City Council
Report
City Council Meeting: January 13, 2026
Agenda Item: 7.A
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To: Mayor and City Council
From: Nikima Newsome, City Clerk, Records and Election Services Department Subject: Boards & Commissions Comprehensive Review
Recommended Action
Staff recommends that the City Council:
1. Adopt a finding that the recommended actions herein do not constitute a project subject to the California Environmental Quality Act (CEQA);
2. Hold a study session to review and provide direction on staff recommendations to restructure Boards, Commissions and Task Forces and update general policies and procedures as part of the City Clerk’s Office five-year review. 2 of 9
Executive Summary
The City of Santa Monica values public input and recognizes the importance of boards and commissions that reflect diverse community perspectives, are inclusive and community-focused, and offer subject matter expertise. These bodies serve as the voice of the community and play a vital role in shaping city policies and programs. As the City Council continues to refine Santa Monica’s realignment, it will be essential to evaluate the structure and effectiveness of its boards and commissions. This includes ensuring they are impactful, efficient, not overly burdensome to support, aligned with available resources, and empower residents to contribute meaningfully.
Since the December 14, 2021 restructuring, some boards and commissions have operated with minimal staff support, and the following changes have been identified as options to improve efficiencies:
1. Hold the Transient Occupancy Tax Advisory Committee’s annual meeting as a joint meeting with the Council Audit Subcommittee.
2. Hold joint meetings between the Clean Beaches & Ocean Parcel Tax Citizens Oversight Committee and Commission on Sustainability, Environmental Justice, and the Environment.
3. Consolidate the Disabilities Commission, Housing Commission and Human Services Commission into a new Housing and Human Services Commission.
4. Modify the membership composition of both the Arts Commission, Landmarks Commission, and Public Safety Reform and Oversight Commissions.
5. Convert the Urban Forest Task Force into a formal commission. 3 of 9
6. Implement administrative changes to the general policies and procedures governing boards, commissions and task forces.
Background
In accordance with Resolution No. 11510, the Office of the City Clerk is tasked with completing a five-year comprehensive review of boards and commissions. At the July 8, 2025, City Council meeting, Council further directed staff to explore opportunities for reorganizing and consolidating certain functions overseen by various bodies. Staff was tasked with providing recommendations that will streamline processes, with the goal of reducing duplicative efforts and associated costs. Staff conducted meetings with chairs and vice chairs, staff liaisons, department heads, and Councilmembers to gain a deeper understanding of each board's functions, assess their alignment with City goals and priorities, and identify efficiencies. Recommendations brought forward align with the five-year review of boards and commissions that ensures that bodies are highly functioning and serving public interest.
The City currently has 20 boards and commissions, one task force, three non-profit boards, and two district boards that City Council has the authority to appoint members to. For the purpose of this report, only 19 boards and commissions and one task force listed in Attachment A were reviewed as they are primarily supported by City staff. Since the first comprehensive review in 2020 – 2021, the number of boards and commissions has increased – particularly in the area of regulatory bodies. Some of these entities have overlapping missions and functions, experience persistent vacancies, lack consistent oversight, and could benefit from streamlined processes to improve efficiency. Santa Monica has experienced an increase in regulatory and oversight bodies that have been created directly by voter-approved measures, ordinances, and State law providing a unique legal foundation and specific mandate. Changes proposed by staff will alleviate some of the increased administrative support, while still allowing these bodies to fulfill their mandate to provide public oversight. 4 of 9
To ensure that boards, commissions, and task forces operate effectively, the city invests resources in recruitment, onboarding, training, software licensing, meeting preparation and staff support. While the City Clerk’s Office plays a central role in managing and supporting these bodies, it relies on the collaboration and resources of multiple city departments.
Discussion
Recommendation of Consolidation of Commissions
Staff identified the following opportunities for consolidation that would streamline operations, reduce redundancy, and better align with available resources:
Staff is recommending the Transient Occupancy Tax Advisory Committee hold its annual meeting to present recommendations on Measure CS funds at an Audit Subcommittee meeting. The resolution establishing the Committee does not prohibit it from meeting with the Subcommittee. Additionally, members and attendees for both bodies can learn more about the other’s work and joint meetings would streamline meeting support for staff.
Staff is recommending the Clean Beaches & Ocean Parcel Tax Citizens Oversight Committee hold its quarterly meetings jointly with the Commission on Sustainability, Environmental Justice, and the Environment, to provide its Measure V budget and project status reports. Aligning two bodies that share environmental goals, including water quality and pollution prevention, will also allow members and attendees for both bodies to learn about the other’s work and streamline meeting support.
Staff is recommending the consolidation of the Disabilities Commission, Housing Commission, and the Human Services Commission, into a single body, the Housing and Human Services Commission.
• The new Housing and Human Services (HHS) Commission would consist of seven (7) members, to be consistent with the composition size of other City 5 of 9
boards and commissions. Priority will be given to existing members of the three current commissions who wish to continue serving.
• Upon this change, new appointees would be subject to the same term limits as all other commissions, and meetings would be held monthly. • Workplans for the Disabilities Commission, Housing Commission, and the Human Services Commission would be consolidated into a single workplan aligned with the scope of the new HHS Commission. The commission may establish ad hoc or standing committees as needed.
• The composition of the Housing Authority Board would remain as is in fulfillment of all applicable U.S. Department of Housing and Urban Development (HUD) regulations.
The proposed consolidation would establish the new HHS Commission as a unified body dedicated to discussion and consideration of the diverse and intersecting issues impacting underserved Santa Monicans. The new commission would also enable more focused engagement with City staff and clarify the HHS Commission’s role as an advisor to Council on departmental matters. If Council agrees, commissions would remain intact with their current membership until July 2026. Staff would return with an amended ordinance to support the approved creation of the new HHS Commission, and the newly formed commission would adopt new bylaws accordingly.
Modification to Composition of Commissions
Staff recommends that the membership of the Arts Commission be changed from nine (9) to seven (7) members. A membership of seven (7) would allow members to meet a quorum in the event of absences or vacancies and be more manageable for staff. There are currently two (2) vacancies that can be removed, and the Commission would remain intact with its current membership until the next annual appointments in July 2026. If Council agrees, staff would return with an amended ordinance to change the composition of the body, and the Commission would update its bylaws to reflect the modified composition.
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Staff recommends removing the resident eligibility criteria for five (5) members of the Landmarks Commission, while retaining the residency criteria for two (2) members serving in the local historian and realtor seats. Changing the resident criteria will provide flexibility in recruitment, while ensuring that the seats requiring specialized knowledge of Santa Monica’s history remains filled by local residents. The commission would remain intact with its current membership until the next annual appointments in July 2026. If Council agrees, staff would return with an amendment to ordinance to change the composition of the body, and the Commission would update its bylaws to reflect the modified composition.
Staff recommends that the membership of the Public Safety Reform and Oversight Commission be changed from twelve (12) to eight (8) members (7 voting, 1 Ex-Officio); age limits to the youth seats be increased from 22 to 25 years old; and resident eligibility criteria change to live or work in Santa Monica. A membership of seven (7) would help meet quorum requirements and management. Youth seats ensure the perspectives of younger residents are represented in public safety discussions and increasing the age limit addresses challenges in retaining interested youth who otherwise age out of the eligibility during their term. Changing the resident criteria provides flexibility in recruitment. The commission would remain intact with its current membership until the next annual appointments in July 2026 when two (2) members complete their terms and their seats can be removed. In July 2027, another two (2) seats would be removed upon completion of two members’ terms. If Council agrees, staff would return with an amendment to ordinance to change the composition of the body, and the Commission would update its bylaws to reflect the modified composition.
Modifications to the Urban Forest Task Force
Originally established in 2009, the Task Force supported the drafting of the City’s Urban Forest Master Plan. Since the completion of the Master Plan in 2011, Council reconstituted the Task Force on April 10, 2012 to support the implementation of the Plan for seven years. On July 23, 2019, Council reconstituted it for another seven years adding the task of acting as an advisory body to support the development of a possible private tree ordinance. Staff recommends that the Urban Forest Task Force change to a 7 of 9
formal commission. As the Task Force approaches its seventh year, Council historically reconstitutes the Task Force and staff sees a permanent place for this body. • Upon change, appointees to the commission would be subject to the same term limits as all other commissions and maintain the current meeting schedule. • Current special requirement for membership (At least three members must be current or past International Society of Arboriculture (ISA) certified arborists), will be removed to improve and broaden recruitment.
The commission would remain intact with its current membership until the next annual appointments in July 2026. If Council agrees, staff would return with a resolution to change the task force to a formal commission, and would update its bylaws to reflect the modified composition.
Amendments to the Policies for City Boards, Commissions and Task Forces Staff recommends the adoption of a new resolution to implement a few immediate changes to the general policies and procedures as follows:
• Amend the process for making appointments to include an invitation to applicants to attend the Council meeting when appointments will be made to comment on their qualifications. For annual appointments, a special meeting may be scheduled to accommodate this. It is also encouraged but not required to submit letters of recommendation from community members and/or organizations as written comments supporting an applicant.
• Shorten number of years a member must wait before serving on the same board or commission. Allowing members to serve in the same body one (1) year after the final consecutive term has expired to loosen restrictions on recruitment. • Consider revising requirements for submitting board and commission workplans, such that the annual evaluation and workplans would be submitted to Council annually as an Information Item.
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• Since 2019, the annual dinner for commissioners has been on hold due to budget cuts and limited staff capacity. The annual recognition dinner should either be formally eliminated, or funding should be allocated to allow the program to be reinstated.
• Revise timeframe for submitting board and commission attendance reports from two times a year to once annually to be submitted as part of the annual appointment process.
• Revise parameters for unexcused absences. To bring consistency and accountability, staff recommends clarifying that unexcused absences be limited to two (2) within a fiscal year and the automatic vacation of a seat. • Removal of Council Liaisons. Due to concerns of having the undue influence of certain Councilmembers over boards and commissions, limiting their ability to form independent recommendation and rulings, it is recommended to remove this section.
Outreach and Training Opportunities
After consulting with staff liaisons and departments heads, staff assessed and identified opportunities to increase outreach and training primarily in the areas of the Council appointment process, conducting a meeting; establishing roles and duties of board, commission, and task force members; and department onboarding. Staff will refine established training courses within the next fiscal year.
Environmental Review
The proposed changes to boards and commission are not a “project” subject to CEQA.
Pursuant to CEQA Section 21065, the changes do not meet the definition of a “project” subject to CEQA as it will not “cause either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the 9 of 9
environment”. Additionally, per Section 15378(b) of the CEQA Guidelines, a “project” does not include administrative activities of governments that will not result in direct or indirect physical changes in the environment. The changes are administrative in nature, and no action is being undertaken and therefore, are not subject to CEQA and it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.
Financial Impacts and Budget Actions
There is no immediate financial impact or budget action necessary as a result of the recommended consolidation changes. While minimal cost savings are anticipated, the changes are expected to result in improved staff efficiency and better use of existing resources.
Prepared By: Priscilla Bouvet, Administrative Analyst
Approved Forwarded to Council
Attachments:
A. Resolution No. 11510 (CCS)
B. Attachment A- B&C Staffing Cost Snapshot
C. 2025 Boards & Commissions Annual Reports and FY 25-26 Workplans D. Written Comments
E. PowerPoint Presentation