approximately $92 million. These totals
include site development, exhibit fabrication,
LEED-standard sustainable features, and
necessary museum infrastructure.

Design fees will increase proportionally based
on overall project scale.
9 Revenue generation strategies will be
multifaceted, with an emphasis on diverse
income streams to ensure the long-term
sustainability of the organization. These
strategies will include ticket sales, annual
memberships, educational programs, museum
store sales, venue rentals for events, and
community engagement. In addition, the
Children’s Museum will explore sponsorship
opportunities, including partnerships with
local businesses, government entities, and
philanthropic organizations. A key part of the
funding strategy will be identifying potential
sources such as grants, corporate sponsorships,
and individual donations to support both the
initial capital costs and ongoing operations.

Our
spa
ce
i
s
d
e
sig
n
e
d
fo
r
a
ll
children
to feel safe,
seen,
and inspired. Item 7-A
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Packet Pg. 1909 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Timeline for
Implementation
Our partner in leading design, SKOLNICK
Architecture, brings decades of experience
shaping cultural and educational
environments that spark curiosity and
connection. With a portfolio that includes over
60 children’s museums worldwide—including
anchor institutions like the Miami and
Chattanooga Children’s Museums—SKOLNICK
has helped catalyze major tourism and
economic development in cities across the
globe. Their integrated approach—blending
architecture, storytelling, and hands-on
design—aligns seamlessly with our vision for
a dynamic, inclusive, and environmentally
responsive museum. Their leadership ensures
this project will be more than a building—it will
be a transformative experience for families
and future generations.
www.skolnick.com/exhibitions-projects

THE POWER

OF PARTNERSHIP
We propose a phased implementation strategy that centers community, equity, and adaptability. Aligned with SMACP’s guiding principles, our approach emphasizes co-creation, flexibility, and integration with broader site-wide goals.

The project will begin with Concept Design
(approx. 3 months, 10% of the design effort),
followed by Schematic Design (15%, 4 months),
Design Development (DD) (20%, 4 months), and
Construction Documents (CDs) (30%, 6 months).

This will lead into Bidding (3%, 1.5 months) and
Construction Administration/Final Adjustments
(CA/FA) (22%, over 18–24 months). The full
design and construction timeline is expected
to span 3 to 3.5 years. Throughout this process,
we will embed community engagement and
prototyping into every phase.

Early stages will prioritize multilingual listening
sessions with families, youth, Indigenous
leaders, and educators to shape priorities
and guide development. In parallel with
construction, we will implement a strategy for
pop-up program activations and temporary
exhibits—bringing playful, mission-aligned
experiences to the site and surrounding campus
so that the public can engage with the museum
vision long before opening day.

This layered and flexible timeline ensures that
the museum evolves in step with community
needs and SMACP’s long-term goals—ultimately
creating a dynamic, inclusive, and enduring
public resource.
10 One conceptual approach
of the Cayton Campus would
be to configure four hubs
based on the letters in the
SAMO logo—creating four
unique wings that embody
vital core principles.

S Wing (Sustainability)
becomes a launchpad
for innovation, where
children explore science
and technology through
hands-on discovery labs
and immersive interactive
experiences.

A Wing (Art)
would come alive with color,
sound, and movement—
celebrating visual and
performing arts through
studios, galleries, and maker
spaces that inspire creative
expression.

M Wing (Mindfulness)
would offer calming,
sensory-rich environments
designed for emotional
growth, reflection, and
whole-child well-being.

O Wing (Outreach)
would serve as a civic
and communal gathering
place—hosting events,
performances, and public
programs that deepen
connection and invite the
broader community in.

We have a rare opportunity to
create an illuminated landmark
that welcomes travelers from the
sky—a striking aerial view that
reflects and celebrates the spirit
of Santa Monica.

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Packet Pg. 1910 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 1 Simi Arts Conservatory
1018 9th St.

Santa Monica CA 90403
[email protected]
805-428-5772
Date: May 1, 2025
Procurement Division
City of Santa Monica
Re: Airport Conversion Project - Letter of Interest #SP2641 Subject: Letter of Interest – Proposal for the Santa Monica Arts Conservatory at the SMO Great Park
Dear City of Santa Monica Selection Committee,
This Letter of Interest (LOI) is submitted in response to the Request for Information (RFI) regarding innovative concepts for the future SMO Great Park, as detailed on the City's procurement portal and Addendum 1. We propose the establishment of the Santa Monica Arts Conservatory (SMAC), a vibrant, self-suƯicient, multi-disciplinary arts education and performance hub designed to serve the Santa Monica community and visitors within the future park.

1. Introduction: Organization, Experience, and Proposed Partnership The Santa Monica Arts Conservatory (SMAC) is envisioned as a vibrant, inclusive hub dedicated to fostering creativity, skill development, and community engagement through accessible and highquality visual and performing arts programming year-round.

While a formal organizational structure (e.g., a dedicated non-profit) would be established for SMAC upon project progression, our foundational qualifications include a strong understanding of arts education pedagogy, community arts program development, non-profit management principles, and sustainable operating models for cultural institutions. Our founding team includes individuals with over 40 years of combined experience managing successful arts programs at institutions like CSUN (Cal State University Northridge), Simi Valley Parks & Rec, Classics in the Park (Ventura & Los Angeles Counties), Greystone Manor, Simi Valley Cultural Arts Center, French Woods Arts Center, and more.

Our core mission is to provide year-round arts opportunities for individuals of all ages (starting from age 6 months) and skill levels. The proposed program encompasses a wide array of disciplines, including but not limited to: theatre (acting, directing, playwriting), music (instrumental, vocal), visual arts (drawing, painting, sculpture, digital art), dance (various styles), Item 7-A
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Packet Pg. 1911 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 2 photography, technical arts (lighting, sound design), stagecraft, costume design, set design, prop building, and broadcast/media arts, and more.

Proposed Public-Private Partnership (P3): We propose a partnership wherein the City of Santa Monica provides access to suitable facilities within the SMO Great Park (via a lease, license, or similar use agreement), and the Santa Monica Arts Conservatory takes full responsibility for developing, managing, funding, and operating all aspects of the arts programming. SMAC is designed to be financially self-suƯicient through earned revenue (primarily tuition and ticket sales), minimizing the need for direct operational subsidies from the City once established.

Partners: At this initial stage, the primary proposing entity is the conceptual framework for the Santa Monica Arts Conservatory. We plan to actively seek collaborations with local schools (e.g., SMMUSD), Santa Monica College, existing local arts organizations, community groups, cultural groups, and potentially local businesses to enhance programming, outreach, and resource sharing as the project develops. Roles and responsibilities for any formal partners would be clearly defined in future agreements.

2. High-Level Project Description: Concept, Space Needs, and Facility Reuse Concept: SMAC will function as a central hub for arts learning and creation within the SMO Great Park. It will oƯer:
 Structured Classes: Age-appropriate classes across various disciplines, running seasonally or year-round.
 Workshops & Camps: Specialized short-term programs, potentially during school breaks.
 Performance Opportunities: Student showcases, recitals, and exhibitions integrated into the park's life.
 Resident Theatre Troupe: A mixed troupe of amateur and professional actors, designers, and technicians presenting regular performances (e.g., seasonal plays, outdoor performances) within the park. This troupe could also be available for hire for other park or City events.
 Instrumental Music Program: Development of ensemble opportunities (e.g., community band, orchestra) alongside individual/group lessons, culminating in public performances.

Space Needs: SMAC requires flexible and varied spaces. We envision utilizing a combination of potential facilities within the park, demonstrating adaptability:

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Packet Pg. 1912 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 3  Classrooms/Studios: Several multi-purpose rooms (approx. 500-1500 sq ft each) adaptable for art, dance, music, and theatre instruction. Existing recreation center rooms or retrofitted spaces could serve this need.
 Rehearsal Hall: A larger space (approx. 2000-3000 sq ft) for theatre and ensemble work – potentially an adapted hangar space or dedicated multi-use room.  Technical/Workshop Space: Area for hands-on technical arts (sets, costumes, props) (approx. 1000-2000 sq ft), possibly in a utilitarian structure or designated zone within a larger adapted building.
 Performance Venues: Access to diverse performance settings is key:
o An adaptable indoor theatre (150-300 seats) with basic technical capabilities. o A new outdoor amphitheater.
o Flexible multi-use event spaces.
o Designated areas within the park landscape itself for site-specific or informal performances.
 Administrative Space: Small oƯice area.
 Storage: Secure storage for supplies, equipment, costumes, props, and instruments.

Reuse/Adaptation: We strongly advocate for adaptive reuse, aligning with sustainability goals. We are highly interested in exploring the potential to repurpose existing structures (e.g., hangars, administrative buildings) for classrooms, studios, workshops, and potentially even performance spaces. Adaptive reuse could provide unique, character-rich spaces while minimizing environmental impact and construction costs. We believe SMAC's diverse needs can be met creatively through retrofitting existing park assets, supplemented as necessary.

3. Community Benefits, Joint Use, and Sustainability/Circularity/Resiliency Community Benefits:
 Accessible Arts Education: Provides crucial lifelong learning opportunities in the arts for residents of all ages and backgrounds.
 Cultural Enrichment: OƯers a diverse range of performances and exhibitions, enhancing the cultural landscape of Santa Monica.
 Community Engagement & Social Cohesion: Creates a gathering place where community members can connect through shared creative experiences.  Youth Development: OƯers positive, skill-building activities for children and teens.  Support for Local Artists: Provides teaching and performance opportunities for local arts professionals.
 Economic Activity: Creates jobs (instructors, administrators, technicians, performers) and draws visitors to the park for classes and events.

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Packet Pg. 1913 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 4  Activation of Park Space: Ensures year-round, day and evening activation of park facilities. Create/develop moving performances which utilize diƯerent park landscapes as backdrops for the show.

Joint-Use Opportunities:
 SMAC facilities (classrooms, rehearsal spaces) could be available for rent by other community groups or for park events during non-programmed hours.  The resident theatre troupe can provide entertainment for park festivals and City functions.
 Partnerships with schools could involve shared programming or facility use.  Performance spaces would inherently be assets usable by other park permit holders or event producers.

Sustainability / Circularity / Resiliency:
 Sustainability: Prioritizing adaptive reuse of existing structures; implementing energy and water-eƯicient practices; promoting access via sustainable transportation.  Circularity: Encouraging the use of recycled/repurposed materials in technical arts (sets, costumes, props) and visual arts classes; implementing robust recycling and waste reduction programs.
 Resiliency: Building community social connections and enhancing mental well-being through arts participation; designing adaptable programming responsive to community needs.

4. High-Level Financial Plan Summary
Projected Costs: Ongoing operational costs include personnel (instructors, admin, artistic/technical staƯ), facility use fees/rent (Payables to the City/Park Operator), program supplies (art materials, scripts, sheet music, costumes, props, etc), marketing, insurance, performance rights, equipment maintenance, and administrative overhead. Initial start-up costs involve organizational setup, curriculum development, and initial marketing.

Revenue Generation Strategies: SMAC is designed for self-suƯiciency via:
 Class Tuition & Workshop Fees: Priced competitively to cover direct instructional, supply, and pro-rated facility costs. Needs-based scholarships or tiered pricing will be explored to ensure accessibility.
 Ticket Sales: Revenue from theatre troupe performances, music concerts, and student showcases. Pricing aims to cover production costs (including artist compensation) and facility use.

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Packet Pg. 1914 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 5  Troupe Hire Fees: Income generated from hiring the theatre troupe for private or public events within the park and outside the park.
 Future Potential: Grants (foundation, government), corporate sponsorships, and individual donations (to be developed post-launch, potentially via establishing a nonprofit arm).

Potential Funding Sources: While the long-term goal is operational self-suƯiciency through earned revenue, initial seed funding for start-up (Phase 1) might be sought from grants, foundations, private donors, or potentially City start-up initiatives if available and appropriate.

Similar Project Examples: While SMAC is a new concept, its model is based on successful community arts centers and education programs prevalent throughout Southern California and the country. Examples include: Angels Gate Cultural Center (San Pedro, CA) and Nova Community Arts (Atwater Village, CA). These examples demonstrate the viability of tuition and ticket-based revenue models for supporting robust community arts programming. Contacts for relevant benchmark organizations can be provided upon request in later stages.

Detailed financial projections require further analysis based on finalized facility arrangements, associated costs, and specific program scaling. However, the fundamental model is built on balancing operational expenses with earned and contributed revenue, aligning with the "Balance Economics" guiding principle for the airport site.

5. Project Implementation Timeline (Assuming January 1, 2029, or later start) This timeline is preliminary and depends on the overall SMO Great Park development schedule and facility availability.
 Phase 1: Planning & Setup (Approx. 12-18 months pre-opening - e.g., starting 2029) o Formalize SMAC organization (e.g., non-profit incorporation) & secure City agreements.
o Detailed program/curriculum design & budget finalization. o Recruit core leadership staƯ.
o Secure and prepare initial facilities (minor fit-out if needed). o Initial marketing & partnership building.
o Recruit and onboard teaching artists.
o If feasible based on facility readiness: Limited pilot programs or workshops.

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Packet Pg. 1915 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 6  Phase 2: Initial Launch (Year 1 of Operations - e.g., 2030/2031) o Launch core class schedule & recruit instructors.
o Open registration & establish operations.
o Intensive marketing and registration drive.
o Begin formation/rehearsals of theatre troupe.
o Host initial student showcases/small events.
 Phase 3: Growth & Expansion (Years 2-4 of Operations - e.g., 2031/32 - 2033/34) o Expand course oƯerings based on demand.
o Launch full theatre troupe performance season & ticketing. o Develop and introduce instrumental music program elements. o Strengthen community partnerships & outreach.
o Potential addition of summer camps and specialized workshops. o Work towards full operational capacity and financial self-suƯiciency. o Continuous program evaluation and adaptation based on community needs  Phase 4: Maturity (Year 5+ - e.g., 2034/35 onwards)
o Sustained, refined, and innovative programming.
o Strong community integration and financial stability. o Potential further expansion based on success.

6. Additional Information: Feasibility, Community Benefits, and Alignment Feasibility: The SMAC concept is highly feasible due to a clear community need for accessible arts programming, a flexible operational model adaptable to various park facilities (especially through adaptive reuse), and a robust financial strategy focused on self-suƯiciency through diverse earned revenue streams. Its scalability allows for a phased launch and organic growth.

Alignment with Community Engagement & City Council Direction: SMAC directly addresses anticipated community desires for cultural enrichment, lifelong learning, youth activities, and vibrant public spaces, aligning with the likely direction from community input and City Council priorities for an active and engaging SMO Great Park.

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Packet Pg. 1916 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 7 Alignment with SMO Great Park Guiding Principles: The Santa Monica Arts Conservatory strongly supports the project's guiding principles:
 Creates a Cherished Place / Community Focused: Establishes a welcoming hub for creative expression and community interaction for all ages.  Advances Environmental Sustainability: Prioritizes adaptive reuse, promotes circular economy principles in practice, and supports sustainable access.  Promotes Physical & Mental Well-being: Leverages the proven benefits of arts participation for mental health and oƯers active engagement (dance, movement).  Celebrates Arts & Culture: Places arts and culture at the heart of the park experience through education and performance.
 Provides Recreational & Community Gathering Opportunities: OƯers creative recreational pursuits and natural gathering points around arts activities.  Advances Equity & Access: Aims for broad accessibility through diverse programming and future strategies for aƯordability.
 Supports Economic Vitality: Creates local jobs, provides professional opportunities for artists, and attracts visitors.
 Flexible & Adaptable: Designed with inherent flexibility in programming and facility use, ready to evolve with the park and community.

In conclusion, the Santa Monica Arts Conservatory presents a dynamic and sustainable model for integrating comprehensive arts education and performance into the fabric of the SMO Great Park.

We believe this initiative oƯers significant, lasting benefits to the Santa Monica community and aligns perfectly with the vision and principles guiding the park's development.

We are eager to explore this exciting possibility further and welcome the opportunity to discuss this proposal in more detail with the City of Santa Monica. Thank you for your time and consideration.

Sincerely,
Amelia Belle & Irene Silbert
Conservatory Co-Directors
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Packet Pg. 1917 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) MAY 5, 2025

CITY OF SANTA MONICA // REQUEST FOR PROPOSALS

AIRPORT CONVERSION PROJECT -

LETTER OF INTEREST

THE SPORTS FACILITIES COMPANIES // SPORTS FACILITIES DEVELOPMENT, LLC Item 7-A
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Packet Pg. 1918 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) SPORTS FACILITIES COMPANIES 2
On behalf of Sports Facilities Companies (SFC), I am pleased to submit our Letter of Interest to support the City of Santa Monica in its visionary transformation of the Santa Monica Airport. In collaboration with Kosmont Companies, we are uniquely positioned to provide a dynamic, revenue-generating development concept that leverages our national expertise in sports, recreation and entertainment infrastructure while aligning with your adopted Guiding Principles.

SFC brings a nationally recognized, full-service platform for the planning, development, and operation of sports, recreation, and events-based destinations. Our Concept to Concrete™ model ensures that community needs, financial sustainability, and economic impact are at the forefront of every recommendation. We strongly advocate for beginning this process with a detailed market analysis and feasibility study. This approach will allow the City to ground future design and programming decisions in data-driven insight, ensuring long-term operational and community success.

As part of this effort, SFC will evaluate the potential for indoor and outdoor sports, recreation and entertainment uses that drive local, regional and national traffic and engagement—catalyzing demand for adjacent mixeduse, entertainment, and complementary development. Kosmont Companies will concurrently assess ancillary development feasibility and explore creative public-private funding mechanisms using their suite of economic development tools.

We see the Santa Monica Airport Conversion Project as an unparalleled opportunity to create a landmark destination that enhances recreation, supports the local economy, and enriches community life for generations to come. We look forward to the opportunity to partner with the City on this ambitious and impactful initiative.

Sincerly,
Dear Ms. Richane,
903.517.7868
[email protected]
Billy Hilliard
Regional VP, Business Development
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Packet Pg. 1919 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) SPORTS FACILITIES COMPANIES 3
Executive Summary
Introduction to SFC and Kosmont Companies
Sports Facilities Companies (SFC) is the national leader in the planning, development, and operations of sports, recreation, and events-based venues. With a portfolio spanning over 250 communities nationwide and over $20 billion in planned and managed developments, SFC helps public partners convert underutilized land into transformative community assets that generate economic impact, promote wellness, and serve
as regional destinations. Our Concept to Concrete™ model ensures a turnkey approach—starting with rigorous market validation and leading through to financial planning, design consultation, and operational execution.

Kosmont Companies brings unmatched expertise in municipal advisory services, land use economics, and public-private partnerships. With decades of experience across California, Kosmont is a trusted advisor to cities seeking to unlock the value of public land, deploy innovative financing tools, and create catalytic developments that enhance community
vitality.

Together, SFC and Kosmont form a complementary team
capable of addressing both the recreational core and ancillary development goals of the Santa Monica Airport Conversion Project.

Relevant Experience and Qualifications
SFC has successfully guided the conversion and
redevelopment of large-scale public properties into financially sustainable sports and mixed-use destinations. Our projects consistently drive new visitation, create jobs, and elevate quality of life while aligning with community visioning and policy direction. Our experience with adaptive reuse, longterm operations, and economic modeling ensures that Santa Monica’s post-airport plans are grounded in realistic, actionable strategies.

Kosmont has deep roots in Southern California and a proven record of helping cities like Inglewood, San Bernardino, and Long Beach unlock public land value through targeted investment, tax increment financing, and infrastructure funding mechanisms. They will provide insight into the feasibility of complementary retail, housing, or entertainment development that enhances the site’s economic return.

Public-Private Partnership Approach
The Santa Monica Airport site offers a once-in-a-generation opportunity to create a landmark recreational destination.

However, realizing this vision requires a thoughtful and transparent public-private partnership that is rooted in data, informed by community input, and structured to ensure longterm viability. SFC and Kosmont are uniquely positioned to help the City navigate this complex process—balancing
public benefit with financial sustainability.

Understanding the City’s Challenge
As Santa Monica prepares for the closure of the 192-acre airport by December 2028, the City is tasked with reimagining the land in a way that meets recreational and cultural needs, supports environmental goals, and remains economically
feasible. This conversion effort must reflect the City’s commitment to social equity, environmental stewardship, and regional engagement—all while ensuring that the costs of design, construction, and operations are offset by sustainable revenue-generating uses.

Our Differentiator: The Concept to Concrete™
Model
SFC’s Concept to Concrete™ approach ensures that
development is not just visionary but executable. By leading with a detailed market analysis and feasibility study, we align community aspirations with real-world demand and financial projections. This model has proven essential in helping cities avoid overbuilding, ensure long-term use viability, and attract the right partners for implementation.

Kosmont will layer in their financial modeling and land-use expertise to evaluate revenue scenarios and identify publicprivate financing pathways—from Enhanced Infrastructure Financing Districts (EIFDs) to Community Facilities Districts (CFDs) and Opportunity Zone incentives, where applicable.

Alignment with Santa Monica’s Goals
Our proposed first step—a comprehensive market analysis and feasibility study—directly aligns with the City’s stated goals of ensuring that future uses are economically
supportable, inclusive, and community-serving. It ensures that any vision brought forward is not only bold, but buildable.

By starting with data and delivering through partnership, our team is prepared to help the City of Santa Monica realize the full potential of this historic land transformation.

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Packet Pg. 1920 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) SPORTS FACILITIES COMPANIES 4
Project Team: Organized to create results
Wil Soholt
Senior Vice President
ROLE: Project Manager
Joseph Dieguez
Senior Vice President
ROLE: Special District Advisory
Larry J. Kosmont, CRE®
Chairman and CEO
ROLE: Executive Oversight
Ken K. Hira
President
ROLE: Principal Advisor
City of Santa
Monica
Sports Facilities Companies
Jason Clement
Founding Partner, CEO
Eric Sullivan
Partner
Ashley Whittaker
Partner
Billy Hilliard
Regional Vice
President, Business
Development

KOSMONT COMPANIES
Sports Facilities Companies (SFC) and Kosmont Companies, together, form a project team uniquely qualified to support the City of Santa Monica in the transformation of the Santa Monica Airport site. As industry leaders in our respective fields, we bring decades of experience guiding public-sector projects from vision to execution, with a focus on financial sustainability, community impact, and long-term operational success.

Sports-anchored economic development requires a team with the expertise to deliver meaningful community impact while also creating a destination that attracts regional and national visitors. Our team understands how to balance local access and use with large-scale economic drivers—ensuring the City of Santa Monica achieves a strong return on investment while catalyzing ongoing development, new business activity, and long-term vitality in the surrounding area.

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Packet Pg. 1921 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) SPORTS FACILITIES COMPANIES 5

SCOPE OF SERVICES

1. Pre-Development Planning
This phase establishes a data-driven strategy to evaluate market and industry conditions, determine the best facility type and location, estimate costs, forecast financial performance and economic impact, define ownership/operating roles, and identify funding and partnerships. Public-private or publicpublic partnerships are often established to ensure both short- and long-term success.

Market Feasibility (2 months):

A Market Opportunity Report analyzes local demographics, competition, participation rates, facility needs, and
cost estimates to identify the right business model and programmatic layout for the community.

Financial Feasibility (3 months):

A detailed 5-year financial forecast includes cost estimates, operational model, revenue streams, funding strategies, and a pro forma to determine project viability.

2. Project Implementation
With support from SFC experts, this phase converts the
concept into a feasible project that can be financed. Services include securing partners, incentives, tenants, and funding.

Presentations and materials are developed to build trust and interest from banks and investors.

3. Facility Development
From architecture and engineering to construction
management, this phase ensures facilities are completed on time and within budget. It includes design, procurement, contracting, and value engineering.

Pre-Design (2–4 months):

SFC acts as the owner’s representative, managing the
design process and keeping the project aligned with goals and budgets.

Design (4–7 months):

Venue Planning ensures the facility is tailored to
the operational and programming model, balancing
functionality and cost-efficiency.

Construction & Commissioning (10–24 months):

Oversight includes FF&E/OS&E procurement and
contractor coordination to ensure readiness for opening.

4. Operations
Covers everything from pre-opening setup to long-term
management, ensuring the facility drives economic and
community impact.

Operational Development (10–24 months):

SFC leads staffing, system setup, marketing, program
design, and event booking to ensure a successful launch and sustainable operations.

Daily Operations (Ongoing):

Managed by experienced teams to deliver proven results
in sports tourism, recreation, and wellness. Includes
support for legal, HR, marketing, and strategic growth.

Performance Optimization (Ongoing):

Regular assessments of operations, staffing, finances,
guest experience, and systems to improve efficiency and impact through a comprehensive review process.

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Packet Pg. 1922 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) SPORTS FACILITIES COMPANIES 6

MARKET FEASIBILITY
• Market and Participation Analysis
• Existing Service Providers Assessment
• Trends and Benchmarks Evaluation
• Recommended Facility and Opinion of
Cost Projections
• Expectations for Financial Performance

PROJECT IMPLEMENTATION
• Opportunity Representation & Presentations
• Project Implementation Timeline
• Partnership Engagement
• Ongoing Business Model Refinement
• Operator/Management Model Selection
• Facility Program Specifications Generation
• Brand Management
• Pitch Deck Development
• Design Concept and Test Fit

OPERATIONAL

DEVELOPMENT
• Team Development & Training
• Operational Development
• SOP Development & Implementation
• Brand Development & Marketing Systems
• Systems & Technology Implementation
• Safety, Security, & Risk Management

DAILY OPERATIONS
• Event Booking & Business Development
• Marketing & Branding Campaigns
• Strategic Planning
• Financial Reporting & Modeling
• Team Development
• Program/Event Management and Development

PERFORMANCE

OPTIMIZATION
• Financial Analysis
• Team Evaluation
• Operational & Proces Improvement
• Strategic Planning
• Systems and Technology Evaluation

PRE-DESIGN
• A/E Teams RFP Generation, Distribution,
Evaluation, Selection, and Contracting
• Infrastructure Coordination
• Site Development Services
• Conceptual Design and Master Planning
• Cost Validation
• Facility Program Specification Refinement

FINANCIAL

FEASIBILITY
• Business Model Development
• Institutional-Grade Financial
Forecast (Pro Forma)
• Economic Impact Projections
• Feasibility Report
• Project Overview Presentation
DESIGN
• Design Consulting / Venue Planning
• Design Scheduling and Coordination
• Constructability Feedback and Review
• Cost Reviews Throughout Design
• Ongoing Refinement of Facility Program
and Operational Impacts
• Design Alternatives and Value Engineering

CONSTRUCTION
& COMMISSIONING
• Contractor(s) Procurement and Contracting
• Review of Contractor’s Construction Plan
• Cost Control
• Master Schedule Control
• Project Reporting
• FF&E and OSE Procurement

CONCEPT

CONCEPT TO CONCRETE SERVICES
-PROJECT TIMELINE
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Packet Pg. 1923 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins))

SPORTS FACILITIES COMPANIES
7 Financial Plan
As with all of our development engagements, Sports Facilities Companies (SFC) employs a phased approach to financial
planning that begins with detailed market analysis and
feasibility assessment. Creating accurate financial models without first understanding the specific demand drivers, regional dynamics, site constraints, and community priorities would be premature and risk misalignment with both the
City’s goals and economic realities.

Our financial modeling process is rooted in findings from our feasibility study, which evaluates market demand,
competitive landscape, revenue potential, operating costs, and programmatic alignment. These insights inform the
development of a custom pro forma tailored to the Santa Monica Airport site. This methodology ensures realistic revenue forecasting, sustainability planning, and ultimately a well-aligned implementation roadmap.

Due to the public nature of this LOI process and the proprietary nature of many of our public-private partnerships, we have not included sample pro formas in this submission. However, we would be pleased to provide relevant project examples— including financial outcomes and partnership structures—as the City proceeds to the next phase of review and discussion.

Billy Hilliard
Regional VP, Business Development
903.517.7868
[email protected]
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Packet Pg. 1924 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins))

PROJECT STATISTICS &

PERFORMANCE HIGHLIGHTS
200 acres
10 Soccer /Lacrosse Fields
2 Convertible Football/Soccer/Lacrosse
Fields
8 Baseball Fields or 14 Softball Fields
or 8 Additional Soccer / Lacrosse Fields
Indoor Sports Center: 8 Basketball
Courts or 16 volleyball or 24 Pickleball
Courts
Minor League Baseball Stadium
Management
Pre-Opening Management
Full-Time Management
SIZE

FEATURES

FIRM ROLES & SERVICES
The City of Ontario was seeking a management and operations services for their newly developed nearly 200-acre, state-of-the-art regional sports complex that includes a Minor League baseball stadium, restaurants and entertainment, and a wide variety of amenities for the entire community to enjoy. The City anticipates the Ontario Regional Sports Complex will attract about 1.2 million visitors per year, create more than 600 full-time jobs and generate more than $61 million in annual spending and $1.5 million in tax revenues.

SFC’s role in pre-opening development includes business development, event booking, brand development and marketing, strategic planning, hiring and organizational structure definition. SFC is engaged as the outsourced management solution for the entire center.

ONTARIO SPORTS COMPLEX

ONTARIO, CA
SPORTS TOURISM • COMMUNITY RECREATION • INDOOR/OUTDOOR
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Packet Pg. 1925 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) SPORTS FACILITIES COMPANIES 9
Kosmont Companies represented the City of Norco in helping the City realize its dream of bringing an equestrian and sports park development to a 122-acre undeveloped site owned by the City. Kosmont’s efforts resulted in attracting the developer and operator, R.J. Brandes, CEO of Balboa Management Group, who had created a similar equestrian center in San Juan Capistrano. SilverLakes Equestrian & Sports Park, which opened in 2015, is now making Norco a destination point for equestrian and soccer enthusiasts.

Kosmont developed a Request for Proposals for the property’s development, and subsequently assisted senior City staff and the City Attorney with the negotiation of a development program for the site, and associated documents including: a Memorandum of Intent, a Ground Lease, a Development Agreement, a funding and construction agreement and a Facilities Sharing Agreement between the City and the developer.

As currently developed, SilverLakes has 24 full-sized soccer fields, fourLED-lit synthetic fields, fiveequestrian arenas, a 1,500 horse stall capacity, a 12,000 square foot outdoor café, a concert facility called “The BackYard”, anda 250-seat restaurantcalled “The Field House”.

AES, a NYSE public traded energy corporation recently approved a real estate transaction for the sale of the 50-acre site to a private developer and has confirmed the plant operations are to be terminated by 2021. The development requires entitlement approvals by the City of Redondo Beach including majority approval of City residents, the property is currently zoned Open Space and Power Plant.

Kosmont was retained to prepare numerous reuse valuation analyses, including the fiscal impact of residential, commercial and mixed-use scenarios on the 50-acre former power plant site. Kosmont Companies currently represents the City in the negotiations of the anticipated public private transaction which could include among other amenities, wetlands restoration, a large coastal park and recreation amenity, public parking, as well as private uses including but not limited to hotels, retail and restaurants, office and entertainment uses.

Kosmont evaluated and has initiated the formation of an enhanced infrastructure financing district (EIFD) to assist with funding wetlands restoration and the regional coastal park. Both Redondo Beach and the County of Los Angeles have adopted Resolutions of Intent to form and partner in the EIFD and have formed the multi-agency Public Financing Authority (PFA) as of January 2020.

CITY OF NORCO

SILVERLAKES EQUESTRIAN & SPORTS PARKS

CITY OF REDONDO BEACH

AES POWER PLANT REUSE, PIER PLAZA AND

INTERNATIONAL BOARDWALK, REDONDO BEACH

MARINA, WATERFRONT REVITALIZATION, AND MARINE

AVENUE HOTELS REAL ESTATE ADVISORY
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Packet Pg. 1926 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) FOUNDED IN 2003

OUR MISSION

IMPROVE THE

HEALTH & ECONOMIC

VITALITY OF THE

COMMUNITIES

WE SERVE
3,000 COMMUNITIES
SERVED
$15 BILLION

IN PLANNED & FUNDED FACILITIES
30 MILLION

ANNUAL VISITS TO SFC FACILITIES

THE VOICE OF THE INDUSTRY

THE SINGLE LARGEST & FASTEST GROWING SPORTS TOURISM NETWORK WWW.THESFNETWORK.COM

PLANNING

OPTIMIZATION

DEVELOPMENT

MANAGEMENT
3,500+

TEAM MEMBERS

AND GROWING
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Packet Pg. 1927 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins))

SANTA MONICA LANDING
A Conceptual Redevelopment Summary
Presented by:

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May 5, 2025
Amber Richane, Principal Design and Planning Manager
City of Santa Monica
1685 Main Street, Mail Stop 15
Santa Monica, CA 90401
[email protected]
Re: Airport Conversion Project
Dear Amber,
We are pleased to submit this Letter of Interest (LOI) for the Santa Monica Airport Conversion Project. The proposal below is a collaborative vision between Snug Harbor Surf Parks, located in Newport Beach, CA, and The Related Companies of California. Our joint proposal aims to transform the 192-acre airport site into a dynamic, inclusive, and sustainable community asset that aligns with the City’s guiding principles and the aspirations of its residents.

PROJECT VISION
Our proposal for the "Santa Monica Landing," envisions a multifaceted development that integrates mixed-use and mixed-income housing and business with hospitality, recreational, educational, cultural, and ecological elements. The theme of the redevelopment will center around a state-of-the-art surf lagoon which will pay homage to Santa Monica’s cherished history of surfing and ocean recreation.

The Santa Monica Landing’s diverse redevelopment plan will offer the City new revenue streams while also celebrating Santa Monica’s worldwide reputation as a surf and beach community and destination. Artificial surf lagoons are taking the world by storm with 15 parks currently open and more than 50 in some stage of planning and development. With its coastal location and history, Santa Monica is a keystone site that should be included in this revolution.

Snug Harbor Surf Parks will bring expertise in the planning and development of this main attraction and The Related Companies will provide an unprecedented level of master planned development that will surround the wave lagoon with a wide variety of mixed-use amenities.

Key components include:
 Surf Park & Recreational Facilities: A state-of-the-art, environmentally sustainable artificial wave surf park designed to provide accessible recreation and instruction for all ages and skill levels on waves that range from two to eight feet in height. The intent of this aquatic amenity is to offer consistent waves where one may learn how to surf or advance their surfing skill set. We endeavor to embody the phrase “anyone can surf”. The proliferation of artificial wave lagoons worldwide is the perfect combination of repetition and consistency with safety and instruction. Surfing was created in the ocean, but artificial waves are undoubtedly going to increase the popularity and availability of waves of all shapes and sizes. Natural wave ocean generation is irregular and affected by tides, wind, Docusign Envelope ID: 9BB4EE86-6D97-4EAF-A9B1-A3CCF112047B Item 7-A
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Packet Pg. 1929 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) currents, weather, and even wildlife. Nature creates regular barriers to for all surfers. Our planned artificial waves are consistently generated by large paddles that move in a serpentine fashion to push energy through the water. The floor of the lagoon is methodically and meticulously designed to disperse this energy into the formation and continuation of a wave. The technology has advanced significantly, now offering more than 20 different waves. The difference of height, speed and shape provide all levels of surfers the ability to learn and advance their individual abilities. The lagoon surface will be approximately 5 acres and the lagoon will be surrounded by surf themed retail, restaurants, hospitality units and bungalow housing. The lagoon has the potential to generate more than $30M in annual sales revenues. The surrounding uses will add to these sales tax opportunities as they will draw a wide variety of customers.  A Wide Range of Complimentary Amenities: Amenities such as a range of market rate housing, mixed-use housing, hospitality, skate parks, pickle ball and tennis courts, climbing walls, and fitness trails will be planned to integrate and promote active outdoor lifestyles on the balance of the site. These facilities will be woven into the surf lagoon environment and create an inviting, inclusive and eco-friendly experience for visitors. The broad range of visitors to Santa Monica Landing will enjoy several levels of hospitality and supportive services that provide transient occupancy taxes to the City throughout the year.

 Community Arts & Cultural Center: Spaces will be dedicated to local artists, performance venues, and cultural exhibitions, fostering creativity and community engagement that embraces the history of surfing. The history and heritage of the Santa Monica Airport must be included in the experience that awaits both local and distant visitors.

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 Educational Hub: Partnerships with Santa Monica College, southern California based surfing museums, area non-profits, local schools and institutions will offer environmental education programs, workshops, and research opportunities focused on sustainability and climate resilience with a focus on ocean and climate health.  Green Spaces & Urban Agriculture: Expansive public parks, community gardens, and native plant landscapes designed to enhance biodiversity, support pollinators, and provide serene environments for relaxation and socialization. This will be a critical component as the Santa Monica Mountains continue to recover from recent events.  A Wide Variety of Housing: Inclusion of mixed-income housing options along with market rate housing to support diversity and address local housing needs, in compliance with Measure LC and subject to voter approval as necessary.

ALIGNMENT WITH CITY GOALS
Our Santa Monica Landing proposal directly supports the City of Santa Monica's objectives as outlined in the Airport Conversion Project:
 Sustainability & Resilience: Incorporating renewable solar energy sources, water conservation and re-use systems, and green building practices to create a carbon-neutral development that serves as a model for climate-adaptive urban design.  Equity & Inclusion: Ensuring that facilities and programs are accessible to all community members, with targeted outreach to underserved populations and provisions for affordable housing and services.

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Packet Pg. 1931 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins))  Economic Vitality: Generating employment opportunities through construction, operations, and programming, while attracting visitors and stimulating local businesses.  Community Engagement: Committing to an inclusive planning process with ongoing dialogue, workshops, and feedback mechanisms to ensure the project reflects the community's needs and desires.
 Economic Stimulation: The Santa Monica Landing development team will work tirelessly with City officials, stakeholders, and residents to create an economically sustainable business model that generates property and sales tax revenues for the City while keeping a keen focus on amenities, housing, entertainment, recreation, education and cultural development.

EXPERIENCE & QUALIFICATIONS
Snug Harbor Surf Parks brings expertise in developing sustainable recreational water facilities that prioritize environmental stewardship and community integration. The initial Snug Harbor Surf Park is underway with the approvals of a 17-acre facility in Newport Beach as shown below.

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Packet Pg. 1932 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) The Related Companies of California offers a proven track record in delivering large-scale, mixeduse developments that balance economic viability with social responsibility. Related’s project 710 Broadway (pictured below) is model of mixed-income and mixed-use development that will become the gateway to Downtown Santa Monica. The Project consists of 280 residential units, of which 57 are reserved for low income households, 27 are reserved for moderate income households and 196 are slated for market rate families. In addition, the project will bring 100,000 square feet of community-serving and place-making retail, including a brand new, state-of-the-art urban market and a new gym. Related proposes a similar mix of uses to surrounding the wave pool at Docusign Envelope ID: 9BB4EE86-6D97-4EAF-A9B1-A3CCF112047B Item 7-A
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Packet Pg. 1933 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Santa Monica Landing, creating a vibrant mix of uses and much-needed affordable and market rate housing. The Santa Monica airport redevelopment is a critical opportunity to bring housing supply to the heavily constricted area. This can be achieved thoughtfully by blending it with creative retail and commercial uses as proposed herein.

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Packet Pg. 1934 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Our teams have successfully executed projects that demonstrate our capacity to deliver complex developments that align with municipal goals and community values. The Related Companies currently has two large mixed-use projects located in Santa Monica. Additional information about our project teams will be presented in a subsequent submittal.

NEXT STEPS
We welcome the opportunity to further discuss the Santa Monica Landing proposal and explore how it can contribute to the City’s vision for the Santa Monica Airport site. We are prepared to participate in the forthcoming Request for Qualifications/Proposals (RFQ/RFP) process and engage with stakeholders to refine our plans in alignment with community input. The Partnership between Related, Panattoni and Snug Harbor will bring the credibility, experience and resources to make this unique vision a reality. Thank you for considering our Letter of Interest. We are excited about the potential to collaborate with the City of Santa Monica and its residents to create a transformative space that serves current and future generations for years to come.

Sincerely,
Adam Cleary
Chief Executive Officer
Snug Harbor Surf Park
______________________________
Larry Wilkes
Senior Vice President of Development
The Related Companies of California
______________________________
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Packet Pg. 1935 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) May 5, 2025
Dear City of Santa Monica,
The Great Park poses an amazing opportunity for an aquatics facility to be built that would benefit many different groups of people and be a natural extension of the other aspects of the park. TSM is interested in a partnership with the City to build a pool and manage and operate that facility once it is done.

History of TSM and its Partnerships
TSM Aquatics is a Santa Monica nonprofit organization that has been serving the youth of Santa Monica since its founding in 1955. As per our mission statement, TSM provides, “a safe, supportive and inclusive environment to foster the skills, qualities and character necessary to pursue excellence in aquatics and in life.” In support of this mission, we currently offer swim lessons, and competitive swim and water polo teams to a diverse group of youth in Santa Monica, and provide scholarships and financial assistance to make our programs accessible to a wider cross section of the community. Our programs support over 300 athletes, some as young as four years old, who compete at local, regional, national, and international levels, from novice swim meets and splash ball, to Junior Olympics, Olympic Trials, and international competitions.

Two of our swimmers competed at the Olympics: Ivan Puskovitch 2024 and Jordan Wilimovsky 2020 and 2016. We’ve also developed many athletes who have gone on to compete in college, including some who have earned scholarships.

For its entire 70 years in existence, TSM has worked in partnership with various government entities to develop and be good stewards and patrons of the available pool space, and provide programming for many of the youth in western Los Angeles County. These partnerships have primarily been with the City of Santa Monica and the Santa Monica Malibu Unified School District, but have also included the City of Los Angeles, City of Culver City, Loyola Marymount University, UCLA, and Crossroads School.

Community Benefits of an Aquatics Facility
Santa Monica does not have its own year-round facility. Unlike many of our neighboring cities, Santa Monica currently has one pool of its own - the Annenberg Community Beach House pool - but that facility is only open for a portion of the year, and its historic nature and dimensions preclude it from being used for competitive aquatics activities. The City also manages the pool at Santa Monica College, but shares the space/time with the College, and that pool is closed for almost a month each winter. The City also manages very limited hours at the Santa Monica High 1014 Broadway #588 Santa Monica CA 90401
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Packet Pg. 1936 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) School pool. (Before the Covid-19 pandemic, the City also had some hours at the Lincoln Middle School pool, but that facility has been closed since 2020 with no timeline for renovation or reopening.)
The current lack of facilities puts pool space at a premium. There is not enough space for the existing demand for aquatic activities: hours for lap swimming are limited, water aerobics classes are full, and recreational swim times are constrained. Permit groups, including TSM, must share a finite, limited amount of space, which limits the programming they can offer Santa Monicans, including swim and water polo for youth and adults, and swim for those with special needs. There is a demand for diving facilities and programming in western Los Angeles County (spring boards and platforms), but none currently exists other than UCLA which has very little availability outside of university programming.

The lack of pool space is especially problematic for learn-to-swim programming, which is important in all communities, but even more so in a beach city like ours. The lessons programs offered by the City at the pool shared with Santa Monica College fill up in minutes with long waiting lists, and permit groups like TSM do not have enough space to fill this gap. As a result, more and more children are not learning to swim or becoming water safe. According to the County of Los Angeles Public Health, drownings are a leading cause of injury death for young children ages 1 to 14, and three children die every day as a result of drowning. In fact, drowning kills more children ages 1-4 than anything else except birth defects. With more pool space, more lessons could be offered, both by the City and groups like TSM, and more lives could be saved.

Santa Monica’s lack of public pools could be connected to the United State’s history of many public pools being closed in the 1960’s instead of complying with integration orders. See, e.g., https://www.melaninbasecamp.com/trip-reports/2024/2/26/third-places-that-disappeared-due -to-racism-public-pools and Wiltse, Jeff Contested Waters: A Social History of Swimming Pools in America, pub. 2010. This lack of public pools is connected to a lack of swimming education, which continues to have a disproportionate impact on minority communities. For example, a 2008 study showed that 58 percent of African-American children can't swim. See https://www.npr.org/2008/05/06/90213675/racial-history-of-american-swimming-pools. It follows, then, that more pool space in Santa Monica would help right these historical social injustices and hopefully benefit the communities that have previously been denied equal access to public pools.

In addition to benefiting the wider community, with more pool space TSM specifically could expand its programs and reach more kids. Swimming and water polo are important to kids not just for the sports themselves, but for all the secondary benefits that come with such activities. 1014 Broadway #588 Santa Monica CA 90401
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Packet Pg. 1937 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) The benefits of youth sports are myriad and well documented, including lower rates of anxiety and depression, lower stress levels and drug use, greater self-confidence, higher self-esteem, healthier body image, improved cognitive performance, better sleep, higher GPAs and test scores, higher graduation rates, and greater professional success; studies show that a significant percentage, ranging from 70% to over 90%, of corporate executives and CEOs were former college athletes With more space to continue and expand our programming we can have a better and more meaningful impact in the kids’ future. There would also be an opportunity to expand TSM’s offerings to include diving, artistic swimming, and beyond.

Description of Proposed Facility
An ideal facility would have pools, diving facilities and splash pad areas, deck space and locker room facilities, so that a swim practice could be happening at the same time as lessons and water walking, and families enjoying our amazing sunshine with their little ones. And this multi-use could happen for a majority of the day (the shared pool with SMC is currently open

14.5 hours per day), seven days a week, all year long. Below are photos of facilities in Southern California and other areas that have all of these different attributes. Many of the referenced facilities have full gyms as part of the complexes. This would be another way to attract community members, increase usage, generate more fees, and better utilize locker room facilities. Also, many of the referenced facilities have snack bars or similar, most of which operate seasonally, that help generate additional revenues.

Proposed Partnership - Building the Facility
It almost goes without saying - pools are expensive to build. However, the timing could not be better to tap into multiple sources of funds to help make that happen, and TSM is very well positioned to access sources the City may not otherwise be able to. Specifically, TSM is a part of both USA Swimming and USA Water Polo, and their respective regional and local bodies. With the Olympics coming to Los Angeles in 2028, there will be heightened focus on these Olympic sports, as well as (hopefully) funds generated from those games that will be put back into those sports. Even putting the Olympics aside, TSM believes there is interest amongst the various national and regional bodies of both sports to build a world-class facility in Southern California, and TSM is ideally situated to bring those entities to Santa Monica to support this project.

Proposed Partnership - Operating the Facility
It also goes without saying - pools are expensive to operate. However, given our location and weather, an aquatics facility in the Great Park will have many opportunities to generate revenue 1014 Broadway #588 Santa Monica CA 90401
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Packet Pg. 1938 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) to ideally be self-sustaining if not profit generating. TSM is interested in partnering with the City to make this happen.

From an operational perspective, TSM proposes a model similar to what is currently happening at the Sarasota Sharks in Sarasota, Florida. As we understand it, Sarasota Sharks, a club similar to TSM, is primarily responsible for managing the entire facility, including employing staff, running programming and maintaining the facility. With this model, the City will not have to add employee headcount, or its associated costs, as part of making the facility available to the public.

Regular programming at the facility would include learn to swim programs, youth lessons and programs for swimming, water polo, diving, and artistic swimming (formerly called synchronized swimming), adult programming along similar lines, plus lap swimming, exercise and recreation classes like water aerobics, and free/open swimming, all of which will generate revenues, and all of which could be managed by TSM. In addition, there will be space for permit groups to run their own programming and bring in additional revenue for the facility. If a gym were part of the complex, that is another opportunity to regularly generate revenue. On-site concessions would be yet another revenue stream.

In addition to regular programming, the City and TSM could work together to host more and larger events, including competitions for swimming, diving, water polo and artistic swimming.

In addition to the direct positive impact from pool rental fees, such competitions would have a positive impact on the City more generally. Smaller, more local competitions will have a positive impact on the City via competitors and their families eating at local restaurants, shopping and otherwise patronizing local businesses. Larger regional, national, and international events typically span multiple days and would increase this impact through hotel stays. Fees from these events could potentially help underwrite the operating expenses for the facility’s year-round operations.

Financial Plan
Because the scope of an aquatics facility can vary greatly, running financial projections are premature at this time. Getting stakeholders together to contribute money to construction is a key first step which TSM is looking to assist with. Once the high level details and scope of the project is set, modeling and planning for the operations can follow. For example, the facilities referenced below were built and are operated under a number of different circumstances. 1014 Broadway #588 Santa Monica CA 90401
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Packet Pg. 1939 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Timeline
Though TSM would love to have shovels in the ground on January 1, 2029, given the cost and scope of an aquatics facility project, it is more realistic that the timeline will be longer. Starting to bring together the various interested parties is a key first step, as securing funding sources will be paramount.

Similar to parks, libraries, and public transportation, aquatics facilities are an important community resource that the City should support. Water safety is the highest use of these facilities, but supporting and promoting health and wellness for people of all ages is a close second. Now is the time to prioritize an aquatics facility as part of the Great Park and the rest of Santa Monica, both for current Santa Monicans, and the future generations to come.

Thank you for your consideration,
Matthew Peterson
TSM Aquatics Board President
Existing Facilities for Reference
Avery Aquatic Center at Stanford University:

This is an example of the ideal facility for training and hosting high level competitions. This facility has two separate 50mx25yd pools with deck space that allows for temporary bleachers for big competitions. It also has a separate diving tower with all Olympic diving options, and underwater features to facilitate training (big water jets that break the surface tension making sort of a water pillow to make it safer for athletes to practice from higher heights). (As an aside, there is no diving facility in Santa Monica at all right now like this, so there likely would be demand from competitive diving programs to use a facility like this if one was constructed.) There is also a fourth pool with permanent stands for water polo and short course (25yd) racing.

A facility like this could host National Championship and International level competitions - establishing Santa Monica as one of only a handful of locations in the United States with that level of facility.
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Packet Pg. 1940 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Irvine:

This facility has two separate 50mx25yd pools (in the photo below, one of the pools has been drained fyi), both with some permanent stands, and one with space for temporary bleachers for big competitions. They also have a separate, 25yd pool that is used both for training and lessons and other aquatic programs, even when bigger meets are going on (i.e, not all permit holders would be displaced by a larger competition, which is an issue when existing Santa Monica pools have big competitions/events). This facility currently hosts national and international level meets, but Irvine does not offer so many of the other attributes that Santa Monica does!
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Packet Pg. 1941 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Sarasota, Florida:

This is an example of another facility option: a single pool, that is 25yds wide, but significantly more than 50m long, with a movable bulkhead. This type of pool is very versatile, as it allows for 50m competitions and still has space for warm-up and warm-down swimming. The other big plus of a configuration like this is that it only requires one filtration system, compared to the examples above where multiple pools require individual filtration systems, more deck space etc. per County and/or City codes. Note that the new'ish pool at Samohi is in this category of pool, but something longer would be better to host competitions in the 50m configuration. This facility also is the first example here of a facility that is not solely competition focused - it has a splash pad and deck space for recreation and relaxation as well.

Mission Viejo:

This facility has three pools: (1) 50mx25yd pool with permanent bleachers, (2) 25yd pool that has a full diving tower, but which can also be used as a warm up/warm down pool when the first pool is being used for long course (50m) competition, and (3) 25 yards, but more shallow and used for lessons, water aerobics etc., and which is able to used even when other events are going on.
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Packet Pg. 1942 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) San Clemente:

This entire complex is a great example of what a portion of the the Great Park could look like, albeit on a piece of land much smaller than what the Great Park will have. On the aquatics side, there are two pools, one 50mx25yd pool and one 25yd pool, with space on deck for temporary bleachers. This facility also has a splash pad/water slide area, that makes it attractive to the public to use and stay for longer periods of time. This facility could be a place where parents could drop kids off for the afternoon etc, functioning as an extension to surrounding park areas.

In addition to the aquatics facility, there are three baseball/softball fields, three full turf rectangular fields (soccer, football, lacrosse, etc.), and a large grass field that could be one full soccer field or multiple smaller fields.
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Packet Pg. 1943 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Santa Clarita:

Santa Clarita’s facility is similar to San Clemente - two pools and a splash pad. Different from San Clemente, this complex also has a skate park, bmx bike park, and basketball courts (not all pictured below).
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Packet Pg. 1944 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) La Mirada:

This facility takes the recreation aspect even further. There is a main pool that is longer than 50m and has bulkheads (like the Sarasota facility), and a second pool and permanent bleachers, making this facility frequently used for larger regional swim competitions. In addition, this facility has a full water park, which operates seasonally, and generates significant additional revenue for the facility as a whole.
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Packet Pg. 1945 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) TEAPOT | 01
01 EXECUTIVE SUMMARY

SORINA VAZIRI

LOS ANGELES, CA
[email protected]
+1 786 351 0302
WWW.TEAPOT.LA

PARADISE TEA GARDEN
EST 2020
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Packet Pg. 1946 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) TEAPOT | 02
01 EXECUTIVE SUMMARY

SORINA VAZIRI

LOS ANGELES, CA
[email protected]
+1 786 351 0302
WWW.TEAPOT.LA
Section 1.0 Letter of Interest
Teapot Gardens is a grassroots arts & culture nonprofit dedicated to reviving the ancient tradition of paradise gardens; lush, artistic, and restorative public spaces designed to thrive in arid climates through indigenous ecological practices. These ancient gardens are in danger of being forgotten and currently which span the Moroccan courtyards to the grounds of the Taj Mahal, served as cultural crossroads and gathering places. Blending indoor and outdoor living, paradise gardens foster comfort, reflection, and vibrant community life.

Founded in 2020 in Mid-City Los Angeles, Teapot Gardens began by opening our own residential paradise garden to neighbors in a historically park-deprived neighborhood. What started as a hyperlocal gesture of hospitality has since grown into a mobile, citywide movement of creativity & culture outdoors. Over the past five years, we have hosted over 150 community art and culture events for more than 3,500 attendees and have over 150 volunteers, advocating for the transformation of underutilized public land into sustainable, culturally resonant sanctuaries. We’ve raised over 1 million dollars in grants, and have only just begun.

Through our research and lived experience, we’ve come to understand that many communities of color feel excluded from traditional outdoor spaces; often citing discomfort, not knowing what to do, or fear of insects. Our model responds to this by reimagining public space as hospitable and inviting, using tea as a cultural attraction. By offering chilled and warm botanical infusions, we create a clear reason to gather. Our tea garden become a destination where community, culture, and ecology meet.

In 2024, we were awarded the LA REPAIR grant in Los Angeles’ first participatory budgeting fund, earning more community votes than any other proposal in the program’s history. With this funding, we are set to break ground on a public botanical tea garden cafe in Summer 2025 in a commercial storefront and 5,000 square foot lot. This innovative space will serve farm-to-table cultural teas, host performances and workshops, free outdoor afterschool care, and offer everyday refuge and healing through nature, artistic expression, and community care.

If selected for a Public-Private Partnership, Teapot Gardens would lead cultural programming, ecological site design, and community engagement. For the orchard component, we are currently in conversation with Fruitstitute as a lead partner, and intend to collaborate with regenerative designers, sustainability architects (e.g., Cal-Earth), and mission-aligned contractors to realize a bold, inclusive, and resilient vision for the future of this site. 01 INTRODUCTION
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Packet Pg. 1947 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) TEAPOT | 03
01 EXECUTIVE SUMMARY

SORINA VAZIRI

LOS ANGELES, CA
[email protected]
+1 786 351 0302
WWW.TEAPOT.LA
We propose a large-scale Botanical Tea Garden, inspired by historic “paradise gardens” of arid regions—a multi-sensory sanctuary of culture that combines beauty, culture, and ecological function. These were not just ornamental spaces, but climate-adaptive systems using shaded paths, water channels, earthen materials, and wind orientation to create cool microclimates in harsh environments.

Unlike fenced-in garden plots, our garden will be shared, not segmented—a collective vision rooted in abundance, not scarcity. Where food crops aren’t viable, we’ll plant medicinal herbs, flowers, and pollinator species, ensuring the space remains vibrant, healing, and ecologically rich.

We envision a minimum of 3 acres, if space and funding permits, gracefully scaling up to 50 acres. We also welcome adaptive reuse of existing airport buildings— reimagined as wellness cafes, galleries, classrooms, and regenerative learning labs—evolving alongside the garden to become inclusive hubs for rest, culture, and connection.

Reflection ponds and flowing water features
to cool the landscape, reduce stress, and provide habitat Pollinator gardens with native and culturally significant plants that restore ecosystems and support biodiversity
Work from garden outdoor office and meeting spaces to accomodate working professionals who lack time outdoors.

Cal-Earth-inspired earth domes fire-resistant, temperature-stabilizing earthen structures that serve as tea houses, nooks, and educational pavilions. These domes demonstrate how architecture can exist in harmony with nature Greenhouse & Seed Library for year-round propagation of herbal teas, edible plants, and seedlings for community distribution
Fruit orchards, developed in partnership with Fruitstitute, to support hyper-local food access, stewardship education, and edible landscaping Underground cisterns and ancient irrigation systems like Qanats, African Fog Nets, to collect, store, and reuse water while reducing evaporation A children’s natural play zone focused on sensory exploration, imagination, and kinesthetic connection to the land
Honeybee habitats that support pollination and offer hyper-local honey harvesting for the tea and bee education Outdoor classrooms and demonstration gardens to provide hands-on education in climate resilience, plant medicine, composting, food systems, and ancestral knowledge
Artist performance areas and flexible gathering zones that keep the site culturally vibrant and rooted in creative expression
Section 2.0 Letter of Interest
02 PROJECT

DESCRIPTION
& SPACE NEEDS
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Packet Pg. 1948 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) TEAPOT | 04
01 EXECUTIVE SUMMARY

SORINA VAZIRI

LOS ANGELES, CA
[email protected]
+1 786 351 0302
WWW.TEAPOT.LA
Volunteerism & Garden Accessibility
We’ve reimagined the community garden model into a modern, drop-in experience that allows participants to enjoy the benefits of gardening without the pressure of plot ownership.

For many younger or apartment-dwelling Angelenos, access to land is an impossible barrier.

Traditional community gardens often have multi-year waitlists and assume a level of time, expertise, and infrastructure not everyone can manage. Teapot Gardens flips that model.

Volunteers help steward a shared, collective space—learning, growing, and harvesting together. In return, they receive free access to the garden, reduced rates for tea and workshops, and a chance to contribute to something larger than themselves. This “Giving Tree” ethos is the foundation of our community-led model.

Holistic Wellness & Mental Health
Botanical environments are proven to reduce stress, lower cortisol, and support overall mental well-being. Nature is a form of preventative care. Public access to a serene garden is a simple, cost-effective way to promote mental health across generations and income levels.

Everyday Herbalism Through Cultural Tea Practices
Introducing ancient herbal wellness into modern daily life through our cultural tea garden.

In many cultures, tea is not just a beverage—it’s a healing ritual, a lifestyle of slowness and intention. We make these traditions accessible and beautiful, blending functional herbs with sensory-rich environments. It’s a form of rustic luxury that invites everyone, regardless of income, to slow down, connect, and nourish themselves—physically and emotionally.

Work-from-Garden Infrastructure
We’ve successfully piloted “Work from Garden” days at our pop-ups and events, and the response has been overwhelming. In a time of remote work loneliness, people crave connection, inspiration, and balance. Our site will feature shaded, Wi-Fi-enabled outdoor spaces— pergolas, tea decks, and communal tables—where working professionals can be productive in nature. This new kind of workspace supports mental health and environmental harmony, while also offering a revenue stream via memberships or daily passes.

Intergenerational Design
Much of our modern infrastructure isolates people by age—schools for kids, senior centers for elders—but in many cultures, generations thrive together. We are building a space that intentionally brings together children, families, elders, and artists in a living environment designed for natural, unstructured interaction. The energy of kids brings joy to older adults; the wisdom of elders grounds young people. Our design rejects segmentation and embraces organic co-existence.

Sustainability, Circularity & Climate Resilience:

Paradise gardens create microclimates using layered planting (palms over fruit trees over herbs), strategic water retention (reflection ponds, sunken beds, underground cisterns), and earth-built structures. Rather than simply displaying sustainability, we will model it through composting systems, native plantings, greywater reuse, and herbal cultivation that supports both beauty and utility.

Joint Use & Public Programming:

Teapot Gardens will be a shared civic resource, available for educational programming, cultural gatherings, healing workshops, and performances. We envision partnership with neighborhood schools, artists, mental health practicioners, and herbalists to co-create events.

From weekly tea ceremonies to youth-led art shows, the garden is a stage for community.

Section 3.0 Letter of Interest
03 COMMUNITY

BENEFITS,

JOINT USE, AND

SUSTAINABILITY
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Packet Pg. 1949 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) TEAPOT | 05
01 EXECUTIVE SUMMARY

SORINA VAZIRI

LOS ANGELES, CA
[email protected]
+1 786 351 0302
WWW.TEAPOT.LA
Teapot Gardens’ financial model blends philanthropic capital for initial infrastructure with a diverse, self-sustaining revenue stream designed to support long-term operations, maintenance, and community programming.

By 2026, we will have a fully operational, self-sustaining business model for an identical smaller scale operation in full practice. As such, we are poised to expand to the Santa Monica Airport site in 2028, bringing this proven concept to scale in a transformative and adaptive reuse of public land.

We are currently in conversations with private donors who have expressed strong commitment to fund our initial build-out upon confirmation of a permanent site. Based on comparable regenerative landscape developments and phased public garden projects in Southern California, the estimated build costs are:

The garden will sustain itself through a multi-channel revenue model:
-Memberships: Tiered access for individuals and professionals, with higher tiers including - Outdoor workspaces (e.g. shaded pergolas with Wi-Fi and charging stations) - Reserved gathering or meeting spaces
- Free event access and priority programming invitations - Tea Garden Cafe & Apothecary: Selling farm-to-cup botanical teas, plant-based offerings, and cultural wellness items grown and processed onsite. Based on models like Huntington Gardens, we anticipate consistent demand with seasonal menus and seating embedded directly in the garden.
-Venue Rentals: For concerts, wellness classes, workshops, film shoots, and private events - Ticketed Entry & Volunteer Exchange: A small entry fee with reduced pricing for qualified residents, volunteers can contribute labor or skills in exchange for admission, creating a co-op-style equity framework
- Grants & Institutional Support: Including environmental, cultural, and health-focused funding (NEA, CAC, Cal Fire, Clean California, Prop 68, etc.) -Retail Sales & Events:Native plants, herbs, seeds, books, ceramics, artist merchandise, etc.

COMPARABLE MODELS IN LOS ANGELES
-Second Home (Hollywood) Operates a profitable outdoor co-working campus using a high-tier membership structure to offer Wi-Fi, shaded work areas, wellness programs, and cultural talks. Demonstrates market viability of open-air office space with embedded nature. - Arlington Garden (Pasadena) A nonprofit garden sustained by community fundraising, programmatic partnerships, and venue rentals. Though smaller in footprint, it showcases the success of passive public gardens in urban areas.
- Huntington Gardens (San Marino) A ticketed-entry botanical space with a strong membership base, successful gift shop, and extremely popular tea cafe. While more formal, it highlights significant community appetite for cultural-nature destinations.

Section 4.0 Letter of Interest
04 FINANCIAL PLAN
& SUMMARY
3 ACRES | $1.8M – $2.4M
50 ACRES | $3M – $3.8M
Includes basic
infrastructure, trees,
plants, greenhouse, tea
domes, utilities, pathways,
native plantings, cisterns,
benches, and signage
Includes additional domes,
play areas, expanded
orchards, deeper water
systems, and larger
greenhouse/tea cafe
infrastructure
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Packet Pg. 1950 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) TEAPOT | 06
01 EXECUTIVE SUMMARY

SORINA VAZIRI

LOS ANGELES, CA
[email protected]
+1 786 351 0302
WWW.TEAPOT.LA
Phase 1:

Planning, Design & Community Engagement
Jan 2029 - Dec 2029**
- Conduct detailed site assessments including soil testing and environmental review - Launch public workshops and co-design sessions to gather community input - Finalize site plan with partners (architects, engineers, community groups) - Establish MOU with project partners (e.g., Fruitstitute, Cal-Earth, local schools) - Begin fundraising campaign and confirm donor commitments - Submit permits and coordinate with City of Santa Monica agencies Phase 2
Site Preparation, Volunteer Support & Infrastructure
Jan 2030 - Jun 2030**
- Clear and prepare site (sensitive to reuse and existing ecological features) - Begin installation of water infrastructure (cisterns, greywater, irrigation) - Build pathways, utility lines, grading for domes and greenhouse foundations - Volunteer builds of 1 2 Cal-Earth domes to demonstrate earth-based construction Phase 3
Construction & Planting
Jul 2030 - Dec 2030
- Construct earthen buildings (tea house, greenhouse, shade structures) - Install reflection ponds, pollinator gardens, orchard rows, play zones - Plant climate-resilient crops, herbs, and native landscaping - Set up outdoor classrooms, signage, and seating for public use Phase 4
Soft Launch & Testing
Jan 2031 - Mar 2031***
- Open garden for soft-launch with limited hours for members and volunteers - Pilot artist-in-residence and wellness programs
- Adjust operations based on visitor feedback and site performance - Finalize staffing and train docents, guides, and workshop leaders Phase 5
Grand Opening & Ongoing Activation
April 2031 - onward
- Full public launch with event programming, artist showcases, and tours - Launch memberships, volunteer co-op, and venue rental models - Scale up to host larger events, educational field trips, and community gatherings - Continue evaluation and iterate based on community and partner feedback 05 TIMELINE
Section 5.0 Letter of Interest
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Packet Pg. 1951 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) TEAPOT | 07
01 EXECUTIVE SUMMARY

SORINA VAZIRI

LOS ANGELES, CA
[email protected]
+1 786 351 0302
WWW.TEAPOT.LA
Existing Partners we could bring on to assist in this project 06 ADDITIONAL

INFORMATION
Section 5.0 Additional Information
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Packet Pg. 1952 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 1 Proposal for Public-Private Partnership -
Santa Monica Airport Baseball and Softball
Recreation Opportunities
Option 1 – THE5 Baseball and Softball Training Center
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Packet Pg. 1953 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 2 Option 2 – Santa Monica’s Victory Fields
Photo Shows Proposed Baseball and Softball Facility Design (a new design configured to the Santa Monica airport would be developed, this picture is for illustrative purposes only) Proposal for Public-Private Partnership
Executive Summary
The proposal is intended to provide the City of Santa Monica with two concepts that should be considered for the Santa Monica Airport conversion project. The first option would require ½ -1 acre of land and would comprise the creation of a state of the art baseball and softball training center and batting cages. This would be modeled after the existing THE5 location in Encino, California (see www.the5baseball.com). The second option would also include the state of the art baseball and softball training center and batting cages but would be expanded to also include a world class youth baseball and softball facility on approximately 50 – 75 acres that addresses a critical regional need and will add community resources, improve the surrounding community and provide an economic driver to support other projects within Santa Monica and the greater Los Angeles area.

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Packet Pg. 1954 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 3 currently under development Santa Monica Airport Conversion Project. 1 Leveraging our existing
infrastructure, experience, and ethos; THE5 aims to create an immersive youth baseball and softball complex that combines practical training, with the addition of fields used for practice, weekend, holiday and week-long tournaments, as well as league play.

Our year-round operations will cater to boys and girls ages 4-18 for baseball and girls' softball, including batting cages, training facilities, tournaments, travel ball leagues and field rentals for the public. Our support of the community will include discounts for local teams and first responders, support of various non-profit organizations and the City of Santa Monica through free and discounted rental of facilities, and our annual Halloween and 4th of July celebrations that will be open to the public with free admission. The addition of our Player’s Village and Player’s Cafe will allow for enhanced offerings, including overnight stays by players, and weeklong tournaments for local and visiting teams and their families from around the the world.

Facility Overview
The proposed complex covers approximately 50 – 75 acres and as currently envisioned comprises thirteen (13) state-of-the-art artificial turf fields to minimize water use (with lights) while still allowing for maximum water absorption and storage. The facility will also include covered and uncovered batting cages, training areas equipped with advanced training technology, and an approximate 20,000 square foot turf area for training and athletic conditioning. In addition, public play areas and other public amenities would be included providing the local community with additional open park and recreation areas.

Additionally, we propose building our Player’s Village which will include 40 bunkhouses of 40'x20', each divided in half and furnished with bunk beds for players and their coaches, equipped with air conditioning. The facility will also provide food and other related amenities, including a two story approximate 25,000 square foot administrative and cafeteria building.

We project a $45 - $55 million dollar capital budget to build the facility, provide working capital and commence operations. With proper advanced planning, the goal would be to open the facility by the summer of 2030. All funds will be from private sources and no government funds are needed.
1 The exact location can be determined at a later date, but incorporation of Clover Park’s existing baseball fields should be considered.

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Packet Pg. 1955 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 4 Benefits and Impact
The facility will meet a critical need in the community and serve a growing demand for baseball and softball resources, fostering sportsmanship, teamwork, and healthy competition among youth. Currently, Los Angeles County does not have any modern and substantial youth baseball or softball facilities that can address the huge demand that these sports have created. The result is that thousands of local residents are forced to travel outside of Los Angeles every weekend or all through the summer to attend tournaments and other baseball/softball related activities. Orange County, Ventura County and places as far as Cooperstown, NY and Omaha, Nebraska have capitalized on the growth of this industry while Los Angeles and Southern California in general have been left behind. That ends now, and Santa Monica is poised to take advantage and establish itself as the go to destination for youth baseball and softball throughout the world.

Moreover, our proposed project is expected to bring significant economic benefit to the community via the payment of license fees to the City of Santa Monica and local non-profits, increased tourism, job creation, and stimulation of local businesses. We feel confident that this project meets the objectives of the Santa Monica Airport Conversion project and can do so without limiting the other proposed projects that are being considered. We believe there is room for this project and all the great ideas that the City of Santa Monica is considering. In fact, we believe this project can enhance the entire plan and provide a consistent stream of revenues to help support the City of Santa Monica and the surrounding community.

The day-to-day operations of the facility will be managed by the current management group of THE5, which will be expanded. Lead by Darin Margules, this group has the experience, passion, and community connections necessary to ensure success. In addition, an Advisory Board of baseball, softball, business and public professionals will be maintained to discuss issues and provide guidance to all operations.

Partnership and Licensing
We are seeking a public-private partnership to allow the use of Santa Monica airport land to realize this project. We do not seek any public money or other incentives and intend to Design, Build, Finance, Operate, and Maintain the entire project through private funds. The terms of the license to use the land will be negotiated to ensure mutual benefit, sustainability, and respect for local community values.

Although alternative compensation proposals can be considered, THE5 would propose paying a portion of its’ revenues to the City of Santa Monica and local area non-profits that support the maintenance of the beaches, pier and other public areas in Santa Monica, local homeless Item 7-A
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Packet Pg. 1956 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 5 services organizations, as well as funding for sports programs for disadvantaged youth. These opportunities will not only be available to baseball and softball players but can be spread to support all sports and recreation activities within Santa Monica. By creating a consistent revenue stream from this project, we anticipate an opportunity to generate millions of dollars of license fees each year that can be sustained for decades to come.

In addition to the foregoing license fee, we intend to also:
a. Maintain a program that supports non-profit organizations and the City of Santa Monica with access to the facility for their events, programs or fundraisers. This will include - providing at least 100 hours of rented field or cage time at no cost per year, and all additional services at a 25% discount to qualifying organizations.

The intent of this program is to support, and the type of organizations that qualify are, those that serve underprivileged or disabled youth, the homeless, or the maintenance and restoration of the beach, pier and other public areas in Santa Monica, or programs targeting the same.
b. Access and Discounts to all Travel Teams based in the City of Santa Monica to participate in all week-long summer or holiday tournaments. This will include an option to participate without overnight stays by players at significant discounts, and smaller discounts on participation with overnight stays. c. Ten percent (10%) discounts for cage rentals, coaching, camps, clinics, food and merchandise purchases for all active military, military reserve, Santa Monica police and fire department personnel.
d. Promote, Operate, and Host at least two annual community events at no admission charge to the public that includes a Halloween Event to allow for safe trick or treating for the entire community, and a July 4 Fireworks/Drone Show.

Our proposed Baseball and Softball Facility to be known as the Santa Monica Victory Fields represents an exciting opportunity to create a sporting hub that aligns with the Santa Monica Airport Conversion Project’s goals of promoting community engagement, sustainability, and conservation. Leveraging the success of THE5 Baseball and the proven models, we are confident that our facility can deliver significant benefits to young athletes, local communities, the City of Santa Monica and the wider Los Angeles region.

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Packet Pg. 1957 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 6 Identifying and Fulfilling a Need
While the greater Los Angeles metro are does provide facilities for adult softball and for High Schools there is a significant dearth for youth baseball and softball facilities. The local little leagues and park recreation leagues throughout the greater Los Angeles area no longer meet the demand created by the modern world of youth baseball and softball known as Travel Ball.

Santa Monica and the greater Los Angeles metro area is depriving its youth of baseball and softball opportunities offered throughout the country and forcing its youth to travel outside of the city to participate in a sport that has a long and rich history in this area. Instead of featuring the best facilities in the country, we have antiquated inferior facilities with limited access.

Increased access to facilities, will lead directly to increased participation in the sport by more youth, and the benefits of youth participation in sports cannot be overstated. Currently, local weekend tournaments are held in Ventura, Orange, San Bernardino, and Riverside Counties, without a real option for Los Angeles County. Summer and holiday tournaments for baseball and softball are held out of state. Instead, we want to make Santa Monica the go to destination not only for youth from the local community and surrounding areas, but from across the country and the world.

Finally, the best part about a public-private partnership is speed. Since we will not require any public funding, we believe that with proper advanced planning we can build and open this facility by the Summer of 2030.

Santa Monica Victory Fields List of Amenities
Administration Building – Two-story admin building that is approximately 25,000 sf. This building will also include a player’s cafeteria for player use only.

Player’s Food Pavilion – A covered pavilion area where players can eat.

Batting Cages – We will have twenty batting cages, with most cages equipped with pitching machines and state-of-the-art technology.

Open Turf – We will have an approximately 20,000 square foot open turf space and pitching mound area that will allow for drills, training, and clinics.

Player Housing – Initially we will have 40 bunkhouse type structures that will have air conditioning. Each structure will be approximately 40’ x 20’ and be divided in half allowing two teams to use each structure. This will provide us capacity for 80 teams. Each bunkhouse will have bunk beds and other features to allow for a comfortable, camping type stay.

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Packet Pg. 1958 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 7 Playground and Parks – The facility will have at least two children’s playground areasthat will be open to the community at all times.

Parking – We will have approximately 788 parking spaces.

Dual-Use Baseball and Softball Fields – We will have 8 turf fields with approximate dimensions of 220’ down the line and 250’ to center, and 3 turf fields with approximate dimensions of 180’ down the line and 200’ to center. These will be used for 12 and under baseball, and for girls’ softball. We will use portable mounds for baseball so that they can be removed for softball. We will have one field with a stadium setting to be used for championship games and special events.

Baseball Fields – We will have 2 turf fields with approximate dimensions of 320’ down the line and 350’ to center. These fields will be used for baseball ages 13 – 18.

Whiffle Ball Fields – We will have 2 turf whiffle ball fields with fences with hopes of establishing a whiffle ball league for the local community and additional areas for children and adults to play.

Food Pavilion – We will have two guest food pavilions in the facility. Each will be a covered pavilion set up in a food court arrangement with shade and picnic tables.

Trees, trees, trees – We love trees and intend to use them extensively to create a park like atmosphere, shade and other environmental benefits.

CONCLUSION
We look forward to the opportunity to work with the City of Santa Monica on this project.

Whether the City is interested in Option 1 or Option 2 set forth above, we are confident that enhanced youth baseball and softball services and facilities should be a part of the new Santa Monica airport.

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Packet Pg. 1959 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) April 20th, 2025
Ms. Amber Richane -Principal Design and Planning Manager & The SMACP Planning Committee, and Santa Monica City Council ℅: The City of Santa Monica
1685 Main Street
Santa Monica, CA 90401
Dear Ms. Richane, the esteemed Santa Monica Mayor Lana Negrete, Mayor Pro Tem Caroline Torosis, Santa Monica City Councilmembers, and SMACP Planning Committee Members:

We are so honored to be presenting this LOI to you today from the Children’s Lifesaving Foundation, in regards to an exciting, proposed use for the Santa Monica Airport Conversion Project.

Thank you so much for your consideration,and we truly looking forward to getting to meet you all soon!…Here is our LOI, below:

Airport Conversion Project - Letter of Interest from
the Children’s Lifesaving Foundation

1. Introduction to the Organization and Proposed Public-Private Partnership The Children’s Lifesaving Foundation (CLF) is a non-profit, 501(c)(3) organization, dedicated to transforming the lives of underserved, BIPOC youth and houseless families living in shelters and transitional housing in Los Angeles through a unique approach of providing outdoor education through enriching, free summer and surf camps, inspiring holiday events and educational assistance, mentoring and scholarships for youth Item 7-A
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Packet Pg. 1960 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) through to college-age. We also provided crucial Emergency Funding and aid during the COVID-19 Crisis to the families in our Vita Network, and currently to houseless families forced to evacuate during the 2025 Hurst and Eaton fires. Over 95,000 underserved, primarily BIPOC and Latinx youth and families have been served since 1993.

The Children’s Lifesaving Foundation was founded in 1993 by Maria D’Angelo, after she had been volunteering at a homeless shelter in Central Los Angeles. She began by bringing children to get necessary physicals and minor surgeries, and soon began organizing field trips to amusement parks and local attractions.

Dr. Chris Landon introduced her to the National Park Service in 1993, and with a great group of like-minded friends and over 250 volunteers (including local Santa Monica and Malibu families, schools, churches, and the Agape International Spiritual Center) CLF helped refurbish the Circle X Ranch in the Santa Monica Mountains. In the summer of 1993, she brought up the first group of seven homeless children from Lincoln Park in Santa Monica. Our Summer Camp for All Program was born. By 1994, the CLF was serving over 2,200 youth and families from various homeless shelters and agencies serving underserved youth annually. We also began procuring specific funding to move specific families directly out of homeless shelters, and into their own homes. These families formed a group called the Adopt-A-Family Program, and, later, formed a program called the Vita Network.

Programs began to organically spring up from the work needing to be done: Project Angel Wings Holiday Program was formed to provide personalized bags of gifts, new clothing, and incredible Holiday events for low-income LA County students. Later, our Care through College Program was created to help prepare the youth in our Vita Network for high school, and to provide crucial scholarships for college.

Today, we have served over 95,000 underserved youth and homeless families through our various programs, have given out over 125 college scholarships, moved 50 houseless families and individuals from homeless shelters and into new homes, created a one-on-one tutoring and college readiness program, distributed millions of dollars in brand-new in-kind goods and direct service to L.A.’s underserved youth and families experiencing homelessness, and distributed over $130,000 in direct financial stipends and in-kind donations during the COVID-19 Pandemic.

We are currently focusing upon making our Camp for All Program accessible to even more Los Angeles underserved youth and families, and we hope to build our own facility within the next five years…
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Packet Pg. 1961 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) The CLF is also a current member of the Great Park Coalition, and the local nonprofits the Santa Monica Boys & Girls Club, Cayton Children’s Museum, ReDiscover Center and others, under the guidance and encouragement of Joe Pertel of the Great Park Coalition, have formed a “Creative Play Working Group,” to address the arising community needs, share vital resources, concepts and ideas for this “Great Park” vision, and, hopefully- collaborate together on this wonderful, emerging project.

In alignment with the City of Santa Monica's vision to convert the Santa Monica Airport into a "Great Park," the CLF proposes a Public-Private Partnership to adaptively reuse approximately 5,000 square feet of an existing airport hangar. This space will serve as a multifaceted facility encompassing:
● Office Space: Administrative headquarters for CLF operations. ● Family Community Center: A hub for family support services, workshops, and community gatherings.
● Youth Learning Center: Educational spaces for after-school programs, tutoring, and vocational training.

While CLF will lead this initiative, we look forward to collaborating with other local nonprofits and community organizations to maximize the facility's impact and reach.

This space will be an incredible hub of community presence and interaction, and will also be available to lease to other community organizations, local clubs (such as the Santa Monica Kiwanis Club, as a perfect example) and community organizations, for workshops and other initiatives in the evenings and weekends.

2. Project Description and Space Utilization
The proposed project involves the renovation of a 5,000-square-foot section within one of the existing airport hangars. The adaptive reuse approach aligns with the city's emphasis on sustainability and preservation of historical structures . The facility will be designed to be flexible, accommodating various programs and events that cater to the diverse needs of the community.

Key features include:
● Multipurpose Rooms: For workshops, classes, and community meetings. ● Resource Center: Providing access to educational materials and technology. ● Outdoor Integration: Seamless connection with the surrounding park areas for outdoor activities and events, and a modified version of our Wilderness “Camp for All” Program, integrating native plant and wildlife education with classic camp activities.
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Packet Pg. 1962 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins))

3. Community Benefits and Sustainability Initiatives
The transformation of the hangar into a community and learning center offers numerous benefits:
● Educational Advancement: Providing youth with access to quality educational resources and programs.
● Community Engagement: Serving as a gathering place for families and community members to connect and collaborate.
● Economic Opportunities: Creating jobs and volunteer opportunities within the facility.

Sustainability is a core component of the project, with plans to incorporate:
● Energy Efficiency: Utilizing solar panels and energy-efficient systems to minimize environmental impact.
● Green Building Materials: Employing sustainable and locally sourced materials in construction.
● Water Conservation: Implementing water-saving fixtures and landscaping with native plants.

These initiatives support the city's guiding principles of starting with nature, inspiring wonder, and amplifying versatility.

4. Financial Plan Summary
Estimated, Projected Costs:
● Renovation and Construction: $525,000
● Operational Expenses (Annual): $975,000
Revenue Generation Strategies:
● Program Grants: Securing funding from educational and community development grants.
● Donations and Fundraising: Engaging donors and organizing fundraising events.
● Facility Rentals: Offering space for community events and workshops on the evenings and on weekends.
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Packet Pg. 1963 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Potential Funding Sources:
● Local and State Grants: Exploring opportunities through California's community development programs, and agencies such as the California Natural Resources Agency.
● Private Foundations: Applying for grants from foundations supporting education and community initiatives. We have two family foundations who are potentially very interested in the possibility of considerably funding a sustainable, partial renovation of one of the existing airport hangars. We have a host of current funders who will be significantly intrigued by this funding opportunity, including possible grants from private foundations such as the Carrie Estelle Doheny Foundation.
● Corporate Partnerships: Collaborating with local businesses for sponsorships and support, such as SNAP Inc and Capital One.

In 1993, the Children's Lifesaving Foundation undertook a significant capital project, by fully renovating the historic Circle X Ranch, a 1,655-acre property nestled in the Santa Monica Mountains. This endeavor was made possible through a 10-year "sweat equity" lease agreement with the National Park Service, allowing CLF to transform the former Boy Scout camp into a vibrant outdoor education and recreation facility, bringing it up to health code, and fully installing electricity and working bathrooms. We also refurbished the pool facilities. The renovated ranch became the home of CLF's signature "Camp for All" program for over a decade, (free of cost for all participants and participating agencies) providing underserved youth from Los Angeles County with immersive nature-based experiences, mentorship, and educational enrichment. This project exemplifies CLF's capacity to collaborate effectively with public agencies, repurpose existing infrastructure, and deliver impactful community programs that resonate with both environmental stewardship and social equity.

5. Project Implementation Timeline
Assuming a start date of January 1, 2029, the proposed timeline is as follows:
● Q1 2029: Finalize design plans and obtain all necessary permits. ● Q2-Q3 2029: Commence and complete construction and renovations, in full agreement and accord with the City’s chosen design team Sasaki, using all sustainable materials.
● Q4 2029: Furnish and equip the facility; staff recruitment and training. ● Q1 2030: Launch of programs and official opening of the community and learning center.
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Packet Pg. 1964 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins))

6. Alignment with Community Engagement and City Council Direction This proposal directly supports the City of Santa Monica's commitment to transforming the airport site into a space that prioritizes public use, community engagement, and sustainability, as outlined in Measure LC and the city's guiding principles. By repurposing existing structures for educational and community purposes, the project preserves the site's historical significance while meeting contemporary community needs.

The CLF is committed to ongoing collaboration with the city, local organizations, and residents to ensure the facility remains fully responsive to the evolving needs of the Santa Monica community.
*Any additional information that demonstrates the feasibility and community benefits of the proposal in alignment with the community engagement and City Council direction to date.

Over the past 32 years, the Children's Lifesaving Foundation (CLF) has cultivated enduring partnerships with a diverse array of local, state, and city agencies, as well as numerous community organizations. Notable collaborations include engagements with the California Coastal Commission, the City of Malibu, King Gillette Ranch, RDCSMM (Resource Conservation District of the Santa Monica Mountains) Homeboy Industries, the Venice and Metro Boys & Girls Clubs, Upward Bound, and many other nonprofit and community entities. These alliances have been instrumental in allowing the CLF to deliver truly impactful, enriching educational and recreational programs and services to underserved youth and families throughout Los Angeles County.

CLF's history of successful collaborations underscores our capacity to work synergistically with public agencies and community stakeholders. For instance, our partnership with the National Park Service facilitated the transformation of the Circle X Ranch into a vibrant outdoor education center, exemplifying our ability to repurpose existing structures for community benefit.

The proposed adaptive reuse of a 5,000-square-foot section of an existing airport hangar into a community and learning center aligns seamlessly with the City of Santa Monica's vision to convert the Santa Monica Airport into a "Great Park" that emphasizes public use, community engagement, and sustainability. By leveraging our extensive network of partnerships and our proven track record in facility renovation and program implementation, CLF is well-positioned to contribute meaningfully to this transformative project.

Our proposal not only preserves the historical significance of the airport structures but also introduces a dynamic space that fosters educational advancement, community engagement, and environmental stewardship. Through continued collaboration with the 5 Item 7-A
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Packet Pg. 1965 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) City Council, local organizations, and residents, CLF is committed to ensuring that the repurposed facility serves as a cornerstone for community enrichment and aligns with the guiding principles established through community engagement initiatives.

Our history of 32 years of dedicated service to the needs of underserved youth and families in Los Angeles County truly speaks for itself, and our founder, Maria D’Angelo, was just commended in 2023 by both Mayor Karen Bass and the Malibu Mayor Steve Uhring and Malibu City Council, for the Children’s Lifesaving Foundation’s truly positive and profound impact on over 95,000 youth and families from historically underserved neighborhoods in L.A. since our inception in 1993.
*Links to Current Press:
https://www.childrenslifesaving.org/press
Link to Program Video and Info about our Camp for All Wilderness Camp Program:
https://www.childrenslifesaving.org/wildernesscampforall It’s our honor and privilege to be included along with other worthy, partner organizations from the Westside to be considered for this truly exciting opportunity. We are once again grateful for your consideration, and I so look forward to speaking with you all in person, hopefully one day very soon! Have a great rest of your week… Our very best wishes,
Francesca McCaffery
Executive Director
1112 Montana Avenue-#534-Santa Monica, CA-90403
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Packet Pg. 1966 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins))

May 3, 2025
Dear Santa Monica Airport Conversion Project,
Thank you for the opportunity to submit a proposal for a public partnership with the Santa Monica Conversion Project. We are The Milky Way Foundation, a 501(c)3 non-profit dedicated to normalizing and uplifting breastfeeding in the USA. We see an opportunity to incorporate our project, entitled “The Art of Nurture,” that creates artful, comfortable and bespoke benches for mothers and families to rest, breastfeed and feed their babies in the joyous, liveable spaces you are creating. We envision an environment that promotes art, health, and wellbeing to the whole Santa Monica community.

The Art of Nurture believes that the connection we create with our children is essential for the total health of mother, child, family and the greater society. The bonds and wellbeing built by nursing our children lasts a lifetime. In study after study, it has been shown that early mother/baby bonding experiences promote connectivity, creativity, mental, emotional, and physical health, and overall wellbeing.

Aligned with the goals of the conversion project, our goal is to create healthy communities that thrive.

In a country where breastfeeding has often been done behind closed doors due to stigmas, mothers often endure loneliness and depression from feeling unsupported and ostracized. Our benches offer a welcoming and beautiful solution. Built by local woodworkers, and adorned by local artists with nurturing images of nursing mothers and babies, The Art of Nurture helps normalize and inspire mothers and others to enjoy conversations and improve experiences of connected mothering. Together, we can work toward improving our breastfeeding rates and a healthier nation.

By including The Art of Nurture bench project, Santa Monica would be an influential model to the rest of the world in elevating this essential and little celebrated segment of our society. It would bring dignity and honor to the raising and flourishing of future generations.

The cost of each bench is approximately $5,000 for time, labor, materials, and delivery and the securing of the bench to the site. These costs can be covered through fundraising via The Milky Way Foundation.

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Packet Pg. 1967 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Sizes of Benches are approximately 6 feet x 4 feet, designed to comfortably seat 2-4 people. We can provide as many benches as your design allows. Preferably positioned in a garden or near a fountain or other peaceful environments To see examples of our finished benches go to IG (@theartofnurture) • Instagram photos and videos
Also see our full-length feature documentary The Milky Way, which can be viewed on many streaming platforms. You can find it at The Milky Way (2014) - IMDb We welcome the opportunity to discuss how we can support this important community initiative.

Sincerely,

Jennifer Davidson RN IBCLC
Producer
The Milky Way Movie
Witness the Nature of Nurture
Co-Founder
The Milky Way Foundation
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Packet Pg. 1968 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Project Proposal: Theodore Payne Nature Center at the Santa Monica Great Park

1. Introduction of the Organization and Public-Private Partnership Theodore Payne Foundation for Wild Flowers & Native Plants (TPF) is a 65-year-old non-profit organization dedicated to enhancing biodiversity, wildfire resilience, and climate adaptation through the use of California native plants. Our namesake, Theodore Payne, was an English horticulturist who immigrated to California in 1893 and became a prominent nurseryman and landscape designer of the 1900s. His lifetime reflects the changing history of Los Angeles; he witnessed a wild land where giant, boxed fan palms were transported via horse-drawn wagons along dusty Washington Boulevard to the new development known as “Venice Annex." He watched wide swaths of the wildflower-filled valley that he loved be replaced by streets and developments. His own nursery in Atwater village was excised by road and car encroachment. By his death in 1963, his last wish was for the Foundation to carry on his life’s work to save California’s native plants.

Our nonprofit was founded in 1960 to carry on what Mr. Payne started: Teaching Californians about their precious natural heritage and restoring native plants’ rightful place in our neighborhoods, cities, and public parks. And now, in a sprawling landscape still largely dominated by concrete, sterile lawns, and exotic plants that do little more than consume resources, Theodore Payne’s enduring vision is needed more than ever.

In our 65-year history, TPF has established a sterling reputation not only by serving native plant enthusiasts, but by partnering with government agencies, institutions, businesses, community-led groups, and other nonprofits to empower conservation and land stewardship. Our plants can be seen at the Los Angeles Zoo and Botanical Gardens, The Natural History Museum of Los Angeles County, Dodger Stadium, UCLA, USC, Descanso Gardens, and Kuruvungna Village Springs, among many other Southern California institutions. Our educational courses have been attended by thousands of individual Angelenos and hundreds of professional landscaping teams.

In recent decades, corporate, governmental, and institutional partners have begun to embrace native plants as urban areas emerge as the new imperative for nature stewardship, creating habitat and connectivity while hardening against wildfire and drought. TPF is poised to seize this opportunity thanks to our decades of building our expertise, relationships, and reputation. We’ve got a great foundation to stand on—loyal supporters, science-backed methods, passionate volunteers and highly qualified, experienced staff. The Santa Monica Great Park is an incredible chance to meet the moment and create a better future for people and wildlife in the region.

Because of TPF’s unique history and our long relationship with the Los Angeles region, we believe we have the experience to bring community-wide habitat renewal to Santa Monica.

We specialize in the following activities and see their ethos as a natural fit with the vision for the Santa Monica Great Park:

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Packet Pg. 1969 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) • Seed collection from local native species and the ability to propagate plants indigenous to Santa Monica coastal habitats;
• Horticultural expertise to create functional habitat in a community park setting; • Delivery of community programs, courses and inspirational content that teaches people to be better gardeners, naturalists, and stewards of the land; • Training and certifications for landscaping professionals in native plant care and maintenance;
• Provision of native plants to gardeners through our retail nursery; • Collaborations with public and private entities to develop teaching gardens and unique interpretive content.

We are a member of the Santa Monica Great Parks Coalition, and would be delighted to collaborate with community organizations to develop a special and unique resource for Westside residents. Below is our initial vision for what TPF could contribute to the Park. We look forward to the further refinements that will come from a collaborative design process.

2. Description of the Proposed Project
At Santa Monica Great Park, we propose to establish a Theodore Payne Nature Center, which would include a native plant demonstration garden, regenerative learning nursery, retail plant nursery, and education facility to provide training to individuals and professionals. Such a multifaceted center would empower the community to become better land stewards and facilitate a meaningful increase in the acreage of functional habitat on the Westside of Los Angeles. Our proposed project would use local native plants to enhance the site’s biodiversity and climate resilience and would benefit the community by creating an education and retail site that provides people with the knowledge and the means to make positive, impactful landscape change.

The Native Plant Demonstration Garden would showcase various local native species arranged into habitats appropriate for a community garden setting. Through TPF interpretation and instruction, the garden would give visitors a chance to learn about the plants, their benefits to wildlife and people, and how to care for the various plant species. We envision an area of approximately 20 acres planted entirely with native flora at the appropriate density and configuration to create various functional habitats relevant and appropriate to Santa Monica: coastal sage, coastal strand, coastal prairie, vernal pools, riparian habitat, etc. Nature-based flood protection and stormwater capture features, such as bioswales, would be included to recapture stormwater.

We envision working with a landscape designer and architecture firm whose core ethos aligns with ours, such as Studio-MLA or TERREMOTO, to realize the demonstration garden and hardscaping concepts. TPF would provide horticultural expertise and consultation to ensure the native plant palette will produce functional habitat, and provision of plant specimens to ensure relevant biodiversity. Some Item 7-A
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Packet Pg. 1970 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) of the plants for the Demonstration Garden would be grown from seeds we collect from the local watershed; other native plants would be sourced to be climate and wildlife appropriate. We also envision partnering with Kuruvungna Village Springs to incorporate ethnobotanical information.

The Regenerative Learning Nursery would be the space for TPF staff to grow plants for the gardens and retail nursery, and also to teach the public about how these plants are propagated from seed or vegetative cuttings. We anticipate that only a fraction of the plants needed for this project would be grown on site, but nursery facilities are nonetheless essential for education and maintenance goals. In addition, having a modestly sized propagation nursery at the site would allow for expansion and supply of the locally sourced taxa in the landscape, thus enlarging the number of native plant species available for the Santa Monica region. We estimate this type of nursery would require approximately ½ an acre and include a 24 x 36-foot automated greenhouse, a similar sized production shed, securable plant areas with ~30% shade cloth coverage, as well as the benches, equipment, and refrigeration that are needed for seed storage and stratification.

The Retail Space would be the place where plants, seeds, and merchandise would be sold to the public.

Retail sales not only fulfill our mission to disperse native plants into local gardens but also generate revenue that meaningfully supports our organization. The point-of-sale and other retail logistics would be modeled after our successful retail nursery located in Sun Valley. We estimate 8000 square feet as the necessary outdoor retail space and ~2000 square feet for the indoor space. The layout would feature outdoor plant bench space, with the ability to expose plants to sunlight or provide shade as needed and to enclose and secure the product. Indoor facilities for staff and customers would also be needed, as well as parking and a plant pick-up area.

The Education Center would be a space where garden clubs, K-12 students, landscape industry professionals, and community members could take classes about native plants, habitat stewardship, and the creation of water-wise, fire-resilient biodiverse gardens. We also envision the Education Center as a shared space for conservation and community organizations to gather. TPF proposes to offer curriculum modeled after our existing classes (see appendix) and imagines collaborating with other nonprofit conservation partners, such as the Audubon Society (birds) and Xerxes Society (insects) for example, to create holistic native-habitat interpretation.

Given the population density in Santa Monica and the scope of the Great Park project, we suggest creating at least two, ideally three, classrooms equipped with modern amenities for the community.

Ideally, the classrooms would be adjacent to the Native Demonstration Garden, where various forms of instruction could take place. TPF classes often involve both presentations and hands-on learning, and we incorporate various supplies and tools. It would be helpful if such a center were equipped with administrative, office, and storage space for educators and community organizations, as well as ample parking for staff, volunteers, guests, customers, and school/charter buses. Existing structures (e.g. airplane hangars) could be adapted for indoor spaces like classrooms and event spaces, but outdoor space would be needed for demonstration gardens and the retail and propagation nurseries.

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Packet Pg. 1971 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins))

3. Community Benefits and Sustainability Concepts
Covering only 3-5% of the planet, Mediterranean (Summer-dry) zones are the rarest of the major environmental regions on Earth. The California Floristic Province, in which Santa Monica is located, is one of 36 global biodiversity hotspots, regions rich in endemic biodiversity, yet facing severe threats.

The California Floristic Province has 2,125 endemic plant species, but estimates suggest that half of these species are currently threatened, and that the combination of climate change and increased development may lead to the loss of as many as two thirds of California’s endemic plant and animal species by 2100. These estimates highlight the urgent need for informed conservation strategies to address these challenges.

California native plants have evolved to be adapted to the local climate and support the local ecosystem.

A native plant hosts a caterpillar, which nourishes a bird, which disperses the seeds of a plant. They evolved to thrive together, or not at all. To create a more sustainable Santa Monica, native plants are vital.

By creating a space that functionally integrates demonstration, education, retail supply, and community organizations, we would directly empower members of the local community to take action. Through this project, we would enable people to revitalize California native habitat across the Westside, far outside the boundaries of the proposed park itself. This project would provide critical habitat for wildlife, conserve water and other natural resources, honor Santa Monica biomes and ecological sense of place, and enhance the quality of life for Santa Monica residents.

4. Financial Plan Summary
The development cost of a large community garden and education center would require the Great Parks Coalition to engage in a collective capital campaign. Here, we outline some of the costs relevant to TPF activities and our recommended specifications; the timeline for such a campaign is in section 5.

For context, Theodore Payne Foundation is sustained by a diverse source of revenues including:
• Retail sales of plants, seeds, and merchandise;
• Class and workshop revenue;
• Grant funding from partners including Edison International, Los Angeles Department of Water and Power, LA2050, and various private foundations; • Philanthropic support from individual donors;
• Sustaining support from annual memberships;
• Corporate support from event sponsors;
• Donated land and/or waived lease requirements;
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Packet Pg. 1972 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Due to our multi-income-stream business model, we believe we are uniquely positioned to provide sustainable operations while also generating sales tax revenue for the City of Santa Monica.

Relevant estimates for specific costs for this project are as follows:

Native Plant Demonstration Garden: The total cost of the Native Plant Demonstration Garden would need to be determined in collaboration with an experienced landscape design firm and/or construction firm. This expertise is outside of TPF’s purview, but if compared to the construction cost of the Audubon Center at Deb’s Park, a ballpark estimate for the 20-acre garden would be $3-$5M. Cost estimates for TPF support would be:
• $340K: One-time cost for TPF to conduct 100 seed collections in the Santa Monica watershed and propagate local-source plants;
• $700K- $1M: One-time costs for provision of ~44,000 native plants (5 plants/100 square feet). TPF would supply 22,000 locally sourced, native plants plus 20% of remaining nursery stock to meet habitat complexity and biodiversity goals. TPF plants would be provided at 25% discount off retail consistent with professional membership pricing. The remaining stock would be sourced from native wholesale providers;
• $270K: One-time costs for ~ 3 yrs of TPF consulting support during design process to create native habitats, align vendors, coordinate communication, handle RFIs, etc.; • $170K/yr: Ongoing cost for staff oversight of habitat health, coordination of replacement plantings, coordination of professional and volunteer groups to support plant maintenance.

Regenerative Learning Nursery Costs: Set-up costs are driven by building materials, labor costs, and greenhouse/shadehouse construction and equipment. Our back-of-the-envelope estimate for establishing a Regenerative Learning Nursery ranges from $400K-$1M for a ½ acre nursery.

Ongoing TPF costs are driven by staff time to produce/tend plants and to provide education. We estimate ~$200K/yr of staff costs for running the Learning Nursery and providing education. Some of the funding for this work could be offset by retail sales.

Retail Nursery Costs & Revenues: Set-up costs are driven by building materials and labor costs for construction of the greenhouse/shade-house. We estimate a $400K-$1M cost for an outdoor retail nursery of approximately 8000 square feet and various indoor spaces of 2000 square feet. We anticipate that retail staff and business costs would not be fully offset by retail sales in early years, requiring some philanthropy to fully meet our mission. In general, positive net income from our retail activity helps support the TPF mission overall and offset some of the costs of conservation, education and community outreach.

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Packet Pg. 1973 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Education Center Costs & Revenues: The one-time costs of building an education center will depend on the ability to reuse existing structures and are outside our purview. The proposed education center would be used to provide in-person and hybrid educational programs to the public and professionals, much like the ones we currently provide through our Sun Valley location (see appendix). We anticipate teaching 5-8 in-person classes per week on various native-plant, gardening and land stewardship topics.

Assuming an average class size of 15, this represents instruction for over 5000 learners per year. We estimate $200K/yr of TPF staff time devoted to the ongoing coordination and delivery of these courses, ideally offset by class revenues and grants.
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Packet Pg. 1974 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Overall financials and timeline:

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Packet Pg. 1975 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins))

5. Timeline for Project Implementation
Assuming a start date of 2029, a detailed timeline from initial planning to completion would need to be developed. In the time between project approval and start of construction, TPF could initiate precampaign planning with the support of a donor-funded project manager. We would establish a core committee consisting of key members of the City of Santa Monica, partner firms in landscape and construction, and other partner organizations. The committee would establish working goals, the case for support, and prospect list, and begin soliciting top prospects. This period would be followed by a public campaign, with a kick-off event, media event, and social media campaign to raise further support for the project.

6. Additional Information Demonstrating Feasibility and Community Benefits TPF’s expertise in native plants and its established community support demonstrate the feasibility and community benefits of the proposal. As a public demonstration of our support for this project, TPF has joined the Santa Monica Great Park Coalition’s list of supporters, along with a slate of influential individuals, organizations, and elected officials. Working in collaboration with others is a core tenet of our ethos; just as a healthy ecosystem is based on many interconnected relationships, so is a healthy city.

To give some examples, the community benefits from this type of project can be seen in numerous TPF partner projects along the LA River, including Rio de Los Angeles State Park, Los Angeles State Historic Park, and Elysian Valley Gateway Park. Through the use of locally native plants, these projects successfully transformed neglected spaces along the LA River into native wildlife habitat that also serves the needs for stormwater capture, erosion control, wildfire resilience, and public recreation. Further benefits include augmented biodiversity, soil remediation, and improved quality of life for people in the surrounding communities.

Another partner project currently in progress is the Bowtie Wetland Demonstration Project. This innovative initiative, led by The Nature Conservancy, is in the process of transforming a former rail yard by the LA River into park space complete with stormwater diversion and habitat restoration.

Finally, we are currently in collaboration with the Audubon Society of California to launch a micro nursery and co-education effort at their existing center at Ernest E. Debs Regional Park in Los Angeles.

Many aspects of this collaborative, small nursery will inform the operational efforts of a TPF nursery in the Santa Monica Great Park location.

As demonstrated by these projects, a Theodore Payne Nature Center at the Santa Monica Great Park would greatly enhance the quality of life for people in Santa Monica and serve as a model for ecologically impactful urban revitalization projects in California.

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Packet Pg. 1976 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Bios of Key Staff:

Amy Greenwood, PhD, is Executive Director at Theodore Payne Foundation. She began her role in January 2025, bringing a wealth of leadership experience and a deep passion for conservation. Amy’s background includes nearly two decades in professional consulting, notably serving as Business Management Director at the Los Angeles office of the Boston Consulting Group. In this role, she honed her expertise in strategic planning, organizational development, and community engagement. Amy holds an undergraduate degree in Molecular Biology from Pomona College, a Ph.D. in Biology from the California Institute of Technology, and she completed a postdoctoral fellowship at Harvard University.

As Executive Director, Amy is committed to promoting healthy, resilient native habitats and fostering community engagement around the importance of native plants.

Tim Becker is the Director of Horticulture at the Theodore Payne Foundation. With a BA in Environmental Studies and Agroecology and a Certificate in Ecological Horticulture from UC Santa Cruz, Tim has a strong foundation in sustainable horticulture. His journey began with a passion for agriculture and food crops, but he quickly recognized the importance and beauty of California native plants and their role in a sustainable future for Los Angeles and the region. Over his fifteen years with the Theodore Payne Foundation, Tim has focused on providing the best plants possible to customers and curating the gardens and nursery at the foundation's headquarters in Sun Valley, CA. As the Program Director of the California Native Plant Landscaper Certificate Program (CNPLC), he is committed to expanding opportunities in native horticulture and training the next generation of gardeners and horticulture professionals.

Maryanne Pittman brings over 20 years of experience in team management, staff mentorship, and conflict resolution across nonprofit and corporate settings. As the Director of Public Programs at Theodore Payne Foundation, she leads a team responsible for developing and implementing public engagement initiatives, including classes, community events, outreach campaigns, and volunteer programs. Throughout her career, she has supervised teams ranging from small groups of specialized professionals to departments of 10+ staff and 20+ freelancers. Her expertise includes hiring, training, and mentoring emerging professionals, fostering cross-organizational collaborations, and supporting professional growth.

Genevieve Arnold is Seed and Conservation Program Manager at Theodore Payne Foundation. With over twenty years of experience in seed conservation of local species, her work focuses on making diverse native seeds and bulbs available to the public, in order to create healthy garden spaces that support the local ecosystem. Through her role at Theodore Payne Foundation, she leads educational programs and workshops, sharing her knowledge and enthusiasm with the community. Genevieve serves as the organization's point person on conservation projects with various partners, including California Plant Rescue, Angeles National Forest, Bureau of Land Management, County of Los Angeles, and more.

Katie Tilford leads Theodore Payne Foundation’s fundraising, external communications, and partnerships as Director of Development and Communications. Her diverse background in broadcast media and contemporary art honed her skills in relationship-building and communication. With five years of experience at Theodore Payne Foundation, she has played an instrumental role in the organization's operations and community relations. She has stewarded the Foundation’s relationships with individual donors, private foundations, and sponsors, resulting in new and increased gifts and pledges. With her deep Item 7-A
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Packet Pg. 1977 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) knowledge of the environment and conservation, coupled with a passion for native plants, Katie strives to create a compelling picture of Theodore Payne Foundation’s work and vision for the future.

Appendix: List of Classes
o Adaptive Chaparral Walk
o All About Bulbs
o Aquatic Native Plant Water Gardening in Containers
o Attracting Native Pollinators with Native Plants
o Backyard Bugs of California
o Beginning Field Sketching
o Behind The Scenes Tour
o Birding in the Garden - Walk & Talk
o Botanical Portraits
o Botanical Printing on Paper: A Natural Dye Workshop
o Botany for Gardeners: Three-Part Series
o Buzz & Bloom: Getting to Know California’s Native Bees o California Grasses: Morphology and Ecology
o California Native Plant Container Gardening
o California Springtime: A Rebirth and Resilience Walk
o California’s Native Bats
o Celebrating Seed: Gathering, Processing, & Storing Native Seeds o Chaparral 101: Plants, People, Place
o Collecting Stormwater for Resilient Gardens
o Comprehensive Irrigation
o Creating a Sustainable Home
o East Meets West: An Ikebana Workshop
o Eco-Printing with Native Plants: A Natural Dye Workshop o Fallscape River Walk
o Finding Our Way Home with Fungi
o Fire-Resilient Gardens: Maintenance Walk & Talk
o Fruit Trees and California Native Plants: Landscaping Together o Gira Detrás la Fundación Theodore Payne (Spanish)
o Goodbye Grass! Save Water with California Native Landscapes o Historical Storytelling and Natural Art
o Home for the Holidays: A Journey Through California’s Winter Wonderland o Intro to California Birdlife: Evolution and Ecology
o Intro to California Native Plant Garden Design
o Introducción a Plantas Nativas (Spanish)
o Introduction aux Plantes Indigenes (French)
o Introduction to California Native Plants
o Irrigation Basics
o Landscaping for Wildfire Resilience
o Lawn Removal 101: Applying for Turf Rebate
o Living with Southern California Trees
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Packet Pg. 1978 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) o Monarchs & Milkweed o Native Habitat Garden Design in School and Public Spaces o Native Plant Maintenance Basics o Natural Plant Dye Workshop o Nature Journaling: Drawing Pine Cones o Nature Journaling: Looking at Leaves o Oak Gall Ink o Paisajismo Resistente a los Incendios o Plant Identification Walk o Planting for Success: A How-to Guide o Pollination Syndrome: How Plants Attract Pollinators o Pop Art Plants! o Propagating California Native Plants from Seed o Propagating Native Plants from Cuttings o Queer Ecology Walk o Reimagining Food Waste o Right Plant, Right Place o Santa Ana Winds and our Ecosystem o Shakespeare in the Garden o Sketching Native Wild Flowers o Sowing Seeds for Spring Wild Flowers o Spooky Native Plants of California o Story Time in the Garden o The Body Language of Trees - Walk & Talk o The Botany of Fire o Three-Part California Native Garden Design o Trees of Theodore Payne - Walk & Talk o Understanding and Adapting to Climate Change o Understanding Oaks: Walk & Talk o Vegetable Gardening and California Native Plants o Weather, Climate, and California Native Plants o Wildfire Community Preparedness o Wildflower Inks o Winter Solstice Plant Walk o Wreath Making with California Native Plants o 加州本地植物介绍 (Intro to Native Plants - Mandarin) Item 7-A
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Packet Pg. 1979 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 1 May 5, 2025
To: Santa Monica Airport Conversion (SMAC) Team
Letter of Interest (LOI)
Proposed Racquet Sports Complex (Tennis, pickleball, paddle tennis and padel) proposed with a Racquet Ramada (open air for socializing) and an El Cobertizo (The Shed) to act as possible snack shop, racquet and ball rentals, ball purchases, instructor and clinic information and its walls constantly showing how to serve, score and play each of the four racquet sports or showing live/video of people playing any of the four racquet sports.

From: Elizabeth Van Denburgh
Managing Principal
Van Denburgh Consulting Group
837 Lincoln Boulevard, Unit 11
Santa Monica, CA 90403

1. Introduction and Public-Private Partnerships
Van Denburgh Consulting Group (VDCG) is a people-based consulting firm specializing in change and project management with strong survey, interviewing and facilitation skills. Our work will begin with clear objectives and ends with actionable results. In this proposal, we outline how we will work the SMAC team to define the vision, metrics, court and infrastructure mix, potential funding and operations for a successful Racquet Sports Complex.

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Packet Pg. 1980 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 2 proposed racquet sports e.g., Santa Monica Pickleball Club (pickleball), USTA (tennis and paddle tennis), US Padel Association as well as Santa Monica Parks & Recreation Commission, local tennis, pickleball and paddle tennis instructors, public and private schools in Santa Monica, and surveys of Santa Monica tennis, pickleball, padel and paddle tennis players. We would work with all the above stakeholders to discuss and identify possible Public-Private Partnerships. As well, we would contact the top three providers of equipment in each racquet sport and discuss Public-Private Partnerships with them.

2. High-Level Description of Proposed Project
This proposed complex would include tennis courts that can also be used for pickleball (four courts per tennis court with additional striping and mobile nets), pickleball courts that can be used for paddle tennis courts which was renamed to POP Tennis without a lot of uptick of that nomenclature by players (with additional striping and mobile net for pickleball) and the development of padel courts, the walled version of paddle tennis. Why all four? • Tennis is the historical basis for the other three racket sports. • Pickleball is the most accessible, easy to learn (possibly except for the scoring), very popular and lowest cost for start-up and ongoing play.
• Padel will be a growth racquet sport in the next ten years and will need public courts to support that growth for highly athletic racket players given you play balls off the walls.

As well, this sport will draw “want to be” i.e., hottest sport in Europe padel players but will also interest spectators who will be drawn to the speed and athleticism of the game as well as the ease to watch the players i.e., players are in a glass box and spectators are all around watching.
• Paddle tennis is the in-between game between tennis and pickleball; it uses a deadened tennis ball and is played with a wooden, perforated racket like what is used in padel.

Paddle tennis will draw people who have played tennis and enjoy hitting a tennis ball vs. a wiffle ball as used in pickleball and may want a smaller court and faster game as much of this racquet sport is played at net.

The three racket sports of padel, paddle tennis and pickleball all use shorter nets than tennis (various size for each) but most of the play is by doubles teams. Tennis continues to be a singles and doubles racquet sport. The racquet sports of tennis, padel and paddle tennis use the same scoring.

It is not anticipated that any current structures could be used unless an existing building that is near the courts and could function as The Cobertizo (The Shed -- see Community Benefits). It is possible that existing concrete or asphalt could be used for younger children lessons and play since they can more easily learn on smaller courts.

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Packet Pg. 1981 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 3 Obviously, we are proponents of active use of the land. We would take the land acreage that will be part of the final framework for a Racquet Sports Complex and work with that. Key concepts and deliverables of our approach:
• Document current state of Santa Monica racquet sports infrastructure including all tennis courts, padel courts, paddle tennis courts and pickleball courts (except for any courts owned by private individuals), current users and times of availability to each user group and utilization of those courts from existing records or a time-utilization study of a week.
• Conduct, analyze and summarize surveys of Santa Monica pickleball, tennis, padel and paddle tennis users
• Utilize heuristics to project probable use of distinct types of courts acknowledging a known high demand from discussion with Santa Monica locals e.g., high demand by pickleball players that is not being met at Memorial Park, high demand for tennis courts for children to learn (grade school, high school and college) with an understanding that the excitement and adventure of learning a new sport such as padel or paddle tennis can be a draw for young and inexperienced players to a sport they have never heard of. • Develop two operational aspects of each racket sport e.g., daily reservations vs. open play
• Develop an options portfolio and develop proforma financials for top four options (racquet sports complex options only) determined by the SMAC team to be prioritized based on criteria we will collaborate with them to determine • Present top three options for the complex, obtain public comment and update options as necessary for final selection by the SMAC team

3. Community Benefits
The benefits of community wellness and health will be a top priority as well as the effectiveness of the operations e.g., availability of courts on an equitable basis, and have courts utilized as much as possible. Another community benefit would be working toward community socialization e.g., having significant open play for people who either don’t know the game or are new to the community, having demonstrations of padel and paddle tennis to invoke interest in new sports which might spark a desire to get back on the court. An additional element to the Racquet Sports Complex would be to have an open air Racquet Ramada that could be a place for people to gather, with healthy snacks via vending machines or a snack bar as part of El Cobertizo (see next sentence), before or after playing.

In addition, El Cobertizo (The Shed in Spanish) in or next to the Racquet Ramada could provide rental racquets, rental balls (for pickleball, padel) and balls for purchase (tennis, paddle tennis) for all the racquet sports. Weatherproof monitors on the outside of El Cobertizo would have instructional videos on the walls that show and explain how to serve, score and play each of the racquet sports. As part of El Cobertizo, there could be ways to Item 7-A
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Packet Pg. 1982 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 4 contact instructors and to sign up for clinics with instructors. Key messaging would be that you don’t have to know how to play to come to the Racquet Sports Complex. You come to El Cobertizo and learn and watch videos about any of the racquet sports. Community could be built for each racquet sport e.g., learn from the pickleball pros -- gathering to watch matches of the Professional Pickleball Association (PPA) or Association of Pickleball Players (APP), putting together and running an “open padel tournament” where anyone can play or having a round robin doubles tennis paddle tournament. The Racquet Ramada could also be a table-tennis location with tables and again rental of table-tennis racquets and purchase of balls being managed by El Cobertizo. Finally, the Raquet Sports Complex will need bathrooms. With those amenities, why not define and figure out how to construct and hold yoga sessions in an open air Yoga Ramada/Palapa nearby? Who needs to fly to the Maya Rivera when you have this kind of yoga amenity at the park?

4. High-level Financial Plan Summary
The definition phase of the Racquet Sports Complex would be performed by Van Denburgh Consulting Group and its associates. We would upon further discussions, bid a time and materials contract with hourly rates from $100/hour to $300/hour. The bid would include scope, objectives, deliverables, workplan and estimated hours for each deliverable. A fixed price bid could be discussed with further information and commitment from the SMAC team.

It would be difficult to determine the cost associated with the many racquet sports courts that could be built until the mix of courts is determined in the definition phase. The existing cost of each court cost (without knowing what grading, ground preparation and compaction as well as any permitting or licensing costs) is as follows:
• Tennis court – Los Angeles: Range from $40,000 to $100,000 with an average cost of $65,000 remembering with added lines and four mobile pickleball nets (range of $200 - $2,000 given durability of net) you can add four pickleball courts to a tennis court
• Pickleball/Paddle Tennis court – Los Angeles: $28,000 to $38,000 with an average of $33,000. With additional lines and net adjustment, you can play paddle tennis on this court i.e., there are efficiencies to be gained by having pickleball and paddle tennis courts enabled to be used by both sports.
• Padel court – Los Angeles: $24,000 to $65,000 with an average of $45,000.

The mixture and additions needed e.g., pickleball nets for tennis court option will be dependent on the final decision about how many courts will be built at the Racquet Sports Complex.

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Packet Pg. 1983 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) 5 5. High-level Timeline
The definition project we have outlined above will take a year given the number of stakeholders, public-partner discussions and reviewing options with analyses of public comments regarding the distinct options that will be presented.

After the decision around the definition of the number and type of racquet sports courts then the development and on-going operations must be addressed e.g., reservation system needed?, is there a Raquet Ramada defined?, did El Cobertizo make the mix for education, rental, connection to instructors and clinics and snacks provision?, maintenance of the courts and Raquet Ramada will need to be determined as a separate construction and operations start-up project. We do not need to tell you about the volatility of construction and operational projects in the future with respect to federal and local issues.

6. Additional Information about Feasibility and Community Benefits The definition project is very feasible since it is a project that will have objective(s), deliverables and a workplan that can be done in a year. The feasibility of developing the infrastructure is not as clear. A single construction project for all the racquet courts at once would conceptionally be the most cost effective but it remains to be discussed and agreed upon what Public- Private Partnerships can be established. One racquet sport may have a Public-Private partnership and another does not. It is unknown at this point.

With respect to community benefits, we would recommend two or three metrics that can be easily tracked to determine if you are achieving those benefits. If you set specific targets, then you can report trending and focus on issues that are not trending to the targets. Again, this is something we can help the SMAC with and they will need to be the final approval of the appropriate metrics.

We understand that this is a high-end discussion of a very exciting project. We look forward to your questions, comments and issues with respect to the racquet sports complex.

Respectfully,
Elizabeth Van Denburgh
Van Denburgh Consulting Group
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Packet Pg. 1984 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) VIP Rallies: Santa Monica Airport Raceway Proposal
Prepared by: Seedlings Inc., Joseph DiRosa
Purpose: Temporary Conversion of Santa Monica Airport for Motorsport, Entertainment, Car Shows, and Filming Post-2028 Closure Overview
VIP Rallies, under Seedlings Inc., proposes transforming the Santa Monica Airport’s 3,500-foot runway and existing hangar facilities into a temporary motorsport, entertainment, car show, and filming venue after the airport’s closure in 2028. The initiative will host 1/4-mile and 1/2-mile drag racing events, car shows, and serve as a filming location, drawing motorsport enthusiasts, families, tourists, and media production companies. The project aligns with the City of Santa Monica’s redevelopment timeline by using temporary, reversible setups.

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Packet Pg. 1985 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Project Details
● Event Concept
● Host 1/4-mile and 1/2-mile drag racing events on the airport’s 3,500-foot runway.
● Organize car shows showcasing classic, exotic, and custom vehicles to attract automotive enthusiasts and families.
● Offer the runway and hangars as a filming location for commercials, movies, TV shows, and automotive media content.
● Include family-friendly entertainment, such as live music, food trucks, and interactive exhibits, to broaden appeal.
● Operate as a seasonal or periodic event series to maximize attendance and minimize site impact.
● Infrastructure Utilization
● Runway: Use the 3,500-foot runway for racing and as a filming backdrop, with temporary modifications (e.g., safety barriers, timing systems, spectator areas, or set pieces) that are easily installed and removed. ● Hangars: Repurpose for event operations, including VIP lounges, merchandise stalls, food and beverage areas, car prep zones, car show displays, and filming production hubs.
● Temporary Facilities: Install portable restrooms, seating, and shade structures for attendee comfort, with additional setups for filming crews as needed.
● Economic Model
● Revenue Streams:
● Entrance fees for spectators (tiered pricing for general admission, VIP access, and family packages for races and car shows).
● Sponsorships from automotive brands, local businesses, and motorsport-related companies.
● Food and beverage sales, including a temporary or semi-permanent liquor license to serve alcohol (e.g., beer and wine) in designated areas.
● Merchandise and vendor fees from automotive and lifestyle brands. ● Car Show Fees: Entry fees for car show participants and additional ticket sales for premium car show events.
● Filming Revenue: Rental fees for production companies using the runway, hangars, or surrounding areas for filming, with potential for recurring contracts with automotive media or Hollywood studios. ● Cost Management:
● Utilize existing infrastructure to minimize setup costs. ● Partner with local vendors and contractors for cost-effective operations.

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Packet Pg. 1986 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) ● Ensure all modifications are deconstructible to align with future redevelopment.
● Target Audience
● Motorsport enthusiasts (racers, car clubs) for racing and car shows. ● Families and general public attending car shows and entertainment events. ● Tourists visiting Santa Monica, drawn by motorsport, car shows, or the site’s filming fame.
● Media production companies seeking a unique, accessible filming location near Los Angeles.
● Local residents interested in community events and economic revitalization. ● Community and Economic Benefits
● Boost local tourism through racing, car shows, and filming activities, benefiting hotels, restaurants, and businesses.
● Create temporary jobs for event staff, security, vendors, logistics, and filming support crews.
● Enhance Santa Monica’s profile as a hub for motorsport, automotive culture, and media production.
● Provide a controlled environment for motorsport, reducing illegal street racing. ● Alignment with City Plans
● Adheres to post-2028 airport closure plans by using temporary, reversible setups.
● Schedules events and filming to complement the city’s redevelopment timeline.
● Collaborates with city officials for permits (noise, safety, alcohol, and filming) and environmental compliance.
● Implementation Timeline
● 2026-2028: Engage city officials, secure permits, and plan events and filming logistics.
● 2029: Launch pilot racing events, car shows, and initial filming contracts, refining operations based on feedback.
● 2030 and Beyond: Scale up event frequency and filming bookings based on demand, operating until redevelopment begins.
● Sustainability and Safety
● Implement eco-friendly practices (recycling, EV charging, sustainable vendors).
● Ensure safety with professional race oversight, emergency services, and crowd control.
● Mitigate noise with temporary sound barriers, especially for filming and car shows.

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Packet Pg. 1987 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Conclusion
The VIP Rallies Santa Monica Airport Raceway proposal leverages the airport’s infrastructure for racing, car shows, filming, and entertainment post-2028. By adding car shows and filming as revenue sources, Seedlings Inc. enhances the project’s economic viability and appeal, delivering benefits to the community while respecting the city’s redevelopment plans. We look forward to collaborating with the City of Santa Monica to execute this vision.

Seedlings Inc.

Joseph DiRosa
310-770-5171
[email protected]
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Packet Pg. 1988 Attachment: Letter of Interest (6638 : Santa Monica Airport Conversion Project (SMACP) Preferred Scenarios Review (90 mins)) Santa Monica Airport Conversion Project
Presentation to
City Council
July 8, 2025
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Packet Pg. 1989 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 2 Agenda

1. Review Results from Phase 3a

2. Discuss Economic Ideas

3. Provide Direction on Next Steps, Phase 3b
Purpose of Tonight’s meeting
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Packet Pg. 1990 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 3 Agenda

1. Adopt a finding that the recommended actions herein do not constitute a project subject to the California Environmental Quality Act (CEQA) and are exempt under CEQA Guidelines Sections 15262, 15306, and 15062;

2. Hold a study session to review and comment on the potential feasibility of the three planning scenarios and review community feedback from the engagement activities; and

3. Provide direction to staff on how to proceed with respect to Phase 3b, the development of a Preferred Scenario, and the community engagement activities.

Recommended Actions
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Packet Pg. 1991 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 4 Agenda

1. Identifying elements to
include in Phase 3b

2. Time to understand
financing tools

3. Day 1 planning and
Preferred Scenario
Why now?
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Packet Pg. 1992 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 5 Santa Monica Airport Conversion Project:

There really is only one question…
Should the Preferred Scenario include any uses
requiring a future ballot measure under Measure LC or
not? If so, should any housing be included?
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Packet Pg. 1993 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 6 Santa Monica Airport Conversion Project:

Three Potential Pathways
● Direct staff to explore:
○ Option 1: Only uses that do not require a vote
○ Option 2: Uses that would require a vote but not housing ○ Option 3: Uses that would require a vote including housing Item 7-A
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Packet Pg. 1994 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 7 Project Overview
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Packet Pg. 1995 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 8 The Airport Site Total Area: 191.6 Acres
AREAS
Park Area 8 ac
Buildings 39 ac
Airport, Roads, Parking 142 ac
SMC 3 ac
TOTAL 192 ac
AREAS
Park Area 8 ac
Buildings 39 ac
Airport, Roads, Parking 142 ac
SMC 3 ac
TOTAL 192 ac
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Packet Pg. 1996 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 9 Santa Monica Airport Conversion Project Timeline
The CEQA process is AFTER this scope of work >>>

DESIGN PHASES

ENGAGEMENT PHASES
PHASE 1:

Charting the
Course
PHASE 2:

Discovering
the Place &
Setting the
Stage
PHASE 3B:

Defining the
Future of
Place:

Preferred
Scenario
PHASE 3A:

Defining the
Future of
Place: 3
Scenarios
PHASE 4:

The Path
Ahead
PHASE 5:

Preferred
Scenario Plan
Vision Book ● Project Kick-off ● Alignment ● Document Review ● Future Needs & Desires ● Existing Conditions
Analysis ● Opportunities &
Constraints ● Guiding Principles
Draft ● Layers Survey ● Three Scenarios ● CoMap Tool ● Preferred Scenario ● Preliminary Phasing ● Funding Analysis ● Final Vision Book to be used for
future phases of
work ● Implementation
Plan
We’re here
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Packet Pg. 1997 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 10 Community Engagement Summary
87 Public
meetings
(17 in Phase 3a
alone)
20 Small Group
Discussions, +370
Participants
Project Website
+50,000 total views
10 Pop-up
Events
Virtual Education
Sessions
+6,500 total views
4 Online Surveys
+12,100 responses
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Packet Pg. 1998 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 11 Guiding
Principles
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Packet Pg. 1999 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 12 VES 4
Phase 3a Community Engagement
Design
Layers
Draft
Scenarios
Phase 2
Engagement
Summary
Survey 3A
collects community
preferences and
priorities on layers
Pop-up
Events
5/17
Community
Event 3
Survey 3B
collects community
feedback on
scenarios
B&C
Meetings
City
Council
(July 8th)
Design Layers & Scenarios We’re
here!
Council
Direction
Phase 2
Next steps & Guiding
principles
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Packet Pg. 2000 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 13 Project Layers Study
Evaluating parts of a master plan
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Packet Pg. 2001 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Item 7-A
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Packet Pg. 2002 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) C
A
Proposed Road
Proposed Pedestrian & Bike Paths (Primary)
Proposed Pedestrian & Bike Paths (Secondary)
Proposed Primary Gateway
Proposed Secondary Gateway
Layer 1: Connectivity and Mobility
Community members expressed interest in limited vehicular connectivity through the site and a pedestrian/bike mobility network that meanders through the site with several
gateways into the site at strategic locations.

D
B
Preferred Option
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Packet Pg. 2003 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) C D
A B
Layer 2: Water and Topography
Community members expressed interest in a site that features visible and usable water. Overall, water systems that are connected and traversing the entire site were most popular. Options that featured more distributed and nuanced topography were more popular than centralized schemes.

Preferred
Option
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Packet Pg. 2004 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Layer 3: Ecology & Passive Uses
Community members were most interested in integrating ecology and passive uses with other uses on site. Options that expressed a more fluid/natural organization of these uses were preferred over more rigidly designed places.

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Packet Pg. 2005 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Layer 4: Active Park Uses
Community members communicated preferences for a site that balances active park and recreation uses with other kinds of uses. They generally preferred options that scattered these uses around the site or organized them around a connected loop.

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Packet Pg. 2006 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Layer 5: Housing
*Housing development would require a vote
pursuant to Measure LC
Community members were divided on whether or not they would like to see housing on the future site. While options that showed no housing or the smallest amount of housing demonstrated interest over options that showed more, the survey questions showed a split for the support highlighting that housing remains a deeply polarizing issue within the community.

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Packet Pg. 2007 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Layer 6: Revenue Generation
Park program, rewild &
leasable park program
Recreation on the runway
Adaptive reuse
Park/recreation space
Revenue generating uses
Community members expressed interest in a balanced approach to revenue generation on site that maintained some existing facilities for adaptive reuse while integrating new development areas along site edges and corners. Overall, community members preferred a future site with lower overall costs, requiring less on-site revenue generation, as compared to a site with high overall costs and high revenue generation needs.

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Packet Pg. 2008 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 21 Create Scenarios
Test fits using compiled layers
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Packet Pg. 2009 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Scenario Framework
The Three Scenarios are intentionally
different from one another to identify
tradeoffs and find areas of consensus
The Preferred Scenario will not be one of
these scenarios but a hybrid of the parts
and pieces that have community support,
Council direction, achieve project goals,
feasibility, and a realistic implementation
pathway
CoMap allowed respondents to pinpoint
the specific areas that they supported or
found challenging and used the scenarios
as tools for conversation
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Packet Pg. 2010 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Scenario 1: Reuse, Restoration and Resilience
AREAS
Park Area 132 ac.

Buildings 35 ac.

Deveopment Area 0 ac.

Airport, Roads, Parking 22 ac.

SMC 3 ac.

TOTAL 192 ac.

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Packet Pg. 2011 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Scenario 2: Weaving Park and Community
AREAS
Park Area 102 ac.

Buildings 30 ac.

Deveopment Area 40 ac.

Airport, Roads, Parking 17 ac.

SMC 3 ac.

TOTAL 192 ac.

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Packet Pg. 2012 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Scenario 3: Growing Park, Growing Community
AREAS
Park Area 114 ac.

Buildings 13 ac.

Deveopment Area 46 ac.

Airport, Roads, Parking 16 ac.

SMC 3 ac.

TOTAL 192 ac.

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Packet Pg. 2013 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) CoMap Survey
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Packet Pg. 2014 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Active Park Uses

KEY TAKEAWAYS FOR THIS LAYER

1. Strong support for active amenities:

Many residents favor sports courts,
recreational fields, playgrounds, and
flexible spaces that promote familyfriendly and community-oriented activities.

2. Interest in leasable and free-use
options: Community members
appreciate a mix of publicly
accessible and leasable facilities to
support both everyday use and
organized programming.

3. Desire for balance with passive
space: Some residents prefer quieter,
nature-focused areas and express
concern about over-programming
and losing open, shaded green space.

4. Amphitheater and parking
concerns: A number of respondents
question the size of the amphitheater
and worry that parking infrastructure
may displace natural or recreational
areas. Scenario 1 Scenario 2 Scenario 3

APPROVE DISAPPROVE
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Packet Pg. 2015 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Summary of Results
Scenario 1
Scenario 1 was the
preferred option for
two layers as it
included no housing
and only adaptive
reuse for revenue
generation.

Scenario 2 Scenario 3
Scenario 2 was the
preferred option for
connectivity and
mobility, water and
topography, ecology
and passive uses,
and active park uses.

Scenario 3 was not
the preferred option
for any of the project
layers.

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Packet Pg. 2016 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) DIVERSITY OF SECTORS:
• Recreation and athletics (such as surf parks, aquatics facilities, multi-sport complexes, racquet sports, and playgrounds), • Arts and culture (including amphitheaters, artist
villages, museums, and immersive storytelling experiences), • Housing and mixed-use development, • Environmental sustainability and ecological restoration (ranging from native plant centers and regenerative agriculture to biomimicry-based design), • Education and youth programming (including STEM hubs, adventure learning, and community schools), and • Mobility and innovation (e.g., electric aviation, carfree urbanism, and VR pilot training).

Letters of Interest (LOIs) received
Letter of Interest (LOI)
*Representing a wide range of ideas, ambitions and
financial models
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Packet Pg. 2017 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 30 Park Funding Approach
Understanding Capital and Operational
Costs of Parks
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Packet Pg. 2018 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 31 Current Airport Finances
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Packet Pg. 2019 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 32 HR&A is evaluating potential capital and operating funding sources and financing mechanisms to ultimately develop a funding strategy for the preferred scenario.

This analysis assumes that the City General Fund is not anticipated to be a source for new capital or operating revenue.

Capital Funding Strategy 1 How to pay for construction of the park? 2 Operating Funding Strategy
How to pay for park operating & maintenance costs?
3 Economic & Fiscal Benefit
What other economic and fiscal benefits should be accounted for? HR&A’s Role: Park Economics
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Packet Pg. 2020 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 33 $497
$65M
$161M
$40M
$142M
$68M
$26M
Costs to build parks (capital costs) vary depending
on context; design; required infrastructure; intensity
and type of use; and more.
*Note: Capital costs are adjusted to 2024 dollars.

Los Angeles State Historic Park
Brooklyn Bridge Park
Sarasota Bay Park
Wilmington Waterfront Park
Memorial Park Santa Monica
(Phase 1&2)
Scissortail Park
Shelby Farms
Los Angeles State Historic Park $0.8M
Park Capital Costs
Capital Costs
Park Total Capital Cost per Acre
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Packet Pg. 2021 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 34 Operators of urban parks need to plan for significant ongoing operating and maintenance costs, which vary
depending on activation and use.

Santa Monica’s Clover Park
Operating Costs
$32M
$14M
$148M
$4M
$14M
$7M
Brooklyn Bridge Park
Sarasota Bay Park
Central Park
Los Angeles State Historic Park
Santa Monica Public Landscape
Division
Scissortail Park
Limited to
landscaping &
irrigation at
parks only
Park Total
Park Operating Costs
Operating Cost per Acre
*Note: Operating costs are adjusted to 2024 dollars.

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Packet Pg. 2022 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 35 Operating Cost Considerations
To operate and maintain a
park takes more than just
cutting the grass. To have a
space that community
members feel safe in and
want to use includes many
divisions and Departments
in the City such as:

Programming
and Activations
•Recreation and Arts
(RAD)
•Recreation •Cultural Affairs
Build, Operate,
Maintain
•Public Landscape
• Architecture
• Engineering
•Water Resources
•Resource Recovery
and Recycling (RRR)
Connectivity
• Department of
Transportation (SM
DoT)
•Mobility
Regulatory
Frameworks
•City Attorney
•Community Development •Planning
Public Safety
•Police Department
(SMPD)
• Fire Department
(SMFD)
•Office of Emergency
Management (OEM)
• Information Services
(ISD)
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Packet Pg. 2023 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 36 Tempelhofer Feld Berlin Key Precedent
● Airport Closure 2008
● Reopened as Tempelhofer Feld on May 8,
2010, immediately becoming a popular
public park with ~235,000 visitors over
opening weekend
● Large scale protests, like 2009, and
occupation attempts have highlighted
policing and public safety challenges
● Ongoing closures: Phased building &
landscape areas remain closed during
renovation through end of 2026.
● Public dialogue launched July 3, 2024, to
explore balanced future use including
potential peripheral development to help
finance park construction & operations.
● New Design Competition 2024-2025. ● The future strategy aims to balance heritage, sustainability, creative reuse, and
selective development—guided by public
input, legal safeguards, and financial
practicability.

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Packet Pg. 2024 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 37 Capital or Considerations:

Operating
Revenue Source
Source
Imposes new
taxes or fees
Foregoes General
Fund Revenue
Approval Requirements
Public Funding
Requires 2/3 approval of No Yes
registered voters.

General Obligation Bond (GO Capital Bond)
Federal, State, and Regional Capital NA No No
Grants
We do not anticipate philanthropy to be a significant source of capital or operating revenue.

Philanthropy Both
Earned Revenue
Operating NA No No
Revenue
Existing Airport Lease Revenue
Operating NA No No
Revenue
Income-Generating Programs
HR&A is assessing potential funding sources and financing mechanisms which could be combined to develop a feasible funding strategy.

Additional information is available in Attachment H of the Staff Report.

Funding Sources and Mechanisms
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Packet Pg. 2025 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 38 Capital or Considerations:

Operating
Revenue
Source
Source
Imposes new taxes
or fees
Foregoes
General Fund
Revenue
Approval Requirements
Real Estate & Value Capture
Requires a vote by local elected Yes No
officials.

Enhanced Infrastructure Capital
Financing District (EIFD)
Requires 2/3 approval of registered No Yes
voters.

Mello-Roos Community Both
Facilities District (CFD)
Depends on the
financing tool used.

Requires a vote by local elected Yes
officials.

Climate Resilience District Both
Requires 50% in favor on a public Yes No
ballot measure to allow uses other
than parks and recreation.

Operating
Revenue
Ground Lease
Requires 50% in favor on a public Yes No
ballot measure to allow uses other
than parks and recreation.

Land Sale Capital
HR&A is assessing potential funding sources and financing mechanisms which could be combined to develop a feasible funding strategy.

Additional information is available in Attachment H of the Staff Report.

Funding Sources and Mechanisms
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Packet Pg. 2026 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 39 To fund Santa Monica’s great park, there will be trade-offs and costs borne by the city and the community, with varying benefits. Potential Benefits Funding Strategy Approach
Potential Trade-offs • Forego some General Fund revenue • Allow uses other than parks and recreation • Impose new taxes or fees on
property owners • Require a public vote to approve • Prompt Surplus Land Act process (potential delays) • Extend timeline to secure funds and realize vision • Reduce park scope on site • Require LA County or LA City partnership • Ensure long-term financial stability for the
park • Generate new revenue to the General
Fund • Speed up project timeline • Provide more free programming at the park • Create a new neighborhood
at the park • Address City priorities and goals • Create new jobs and spending in the city • Generate upfront capital to begin park construction
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Packet Pg. 2027 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 40 Conclusions &
Recommendations
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Packet Pg. 2028 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 41 Planning for Day One and “One Day”
Day One
Access & Activate
Expand Activities
Encourage Regular Use
Transition to Park
Integrate Permanent
Features
One Day
Realize the Vision
Start with Nature Inspire Wonder Balance Economics Amplify Versatility Celebrate Place Item 7-A
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Packet Pg. 2029 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Next Steps after Today Agenda
What is coming in Phase 3b? ● Develop an initial preferred scenario based on Council feedback tonight ● Vet scenario funding and feasibility ● Explore interim open space uses ● City Council Review in Fall of 2025 Item 7-A
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Packet Pg. 2030 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 43 Santa Monica Airport Conversion Project:

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Packet Pg. 2031 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 44 Santa Monica Airport Conversion Project:

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Packet Pg. 2032 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 45 Agenda Recommended Actions

2. Hold a study session to review and comment on the potential feasibility of the three planning scenarios and review community feedback from the engagement activities; and

3. Provide direction to staff on how to proceed with respect to Phase 3b, the development of a Preferred Scenario, and the community engagement activities.

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Packet Pg. 2033 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 46 Thank you!
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Packet Pg. 2034 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Scenario Park Area Scenario 1 Scenario 2 Scenario 3
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Packet Pg. 2035 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Scenario Park Area: Scenario 1
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Packet Pg. 2036 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Scenario Park Area: Scenario 2
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Packet Pg. 2037 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Scenario Park Area: Scenario 3
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Packet Pg. 2038 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 51 Measure LC Flowchart
If all or part of the Airport land is
permanently closed to aviation use, no
new development of that land shall be
allowed until the voters have approved
limits on the uses and development
that may occur on the land. However,
this section shall not prohibit the
Council from approving the following
on Airport land that has been
permanently closed to aviation use: the
development of parks, public open
spaces, and public recreational
facilities; and the maintenance and
replacement of existing cultural, arts
and education uses.

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Packet Pg. 2039 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Question 8 (3038 out of 6173 answered)
Considering the potential future role of the airport site as a place for a variety of activities, which of these potential programs would you MOST LIKE TO SEE take shape on the Santa Monica Airport site? # of
Responses Rank Park Use
1 Multi-use paths (walking, cycling) 1,828
1,582 Gardens (e.g. botanical garden, pollinator/butterfly garden) 2 3 Urban Forest 1,512
4 Nature park/reserve 1,320
5 Arboretum 1,236
1,212 Grassy enclaves/knolls (e.g.
picnicking, yoga)
6 7 Cafe 1,204
8 Adventure playground 1,099
9 Wildlife habitat/ecological park 1,082
10 Dedicated biking trails 1,076
1,061 Multi-use fields (lacrosse, rugby, field
hockey, soccer, football, etc.)
11 12 Wildflower meadow 1,032
13 Constructed wetlands/ponds/lake 1,011
# of
Responses Rank Park Use
14 Aquatics center/public pools 945
15 Outdoor Amphitheater - Small 903
885 Unprogrammed/flexible fields (e.g.
frisbee, kite flying)
16 839 Nature-based flood
protection/stormwater gardens
17 18 Dedicated running/walking loop 837
796 Market (farmers’, local maker,
specialty goods)
19 20 Dog park 679
21 Food Hall/Food Truck Space 631
22 Community Garden 630
23 Outdoor movie screening space 625
605 Water feature (e.g. splash pad,
fountain, duck pond)
24 25 Family Friendly Beer Garden 600
26 Community Farm/Orchard 579
Could/would require a
vote pursuant to Measure LC
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Packet Pg. 2040 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Engagement Summary | Comment Cards
Could/would require a
vote pursuant to Measure LC
# of
Responses Rank Park Use
27 Basketball Courts 565
28 Tennis Courts 552
29 Pickleball Courts 550
537 Public pick-up games (e.g. bocce,
bean bag toss, table tennis, etc.)
30 526 Flexible Lawns & Plazas for
Community Events
31 32 Sculpture Garden/Walk 507
33 Outdoor Amphitheater - Large 489
34 Restaurant 474
35 Adventure/Ropes Course 471
36 Recreation Center 466
37 Baseball/softball diamonds 455
38 Outdoor fitness equipment/circuit 453
39 Housing 442
# of
Responses Rank Park Use
418 Water-based activities (e.g. kayaking/SUP, fishing) 40 41 Youth Center 414
42 Senior Center 407
43 Nature educational center 403
44 Rock climbing wall 396
381 Educational interpretive walk with
signage
45 46 Daycare 369
47 Murals 324
48 Library 322
49 Art Galleries 314
313 50 Indoor sports venue
51 Community/Cultural center 312
52 Skate park 309
Question 8 (3038 out of 6173 answered)
Considering the potential future role of the airport site as a place for a variety of activities, which of these potential programs would you MOST LIKE TO SEE take shape on the Santa Monica Airport site? Item 7-A
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Packet Pg. 2041 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Engagement Summary | Comment Cards
# of
Responses Rank Park Use
308 Performance Center - Community
Theater
53 54 Chess 305
55 Ice rink 304
304 Interactive Installations (e.g. musical,
water, art)
56 57 Bird-watching & apparatus 296
58 Outdoor classroom 288
59 Bike pump track 284
273 Educational Institution (e.g. adult
learning center, community college)
60 61 Craft classroom 269
62 Cross-country course 260
63 Homeless service center 260
64 Commercial uses 254
# of
Responses Rank Park Use
248 Flexible space for traveling art shows/fairs
65 66 Outdoor Art Installations 248
67 Scenic overlook/viewing areas 237
68 Horseback riding area/stables 236
69 Wave/surf pool 234
70 Volleyball courts 233
71 Rentable pop-up food stall 227
72 Indoor event/concert venue 225
73 Airport historic interpretive walk 223
74 Futsal courts 222
75 Museum 216
76 Archery range 210
77 Interactive art themed playground 207
78 Event center 199
Question 8 (3038 out of 6173 answered)
Considering the potential future role of the airport site as a place for a variety of activities, which of these potential programs would you MOST LIKE TO SEE take shape on the Santa Monica Airport site? Could/would require a
vote pursuant to Measure LC
Item 7-A
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Packet Pg. 2042 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Engagement Summary | Comment Cards
# of
Responses Rank Park Use
79 Local Artists’ Studio 184
80 Disc golf course 180
81 Golf course 173
170 82 Aerial sports (e.g. zipline, trapeze, etc.)
83 Model airplane flying space 159
84 Lawn bowling 138
85 Retail pavilion 133
86 Non-aviation transit center 130
87 Clean tech incubator space 128
88 Mental health center 124
89 Community health center/clinic 122
90 Internal park shuttle 105
91 Remote controlled toy vehicle space 77
# of
Responses Rank Park Use
92 Incubator for small businesses 74
93 Hospital/Clinic 68
94 Inclusive food incubator 61
Question 8 (3038 out of 6173 answered)
Considering the potential future role of the airport site as a place for a variety of activities, which of these potential programs would you MOST LIKE TO SEE take shape on the Santa Monica Airport site? Could/would require a
vote pursuant to Measure LC
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Packet Pg. 2043 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP)

1. Strong support for connectivity:

Broad enthusiasm for linking the site
to Clover Park, neighborhoods, and
regional trail systems.

2. Prioritize active mobility:

Community favors pedestrian and
bike paths over roads, opposing
vehicle infrastructure that fragments
park space or disrupts its natural feel.

3. Transit-oriented approach:

Backing for features like a transit hub
and strategic traffic solutions that
reduce car dependence.

4. Reduce surface parking:

Preference for improved aesthetics through parking consolidation (e.g., garages) or transit access instead of large surface lots. Scenario 1 Scenario 2 Scenario 3
Mobility and Connectivity

APPROVE DISAPPROVE KEY TAKEAWAYS FOR THIS LAYER
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Packet Pg. 2044 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Scenario 1 Scenario 2 Scenario 3

APPROVE DISAPPROVE
Water and Topography

1. Natural aesthetics preferred:

Strong support for organic, flowing
water features over large,
engineered forms like rectangular
reservoirs.

2. Mixed views on size and space:

Some see large water features as
appealing or useful; others view
them as space-inefficient or
inappropriate given drought
conditions.

3. Interest in recreation: Many value
opportunities for swimming,
kayaking, and boating when
integrated thoughtfully.

4. Sustainability matters: Concerns
about water use and maintenance
drive support for eco-functional,
low-impact designs like wetlands
and green roofs.

KEY TAKEAWAYS FOR THIS LAYER
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Packet Pg. 2045 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Scenario 1 Scenario 2 Scenario 3

APPROVE DISAPPROVE
Ecology and Passive Uses

KEY TAKEAWAYS FOR THIS LAYER

1. Strong demand for naturefocused design: Broad support for rewilding, wildflower meadows,
urban forests, nature trails, and
regenerative landscapes throughout
the park.

2. Desire for distributed green
space: Community favors expansive
ecological areas integrated across
the site, rather than isolated
patches.

3. Mixed views on specific elements:

Some support lawns and overlooks
alongside natural habitats; others
raise concerns about features like
wetlands (e.g., mosquito risk).

4. Opposition to overdevelopment:

Concerns that commercial or
residential uses may undermine the
ecological and passive recreation
goals of the park.

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Packet Pg. 2046 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Scenario 1 Scenario 2 Scenario 3

APPROVE DISAPPROVE
Housing

KEY TAKEAWAYS FOR THIS LAYER

1. Widespread opposition to housing
in the park: Many respondents
referencing Measures LC believe
housing violates the public mandate
for a park-focused site, with over 200
explicit "no housing" comments.

2. Concerns about neighborhood
impacts: Key issues include traffic,
infrastructure strain, school capacity,
and loss of the site’s intended openspace character.

3. Recognition of the housing crisis:

Some support exists for deeply
affordable and workforce housing,
especially for teachers, healthcare
workers, and families.

4. Calls for nonprofit-led, familyoriented housing: Advocates emphasize permanently affordable
models with larger units, run by
mission-driven organizations rather
than market developers.

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Packet Pg. 2047 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Revenue Generation

APPROVE DISAPPROVE KEY TAKEAWAYS FOR THIS LAYER

1. Support for adaptive reuse and
cultural venues: Many favor revenue
from community events, performances,
and repurposed structures like the
Barker Hangar, alongside usersupported recreation centers.

2. Opposition to housing and largescale commercial uses: Strong resistance to relying on residential or
commercial development as a primary
funding source, citing concerns about
parkland loss and mission drift.

3. Preference for modest, parkcompatible amenities: Residents support food venues, event spaces, and
limited user fees—so long as they
enhance, not overwhelm, the park
experience.

4. Interest in alternative funding
strategies: Suggestions include public
grants, bonds, or endowments,
reflecting a desire for revenue without
compromising open space or access. Scenario 1 Scenario 2 Scenario 3 Item 7-A
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Packet Pg. 2048 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 61 Sustainability & Resilience Basis of Design

1. All scenarios include significant bodies of water that can be used for fire suppression

2. All scenarios seek ‘carbon positive’ park design

3. All scenarios prioritize low-water use planting strategies

4. All scenarios include native and adapted species, with a range of ecological design approaches.

5. All scenarios prioritize people-powered mobility

6. All scenarios seek net zero energy for the park

7. All scenarios seek net zero waste management for the park Item 7-A
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Packet Pg. 2049 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Project Layers Concept
Site design layers take a focused
look at each of the major systems
and uses that come together to
create a complete vision for the
future of the site.

The planning team has explored
different approaches to each of
these layers to understand potential
benefits, impacts, and trade-offs of
each potential direction.

Community input on the layers
served as the foundation for the
three test fit scenarios in Phase 3A.

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Packet Pg. 2050 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) SITE
90405
90404
90402 90403
90401
90291
90025
90049
90064
90066
93 zip codes
represented
Question 1 (3450 out of 4984 answered)
Which zip code do you currently reside
within?
Top Ten Zip Codes
90405 - 1207 responses (34.9%)
90403 - 531 responses (15.3%)
90404 - 432 responses (12.5%)
90066 - 214 responses (6.2%)
90402 - 207 responses (6.0%)
90401 - 171 responses (4.9%)
90064 - 90 responses (2.6%)
90291 - 83 responses (2.4%)
90049 - 43 responses (1.2%)
90025 - 39 responses (1.1%)
- - Approximate curve
representing the 2020 Census
Question 3 (3458 out of 4984 answered)
Which is your age range?
Question 4 (3457 out of 4984 answered)
What describes your racial/ethnic identity? - - Approximate curve representing the 2020 Census
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Packet Pg. 2051 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Test Fit Scenarios: Combining Layers
Scenario 1
Scenario 2
Scenario 3
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Packet Pg. 2052 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Scenario 1: Feasibility & Implementation
External Sources
Generated On-Site Sources
Public funding
External Sources
Revenue Generated On-Site
Public funding
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Packet Pg. 2053 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Scenario 2: Feasibility & Implementation
External Sources
Generated On-Site Sources
Public funding
External Sources
Revenue Generated On-Site
Public funding
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Packet Pg. 2054 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Scenario 3: Feasibility & Implementation
External Sources
Generated On-Site Sources
Public funding
External Sources
Revenue Generated On-Site
Public funding
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Packet Pg. 2055 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Workshop 3
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Packet Pg. 2056 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Workshop 3
215
event sign-ins
12 community
discussions
90405 61.3%
90404 8%
90066 8%
90402 8%
90403 5.3%
90064 4%
90291 2.6%
Community Event 3
Workbooks
Do you work
in Santa
Monica?
158
tour sign-ups
75 complete
workbooks
48 Online 27
In
person
Top Zip Codes of respondents
52% 29%
19%
No
Yes
Yes, and I own a business
What’s your
age range?
Under 18 years
18-24 years
25-34 years
35-44 years
45-64 years
65-84 years
85-99 years
6 | 8.2%
2 | 2.7%
1 | 1.3%
6 | 8.2%
28 | 38.3%
30 | 41.1%
0 | 0%
Under 45 years

20.1%
Over 45 years

79.9%
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Packet Pg. 2057 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Slide 69
3 @[email protected] @[email protected] transferring a comment from Amber on event sign ins - what do you think, "this is iwhere the participan clickers would have been really good. we have normally doubled this number as our anticipated folks. please report this consistently like the other events, which is the higher number I believe."
_Assigned to [email protected]_
Chris Hardy, 7/3/2025
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Packet Pg. 2058 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Active Park Uses
Question 4.1 Question 4.2 Question 4.3
Scenario 2 Scenario 2
44% 38%/38% 48%
Ecology and Passive Uses
Question 3.1 Question 3.2 Question 3.3
Scenario 2 Scenario 2 Scenario 2
58% 59% 62%
Revenue Generation
Question 6.1 Question 6.2 Question 6.3
Scenario 1 Scenario 1 Scenario 1
51% 53% 58%
Scenario 1/2
Water and Topography
Question 2.1 Question 2.2 Question 2.3
Scenario 2 Scenario 2 Scenario 2
59% 62% 63%
Housing
Question 5.1 Question 5.2 Question 5.3
Scenario 1 Scenario 1 Scenario 1
59% 57% 59%
Connectivity and Mobility
Question 1.1 Question 1.2 Question 1.3
Scenario 1 Scenario 2 Scenario 2
46% 49% 51%
Summary of Workbook Results
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Packet Pg. 2059 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 44%
Scenario 1
49%
Scenario 2
7%
Scenario 3
Connectivity and Mobility
Question 1.1 Question 1.2 Question 1.3
Scenario 1 Scenario 2 Scenario 2
46% 49% 51%
Connectivity and Mobility Workbook Results
Question 1.1
(61 responses)
Which scenario do
you like best for
moving through
the site without a
car?
Question 1.2
(55 responses)
Which scenario do
you like best for
driving and
parking within the
site?
Question 1.3
(57 responses)
Which scenario do
you like best for
getting into the
site?
46%
Scenario 1
43%
Scenario 2
11%
Scenario 3
33%
Scenario 1
51%
Scenario 2
16%
Scenario 3
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Packet Pg. 2060 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Sticky Note Comments
At Community Event 3 participants had
the opportunity to leave comments for
scenarios 1, 2, and 3.
sticky note comments
118 Scenario 1
148 Scenario 2
108 Scenario 3
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Packet Pg. 2061 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 1,257
total responses
Do you work in
Santa Monica?
46%
Yes
20%
Yes, and
I own a
business
27%
No
7%
Blank
35%
90405 10%
90403
9%
90404
25%
Blank 16%
All Other
Zip Codes
4%
90402
1%
90401
Zip Code of
Respondents
Age Groups of Respondents
CoMap Respondent Takeaways
17,832
icons placed
12,473
comments
Survey Respondents (self-identified)
City of Santa Monica Residents (Census Data)
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Packet Pg. 2062 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 74 Planning
Design &
Construction
Phased
Implementation
Complete
Gotham Park (NYC) Brickline (St. Louis, MO) The Bay Park (Sarasota) Brooklyn Bridge Park (NYC) Waterfront Park (Seattle) The Lawn on D (Boston) Great Park (Irvine, CA) The High Line (NYC)
HR&A is an economic and real estate consultancy with more than four decades of experience contributing to the planning and development of more than 130 open spaces, parks, and park systems.

The Beltline (Atlanta)
Silver Lake Reservoir (LA) Taylor Yard (LA) Manresa Island (Norwalk, CT) HR&A’s Park Experience
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Packet Pg. 2063 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 75 Takeaway
Any scenario for the site could have a feasible funding strategy, but each option will have clear trade-offs and costs that are shared by the City and community.

We request Council direction on the following: • Should the preferred scenario include any uses other than parks and recreation (e.g. housing) that would require a vote based on Measure LC? • Should the City remove any funding sources from this analysis? Next steps:

HR&A, in collaboration with the City and Sasaki, will: • Estimate annual operating expenses of the preferred scenario • Assess the potential capital and operating revenue potential of each funding source to develop a funding strategy for the preferred scenario • Analyze economic and fiscal impacts of the scenarios to compare the potential benefits Discussion & Next Steps
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Packet Pg. 2064 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Conclusions - Layers Engagement
Developing a Basis of Design
● Interest in curved,
‘naturalistic,’ or ‘biophilic’
forms and circulation
● Interest and active recreation
● Housing was divided. While
no housing ranked highest
rank — when asked about
types of housing, results
ranged between 43% to 53%
against any housing. ● Broad support for showcasing
diverse local ecologies and
use of introduced water.

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Packet Pg. 2065 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Conclusions - Scenarios Engagement
Developing a Basis of Design
● TBD
5 6
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Packet Pg. 2066 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Slide 77
5 @[email protected] After you populate the comap results, can you add your big takeaways here, like the previous slide? Chris Hardy, 7/1/2025
4 @[email protected] @[email protected] "Will need somethign that shows which parts of each scenario have support graphically. this can be here or in the CoMap section...but CC and the community need to see what was favored" _Assigned to [email protected]_
Chris Hardy, 7/3/2025
6 @[email protected] we need to list the pieces and parts that had the most consensus/ most support Chris Hardy, 7/3/2025
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Packet Pg. 2067 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Phasing will be critical
Developing a Basis of Design ● TBD
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Packet Pg. 2068 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Conclusions
There is a lot of passion in this
community, with strong advocates
for parks.

Housing creates the most debate
with affordable housing have the
most advocates.

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Packet Pg. 2069 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Conclusions
There is broad support for
restoring nature, passive and
restoration ecology programs,
health and wellness programs,
and active recreation. There is
significant support for arts.

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Packet Pg. 2070 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Conclusions
Any scenario for the site could have a
feasible funding strategy, but will
require combining funding sources and
financing mechanisms.

Each of these will have trade-offs and
costs that are shared by the City and
community.

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Packet Pg. 2071 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Purpose of Today
Community Input
Share community
engagement
conclusions with
Council
Council Guidance
Provide direction on key
questions to establish a
basis of design for
moving forward
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Packet Pg. 2072 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Adjusting Course Moving Forward
Authentic community
engagement processes
adapt and evolve in
response to community
input and feedback.

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Packet Pg. 2073 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) We aim to facilitate a
process that is true to
and transparent
about the complex
set of factors that go
into the work of
converting an airport
to future uses.

We have heard from
many in the
community that
some components
have been too
complex and too
difficult.

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Packet Pg. 2074 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) We hear these
concerns and we
are prepared to
adjust course.

In our next phase of
engagement, asks and
activities will be:
● More straightforward +
plainspoken
● Less time consuming
● Simpler (methods of
contributing input)
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Packet Pg. 2075 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Next Steps after Today
What is coming in Phase 3b?
● Initial 2 Illustrative Sketches
● A short 6-8 Questions Online Survey
● Development of a Preferred Scenario Plan
● Community Workshop 4 & Survey:

Vetting the Preferred Scenario Plan
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Packet Pg. 2076 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Next Steps after Today
What is coming in Phase 3b?
July 2025 August 2025 September 2025 October 2025
Two Sketches
Preferred Scenario
Vetting Preferred Scenario
Community Event 4
City Leadership Mtgs
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Packet Pg. 2077 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 88 Questions for Council
Should the design team consider uses
that would require a ballot measure
after the closure of the airport in the
plan?
If so, should the design team consider
housing?
If we are considering housing, what
should housing do for the park? 7
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Packet Pg. 2078 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Slide 88
7 Discuss
Chris Hardy, 7/3/2025
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Packet Pg. 2079 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 89 Parks can be expensive to build and to
operate and maintain.

Funding Strategy Approach
Takeaway
Any scenario for the site could have a
feasible funding strategy, but each option
will have clear trade-offs and costs that
are shared by the City and community.

Santa Monica’s Virginia Ave. Park
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Packet Pg. 2080 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Why are we talking
about housing?
At the outset, project messaging conveyed the
following:

This project will establish a preferred scenario for the conversion of the Santa Monica Airport, centered on
a great park (consistent with Measure LC), after its
anticipated closure at the end of 2028.

While not mentioned or listed as an option in any engagement activities, “housing” and “affordable housing” were among the top write-ins at in-person events and on the online survey.

PROJECT KICK-OFF
PHASE 1
In response to community interest, the planning team began offering housing as options in engagement activities.
● Housing ranked #39 out of 94 potential future uses selected by survey-takers in online survey 2A.
● Housing was the top write-in response to the question: What should we be focusing on to better integrate the airport site and its future use into the City and neighborhoods?
● When asked to provide feedback to the draft Guiding Principles, a significant number of community members provided comments asking to see the inclusion of housing and affordable housing in all five draft principles. ● Housing was the 8th most selected card (out of 14) within the Community Hub category of the BalanceBuilder game.

PHASE 2
Direction from the City Council:

The future site needs to be
economically self-sustaining—from
being built to being operated and
maintained

OUR CHARGE
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Packet Pg. 2081 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Mobility and Connectivity - What elements had support? ● Connection to Clover Park ● Multi-use path connection to Stewart Avenue ● Vehicular Connection to Park at S Centinela Ave ● Central Plaza with Grand Stairs ● Surface Parking near Airport Park Scenario 1 Scenario 2 Scenario 3 ● Transit Hub ● Connection to Clover Park ● North /South Vehicular Connection to 31st Street ● Waterside Walkway (Winding Multi-use Path ● Garage Parking near Hill & Nature Landscape ● Transit Hub ● North /South Vehicular Connection to 31st Street ● North/South Vehicular Connection to 25th Street ● Waterfront Promenade ● Surface Parking near Museum of Flying While this slide highlights elements that received support, we acknowledge that these same elements also faced disapproval and negative feedback from respondents. 7
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Packet Pg. 2082 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Slide 91
7 I think this is too much. It's hard to tell the difference between the Key Takeaways, and the Elements that Had Support.

The Elements that had support are perhaps details that don't need to be shared with Council, and are maybe more for the design team going forward?
Peter James, 7/7/2025
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Packet Pg. 2083 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Water and Topography - What elements had support?
● Municipal Reservoir*
● Urban Forest on Slopes (#3)
● Nature Trails (#1)
● Sloped Landscape (#6) Scenario 1 Scenario 2 Scenario 3 ● Terraced Water Feature (#24)
● Wetland Forest (#13)
● Pond (#13)
● Water Treatment Plant with Green Roof*
● Hill Garden/Natural Park & Reserve (#4)
● Lake with Water Activities (#13)
● Boat Ramp & Kayak Launch (#40)
● Aquatic & Recreation Center with Swimming Pool (#14 & #36) ● Waterfront Nature Park (#4)
The numbers next to each use (#) reflect the ranking
from Phase 2A online survey potential future park uses. Uses with an asterisk (*) are currently not among the top ranked uses, but mentioned multiple times in the
comments, and/or deemed mandatory for this site.

While this slide highlights elements that received support, we acknowledge that these same elements also faced disapproval and negative feedback from respondents.

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Packet Pg. 2084 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Ecology and Passive Uses - What elements had support?
● Rewild/Wildflower Meadow (#12)
● Community Farm/Garden (#22)
● Nature Trails (#1)
● Urban Forest on Slopes/Sloped Landscape (#3)
● Wild Garden (#2) Scenario 1 Scenario 2 Scenario 3
● Sculpture Garden (#32)
● Airport Park*
● Small Nature Playground (#8)
● Hill Garden/Natural Park & Reserve (#4)
● Canopy Walk/Rewilding (#1)
● Grassy Enclaves/Knolls (#6)
● Wetland Forest (#13)
● Indigenous Nursery*
● Hill & Nature Landscape (#4)
● Nature Adventure Play (#8)
● Imagination Playground (#77)
● Neighborhood Park*
● Event Lawn (#31)
● Open Lawn/Play Zone (#16)
● Native Garden (#2)
● The Woods & Nature Preserve (#4)
● Canopy Walk (#3)
● Sculpture Garden (#32)
● Hills and Overlook (#67)
● Nature Center (#43)
● Tree Plaza (#1)
● Waterfront Nature Park (#4)
The numbers next to each use (#) reflect the ranking
from Phase 2A online survey potential future park uses. Uses with an asterisk (*) are currently not among the top ranked uses, but mentioned multiple times in the
comments, and/or deemed mandatory for this site.

While this slide highlights elements that received support, we acknowledge that these same elements also faced disapproval and negative feedback from respondents.

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Packet Pg. 2085 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Active Park Uses - What elements had support?
● Rock Climbing Wall (#44)
● Leasable Sport Courts (#27-29)
● Leasable Recreational Fields (#11)
● Recreation Center (#36)
● Airport Park* Scenario 1 Scenario 2 Scenario 3
● Fitness Stations (#38)
● Small Nature Playgrounds (#8)
● Runway Recreation (bocce,
petanque, lawn bowling, gaming
tables) (#30)
● Free Recreational Fields (#11)
● Leasable Recreation Fields (#11)
● Leasable Recreation Center (#36)
● Imagination Playground (#77)
● Nature Adventure Play (#8)
● Airport Park Renovation/Sport Courts (#27-29)
● Event Landscape (Leasable Large Outdoor
Amphitheater & Free Lawn) (#33 & #31)
● Waterside Walkway (#1)
● Free Sport Courts (#27-29)
● Free Recreational Fields (#11)
● Aquatic & Recreation Center with
Swimming Pool (#14 & #36)
● Unprogrammed Flexible Field (#16)
● Outdoor Fitness Equipment & Skate Park
(#38 & #52)
● Renovated Airport Park Field (#11)
● Airport Park*
● Destination Adventure Playground (#8)
The numbers next to each use (#) reflect the ranking
from Phase 2A online survey potential future park uses. Uses with an asterisk (*) are currently not among the top ranked uses, but mentioned multiple times in the
comments, and/or deemed mandatory for this site.

While this slide highlights elements that received support, we acknowledge that these same elements also faced disapproval and negative feedback from respondents.

Item 7-A
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Packet Pg. 2086 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Slide 94
16 are these in any particular order? meaning...is the first one the one that had the most comments in support? or some other organization strategy? [email protected], 7/7/2025
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Packet Pg. 2087 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Housing - What elements had support?
● No housing is featured in Scenario 1 Scenario 1 Scenario 2 Scenario 3 ● Housing in the eastern edge of the south zone (#39)
● Housing in the lower center section of the south zone (#39) ● Housing in the eastern of the north zone (#39)
● Housing in the eastern edge of the south zone (#39)
● Housing along the northern edge of the north zone (#39) ● Housing in the lower eastern portion of the south zone (#39) The numbers next to each use (#) reflect the ranking
from Phase 2A online survey potential future park uses. Uses with an asterisk (*) are currently not among the top ranked uses, but mentioned multiple times in the
comments, and/or deemed mandatory for this site.

While this slide highlights elements that received support, we acknowledge that these same elements also faced disapproval and negative feedback from respondents.

Item 7-A
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Packet Pg. 2088 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Revenue Generation - What elements had support?
● Barker Hanger/Performance (#53)
● Recreation Center (#36)
● Admin + Leasing Center*
● Leasable Sport Courts (#27-29)
● Leasable Recreational Fields (#11) Scenario 1 Scenario 2 Scenario 3 ● Barker Hanger/Performance (#53)
● Dining/Beer Garden (#25)
● Hotel*
● Exhibition Flex Space (#49)
● Admin + Leasing Center*
● Barker Hanger/Performance (#53)
● Waterfront Restaurant & Cafe (#34)
● Aquatic & Recreation Center with
Swimming Pool (#14 & #36)
● Museum of Flying*
● Leasable Event Lawn (#31)
● Municipal Use (RRR, EPC, Swat Storage, Fire
Training, PLD, etc.)*
● Flexible Lawn with Informal Amphitheater (#15)
● Kiosks (Adaptive Reuse)*
● Event Landscape (Leasable Large
Outdoor Amphitheater & Free Lawn)
(#33)
● Housing in the lower center section of
the south zone (#39)
The numbers next to each use (#) reflect the ranking
from Phase 2A online survey potential future park uses. Uses with an asterisk (*) are currently not among the top ranked uses, but mentioned multiple times in the
comments, and/or deemed mandatory for this site.

While this slide highlights elements that received support, we acknowledge that these same elements also faced disapproval and negative feedback from respondents.
● Municipal Use (RRR, EOC, Swat Storage,
Fire Training, Compost, PLD, etc.)*
● Housing along the northern edge of the
north zone (#39)
8 Item 7-A
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Packet Pg. 2089 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) Slide 96
8 Maybe as a CoMap conclusion "what we learned" slide, we could synthesize all of the key takeaways into 5 bullet points? That might give the Council a higher level takeaway, and give the design team some flexibility to move around within the parameters:

1. Strong desire for nature and open space: Across topics, residents consistently favor naturalistic design, rewilded landscapes, and passive recreation expressing concern about overdevelopment, excessive hardscape, and loss of ecological integrity.

2. Balanced support for active uses and amenities: There is broad enthusiasm for family-friendly recreation—like sports courts, playgrounds, and boating—when integrated thoughtfully and without overwhelming the park’s open, tranquil character.

3. Clear preference for connectivity and sustainable mobility: Community members prioritize pedestrian and bike access, regional trail connections, and transit infrastructure over vehicle roads and surface parking.

4. Divided but vocal views on housing: While some support deeply affordable, nonprofit-led housing, the majority strongly oppose any housing on the site, citing voter intent, open space priorities, and concerns about traffic and infrastructure.

5. Revenue strategies should align with park values: There is support for cultural and community-focused revenue sources—like events, recreation centers, and cafes—but a clear rejection of revenue models that compromise access, add housing, or commercialize parkland.

Peter James, 7/7/2025
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Packet Pg. 2090 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) 97 Current Airport Finances
Non-Aeronautical Aeronautical Total Airport
Revenues: $15.5M $3.2M $18.7M
Operating Expenses: $7.9M $5.3M $12.6M
Net Difference: $7.6M ($1.5M)* $6.1M
* The deficit is to eliminate the aeronautical surplus before closure at the end of 2028 Item 7-A
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Packet Pg. 2091 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) What We Learned

1. Strong desire for nature and open space:

Across topics, residents consistently favor
naturalistic design, rewilded landscapes, and
passive recreation, expressing concern about
overdevelopment, excessive hardscape, and
loss of ecological integrity.

2. Balanced support for active uses and
amenities: There is broad enthusiasm for
family-friendly recreation—like sports courts,
playgrounds, and boating—when integrated
thoughtfully and without overwhelming the
park’s open, tranquil character.

3. Clear preference for connectivity and
sustainable mobility: Community members
prioritize pedestrian and bike access, regional
trail connections, and transit infrastructure over
vehicle roads and surface parking.

4. Divided but vocal views on housing: While
some support deeply affordable, nonprofit-led
housing, the majority strongly oppose any
housing on the site, citing voter intent, open
space priorities, and concerns about traffic
and infrastructure.

5. Revenue strategies should align with park
values: There is support for cultural and
community-focused revenue sources—like
events, recreation centers, and cafes—but a
clear rejection of revenue models that
compromise access, add housing, or
commercialize parkland.

Item 7-A
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Packet Pg. 2092 Attachment: Powerpoint Presentation (6638 : Santa Monica Airport Conversion Project (SMACP) City Council
Report
City Council Meeting: July 8, 2025
Agenda Item: 10.A
1 of 3
To: Mayor and City Council
From: Douglas Sloan, City Attorney, City Attorney's Office, Administration Ramon Batista, Police Chief, Police Department
Subject: Introduction and Adoption of Emergency Ordinance Amending SMMC

4.08.780 to Include Additional Prohibited Items at Public Assemblies and Community Events
Recommended Action
Staff recommends the City Council:

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

2. Introduce and adopt an emergency ordinance amending Santa Monica Municipal Code Section 4.08.780 to expand the list of prohibited items at public assemblies and community events to enhance public safety and prevent the escalation of violence.

Summary
The Police Department recommends that the City Council adopt an amendment to Santa Monica Municipal Code (SMMC) Section 4.08.780 to expand the list of prohibited items at public assemblies and community events in order to enhance public safety and prevent the escalation of violence. This proposed ordinance expands on prior emergency actions by adding specific items known to have been misused during public demonstrations. These additions are based on direct observation, intelligence reports, and widely circulated videos of recent events—including those in Downtown Los Angeles (DTLA)—where certain tools and common objects were used to disrupt lawful activity, obstruct law enforcement, or conceal dangerous materials.

10.A
Packet Pg. 2093
2 of 3
Discussion
The City of Santa Monica remains committed to upholding free expression and peaceful assembly while ensuring the safety of protestors, law enforcement personnel, and the public. Based on recent intelligence and operational assessments, the following items are recommended for inclusion in the list of prohibited items during public assemblies and community events:
• Leaf blowers (electric and gas): Protestors have used these devices to disrupt the effectiveness of tear gas, blowing the smoke away from crowds and redirecting it toward officers. Multiple videos during the current unrest in DTLA document this tactic.
• Traffic cones and A-frame barricades: Traffic cones have been intentionally placed over tear gas canisters to trap the gas, then extinguished by pouring water into the opening at the top. Online video tutorials and protest footage confirm this practice.
• Hammers, mallets, or similar tools: These implements are used not only to damage property directly, but also to break up concrete, cinder blocks, or other hard materials to create projectiles. They pose a significant risk of injury and property destruction.
• Frozen liquid (water) bottles: Often used as improvised weapons, frozen water bottles are capable of causing serious injury when thrown, and have been documented in multiple protest-related arrests and incidents.

The inclusion of these items in the prohibited list reflects an evidence-based approach to mitigating known threats and aligns with similar actions taken by other California jurisdictions. These prohibitions focus solely on preventing items that serve no lawful purpose during a peaceful assembly and are instead known to escalate tensions and facilitate violence.

Financial Impacts and Budget Actions
There is no immediate fiscal impact or budget action necessary as a result of the recommended action.

10.A
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3 of 3
Prepared By: Bradley Michaud, Principal Legal Analyst
Approved Forwarded to Council
Attachments:

A. ORD-PD-Prohibited Items Community Events
B. Written Comments
C. Powerpoint Presentation

10.A
Packet Pg. 2095
1 City Council Meeting: July 8, 2025 Santa Monica, California ORDINANCE NUMBER _________ (CCS)
(City Council Series)

AN EMERGENCY ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SANTA MONICA AMENDING SECTION 4.08.780 OF THE SANTA MONICA

MUNICIPAL CODE RELATING TO RESTRICTIONS ON USE OF SPECIFIED ITEMS

DURING COMMUNITY EVENTS AND PUBLIC ASSEMBLIES IN THE INTEREST OF

PRESERVING PUBLIC PEACE, HEALTH, AND SAFETY
WHEREAS, the City Council supports peaceful protests, public assemblies, and community events, and the rights of individuals under the First Amendment to the United States Constitution and the Liberty of Speech Clause of the California Constitution to engage in expressive activities in public forums such as the City’s sidewalks, streets, and public parks; and
WHEREAS, the City Council seeks to promote the safety and welfare of those who engage in peaceful protests, public assemblies, and community events, as well as the safety and welfare of City officials, City residents, City businesses, and City visitors who encounter and are affected by such peaceful protests, public assemblies, and community events; and
WHEREAS, the City Council is mindful of the legal principles relating to regulation of activity in public forums such as the City’s sidewalks, streets, and public parks and does not intend by this ordinance to unconstitutionally suppress or infringe expressive activities protected by the First Amendment of the United States Constitution or the Liberty of Speech Clause of the California Constitution, but instead is enacting reasonable content-neutral time, place, and manner regulations that address the need to prevent violent, dangerous, and hazardous situations from arising during peaceful protests, public

10.A.a
Packet Pg. 2096 Attachment: ORD-PD-Prohibited Items Community Events (7155 : Protest Ordinance) 2 assemblies, and community events, and so promote the public safety and welfare of those engaging in such peaceful protests, public assemblies, and community events, as well as those City residents, City businesses, and City visitors who encounter and are affected by such peaceful protests, public assemblies, and community events; and WHEREAS, it is the intent of the City Council in issuing this ordinance to ensure that protests, public assemblies, and community events are conducted in ways that permit those assembling to engage in expressive activities intended to convey their message to the public while at the same time ensuring that the protests, public assemblies, and community events are peaceful and safe; and
WHEREAS, there is an increasing concern about violence at public events and about violent clashes at such events between those with opposing views, and numerous public protests, demonstrations, and rallies conducted throughout the nation, but particularly in the Los Angeles area, which have erupted in violence between demonstrators and counterdemonstrators and violence against law enforcement personnel, innocent bystanders, and businesses, with those committing violent acts altering their tactics and items used to injure, resist compliance with law enforcement, and damage property.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SANTA MONICA DOES HEREBY ORDAIN AS FOLLOWS:

SECTION 1. Santa Monica Municipal Code Section 4.08.780 is hereby amended to read as follows:

10.A.a
Packet Pg. 2097 Attachment: ORD-PD-Prohibited Items Community Events (7155 : Protest Ordinance) 3 4.08.780. RESTRICTIONS ON USE OF SPECIFIED ITEMS DURING COMMUNITY EVENTS AND PUBLIC ASSEMBLIES.
(a) The following terms as used in this Section have the following meanings:
(1) “Community event” means any activity, assembly, gathering, meeting, event, protest, counter-protest, demonstration, picket line, parade, rally, or march for which a permit is required under Santa Monica Municipal Code Section 4.68.040 and any administrative regulations promulgated thereunder.
(2) “Community events committee” means the community events committee, as defined by Santa Monica Municipal Code Section 4.68.020. (3) “Public assembly” means any activity, assembly, gathering, meeting, event, protest, counter-protest, demonstration, picket line, parade, rally, or march for which a permit is not required under Santa Monica Municipal Code Section 4.68.040 and any administrative regulations promulgated thereunder.
(b) While participating in or being present at any community event or public assembly, no person shall use, carry, or possess any of the following items or articles:
(1) If affixed to and being used to support a sign, poster, banner, placard, notice, puppet, or other expressive display, any length of lumber, wood, wood lath, or plastic pipe, whether hollow or solid, if that object is sharpened on either end or has affixed to either end any sharpened item of any material;
(2) If not affixed to and being used to support a sign, poster, banner, placard, notice, puppet, or other expressive display: (A) any length of lumber, wood, or wood lath, excluding only a pencil or other wooden writing instrument; and (B) any length of plastic

10.A.a
Packet Pg. 2098 Attachment: ORD-PD-Prohibited Items Community Events (7155 : Protest Ordinance) 4 pipe, whether hollow or solid, excluding only a plastic pen or other plastic writing instrument;
(3) Any length of metal pipe, whether hollow or solid, excluding only a metal pen or other metal writing instrument;
(4) Any baseball or softball bat, regardless of composition or size; (5) Any aerosol spray, including paint, tear gas, mace, pepper spray, smoke canister, or bear repellent;
(6) Any projectile launcher or other device, such as a catapult or wrist rocket, that is commonly used for the purpose of launching, hurling, or throwing any object, liquid, material, or other substance, whether through force of air pressure, spring action, or any other mechanism;
(7) Any chain greater than twenty inches in length or greater than one-quarter inch in diameter;
(8) Any knives, daggers, swords, sabers, or other bladed devise, axes, axe handles, hatchets, billy clubs, ice picks, razor blades, nunchucks or other martial arts weapons of any kind, box cutters, pellet or BB guns, improvised explosive devices (IEDs), dynamite, conducted electrical weapons (CEWs), including, but not limited to, tasers or stun guns, metal/composite/wooden knuckles, or toy or replica firearms; (9) Any container, including, but not limited to, balloons, bottles, water cannons, super-soakers, or toy or replica firearms, filled with any flammable, biohazard, or other noxious matter that is injurious, or nauseous, sickening, or irritating to any of the senses; (10) Any glass bottles or metal containers, whether empty or filled;

10.A.a
Packet Pg. 2099 Attachment: ORD-PD-Prohibited Items Community Events (7155 : Protest Ordinance) 5 (11) Any open flame torches, lanterns, or other devices that utilize combustible materials such as gasoline, kerosene, propane, other fuel sources; (12) Any shields made of metal, wood, hard plastic, or any combination thereof; (13) Any bricks, rocks, pieces of asphalt or concrete, metal pellets, or ball bearings; (14) Any gas masks or similar breathing devices;
(15) Any impact-resistant helmet, including, but not limited to, motorcycle or bicycle helmets (unless being worn while riding a motorcycle, scooter, or bicycle), sports helmets, or ballistic helmets;
(16) Any laser pointers or laser-style devices emitting any color beam, milliwatt output level, intensity class level or any visibility level, including infrared, or nonvisible; (17) Any umbrellas in the absence of rain; during any rainy weather, an umbrella shall not exceed 16 inches in its longest dimension when fully collapsed and shall have a blunt end;
(18) Any professionally manufactured or personally fabricated equipment or clothing designed to be bullet-resistant, fragment-resistant, stab-resistant, or impactresistant, including, but not limited to, riot control gear, sports equipment, bullet-resistant vests, flak jackets, or stab-resistant vests; and
(19) Load-bearing or similar tactical vests commonly used by law enforcement or military personnel and designed to carry weapons, tactical equipment, or armor plates. (20) Any hammers, mallets, frozen liquid bottles, leaf blowers, traffic cones, or Aframe barricades.

10.A.a
Packet Pg. 2100 Attachment: ORD-PD-Prohibited Items Community Events (7155 : Protest Ordinance) 6 (c) Any person violating subsection (b) shall be guilty of a misdemeanor, which shall be punishable by a fine not exceeding five hundred dollars, by imprisonment in the County Jail for a period not exceeding six months, or by both such fine and imprisonment. (d) When feasible, excluding exigent circumstances, a warning shall be issued before enforcement of subsection (b). Such warning shall be sufficient if provided orally, by posting sings, or by amplified announcement.
(e) Law enforcement personnel, firefighting personnel, emergency health care providers, and employees, agents, or representatives of the City shall be exempt from the provisions of subsection (b) when engaged in official business of or on behalf of the City. (f) Nothing in this Section shall prohibit a person from carrying a cane or using a walker or other similar device necessary for providing mobility so that the person may participate in a community event or public assembly.
(g) Nothing in this section shall prohibit the imposition of specific conditions for activities expressly authorized under a permit for a community event issued pursuant to Chapter 4.68 of this Code or prohibit the modification of the restrictions in subsection (b) for such permits issued pursuant to Chapter 4.68 of this Code upon a finding by the community events committee that such modifications will not impair or threaten public safety.
(h) This Section is not intended to violate and shall not be applied or enforce in a manner that violates the United States or California Constitutions and applicable State or Federal statutes.

SECTION 2. If any section, subsection, sentence, clause, or phrase of this Ordinance is for any reason held to be invalid or unconstitutional by a decision of any

10.A.a
Packet Pg. 2101 Attachment: ORD-PD-Prohibited Items Community Events (7155 : Protest Ordinance) 7 court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council hereby declares that it would have passed this Ordinance and each and every section, subsection, sentence, clause, or phrase not declared invalid or unconstitutional without regard to whether any portion of the ordinance would be subsequently declared invalid or unconstitutional.

SECTION 3. The Mayor shall sign and the City Clerk shall attest to the passage of this Ordinance. The City Clerk shall cause the same to be published once in the official newspaper within 15 days after its adoption. Pursuant to Sections 615 and 619 of the City Charter, for reasons stated in the above recitals, the City Council declares this ordinance to be necessary as an emergency measure for preserving the public peace, health, and safety, with the result that this ordinance shall be introduced and adopted at the same meeting, shall become effective immediately upon its adoption.

APPROVED AS TO FORM:
_________________________
Douglas Sloan, City Attorney

10.A.a
Packet Pg. 2102 Attachment: ORD-PD-Prohibited Items Community Events (7155 : Protest Ordinance) 1 David Yakobson
From: Chasen Daniels <[email protected]>
Sent: Monday, May 12, 2025 9:21 AM
To: Lana Negrete; Caroline Torosis; Jesse Zwick; Dan Hall; Ellis Raskin; Barry Snell; Natalya Zernitskaya
Cc: councilmtgitems
Subject: Support Items 10.A and 16.E
Follow Up Flag: Follow up
Flag Status: Completed

EXTERNAL
Councilmembers,
I am writing to join Santa Monica Forward in supporting adoption of item 10.A bringing a permanent entertainment zone on the Promenade, and item 16.E, on the creation of an additional entertainment zone at the Pier as part of bringing back large-scale concerts at the Pier. Thank you for your work on these items and to Councilmembers Hall and Zwick and Mayor Negrete for bringing forward item 16.E.

Thank you,
Chasen Daniels
90401
Item 10-A
July 8, 2025
Item 10-A
July 8, 2025

10.A.b
Packet Pg. 2103 Attachment: Written Comments (7155 : Protest Ordinance) AMENDMENT TO SMCC 4.08.780
Santa Monica Police Department
Lt. Paschal
Item 10-A
July 8, 2025
Item 10-A
July 8, 2025

10.A.c
Packet Pg. 2104 Attachment: Powerpoint Presentation (7155 : Protest Ordinance)

SUMMARY
 Concerns are rising about violence at public events, particularly in the Los Angeles area, where violent clashes often occur between opposing views during protests, demonstrations, and rallies.

Item 10-A
July 8, 2025
Item 10-A
July 8, 2025

10.A.c
Packet Pg. 2105 Attachment: Powerpoint Presentation (7155 : Protest Ordinance)

RECOMMENDATIONS
The Police Department recommends expanding the list of
prohibited items at public assemblies and community events to improve public safety and reduce the risk of violence.

This builds upon previous emergency actions by including specific items that have been misused during public
demonstrations.

These additions are based on direct observation,
intelligence reports, and videos of recent protests, among other sources of information.

Item 10-A
July 8, 2025
Item 10-A
July 8, 2025

10.A.c
Packet Pg. 2106 Attachment: Powerpoint Presentation (7155 : Protest Ordinance)

THE FOLLOWING ITEMS ARE

RECOMMENDED FOR ADDITION TO THE

PROHIBITED ITEMS LIST SPECIFIED IN
SMMC 4.08.780:

Item 10-A
July 8, 2025
Item 10-A
July 8, 2025

10.A.c
Packet Pg. 2107 Attachment: Powerpoint Presentation (7155 : Protest Ordinance)

LEAF BLOWERS
(ELECTRIC AND
GAS)  Used to mitigate the effectiveness of
chemical agents by dispersing the
smoke away from the crowd and
redirecting it towards law
enforcement officers.  During the recent No Kings protest in Los Angeles, an attendee was asked
why she was carrying a leaf blower.

She replied that she intended to
"blow it back at those [expletive]."
Item 10-A
July 8, 2025
Item 10-A
July 8, 2025

10.A.c
Packet Pg. 2108 Attachment: Powerpoint Presentation (7155 : Protest Ordinance)

TRAFFIC CONES

AND A-FRAME
SIGNS  Agitators can misuse traffic cones
and A-frames (also known as
sandwich board signs) in various
ways. They can redirect crowds
and traffic, block emergency lanes,
facilitate street takeovers,
extinguish chemical agent devices,
mitigate the impact of long-range
munitions, and otherwise hinder
public safety and emergency
response operations.  By recognizing traffic cones and Aframes as potential hazards under the code, we are better prepared
to inquire about their presence in
sensitive environments.

Item 10-A
July 8, 2025
Item 10-A
July 8, 2025

10.A.c
Packet Pg. 2109 Attachment: Powerpoint Presentation (7155 : Protest Ordinance)

HAMMERS, MALLETS, AND SIMILAR TOOLS
 These tools have been used not only to
directly damage property but also to
break apart concrete, cinder blocks, and
other hard materials creating projectiles
for vandalism and violent assaults.

Item 10-A
July 8, 2025
Item 10-A
July 8, 2025

10.A.c
Packet Pg. 2110 Attachment: Powerpoint Presentation (7155 : Protest Ordinance)

FROZEN WATER BOTTLES
 Frozen water bottles, unlike their liquid counterparts, can serve as improvised weapons. When frozen, they
acquire the density and impact potential of a rock or
brick. They have been used in other cities to strike
officers, damage property, and escalate tensions.  Before the No Kings event in Santa Monica, police were alerted to the presence of several frozen water bottles in the area surrounding the event.  Including frozen water bottles in the code enables officers to address potential safety concerns proactively before violence occurs. The objective is not to target
hydration, but rather to allow practical evaluations based on intent and behavior.  We emphasize issuing warnings and encouraging voluntary compliance before taking any enforcement action.

Item 10-A
July 8, 2025
Item 10-A
July 8, 2025

10.A.c
Packet Pg. 2111 Attachment: Powerpoint Presentation (7155 : Protest Ordinance)

BICYCLE HELMETS
 Bicycle helmets are generally protective and harmless. However, they have unfortunately been used during protests to hide identities and encourage confrontational behavior with law enforcement or other protestors. In some areas, individuals wearing helmets have adopted them as part of a tactical uniform to incite violence or resist lawful dispersal orders.  Additionally, helmets can be employed to headbutt others or to provide protection from less-lethal
munitions during unlawful assemblies.  Our reason for including helmets in the code is not to criminalize their simple possession but to give officers the discretion and legal authority to engage in a
conversation when the context suggests that the helmet is being used for something other than legitimate personal safety.

Item 10-A
July 8, 2025
Item 10-A
July 8, 2025

10.A.c
Packet Pg. 2112 Attachment: Powerpoint Presentation (7155 : Protest Ordinance)

CONCLUSION
 The addition of the above items reflects an evidence-based strategy to address known threats and aligns with similar measures implemented by other jurisdictions in California.  By including these items in the code, we do not criminalize protests. Rather, we empower our officers to prevent the weaponization of everyday objects without infringing on peaceful expression. The municipal code merely provides a structure for intervention, when necessary..  These restrictions are specifically aimed at banning items that have no lawful use during a peaceful assembly and are known to increase tensions and contribute to violence.  It does not represent a blanket enforcement tool, but rather a measured option to prevent escalation and ensure lawful behavior.

By including these items in the code, we do not criminalize protests. Rather, we empower our officers to prevent the weaponization of everyday objects without infringing on peaceful exp By including these items in the code, we do not criminalize protests. Rather, we empower our officers to prevent the weaponization of everyday objects without infringing on peaceful e Item 10-A
July 8, 2025
Item 10-A
July 8, 2025

10.A.c
Packet Pg. 2113 Attachment: Powerpoint Presentation (7155 : Protest Ordinance) City Council
Report
City Council Meeting: July 8, 2025
Agenda Item: 16.A
1 of 1
To: Mayor and City Council
From: Nikima Newsome, City Clerk, Records and Election Services Department Subject: Annual Appointments to the following Boards and Commissions:

Board/Commission No. of
Appointments
Term End
Date
Special Requirements
Santa Monica Travel & Tourism, Inc. 2 6/30/2029 -
Transit Security Advisory Committee 1 6/30/2029 Law Enforcement experience Prepared By: David Yakobson, Staff Assistant III
Approved Forwarded to Council
Attachments:

A. Boards & Commissions 2025 Voluntary Self-Identification Survey B. Applicant List

16.A
Packet Pg. 2114
Boards & Commissions 2025 Voluntary Self-Identification Survey

16.A.a
Packet Pg. 2115 Attachment: Boards & Commissions 2025 Voluntary Self-Identification Survey (7173 : 16.A. Annual B & C Appointments)

16.A.a
Packet Pg. 2116 Attachment: Boards & Commissions 2025 Voluntary Self-Identification Survey (7173 : 16.A. Annual B & C Appointments) 63 1111

11. Primary language(s) spoken at home:

English Tamil Spanish Urdu Russian

16.A.a
Packet Pg. 2117 Attachment: Boards & Commissions 2025 Voluntary Self-Identification Survey (7173 : 16.A. Annual B & C Appointments)

12. Religious Affiliation(s)
12 11
10 10 9
I I 6
4 2 1 1
0 ■ ■
2 I

13. Would you consider yourself as a person with a disability? • No 52 • Yes 16 • Prefer not to say 3

14. Do you identify as having military or veteran status? e No 57
• Yes 5
• Prefer not to say 2

15. Which Santa Monica neighborhood do you reside in? • Sunset Park Neighborhood 19 • North of Montana Neighborhood 8 • Ocean Park Neighborhood 11 • Pico Neighborhood 10 • Mid City Neighborhood 6 • Northeast Neighborhood 0 • Wilshire Montana Neighborhood 8 • Downtown Neighborhood 5 • I do not live in Santa Monica 3 • Other 3 I
1 ■
1 ■
1 ■ -
•
0 5
1 ■
1 ■
1 ■
4%
"( •
10 1
■
15 1
■
2 I
20 1
■
1 ■
1 ■

16.A.a
Packet Pg. 2118 Attachment: Boards & Commissions 2025 Voluntary Self-Identification Survey (7173 : 16.A. Annual B & C Appointments) City of Santa Monica
Boards and Commissions Applicants
Santa Monica Travel & Tourism, Inc.

Name Application Date
Asch, Lauralee* 05/29/2025
Carrey, Neil* 05/22/2025
Besser, Sean 04/06/2025
Chowdhary, Harshvardhan 06/16/2025
Jaffe, Mark 06/17/2025
Vikas, No Given Name 04/09/2025
TOTAL APPLICANTS: 6
* Incumbent

16.A.b
Packet Pg. 2119 Attachment: Applicant List [Revision 3] (7173 : 16.A. Annual B & C Appointments) City of Santa Monica
Boards and Commissions Applicants
Transit Security Advisory Committee
Name Application Date
Maurice Bell 04/09/2025
Costello, Edward J. 04/09/2025
Huntington, Eleanro M. 06/20/2025
Kaplan, Jennifer I. 04/09/2025
TOTAL APPLICANTS: 4
^ Not eligible due to not meeting seat requirement

16.A.b
Packet Pg. 2120 Attachment: Applicant List [Revision 3] (7173 : 16.A. Annual B & C Appointments) City Council
Report
City Council Meeting: July 8, 2025
Agenda Item: 16.B
1 of 1
To: Mayor and City Council
From: Nikima Newsome, City Clerk, Records and Election Services Department Subject: Recommendation to rescind the appointment of Larissa Shadchina to the Housing Commission seat for an affordable housing program participant who is or was unhoused, for a term ending on June 30, 2027
Prepared By: David Yakobson, Staff Assistant III
Approved Forwarded to Council
Attachments:

A. Written Comments

16.B
Packet Pg. 2121
1 David Yakobson
From: Dannie Charney <[email protected]>
Sent: Tuesday, July 8, 2025 11:06 AM
To: Lana Negrete; Ellis Raskin; Barry Snell; Caroline Torosis; Natalya Zernitskaya; Jesse Zwick; Council Mailbox; councilmtgitems; Douglas Sloan; Elaine Polachek; Santa Monica City Manager's Office; Dan Hall
Subject: ITEM 16 B rescind appt of Larissa Shadchina - AMAZING MESS

EXTERNAL
B. Recommendation to rescind the appointment of Larissa Shadchina to the Housing Commission seat for an affordable housing program participant who is or was unhoused, for a term ending on June 30, 2027
To help
protect your
privacy,
Micro so ft
Office
prevented
auto matic
download of
this picture
from the
Internet.New Item Received. 7/03/2025
It is both pathetic and amazing that you would have appointed this person to any commission. You did it to work over
the best Housing Commission and one of the smartest, hardest working and honest
commissioners we have ever had. Just payback again.

Payback seems to be all you petty SMRR/SMF
forward people have
while acting so self- righteous. How you even begin
to justify your actions is beyond me. This is a city with residents who
have needs, this is not some parlor game. I doubt any of you ever read her
application, because if you had- or if the clerk who makes 30 K a month had actually done her job, you would have known she was
not qualified..for this or any position anywhere.

Item 16-B
July 8, 2025
Item 16-B
July 8, 2025

16.B.a
Packet Pg. 2122 Attachment: Written Comments [Revision 1] (7159 : 16.B. Rescind Housing Commission Appointment - Larissa Shadchina (5 mins)) 2 You should all be totally ashamed of yourselves. Every single one of you.

Danielle Charney
Item 16-B
July 8, 2025
Item 16-B
July 8, 2025

16.B.a
Packet Pg. 2123 Attachment: Written Comments [Revision 1] (7159 : 16.B. Rescind Housing Commission Appointment - Larissa Shadchina (5 mins)) 1 David Yakobson
From: Gail Gordon
Sent: Tuesday, July 8, 2025 11:23 AM
To: Lana Negrete; Dan Hall; Jesse Zwick; Barry Snell; Caroline Torosis; Ellis Raskin; Natalya Zernitskaya
Cc: councilmtgitems
Subject: Request for Housing Commission - Theresa Marsco Hello
I have a request, if Council opts to not reinstate Theresa Marasco for a third term. As there are no other applicants for Ms Marascos seat, I request that she be allowed to stay in her position until our Work Plan is completed.

Thank you
Gail Gordon
From: Gail Gordon
Sent: Monday, July 7, 2025 9:25:17 AM
To: Lana Negrete <[email protected]>; Dan Hall <[email protected]>; Jesse Zwick <[email protected]>; Barry Snell <[email protected]>; Caroline Torosis <[email protected]>; Ellis Raskin <[email protected]>; Natalya Zernitskaya <[email protected]>
Subject: My recommendation for Housing Commission available position - Theresa Marsco

Good morning,
I am writing to you not only to recommend Theresa Marasco for the open position of “Previously Unhoused, Section 8 Voucher Holder”, but to cite my reasons based on my requirements to administer with proper oversight the Commission, with efficiency and statutorily correct procedures, while addressing the needs of our community.

As new Commissioners enter this world chances are their knowledge of the requirements of the Housing Commission will be in the learning stage. I can attest to that. It is of tremendous importance that a Commissioner have knowledge of the pertinent laws and codes associated with Housing; HUD, CAB/RAB, Section 8, Affordable Housing (Inclusionary and Non-profit) Housing, Landlord rules and regulations and basically all things Housing Authority, to name a few.

Theresa Marasco’s life experience coupled with her expertise, defines her as an essential component to the Housing Commission. I have worked with Theresa for almost two years. In that time, she has given selflessly, creating a bright light through her dedication and spirit.

Given all she has contributed, I give my highest recommendation to Theresa Marasco for the position of Housing Commissioner.

Very truly yours,
Item 16-B
July 8, 2025
Item 16-B
July 8, 2025

16.B.a
Packet Pg. 2124 Attachment: Written Comments [Revision 1] (7159 : 16.B. Rescind Housing Commission Appointment - Larissa Shadchina (5 mins)) 2 Gail Gordon
Item 16-B
July 8, 2025
Item 16-B
July 8, 2025

16.B.a
Packet Pg. 2125 Attachment: Written Comments [Revision 1] (7159 : 16.B. Rescind Housing Commission Appointment - Larissa Shadchina (5 mins)) City Council
Report
City Council Meeting: July 8, 2025
Agenda Item: 16.C
1 of 1
To: Mayor and City Council
From: Nikima Newsome, City Clerk, Records and Election Services Department Subject: Recommendation to accept Laurie Yehia's resignation from the Arts Commission and authorize the City Clerk to publish the vacancy.

Prepared By: David Yakobson, Staff Assistant III
Approved Forwarded to Council
Attachments:

A. Resignation Email

16.C
Packet Pg. 2126
1 David Yakobson
From: Naomi Okuyama
Sent: Wednesday, June 25, 2025 12:16 PM
To: David Yakobson
Cc: Council Mailbox; Jade Rodriguez; Allison Ostrovsky
Subject: FW: Arts Commission Resignation
Hi! Sofia forwarded this to Clerk Mailbox, is that sufficient? Naomi
From: Sofia Klatzker <[email protected]>
Sent: Wednesday, June 25, 2025 12:01 PM
To: Naomi Okuyama <[email protected]>; Clerk Mailbox <[email protected]> Subject: Arts Commission Resignation
Hi,
Below is the resignation letter we received from Commissioner Yehia. I was under the impression it had been sent to the clerk’s office back in April, but understand that now we will post to the upcoming July meeting, have 30 days of public notice, and that this seat would be filled at the first September Council meeting.

Let me know if there is anything else you need,
Sofia
Sofia Klatzker, (she/her)
Cultural Affairs Manager
Schedule a call with me here
santamonica.gov
Facebook | Twitter | Instagram
From: Laurie Yehia <[email protected]>
Sent: Monday, April 28, 2025 1:01 PM
To: Mary-Elizabeth Michaels <[email protected]> Cc: ; Sofia Klatzker <[email protected]>;
Subject: Arts Commission Resignation
Dear Mary-Elizabeth:

This is to confirm that I am resigning from Santa Monica's Arts Commission effective as of the start of the City's new fiscal year, with my last day as an Arts Commissioner being June 30, 2025.

It has been my honor and pleasure to serve on the Arts Commission, and to work with you as our Chair.

Thank you for being an amazing leader. It has also been awesome working with Cultural Affairs; I thank Sofia Klatzker and the staff for their work, support and dedication to arts and culture in Santa Monica.

16.C.a
Packet Pg. 2127 Attachment: Resignation Email [Revision 1] (7156 : 16.C. Recommendation to accept Laurie Yehia's resignation ( 5 Min)) 2 With my very best regards,
Laurie Yehia

16.C.a
Packet Pg. 2128 Attachment: Resignation Email [Revision 1] (7156 : 16.C. Recommendation to accept Laurie Yehia's resignation ( 5 Min)) City Council
Report
City Council Meeting: July 8, 2025
Agenda Item: 16.D
1 of 1
To: Mayor and City Council
From: Nikima Newsome, City Clerk, Records and Election Services Department Subject: Request of Mayor Pro Tempore Torosis, Councilmember Raskin and Councilmember Zwick to direct the City Attorney to return with right to recall and labor peace ordinances to protect both workers and the City’s proprietary and financial interest in revenue-generating City-owned property.

Prepared By: Nikima Newsome, City Clerk
Approved Forwarded to Council
Attachments:

A. Right to recall 16 item (1)

16.D
Packet Pg. 2129
16 Item to codify right to recall and labor peace
Request of Mayor Pro Tempore Torosis, Councilmember Raskin and Councilmember Zwick to direct the City Attorney to return with right to recall and labor peace ordinances to protect both workers and the City’s proprietary and financial interest in revenue-generating City-owned property.

The Santa Monica Pier is one of the most iconic and beloved public assets in our City— owned and maintained by the City of Santa Monica itself. As a cultural landmark and economic engine, the Pier plays a vital role in our local economy and global brand. It is home to restaurants, retailers, amusement rides, and entertainment spaces that together form a vibrant community hub for both residents and visitors.

In 2023 alone, Santa Monica welcomed 4.6 million visitors, generating $938 million in local spending and supporting over 7,100 jobs. The Pier stands as one of the most visited and photographed sites in the region—ranked as the 2nd most Instagrammed location in California and 8th most Instagrammed in the world. These numbers underscore the Pier’s critical role in sustaining jobs, driving tourism, and strengthening the City’s economic vitality.

Given that the City of Santa Monica owns and leases this property, the City has a unique responsibility to ensure that this public asset benefits not just businesses, but also the workers who help bring it to life every day. When experienced employees are laid off through no fault of their own—such as during seasonal downturns or economic disruptions—and are not given a fair opportunity to return, we risk undermining workforce stability and institutional knowledge critical to the Pier’s success.

A Right to Recall policy provides a balanced, business-friendly solution: it enables employers to prioritize the rehiring of qualified former employees while preserving operational flexibility. Cities like Los Angeles (through LAWA) and Long Beach have adopted similar measures for industries with high turnover and tourism dependence.

These policies help businesses reduce retraining costs, ensure quality service, and foster trust among workers and customers alike.

Moreover, to mitigate the risk of labor disruptions and maximize business opportunities, the City has incorporated labor peace provisions into its leasing guidelines for Pier tenants. These provisions require tenants to refrain from practices that could impede employees' rights to organize and bargain collectively. However, these provisions have yet to be codified in Santa Monica’s Municipal Code. By requiring a Labor Peace Agreement (LPA) in any new, amended, or renewed lease, license, or concession agreement, the City can protect its proprietary and financial interest in City-owned property that generates revenue and provide a stable environment for both businesses and employees.

16.D.a
Packet Pg. 2130 Attachment: Right to recall 16 item (1) (7165 : Right to Recall and Labor Peace Ordinance) 16 Item to codify right to recall and labor peace
By adopting a recall policy tailored to the Pier, and codifying its commitment to labor peace, Santa Monica can continue to demonstrate that we are a city that values both entrepreneurial innovation and worker dignity—recognizing that economic recovery and resilience must be built together.
–
Therefore, Mayor Pro Tem Torosis, Councilmember Raskin, and Councilmember Zwick request that the City Council direct the City Manager and City Attorney to return with a draft ordinance establishing a Right to Recall policy applicable to all businesses operating on the Santa Monica Pier, modeled after the policies adopted by:
● The Los Angeles World Airports (LAWA) [Ordinance No. 185356 – Worker Retention Policy], and
● The City of Long Beach [Municipal Code Chapter 16.59 – Worker Recall Rights in the Hospitality and Tourism Industry]
The proposed ordinance should include the following elements:

1. Applicability:

All businesses operating under lease, sublease, license, permit, concession agreement or assignment on the Santa Monica Pier, including but not limited to food service, retail, entertainment, and tourism-related establishments.

2. Eligibility:

Workers who were employed for a specified period prior to separation (at least 6 months for a specified number of hours per week) and were laid-off for nondisciplinary reasons such as economic downturn, pandemic, or seasonal fluctuation.

3. Recall Rights:

When an open position becomes available, the employer must offer it to a laid-off worker who is qualified for the position. A laid-off worker is considered qualified if they previously held the same or a similar position or can be trained for it with the same training offered to a new hire. The ordinance should include a requirement that employers offer open positions to qualified former employees in order of seniority before hiring new workers, and that former employees are recalled and hired back for a period of 90 days before employers are permitted to do a

16.D.a
Packet Pg. 2131 Attachment: Right to recall 16 item (1) (7165 : Right to Recall and Labor Peace Ordinance) 16 Item to codify right to recall and labor peace
performance evaluation.

4. Notice and Recordkeeping:

Requirements to maintain up-to-date contact information and provide written notice of reemployment opportunities for a reasonable period.

5. Operational Flexibility:

Reasonable exemptions for businesses in cases of documented performance issues, operational restructuring, or business closure, subject to clear standards.

6. Review Clause:

A sunset or evaluation clause allowing the City Council to assess the ordinance’s effectiveness within a specified timeframe (e.g., two years) and consider amendments or continuation as needed.

The City Council shall further direct the City Attorney to return for Council adoption within 120 days with a City ordinance for Labor Peace Agreements on new, amended, or renewed leases, licenses, or concession agreements with operators on City of Santa Monica owned or operated property. The ordinance shall also apply to subleases, sublicenses, assignments, or transfers.

16.D.a
Packet Pg. 2132 Attachment: Right to recall 16 item (1) (7165 : Right to Recall and Labor Peace Ordinance) City Council
Report
City Council Meeting: July 8, 2025
Agenda Item: 16.E
1 of 1
To: Mayor and City Council
From: Nikima Newsome, City Clerk, Records and Election Services Department Subject: Request of Councilmembers Hall, Raskin, and Mayor Pro Tempore Torosis that in order to ensure taxpayer dollars are used transparently, lawfully, and for the benefit of all residents, the City Council direct Staff to schedule a Council study session no later than September 30, 2025 and present options to reform the conditions for official recognition of community organizations and participation in grant programs.

Prepared By: Nikima Newsome, City Clerk
Approved Forwarded to Council
Attachments:

A. 20250708 16 Item - Reforming Conditions for Official Recognition of Community Organizations and Participation in Grant Programs - Hall Raskin Torosis B. Written Comments

16.E
Packet Pg. 2133
Meeting: July 8, 2025
16 ITEM BY COUNCILMEMBERS DAN HALL, ELLIS RASKIN, AND MAYOR PRO

TEMPORE TOROSIS
Request of Councilmembers Hall, Raskin, and Mayor Pro Tempore Torosis that in order to ensure taxpayer dollars are used transparently, lawfully, and for the benefit of all residents, the City Council direct Staff to return with options to reform the conditions for official recognition of community organizations and participation in grant programs.

In Santa Monica, we hold a deep commitment to civic engagement and inclusive community participation. For decades, neighborhood organizations and community groups have played an important role in shaping public dialogue, strengthening local identity, and partnering with the City on outreach, public safety, and planning. As we look ahead, it is important to ensure that the structures guiding these partnerships remain transparent, equitable, and responsive to evolving community needs.

Today, organizations with official City recognition receive public funding, access to information, and are included in planning outreach. With those benefits comes a responsibility to operate with openness, accountability, and broad-based representation.

As the landscape of community engagement changes, now is the right moment to review the standards by which we confer official status—ensuring they reflect best practices in nonprofit governance and support pathways for emerging voices.

This motion reaffirms our belief that public trust is built through fairness and transparency. By modernizing the City’s recognition framework, we can foster stronger neighborhood partnerships, expand opportunities for inclusive participation of residents, and ensure that City support for community organizations aligns with our values of equity, stewardship, and civic integrity.

In order to modernize our civic engagement infrastructure, protect public funds, and strengthen institutional trust,
WE THEREFORE MOVE THAT THE COUNCIL:

1. Direct the City Manager, supported by the City Attorney, to coordinate a Council study session no later than September 30, 2025, to examine and present policy options for reforming the conditions under which community organizations are granted “official” status by the City and participate in the Neighborhood Association Grant Program. The study session should include but not be limited to:

1.1. A legal and administrative review of what privileges official status confers to neighborhood organizations (e.g., funding eligibility, formal consultation by City departments, etc.).

16.E.a
Packet Pg. 2134 Attachment: 20250708 16 Item - Reforming Conditions for Official Recognition of Community Organizations and Participation in Grant Programs 16 ITEM BY COUNCILMEMBERS HALL, RASKIN, AND MAYOR PRO TEMPORE TOROSIS Reforming Conditions for Official Recognition of Community Organizations

1.2. Clarification of the differences, rights, and regulations between the various nonprofit designations and examination of status of current and past recipients of the Neighborhood Association Grant Program or official recognition by the City, including specifically:

1.2.1. 501(c)(3) public charities (eligible for tax-deductible contributions and subject to strict nonpartisanship rules),

1.2.2. 501(c)(4) social welfare organizations,

1.2.3. 501(c)(6) member benefit organizations.

1.3. A review of federal Internal Revenue Service filing compliance and current federal tax-exempt status for all officially recognized community organizations for the past 25 years (or as far back as records allow).

1.4. Options to require annual officer elections, term limits, and democratic governance structures for any organization seeking or maintaining official status.

1.5. Requirement that all bylaws be posted publicly on organization websites and provided upon request to any member of the public.

1.6. Policy or programmatic support for new neighborhood organization formation and creation of a fair, transparent process for granting and revoking official status.

1.7. A legal and administrative review of potential requirements prohibiting any neighborhood organization—or its board—from endorsing political candidates in their official capacity, and whether violations could or should result in the loss of official recognition and associated benefits.

1.8. Review of Santa Monica Municipal Code §3.68.020(a)(h)(1) and recommendations for clarifying or amending the term “development of” in the context of officially recognized organizations' role in public safety.

1.9. Alternative models for City (especially Santa Monica Police and Fire Departments) engagement with residents outside of the neighborhood association structure, including:

1.9.1. Direct community meetings,

1.9.2. Targeted outreach through public facilities, neighborhood libraries, and local schools and Parent-Teacher Associations (in coordination with Santa Monica-Malibu Unified School District officials).

1.10. Options to require financial audits of all public funds or special privileges (e.g. reduced fees for rentals of public buildings) provided to community groups.

1.11. Examination of officially recognized organizations’ role in planning processes, including but not limited to:

1.11.1. Creation of historic districts,

1.11.2. Community outreach meetings,

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Santa Monica City CouncilJuly 8, 2025

Santa Monica City Council
July 8, 2025