Agenda packet, first session — Santa Monica City Council, July 14, 2026 (part 1 of 4)

City of Santa Monica
City Council Meeting
AGENDA

CAROLINE TOROSIS
MAYOR

ELLIS RASKIN JESSE ZWICK

COUNCILMEMBER MAYOR PRO TEM

DAN HALL BARRY SNELL

COUNCILMEMBER COUNCILMEMBER

LANA NEGRETE NATALYA ZERNITSKAYA

COUNCILMEMBER COUNCILMEMBER
OLIVER C. CHI

CITY MANAGER

HEIDI VON TONGELN

CITY ATTORNEY

DENISE ANDERSON-WARREN

INTERIM CITY CLERK

STANDARDS OF BEHAVIOR THAT PROMOTE CIVILITY AT ALL PUBLIC MEETINGS:
• Treat everyone courteously; • Embrace respectful disagreement and dissent as democratic rights, inherent components of an inclusive
public process, and tools for forging sound decisions
• Hate has no place in Santa Monica. The City opposes
abusive or threatening hate speech, intolerance, or
dehumanization, and supports basic civil respect and
human decency.
• Listen to others respectfully;
• Exercise self-control;
• Give open-minded consideration
to all viewpoints;
• Focus on the issues and avoid
personalizing debate;
Regular meetings are broadcast live on CityTV cable channel 16 and on the internet at santamonica.gov. Cable television re-broadcasts air on Thursday and Saturday at 11:30 AM. The agenda will air on CityTV on Saturday and Sunday at 11:00 AM and 6:00 PM, and on Monday and Tuesday at 12:30 PM and 6:00 PM.

City of Santa Monica Generated: 7/15/2026 12:19 PM Page 2

RULES OF ORDER FOR THE CONDUCT OF CITY COUNCIL MEETINGS (Resolution No.11663(CCS))

WAYS TO PROVIDE PUBLIC COMMENT
If you are interested in providing public comment at a City Council meeting, there are several ways to participate:
(1) Written public comment. In lieu of oral public comment, the public is strongly encouraged to submit written public comment on agenda items via email to [email protected]. For written public comment submitted by 12:00 pm on the day of the meeting, best efforts shall be made to have them available online for viewing. Please note the agenda item number in the subject line of your written comments.
(2) Oral public comment.
- In-person: Persons wishing to address the City Council regarding items on the agenda must be present and submit their name and address (optional) to the City Clerk before the public comment section is opened for that item or before the public hearing is opened where one is required by law. Register to speak at the Speaker Kiosk prior to the meeting. - Telephone: Persons wishing to address the Council by telephone must register at santamonica.gov/public-comment no later than 5:00 p.m. the day before a meeting. Showing electronic presentation materials are not permitted when commenting by telephone.

Oral public comment from any one individual is limited to a total of 6 minutes per City Council meeting, with a maximum of 2 minutes per agenda item if speaking on multiple items. A member of the public may allocate time between items in one-minute increments up to 2 minutes and those requesting to speak on only one agendized item for the meeting may speak for up to 4 minutes on that one item. Except for noticed public hearings or quasi-judicial items, if more than 25 speakers are registered to speak during a public input section, the amount of time shall be reduced to 1 minute per speaker during that section.

Except for the author of the request, public comment on 15-items are limited to 1 minute.

Levine Act Disclosure. Pursuant to the Levine Act (Govt Code Section 84308), any party to a permit, license, contract, or other entitlement before the Council is required to disclose on the record any contribution, including aggregated contributions, of more than $500 made by the party or the party's agents within the preceding 12 months to any City official. Participants and agents are requested to make this disclosure as well. The disclosure must include the name of the party, participant, or agent, and any other person making the contribution; the name of the recipient, the amount of the contribution, and the date the contribution was made. Information regarding the Levine Act can be found here or you can contact the FPPC.

ORDER OF BUSINESS (may not be changed except by majority vote of the City Council.)

1. General Public Input
(Members of the public may address the City Council
only on items not on the agenda, but within the
subject matter jurisdiction of the City and on Special
Agenda Items.)

2. Special Agenda Items (Commendations and
Proclamations presented).

3. Public Comment for Consent Calendar and Closed
Sessions Only.

4. Consent Calendar (All items considered in one
motion unless removed by a City Councilmember for
discussion. No public comment is permitted on
second readings.)

5. Closed Sessions.

6. Public Comment on remaining Agenda Items

7. Study Session.

8. Continued Items.

9. Administrative Proceedings.

10. Ordinances:
• 1
st Reading
• 2
nd Reading (No public comment is
permitted on second readings.)

11. Staff Administrative Item.

12. Public Hearings.

13. Reports of Boards and Commissions.

14. Resolutions.

15. Written Communications (Other than
Reports of Commission and Officers.)

16. Councilmember Discussion Items.

Agendas and reports are accessible on the City's webpage at smgov.net/council/agendas. They are also available at the City Clerk's Office and in alternate formats upon request. For a free email subscription to the City Council Agendas, please contact the City Clerk’s Office at (310) 458-8211 or [email protected].

Si desea comunicarse con alguien en español, llame a nuestra oficina al (310) 458-8211 y pida hablar con Esterlina Lugo.

City of Santa Monica Generated: 7/15/2026 12:19 PM Page 3

AGENDAS

CITY OF SANTA MONICA

REGULAR MEETING

CITY HALL COUNCIL CHAMBERS
1685 MAIN STREET, ROOM 250,
TUESDAY, JULY 14, 2026
MEETING BEGINS AT 5:30 PM

HOW TO PROVIDE PUBLIC COMMENT BY TELEPHONE
Participants may join a meeting by phone via Zoom. Dial, the phone number to access Zoom’s audio system, and enter the Zoom Meeting ID to join the meeting.

Zoom Dial-In Information: Phone Number (669) 900-6833 (US), Meeting ID:978 8290 3006# Persons wishing to address the Council by telephone must register at santamonica.gov/public-comment no later than 5:00 p.m. the business day before a meeting. Donation of time and showing electronic presentation materials are not permitted when commenting by telephone.

CALL TO ORDER

PLEDGE OF ALLEGIANCE / LAND ACKNOWLEDGEMENT

ROLL CALL
City of Santa Monica Statement of Accountability (Land Acknowledgement) The City of Santa Monica is located on the land of Tovangaar. With great respect, the City acknowledges the Gabrieleño/Tongva as the First People of this ancestral and unceded territory of Kuruvungna, a village that we know as Santa Monica. We honor their elders, past and present, and the Gabrieleño descendants who are part of the Gabrieleño /Tongva tribes.

We recognize that these peoples are still here, and as settlers and kuyam (guests), we recognize our responsibility and obligation to care for their land in partnership with them.

The City of Santa Monica commits to work in partnership with the Gabrieleño/Tongva people to uplift their voices and visibility on their ancestral land.

LEVINE ACT DISCLOSURES AND ANNOUNCEMENTS / PROCEDURAL

MOTIONS
City of Santa Monica Generated: 7/15/2026 12:19 PM Page 4

1. GENERAL PUBLIC INPUT AND COMMENT ON SPECIAL AGENDA ITEMS (For regular meetings, public comment is permitted on Special Agenda Items and items not on the agenda that are within the subject matter jurisdiction of the City. State law prohibits the City Council from taking any action on items not listed on the agenda, including issues raised under this agenda item. For special meetings, public input is limited to scheduled Special Agenda Items only.)

1.A. Written Comments

2. SPECIAL AGENDA ITEMS

2.A. Proclamation: Disability Pride Month

2.B. Proclamation: National Parks and Recreation Month

3. PUBLIC INPUT (ITEMS UNDER CONSENT CALENDAR AND CLOSED SESSION ONLY)

4. CONSENT CALENDAR
(All items will be considered and approved in one motion unless removed by a Councilmember for discussion. In accordance with Charter section 615, the adoption of all ordinances and resolutions shall be by reading of title only unless a Councilmember present dissents. No public discussion is permitted on ordinances for second reading and adoption.)

4.A. Award Agreement with Omgivning for Design Services for the Reimagining Camera Obscura
Recommended Action
Staff recommends that the City Council:

1. Adopt a finding of Categorical Exemption pursuant to Sections 15301 (Existing Facilities) and 15331 (Historical Resource
Restoration/Rehabilitation) of the California Environmental Quality Act (CEQA) Guidelines; and

2. Authorize the City Manager to execute an agreement with Omgivning, Inc. for design services for the Public Works Department. This recommended award is made as an exception to the competitive bidding process pursuant to Section 2.24.250(g) and is for a total amount to exceed $613,838, with future year funding contingent on Council budget approval.

4.B. Approval of First Modification to Agreement #11613 with Advanced Problem Solving LLC and Third Modification to Agreement #11339 with Fire Resources LLC to Assist the Los Angeles Area Fire Chief's Association Regional Training Group Hosted by the Santa Monica Fire Department
City of Santa Monica Generated: 7/15/2026 12:19 PM Page 5 Recommended Action
Staff recommends that 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;

2. Authorize the City Manager to execute a third modification to agreement #11339 in the amount of $200,000 with Fire Resources, LLC to assist the Los Angeles Area Fire Chief’s Association Regional Training Group for the Fire Department. This will result in a new total contract amount not to exceed $940,000, with future year funding contingent on the availability of grant funds and Council budget approval; and

3. Authorize the City Manager to execute a first modification to agreement #11613 in the amount of $203,600 with Advanced Problem Solving, LLC for video and curriculum Training Delivery development services for the Fire Department. This will result in a new total contract amount not to exceed $1,453,600, with future year funding contingent on the availability of grant funds and Council budget approval.

4.C. Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work Plan
Recommended Action
Staff recommends that the City Council:

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

2. Receive and approve the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work Plan.

4.D. Approval of the Downtown Santa Monica Inc.'s Fiscal Year 2026 -27 Budget and Work Plan and Community Event License Agreement for Lot 27 Recommended Action
Staff recommend that the City Council:

1. Adopt a finding of no possibility of significant effect pursuant to Section 15061(b)(3) and a finding of categorical exemption pursuant to Section 15301 of the California Environmental Quality Act (CEQA) Guidelines; and

2. Receive and approve the Downtown Santa Monica, Inc. (DTSM) Fiscal Year 2026-2027 Budget and Work Plan; and

3. Approve a Community Events License Agreement for Lot 27 (1325 5th Street) for a term of two years, with three annual options to renew (through July 1, 2031), to allow DTSM to continue operating events and activations on the City-owned parking lot.

4.E. Award Bid #4468 and Authorize City Manager to Enter into Agreement With Cal Interpreting & Translations for Citywide Language Access Program Recommended Action
Staff recommends that the City Council:

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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;

2. Award Bid #4468 to Cal Interpreting and Translations Corporation for translation and interpretations services for the City Manager’s Office Citywide Language Access Program;

3. Authorize the City Manager to negotiate and execute an agreement with Cal Interpreting and Translations Corporation, in an amount not to exceed $500,000 for five years, with future year funding contingent on Council budget approval.

5. CLOSED SESSIONS

5.A. Conference with legal counsel - existing litigation - Gov. Code § 54956.9(d)(1) John U.N.B. Doe, et al. v. City, et al., LASC # 23STCV12746; John Doe 1, et al. v. City, et al., LASC # 23STCV15009; Hector Orozco v. John Doe: Does 1-2, LASC # 23SMCV03120; John JPC Doe v. Doe City, et al., LASC # 23STCV22020; John AD Doe, et al. v. City, et al., LASC # 23STCV26548; John CW Doe, et al. v. City, et al., LASC # 23STCV29623; John Doe (A.G.) v.

Santa Monica Police Activities League, et al., LASC # 23SMCV06066; John GA DOE, et al. v.

City, et al., LASC # 24STCV06484; John U.L.W. Doe, et al. v. City, et al., LASC # 24STCV06768; Joseph Garcia v. Santa Monica Police Activities League, et al., LASC # 24SMCV01368; John Doe 15, et al. v. City, et al., LASC # 24STCV07647; John Doe 18, et al. v. City, et al., LASC # 24STCV08239; John RR Doe, et al. v. City, et al., LASC # 24STCV09398; John Doe 33, et al. v.

City, et al., LASC # 24STCV15580; John Doe 48 v. City, et al., LASC # 24STCV15420; John Doe 49 v. City, et al., LASC # 24STCV19296; John DD Doe v. City, et al., LASC # 24SMCV04421; Jane EB Doe, et al. v. City, et al., LASC # 24STCV24146; John Doe (V.D.) v. Santa Monica Police Activities League, et al., LASC # 24SMCV05049; John Doe (D.F.) v. Santa Monica Police Activities League, et al., LASC # 24SMCV05050; John Doe (D.G.) v. Santa Monica Police Activities League, et al., LASC # 24SMCV05051; Jane Doe 13, et al. v. City, et al., LASC # 24STCV27233; John AM Doe, et al. v. City, et al., LASC # 24STCV28433; John Doe v. City, et al., LASC # 24SMCV05527; John Doe (Y.M.) v. Santa Monica Police Activities League, et al., LASC # 24SMCV06355; Jane Doe 16, et al. v. a Public Entity, et al., LASC # 25STCV02235; John Doe 62, et al. v. City, et al., LASC # 25STCV04414; John Doe 23 v. City, et al., LASC # 25STCV05850; John Doe (E.B.) v. Santa Monica Police Activities League, et al., LASC # 25STCV06354; Jane PB Doe, et al. v. City, et al., LASC # 25STCV06880; John Doe 67 v. City, et al., LASC # 25STCV10142; John Doe 68 v. City, et al., LASC # 25STCV12089; John Doe 69, et al. v. City, et al., LASC # 25STCV14031; John OR Doe, et al. v. City, et al., LASC # 25STCV16251; John RD Doe, et al. v. City, et al., LASC # 25STCV24158; John Doe 71, et al. v.

City of Santa Monica, et al., # 25STCV32120; John Doe 76 v. Roe 1, a public entity; et al., # 25STCV32032; John Doe 77 v. City of Santa Monica, et al., # 26STCV07769

5.B. Conference with legal counsel - existing litigation - Gov. Code § 54956.9(d)(1):

City v. ICSOP, et al.; OCSC # 30-2022-01261243

5.C. Conference with legal counsel - existing litigation - Gov. Code § 54956.9(d)(1):

Martha Garcia, et. al. v City, et. al., LASC # 24SMCV00971 City of Santa Monica Generated: 7/15/2026 12:19 PM Page 7

5.D. Conference with legal counsel - existing litigation - Gov. Code § 54956.9(d)(1):

Glen Mastroberte v. City of Santa Monica; LASC # 25SMCV02226

5.E. Conference with real estate negotiator - Gov. Code § 54956.8; property - 1855 Main Street (Civic Auditorium) (APN 4290-013-901); City negotiators: Oliver Chi, City Manager; owner of record: City of Santa Monica; parties to be negotiated with: Melissa Ormand, COO Goldenvoice, and Shawn Trell, EVP / COO & General Counsel of AEG Presents; under negotiation: price and terms of payment

CITY MANAGER REPORT

TRAVEL ANNOUNCEMENT AND MAYOR'S HIGHLIGHT

6. PUBLIC INPUT ON REMAINING AGENDA ITEMS
. Public Input for 12-Items will be heard at the time when the Public Hearing is called.

7. STUDY SESSION
No items

8. CONTINUED ITEMS
No items

9. ADMINISTRATIVE PROCEEDINGS
No items

10. ORDINANCES
(Public comment is permitted on ordinances for introduction and first reading. No public discussion is permitted on ordinances for second reading and adoption. In accordance with Charter section 615, the adoption of all ordinances and resolutions shall be by reading of title only unless a Councilmember present dissents.)
No items

11. STAFF ADMINISTRATIVE ITEMS

11.A. Certification of Qualified an Initiative Measure Establishing a Parcel Tax Collected by the City of Santa Monica for Funding for the Santa Monica-Malibu Unified School District and Adoption of Resolution to place Measure on the November 3, 2026 Ballot
Recommended Action
Staff recommends that the City Council:

City of Santa Monica Generated: 7/15/2026 12:19 PM Page 8

1. Adopt a finding that the resolution below is not a “project” subject to the California Environmental Quality Act;

2. Receive and file the attached Certification of Qualification regarding an Initiative Measure Establishing a Parcel Tax Collected by the City of Santa Monica for Funding for the Santa Monica-Malibu Unified School District by adding, Chapter 2.74 to the Santa Monica Municipal Code and establish an annual parcel tax of $495 per parcel of taxable real property located within the City of Santa Monica (“City”); and,

3. Adopt the attached resolution requesting and directing the actions necessary to place the measure on the November 3, 2026, General Municipal Ballot.

11.B. Adoption of Resolutions Placing Proposed Ballot Measures Amending Articles XVIII, Rent Control Law, and XXIII, Housing Policies, of the City Charter on the November 3, 2026 Ballot
Recommended Actions

1. Adopt a finding of Categorical Exemption pursuant to Section 15061(b)(3) (common sense exemption) of the California Environmental Quality Act (CEQA) Guidelines; and

2. Per Rent Control Board recommendation and staff recommendation, adopt the attached resolution (Attachment A) placing a measure on the November 3, 2026, ballot that would amend Articles XVIII and XXIII of the City Charter to reaffirm the application of local just cause eviction laws, update term limit provisions for Rent Control Board Commissioners, update and clarify procedures for increasing the maximum annual rent controlled rental unit registration fee, clarify Rent Control Board authority to regulate time limits for deciding individual rent adjustment petitions, and add requirements for owners to evict tenants for non-compliance with affordable housing deed restrictions; and

3. Per Rent Control Board and staff recommendation, adopt the attached resolution (Attachment B) placing a measure on the November 3, 2026 ballot that would amend Articles XVIII and XXIII of the City Charter to prohibit evictions based on non-payment of rent when the tenant owes less than a fair threshold amount of rent; and

4. Per Rent Control Board and staff recommendation, adopt the attached resolution (Attachment C) placing a measure on the November 3, 2026 ballot that would amend Articles XVIII and XXIII of the City Charter to revise requirements for owners to evict tenants for breach of a rental agreement based on the addition of new occupants, revise eviction protections for certain occupants remaining in a rental unit after the original tenant vacates, add just cause eviction protections to single-unit dwellings and condominiums, and modify requirements for good faith owner move in evictions from non-rent controlled rental units; and

5. Authorize City Councilmembers to file written arguments for or against and direct the City Attorney to prepare an impartial analysis for each measure.

12. PUBLIC HEARINGS
City of Santa Monica Generated: 7/15/2026 12:19 PM Page 9

12.A. Adoption of a Resolution to Amend the Text of the Downtown Community Plan and Introduction and First Reading of an Ordinance to Amend the Text of the Zoning Ordinance to Implement the City’s Realignment Plan by Increasing the Development Potential of City-Owned Sites in the Downtown and Sites Located Within the Gateway Master Plan Area
Recommended Action
Staff recommends that the City Council:

1. Adopt a finding that the potential environmental effects of the Ordinances have been previously analyzed as part of the certified Downtown Community Plan Environmental Impact Report, the 6th Cycle Housing Element Environmental Impact Report and subsequent addendum, and a finding of no possibility of significant effect pursuant to Section 15061(b)(3) of the California Environmental Quality Act Guidelines;

2. Adopt a Resolution to Amend the Text of the Downtown Community Plan to Effectuate the Goals of the Realignment Plan by Increasing the Potential of City-Owned Sites in the Downtown Community Plan Area and Sites Located Within the Gateway Master Plan Area; and

3. Introduce for First Reading an Ordinance Amending the Text of the Zoning Ordinance to Effectuate the Goals of the Realignment Plan by Increasing the Potential of City-Owned Sites in the Downtown Community Plan Area.

12.B. Introduction and First Reading of an Ordinance to Amend the Text of The Zoning Ordinance to Exclude Certain Sites from Senate Bill (SB) 79 Implementation Until One Year Following Adoption of the 7th Cycle (2029- 2037) Housing Element and to Increase Development Standards for Parcels Zoned Multi-Unit Residential That Are Located Within One-Half Mile of the Metro E/Expo Bundy Station
Recommended Action
Staff recommends that the City Council:

1. Adopt a finding of statutory exemption from the California Environmental Quality Act pursuant to Government Code Section 65912.160(c); and

2. Introduce for First Reading an Ordinance to Amend the Text of the Zoning Ordinance to Exclude Certain Sites from Senate Bill (SB) 79 Implementation Until One Year Following the Adoption of the 7th Cycle (2029-2037) Housing Element and to Increase Development Standards for Parcels Zoned MultiUnit Residential That Are Located Within One-Half Mile of the Metro E Expo/Bundy Station.

12.C. Introduction and Adoption of Emergency Interim Zoning Ordinance Establishing Standards and Procedures for Light Fleet-Based Service for Autonomous Vehicles
City of Santa Monica Generated: 7/15/2026 12:19 PM Page 10 Recommended Action
Staff recommends that 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 Interim Zoning Ordinance of the City Council of the City of Santa Monica to Establish Standards and Procedures of Approval for Light Fleet-Based Service For Autonomous Vehicles and Creation of a Use Classification for Light-Fleet Based Service For Autonomous Vehicles.

13. REPORTS OF BOARDS AND COMMISSIONS
No items

14. RESOLUTIONS
No items

15. WRITTEN COMMUNICATIONS OTHER THAN REPORTS OF COMMISSION AND

OFFICERS
No items

16. COUNCILMEMBER DISCUSSION ITEMS

16.A. Appointments to seven seats on the new Restorative Justice Commission - Four seats available for terms ending June 30, 2030 and three seats available for terms ending June 30, 2028. The members first appointed shall so classify themselves by lot that the term of three members shall expire in 2028.

Thereafter, these seats would be for 4-year terms

16.B. Appointments to seven seats on the consolidated Housing & Human Services Commission with three 4-year terms ending on June 30, 2030, three 2-year terms ending on June 30, 2028, and one term ending on June 30, 2027

16.C. Request of Mayor Caroline Torosis that Council approve use of $5,000 of discretionary funds to support the Pico Business Improvement District for its Dia de los Muertos event at Woodlawn Cemetery

ADJOURNMENT
Agendas and reports are accessible on the City's webpage at www.smgov.net/council/agendas. They are also available at the City Clerk's Office and in alternate formats upon request. For a free email subscription to the City Council Agendas, please contact the City Clerk’s Office at (310) 458-8211 or [email protected].

Members of the public unable to attend a meeting but wishing to comment on an item(s) listed on the agenda may submit written comments prior to the meeting by meeting by mailing them to: City Clerk, 1685 Main Street, Santa Monica, CA 90401 or to City of Santa Monica Generated: 7/15/2026 12:19 PM Page 11 [email protected]. Written comments received from the public by 12 PM on the day of the City Council meeting will be distributed to the City Council prior to the meeting and posted online. Members of the public who submit written public comment on an agenda item may be subject to the Levine Act which requires disclosure of campaign contributions of more than $500 to an officer of the City within the preceding 12 months.

City Hall and the Council Chambers are wheelchair accessible. If you require any special disability related accommodations to either attend or provide public testimony at a Council meeting (i.e. sign language interpreting, access to an amplified sound system, remote option, etc.), please contact the City Clerk’s Office at (310) 458-8211 or TDD: (310) 917- 6626 or via email at [email protected] at least 72 hours prior to the scheduled meeting. Best efforts shall be made to accommodate requests received after the 72-hour deadline. In the case of special meetings, requests should be submitted as early as possible, but no later than noon the day of the special Council meeting.

Si desea comunicarse con alguien en español, llame a nuestra oficina al (310) 458-8211 y pida hablar con Esterlina Lugo.

Santa Monica Blue Bus Lines #1, #2, #3, #5, #9 and the EXPO Line serve City Hall.

Parking is available on Main Street, on Olympic Drive, and in the Civic Center Parking Structure (validation free).

City Council
Report
City Council Meeting: July 14, 2026
Agenda Item: 1.A
1 of 1
To: Mayor and City Council
From: Denise Anderson Warren, Interim City Clerk, Records and Election Services Department
Subject: Written Comments
Prepared By: David Yakobson, Staff Assistant III
Approved Forwarded to Council
Attachments:

A. Written Comments

1.A
Packet Pg. 12
1 David Yakobson
From: John Alle <[email protected]>
Sent: Wednesday, July 8, 2026 11:10 AM
To: Santa Monica Coalition
Subject: Santa Monica City Manager Oliver Chi
Follow Up Flag: Follow up
Flag Status: Completed

EXTERNAL
BREAKING (Part 2): Santa Monica City Manager Oliver Chi plots the further demise of our community.

Insta
https://www.instagram.com/reel/DaiWHsCCPW6/?utm_source=ig_web_copy_link YouTube
https://youtube.com/shorts/py-lD3roQx4?feature=share
Item 1
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Item 1
July 14, 2026

1.A.a
Packet Pg. 13
Attachment: Written Comments [Revision 1] (7815 : Written Comments) 2 David Yakobson
From: John Alle <[email protected]>
Sent: Thursday, July 9, 2026 7:35 AM
Follow Up Flag: Follow up
Flag Status: Completed

EXTERNAL
LA's Mayor Karen Bass and Councilwoman Nithya Raman, as Chair of the Homeless Committee, have spent and handed out billions of Taxpayer funds to cronies and nonprofits. Neither will show how the money was spent or whose pockets it's in. That's fraud. Both deserve jail time, not public office.

Insta
https://www.instagram.com/reel/Dakz3iliL3M/?utm_source=ig_web_copy_link YouTube
https://youtube.com/shorts/U1R0fWNHjKY?feature=share
Item 1
July 14, 2026
Item 1
July 14, 2026

1.A.a
Packet Pg. 14
Attachment: Written Comments [Revision 1] (7815 : Written Comments) 3 David Yakobson
From: John Alle <[email protected]>
Sent: Sunday, July 12, 2026 8:22 AM
To: Santa Monica Coalition
Subject: Spectrum 1 News
Follow Up Flag: Follow up
Flag Status: Completed

EXTERNAL
We want MacArthur Park to be an iconic image of a hopeful Los Angeles. By plan, dealers and transient addicts from MacArthur Park use the Metro to travel to Santa Monica in 20 minutes. Santa Monica Police state that 165 addicts and mentally ill individuals exit the Metro each night at the intersection of 4th St. and Colorado Ave. They are homeless by choice. They require drug rehabilitation and should be involuntarily committed.
https://youtu.be/h77HWkO4AVg
Item 1
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Item 1
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1.A.a
Packet Pg. 15
Attachment: Written Comments [Revision 1] (7815 : Written Comments) 4 David Yakobson
From: [email protected]
Sent: Sunday, July 12, 2026 7:21 PM
To: [email protected]; Shawn Landres; Nina Fresco; Jim Ries; Josh Hamilton; Leslie Lambert; Peer Chacko; Jacob Wasserman
Cc: councilmtgitems; Jennifer Taylor; Oliver Chi; Susan Cline; Peter James; Sandra Santiago; Sergio Ramirez; Lisa Parson; Lauren Howland; Melissa Spagnuolo; Attorney Mailbox; Lana Negrete; Dan Hall; Ellis Raskin; Caroline Torosis; Jesse Zwick; Natalya Zernitskaya; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]; [email protected]
Subject: Introducing the Santa Monica Global Conference Center – A Transformative Partnership Opportunity for Our City
Attachments: SMGCC Slideshow.mp4
Follow Up Flag: Follow up
Flag Status: Completed

EXTERNAL
Dear City Manager and Members of the Santa Monica City Council, I hope this email finds you well. I am writing on behalf of Seedlings Inc. to introduce an exciting and timely opportunity to position Santa Monica as a premier global destination for business, innovation, and events.

We are proposing the development of the Santa Monica Global Conference Center (SMGCC) — a world-class, iconic facility designed by the internationally renowned architecture firm Morphosis, founded by Pritzker Prize-winning architect Thom Mayne. Morphosis has already expressed strong interest in this project and has agreed to continue to explore the project with the understanding that they would be architect of choice, pending the completion of a comprehensive feasibility study and conceptual design phase.

The proposed center would be located in the heart of Santa Monica, leveraging the city’s unmatched assets: walkability to Downtown, the Third Street Promenade, the Pier, the beach and ocean, Metro E Line access, and proximity to Silicon Beach’s thriving tech community.

The facility would feature approximately 200,000 square feet of flexible, state-of-the-art space, including:
 Two 50,000 sq ft divisible ballrooms
 A 1,000-seat indoor amphitheater
 Multiple meeting rooms, exhibition, and event spaces
At full operation, the project is projected to deliver powerful year-round economic benefits, including:
 400,000+ annual visitors
 280,000+ hotel nights
Item 1
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Item 1
July 14, 2026

1.A.a
Packet Pg. 16
Attachment: Written Comments [Revision 1] (7815 : Written Comments) 5  $380M+ in visitor spending
 $650M+ in total annual economic impact
 $45M+ in additional city tax revenue
 2,800+ permanent jobs
Beyond the numbers, the center would catalyze broader district-wide growth — supporting new hotels, office and creative spaces, restaurants, retail, and increased property values — while benefiting Santa Monica’s key industries: hospitality, technology, retail, and transportation.

Morphosis has agreed to conduct a landmark feasibility study and develop conceptual design renderings. We are respectfully requesting a $250,000 investment from the City of Santa Monica to fund this critical next step. This investment would deliver professional analysis and iconic design concepts that could instantly elevate Santa Monica’s profile as a leading global hub for conferences, summits, cultural events, and high-profile activations.

I have attached a detailed project overview presentation (including architectural vision, economic impact data, and year-round activation opportunities) for your review.I would greatly appreciate the opportunity to schedule a brief meeting with you and your team to discuss this proposal, answer questions, and explore how we might partner to advance this vision for Santa Monica’s future.

Thank you for your time and consideration. I am confident this project represents a once-in-ageneration opportunity to strengthen our economy, enhance our cultural leadership, and deliver lasting community benefits.

Best regards,
Joe
Seedlings Inc.

[email protected]
Sincerely,
To help protect your priv acy, Microsoft Office prevented automatic download of this picture from the Internet.

Joe DiRosa
Founder, CEO
Artist Series, Seedlings, Tartare, BrainPower
213-STAGE-LA
(213-782-4352)
[email protected]
www.seedlings.vc
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Attachment: Written Comments [Revision 1] (7815 : Written Comments) 1 David Yakobson
From: Sean Ahaus <[email protected]>
Sent: Monday, July 13, 2026 8:56 PM
To: Council Mailbox; councilmtgitems
Cc: Oliver Chi
Subject: California Roadhouse Open Letter to Council
Attachments: Santa Monica Close-up Submission - 2027.07.13.pdf

EXTERNAL
Open Letter to Santa Monica City Leaders: It's Time to Resolve the California Roadhouse Lease For nearly two years, one of the Santa Monica Pier's most visible restaurant spaces has remained vacant.

That vacancy represents more than an empty building. It represents delayed jobs, unrealized tax revenue, lost
opportunities for local musicians and performers, and another missed opportunity to strengthen one of Santa
Monica's most recognizable public destinations.

My name is Sean Ahaus, founder of California Roadhouse, Inc. Our vision is to create a Californiathemed restaurant and live music venue celebrating the culture, music, and hospitality that have made Southern California famous around the world. We remain ready to move forward immediately.

Many people assume this project has stalled because of financing, construction, or permitting. It has not.

California Roadhouse has agreed to the commercial terms of the City's proposed lease. The remaining disagreement concerns labor-related provisions that we believe improperly extend beyond the City's role as a
landlord and into matters governed by state and federal labor law.

Reasonable people may disagree with our legal position. That is exactly why these issues deserve open discussion rather than prolonged silence.

For months, we have repeatedly requested meetings with members of the City Council, the City Manager, and the
City Attorney to explain our concerns and discuss a path toward resolution. Those requests have produced very
little meaningful dialogue.

I want to acknowledge Councilmember Lana Negrete, who took the time to meet with us and hear our concerns
directly. Whether or not elected officials ultimately agree with us, the willingness to listen is an important part of
public service.

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Attachment: Written Comments [Revision 1] (7815 : Written Comments) 2 This issue is about more than one lease. It raises larger questions about how Santa Monica works with businesses that want to invest in the community. How should public property be managed? When should government act as a landlord, and when does it risk becoming a regulator? How do we encourage economic investment while respecting the legal rights of employers and employees alike? The public also deserves transparency. Residents should understand how the disputed lease provisions were
developed, who participated in those discussions, and why they remain necessary. When significant policy questions affect a publicly owned property and the future of dozens of jobs, transparency is fundamental to public trust.

Meanwhile, the consequences continue to grow. A public restaurant space remains vacant. Prospective employees continue waiting for work. Local musicians lose another potential stage. Visitors lose another destination on the Pier. Nearby businesses lose the additional activity that a successful restaurant could generate.

California Roadhouse remains prepared to sign a lawful lease and begin hiring immediately. We continue to believe this project can become a positive addition to the Santa Monica Pier while creating jobs, supporting local artists, attracting visitors, and contributing to the City's economic recovery.

My hope is simple: that City leaders return to good-faith negotiations, openly address the remaining issues, and
allow this project to move forward.

The Santa Monica Pier deserves to be known for opportunity, not prolonged vacancies. Most importantly, the
residents of Santa Monica deserve a transparent government that welcomes dialogue, encourages investment, and works to put people back to work.

Respectfully,
Sean Ahaus
Founder
California Roadhouse, Inc.

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Attachment: Written Comments [Revision 1] (7815 : Written Comments) Open Letter for Santa Monica Close-up
By Sean Ahaus
Open Letter to Santa Monica City Leaders: It's Time to Resolve the California Roadhouse Lease For nearly two years, one of the Santa Monica Pier's most visible restaurant spaces has remained vacant.

That vacancy represents more than an empty building. It represents delayed jobs, unrealized tax revenue, lost opportunities for local musicians and performers, and another missed opportunity to strengthen one of Santa Monica's most recognizable public destinations.

My name is Sean Ahaus, founder of California Roadhouse, Inc. Our vision is to create a California-themed restaurant and live music venue celebrating the culture, music, and hospitality that have made Southern California famous around the world. We remain ready to move forward immediately.

Many people assume this project has stalled because of financing, construction, or permitting. It has not.

California Roadhouse has agreed to the commercial terms of the City's proposed lease. The remaining disagreement concerns labor-related provisions that we believe improperly extend beyond the City's role as a landlord and into matters governed by state and federal labor law.

Reasonable people may disagree with our legal position. That is exactly why these issues deserve open discussion rather than prolonged silence.

For months, we have repeatedly requested meetings with members of the City Council, the City Manager, and the City Attorney to explain our concerns and discuss a path toward resolution. Those requests have produced very little meaningful dialogue.

I want to acknowledge Councilmember Lana Negrete, who took the time to meet with us and hear our concerns directly. Whether or not elected officials ultimately agree with us, the willingness to listen is an important part of public service.

This issue is about more than one lease. It raises larger questions about how Santa Monica works with businesses that want to invest in the community. How should public property be managed? When should government act as a landlord, and when does it risk becoming a regulator? How do we encourage economic investment while respecting the legal rights of employers and employees alike? The public also deserves transparency. Residents should understand how the disputed lease provisions were developed, who participated in those discussions, and why they remain necessary. When significant policy questions affect a publicly owned property and the future of dozens of jobs, transparency is fundamental to public trust.

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Attachment: Written Comments [Revision 1] (7815 : Written Comments) My hope is simple: that City leaders return to good-faith negotiations, openly address the remaining issues, and allow this project to move forward.

The Santa Monica Pier deserves to be known for opportunity, not prolonged vacancies. Most importantly, the residents of Santa Monica deserve a transparent government that welcomes dialogue, encourages investment, and works to put people back to work.

Respectfully,
Sean Ahaus
Founder
California Roadhouse, Inc.

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Attachment: Written Comments [Revision 1] (7815 : Written Comments) 3 David Yakobson
From: John Alle <[email protected]>
Sent: Tuesday, July 14, 2026 8:53 AM
To: Santa Monica Coalition
Subject: Schools and Hotels

EXTERNAL
Santa Monica City Manager Oliver Chi and Mayor
Torosis: Transients blocking hotels and schools DON'T mix well with tourists and children. ESPECIALLY children.

Insta
https://www.instagram.com/reel/DaxvZRKiIk0/?utm_source=ig_web_copy_link YouTube
https://youtube.com/shorts/RsssVf_-N3g?feature=share
John E. Alle

JOHN ALLE COMPANY

THE SANTA MONICA COALITION / SAFE CITIES
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Attachment: Written Comments [Revision 1] (7815 : Written Comments) 4 David Yakobson
From: MM MM <[email protected]>
Sent: Tuesday, July 14, 2026 9:48 AM
To: councilmtgitems
Cc: [email protected]
Subject: Santa Monica city council destroyed the city

EXTERNAL
SMDP,
The Santa Monica city council has destroyed the city of Santa Monica. They allowed BLM to loot the city and their endless communist regulations and taxes have made it a ghost town. Please see below. Can you please publish in the SMDP who each council member and the mayor get donations from. Some residents suspect that they are being influenced by NGOs, the world economic forum or China. Thank you.
https://www.smdp.com/santa-monica-city-council-to-weigh-dueling-ballot-measures-downtowndevelopment-rules-and-civic-auditorium-deal-tuesday/ Item 1
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Attachment: Written Comments [Revision 1] (7815 : Written Comments) 5 David Yakobson
From: S I <[email protected]>
Sent: Tuesday, July 14, 2026 10:44 AM
To: councilmtgitems
Subject: Re Tonights City Council Agenda and Joe Dirosa's Convention Center Proposal- I DO

NOT SUPPORT THIS MAN AND HIS RQUEST

EXTERNAL
Dear Mayor and Councilmembers,
I wanted to briefly share my perspective regarding the recent proposal and public commentary surrounding the Civic Auditorium/Convention Center concept.

First and foremost, I want to make clear that I support in general exploring the redevelopment of this site and believe Santa Monica should be having bold conversations about the future of this important civic asset. Our city deserves thoughtful investment, creative thinking, and projects that strengthen our economy while respecting the character of our community.

That said, I believe the current presentation and advocacy surrounding this proposal are doing the idea itself a disservice and I DO NOT SUPPORT THIS.

Online and on Next Door the public has= been presented with speculative renderings and references to Morphosis as though this represents an actual architectural proposa from Morphosis. To my knowledge, it does not. While Morphosis is one of the world's most accomplished architectural firms, and Thom Mayne is unquestionably one of the great architects of our time, repeatedly invoking their name or their Pritzker Prize does not substitute for thoughtful planning or public process. Great architecture is about far more than the name attached to a project. It is about context, scale, materials, functionality, economics, sustainability, and ultimately how a building serves the community around it.

Likewise, I have yet to see the type of objective data that should accompany a proposal of this magnitude.

Before asking the public to embrace a project that could fundamentally reshape this portion of our city, I believe there should be independent analysis addressing issues such as economic feasibility, projected public benefit, parking, traffic, convention demand, operating costs, surrounding business impacts, and long-term fiscal sustainability. Not this mans ridiculous and self serving proposal that is on all gorunds, factually incorrect and misleading.

As someone who has lived in Santa Monica for nearly three decades, owns property here, owns businesses here, has developed projects here, and pays taxes here, I strongly believe we should welcome ambitious ideas, but they must be presented professionally, transparently, and with supporting data rather than self serving enthusiasm and little else but scorn against those who question it.

Unfortunately, much of the current advocacy has become unnecessarily combative, dismissive of legitimate questions, and lacking the factual foundation necessary to build meaningful public support. That approach ultimately hurts the conversation rather than advances it.

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Attachment: Written Comments [Revision 1] (7815 : Written Comments) 6 I hope the City continues to explore redevelopment opportunities for this site. I simply encourage Council to evaluate any future proposal based on objective planning, sound economics, thoughtful design, and meaningful community engagement and not speculative renderings or unsupported claims.

Santa Monica deserves a first-class civic project. It also deserves a first-class process.

Thank you for your time and consideration.

J Joseph
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Attachment: Written Comments [Revision 1] (7815 : Written Comments) 7 David Yakobson
From: JANIS LEISHMAN <[email protected]>
Sent: Tuesday, July 14, 2026 11:16 AM
To: Caroline Torosis; Jesse Zwick; Lana Negrete; Dan Hall; Ellis Raskin; Barry Snell; Natalya Zernitskaya; Council Mailbox; councilmtgitems; Santa Monica City Manager's Office; Susan Cline; Peter James; [email protected]; Oliver Chi Subject: RE: Agenda Item 1 - Please Listen to Residents on the Future of the Airport

EXTERNAL
Dear Councilmember,
I am a Santa Monica resident and I am writing because I strongly support keeping the Santa Monica Airport open while exploring ways to expand park space and community benefits.

Even though I do not live right next to the airport, it matters to me as part of what makes Santa Monica the city it is. We do not want an irreversible decision that can impact jobs, businesses, and city revenues that fund the services all of us rely on. A park-only option creates enormous costs for the City at a time when Santa Monica is already facing serious budget challenges, and would likely take many years and hundreds of millions of dollars before any resident sees a benefit.

Most importantly, a strong majority of Santa Monica voters support keeping the airport while still having park space and businesses. That support is becoming more visible. At the most recent City Council meeting, 834 letters were submitted and 200 residents came forward to speak, reinforcing that many in the community believe we can have both meaningful open space and continued aviation use. Speakers highlighted the opportunity for Santa Monica to serve as a leader in clean air mobility, supporting innovation that benefits the entire city.

I hope the City will take the time to pursue solutions that preserve this important community resource while adding new public space and amenities for all Santa Monica residents.

Please listen to residents and avoid rushing toward closing the airport.

Thank you for your service to our community.

Sincerely,
Janis
Santa Monica
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Attachment: Written Comments [Revision 1] (7815 : Written Comments) 8 David Yakobson
From: robin henning <[email protected]>
Sent: Tuesday, July 14, 2026 11:19 AM
To: Caroline Torosis; Jesse Zwick; Lana Negrete; Dan Hall; Ellis Raskin; Barry Snell; Natalya Zernitskaya; Council Mailbox; councilmtgitems; Santa Monica City Manager's Office; Susan Cline; Peter James; [email protected]; Oliver Chi Subject: RE: Agenda Item 1 - Please Listen to Residents on the Future of the Airport

Even though I do not live right next to the airport, it matters to me as part of what makes Santa Monica the city it is.

We do not want an irreversible decision that can impact jobs, businesses, and city revenues that fund the services all of us rely on. A park-only option creates enormous costs for the City at a time when Santa Monica is already facing serious budget challenges, and would likely take many years and hundreds of millions of dollars before any resident sees a benefit.

I hope the City will take the time to pursue solutions that preserve this important community resource while adding new public space and amenities for all Santa Monica residents.

Please listen to residents and avoid rushing toward closing the airport.

Thank you for your service to our community.

Sincerely,
robin henning
Montana neighborhood
Let’s take the time to do things right no rushing history. Will be proud of Santa Monica in future generations for clear decisive action now.

Sent from my iPhone
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Attachment: Written Comments [Revision 1] (7815 : Written Comments) 9 David Yakobson
From: Craig Galloway <[email protected]>
Sent: Tuesday, July 14, 2026 11:52 AM
To: Caroline Torosis; Jesse Zwick; Lana Negrete; Dan Hall; Ellis Raskin; Barry Snell; Natalya Zernitskaya; Council Mailbox; councilmtgitems; Santa Monica City Manager's Office; Susan Cline; Peter James; [email protected]; Oliver Chi Subject: RE: Agenda Item 1 - Please Listen to Residents on the Future of the Airport

Even though I do not live right next to the airport, it matters to me as part of what makes Santa Monica the city it is.

I hope the City will take the time to pursue solutions that preserve this important community resource while adding new public space and amenities for all Santa Monica residents.

Please listen to residents and avoid rushing toward closing the airport.

Thank you for your service to our community.

Sincerely,
Craig S Galloway
Wilshire/Montana
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Attachment: Written Comments [Revision 1] (7815 : Written Comments) 1 David Yakobson
From: Clerk Mailbox
Sent: Tuesday, July 14, 2026 9:20 AM
To: councilmtgitems
Subject: FW: Agenda Packet - Jul 14, 2026 (Tue) -
Mitchell Kois
Staff Assistant III | City Clerk’s Office
(310) 458-8211 x5518
From: Stanley H. Epstein <[email protected]>
Sent: Monday, July 13, 2026 6:06 PM
To: Clerk Mailbox <[email protected]>; Heidi von Tongeln <[email protected]>; Oliver Chi <[email protected]>
Subject: Fwd: Agenda Packet - Jul 14, 2026 (Tue) -

EXTERNAL
Sent from my iPad
Begin forwarded message:Is there an acceptable reason why all residents should not be advised now of the $ amount of each and every factor that has not been collected by the City and who benefitted?All that is known and is not a Closed Session issue?Certainly estimated amounts of future revenues can be made, too. If the question comes up tomorrow evening, and no due diligence at all as the excuse ,that will be laughed at by people with any sophistication. I think it should be made public prior to the meeting if the City wants to be transparent and truthful.Kindly add these to public comments , Thanks .Stan Epstein
From: City Clerk <[email protected]>
Date: July 13, 2026 at 5:22:27 PM PDT
Subject: Agenda Packet - Jul 14, 2026 (Tue) - City Council Reply-To: City Clerk <[email protected]>
Please see the attached Agenda Packet document for the following meeting:

City Council
Special Meeting
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Attachment: Written Comments [Revision 1] (7815 : Written Comments) 2 Tuesday, July 14, 2026 5:35 PM
1685 Main Street, Room 250, Santa Monica, CA 90401
Download PDF Agenda Packet | View Web Agenda Packet
Document Modified: 7/13/2026 5:18 PM

If you no longer wish to be included in this distribution list you can remove yourself through the meeting web portal or reply to this message.

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Attachment: Written Comments [Revision 1] (7815 : Written Comments) 1 David Yakobson
From: Clarence McDowell <[email protected]>
Sent: Tuesday, July 14, 2026 11:50 AM
To: Clerk Mailbox
Cc: councilmtgitems
Subject: Public Comment Handout for Tonight's Council Meeting — 1011 Pico Blvd., Unit 7 Displacement — HD-11536 / Permit No. 26BLD-0578
Attachments: Council_Meeting_Handout_McDowell_071426.pdf

EXTERNAL
Dear City Clerk's Office,
My name is Clarence McDowell. My wife Victoria and I are residents of 1011 Pico Blvd., Unit 7, and we have been displaced from our home since September 3, 2025 — 314 days as of today.

I intend to speak during Public Comment at tonight's City Council meeting, July 14, 2026, regarding the City's ongoing failure to enforce Habitability Determination HD-11536 and the tenant relocation provisions of SMMC Chapter 4.36, including unanswered written questions submitted to the City Attorney's Office and Code Enforcement, and unpaid per diem relocation benefits now totaling approximately $53,449.

I have attached a one-page handout summarizing this matter for the Council's reference during my comment. I respectfully request that this handout be:

1. Distributed to the Mayor and Councilmembers prior to or during tonight's Public Comment period, and

2. Entered into the public record for tonight's meeting.

I understand the deadline for electronic display materials is 12:00 PM the day of the meeting, and I am submitting this ahead of that deadline. If any additional steps are needed on my part to have this handout distributed or displayed tonight, please let me know as soon as possible.

Thank you for your assistance.

Respectfully,
Clarence and Victoria McDowell
1011 Pico Blvd., Unit 7
Santa Monica, CA 90405
(310) 291-4468
[email protected]
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Attachment: Written Comments [Revision 1] (7815 : Written Comments) 2 --
Best Regards,
Clarence McDowell
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Attachment: Written Comments [Revision 1] (7815 : Written Comments) 1011 PICO BLVD., UNIT 7 - TENANT RELOCATION - CITY COUNCIL HANDOUT McDowell Family Displacement — Case 25-COM-1682 | HD-11536 | Permit No. 26BLD-0578 Prepared for City Council Meeting: July 14, 2026
════════════════════════════════════════════════════════════ DISPLACEMENT SNAPSHOT (AS OF TONIGHT, JULY 14, 2026)
════════════════════════════════════════════════════════════ • Displaced since: September 3, 2025 → 314 consecutive days (10+ months) • Governing order: Habitability Determination HD-11536, issued Feb. 19, 2026 — landlord found 100% responsible for ongoing displacement; "Tenant Responsible" box left

UNCHECKED
• No written lifting order has ever been issued for HD-11536 • Established per diem rate (per landlord's own checks): $473.00/night • Per diem accruing since HD-11536 (Feb 19 – Jul 14, 2026): 145 nights = ~$68,585 total accrued
• Minimum confirmed UNPAID per diem balance as of tonight: approximately $53,449 (and rising $473/day)
════════════════════════════════════════════════════════════ FOUR YES/NO QUESTIONS — STILL UNANSWERED AFTER 3+ WEEKS ════════════════════════════════════════════════════════════ First submitted June 26, 2026 (deadline July 2). Restated July 6 and July 10, 2026.

As of the Council meeting, the City Attorney's Office has issued NO written Yes/No answer to any of these:

1. LANDLORD ELECTION: Does a landlord's election to switch from per diem to comparable housing take legal effect — and suspend the per diem obligation — WITHOUT a prior written Director determination addressing all six SMMC 4.36.010 comparability factors (size, configuration/levels, location, school proximity, accessibility, other amenities)?

2. UNVERIFIED COMPARABILITY: When the Director admits she CANNOT determine whether the landlord's offered unit was comparable, does that uncertainty excuse Code Enforcement from enforcing unpaid per diem — shifting the entire burden to the displaced tenant to sue in civil court?

3. PACKING/MOVING COSTS: Does SMMC 4.36.120(d) allow the City to deny packing, moving, storage, and unpacking costs based on the ORIGINAL 2025 incident — when HD-11536 itself attributes the CURRENT, ONGOING displacement to the landlord's non-diligence?

4. UNAUTHORIZED PLAN MODIFICATION: Can the Building Department-approved Per Diem obligation in Attachment A to Permit No. 26BLD-0578 (stamped/approved April 21, 2026) be McDowell Family Displacement — Case 25-COM-1682 | HD-11536 | Permit No. 26BLD-0578 1 Item 1
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Attachment: Written Comments [Revision 1] (7815 : Written Comments) modified — including by a landlord's mid-displacement switch to "comparable housing" — WITHOUT a written amended Relocation Plan, Building Department review/approval, and written re-notice to tenants, as SMMC 8.100.030(b) requires? ════════════════════════════════════════════════════════════

CODE ENFORCEMENT'S REFUSAL TO ENFORCE
════════════════════════════════════════════════════════════ • City Attorney's Office position: "Code Enforcement is not able to determine whether the unit was in fact comparable... pursue remedies through a private civil action." • This tells a displaced, low-income tenant family to sue their landlord privately rather than have the City enforce its own self-executing statutory per diem obligation. • The City's own July 2025 Temporary Tenant Relocation Assistance Guidelines state, without qualification: "The landlord MUST pay for all actual reasonable moving costs, including... packing and unpacking [and] storage." Code Enforcement has twice told the family verbally that these costs are NOT owed — with no written code citation overriding the "must" Language.
• To date, we have documented and reported at least 10 serious to critical permit violations and not one additional code/permit violation has been issued since HD-1536 was cited on February 19th.
════════════════════════════════════════════════════════════ MR. MICK'S ULTIMATUM (JULY 7, 2026)
════════════════════════════════════════════════════════════ • Code Enforcement Manager Daniel Mick delivered an ultimatum tied to the landlord's substitute-housing offer at 804½ Pacific Ave., Venice.
• Mr. Mick simultaneously ADMITTED the SMMC Chapter 8.100 relocation-plan-amendment defect is a "separate issue" not being addressed at this time, and that any "decline/forfeiture" theory against the tenants would need internal City staff discussion — confirming NO settled City position exists.
• The family has renewed, in writing, its request that the City Manager's Office and Consumer Protection Division formally intervene.
════════════════════════════════════════════════════════════ MS. GANSCHOW'S CONTINUED SILENCE
════════════════════════════════════════════════════════════ Chief Deputy City Attorney Romy Ganschow has not provided written answers on:
• Landlord responsibility for packing/moving tenant belongings (despite HD-11536's own causation finding against the landlord)
McDowell Family Displacement — Case 25-COM-1682 | HD-11536 | Permit No. 26BLD-0578 2 Item 1
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Attachment: Written Comments [Revision 1] (7815 : Written Comments) • Whether a Building Department-approved Relocation Plan can be unilaterally modified by the landlord without following SMMC 8.100.030(b)'s written amendment process • The four restated Yes/No questions above, now over three weeks outstanding ════════════════════════════════════════════════════════════

PER DIEM ACCOUNTING SUMMARY
════════════════════════════════════════════════════════════ Date Event Accrued Per Diem
Sep 3, 2025 Fire event / displacement begins $0
Feb 19, 2026 HD-11536 issued $0 (rate established)
Mar 16, 2026 Last landlord payment covers through this date $11,825 Apr 8, 2026 Landlord told (verbally) benefits ended $21,678 May 28, 2026 City's alternate "gap end" date $55,529
Jun 26, 2026 Partial payment (Check #3783) issued $60,565 Jul 9, 2026 27th Formal Communication min. $51,084 unpaid $66,220 Jul 14, 2026 TONIGHT — Council Meeting $68,585 accrued / ~$53,449 min unpaid
Note: Per diem continues to accrue at $473.00/night for every additional day until a valid, written lifting order is simultaneously served on the tenants and the landlord, consistent with HD-11536's own terms.
════════════════════════════════════════════════════════════

REQUESTED COUNCIL ACTION
════════════════════════════════════════════════════════════

1. Direct the City Attorney's Office to answer all four outstanding Yes/No questions in writing within 5 business days.

2. Direct Code Enforcement to enforce full payment of accrued per diem (min. ~$53,449) plus all packing/moving/storage/unpacking costs under SMMC 4.36.100.

3. Direct the Building Division to confirm whether the Relocation Plan was ever lawfully amended under SMMC 8.100.030(b); if not, treat per diem as fully in force.

4. Direct staff to issue a written lifting order for HD-11536, or confirm in writing that it remains in full effect.

All rights under SMMC Chapters 4.36, 4.56, 4.28, and 8.100; California Civil Code §§1941, 1942, 1942.4, 1942.5; and California Health & Safety Code §17920.3 are expressly reserved.

Clarence and Victoria McDowell | 1011 Pico Blvd., Unit 7, Santa Monica, CA 90405 McDowell Family Displacement — Case 25-COM-1682 | HD-11536 | Permit No. 26BLD-0578 3 Item 1
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Attachment: Written Comments [Revision 1] (7815 : Written Comments) 1 David Yakobson
From: ELLEN POWELL <[email protected]>
Sent: Tuesday, July 14, 2026 12:44 PM
To: Caroline Torosis; Jesse Zwick; Lana Negrete; Dan Hall; Ellis Raskin; Barry Snell; Natalya Zernitskaya; Council Mailbox; councilmtgitems; Santa Monica City Manager's Office; Susan Cline; Peter James; [email protected]; Oliver Chi Subject: RE: Agenda Item 1 - Please Listen to Residents on the Future of the Airport

EXTERNAL
Dear Councilmember,
I am writing because I strongly support keeping the Santa Monica Airport open while exploring ways to expand park space and community benefits.

The Santa Monica Airport is a historic and valuable resource, and decisions about its future have implications beyond city boundaries. We do not want an irreversible decision that can impact jobs, businesses, and regional connectivity. A park-only option creates enormous costs for the City at a time when Santa Monica is already facing serious budget challenges, and would likely take many years and hundreds of millions of dollars before residents see any benefit.

Most importantly, a strong majority of Santa Monica voters support keeping the airport while still having park space and businesses. We are beginning to see that sentiment translate into action, with 834 letters submitted and 200 individuals showing up to speak in support at the most recent City Council meeting. Those speakers made clear that Santa Monica can pursue both open space and aviation, while also positioning itself as a hub for clean air mobility and emerging aviation technologies, creating benefits that extend across the city and the broader region.

I hope the City will take the time to pursue balanced solutions that preserve this important community resource while adding new public space and amenities.

Please listen to residents and avoid rushing toward closing the airport.

Thank you for your service to our community.

Sincerely,
Ellen Powell
Santa Monica
Sent from my iPhone
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Attachment: Written Comments [Revision 1] (7815 : Written Comments) 1011 PICO BLVD., UNIT 7 - TENANT RELOCATION - CITY COUNCIL HANDOUT McDowell Family Displacement — Case 25-COM-1682 | HD-11536 | Permit No. 26BLD-0578 Prepared for City Council Meeting: July 14, 2026
════════════════════════════════════════════════════════════ DISPLACEMENT SNAPSHOT (AS OF TONIGHT, JULY 14, 2026)
════════════════════════════════════════════════════════════ • Displaced since: September 3, 2025 → 314 consecutive days (10+ months) • Governing order: Habitability Determination HD-11536, issued Feb. 19, 2026 — landlord found 100% responsible for ongoing displacement; "Tenant Responsible" box left

As of the Council meeting, the City Attorney's Office has issued NO written Yes/No answer to any of these:

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Attachment: Written Comments [Revision 1] (7815 : Written Comments) modified — including by a landlord's mid-displacement switch to "comparable housing" — WITHOUT a written amended Relocation Plan, Building Department review/approval, and written re-notice to tenants, as SMMC 8.100.030(b) requires? ════════════════════════════════════════════════════════════

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Attachment: Written Comments [Revision 1] (7815 : Written Comments) • Whether a Building Department-approved Relocation Plan can be unilaterally modified by the landlord without following SMMC 8.100.030(b)'s written amendment process • The four restated Yes/No questions above, now over three weeks outstanding ════════════════════════════════════════════════════════════

1. Direct the City Attorney's Office to answer all four outstanding Yes/No questions in writing within 5 business days.

2. Direct Code Enforcement to enforce full payment of accrued per diem (min. ~$53,449) plus all packing/moving/storage/unpacking costs under SMMC 4.36.100.

3. Direct the Building Division to confirm whether the Relocation Plan was ever lawfully amended under SMMC 8.100.030(b); if not, treat per diem as fully in force.

4. Direct staff to issue a written lifting order for HD-11536, or confirm in writing that it remains in full effect.

All rights under SMMC Chapters 4.36, 4.56, 4.28, and 8.100; California Civil Code §§1941, 1942, 1942.4, 1942.5; and California Health & Safety Code §17920.3 are expressly reserved.

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Attachment: Written Comments [Revision 1] (7815 : Written Comments) City Council
Report
City Council Meeting: July 14, 2026
Agenda Item: 2.A
1 of 1
To: Mayor and City Council
From: Oliver Chi, City Manager, City Manager's Office
Subject: Proclamation: Disability Pride Month
Prepared By: Amy Larkin, Staff Assistant III
Approved Forwarded to Council

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City Council
Report
City Council Meeting: July 14, 2026
Agenda Item: 2.B
1 of 1
To: Mayor and City Council
From: Oliver Chi, City Manager, City Manager's Office
Subject: Proclamation: National Parks and Recreation Month Prepared By: Amy Larkin, Staff Assistant III
Approved Forwarded to Council
Attachments:

A. PowerPoint Presentation

2.B
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1 2025 IMPACT REPORT
CITY OF SANTA MONICA RECREATION & ARTS DEPARTMENT 2025 IMPACT Recreation and
Arts Department
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Attachment: PowerPoint Presentation (7803 : 2. B. Proclamation: National Parks and Recreation Month) 2 CITY OF SANTA MONICA RECREATION & ARTS DEPARTMENT
The Recreation & Arts Department (RAD) enriches
lives by providing a dynamic array of recreation,
arts, and community event services—created with
and for the community—that inspire play, connection, and shared experience in Santa Monica’s public spaces. Delivering essential city services,
in support of physical and mental health, social
connection, cultural expression, and community
resilience, while contributing to the city’s small-town character and high quality of life.

The importance of safe, welcoming places to
gather was not theoretical in 2025. In the aftermath
of the January 7 Palisades Fire, which devastated
much of Pacific Palisades, the city of Santa Monica
mobilized quickly in a true One SaMo response.

RAD played a pivotal role by opening community
facilities as places of refuge and support for evacuees who arrived with little more than the clothes they were wearing. As recovery continued, RAD
staff helped displaced families reestablish routines
and reconnect to essential community services,
including arts, cultural, and recreation programs
that provided stability, healing, and connection
during a prolonged period of disruption.

RAD’s recovery efforts extended beyond direct
services to individuals and families to include
support for artists, cultural workers, and community-based organizations impacted by the fire.

Through the Cultural Affairs Division, the Art of
Recovery grant program provided critical funding to
nonprofit arts and service organizations supporting
wildfire survivors. Rental relief was also provided to
artists at the Airport Art Studios, many of whom lost
homes, studios, artwork, and livelihoods. Across
divisions, RAD adapted programs and hosted targeted community events designed to meet the unique needs of wildfire survivors of all ages.

At the same time, RAD continued advancing
the City’s broader priorities and long-term vision.

In July, the department led a citywide celebration
marking the reopening of the Miles Memorial
Playhouse with a community Play Day at Reed
Park as part of the State of the City. This event
celebrated the completion of two years of facility
improvements and reinvestment, returning a
beloved cultural asset to active community use and
demonstrating the power of arts, recreation, and

FROM OUR DEPARTMENT HEAD, JENNY ROGERS

IN THIS REPORT
Recreation
Overview . . . . . . . . . . . . . . . . . . . . . . . . . 4 Aquatics . . . . . . . . . . . . . . . . . . . . . . . . . 6 Beach Recreation . . . . . . . . . . . . . . . . . 8
Comunity Programs . . . . . . . . . . . . . . . . 9
Sports & Athletics . . . . . . . . . . . . . . . . . 10 Facilities . . . . . . . . . . . . . . . . . . . . . . . . . 11 Cultural Affairs
Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Pillars . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Cultural Facilities . . . . . . . . . . . . . . . . . . . . 17 Programs & Events . . . . . . . . . . . . . . . . . . 20 Grants & Artist Support . . . . . . . . . . . . . . . 21 Grantmaking: Arts Transportation . . . . . . 22
Art of Recovery . . . . . . . . . . . . . . . . . . . . . 23 Public Art . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Administration
Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Looking Ahead . . . . . . . . . . . . . . . . . . . . . . 28 Commissions and Boards . . . . . . . . . . . . . 30
Our Team . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Intro
2025, A Year
of Impact
public space to bring people together.

RAD’s work in 2025 also aligned with the City
Council–adopted Realignment Plan, supporting
public safety, economic recovery, organizational
capacity, and long-term fiscal stability. Recreation
and Arts services are foundational to this work.

Santa Monica is truly a small city in an urban
environment. Given its unique placement, Arts and
Culture are at the core of this place in a community
where creativity is part of the local fabric and
cultural participation strengthens civic life. In this
ideal recreational environment, Santa Monica’s
recreation programs—on land and in water,
indoors and outdoors—serve residents of all ages
and abilities and reflect the city’s identity as a place where recreation is a way of life all year.

Known for its exquisite natural beauty and near
perfect climate, Santa Monica is the place for play.

The adoption of the 2025 Parks and Recreation
Vision Plan further reinforced this role, establishing
a long-term framework for recreation and arts
facilities and programs and guiding future investment, including planning for the Beach and Pier Vision Plan. Together, these efforts position RAD
as a key contributor to a resilient, inclusive, and
forward-looking Santa Monica.

As a city department, we build community. Our
RAD services provide a helping hand for the most
vulnerable, a gathering place for social connection
and enrich the small-town character and high
quality of life in Santa Monica. Recreation and Arts
are the why for why people decide to live, visit and
vacation in Santa Monica. Come join the fun in the
best place on earth for play — Santa Monica is RAD
and our cultural renaissance has only just begun!
Known for its exquisite
natural beauty and near
perfect climate, Santa
Monica is the place for play.

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Recreation
Recreation
In 2025, the Community Recreation Division continued to deliver high quality programs, facilities, and services that support play, connection, health and quality of life across Santa Monica. From busy pools, gyms, and fields, to vibrant camps, classes, and community events, participation remained strong throughout the year and across all age groups.

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CITY OF SANTA MONICA RECREATION & ARTS DEPARTMENT 2025 IMPACT REPORT This level of engagement is reinforced by the
Council adopted Santa Monica Parks and Recreation Vision Plan. Survey results show that 96% of respondents visit parks, arts, or recreation
facilities in a typical year, and 49% participate
in a City program annually, both well above
national averages. These findings reflect how
central recreation facilities and programs are to
daily life in Santa Monica.

Seasonal camps, youth and adult classes,
aquatics, and fitness programs continued to see
high demand, particularly during school breaks.

Collaborating with schools through Joint Use
Agreements enabled access to school sites and
remains essential in meeting year-round recreation needs, while ongoing facility maintenance and targeted improvements helped ensure safe,
welcoming, and well used spaces. Community
events such as the Spooky Splash, Polar Bear
Plunge and the Toys for Tots Softball Tournament added energy and connection across City facilities.

The division also focused on access and
inclusion. Westside Special Olympics programming expanded and hosted multiple tournaments, and staff worked closely with schools and community partners to coordinate shared
use of fields, gyms, and pools amid increasing
demand and to help displaced schools and
youth organizations from the Palisades Fire. In
response to community feedback, hours at the
Memorial Park Fitness Room, SAMOHI Pool
and Pickleball Open Play were expanded, and
staff continued to refine operations to better
serve residents.

A significant area of focus in 2025 was the
division’s role in supporting recovery efforts
related to the Palisades Fire. Community Recreation worked extensively with displaced schools, youth sports organizations, and community partners to relocate recreation programming, school athletics, and physical education activities into
Santa Monica facilities. This required a high
level of coordination, flexibility, and responsiveness from staff, as well as close collaboration across departments and with external partners.

These efforts not only ensured continuity of
programming for impacted communities, but
also demonstrated the strength, adaptability,
and regional importance of Santa Monica’s
recreation system.

Recreation
COMMUNITY RECREATION 2025 BY THE NUMBERS
7,236
4,575
participants
enrolled in Learn
to Swim classes
+218K
Total aquatics visits
across 3 different
facilities
+40K
+$5 M
in annual earned revenue
supporting program
sustainability
807
teams registered
across volleyball,
basketball, soccer, softball,
and pickleball totaling over
10,000 participants
23,555
permits issued for
courts, fields, meeting
rooms, beach volleyball
courts, BBQ areas, and
other amenities
+31K
annual
hours of
community
recreation
access
at school
sites,
including:
• Fields and Tracks
• Gyms
• Elementary School
Playgrounds
• SAMOHI Pool
• Tennis and Pickleball
courts
10,984
resident membership
passes sold for the Skate
Park, Memorial Park Gym
and Fitness Center, Santa
Monica Swim Center, and
Reed Park Tennis Center
total
participants
in Pickleball
Open Play

COMMUNITY RECREATION DIVISION
Overview
These numbers reflect a highly active recreation system with strong participation across all age groups, significant demand for programs and facilities, and a growing need to continue expanding and evolving our programs.
unique participants across
community camps and classes
Community Recreation programs
and facilities continued to serve as
important gathering places for residents of all ages in 2025. Through aquatics, sports, camps, classes,
fitness, special events, and shared
use facilities, the division provided
a wide range of opportunities that
promoted recreation, wellness,
learning, and community connection throughout the year.

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Attachment: PowerPoint Presentation (7803 : 2. B. Proclamation: National Parks and Recreation Month) 6 LEARN-TO-SWIM

SWIM TEAM

JUNIOR LIFEGUARD

LIFEGUARD &

SWIM INSTRUCTOR

CERTIFICATION

CITY EMPLOYMENT

AQUATIC/BEACH

RECREATION

SITE LEADERSHIP

CONTINUED

ADVANCEMENT

WITHIN THE CITY
AND BEYOND.
7 CITY OF SANTA MONICA RECREATION & ARTS DEPARTMENT 2025 IMPACT REPORT Recreation
Aquatics
Our Aquatics team provides year-round public
access, instruction, competitive programming,
and safety education across three pool sites:

Santa Monica Swim Center, Annenberg Community Beach House Pool, and Santa Monica High School Pool. Serving residents of all ages,
Aquatics supports early swim instruction, youth
development, competitive athletics, senior
fitness, and lifelong wellness.

Aquatics remains one of the City’s most
consistently utilized recreation services and
serves as both a public health asset and a
critical public safety resource.

YOUTH-TO-PROFESSIONAL PATHWAY
Beyond programming, Aquatics maintains
rigorous safety standards, continuous staff
training, and emergency preparedness
coordination. The division builds futureready professionals, strengthens public safety capacity, and provides a trusted civic
space that supports health, connection, and
community resilience.
2025 HIGHLIGHTS
1st Place
captured by Sharks Swim Team at the 2025
Southern California Municipal Athletic
Foundation Championships, competing
against 15 teams and 400+ athletes.
218,272
Total Visits across three pool
facilities, reflecting sustained
community demand.

WATER SAFETY MONTH
Following the Mayor’s proclamation in
May, Aquatics led a citywide campaign
focused on youth engagement, safety
education, public library partnerships,
interdepartmental collaboration, and
free community CPR training.
1,060
Youth athletes (across
six sessions) attended
the Team Santa Monica
Swim Meet and the
Western State Conference
Championships in
partnership with Santa
Monica College, welcoming
top collegiate athletes
2,000
residents attended Summer
Splash Nights and the 3rd
Annual Spooky Splash
#1
Recreation
“ The Aquatics team at
all levels is dedicated to
safety, health, teaching, and
developing swimmers. The
current leadership, coaches,
and lifeguards have taken it
to a whole new level.”
Our
Model
Aquatics sustains
one of the City’s
strongest internal
talent pipelines
resulting in
115 TRAINED

AQUATIC SAFETY

PERSONNEL
in 2025.
- SANTA MONICA

RESIDENT
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CITY OF SANTA MONICA RECREATION & ARTS DEPARTMENT 2025 IMPACT REPORT Recreation
2025 HIGHLIGHTS
1,000+

CAMPS & CLASSES

DELIVERED
Expanded offerings
across arts, STEM,
fitness, and youth
enrichment, including
new trend-responsive
programs such as
K-Pop Demon
Hunters Camp.

NEIGHBORHOOD

STEM EXPANSION
Partnered with Fairview
Branch Library to bring
STEM camps directly into
community spaces.

STRONG SEASONAL

CAMP OPERATIONS
Delivered high-quality
summer and schoolbreak camps supporting
working families
and sustained youth
engagement.

MODERNIZED

FACILITY ACCESS
Streamlined the
community room rental
process to improve
customer experience and
operational efficiency.
50 YEARS OF WESTSIDE SPECIAL OLYMPICS
Founded in 1976 in partnership with Olympic champion Rafer Johnson, Westside Special Olympics (WSO) has been operated continuously by the City of Santa Monica for 50 years.

WSO currently offers
seven sports across three
seasons and is part of
Special Olympics Southern
California, serving athletes
throughout the West Los
Angeles region. Powered by
dedicated volunteers, WSO
hosts two annual regional
tournaments and has supported athletes advancing
to represent Team USA at
the Special Olympics World
Games.

For five decades, Santa
Monica has remained a
regional leader in inclusive
recreation, enriching the
lives of athletes, families,
and volunteers.

Community
Programs
The Community Camps, Classes & Westside Special Olympics (WSO) program area delivers inclusive recreation, enrichment, and adaptive sports opportunities for residents of all ages and abilities. Through camps, contract classes, and competitive programming, the program area supports youth development, lifelong learning, and equitable access to recreation.

Recreation
Beach Recreation activates Santa Monica’s iconic
shoreline as a year-round destination for recreation,
fitness, competition, and community connection.

From Ocean Park to the Annenberg Community
Beach House, programming supports residents,
schools, athletes, and visitors across all ages and skill levels through beach camps, surf camps, sand sports
leagues, open play access, and contracted fitness and
wellness classes on the sand and in the water.

Through tournaments, seasonal camps,
instructional programs, and long-standing
partnerships, Beach Recreation reinforces Santa
Monica’s identity as a premier coastal recreation
destination. The division also oversees popular
community events including the Cardboard Yacht
Regatta and the Polar Bear Swim, which draw
hundreds of participants and spectators annually.

Beach Recreation

BEACH RECREATION & COMMUNITY REACH
continues to balance preservation, access, and
activation, ensuring the shoreline remains an
inclusive, well-managed, and vibrant gathering
space that reflects Santa Monica’s coastal identity.

Programming served residents and visitors alike,
providing accessible outdoor recreation in one of the
City’s most visible and valued public spaces.

BEACH & SURF

PROGRAMMING
Youth beach and
surf camps provided
structured coastal
recreation.

COURT &

SAND SPORTS
Ongoing beach
volleyball
leagues, tournaments, camps,
and classes

REGIONAL TOURNAMENTS
Hosted competitive events
drawing participants from across
Southern California and beyond.

SCHOOL & COMMUNITY
PARTNERSHIPS Continued
collaboration with schools,
athletic groups, and instructors
to expand coastal recreation
access.
2025 HIGHLIGHTS
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CITY OF SANTA MONICA RECREATION & ARTS DEPARTMENT 2025 IMPACT REPORT Recreation

EVERGREEN PROGRAMMING & SERVICES
• Seasonal adult sports leagues
including softball, soccer,
volleyball, basketball, and
pickleball totaling over 10,000
participants annually
• Ongoing open play, reservation
systems, and court access across
multiple sites for tennis and
pickleball
• Daily operations of Memorial
Park Gym and Fitness Center
• Year-round oversight of Cove
Skatepark, one of California’s
premier skate facilities, offering
camps, classes, weekly bike
sessions, girls-focused and adult
sessions, along with general
membership hours that serve
riders of all skill levels
• Permitting for sports fields,
courts, beach athletics,
gym use, picnic areas,
and commercial fitness
instruction
The Sports & Athletics program area activates
Santa Monica’s parks, fields, gyms, courts, and
beach spaces through year-round leagues, open
play, fitness access, and comprehensive facility permitting — ensuring safe, equitable, and vibrant use of City assets.
2025 HIGHLIGHTS
• Expanded pickleball open play and the
launch of a new league
• Added adult volleyball at SAMOHI and
a Friday night co-ed softball league
• Increased Memorial Park Fitness
Room hours
• Coordinated with Public Works on the
installation of new scoreboards at Los
Amigos and Historic Belmar Park with
generous financial support from the
Santa Monica Kiwanis Club
• Hosted inclusive programming including
Aceing Autism and weekly girls-focused
skate sessions that provide dedicated
time for skill-building, mentorship, and
community connection in a supportive
environment
• Celebrated the 20th Anniversary of the
Cove Skatepark and the 110th Annual
Dudley Cup Tennis Tournament
• Supported Toys for Tots tournaments and
provided athletics/PE space for displaced
Palisades schools
Facilities
City Parks &
Recreation
Facilities
Airport Park
Clover Park
Douglas Park
Gandara Park
Historic Belmar Park
Los Amigos Park
Marine Park
Memorial Park
Ocean View Park
Reed Park
Specialized
Recreation
Facilities
Reed Park Tennis
Center
Cove Skatepark
Santa Monica Swim
Center
Beach Facilities
Beach Parks, Courts
& Fields
Annenberg
Community Beach
House Pool
School Sites (Joint
Use Partnerships)
Santa MonicaMalibu Unified
School District
(SMMUSD):

John Adams
Middle School
Lincoln Middle
School
Santa Monica
High School
SMMUSD
Elementary Schools
(Grant, Will Rogers,
McKinley, Franklin,
Edison, Roosevelt)
Windward School
Community
Recreation
Division Pillars
Community Recreation
provides a wide
range of services and
opportunities to the
community through its
four program areas:

AQUATICS

BEACH RECREATION

COMMUNITY

PROGRAMMING

SPORTS & ATHLETICS
core
4 These highlights
represent a
snapshot of a
much broader year
of programming,
partnerships,
and community
activation across
Santa Monica’s
recreation system.

Sports & Athletics
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Affairs
During 2025, Santa Monica’s Cultural Affairs Division
experienced a transformative period. As our community
emerged from a time of profound change, artists, cultural organizations, and residents came together to rebuild,
reconnect, and reimagine what creative life in our city can be.

Cultural Affairs
String Theory
Gather and Grow
August 16, 2025,
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CITY OF SANTA MONICA RECREATION & ARTS DEPARTMENT 2025 IMPACT REPORT

FACILITIES
34 CULTURAL AFFAIRS
Overview
This report reflects a year
defined by renewal—most notably
the reopening of the historic
Miles Memorial Playhouse,
the continued evolution of the
Camera Obscura residency,
expanded cultural programming
at the Beach House, renewed
energy and oversite at the Airport
Arts Center, and a growing
calendar of citywide events in
parks and public spaces.

With three new staff members supporting
facilities, grants, and programming, we expanded
our capacity to launch new initiatives, strengthen
collaborations, and invest directly in Santa
Monica’s creative workforce through grants,
residencies, and microgrants.

We also had the privilege of helping shape
Santa Monica’s 150th Anniversary—supporting
community-led projects that uplifted the voices,
histories, and stories of our city. And through the
Art of Recovery initiative, we continued to fund
artists in ways that advance healing, resilience,
and public connection.

The arts remain a powerful force in shaping
civic identity, strengthening neighborhoods, and
bringing people together. This year, we witnessed
that power everywhere—from public art at City
Yards to vibrant events in our parks to the work
of dozens of organizations supported through our
grants.

Cultural Affairs embodies how the arts are an
essential civic service—woven into the identity,
wellbeing, and daily life of Santa Monica. Our
mission is to ensure residents, visitors, artists,
and arts organizations have access to opportuCultural Affairs $538K
distributed
in arts grants
27 Organizational Support
Program (OSP) grantees were
funded and 20 Community Access
& Participation (CAP) projects.
$48K awarded to 4
individual artist fellowships and
project grants
schools and
nonprofits
suppored
through the Arts
Transportation Grant
12 GRANTS
EVENTS + PROGRAMS

PUBLIC ART
33 Art of Recovery
projects
supported,
including 11 firerecovery activations
in parks, streets, and
community spaces.
supporting nonprofit organizations,
individual artists, youth access,
and transportation to cultural
destinations.
80+ events on
the new community
calendar funded
through Santa Monica’s 150th
Anniversary microgrant program
New artist
residency
program that
commissioned a
new permanent
commission
Manos Unidas,
a piece created
with Public Works
staff with artist
Tanya Aguiñiga at
City Yards
31 temporary
exhibitions, Art
Bank rotations,
and ongoing
maintenance
of key artworks
across the city
1,200+
attendees at the reopening
of Miles Memorial Playhouse
after five years closed, while
hosting 12 public rentals.
15+
bands
brought to
parks and
public spaces
for Make
Music Day
the
Annenberg
Community
Beach House
produced:
17 cultural
programs
(1,005
attendees) and
18 community
programs
(4,151
attendees)
12 artists-inresidence
+ 14
workshops
+ 365
workshop
participants
Camera Obscura
Art Lab supported:
studio
artists
the Airport Arts
Center and 3026
Studios supported:
“ Given the current instability in arts
funding nationally, support from
the City of Santa Monica is more important
than ever.”

JOSEPHINE MOERSCHEL
Executive Director of Elemental Music,
an OSP and CAP grant recipient
nities for creativity, connection, and cultural
expression across the city.

Throughout 2025 Cultural Affairs
advanced this mission while supporting the
City’s newly adopted Realignment Plan and its
strategic priorities. Our work contributes to:
• Achieving Safe Neighborhoods &
Clean Streets through activation
of parks, community spaces, and
neighborhood gathering places.
• Activating Economic Opportunity
& Growth through the rental and
operation of cultural facilities and by
supporting artists and arts organizations whose work drives economic activity.
• Building Organizational Capacity
& Health through new streamlined
grant processes, improved operational systems, and community partnerships that allow work to scale.

This report reflects the breadth and depth
of Cultural Affairs’ work: grants and funding
programs, public art, artist residencies, community events, cultural facilities, signature initiatives, and deep cross-city collaborations.

At the heart of it all are the people we serve.

Uplifting Black
Legacy, Chicken Soup
Performance
Marjani FortéSaunders,
February 27, 2025
Photo by
Asha Mone of

HRDWRKER
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CITY OF SANTA MONICA RECREATION & ARTS DEPARTMENT 2025 IMPACT REPORT CULTURAL AFFAIRS Cultural Affairs
Cultural Affairs works through six interconnected
program areas to deliver broad public benefit
through culture.

Pillars of Work
Barbara Carrasco,
Self Portrait in
a time of Crisis
2024
THE SIX CORE AREAS INCLUDE:
• Cultural Facilities
• Programs & Events
• Grants & Artist Support
• Residencies
• Public Art
• Citywide Initiatives

ANNENBERG COMMUNITY BEACH HOUSE
The Annenberg Community Beach House
is both a beloved public destination and a
sought-after rental venue, offering inclusive
community access alongside unique spaces for
gatherings and events.

Public Place
As a signature community destination, the
Beach House blends historic legacy with
contemporary, family-friendly amenities. The
space offers the public spectacular ocean views,
a splash pad, playground, beach courts and
fields, open seating, free Wi-Fi, community and
cultural events, and Back on the Beach Café.

Cultural Affairs produced 17 cultural programs
(1,005 attendees) and supported 18 community
events (approximately 4,151 attendees). The
Marion Davies Gold Coast–era guest house
offers year-round tours as well as swimming in
the historic pool during the summer.

Rental Venue
The Beach House also serves as an exceptional
rental and filming location, generating local
economic activity while supporting community
engagement. It accommodates gatherings from
intimate meetings of ten to celebrations of up to
280 guests and is available for private events,
meetings, and film and photo shoots in a truly
one-of-a-kind coastal setting.
2025 Event Bookings
• 153 booked private events
• 11,226 attendees
Event Booking Highlights
• Kia K4 “Morning Haze” Color Unveiling/
Media Launch Ride and Drive – Members of
Asian media outlets got the first look at the
new “Morning Haze” color of the Kia K4 and
got the opportunity to drive the K4 along the
California coast from the Beach House.
• Disney+ Home Alone Themed Holiday
Party – Influencer event that transformed the
Guest House into the McCallister house with
interactive Home Alone content
• Germany’s Next Topmodel Filming and Photo Shoot – Contestants took part in video and photo shoots in the historic Beach House pool
in season 20 of Germany’s Next Topmodel
• TEDx Great Pacific Garbage Patch – Speakers presented in front of an intimate live audience at the Beach House, and their talks
were livestreamed to a global audience, with
attendees tuning in from every continent on
Earth (except Antarctica).

Cultural Facilities
Across all of this
work, the division
strives to provide
accessible, inclusive,
and creative experiences that reflect
the diversity and
vibrancy of the Santa
Monica community.

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CITY OF SANTA MONICA RECREATION & ARTS DEPARTMENT 2025 IMPACT REPORT

CAMERA OBSCURA ART LAB
The Camera Obscura Art Lab (COAL) in
Palisades Park was Santa Monica’s community arts practice studio, hosting three artists-in-residence cohorts each year for
14-week terms. Part of a larger network of
artist opportunities administered by Cultural
Affairs, the COAL residency program has
supported more than 200 artists across
disciplines including visual arts, textiles, lightbased work, ceramics, large-scale installation, and community muralism.

During this reporting period, COAL
supported 12 resident artists who offered 14
public workshops, reaching 365 participants.

Recent program adjustments increased artist
stipends, expanded outreach, and strengthened ties to the broader creative community, including a prioritized focus on artists impacted by the Eaton and Palisades fires.

MILES MEMORIAL PLAYHOUSE
The Miles Memorial Playhouse is a historic
landmark located in Christine Emerson Reed
Park. Completed in 1929 and designed by
architect John Byers in the Spanish Colonial
Revival style, the building retains original
architectural features including its stage,
chandeliers, sconces, proscenium arch,
hand-hewn beams, and landmark fireplace.

For more than 95 years, the Playhouse has
served as a civic cultural gathering space for
performance, community events, and youth
engagement.

Following a five-year closure beginning in
2020 due to the COVID-19 pandemic, the
Miles reopened in July 2025 with a reimagined, community-centered State of the City celebration that welcomed more than 1,200
attendees.

Bringing the Miles back online required
significant restoration and operational
preparation, followed by a six-month pilot that
tested systems, programming and rentals
and welcomed community partners including
Community Corp, artEquity, Art of Recovery
grantees, and local theater and performance
organizations.

The Playhouse is now fully available to rent
for nonprofit performing arts presentations,
individual artist productions, meetings,
special events, film shoots, and photo shoots.

During 2025, the Miles has hosted 12 rentals, with community feedback consistently praising its accessibility, affordability, historic
character, and staff support.

AIRPORT ARTS CENTER, 3026 STUDIOS
The Santa Monica Airport has a rich history
as the former home of the Douglas Aircraft
Company and the birthplace of the DC-3
and has been home to notable artists dating
back to the 1950s. The Airport now houses
the largest concentration of artists in Santa
Monica, comprising 60 art studios and creative spaces across four airplane hangars and additional buildings forming the Airport Arts
Center.

These studios are a cultural asset to the
city, ensuring artists can continue to have a
presence in the city and create an arts campus
that draws local and regional visitors.

CULTURAL AFFAIRS Cultural Affairs
The 3026 Studios hangar contains 34 artist
studios and serves as an active creative hub
with year-round programming that includes
artist-led workshops, curated exhibitions,
professional development offerings, and public
open studio events.

A central focus this period has been elevating the work of Airport studio artists through expanded visibility initiatives—including a
rotating exterior banner exhibition, the first
exhibition featuring only Airport-based artists,
and a series of artist-led workshops for the
community.

A recent RFP and the selection of a new
cultural programming manager for the 3026
Studios has provided increased support for the
artists, expanded public engagement, and continues to evolve the space as a thriving center for artistic practice and community connection.

BERGAMOT STATION ARTS CENTER
Bergamot Station Arts Center is a beloved
arts and cultural hub of commercial galleries,
and visual and performing arts organizations,
offering free exhibitions, ticketed performances,
and community-driven public programs.

For nearly three decades, Bergamot Station
Arts Center has served as a Santa Monica
arts and cultural hub—home to galleries,
performances, installations, and year-round
community programming, as well as artist and
curatorial residencies.

Cultural Affairs partners with the City’s
Economic Development Department, which
manages the site, and with the Bergamot Ad
Hoc Subcommittee of the Arts Commission,
which reviews tenant applications to ensure
alignment with the center’s mission and
continued vibrancy.
“ Our cultural facilities are
more than buildings, they
are places where artists create,
communities gather, and Santa
Monica's cultural identity
continues to evolve.”

SOFIA KLATZKER, CULTURAL AFFAIRS MANAGER
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CITY OF SANTA MONICA RECREATION & ARTS DEPARTMENT 2025 IMPACT REPORT Programs
& Events

KEY PROGRAMS AND
HIGHLIGHTS INCLUDE:
• Reed Park
Hosted Gather & Grow,
a neighborhood-based
series of performances,
workshops, recreation
activities, and cultural
activations.
• Gandara Park
Featured Americana
in the Park, a music
series and community
programming focused
on local engagement and
connection.
• Tongva Park
Served as the home
of Endless Summer, a
series of family-friendly
seasonal activations and
public programming
throughout the year.
• Palisades Park
Hosted Vamos Al Parque,
a culturally focused
neighborhood event
series featuring community gatherings and
performances.
• Miles Memorial
Playhouse
Hosted the annual State
of the City, a major civic
kickoff gathering featuring City highlights from
the past year alongside
arts programming,
drawing more than 1,200
attendees.
• Santa Monica Airport
Served as the site for
Frieze Los Angeles, a
partner-produced art fair
and public art activations
supported through Art of
Recovery.
• Camera Obscura
Art Lab
Supported 12 resident
artists who offered 14
public workshops, reaching 365 participants.
• Annenberg Community
Beach House
Delivered ongoing
site-specific cultural
programs and workshops
that connect artists,
residents, and visitors.

Many of these programs are
produced in collaboration with
other City divisions and community partners, including Mobility, the Santa Monica Public Library, Community Recreation,
Public Works, Parks & Public
Landscaping, neighborhood
associations, and nonprofit organizations. Impact metrics for these programs are reflected
throughout this report in attendance figures, artist participation, and event counts.

Our citywide
programs activate
parks, public spaces
and facilities—
creating moments
of connection across
neighborhoods and
bringing art into
daily life.

FUNDING SANTA MONICA’S

CULTURAL ECOSYSTEM
Cultural Affairs administers a suite of grants
that strengthen arts organizations, expand
access for residents, support artists, and
connect community members with regional
cultural opportunities
Across programs, Cultural Affairs invested
$538,723 during this period, supporting
nonprofit organizations, individual artists,
youth programming, and equitable access to
arts experiences.

STREAMLINED GRANT PROCESSES
Cultural Affairs implemented significant improvements to make grants more accessible and efficient including:
• Combined the OSP/CAP application
and contract into a single process so
organizations submit one application
and sign one agreement each year.
• Moved all programs into SurveyMonkey
Apply, centralizing applications,
reviews, and reporting.
• Simplified application questions,
aligning with regional funders such
as LA County Arts while maintaining
Santa Monica-specific priorities.
• These changes reduced administrative
burden and improved accessibility for
applicants, reviewers, and staff.

GRANTMAKING: ORGANIZATIONAL

SUPPORT PROGRAM & COMMUNITY ACCESS
& PARTICIPATION
Organizational Support Program (OSP)
The Organizational Support Program provides multiyear general operating support for Santa Monica–based nonprofit arts and
culture organizations.
• 27 OSP organizations were funded
• $409,926 was awarded
• Disciplines included dance, theater,
visual arts, community and heritage
organizations, literary arts
Three new OSP grantees were welcomed:

Crow Comedy, Human Family Educational &
Cultural Institute (Humanitas), and the Santa
Monica Pier Corporation.

COMMUNITY ACCESS & PARTICIPATION
The Community Access & Participation
(CAP) program provides project-based
support for arts programming that increases
access for residents and visitors.
• 20 CAP projects were funded
• $73,799 was awarded

INDIVIDUAL ARTIST FELLOWSHIPS
& PROJECT SUPPORT
The city of Santa Monica is one of the few
municipalities that provides funding directly
to artists. Cultural Affairs supports individual
artists through fellowships and project grants
that recognize artistic excellence and encourage new work. • 4 artists were funded
• $48,000 was awarded
Grants & Artist Support
Cultural Affairs
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CITY OF SANTA MONICA RECREATION & ARTS DEPARTMENT 2025 IMPACT REPORT Cultural Affairs
Art of Recovery

OVERVIEW
Art of Recovery (AoR) is Santa Monica’s flagship creative recovery initiative, supporting artists, cultural producers, and community-based organizations in activating public space and
fostering shared cultural experiences. In
2025, AoR continued to serve as a flexible and
responsive tool for community vitality, economic activation, and healing—particularly in the context of fire recovery. Comprised of two
complementary components—the AoR Microgrant Program, which supports small-scale, community-based projects, and AoR Producing
Partners, which funds larger, more complex
creative productions—the program animated
parks, streets, and civic spaces; provided paid
opportunities for artists and creative workers;
engaged local businesses and partners; and
created accessible cultural experiences for
residents and visitors across a wide range of
formats, including performances, festivals,
exhibitions, installations, neighborhood activations, and media-based work.

In 2025, Art of Recovery funded 33 projects,
allocating $144,750 in support. Of these, 11
projects directly addressed fire recovery and
community healing, offering opportunities for
connection, reflection, and collective care for
those impacted by the Palisades Fire. Through
these efforts, AoR played a key role in helping
artists, cultural workers, and community
organizations respond meaningfully to evolving community needs.

MICROGRANT PROGRAM
The AoR Microgrant Program provides
grants of up to $5,000 to support projects
that activate public space, engage residents,
and build community connection. In 2025,
microgrants supported a broad range of smallscale, high-impact projects, with priority given to first-time applicants and initiatives that
centered Santa Monica residents and enliven
public space.

PRODUCING PARTNERS
AoR Producing Partners is an RFP-based
program that partners with and supports
larger-scale creative production led by arts
and cultural organizations, collectives, and
individual producers. In 2025, 13 Producing
Partner projects were supported, including
family-focused programming, music festivals,
cultural celebrations, citywide arts events,
and neighborhood-based initiatives. Partners
included local business districts, arts organizations, and community collaborators, with additional partners selected for future cycles.

AoR-supported projects and events are
featured throughout this report, including
high-profile public activations as well as
smaller, community-centered gatherings,
illustrating the program’s breadth and its role
in strengthening Santa Monica’s cultural life
in 2025.

ARTS TRANSPORTATION GRANT (ATG)
The Arts Transportation Grant supports
transportation to arts and culture sites for Santa
Monica–based schools and nonprofits, expanding
access to regional cultural resources.
• 12 grantees received support
• $6,999 was reimbursed for transportation costs
Grantmaking:

Arts Transportation
“ For some students,
this was their first
time visiting the Getty
Center, and they were so
excited to ride the tram
up the hill...Students received parking passes so
they could return with
their families, extending
the impact well beyond a
single visit.”
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CITY OF SANTA MONICA RECREATION & ARTS DEPARTMENT 2025 IMPACT REPORT Public Art
Santa Monica’s civic public art program
commissions new works and stewards
the City’s Public Art Collection, featuring
works by local, national, and international
artists and encompassing permanent
artworks, a robust archive of temporary
works, and the Art Bank, a rotating collection displayed in public facilities. The City’s Percent for Art program contributes
to the built and cultural environment with
artworks made possible by both private
development and public works projects.

Ongoing programs include Acknowledge + Reframe Together, a series of civic reimagining projects that center
historically excluded communities. The
collection is enhanced with work from
artists in residence, artist fellows, and
artists enlisted to contribute to other City
projects and grant programs.

This work is administered by Santa Monica Cultural Affairs in consultation with the City’s Arts Commission and Public Art
Committee and with reference to public
art policies and guidelines.

CULTURAL AFFAIRS Cultural Affairs
PUBLIC WORKS ARTIST-IN-RESIDENCE For
the Percent for Art funded program at the
newly modernized City Yards, Cultural Affairs
partnered with Public Works to commission a
permanent artwork and host a civic-embedded
artist residency, both centered on deep engagement with essential workers and the daily operations of the site.

The permanent commission was executed
by Tanya Aguiñiga and resulted in the Manos
Unidas tile mural installed in City Yards, on
Operations Building A in early 2025, as well
as several other smaller sculpture projects
throughout the site.

Artist Debra Scacco was selected to execute
a multiyear artist residency embedded with the
Resource, Recovery & Recycling (RRR) and
Water divisions of Public Works. During the
course of her residency, she explored the lives
of essential workers onsite through portraiture,
a poster campaign presented on city trash and
recycling trucks, and a park festival; toured
infrastructure sites; held discussions about
water stewardship with public agency and
community experts; created a poster print for
the Water division; and developed a culminating
exhibit featuring artwork and documentation of
the residency.

COLLECTIONS AND EXHIBITIONS
Santa Monica’s Art Bank, established in 1984
and funded through the City’s Percent for
Art Program, brings art into public spaces
and includes more than 200 works including
sculpture, painting, photography, and works on
paper by notable artists.

Art Bank installations and acquisitions
brought artworks into City offices, the Miles
Memorial Playhouse, and other public facilities,
keeping the collection in active circulation.

Temporary exhibitions included Refractions:

Contemporary Indigenous Art at the Annenberg
Community Beach House and Laboratory for
the Future, the culminating exhibition of Debra
Scacco’s residency with Public Works at the
Airport Arts Center, along with additional Art of
Recovery–related displays across the city.

The division coordinated maintenance and
emergency conservation for several key artworks, ensuring that existing public art remains safe, visible, and cared for.

POLICY DEVELOPMENT
Cultural Affairs staff supported mural policy
language revisions and began laying groundwork for future civic memory, monuments, and markers policy development.

Tanya Aguiñiga,
Manos Unidas
photo by Gina Clyne
Debra Scacco, Water Map
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CITY OF SANTA MONICA RECREATION & ARTS DEPARTMENT 2025 IMPACT REPORT SANTA MONICA’S 150TH ANNIVERSARY
2025 marked Santa Monica’s 150th anniversary and the
community was invited to celebrate shared history, honor untold stories, and imagine the city’s future, supporting public events aligned with the celebration’s themes of:
• Celebrating community history and diversity
• Honoring achievement
• Addressing historical inequities
• Fostering connection
Program Results
• 33 projects funded
• $58,000 awarded
• Projects included staged readings, historic storytelling, veterans’ art, writing workshops, digital game creation, performances, exhibits, and community
celebrations
• Over 80 events were included in a new community-wide online calendar enabling the community to explore all the events happening during the anniversary. Cultural Affairs will continue to grow and open the calendar to the broader community to ensure
citywide cultural events are easy to find and access.

Special Initiatives
Administration
Administration Division

COMMUNITY EVENTS
In 2025, the Community Events team continued to support a wide range of public, private, and cultural events that animate
Santa Monica’s streets, parks, beaches, and
iconic venues. From neighborhood celebrations and athletic gatherings to festivals, demonstrations, and brand activations,
these events play an important role in
strengthening community connection,
cultural expression, and local economic
vitality. Throughout the year, the team partnered closely with residents, organizations, and City departments to guide events from
concept through completion, balancing
creativity, access, and public safety while
helping bring ideas to life.

During the year, the Community Events
team permitted and supported 163 events,
reflecting both sustained demand and
Santa Monica’s role as a regional destination for gatherings of all sizes. In addition to day-to-day event support, a key focus for
the team has been improving and streamlining the permitting and licensing process so it is user-friendly, transparent, and easy
to navigate for both applicants and staff.

This work includes the development of a
new Community Event Planning Guide,
designed to clearly outline requirements,
fees, and available locations.

OVERVIEW
The Administration Division supports the
department’s overall mission by ensuring the
systems, resources, and operations are in place
to effectively deliver programs and services.

The division oversees a department budget of
$25,388,051, ensuring resources are aligned
with community and department priorities,
and maintains the bookkeeping for the Santa
Monica Arts Foundation. Staff also coordinate
procurement and contract preparation,
conduct policy review, support operations at
the Annenberg Community Beach House, and
provide broad administrative oversight. These
efforts help ensure transparency, efficiency, and
the responsible use of public funds.

MAKE MUSIC DAY – SANTA MONICA
Make Music Day is a global celebration
of music observed in 800 cities across
110 countries on June 21, the summer
solstice, inspired by France's Fête de la
Musique. The city of Santa Monica has
participated in Make Music Day since its
inception in 2012 and provides support
to neighborhood associations through
its Art of Recovery program to present
outdoor concerts.

In 2025, three neighborhood associations were funded supporting free outdoor concerts in neighborhoods
across the city building community
and bringing live music into parks and
streets.

Impact:
• 3 neighborhood concerts
• Over 15 participating bands
• $3,500 in project support
These events play an
important role in
strengthening community
connection, cultural
expression, and local
economic vitality.

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CITY OF SANTA MONICA RECREATION & ARTS DEPARTMENT 2025 IMPACT REPORT COMMUNITY RECREATION:
• Continued planning for the future
Memorial Park Expansion Project, which
represents a significant opportunity to
enhance recreational amenities, expand
programming capacity, and better serve
the evolving needs of the community.
• Expanding Beach Recreation programming to further activate the coastline with inclusive, accessible, and diverse
recreational opportunities for residents
and visitors of all ages.
• Grow aquatics programming beyond
the Santa Monica Swim Center by
increasing utilization of the Annenberg
Community Beach House Pool and the
SAMOHI Pool, improving access and
program variety across multiple sites.
• Increasing access across all recreational facilities by balancing drop in use with organized permit use, ensuring
equitable availability while maximizing
community benefit.
• Continuing to expand camps, classes,
and community-based programming,
with a focus on new and innovative offerings that respond to evolving community interests and trends.
• Evaluating developing, and enhancing
services for special populations, including youth, teens, seniors, and individuals with disabilities, to ensure inclusive and
equitable recreation opportunities.
• Strengthening partnerships with schools,
community organizations, and program
providers to broaden reach, enhance
programming, and maximize use of
shared spaces.
• Enhancing community events and programming that activate parks and public spaces, fostering connection, vibrancy,
and a strong sense of place across Santa
Monica.

Looking Ahead
CULTURAL AFFAIRS:
• Continued improvements to grants,
artist support, and facility operations.
• Increased visibility of artists, cultural workers, and public art across Santa Monica. • The opening of the City’s first ever gallery
in Bergamot Station
• Increasing rentals at Miles Playhouse and
Bergamot
• Planning for the 2028 Cultural Olympiad
• Launching Digital Billboard arts program
• Cultural Affairs remains committed to
ensuring the arts play a central role in
shaping a resilient, inclusive, and creative future for all who live, work, or visit Santa Monica.
• Continued refining of systems, tools,
and coordination efforts to ensure
Santa Monica remains a welcoming,
well-managed place for memorable and
meaningful events.

ADMINISTRATION:
• Strengthening financial and operational systems to support long-term sustainability, transparency, and alignment with City priorities.
• Improving internal processes and
cross-division coordination to better
support programs, facilities, and
community-facing work.
• Enhancing procurement, contracting,
and policy workflows to increase
efficiency, clarity, and responsiveness.
• Advancing administrative practices
that support equity, accountability,
and responsible stewardship of public
resources.
• Building administrative capacity to support evolving departmental initiatives, partnerships, and community needs.

RAD will continue advancing a robust vision for community recreation, arts, culture and civic creativity grounded in access, equity, and community connection.

Administration
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The Recreation and Parks Commission is
a seven-member body appointed by the City
Council to advise the Council and staff on
matters related to public recreation, parks,
and open space. The Commission reviews
and makes recommendations on recreation
programming, park planning, and related
budgets, and helps promote community
recreation in coordination with public and
private partners. Advisory committees to the
Commission include the Field Sports Advisory Committee (FSAC) and the Santa Monica Aquatics Advisory Committee (SMAAC), which provide stakeholder input and recommendations on field sports, aquatics programs, facilities, and related operational issues.

Arts Commission & Arts Foundation
Together, the Arts Commission and Arts
Foundation help ensure a culturally vibrant,
equitable arts ecosystem in Santa Monica.

The Santa Monica Arts Commission is
composed of nine members appointed by
the City Council. The Commission provides
policy guidance, oversight, and support for
public art, funding programs, and citywide
cultural planning. Subcommittees include
Public Art and the Bergamot Ad Hoc.

The Santa Monica Arts Foundation is
a private nonprofit organization created to
promote the arts by raising funds from the
general public, which are used to support
City-sponsored art programs such as public
art, festivals, outreach programs, and art
exhibits. The Foundation frequently acts as a
501(c)(3) fiscal receiver for City departments,
other Santa Monica-based arts organizations,
and individual artists raising funds for public
art projects.
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CITY OF SANTA MONICA RECREATION & ARTS DEPARTMENT 2025 IMPACT REPORT Administration
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CITY OF SANTA MONICA RECREATION & ARTS DEPARTMENT 2025 IMPACT REPORT Sofia Klatzer
Cultural Affairs Manager
Patricia Garza
Cultural Affairs Supervisor,
Facilities & Cultural
Programming
Lindsey Schoenholtz
Cultural Affairs Supervisor,
Grants
Natalie Marrero
Cultural Affairs Supervisor,
Cultural Programming
Naomi Okuyama
Cultural Affairs Supervisor
Public Arts
Jade Rodriguez
Staff Assistant III
Our Team
Jenny Rogers
Recreation and Arts Department Director

COMMUNITY RECREATION
Micah Akerson
Community Recreation
Manager
Joelle Simmons
Aquatics Program Manager
Danny Price
Principal Community Services
Supervisor
Eric Johnson
Principal Community Services
Supervisor
Anthony Pezzetti
Beach Recreation Supervisor
Heinz Davila
Aquatic Site Supervisor
Shadi Eghbali
Aquatic Site Supervisor
D’Ante Lock
Community Services Program
Supervisor
Jazzmyne Urquiza
Community Services Program
Supervisor
Noe Mendoza
Staff Assistant III

CULTURAL AFFAIRS ADMINISTRATION
Colby Bakke
Executive Administrative
Assistant
Angela VonSlomski
Administrative Services
Officer
Jonathan Carr
Senior Administrative Analyst
Melissa Zak
Senior Administrative Analyst
Joanna Rubio
Staff Assistant III
Nan Friedman
Venue Manager
Heath Hamilton
Cultural Affairs Venue
Supervisor
Francis Palacio
Guest Services Coordinator
Annenberg Community Beach House
Community Events
Allison Ostrovsky
Recreation and Arts
Administrator
Rochelle Fabb
Event Coordinator
Community Events & Film
Permitting
Sara Reznick
Administrative Staff Assistant,
Community Events Permitting

CITY COUNCIL
Caroline Torosis
Mayor
Jesse Zwick
Mayor Pro Tem
Lana Negrete
Councilmember
Dan Hall
Councilmember
Ellis Raskin
Councilmember
Barry Snell
Councilmember
Natalya Zernitskaya
Councilmember

CITY MANAGER OFFICE
Oliver Chi
City Manager
Susan Cline
Assistant City Manager
Peter James
Deputy City Manager
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COMMUNITY RECREATION DIVISION
(310) 458-8300
[email protected]

CULTURAL AFFAIRS DIVISION
(310) 458-8350
[email protected]

COMMUNITY EVENTS
(310) 458-8300
[email protected]

RECREATION AND ARTS DEPARTMENT
(310) 458-8573
[email protected]
www.santamonica.gov/departments/recreation-and-arts
Item 2-B
July 14, 2026
Item 2-B
July 14, 2026

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Attachment: PowerPoint Presentation (7803 : 2. B. Proclamation: National Parks and Recreation Month) City Council
Report
City Council Meeting: July 14, 2026
Agenda Item: 4.A
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To: Mayor and City Council
From: Christopher Dishlip, Director of Public Works, Architecture Services Division Subject: Award Agreement with Omgivning for Design Services for the Reimagining Camera Obscura
Recommended Action
Staff recommends that the City Council:

1. Adopt a finding of Categorical Exemption pursuant to Sections 15301 (Existing Facilities) and 15331 (Historical Resource Restoration/Rehabilitation) of the California Environmental Quality Act (CEQA) Guidelines; and

2.24.250(g) and is for a total amount to exceed $613,838, with future year funding contingent on Council budget approval.

Summary
On May 26, 2026, City Council approved an agreement with the Swiss Federal Department of Foreign Affairs (FDFA) for the use of the Camera Obscura building, located at 1450 Ocean Avenue, for public activation leading up to and during the 2028 Summer Olympic and Paralympic Games. Staff seeks approval to enter into an agreement with Omgivning, Inc. for design services in an amount not to exceed $613,838 for the Reimagining Camera Obscura Project (Project) to design improvements aligned with the terms of the agreement with the FDFA. Staff is requesting authorization to enter into an agreement based on an exception to the competitive bidding process in accordance with Santa Monica Municipal Code Section

2.24.250(g). Pursuing a competitive bid would likely add six months to the project timeline, putting the City at risk of not meeting the agreed upon delivery deadline for the

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Agreement with the FDFA.

Background
The project encompasses a reimagining of the Camera Obscura Building. Located in Palisades Park and built in 1955, the building was originally a Senior Recreation Center that also housed the City’s Camera Obscura — a pinhole camera capturing images from outside and showing them in a darkened room — and its viewing platform that remain in the building today. In 2007, the City of Santa Monica designated Palisades Park as a historic landmark, with the Camera Obscura and Senior Recreation Center identified as contributing elements.

The Camera Obscura building, now known as the Camera Obscura Art Lab, acted as the City’s community arts practice space, hosting artists-in-residence in the studio room three times a year. The Art Lab recently was relocated to Bergamot Station to make the building available for other public activations and eventually construction.

On May 26, 2026, City Council approved an agreement with the Swiss Federal Department of Foreign Affairs (FDFA) for the use of the Camera Obscura building for public activation starting as soon as Summer 2027 leading up to and continuing through the 2028 Summer Olympic and Paralympic Games (Games). The Reimagining Camera Obscura Project (Project) would renovate the existing 5,000-square-foot community recreation space and add new outdoor amenities that strengthen the indoor/outdoor connection between the building and Palisades Park.

The FDFA’s vision is to transform the building into a vibrant public hub in advance of and during the Games. The space is envisioned as a place where Switzerland connects with local communities and international visitors through curated programming centered on sports, art, food, and culture. During activation, the Camera Obscura building would be open to the public free of charge. Occupancy and renovation of the building would revitalize the space, introducing a modernized design that respects its historical character. The Project aims to unlock the building’s currently unrealized potential by leveraging its prime oceanfront location and distinctive architecture to establish it as a

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cultural destination. This vision aligns with the City of Santa Monica’s goals to maximize public activation of the building during the Games and beyond. All improvements would be made in accordance with the Secretary of the Interior’s Standards (SOIS) for the Treatment of Historic Properties with Guidelines for Preserving, Rehabilitating, Restoring, and Reconstructing Historic Buildings (1995) by Weeks and Grimmer.

Discussion
The collaborative investment in the renovation of the Camera Obscura building and its surroundings with the FDFA would return a beautified and improved asset to the Santa Monica community as a lasting legacy project that celebrates the historic moment of hosting the FDFA and their programs for the Games. In addition to the license fee of $300,000, with the possibility for an additional $200,000 if the FDFA elects to exercise Optional Expansion Area, the FDFA would partner with the City to provide representative elements of Swiss culture and a Swiss visual aesthetic on the inside of the Camera Obscura building.

Staff recommends executing an agreement for design services with Omgivning, Inc. as an exception to competitive bidding in an amount not to exceed $613,838. Under the Santa Monica Municipal Code (SMMC), services of this amount typically require a formal competitive bid process. However, pursuing a competitive bid would likely add six months to the project timeline, putting the City at risk of not meeting the June 2027 delivery deadline. The timing of the lease agreement with the FDFA, in relation to the upcoming Games, establishes a design, construction, and occupancy schedule that falls outside the City’s control. If the project delivery timeline is not aligned with the lease agreements, the City risks losing the lease with the FDFA and the associated collaborative investment in the building. Such a loss would result in reduced revenue for the City as well as diminished public benefit. Omgivning, Inc. and its consultant team bring valuable experience in hospitality, adaptive reuse, and historic preservation, and prior experience with the site, which would further reduce the time needed to analyze existing conditions and develop the design. After Design and a formal bidding process for construction services is complete, staff would return to Council in early 2027 with a recommendation to award a construction contract for the Project, with construction

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completion anticipated in June 2027.

Exception to Competitive Bidding
Staff recommends Omgivning, Inc. to provide design services as an exception to competitive bidding per the Procurement Manager approved ECB #472 per Muni Code

2.24.250 (g).
g. Due to circumstances outside of the control of the City, would result in a substantial economic loss, substantially compromise a legal position, or substantially interfere with a required City operation.

Environmental Review
The award agreement is categorically exempt from CEQA pursuant to Section 15301 and Section 15331 of the CEQA Guidelines. Section 15301 exempts Class 1 (Existing Facilities) projects from CEQA, which include the operation, repair, maintenance, permitting, leasing, licensing, or minor alteration of existing public or private structures, facilities, mechanical equipment, or topographical features, involving negligible or no expansion of existing or former use. The award agreement would provide design services for renovation and similar improvements to the existing Camera Obscura building and would not expand the use of the building. Furthermore, Section 15331 (Historical Resource Restoration/Rehabilitation) of the CEQA Guidelines exempts projects limited to maintenance, repair, stabilization, rehabilitation, restoration, preservation, conservation, or reconstruction of historical resources in a manner consistent with the Secretary of the Interior's Standards (SOIS) for the Treatment of Historic Properties with Guidelines for Preserving, Rehabilitating, Restoring, and Reconstructing Historic Buildings (1995), Weeks and Grimmer. The Camera Obscura building has been identified as a contributing resource to Palisades Park, a designated City historic landmark. The agreement with Omgivning, Inc. for design services would ensure that all improvements to the Camera Obscura building would be done in accordance with the SOIS and in coordination with a professional architectural historian.

Therefore, the proposed improvements to the Camera Obscura would not cause a substantial adverse change in the significance of a historical resource. The agreement is exempt from CEQA under Section 15301 and Section 15331 of the CEQA

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Guidelines.

Past Council Actions
Meeting Date Description
05/26/26
(Attachment A)
Advancing Major Events: Authorization to Negotiate and Enter Into License Agreements for Upcoming Major Events, including a license agreement for the use of the Camera Obscura Building by the Swiss Federal Department of Foreign Affairs during the LA28 Summer Olympic Games and a license agreement for the use of the Santa Monica Pier Deck and portions of Santa Monica Beach during the 2027 Superbowl Game; Adoption of Resolutions to Facilitate Upcoming Major Events and Community Events,
including the hosting of Club France at the Annenberg Beach House and the Swiss Federal Department of Foreign Affairs at the Camera Obscura Building
Financial Impacts and Budget Actions
Staff seeks authority to approve available funding from the General Fund to award a contract with Omgivning, Inc. for professional design services.

Contract Request
FY 2025-26
Request
Amount
FY 2026-27
Request Amount
Department/CIP
Account #
Total Contract
Amount
$300,000 01800004.523510 $300,000
$318,838 C0109280.689000 $313,838
Total $613,838
Future year funding is contingent on Council budget approval.

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Prepared By: Amelia Feichtner, Capital Program Manager
Approved Forwarded to Council
Attachments:

A. May 26, 2026 Staff Report (web link)
B. Oaks_Initiative_Disclosure_Form
C. Levine_Act_Disclosure_Form_2025_2-26-25

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CITY OF SANTA MONICA OAKS INITIATIVE DISCLOSURE FORM
In order to facilitate compliance with the requirements of the Oaks Initiative, the City compiles and maintains certain information. That information includes the name of any person or persons who is seeking a “public benefit.” If the “public benefit” is sought by an entity, rather than an individual person, the information includes the name of every person who is: (a) trustee, (b) director, (c) partner, (d) officer, or has (e) more than a ten percent interest in the entity.

Public benefits include:

1. Personal services contracts in excess of $25,000 over any 12-month period;

2. Sale of material, equipment or supplies to the City in excess of $25,000 over a 12- month period;

3. Purchase, sale or lease of real property to or from the City in excess of $25,000 over a 12- month period;

4. Non-competitive franchise awards with gross revenue of $50,000 or more in any 12-month period;

5. Land use variance, special use permit, or other exception to an established land use plan, where the decision has a value in excess of $25,000;

6. Tax “abatement, exception, or benefit” of a value in excess of $5,000 in any 12- month period; or

7. Payment of “cash or specie” of a net value to the recipient of $10,000 in any 12- month period.

Name(s) of persons or entities receiving public benefit:

Name(s) of trustees, directors, partners, and officers:

Name(s) of persons with more than a 10% equity, participation, or revenue interest:

Prepared by: Title:

Signature: Date:

Email: Phone:

FOR CITY USE ONLY:

Bid/PO/Contract # Permit #
Omgivning
Karin Liljegren
Karin Liljegren
Jordon Johnson Marketing Manager
[email protected] (213) 596-5602
November 26 2025

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Attachment: Oaks_Initiative_Disclosure_Form (7736 : Award Agreement with Omgivning for Professional Design Services for the Reimagining City of Santa Monica Levine Act Disclosure Form

CITY OF SANTA MONICA

CALIFORNIA LEVINE ACT DISCLOSURE
The Levine Act prohibits City Officers from participating in any action related to a contract, license, permit, or entitlement if such Officer received campaign contributions totaling more than $500 within the previous twelve months, and for twelve months following the date of a final decision, from a party or participant to the proceeding, or their agent.

Section 84308(a)(4) of the Levine Act defines an "Officer" as follows: “Officer” means any elected or appointed officer of an agency, any alternate to an elected or appointed officer of an agency, and any candidate for elective office in an agency. The term “Officer” is further defined 2 Cal.

Code Regs. Section 18438.1, which states:

An officer of an agency includes only those persons who make, participate in making, or in any way attempt to use their official position to influence a decision in the license, permit, or entitlement for use proceeding, or who exercise authority or budgetary control over the agency or officers who may do so, and:
(1) Serve in an elected position, including an official appointed to an elected position due to an interim vacancy or an election otherwise canceled because the official was the sole candidate for the position;
(2) Serve as a member of a board or commission;
(3) Serve as the chief executive of a state agency, or county, city or district of any kind; or (4) Have decision making authority with respect to the proceeding involving a license, permit, or other entitlement for use and is also a candidate for elected office or has been a candidate for elective office in the 12 months prior to the proceeding.

A list of Santa Monica Elected Officials and members of boards and commissions can be found at the following links. The party making this certification is responsible for determining whether a recipient of a political contribution is a City Officer prior to completing this form. https://www.smgov.net/departments/council/
https://www.santamonica.gov/departments/rent-control
https://www.smgov.net/boards/
Have you, your company, or any agent on behalf of you or your company, made any political contributions of more than $500 to any City Officer in the twelve months preceding the date of the submission of your application or proposal? ____YES ____ NO
Name of Councilmember or City Officer: _________________________________ Name of Contributor: _________________________________________________ Date(s) of Contribution(s): ____________________________________________ Amount(s) ________________________________________________________ Please specify below and/or add additional sheet(s) to identify additional Councilmembers or City Officers to whom you and/or your agents made campaign contributions.

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Attachment: Levine_Act_Disclosure_Form_2025_2-26-25 (7736 : Award Agreement with Omgivning for Professional Design Services for the City of Santa Monica Levine Act Disclosure Form
Answering YES does not preclude the City of Santa Monica from awarding a contract, license, permit, or entitlement or taking any subsequent action related to the item. It does, however, preclude the identified City Officer from participating in any actions related to such item.

By signing below, you certify you also agree to disclose to the City any future contributions made to Councilmembers or other City Officers by you or your agent(s) after the date of signing this disclosure form, and within 12 months following the approval, renewal, or extension of the requested contract, license, permit, or entitlement.

I HEREBY CERTIFY UNDER PENALTY OF PERJURY UNDER THE LAWS OF THE STATE OF CALIFORNIATHAT THE FOREGOING IS TRUEAND CORRECT.

Signed: ____________________________ Date: ____________________ Print Name: _________________________ Title: _____________________ Company: __________________________
Additional Disclosures:

Please note this form is a public record and subject to a California Public Records Act request.

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Attachment: Levine_Act_Disclosure_Form_2025_2-26-25 (7736 : Award Agreement with Omgivning for Professional Design Services for the SANTA MONICA CITY ATTORNEY’S OFFICE
TO: Public
FROM: City Attorney’s Office
RE: Levine Act Disclosure Form
The Levine Act (Government Code 84308) is a California law aimed at preventing “pay to play” practices by prohibiting parties, participants, and their agents in a proceeding involving a license, permit, or other entitlement from contributing more than $500 to an officer of the City during a 12-month period. The prohibition applies to any 12-month period while the proceeding is pending and for 12 months following the date a final decision is rendered in the proceeding.

State law requires a party to a proceeding to disclose any contributions exceeding an aggregate $500 that the party and their agents have made to an officer of the City within the preceding 12 months. The Disclosure Form is intended to assist City officials with recognizing when they have an obligation to disclose and recuse themselves, and to aid parties with their disclosure obligations.

1. To what sort of proceedings is the disclosure form applicable? The Levine Act applies to all discretionary entitlements and contracts, with the exception of labor contracts, personal employment contracts, and contracts that must be awarded to the lowest responsive/responsible bidder. It does not apply to ministerial approvals.

For instance, the Levine Act applies to the following:
• Building and development permits
• Conditional use permits
• Contracts generally (unless an exception applies):
o Real property contracts for purchase, sale, lease
o Contract amendments
o Settlement agreements
o Contracts for goods, services, professional services that are not awarded pursuant to a competitive process
• Public street abandonments
• Private development plans
• Professional license revocations
• Rezoning of specific real estate parcels
• Event permits
• Rulemaking procedures affecting a particular industry where only a small number of businesses are affected
• Special district formation proceedings involving the creation of a special use or benefit to the person in the district
• Tentative subdivision and parcel maps

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• Zoning variances
• Vacation of a public easement across private property • Pre-applications, such as for General Plan Amendment, considered by the legislative body prior to filing of formal application
• Contracts entered under the City Manager’s Authority
• Closed session items that may result in a contract/settlement agreement approved by Council (real estate or litigation)
It does not apply to:
• Contracts under $50,000
• Contracts where no party receives financial compensation • Contracts between two or more public agencies
• Competitively bid contracts that are required by law, agency policy, or agency rule to be awarded pursuant to a competitive process
• Purely ministerial decisions
• General policy decisions or rules where the interests affected are many and diverse
• Ordinances and resolutions (except items like development agreements adopted by ordinance)
• Ballot measures
• Departmental policies
• Council rules
• Labor contracts and project labor agreements
• Personal employment contracts
• Allocation of resources in the City budget

2. Who is required to disclose?
A “party” to a proceeding is any person who files an application for, or is the subject of, a proceeding. In general, a person or company who applies for a permit, license, or right to use property in a particular way, which requires the City’s discretionary approval, will qualify as a party.

Parties are also required to disclose contributions by their agents. An “agent” is someone who (1) represents a party to a proceeding for compensation; and (2) appears before or otherwise communicates with the City for the purpose of influencing the pending proceeding. This can include law firms, architects, engineers, consultants, and similar entities. Both the individual and their employer or firm are considered “agents.” A party should also disclose contributions of other entities majority owned by the party, as well as contributions of any other entity whose contributions it directs or controls.

3. What must be disclosed?
A party must disclose campaign contributions over $250 made in the prior twelve months.

A “contribution” is anything of value for which the party has not received full consideration, including money, nonmonetary items, payments made for advertising or

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other expenses coordinated with a candidate or committee, loans, tickets to political fundraisers, etc.

4. Who is considered an officer of the City?
An “officer” is anyone who may make, participate in making, or attempt to influence a decision in the proceeding or who exercises authority over officers who may do so. This includes elected officials, members of appointed boards and commissions, the City Manager, and any individual who is a candidate for elected office or who has been a candidate in the twelve months prior to the decision. This definition is included on the Disclosure Form.

5. When should the disclosure occur?
The Disclosure Form must be completed (1) by a party to a contract with the City (or that party’s agent) at the time the party submits a response to a Request for Proposal or other competitive solicitation, enters into contract negotiations with the City, or executes a contract with the City, whichever is earliest; or (2) by a party to a license, permit, or other entitlement proceeding before the City at the time the party (or their agent) submits the license, permit, or entitlement application to the City. The party (or their agent) must submit a supplemental form if they make any new reportable contributions while the same contract, license, permit, or other entitlement is being considered. The party (or their agent) must also use the form if they need to correct any previously submitted form.

Parties are solely responsible for completing the form accurately, and could face penalties for failure to do so. The California Fair Political Practices Commission (FPPC) is the body who enforces violations of the Levine Act. If a party is uncertain about whether they are required to report or combine a contribution, they should consult with their attorney.

Nothing herein constitutes legal advice and individuals are urged to consult with their own attorney regarding the requirements of the law. To the extent there is any inconsistency, the language of the Levine Act and FPPC Regulations govern over this notice. Resources for officers, parties, participants, and agents, are available on the FPPC’s website at https://www.fppc.ca.gov/learn/pay-to-play-limits-and-prohibitions.html

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Attachment: Levine_Act_Disclosure_Form_2025_2-26-25 (7736 : Award Agreement with Omgivning for Professional Design Services for the City Council
Report
City Council Meeting: July 14, 2026
Agenda Item: 4.B
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To: Mayor and City Council
From: Matthew Hallock, Fire Chief, Fire Department
Subject: Approval of First Modification to Agreement #11613 with Advanced Problem Solving LLC and Third Modification to Agreement #11339 with Fire Resources LLC to Assist the Los Angeles Area Fire Chief's Association Regional Training Group Hosted by the Santa Monica Fire Department Recommended Action
Staff recommends that 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;

This will result in a new total contract amount not to exceed $940,000, with future year funding contingent on the availability of grant funds and Council budget approval; and

Summary
Through the use of federal grant funds, the Santa Monica Fire Department (“SMFD”) manages contracts on behalf of the Los Angeles Area Fire Chiefs Association (“LAAFCA”) that improve the coordination, responsiveness, and effectiveness of firefighters in the region. Currently, the Department contracts with Fire Resources, LLC (“Fire Resources”) to retain the services of a “Regional Training Officer”, who is a

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subject matter expert that provides training resources which enhance firefighter safety and responder effectiveness. The Department also contracts with Advanced Problem Solving, LLC (“APS”) to provide related training videos and curriculum. Staff recommends that the City’s current contracts be increased to accommodate increased demand for these training services. Staff recommends that Council authorize the City Manager to enter into a Third Modification to Agreement #11339 with Fire Resources to increase the not to exceed amount by $200,000, and a First Modification to Agreement #11613 with APS to increase the not to exceed amount by $203,600. Both of the recommended contract modifications will utilize additional grant funds that the Department has received.

Discussion
The Los Angeles Area Fire Chief’s Association is comprised of 29 fire chiefs throughout Los Angeles County, representing the 29 fire departments within the County. LAAFCA’s Regional Training Group (“RTG”) is tasked with improving the management and response capabilities of first responders in the event of a terrorist or catastrophic incident. RTG projects are supported entirely from federal grants, specifically grants from the Urban Area Security Initiative (“UASI”) and State Homeland Security Program (“SHSP”), both of which are administered by the U.S. Department of Homeland Security, Federal Emergency Management Agency. No General Fund monies are spent on these projects. Awarded grant funds must be dedicated to LAAFCA regional priorities and cannot be spent on regular fire-centric activities. LAAFCA requested the SMFD assist with two of its priorities: procuring the services of a Regional Training Officer and the development of a Training Delivery Model.

On July 8, 2025, Council accepted the 2024 UASI grant for homeland security projects involving the City’s Fire and Police departments. The UASI award was for $2,498,772 and included $200,000 for the Regional Training Officer who works on regional training on behalf of LAAFCA. However, due to the City’s acceptance of this grant, the contractual authority amount in the current Fire Resources agreement needs to be modified to reflect the additional funding for the Regional Training Officer.

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Fire Resources
LAAFCA provided funding for SMFD to host a professional services contract with a subject matter expert to assist its mission to provide unified, innovative, quality training to enhance firefighter safety and responder effectiveness. Fire Resources was selected to develop, direct, and execute strategies to ensure effective delivery of training to and for Los Angeles-area fire service agencies and stakeholders. Fire Resources assists with, supports, and further develops the training and response readiness of Los Angeles area fire agencies for incidents of national significance including acts of terrorism, natural disasters, public health threats, and other large-scale incidents that pose a threat to the public or first-responder safety.

Staff recommends a Third Modification to the City’s current agreement with Fire Resources to increase the total not to exceed amount by $200,000 (from $740,000 to $940,000). This modification will allow staff to utilize the UASI 2024 grant funds to continue providing training to enhance firefighter safety and responder effectiveness.

Advanced Problem Solving
APS was contracted to produce training videos and to develop training curriculum for use as a county wide Learning Management System and as part of the regional Training Delivery Model. Several online training videos are delivered annually by the RTG on various topics to improve the management and response capabilities of first responders in Los Angeles County in the event of a terrorist attack or other catastrophic incident. The number of lessons is dependent on the amount of eligible grant funding approved during each funding cycle. Each lesson is self-paced, averages between 30- 60 minutes in length, and includes interactive learning activities, quizzes, knowledge checks, and other tools to facilitate learning.

Staff recommends a First Modification to the City’s current agreement with APS to increase the agreement’s contractual authority. Currently, the agreement with APS has a not to exceed amount of $1,250,000 for the initial three-year period, with two one-year renewal terms, for a total contract amount of $2,650,000 over a five-year period.

Because SMFD has received additional UASI 2024 grant funds, staff proposes to

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increase the initial term contract authority by $203,600, for a new not to exceed amount of $1,453,600 for the initial three-year period. The overall total contract amount, including all renewals, will remain unchanged.

Environmental Review
The modifications to the agreements with Fire Resources and Advanced Problem Solving to increase the not to exceed amounts are exempt from the California Environmental Quality Act (CEQA) pursuant to Section 15061(b)(3) (Common Sense Exemption) of the CEQA Guidelines. The agreement modifications would enhance public safety with programs and trainings. They are covered by the commonsense exemption which states that CEQA does not apply, “where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.”
Past Council Actions
Meeting Date Description
11/15/2022 Award RFP #325 to Fire Resources, LLC to assist Los Angeles Area Fire Chief’s Association (LAAFCA) Regional Training Group hosted by Santa Monica Fire Department
07/18/2023 Accept 2022 SHSP grant and First Modification to Agreement #11339 with Fire Resources, LLC
09/10/2024 Award Bid to Advanced Problem Solving for LAAFCA Training Delivery Model
12/17/2024 Accept 2023 State Homeland Security Program (SHSP) Grant Funds and Approve Second Modification to
Agreement with Fire Resources, LLC
Financial Impacts and Budget Actions
Staff seeks authority to approve available funding from the Miscellaneous Grants Fund to increase the amounts of Agreement #11339 with Fire Resources, LLC to assist LAAFCA’s Regional Training Group and Agreement #11613 with Advanced Problem Solving, LLC for video and curriculum Training Delivery development services.

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Agreement Modification Requests
Agreement
Current
Authorized
Amount
FY 2026-27
Modified Request
Amount
Account Number Total Contract
Amount
Fire Resources
CCS #11339 $740,000 $200,000 20190001.55518i $940,000
Advanced
Problem Solving
CCS #11613
$1,250,000 $203,600 20190001.55518i $1,453,600
Future year funding is contingent on Council budget approval.

Prepared By: Jonathan Tang, Principal Administrative Analyst Approved Forwarded to Council
Attachments:

A. APS - Levine 6-11-26
B. APS - Oaks 6-11-26
C. Fire Resources - Levine 6-15-26
D. Fire Resources - Oaks 6-15-26
E. APS CCS 11613- Original
F. Fire Resources CCS 11339-Original
G. Fire Resources CCS11339 First Modification
H. Fire Resources CCS11339 Second Modification

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Monloa

CITY OF SANTA MONICA

CALIFORNIA LEVINE ACT DISCLOSURE
The Levine Ad prohibits City Officers from participating in any action related to a contract, license, permit, or entitlement if such Officer received campaign contributions totaling more than $500 within the previous twelve months, and for twelve months following the date of a final decision, from a party or participant to the proceeding, or their agent.

Section 84308(a)(4) of the Levine Act defines an "Officer" as follows: •Officer" means any elected or appointed officer of an agency, any alternate to an elected or appointed officer of an agency, and any candidate for elective office in an agency. The tenn •Officer" is further defined 2 Cal.

Code Regs. Section 18438.1, which states:

An officer of an agency includes only those persons who make, participate in making, or in any way attempt to use their official position to influence a decision in the license, permit, or entitlement for use proceeding, or who exercise authority or budgetary control over the agency or officers who may do so, and:
(1) Serve in an elected position, including an official appointed to an elected position due to an interim vacancy or an election otherwise canceled because the official was the sole candidate for the position;
(2) Serve as a member of a board or commission;
(3) Serve as the chief executive of a state agency, or county, city or district of any kind; or (4) Have decision making authority with respect to the proceeding involving a license, pennit, or other entitlement for use and is also a candidate for elected office or has been a candidate for elective office in the 12 months prior to the proceeding.

A list of Santa Monica Elected Officials and members of boards and commissions can be found at the following links. The party making this certification is responsible for detennining whether a recipient of a political contribution is a City Officer prior to completing this form. https://www.smgov.net/departments/council/
https://www.santamonica.gov/departments/rent-control
https://www.smgov.net/boards/
Have you, your company, or any agent on behalf of you or your company, made any political contributions of more than $500 to any City Officer In the twelve months preceding the date of the submission of your appllcatlon or proposal? DYEs~No
Name of Councilmember or City Officer. ------------- Na me of Contributor: ------------------- Date( s) of Contribution(s): ______________ _ Amount(s) __________________ _
Please specify below and/or add additional sheet(s) to identify additional Councilmembers or City Officers to whom you and/or your agents made campaign contributions.

City of Santa Monica Levine Ad. Disclosure Form

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Attachment: APS - Levine 6-11-26 (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) Qtyof
Santa
Monica
Answering YES does not preclude the City of Senta Monica from awarding a contract, license, permit, or entitlement or taking any subsequent action related to the item. It does, however, preclude the identified City Officer from participating In any actions related to such item.

By signing IMtlow, you certify you 1lao agree to disclose to the City any future contrtbutiona made to Councllmembers or other City Officers by you or your agent(s) an. the date of signing this disclosure fonn, and within 12 months following the llfPl'OVIII, renewal. or extension of the r9quested contract, llcenM, permit, or •lllllament.

I HEREBY CERTIFY UNDER PENALTY OF PERJURY UNDER THE LAWS OF THE STATE OF CALIFORNIA THA~G IS TRUEAND CORRECT.

Signed: 2b~ Date: 11 June 2026
Print Name: Stephanie Andrews Trtle: Principal
-------- Company: Advanced Problem Solving
Additional Disclosures:

Please note this form Is a public record and subject to a California Public Records Act request.

City of Santa Monica Levine Act Disclosure Form

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Attachment: APS - Levine 6-11-26 (7748 : Increase NTE for Fire Resources and Advanced Problem Solving)

CITY OF SANT A MONICA

OAKS NTIA TIVE DISCLOSURE FOAM
In order to facilitate compliance with the requirements of the Oaks Initiative, the City compiles and maintains certain information. That inf or mat ion includes the name of any person or persons who is seeking a ·public benefit." If the ·public benefit· is sought by an entity, rather than an individual person, the information includes the name of every person who is: (a) trustee, (b) director, (c) partner, (d) officer, or has ( e) more than a ten percent interest in the entity.

Public benefits include:

1. Personal services contracts in excess of $25,000 over any 12-month period;

2. Sale of material, equipment or supplies to the City in excess of $25,000 over a 12-month period;

3. Purchase, sale or lease of real property to or from the City in excess of $25,000 over a 12- month period;

4. Non-competitive franchise awards with gross revenue of $50,000 or more inany12-month period;

5. Land use variance, special use permit, or other exception to an established land use plan, where the decision has a value in excess of $25,000;

6. Tax ·abatement, exception, or benefit· of a value in excess of $5,000 in any 12- month period; or

7. Payment of ·cash or specie· of a net value to the recipient of $10,000 in any 12- month period.

Name( s) of persons or entities receiving public benefit:

Advanced Problem Solving LLC
Name( s) of trustees, directors, partners, and officers:

David Andrews; Stephanie Andrews
Name(s) of persons with more than a 10% equity, participation, or revenue interest:

David Andrews; Stephanie Andrews
Prepared by: Stephanie Andrews
Signature: ~-~
Title: Principal
Date: 11 June 2026
Email: [email protected] Phone:9092411853
FOR CITY USE ONLY:

Bid/PO/Contract# ________ _ Pennit# ---------

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Attachment: APS - Oaks 6-11-26 (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) City of Santa Monica Levine Act Disclosure Form

CITY OF SANTA MONICA

Code Regs. Section 18438.1, which states:

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Attachment: Fire Resources - Levine 6-15-26 (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) City of Santa Monica Levine Act Disclosure Form
Answering YES does not preclude the City of Santa Monica from awarding a contract, license, permit, or entitlement or taking any subsequent action related to the item. It does, however, preclude the identified City Officer from participating in any actions related to such item.

I HEREBY CERTIFY UNDER PENALTY OF PERJURY UNDER THE LAWS OF THE STATE OF CALIFORNIATHAT THE FOREGOING IS TRUEAND CORRECT.

Signed: ____________________________ Date: ____________________ Print Name: _________________________ Title: _____________________ Company: __________________________
Additional Disclosures:

Please note this form is a public record and subject to a California Public Records Act request.

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Attachment: Fire Resources - Levine 6-15-26 (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) SANTA MONICA CITY ATTORNEY’S OFFICE
TO: Public
FROM: City Attorney’s Office
RE: Levine Act Disclosure Form
The Levine Act (Government Code 84308) is a California law aimed at preventing “pay to play” practices by prohibiting parties, participants, and their agents in a proceeding involving a license, permit, or other entitlement from contributing more than $500 to an officer of the City during a 12-month period. The prohibition applies to any 12-month period while the proceeding is pending and for 12 months following the date a final decision is rendered in the proceeding.

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3. What must be disclosed?
A party must disclose campaign contributions over $500 made in the prior twelve months.

A “contribution” is anything of value for which the party has not received full consideration, including money, nonmonetary items, payments made for advertising or

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other expenses coordinated with a candidate or committee, loans, tickets to political fundraisers, etc.

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Attachment: Fire Resources - Levine 6-15-26 (7748 : Increase NTE for Fire Resources and Advanced Problem Solving)

CITY OF SANTA MONICA

OAKS INITIATIVE NOTICE

NOTICE TO APPLICANTS, BIDDERS, PROPOSERS

AND OTHERS SEEKING DISCRETIONARY PERMITS, CONTRACTS,

OR OTHER BENEFITS FROM THE CITY OF SANTA MONICA
Santa Monica’s voters adopted a City Charter amendment commonly known as the Oaks Initiative. The Oaks Initiative requires the City to provide this notice and information about the Initiative’s requirements. You may obtain a full copy of the Initiative’s text from the City Clerk.

This information is required by City Charter Article XXII—Taxpayer Protection.

It prohibits a public official from receiving, and a person or entity from conferring, specified personal benefits or campaign advantages from a person or entity after theofficial votes, or otherwise takes official action, to award a “public benefit” to that person or entity. The prohibition applies within and outside of the geographical boundaries of SantaMonica.

All persons or entities applying or receiving public benefits from the City of Santa Monica shall provide the names of trustees, directors, partners, and officers, and names of persons with more than a 10% equity, participation or revenue interest. An exception exists for persons serving in those capacities as volunteers, without compensation, for organizations exempt from income taxes under Section 501(c)(3), (4), or (6), of the Internal Revenue Code. However, this exception does not apply if the organization is a political committee or controls political committees.

Examples of a “public benefit” include public contracts to provide goods or services worth more than $25,000 or a land use approval worth more than $25,000 over a 12- month period.

In order to facilitate compliance with the requirements of the Oaks Initiative, theCity compiles and maintains certain information. That information includes the name of any personorpersons whois seeking a “publicbenefit.” If the“public benefit” is sought by an entity, ratherthan an individual person, the information includes the nameof everyperson who is: (a) trustee, (b) director, (c) partner, (d) officer, or has (e) more than a ten percent interest in the entity. Therefore, if you are seeking a “public benefit” covered by the Oaks Initiative, you must supply that information on the Oaks Initiative Disclosure Form. This information must be updated and supplied every 12 months.

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Attachment: Fire Resources - Oaks 6-15-26 (7748 : Increase NTE for Fire Resources and Advanced Problem Solving)

CITY OF SANTA MONICA

OAKS INITIATIVE DISCLOSURE FORM
In order to facilitate compliance with the requirements of the Oaks Initiative, the City compiles and maintains certain information. That information includes the name of any person or persons who is seeking a “public benefit.” If the “public benefit” is sought by an entity, rather than an individual person, the information includes the name of every person who is: (a) trustee, (b) director, (c) partner, (d) officer, or has (e) more than a ten percent interest in the entity.

Public benefits include:

1. Personal services contracts in excess of $25,000 over any 12-monthperiod;

2. Sale of material, equipment or supplies to the City in excess of $25,000 over a 12- month period;

3. Purchase, sale or lease of real property to or from the City in excess of $25,000 over a 12- month period;

4. Non-competitive franchise awards with gross revenue of $50,000 or more inany 12-month period;

5. Land use variance, special use permit, or other exception to an established land use plan, where the decision has a value in excess of $25,000;

6. Tax “abatement, exception, or benefit” of a value in excess of $5,000 in any 12- month period; or

7. Payment of “cash or specie” of a net value to the recipient of $10,000 in any 12- month period.

Name(s) of persons or entities receiving public benefit:

Name(s) of trustees, directors, partners, and officers:

Name(s) of persons with more than a 10% equity, participation, or revenue interest:

Prepared by: Title:

Signature: Date:

Email: Phone:

Permit #
FOR CITY USE ONLY:

Bid/PO/Contract #

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Attachment: Fire Resources - Oaks 6-15-26 (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) - 1 -
Contract No. 11613 (CCS)

CONTRACTUAL SERVICES AGREEMENT
This Contractual Services Agreement (“Agreement”), entered into as of _____________ (“Execution Date”), by and between the CITY OF SANTA MONICA (“City”), a California municipal corporation, and Advanced Problem Solving LLC (“APS” or “Consultant”), is made with reference to the following:

RECITALS:

A. The City is a municipal corporation duly organized and existing under the laws of the State of California with the power to carry on its business as it is now being conducted under the constitution of the State and the charter of the City.

B. APS represents to City that it is qualified to do business in California. APS further represents that it has the experience and expertise necessary to provide to City the contractual services set forth this Agreement.

C. On or about December 5, 2019, the City and APS entered into Contractual Services Agreement No. 10967 for APS to provide City with contractual services related to the development of video training curriculum for use by the Los Angeles Area Fire Chiefs Regional Training Group. Agreement No. 10967 is still active between the parties.

D. The City and APS desire to enter into this new Agreement for APS to provide City with additional contractual services related to the development of video training curriculum. This Agreement no. 11613 and agreement no. 10967 shall represent separate contractual obligations between the parties.

NOW, THEREFORE, it is mutually agreed by and between the undersigned parties as follows:

TERMS AND CONDITIONS

1. Term. This Agreement shall commence on the Execution Date and have an initial term of three (3) years (“Initial Term”). The City, at its option, may extend the term of this Agreement for two (2) additional one-year periods (“Option Years”) which, if exercised, shall run consecutively. The City shall give APS no less than thirty (30) days written notice of its intent to exercise its option to extend the term of this Agreement. This Agreement shall terminate upon the expiration of its term unless sooner terminated in accordance with Section

14. The term of this Agreement, including all Option Years, may not exceed five (5) years, and in no case shall last past December 31, 2029, upon which time the Agreement shall automatically terminate.

Docusign Envelope ID: 183F2E7A-AFA2-4FD1-A263-F41A1D9268FD 12/23/2024

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2. Consultant Services. APS shall perform all of the services (“Services”) described in Exhibit A (Scope of Services). APS shall complete the Services in accordance with Exhibit B, (Budget). In addition, APS’s performance of the Services shall be consistent with all applicable federal grant reporting rules and requirements.

3. City Responsibilities.

3.1 City will make available to APS any materials or information in its possession reasonably necessary for APS to perform and provide the Services.

3.2 City shall designate a representative authorized to act on behalf of City.

3.3 City shall promptly review all correspondence submitted to it by APS and shall respond within a reasonable period of time.

4. Compensation. The City shall compensate APS for the Services performed by it and provided to City during the Initial Term in the amount of $1,250,000 as provided in Exhibit B. The total amount of compensation paid to APS under this Agreement shall at no time exceed $2,650,000.

5. Invoices. All work performed by APS under this Agreement must be itemized on invoices sent to the City. The invoices should describe all work performed by APS and should provide as much detail as possible. Such details should include, but are not limited to, the project start date and time, project milestones, actual work performed, and project completion date. In addition, APS shall invoice the City for the Services performed by it in accordance with Exhibit B and the City shall pay any undisputed amount within 30 days of receipt.

5.1 Invoices for the initial design phase of a training module shall include:

5.1.1 Design Phase for TDM "Module TBD" should include the following completed planning milestones: kick-off meeting; lesson design/validation meeting; and lesson design proposal.

5.1.2 Billing Milestone and approval of lesson design proposal. The documentation provided by APS for this billing milestone shall be a lesson design proposal document with the approval signature of the Lead SME and/or RTG Project Manager/Executive Director. SMFD Deputy Chief or their designee must also approve payment.

5.2 Invoices for final completed training module shall include:

5.2.1 Development Complete for TDM "Module TBD" should include the following completed planning milestones: lesson outline or draft build approved by lead SME and RTG Project Manager; video scripts approved by lead SME; finished videos approved by lead SME; and complete lesson package reviewed and approved by RTG Project Manager.

Docusign Envelope ID: 183F2E7A-AFA2-4FD1-A263-F41A1D9268FD

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5.2.2 The documentation to be provided by APS for this milestone is an approved signature by RTG Project Manager or RTG Executive Director. SMFD Deputy Chief or their designee must also approve payment.

6. Notices. All notices, demands, requests or approvals to be given under this Agreement, must be in writing and will be deemed served when delivered personally, by email, or on the third business day after deposit in the United States mail, postage prepaid, registered or certified, addressed as follows:

6.1 All notices, demands, requests or approvals to the City:

Santa Monica Fire Department
City of Santa Monica
333 Olympic Drive, Second Floor
Santa Monica, California 90401
Attention: Tom Clemo – Deputy Fire Chief
Re: Contract No. 11613
with a copy to:

Santa Monica City Attorney’s Office
1685 Main Street, Third Floor
Santa Monica, California 90401
Attention: Deputy City Attorney Ivan Campbell
Re: Contract No. 11613

6.2 All notices, demands, requests or approvals to APS:

Advanced Problem Solving LLC
310 N. Indian Blvd. #122
Claremont, CA 91711
Attention: David Andrews
Re: Contract No. 11613

7. Independent Parties. Both parties to this Agreement will be acting in an independent capacity and not as agents, employees, partners, or joint venturers of one another. Neither the City nor its officers or employees will have any control over the conduct of APS or any of APS’s agents, employees, or subconsultants, except as otherwise provided in this Agreement.

8. Integrated Contract. This Agreement represents the full and complete understanding of every kind or nature whatsoever between the parties. Any preliminary negotiations and agreements of any kind or nature are merged into this Agreement. No oral agreement or implied covenant may be held to vary the provisions of this Agreement. This Agreement may be modified only by written agreement signed by City and APS and approved as to form by the City Attorney.

Docusign Envelope ID: 183F2E7A-AFA2-4FD1-A263-F41A1D9268FD

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9. Insurance. Prior to commencing work, APS must procure, maintain and pay for insurance against claims for injuries to persons or damage to property that may arise from or in connection with the performance of the Services by APS or APS’s agents, representatives, employees or subconsultants for the duration of this Agreement. APS must obtain insurance that, at a minimum, meets the requirements for insurance set forth in Exhibit C (Insurance Requirements and Verifications).

10. Defense and Indemnification.

10.1 APS agrees to defend, indemnify, protect, and hold harmless the City, its agents, officers, boards and commissions, and employees (collectively, “City”) from and against any and all liability, claims, demands, damages, or costs, including but not limited to attorney’s fees, or payments for injury to any person or property (collectively, “Losses”) caused or claimed to be caused by the act, errors, and/or omissions of APS or its employees, agents, officers, and subconsultants. APS’s responsibilities under this Section 10.1 include liability arising from, connected with, caused by, or claimed to be caused by the active or passive negligent acts or omissions of the City, which may be in combination with the acts or omissions of APS, its employees, agents or officers, or subconsultants; provided, however, that APS’s duty to defend, indemnify, protect and hold harmless the City shall not include any Losses arising from the sole negligence or willful misconduct of the City. Notwithstanding APS’s obligation to defend the City hereunder, the City has the right to conduct its own defense and seek reimbursement for reasonable costs of defense from APS, if City chooses to do so.

10.2 Enforcement Costs. APS agrees to pay all costs the City incurs enforcing the indemnity, defense, and hold harmless provisions set forth in Section 10.1.

11. Prohibition Against Transfers.

11.1 APS may not assign, hypothecate, or transfer this Agreement or any interest therein directly or indirectly, by operation of law or otherwise without the prior written consent of City. Any attempt to do so without the City’s consent will be null and void, and any assignee, hypothecate or transferee acquires no right or interest by reason of such attempted assignment, hypothecation or transfer.

11.2 The sale, assignment, transfer or other disposition of any of the issued and outstanding capital stock of APS or of any general partner or joint venturer or syndicate member of APS, if a partnership or joint venture or syndicate exists, which results in changing the control of APS, will be construed as an assignment of this Agreement. Control means 50% or more of the voting power of the corporation.

12. Permits and Licenses. APS, at its sole expense, must obtain and maintain during the term of this Agreement all required business and professional permits, licenses and certificates. An active federal SAM registration is required during the term of this Agreement.

Docusign Envelope ID: 183F2E7A-AFA2-4FD1-A263-F41A1D9268FD

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13. Waiver. A waiver of any breach of this Agreement may not be deemed a waiver of any subsequent breach of the same or any other term, covenant, or condition of this Agreement.

14. Default and Termination.

14.1 If APS fails to perform, or refuses to perform, any of its obligations under this Agreement, and if such default is not cured—nor any efforts commenced by APS to reasonably cure—within a period of five (5) days after the City’s written notice of default specifying the nature of the default is sent to APS, the City may immediately terminate this Agreement upon written notice to APS.

14.2 Irrespective a default of this Agreement, the City has the option, at its sole discretion and without cause, of terminating this Agreement by giving APS ten days written notice. Upon termination of this Agreement, City will pay APS any compensation earned and unpaid up to the effective date of termination.

15. Compliance with Law. APS shall comply with all applicable laws of the State of California and the United States, and all applicable laws and regulations enacted or issued by City.

16. Discrimination. APS may not discriminate in the provision of services hereunder because of race, color, religion, national origin, ancestry, sex, age, sexual orientation, marital status, AIDS or disability.

17. Nuisance. APS may not maintain, commit, or permit the maintenance or commission of any nuisance in connection with the performance of services under this Agreement.

18. Records.

18.1 APS must maintain complete and accurate records with respect to costs, expenses, receipts and other such information required by the City for any services provided where compensation is on the basis of hourly rates, subconsultant costs, or other direct costs. APS must keep the records, together with supporting documents, separate from other documents and records and maintain them for a period of three years after receipt of final payment.

18.2 APS must maintain records in sufficient detail to permit an evaluation of the Services and in accordance with generally accepted accounting principles. APS must clearly identify all records and make them readily accessible to the City. At the City’s request, APS must provide records in an electronic format and, if necessary, access to any proprietary software to view such electronic records.

18.3 APS must allow the City to inspect all work, data, and documents related to this Agreement. The City has the right to examine or audit APS’s records, and APS agrees to cooperate with any examination or audit of its records. If a City audit discloses an error of 5% or more in information reported by APS, APS agrees to pay the cost of the City’s audit computed on the basis of four times the direct payroll of the audit staff completing the audit and audit report.

Docusign Envelope ID: 183F2E7A-AFA2-4FD1-A263-F41A1D9268FD

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19. Work Product; Reports.

19.1 Any work product prepared or caused to be prepared by APS or any subconsultant for this Agreement will be the exclusive property of City. No work product given to or prepared by APS or any subconsultant pursuant to this Agreement may be made available to any individual or organization by APS without prior written approval by City.

19.2 At the City’s request, APS must furnish reports concerning the status of the Services.

20. Standard of Care. APS agrees to provide all Services, including services performed by any subconsultant, in a manner consistent with the level of care and skill ordinarily exercised by members of APS’s industry.

21. Subconsultants.

21.1 If APS proposes to have any subconsultant perform any part of the Services, APS must submit a request for approval in writing, describing the scope of work to be subcontracted, the name of the proposed subconsultant, and the total price or hourly rates used in preparing an estimated cost for the subconsultant’s services. The City, in its sole discretion, may grant or deny the request.

21.2 APS will be responsible for the quality of any subconsultant’s work. Every subcontract or agreement of any kind entered into between APS and any subconsultant (or between any subconsultant and others) must contain the following provision:

This agreement is consistent with all terms and conditions of the Agreement No. 11613 (CCS) entered into between the City of Santa Monica and APS on^^____________________.

22. Governing Law. The laws of the State of California, without regard to any choice of law provisions, is to govern this Agreement.

23. Venue and Jurisdiction. The City and APS agree that the Services will performed and provided to City in Los Angeles County. Any litigation arising out of this Agreement may only be brought in either the United States District Court, Central District of California, or the Superior Court of California, County of Los Angeles, West District, as appropriate. The parties agree that venue exists in either court, and each party expressly waives any right to transfer to another venue. The parties further agree that either court will have personal jurisdiction over the parties to this Agreement.

24. Survival of Provisions and Obligations. Any provision of this Agreement, which by its nature must be exercised after termination of this Agreement, will survive termination and remain effective for a reasonable time. Any obligation that accrued prior to termination of this Agreement will survive termination of this Agreement.

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Packet Pg. 105 Attachment: APS CCS 11613- Original (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) - 7 -
transmitted electronically through DocuSign or PDF shall be deemed an original signature and be binding upon the parties hereto (it being agreed that such electronic signature shall have the same force and effect as an original signature).

26. Exhibits. The following exhibits are incorporated by reference into this Contract as though fully set forth herein.

Exhibit A Scope of Services
Exhibit B Budget
Exhibit C Insurance Requirements
In witness whereof, the parties have caused this Agreement to be executed the day and year first above written.

ATTEST:
______________________________

DENISE ANDERSON-WARREN
City Clerk
APPROVED AS TO FORM:
______________________________

LANE DILG
City Attorney

CITY OF SANTA MONICA,
a municipal corporation
By: ______________________________

RICK COLE
City Manager

ADVANCED PROBLEM SOLVING LLC
MULDER Corporation
#VENDOR
By:
________________________________
Docusign Envelope ID: 183F2E7A-AFA2-4FD1-A263-F41A1D9268FD DOUGLAS SLOAN City Attorney
David Andrews Principal
City Manager David White Nikima Newsome City Clerk

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Packet Pg. 106 Attachment: APS CCS 11613- Original (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) Exhibit A
Scope of Services
Personnel
APS shall make available the following personnel to provide to the City the Services required under this Agreement:

Contractor Project Manager: David Andrews
Lead instructional designer: Jay Bostwick
Video producer: Jessica Ristic
Video director: Eric Jackson
Content developer: Kerrie Dunn
Project Work Plan
The Scope of Work for this Agreement has four sections:

1. Training Content

2. Content Delivery

3. Project Support

4. General Requirements
Requirements for Training Content
APS shall produce six (6) to eight (8), depending on LAAFCA HSGP funding, online training lessons annually of approximately 30-60 minutes each on topics with Chemical, Biological, Radiological, Nuclear and Explosive (CBRNE) related content, and shall do so using an industry standard Learning Management System (“LMS”). APS shall also develop and make available the following:
• A high-quality, fast-paced introductory video showing 'what right looks like.' • A high-quality, fast-paced sample drill video showing a company from the Los Angeles Area performing the drill described in the drill plan accompanying the lesson. • A high-quality, fast-paced trailer video showing a condensed version of the 'what right looks like' video and the sample drill video.
• Videos shall incorporate high-quality graphics and motion graphics as appropriate.

Docusign Envelope ID: 183F2E7A-AFA2-4FD1-A263-F41A1D9268FD

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Packet Pg. 107 Attachment: APS CCS 11613- Original (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) • Online lessons should be based on the “SCORM” (Sharable Content Object Reference Model) e-learning standard and should provide cognitive instruction on the subject matter.
• Post-lesson tests should also be based on SCORM and should assess the learner's mastery of core concepts covered in the online lesson.
• A drill plan outlining Terminal Learning Objectives (“TLO”) and Enabling Learning Objectives (“ELO”) for a hands-on drill associated with the cognitive lesson content covered in the online lesson."
In addition, the City may require either or both of the following in conjunction with each training delivery:
• Job aids as directed by the Regional Training Group (“RTG”) for development by the Contractor.
• Links to additional pre-existing resources as identified by the RTG.

Furthermore, the first delivery of training content shall be posted online within 4-6 months of the Execution Date, with subsequent deliveries of training content to be completed and posted at two-month intervals thereafter.

Online lessons shall be designed by professional instructional designers and developed in Articulate's Storyline 360. Storyline 360 should be also be based on the SCORM standard. Any lesson developed with this software should include the functionality of being capable of upload to any modern Learning Management System. Online lessons should generally last between 30 and 60 minutes. Online lesson topics will be decided by LAAFCA RTG and may include the following topics:
• Active Shooter
• After Action Reviews
• CBRNE and All Hazard Response
• Clandestine Labs
• Coordinated Response to Wildland Firefighting
• Interoperable Communications
• Managing a Hazardous Materials Incident
• MCI Communication
• MCI Triage
• Metro Rail Incident Response
• The Risk Management Process
Docusign Envelope ID: 183F2E7A-AFA2-4FD1-A263-F41A1D9268FD

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Packet Pg. 108 Attachment: APS CCS 11613- Original (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) • Standards of Command
• Synthetic Opioids
• Transitional Attack
• Urban Seach and Rescue
• Unified Response to Violent Incidents
• Wind-Driven Brush Fires
Online lessons should also include the following components when possible:
• Scenario-based learning exercises, requiring users to apply general principles to realworld situations. • Speed bump questions (sometimes called "knowledge checks"), including detailed feedback depending on the user's response.
• Illustrative extracts from the "what right looks like" video. These extracts illustrate key learning points and demonstrate appropriate actions.

Online lessons should use professional voiceover actors for audio content as well as high quality graphics and motion graphics for visual effects.

For each online lesson, APS shall provide the City with SCORM-based post-tests. The posttests should incorporate the following features:
• 10 questions randomly selected from test banks of 15-20 questions each. • Randomized sequence of responses to each of these questions.

APS shall integrate drill plans for into the lessons with ELOs and TLOs consistent with the guidelines provided by State Fire Training. APS shall also prepare drill plan guidance materials for organizing and conducting drills on assigned topics; and, when applicable, APS shall also provide job aids to accompany the lessons.

The format and substance of the training content requirements may be modified to reflect changing grant requirements and/or changing needs of the RTG. In such cases the Contractor will be required to provide an equivalent work effort to what is described in the Training Content and Content Delivery description of the original RFP.

Content Delivery
APS shall make the first delivery of training content to the City by posting it online within 4-6 months of the Execution Date. Subsequent deliveries of training content by APS shall be posted online every two months starting after the first delivery and until all training content required under this Agreement is completed by APS. APS shall make all reasonable efforts to ensure that the lessons created for the RTG will remain accessible to end users using the latest versions of popular internet web browsers.

Docusign Envelope ID: 183F2E7A-AFA2-4FD1-A263-F41A1D9268FD

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Packet Pg. 109 Attachment: APS CCS 11613- Original (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) APS shall provide an LMS for delivering training content to up to 10,000 end users (firefighters). APS shall also provide SCORM files containing the training content for those agencies electing not to use the LMS. The LMS developed by APS must have a user-friendly interface and should include the following features and functionality:
• APS’ LMS be device agnostic and be accessible from PC or Mac, tablet or smartphone. • APS' LMS should be able to include additional agency-specific content on each lesson topic to the LMS with content accessible only to those agencies' personnel. • APS’ LMS must have the ability to restrict access for certain content based on the end users' level of authorized privileges (e.g., Administration). The LMS should allow for the agency to designate one or more agency representatives as administrators within the agency's portal.
• APS’ LMS should allow for individual agencies to monitor the performance (access dates, completion rates, post-test scores) of their personnel. Instructors should have the ability to create live calendared training events and manage attendance at those events. • APS’ LMS should allow for performance reports to be available for review in real time as well as in the form of either weekly or monthly reports that can be generated and sent by email. Agency supervisors should be able to mark lessons viewed by their personnel as complete or as partially complete.
• APS' LMS should allow end users, upon completion of each course, to print a customized certificate with the name of the course, the end user's own name and agency affiliation, the date of course completion, and a transcript that lists the history of all course enrollments and completions.
• APS’ LMS must allow for all lessons and lesson completion records to be accessible for one year from the date that the last lesson is launched on the LMS. • APS’ LMS should provide each agency with its own customizable portal that is accessible only to that agency’s personnel and is able to have agency content uploaded to it.

Project Support
In support of the Services provided to the City under this Agreement, APS shall provide the following:

Docusign Envelope ID: 183F2E7A-AFA2-4FD1-A263-F41A1D9268FD

4.B.e
Packet Pg. 110 Attachment: APS CCS 11613- Original (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) • A lead instructional designer and instructional design team. These individuals will work with local Subject Matter Experts (SMEs) under the direction of the RTG Project Manager. These local SMEs will be identified by the RTG from the 30 agencies in Los Angeles Area Fire Chiefs Association (“LAAFCA”) to assist the Lead Instructional Designer in the development of scripts for the videos and the online lesson as well as other associated materials.
• A video producer and video production team. These individuals will produce videos based on video scripts developed by the instructional design team and approved by the RTG. The video producer will work with the RTG Project Manager, or with other personnel assigned by the RTG Project Manager, to coordinate with the LAAFCA agency fire crews that wilt be featured in the videos.
• A course developer and course development team. These individuals will produce online courses based on lesson scripts or storyboards developed by the instructional design team and incorporating media created by the video production team as well as other team members. The lessons will be developed in SCORM-based format using Articulate, Captivate, or a similar high-end program for creating online lesson content. • An LMS administrator and support team. These individuals will upload courses created under this contract to the Contractor's LMS and ensure that they remain accessible. They shall also provide SCORM-formatted versions of the courses and supporting materials for upload to existing LMS systems for those agencies electing not to use the Contractor's LMS.
• A project manager as the representative for APS (“APS Project Manager”). This individual will work in collaboration with the RTG Project Manager to ensure that timelines and quality standards are maintained to the RTG's satisfaction.

In addition, the APS Project Manager, lead instructional designer, video producer, course developer and LMS administrator should each be experienced in their respective fields of expertise, with appropriate professional credentials and experience performing identified above or other tasks that are substantially similar for a minimum of 3 years.

General Requirements
APS shall also adhere to, comply with, and fulfill the following requirements of the Services to be provided under this Agreement:
• APS shall provide excellent customer service to the RTG, City of Santa Monica Fire Department representative, as well as to the individual end users that use APS’ LMS. • At the request of the City, APS shall surrender and turn over to the City any and all content, curriculum, videos, training materials, or products related to, or produced by APS in conjunction with, the Services required under this Agreement. Said content and materials shall be the property of the LAAFCA.

Docusign Envelope ID: 183F2E7A-AFA2-4FD1-A263-F41A1D9268FD

4.B.e
Packet Pg. 111 Attachment: APS CCS 11613- Original (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) • If during the provision of the Services under this Agreement APS desires to hire additional and non-local SMEs to assist with the development of lesson content and associated materials, APS shall recruit and hire all non-local SMEs at APS’ own expense. The names and qualifications of all non-local SMEs must be submitted to the RTG Project Manager for review and approval prior to APS engaging the services of the non-local SME.
• The format and substance of the training content required by this Exhibit A – Scope of Services may be modified to reflect changing grant requirements and/or changing needs of the RTG. In such event APS shall provide an equivalent work product to what is described in this Scope of Services.

Docusign Envelope ID: 183F2E7A-AFA2-4FD1-A263-F41A1D9268FD

4.B.e
Packet Pg. 112 Attachment: APS CCS 11613- Original (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) Exhibit B
Budget
A. Annual cost of providing an LMS for up to 10,000 end users: $72,000 This cost includes the following (per the Scope of Work):
• Providing an LMS for delivering the training content to up to 10,000 end users (firefighters) from those LAAFCA agencies electing to use the Contractor’s LMS. • Providing SCORM files containing the training content for those agencies electing not to use the Contractor’s LMS.

B. Cost per lesson as described in the Scope of Work: $88,000 C. Total annual fee: A + (B x 6) = $600,000 (as an example if 6 modules are requested; amount may vary per the number of modules)
This per-lesson cost is for each of six (6) online training lessons annually of approximately 30-60 minutes each on topics with CBRNE-related content for delivery via an LMS.

This per-lesson cost will apply regardless of whether the format and/or substance of the training requirements remain as outlined in Exhibit A or are modified to reflect changing grant requirements and/or changing needs of the RTG, and provided that any such changes are limited to an equivalent work product as described in Exhibit A.

Notwithstanding the above, the City shall compensate APS for the Services performed by it and provided to City during the Initial Term in the amount of $1,250,000 and in accordance with this Exhibit B. The total amount of compensation paid to APS under this Agreement, even if extended by the parties pursuant to Section 1, shall at no time exceed $2,650,000.

Docusign Envelope ID: 183F2E7A-AFA2-4FD1-A263-F41A1D9268FD

4.B.e
Packet Pg. 113 Attachment: APS CCS 11613- Original (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) Exhibit C
Insurance Requirements
Consultant shall procure and maintain for the duration of the Agreement insurance against claims for injuries to persons or damages to property that may arise from or in connection with the performance of the work hereunder by the Consultant, its agents, representatives, employees or subcontractors.

Minimum Scope and Limits of Insurance
Coverage shall be at least as broad as:

1. Commercial General Liability (CGL): Insurance Services Office Form CG 00 01 covering CGL on an “occurrence” basis, including products and completed operations, property damage, bodily injury and personal and advertising injury, with limits of no less than $1,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location (Insurance Services Office Form CG 25 04) or the general aggregate limit shall be twice the required occurrence limit.

2. Automobile Liability: Insurance Services Office Form CA 00 01 covering Code 1 (any auto), or if Consultant has no owned autos, Code 8 (hired) and Code 9 (non-owned), with limits of no less than $1,000,000 per accident for bodily injury and property damage.

3. Workers’ Compensation: Workers’ Compensation insurance as required by the State of California, with Statutory Limits and Employers’ Liability Insurance with limits of no less than $1,000,000 per accident for bodily injury or disease (see footnote #1).

4. Professional Liability: Insurance appropriate to the Consultant’s profession with limits of no less than $1,000,000 per occurrence or claim/$2,000,000 in the annual aggregate.

If the Consultant maintains broader coverage or higher limits than the minimums shown above, the City of Santa Monica requires and shall be entitled to any broader coverage and higher limits maintained by the Contractor. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City of Santa Monica.

Other Insurance Provisions

1. The insurance policies are to contain, or be endorsed to contain, the following provisions:
a. Additional Insured Status: The City of Santa Monica, its officers, officials, employees and volunteers are to be covered as additional insureds on the CGL policy with respect to liability arising out of work or operations performed by or on behalf of Consultant including materials, parts, or equipment furnished in connection with such work or operations. CGL coverage can be provided in the form of an endorsement to the Consultant’s insurance (at least as broad as Insurance Services Office Form CG 20 10 11 Docusign Envelope ID: 183F2E7A-AFA2-4FD1-A263-F41A1D9268FD

4.B.e
Packet Pg. 114 Attachment: APS CCS 11613- Original (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) 85, or if not available, through the addition of a combination of (1) CG 20 10, CG 20 26, CG 20 33, or CG 20 38 and (2) CG 20 37).
b. Primary Coverage: For any claims related to this Agreement, the Consultant’s insurance shall be primary coverage at least as broad as Insurance Services Offices Form CG 20 01 04 13 as respects the City of Santa Monica, its officers, officials, employees and volunteers.

Any insurance or self-insurance maintained by the City of Santa Monica, its officers, officials, employees or volunteers shall be in excess of the Consultant’s insurance and shall not contribute with it.
c. Notice of Cancellation: Each insurance policy required herein shall state that coverage shall not be cancelled except after notice has been given to the City of Santa Monica. d. Waiver of Subrogation: Consultant hereby grants to the City of Santa Monica a waiver of any right of subrogation which any insurer of said Consultant may acquire against the City of Santa Monica by virtue of payment of any loss. Consultant agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this provision applies regardless of whether or not the City of Santa Monica has received a waiver of subrogation endorsement from the insurer.

The Workers’ Compensation policy shall be endorsed with a waiver of subrogation in favor of the City of Santa Monica for all work performed by the Contractor, its employees, agents and subcontractors.

Self-Insured Retentions
Self-insured retentions must be declared to and approved by the City of Santa Monica. The City of Santa Monica may require the Consultant to purchase coverage with a lower retention or provide satisfactory proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention. The policy language shall provide, or be endorsed to provide, that the self-insured retention may be satisfied by either the named insured or City of Santa Monica.

Acceptability of Insurers
Insurance is to be placed with insurers authorized to conduct business in California with a current A.M. Best rating of no less than A:VII, unless otherwise acceptable to the City of Santa Monica.

Claims Made Policies

1. If the Professional Liability policy provides “claims made” coverage:
a. The Retroactive Date must be shown and must be before the date of this Agreement or the start of work.

Docusign Envelope ID: 183F2E7A-AFA2-4FD1-A263-F41A1D9268FD

4.B.e
Packet Pg. 115 Attachment: APS CCS 11613- Original (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) b. The insurance must be maintained, and evidence of insurance must be provided for at least 5 years after completion of work.
c. If the policy is cancelled or not renewed, and not replaced with another “claims made” policy form with a Retroactive Date prior to the effective Agreement date, the Consultant must purchase “extended reporting” coverage for a minimum of 5 years after completion of work.

Verification of Coverage
Consultant shall furnish the City of Santa Monica with original certificates and amendatory endorsements (or copies of the applicable policy language effecting coverage provided by this clause). All certificates and endorsements are to be received and approved by the City of Santa Monica before work commences. However, failure to obtain required documents prior to the work beginning shall not waive the Consultant’s obligation to provide them. The City of Santa Monica reserves the right to require complete, certified copies of all required insurance policies, including the endorsements required herein, at any time.

Failure to Maintain Insurance Coverage
If Consultant, for any reason, fails to maintain insurance coverage which is required pursuant to this Agreement, the same shall be deemed a material breach of contract. The City of Santa Monica, at its sole option, may terminate this Agreement and obtain damages from the Consultant resulting from said breach.

Subcontractors
Consultant shall require and verify that all subcontractors maintain insurance meeting all the requirements stated herein. All exceptions must be approved in writing by the Risk Manager.

Footnotes
# 1: Workers’ Compensation insurance coverage is not required if the Consultant does not have employees. The Consultant must, however, execute the City’s Workers’ Compensation Coverage Exemption Declaration Form.

Docusign Envelope ID: 183F2E7A-AFA2-4FD1-A263-F41A1D9268FD

4.B.e
Packet Pg. 116 Attachment: APS CCS 11613- Original (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) - 1 -
Contract No. 11122 (CCS)

PROFESSIONAL SERVICES AGREEMENT
This Professional Services Agreement (“Agreement”), entered into as of _________________(“Execution Date”), by and between the City of Santa Monica (“City”), a California municipal corporation, and FIRE RESOURCES LLC (“Fire Resources”), a limited liability corporation, is made with reference to the following:

RECITALS:

A. The City is a municipal corporation duly organized and validly existing under the laws of the State of California with the power to carry on its business as it is now being conducted under the Constitution of the State of California and the Charter of the City.

B. Fire Resources is qualified to do business, and is doing business, in the State of California. Fire Resources represents it has the background, knowledge, experience, and expertise necessary to provide the services set forth in this Agreement.

C. The City and Fire Resources now desire to enter into an agreement for Fire Resources to provide professional services to the City.

NOW, THEREFORE, it is mutually agreed by and between the undersigned parties as follows:

TERMS AND CONDITIONS

1. Term. This Agreement shall commence on the Execution Date stated above and will expire in two (2) years, unless sooner terminated in accordance with Section 14.

2. Fire Resources Services. Fire Resources shall perform and provide to City all of the services (“Services”) described in Exhibit A, Scope of Services. Fire Resources shall also perform the Services in accordance with Exhibit B, Budget.

3. City Responsibilities. The City agrees to:

3.1 Make available to Fire Resources the documents, data, or information that the City believes are required for Fire Resources to perform and provide the Services to the City.

3.2 Designate a representative authorized to act on behalf of City.

3.3 Promptly review all documents submitted to it by Fire Resources and to respond within a reasonable period of time.

DocuSign Envelope ID: 7EB53721-5048-4835-BED2-FD32B55D8745 12/5/2022

4.B.f
Packet Pg. 117 Attachment: Fire Resources CCS 11339-Original (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) - 2 -

4. Compensation. The City shall compensate Fire Resources for the Services performed by it and provided to City in an amount not to exceed $370,000, as set forth in Exhibit B.

5. Invoices. Fire Resources shall invoice the City for the Services in accordance with Exhibit B and the City shall pay any undisputed amount within 30 days of receipt.

6.1 All notices, demands, requests or approvals to the City:

Fire Department
City of Santa Monica
333 Olympic Dr. 2nd FL
Santa Monica, California 90401
Attention: Deputy Chief Tom Clemo
Re: Contract No. 11122
with a copy to:

Santa Monica City Attorney’s Office
1685 Main Street, Third Floor
Santa Monica, California 90401
Attention: City Attorney
Re: Contract No. 11122

6.2 All notices, demands, requests or approvals to Fire Resources:

Fire Resources
13129 Sherry Lane
Los Angeles, CA 90049
Attention: Sean Escontrias
[email protected]
Re: Contract No. 11122

7. Independent Parties. Both parties to this Agreement will be acting in an independent capacity and not as agents, employees, partners, or joint venturers of one another.

Neither the City nor its officers or employees will have any control over the conduct of Fire Resources or any of Fire Resources’ agents, employees, or subconsultants, except as otherwise provided in this Agreement.

8. Integrated Contract. This Agreement represents the full and complete understanding of every kind or nature whatsoever between the parties. Any preliminary negotiations DocuSign Envelope ID: 7EB53721-5048-4835-BED2-FD32B55D8745

4.B.f
Packet Pg. 118 Attachment: Fire Resources CCS 11339-Original (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) - 3 -
and agreements of any kind or nature are merged into this Agreement. No oral agreement or implied covenant may be held to vary the provisions of this Agreement.

This Agreement may be modified only by written agreement signed by City and Fire Resources, and approved as to form by the City Attorney.

9. Insurance. Prior to commencing work, Fire Resources must procure, maintain and pay for insurance against claims for injuries to persons or damage to property that may arise from or in connection with the performance of the Services by Fire Resources or Fire Resources’ agents, representatives, employees or subconsultants for the duration of this Agreement. Fire Resources must obtain insurance that, at a minimum, meets the requirements for insurance set forth in Exhibit C, Insurance Requirements and Verifications.

10. Defense and Indemnification.

10.1 Indemnification. Fire Resources agrees to defend, indemnify, protect, and hold harmless the City, its agents, officers, boards and commissions, and employees (collectively, “City”) from and against any and all liability, claims, demands, damages, or costs, including but not limited to attorney’s fees, or payments for injury to any person or property (collectively, “Losses”) caused or claimed to be caused by the acts, errors and/or omissions of Fire Resources, or its employees, agents, officers, and subconsultants. Fire Resources’ responsibilities under this Section 10.1 include liability arising from, connected with, caused by, or claimed to be caused by the active or passive negligent acts or omissions of the City, which may be in combination with the acts or omissions of Fire Resources, its employees, agents or officers, or subconsultants; provided, however, that Fire Resources’ duty to defend, indemnify, protect and hold harmless shall not include any Losses arising from the sole negligence or willful misconduct of the City. Notwithstanding Fire Resources’ obligation to defend City hereunder, City has the right to conduct its own defense and seek reimbursement for reasonable costs of defense from Fire Resources, if City chooses to do so.

10.2 Enforcement Costs. Fire Resources agrees to pay any and all costs the City incurs enforcing the indemnity, defense and hold harmless provisions set forth in Section 10.1.

11. Prohibition Against Transfers.

11.1 Fire Resources may not assign, hypothecate, or transfer this Agreement or any interest therein directly or indirectly, by operation of law or otherwise without the prior written consent of City. Any attempt to do so without the City’s consent will be null and void, and any assignee, hypothecatee or transferee DocuSign Envelope ID: 7EB53721-5048-4835-BED2-FD32B55D8745

4.B.f
Packet Pg. 119 Attachment: Fire Resources CCS 11339-Original (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) - 4 -
acquires no right or interest by reason of such attempted assignment, hypothecation or transfer.

11.2 The sale, assignment, transfer or other disposition of any of the issued and outstanding capital stock of Fire Resources or of any general partner or joint venturer or syndicate member of Fire Resources, if a partnership or joint venture or syndicate exists, which results in changing the control of Fire Resources, will be construed as an assignment of this Agreement. Control means 50% or more of the voting power of the corporation.

12. Permits and Licenses. Fire Resources, at its sole expense, must obtain and maintain during the term of this Agreement all required business and professional permits, licenses and certificates.

13. Waiver. A waiver of any breach of this Agreement may not be deemed a waiver of any subsequent breach of the same or any other term, covenant, or condition of this Agreement.

14. Default and Termination.

14.1 If Fire Resources fails or refuses to perform any of the provisions of this Agreement, and if the default is not cured within a period of five days after the City’s written notice of default specifying the nature of the default, City may immediately terminate this Agreement by written notice to Fire Resources.

14.2 The City has the option, at its sole discretion and without cause, of terminating this Agreement by giving ten days’ written notice to Fire Resources. Upon termination of this Agreement, City will pay Fire Resources any compensation earned and unpaid up to the effective date of termination.

15. Compliance with Law. Fire Resources must comply with all laws of the State of California and the United States, and all ordinances, rules, and regulations enacted or issued by City.

16. Discrimination. Fire Resources may not discriminate in the provision of services hereunder because of race, color, religion, national origin, ancestry, sex, age, sexual orientation, marital status, AIDS or disability.

17. Nuisance. Fire Resources may not maintain, commit, or permit the maintenance or commission of any nuisance in connection with the performance of services under this Agreement.

DocuSign Envelope ID: 7EB53721-5048-4835-BED2-FD32B55D8745

4.B.f
Packet Pg. 120 Attachment: Fire Resources CCS 11339-Original (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) - 5 -

18. Records.

18.1 Fire Resources must maintain complete and accurate records with respect to costs, expenses, receipts and other such information required by the City for any services provided where compensation is on the basis of hourly rates, subconsultant costs, or other direct costs. Fire Resources must keep the records, together with supporting documents, separate from other documents and records and maintain them for a period of three years after receipt of final payment.

18.2 Fire Resources must maintain records in sufficient detail to permit an evaluation of the Services and in accordance with generally accepted accounting principles. Fire Resources must clearly identify all records and make them readily accessible to the City. At the City’s request, Fire Resources must provide records in an electronic format and, if necessary, access to any proprietary software to view such electronic records.

18.3 Fire Resources must allow the City to have free access to its books and records and to inspect all work, data, documents, proceedings and activities related to this Agreement. The City has the right to examine or audit Fire Resources’s records, and Fire Resources agrees to cooperate with any examination or audit of its records. If a City audit discloses an error of 5% or more in information reported by Fire Resources, Fire Resources agrees to pay the cost of the City’s audit computed on the basis of four times the direct payroll of the audit staff completing the audit and audit report.

19. Work Product; Reports.

19.1 Any work product prepared or caused to be prepared by Fire Resources or any subconsultant for this Agreement will be the exclusive property of City. No work product given to or prepared by Fire Resources or any subconsultant pursuant to this Agreement may be made available to any individual or organization by Fire Resources without prior written approval by City.

19.2 At the City’s request, Fire Resources must furnish reports concerning the status of the Services.

20. Standard of Care. Fire Resources agrees to provide all Services, including services performed by any subconsultant, in a manner consistent with the level of care and skill ordinarily exercised by members of Fire Resources’ profession currently practicing in the same locality under similar conditions.

DocuSign Envelope ID: 7EB53721-5048-4835-BED2-FD32B55D8745

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Packet Pg. 121 Attachment: Fire Resources CCS 11339-Original (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) - 6 -

21. Subconsultants.

21.1 If Fire Resources proposes to have any subconsultant perform any part of the Services, Fire Resources must submit a request for approval in writing, describing the scope of work to be subcontracted, the name of the proposed subconsultant, and the total price or hourly rates used in preparing an estimated cost for the subconsultant’s services. The City, in its sole discretion, may grant or deny the request.

21.2 Fire Resources will be responsible for the quality of any subconsultant’s work.

Every subcontract or agreement of any kind entered into between Fire Resources and any subconsultant (or between any subconsultant and others) must contain the following provision:

This agreement is consistent with all terms and conditions of the Agreement No. 11122 (CCS) entered into between the City of Santa Monica and Fire Resources
on^^____________________.

22. Governing Law. The laws of the State of California, without regard to any choice of law provisions, will govern this Agreement.

23. Venue and Jurisdiction. The City and Fire Resources agree that the Services will take place in Los Angeles County. Any litigation arising out of this Agreement may only be brought in either the United States District Court, Central District of California, or the Superior Court of California, County of Los Angeles, West District, as appropriate. The parties agree that venue exists in either court, and each party expressly waives any right to transfer to another venue. The parties further agree that either court will have personal jurisdiction over the parties to this Agreement.

25. Execution in Counterparts. This Agreement may be executed in counterparts with the same effect as if both parties hereto had executed the same document. All counterparts shall be construed together and shall constitute a single executed agreement. Any signature to this Agreement transmitted electronically through DocuSign or PDF shall be deemed an original signature and be binding upon the parties hereto (it being agreed that such electronic signature shall have the same force and effect as an original signature).

DocuSign Envelope ID: 7EB53721-5048-4835-BED2-FD32B55D8745 12/5/2022

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Packet Pg. 122 Attachment: Fire Resources CCS 11339-Original (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) - 7 -

26. Exhibits. The following exhibits are incorporated by reference into this Agreement as though fully set forth herein.

Exhibit A Scope of Services
Exhibit B Budget
Exhibit C Insurance Requirements
In witness whereof, the parties have caused this Agreement to be executed the day and year first above written.

ATTEST:
______________________________

DENISE ANDERSON-WARREN
City Clerk
APPROVED AS TO FORM:
______________________________

LANE DILG
City Attorney

CITY OF SANTA MONICA,
a municipal corporation
By: ______________________________

RICK COLE
City Manager
Fire Resources Corporation
#VENDOR
By: ________________________________
DocuSign Envelope ID: 7EB53721-5048-4835-BED2-FD32B55D8745 City Attorney
CEO
Fire Resources LLC
Sean Escontrias
City Clerk City Manager

4.B.f
Packet Pg. 123 Attachment: Fire Resources CCS 11339-Original (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) Exhibit A
Scope of Services
Fire Resources shall perform and provide professional services under this Agreement as the Fire Services Training Officer (“FSTO”) for the “Los Angeles Area Fire Chief’s Association” (LAAFCA) Regional Training Group (“RTG”). Fire Resources, as the FSTO, shall perform and provide the following professional services:
• Develop, direct, and execute strategies to ensure effective delivery of training to and for Los Angeles are fire service agencies and stakeholders. • Assist with, support, and further develop the training and response readiness of Los Angeles area fire agencies for incidents of national significance including, but not limited to: acts of terrorism, natural disasters, public health threats and other large-scale incidents that pose a threat to public or firstresponder safety. • Perform detailed and comprehensive research, collaborate on, develop, and disseminate periodic and regular finished reports, advisories, bulletins, presentations, and briefings for executive and other fire service audiences on relevant fire service issues.
• Provide any other additional work as directed by LAAFCA or the RTG Executive Director.

DocuSign Envelope ID: 7EB53721-5048-4835-BED2-FD32B55D8745

4.B.f
Packet Pg. 124 Attachment: Fire Resources CCS 11339-Original (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) Exhibit B
Budget
Personnel
Sean A. Escontrias, CEO
Rate
$88.95 per hour for first 40 hours per week; any hours that exceed 40 hours per week are billed at $133.43 an hour.

Notes:
• Miscellaneous supply costs shall be the responsibility of Fire Resources. • Mass copying and production of training materials for RTG business will be paid directly by LAAFCA.
• Fire Resources, LLC will provide copies of reports and other written documents at its own expense for the LAAFCA Executive Board. • The amount of compensation for this contract is a total not to exceed amount of $370,000 for the Term of this agreement.
• If additional services are required, the hourly rate is $133.43 an hour and may be billed as a deliverable milestone.
• Upon contract execution, a 10% advancement ($37,000) of the contract is due.

Fire Resourcesshall agree to submit regular and timely invoices. Invoices shall include the total daily hours dedicated to each task and a brief description of each task performed by the Fire Service Regional Training Officer and any administrative support personnel, as applicable.

All invoices are subject to Net 30 terms upon the receipt of an invoice. If the invoice is based on an hourly rate as described above, invoices will be paid on a monthly basis.

If invoices are milestone based, invoices will be paid upon milestone approval of the LAAFCA Executive Director.

All invoices shall be provided electronically to the email account [email protected] with a copy email to [email protected].

DocuSign Envelope ID: 7EB53721-5048-4835-BED2-FD32B55D8745

4.B.f
Packet Pg. 125 Attachment: Fire Resources CCS 11339-Original (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) Exhibit C
Professional Services Agreement Insurance Requirements
Consultant shall procure and maintain for the duration of the Agreement insurance against claims for injuries to persons or damages to property that may arise from or in connection with the performance of the work hereunder by the Consultant, its agents, representatives, employees or subcontractors.

Minimum Scope and Limits of Insurance
Coverage shall be at least as broad as:

4. Professional Liability: Insurance appropriate to the Consultant’s profession with limits of no less than $1,000,000 per occurrence or claim/$2,000,000 in the annual aggregate.

Other Insurance Provisions

4.B.f
Packet Pg. 126 Attachment: Fire Resources CCS 11339-Original (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) behalf of Consultant including materials, parts, or equipment furnished in connection with such work or operations. CGL coverage can be provided in the form of an endorsement to the Consultant’s insurance (at least as broad as Insurance Services Office Form CG 20 10 11 85, or if not available, through the addition of a combination of (1) CG 20 10, CG 20 26, CG 20 33, or CG 20 38 and (2) CG 20 37).
b. Primary Coverage: For any claims related to this Agreement, the Consultant’s insurance shall be primary coverage at least as broad as Insurance Services Offices Form CG 20 01 04 13 as respects the City of Santa Monica, its officers, officials, employees and volunteers. Any insurance or self-insurance maintained by the City of Santa Monica, its officers, officials, employees or volunteers shall be in excess of the Consultant’s insurance and shall not contribute with it. c. Notice of Cancellation: Each insurance policy required herein shall state that coverage shall not be cancelled except after notice has been given to the City of Santa Monica.
d. Waiver of Subrogation: Consultant hereby grants to the City of Santa Monica a waiver of any right of subrogation which any insurer of said Consultant may acquire against the City of Santa Monica by virtue of payment of any loss. Consultant agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this provision applies regardless of whether or not the City of Santa Monica has received a waiver of subrogation endorsement from the insurer.

DocuSign Envelope ID: 7EB53721-5048-4835-BED2-FD32B55D8745

4.B.f
Packet Pg. 127 Attachment: Fire Resources CCS 11339-Original (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) Claims Made Policies

1. If the Professional Liability policy provides “claims made” coverage:
a. The Retroactive Date must be shown and must be before the date of this Agreement or the start of work.
b. The insurance must be maintained, and evidence of insurance must be provided for at least 5 years after completion of work.
c. If the policy is cancelled or not renewed, and not replaced with another “claims made” policy form with a Retroactive Date prior to the effective Agreement date, the Consultant must purchase “extended reporting” coverage for a minimum of 5 years after completion of work.

The City of Santa Monica reserves the right to require complete, certified copies of all required insurance policies, including the endorsements required herein, at any time.

DocuSign Envelope ID: 7EB53721-5048-4835-BED2-FD32B55D8745

4.B.f
Packet Pg. 128 Attachment: Fire Resources CCS 11339-Original (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) - 1 -
FIRST MODIFICATION OF AGREEMENT NO. 11122 (CCS)
This First Modification of Agreement No. 11122 (“First Modification”), entered into as of _________________(“Execution Date”), by and between the CITY OF SANTA MONICA (“City”), a California municipal corporation, and FIRE RESOURCES LLC (“Fire Resources”), a limited liability corporation, is made with reference to the following:

RECITALS:

A. On or about On or about December 5, 2022, the City and Fire Resources entered into Agreement No. 11122 (“Original Agreement”) to provide fire-training, curriculum development, and other related professional fire services to the City.

B. The City and Fire Resources now desire to modify the Original Agreement to extend the agreement term and to adjust the compensation paid to the Fire Resources accordingly.

TERMS AND CONDITIONS
Now, therefore, the undersigned parties do hereby mutually agree to modify the Original Agreement as follows:

1. Section 1 of the Agreement entitled “Term” is hereby deleted and shall be replaced with the following:

Term. This Agreement shall commence on the Execution
Date stated above and shall expire on December 5, 2026, unless terminated earlier by the City in accordance with Section 14.

2. Section 4 of the Agreement entitled “Compensation” is hereby deleted and shall be replaced with the following:

Compensation. The City shall pay compensation to Fire
Resources for the Services performed by it and provided to City in accordance with Exhibit B-1. The total amount of compensation paid to Fire Resources under this Agreement shall at no time exceed $740,000.

Docusign Envelope ID: A2B5B4C7-9308-47F4-BE5B-3DAEC395E40C 7/16/2024

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Packet Pg. 129 Attachment: Fire Resources CCS11339 First Modification (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) - 2 -

3. Exhibit B of the Agreement is hereby replaced and superseded by Exhibit B-1. Exhibit B-1 is attached to this First Modification and is incorporated into the Agreement.

4. This First Modification may be executed in counterparts with the same effect as if both parties hereto had executed the same document. All counterparts shall be construed together and shall constitute a single agreement. Any signature to this Agreement transmitted electronically through DocuSign or PDF shall be deemed an original signature and be binding upon the parties hereto (it being agreed that such electronic signature shall have the same force and effect as an original signature).

5. Except as expressly modified by this First Modification, all other terms and conditions of the Original Agreement shall be and remain in full force and effect.

IN WITNESS WHEREOF, the parties have executed this First Modification as of the date and year first written above.

ATTEST:
______________________

DENISE ANDERSON-WARREN
City Clerk
APPROVED AS TO FORM:
______________________________

LANE DILG
City Attorney

CITY OF SANTA MONICA,
a municipal corporation
By: ______________________________

RICK COLE
City Manager
Fire Resources Corporation
#VENDOR
By:
________________________________
Docusign Envelope ID: A2B5B4C7-9308-47F4-BE5B-3DAEC395E40C City Attorney Fire Resources LLC CEO
Interim City Clerk City Manager

4.B.g
Packet Pg. 130 Attachment: Fire Resources CCS11339 First Modification (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) Exhibit B-1
Budget
Personnel
Sean A. Escontrias, CEO
Rate
$88.95 per hour for first 40 hours per week; any hours that exceed 40 hours per week are billed at $133.43 an hour.

Notes:
 Miscellaneous supply costs shall be the responsibility of Fire Resources.  Mass copying and production of training materials for RTG business will be paid directly by LAAFCA.
 Fire Resources, LLC will provide copies of reports and other written documents at its own expense for the LAAFCA Executive Board.  The total amount of compensation paid to Fire Resources under this Agreement is a not to exceed amount of $740,000.
 If additional services are required, the hourly rate is $133.43 an hour and may be billed as a deliverable milestone.

Fire Resources shall agree to submit regular and timely invoices. Invoices shall include the total daily hours dedicated to each task and a brief description of each task performed by the Fire Service Regional Training Officer and any administrative support personnel, as applicable.

All invoices are subject to Net 30 terms upon the receipt of an invoice. If the invoice is based on an hourly rate as described above, invoices will be paid on a monthly basis. If invoices are milestone based, invoices will be paid upon milestone approval of the LAAFCA Executive Director.

All invoices shall be provided electronically to the email account [email protected] with a copy email to [email protected].

Docusign Envelope ID: A2B5B4C7-9308-47F4-BE5B-3DAEC395E40C

4.B.g
Packet Pg. 131 Attachment: Fire Resources CCS11339 First Modification (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) SECOND MODIFICATION OF AGREEMENT NO. 11339 (CCS)
This Second Modification of Agreement No. 11339 (“Second Modification”), entered into as of _________________(“Execution Date”), by and between the CITY OF SANTA MONICA (“City”), a California municipal corporation, and FIRE RESOURCES LLC (“Fire Resources”), a limited liability corporation, is made with reference to the following:

RECITALS:

A. On or about December 5, 2022, the City and Fire Resources entered into Agreement No. 11339 (“Original Agreement”) for Fire Resources to provide firetraining, curriculum development, and other related professional fire services to the City.

B. On or about July 16, 2024, the City and Fire Resources entered into the First Modification to Agreement No. 11339 (“First Modification”) to extend the Original Agreement’s term and to adjust the compensation paid to Fire Resources accordingly.

C. The City and Fire Resources now desire to again modify the Original Agreement to further extend the agreement term. For the purposes of this Second Modification, the Original Agreement as modified by the First Modification is herein referred to as the “Agreement”.

TERMS AND CONDITIONS
Now, therefore, the undersigned parties do hereby mutually agree to modify the Agreement as follows:

1. Section 1 of the Agreement entitled “Term” is hereby deleted in its entirety and shall be replaced with the following:

Term. This Agreement shall commence on the Execution
Date stated above and shall expire on December 5, 2027, unless terminated earlier by the City in accordance with Section 14.

2. This Second Modification may be executed in counterparts with the same effect as if both parties hereto had executed the same document. All counterparts shall be construed together and shall constitute a single Docusign Envelope ID: AC8BEA87-A7CA-42B4-A52E-97A57E9B1D17 7/25/2025

4.B.h
Packet Pg. 132 Attachment: Fire Resources CCS11339 Second Modification (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) agreement. Any signature to this Agreement transmitted electronically through DocuSign or PDF shall be deemed an original signature and be binding upon the parties hereto (it being agreed that such electronic signature shall have the same force and effect as an original signature).

3. Except as expressly modified by this Second Modification, all other terms and conditions of the Agreement shall be and remain in full force and effect.

IN WITNESS WHEREOF, the parties have executed this Second Modification as of the date and year first written above.

ATTEST:
______________________

DENISE ANDERSON-WARREN
City Clerk
APPROVED AS TO FORM:
______________________________

LANE DILG
City Attorney

CITY OF SANTA MONICA,
a municipal corporation
By: ______________________________

RICK COLE
City Manager
Fire Resources Corporation
#VENDOR
By:
________________________________
Docusign Envelope ID: AC8BEA87-A7CA-42B4-A52E-97A57E9B1D17

DOUGLAS SLOAN
City Attorney
Sean Escontrias
CEO
Fire Resources LLC
Oliver Chi
City Manager City Clerk
Nikima Newsome

4.B.h
Packet Pg. 133 Attachment: Fire Resources CCS11339 Second Modification (7748 : Increase NTE for Fire Resources and Advanced Problem Solving) City Council
Report
City Council Meeting: July 14, 2026
Agenda Item: 4.C
1 of 6
To: Mayor and City Council
From: Oliver Chi, City Manager, Office of Economic Development Subject: Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work Plan
Recommended Action
Staff recommends that the City Council:

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

2. Receive and approve the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work Plan.

Summary
In 2012, in partnership with local hotels, Santa Monica Travel and Tourism (SMTT) established the Santa Monica Tourism and Marketing District (SMTMD) to fund targeted marketing and promotions to increase overnight room sales. Funding for the marketing programs and activities is derived from assessments and revenues collected from the hotels operating within the boundaries of the SMTMD. The attached SMTMD Annual Report (Annual Report) summarizes the proposed programs and activities for the upcoming Fiscal Year 2026-27, including the SMTMD budget, hotel report, and marketing plan. Staff recommends that Council review, receive, and approve the Annual Report in accordance with the State laws governing tourism marketing districts.

Discussion
Under Streets and Highway Code (Section 36650), the Santa Monica Tourism and Marketing District (SMTMD) is required to prepare Annual Reports providing the

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following information:
• Any proposed changes to the boundaries of the tourism marketing district or to any benefit zones or classification within the district, • The improvements, maintenance, and activities for that fiscal year, • An estimate of the cost of providing improvements, maintenance, and activities for that fiscal year,
• The method and basis of levying the assessment in sufficient detail to allow each real property or business owner, as appropriate, to estimate the amount of the assessment to be levied against his or her property or business for that fiscal year,
• The estimated amount of any surplus or deficit in revenues to be carried over from a previous fiscal year,
• The estimated amount of contributions to be made from sources otherthan assessments levied pursuant to this part.

In accordance with Section 36650, the SMTMD has submitted its 2026-2027 Annual Report (Attachment A), including the work plan and budget for Council approval. The following overview summarizes the proposed expenditures to be funded with SMTMD assessments in the upcoming fiscal year.

SMTMD Reporting Year FY 2026-27
Revenues
Estimated SMTMD Assessments 6,866,255
Bank Interest 2,747
Total Revenues* $6,869,002
Expenditures
Cost of Programs
Travel Industry Sales 1,148,002
Marketing 1,421,901
Meetings, Incentives, Conferences,
and Exhibitions

330,000

Public Relations 340,000
General and Administrative Services 647,000

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Salaries & Benefits 2,638,785
Contingency Fund 343,313
Total Expenses $6,869,001
Estimated Carry-over from Previous Fiscal Year $0
Estimated In-Kind Contributions** $365,000
* This does not include $2,994,004 in City funding included in the FY 2026-27 Proposed Budget for a services agreement with SMTT that the City provides SMTT annually to continue SMTT’s tourism and marketing programs, operate Visitors Centers, produce collateral materials, create brand awareness, and promote Santa Monica through print and social media.
* *In-Kind Contributions are provided by tourism partners and represent such items as complimentary hotel rooms; discounted or donated meeting space; attraction tickets; hosted meals, transportation or other partnerprovided services that support SMTT programs and events.

The SMTMD expenditures and services for FY 2026-27 are budgeted at $6,869,002 to fund programs and services that focus on five strategic areas:

1. Drive Balanced Demand for the Destination

2. Enhance the Brand and Steward the Destination Experience

3. Champion the Value of Tourism

4. Strengthen Strategic Partnerships and Relationships

5. Ensure Operational Excellence
Per SMTT’s submitted reports, the 2026–2027 Operating Plan reflects a strategic pivot from recovery to resilience, driven in large part by federal policy impacts that are affecting international travel, which historically have accounted for approximately 50% of Santa Monica’s visitation. These headwinds will require long-term strategic planning and continuous engagement in key global markets, even as the organization prioritizes short-term gains through domestic and drive-market travel. Compared to prior years, there is an increased focus on high-value segments such as luxury travelers and Meetings, Incentives, Conferences, and Exhibitions (MICE), alongside a stronger emphasis on driving measurable economic impact through increased length of stay, Average Daily Rate (ADR), and Transient Occupancy Tax (TOT), dining and retail tax.

The SMTT plan also advances more conversion-focused digital and content strategies,

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deeper community integration, and enhancements to the on-the-ground visitor experience. At the same time, it positions Santa Monica’s strong brand to capitalize on upcoming global mega-events such as the 2026 FIFA World Cup, the Route 66 Centennial, the 2027 Super Bowl and 2028 Summer Olympic and Paralympic Games, thus recognizing that converting visibility into visitation will require sustained investment, strategic partnerships, and a more data-driven, performance-oriented approach.

The 2026–2027 SMTT Budget reflects a similarly disciplined and focused approach as SMTT responds to shifting market conditions. With Tourism Marketing District (TMD) collections slightly down and City funding remaining flat, SMTT is prioritizing the protection of core Travel Industry Sales (TIS), MICE, public relations, and marketing programs that drive measurable results. At the same time, SMTT is aligning resources toward areas of strongest near-term demand, particularly domestic travel, while maintaining continued investment and presence in international markets for long-term recovery. Departmental budgets across marketing, MICE, visitor services, and client services remain largely consistent, reflecting a deliberate decision to operate more efficiently and focus on execution over expansion. Ultimately, this budget is designed to maximize return on investment (ROI), in-kind, and Fair Share support while maintaining the flexibility to scale as conditions improve and as we approach major global events.

The proposed FY 2026-27 budget was approved by the Tourism Marketing District Committee and the Santa Monica Travel and Tourism (SMTT) Board of Directors at a joint meeting on March 18, 2026. Council may approve the annual report or may modify any section contained in the annual report and approve it as modified. As the assessment formulas in the SMTMD remain as approved in 2017, staff recommend Council approve the attached Annual Report.

Environmental Review
The SMTMD’s FY 2026-27 workplan is exempt from CEQA pursuant to Section 15061(b)(3) of the CEQA Guidelines, which states that CEQA does not apply, “where it can be seen with certainty that there is no possibility that the activity in question may

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have a significant effect on the environment.” The annual report provides a summary update of the activities and funding of the SMTMD. Therefore, it can be seen with certainty that actions would not result in adverse physical impacts on the environment, and as such, is exempt from CEQA.

Past Council Actions
Meeting Date Description
Attachment B - 7/8/2025 Council approved the Annual Report for FY 2025-26 (Calendar Year 2025) representing the eighth report
for the SMTMD renewal term.

Attachment C - 11/1/2016 Council adopted Resolution 11005 (CCS) extending the SMTMD by nine and one-half years beginning on
January 1, 2018 through June 30, 2027.

Attachment D - 12/11/2012 Council adopted Resolution No. 10722 (CCS) establishing the Santa Monica Tourism Marketing
District (SMTMD).

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

Prepared By: Erika Cavicante, Senior Development Analyst Approved Forwarded to Council
Attachments:

A. 2026-27 TMD Annual Report
B. 7/8/2025 Staff Report
C. 11/1/2016 Staff Report (Web Link)
D. 12/11/2012 Staff Report (Web Link)
E. Levine 2026

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F. Oaks 2026

4.C
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SMTMD Annual Report Page 1 of 7 April 1, 2026
2026 SMTMD Annual Report
Santa Monica Travel & Tourism
April 1, 2026
Introduction
This report outlines the annual Tourism Marketing District plan from Santa Monica Travel & Tourism, a not-for-profit organization that works to strengthen our local economy by enhancing and promoting our community as a distinctive, compelling and welcoming travel destination.

Background
Pursuant to Section 36650 of the Property and Business Improvement District Law of 1994, Streets and Highways Code Division 18, Santa Monica Travel and Tourism submits annual reports outlining the improvements and activities to be provided for the calendar year.

Submitted to:

Jennifer Taylor, Economic Development Manager, City of Santa Monica Oscar Santiago, Director of Finance, City of Santa Monica Prepared by:

Misti Kerns, President/CEO of Santa Monica Travel & Tourism For the Period of:

Fiscal Year 2026-2027
Submitted on April 1, 2026: ________
Enclosures:

Attachment A. 2026-2027 Budget
Attachment B. TMD ADR Assessment for 2025
Attachment C. Tourism Marketing District Plan
Attachment D. 2026-2027 Operating Plan

4.C.a
Packet Pg. 140 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work SMTMD Annual Report Page 2 of 7 April 1, 2026
Santa Monica Travel and Tourism
TMD Report Plan for Fiscal Year 2026-2027
Section One – Proposed Boundary Changes
Definition: Per section 36650 Report by Owners Association; Approval or modification by city council section (b)(1): Any proposed changes in the boundaries of the improvement district or in any benefit zones or classification of businesses within the district.

Response: In the fiscal year 2026-2027, there will be no changes in the boundaries of the improvement district.

4.C.a
Packet Pg. 141 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work SMTMD Annual Report Page 3 of 7 April 1, 2026
Section Two – Programs and Services for Fiscal Year 2026-27 Definition: Per section 36650 Report by Owners Association; Approval or modification by city council section (b)(2): The improvements and activities to be provided for that fiscal year.

Programs and Services:

See Attachment D: 2026-2027 Operating Plan.

4.C.a
Packet Pg. 142 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work SMTMD Annual Report Page 4 of 7 April 1, 2026
Section Three – Approved Budget for Fiscal Year 2026-2027 Definition: Per section 36650 Report by Owners Association; Approval or modification by city council section (b)(3): An estimate of the cost of providing the improvements and the activities for that fiscal year.

Response: See Attachment A. 2026-2027 Budget. The 2026-2027 Budget was presented to the SMTT Board of Directors on March 18, 2026, where the Board of Directors approved the budget as presented unanimously. Minutes from the March 18, 2026, Board of Directors Meeting adopting the 2026-2027 budget will be presented at the June 10, 2026, Joint Annual Board and TMD Committee Meeting. Following the June 10, 2026 meeting, SMTT will forward the final minutes within 48 hours to the Economic Development Department.

4.C.a
Packet Pg. 143 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work SMTMD Annual Report Page 5 of 7 April 1, 2026
Section Four – Assessment Rates
Definition: Per section 36650 Report by Owners Association; Approval or modification by city council section (b)(4): The method and basis of levying the assessment in sufficient detail to allow each business owner to estimate the amount of the assessment to be levied against his or her business for that fiscal year.

Response:

Pursuant to Section V(B) of the Management District Plan, assessment rates may be increased annually by a maximum of $0.25 for Tier 1 and 2 lodging businesses and a maximum of $0.10 for Tier 3 lodging businesses. Assessment rates are based on the assessed lodging businesses’ average daily rate, based on the previous year’s performance. Lodging businesses with an average daily rate less than $100 will not be included in the district or assessed.

The TMD Hotel Committee held a special quarterly meeting on March 17, 2026, voting unanimously to move the July 1, 2026, assessment start date to January 1, 2027, and unanimously voting to increase the TMD collection rates for calendar year 2027, the rates for calendar year 2027 are listed below:

Average Daily Rate Assessment Per Occupied Room Per Night for January 1, 2025
Tier 3: $100-$199.99 $2.40
Tier 2: $200-$300 $6.50
Tier 1: Over $300 $7.50
See Attachment B. TMD ADR Assessment for 2025.

4.C.a
Packet Pg. 144 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work SMTMD Annual Report Page 6 of 7 April 1, 2026
Section Five – Carryover Dollars from Fiscal Year 2025-2026 Definition: Per section 36650 Report by Owners Association; Approval or modification by city council section (b)(5): The estimated amount of any surplus or deficit revenues to be carried over from a previous fiscal year.

Response: There are estimated to be no carryover dollars from previous fiscal year.

The contingency balance for fiscal year ending June 30, 2025, was $274,121.17 (4.23% of the annual funds per the SMTMD plan).

4.C.a
Packet Pg. 145 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work SMTMD Annual Report Page 7 of 7 April 1, 2026
Section Six – Estimated In-Kind Contributions for Fiscal Year 2026- 2027
Definition: Per section 36650 Report by Owners Association; Approval or modification by city council section (b)(6): The estimated amount of any contributions to be made from sources other than assessments levied pursuant to this part.

Response: The projected in-kind contributions for the year 2026-2027 are $365,000.

These are additional contributions from local businesses (in-kind) towards programs and services.

4.C.a
Packet Pg. 146 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work

4.C.a
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4.C.a
Packet Pg. 149 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work
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4.C.a
Packet Pg. 150 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work
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4.C.a
Packet Pg. 151 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work
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4.C.a
Packet Pg. 152 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work

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4.C.a
Packet Pg. 153 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work

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4.C.a
Packet Pg. 154 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work

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4.C.a
Packet Pg. 155 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work
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4.C.a
Packet Pg. 156 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work O
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4.C.a
Packet Pg. 157 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work
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4.C.a
Packet Pg. 158 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work
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4.C.a
Packet Pg. 159 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work

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4.C.a
Packet Pg. 160 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work
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4.C.a
Packet Pg. 161 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work
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4.C.a
Packet Pg. 162 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work
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4.C.a
Packet Pg. 163 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work

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4.C.a
Packet Pg. 164 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work

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4.C.a
Packet Pg. 165 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work
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4.C.a
Packet Pg. 166 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work
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4.C.a
Packet Pg. 167 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work
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4.C.a
Packet Pg. 168 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work

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4.C.a
Packet Pg. 169 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work
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4.C.a
Packet Pg. 170 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work

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4.C.a
Packet Pg. 171 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work
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4.C.a
Packet Pg. 172 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work
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4.C.a
Packet Pg. 173 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work

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4.C.a
Packet Pg. 174 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work

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4.C.a
Packet Pg. 175 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work
O
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4.C.a
Packet Pg. 176 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work
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4.C.a
Packet Pg. 177 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work
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4.C.a
Packet Pg. 178 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work
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4.C.a
Packet Pg. 179 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work
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4.C.a
Packet Pg. 180 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work

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4.C.a
Packet Pg. 181 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work
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4.C.a
Packet Pg. 182 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work

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4.C.a
Packet Pg. 183 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work

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4.C.a
Packet Pg. 184 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work

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4.C.a
Packet Pg. 185 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work

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4.C.a
Packet Pg. 186 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work
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4.C.a
Packet Pg. 187 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work

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4.C.a
Packet Pg. 188 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work
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4.C.a
Packet Pg. 189 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work
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4.C.a
Packet Pg. 190 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work
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4.C.a
MD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work MEMO
February 25, 2026
To: Misti Kerns, Evan Edwards, SMTT
Re: TMD Reconciliation, YE 2025 for TMD Year 2026 - Review and Findings As per our agreement I have reviewed your provided TMD Excel Spreadsheet, received mid-February with data entered through December 2025.

My review included checking each property’s monthly and year-to-date rooms available, rooms sold, ADR calculation and compared the entered data to the City TOT forms submitted, per hotel.

My findings for proposed 2026 Tiers are as follows. Note, my review found no properties changing tiers, in dispute or very close to entering another tier, either up or down.

If you have any comments, or find anything that needs to be addressed or changed please let me know.

Thank you for the opportunity to assist you with this important evaluation. 1041 S. Gramercy Drive l Los Angeles CA 90019
[email protected]
www.lsconsult.com
Tier 1 ($300+ ADR)

1. Ambrose

2. Casa del Mar

3. Cottage

4. Fairmont Miramar

5. Georgian

6. Huntley Hotel

7. Sandbourne

8. Regent

9. Oceana

10. Palihouse

11. Santa Monica Proper

12. Eden (former SonderBeacon)

13. Shutters on the Beach

14. Viceroy
Tier 2 ($199-299 ADR)

1. Bayside

2. Cal Mar

3. Courtyard Inn

4. Hampton Inn

5. Hilton Hotel & Suites

6. Hyatt Centric

7. Ocean Lodge

8. Ocean View

9. Pierside

10. Sea Blue

11. Shore Hotel

12. Sovereign
Tier 3 ($100 – 199 ADR)

1. Comfort Inn

2. Days Inn

3. Gateway

4. Hotel Carmel

5. Ocean Park Inn

6. Rest Haven Motel

7. Santa Monica
Hotel

8. Sea Shore

9. SureStay

4.C.a
Packet Pg. 192 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work

2018-2027
September 29, 2016 Prepared pursuant to the Property and Business Improvement District Law of 1994, Streets and Highways Code section 36600 et seq.
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4.C.a
Packet Pg. 193 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work
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A. Annual Service Plan ............................................................................................................ 8 B. Annual Budget .................................................................................................................... 9 C. California Constitutional Compliance .............................................................................. 10 D. Assessment ........................................................................................................................ 13 E. Penalties and Interest ........................................................................................................ 13 F. Time and Manner for Collecting Assessments ................................................................. 14 +

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A. Owners’ Association ......................................................................................................... 15 B. Brown Act and California Public Records Act Compliance ............................................ 15 C. Annual Report ................................................................................................................... 15 D. Milestone Report ............................................................................................................... 15 &&$-
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Prepared by
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(800)999-7781
www.civitasadvisors.com

4.C.a
Packet Pg. 194 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work SMTMD Management District Plan 2
September 29, 2016
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4.C.a
Packet Pg. 195 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work SMTMD Management District Plan 3
September 29, 2016
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4.C.a
Packet Pg. 196 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work SMTMD Management District Plan 4
September 29, 2016

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4.C.a
Packet Pg. 197 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work SMTMD Management District Plan 5
September 29, 2016
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4.C.a
Packet Pg. 198 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work SMTMD Management District Plan 6
September 29, 2016
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4.C.a
Packet Pg. 199 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work SMTMD Management District Plan 7
September 29, 2016
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4.C.a
Packet Pg. 200 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work SMTMD Management District Plan 8
September 29, 2016
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A. Annual Service Plan
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4.C.a
Packet Pg. 201 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work SMTMD Management District Plan 9
September 29, 2016
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B. Annual Budget
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4.C.a
Packet Pg. 202 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work SMTMD Management District Plan 10
September 29, 2016
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in later years at the discretion of the Owners’ Association. The table below demonstrates the ;/F7;C;E7B6B63/AAC;>B7=<B6/BB63 @/B3AE7::037<1@3/A320GB63;/F7;C;/;=C<BA 4=@3/16 1/B35=@G7<3/16G3/@=4B63(#TMD’s <7<3/<2=<3 6/:4 G3/@B3@;/A7B7A/@3?C7@3227A1:=AC@3
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1 Jarvis v. the City of San Diego 72 Cal App. 4th 230

4.C.a
Packet Pg. 203 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work SMTMD Management District Plan 11
September 29, 2016

1. Specific Benefit
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31/CA3B63G/@3<313AA/@GB=>@=D723B63;/@93B7<5/<2A/:3A>@=5@/;AB6/BA>317471/::G 03<347BB63/AA3AA32:=257<50CA7<3AA3AB63/2;7<7AB@/B7=</<21=<B7<53<1GA3@D713A/:A=>@=D723B63 A>31747103<347B=47<1@3/A32@==;<756BA/:3AB=B63/AA3AA32:=257<50CA7<3AA3A
:B6=C56B637AB@71B7< >@=D727<5 A>31747103<347BAB=>/G=@A;/G>@=2C137<1723<B/:03<347BAB= <=< >/G7<50CA7<3AA3AB637<1723<B/:03<347B2=3A<=B>@31:C23B63A3@D713A4@=;037<51=<A723@32/ A>31747103<347B
The legislature has found that, “A specific benefit is not excluded from classification /A/‘specific benefit’;3@3:G031/CA3/<7<27@31B03<347BB=/<=<>/G=@=11C@A7<1723<B/::G/<2E7B6=CB 1=ABB=B63>/G=@/Aa consequence of providing the specific benefit to the payor.”

Specific Government Service
)63/AA3AA;3<B;/G/:A=03CB7:7H32B=>@=D723“/A>3174715=D3@<;3<BA3@D713=@>@=2C1B>@=D7232 27@31B:G B= B63 >/G=@ B6/B 7A <=B >@=D7232 B= B6=A3 <=B 16/@532 /<2 E6716 2=3A <=B 3F1332 B63 @3/A=</0:31=ABAB=B63:=1/:5=D3@<;3<B=4>@=D727<5B63A3@D713=@>@=2C1B ”
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determined that “a specific government service is not excluded from classification as a ‘specific government service’ merely because an indirect benefit to a nonpayor occurs incidentally and without 1=ABB=B63>/G=@/A/1=<A3?C3<13=4>@=D727<5B63Apecific government service to the payor.”

2 Cal. Const. art XIII C § 1(e)(1)
3 Government Code § 53758(a)
4 Cal. Const. art XIII C § 1(e)(2)
5 Government Code § 53758(b)
6 Government Code § 53758(b)

4.C.a
Packet Pg. 204 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work SMTMD Management District Plan 12
September 29, 2016

3. Reasonable Cost
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$=< /AA3AA32:=257<50CA7<3AA3AE7::<=B @3137D3B63A3<=@/<G=B63@27AB@71B 4C<232 A3@D713A/<2 03<347BA

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:=257<5 0CA7<3AA3A @3137D3 7<1@3;3<B/: @==; <756BA B6/B >=@B7=< =4 B63 >@=;=B7=< =@ >@=5@/; 53<3@/B7<5B6=A3 @==;<756BA A6/::03 >/72E7B6<=< 7AB@71B 4C<2A (#)# 4C<2A A6/::=<:G03
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4. Benefit to NonPayors
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7 AB 483 Ting (2014)

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D. Assessment
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FY $100 - $199.99 $200 - $299.99 $300 and Above
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2023-24 $2.10 $5.75 $6.75
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D. Milestone Report
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APPENDIX 1 – LAW

STREETS AND HIGHWAYS CODE
Division 18. Parking
Part 7. Property and Business Improvement District Law of 1994 Cal Sts & Hy Code Div. 18, Pt. 7 Note (2015)
*** This document is current through the 2015 Supplement *** (All 2014 legislation)
36600. Citation of part
This part shall be known and may be cited as the “Property and Business Improvement District Law of 1994.” 36601. Legislative findings and declarations
The Legislature finds and declares all of the following:
(a) Businesses located and operating within business districts in some of this state’s communities are economically disadvantaged, are underutilized, and are unable to attract customers due to inadequate facilities, services, and activities in the business districts.
(b) It is in the public interest to promote the economic revitalization and physical maintenance of business districts in order to create jobs, attract new businesses, and prevent the erosion of the business districts. (c) It is of particular local benefit to allow business districts to fund business related improvements, maintenance, and activities through the levy of assessments upon the businesses or real property that receive benefits from those improvements.
(d) Assessments levied for the purpose of conferring special benefit upon the real property or businesses in a business district are not taxes for the general benefit of a city, even if property or persons not assessed receive incidental or collateral effects that benefit them.
(e) Property and business improvement districts formed throughout this state have conferred special benefits upon properties and businesses within their districts and have made those properties and businesses more useful by providing the following benefits:
(1) Crime reduction. A study by the Rand Corporation has confirmed a 12-percent reduction in the incidence of robbery and an 8-percent reduction in the total incidence of violent crimes within the 30 districts studied.
(2) Job creation.
(3) Business attraction.
(4) Business retention.
(5) Economic growth.
(6) New investments.
(f) With the dissolution of redevelopment agencies throughout the state, property and business improvement districts have become even more important tools with which communities can combat blight, promote economic opportunities, and create a clean and safe environment. (g) Since the enactment of this act, the people of California have adopted Proposition 218, which added Article XIII D to the Constitution in order to place certain requirements and restrictions on the formation of, and activities, expenditures, and assessments by property-based districts. Article XIII D of the Constitution provides that propertybased districts may only levy assessments for special benefits. (h) The act amending this section is intended to provide the Legislature’s guidance with regard to this act, its interaction with the provisions of Article XIII D of the Constitution, and the determination of special benefits in property-based districts.
(1) The lack of legislative guidance has resulted in uncertainty and inconsistent application of this act, which discourages the use of assessments to fund needed improvements, maintenance, and activities in propertybased districts, contributing to blight and other underutilization of property. (2) Activities undertaken for the purpose of conferring special benefits upon property to be assessed inherently produce incidental or collateral effects that benefit property or persons not assessed. Therefore, for special

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benefits to exist as a separate and distinct category from general benefits, the incidental or collateral effects of those special benefits are inherently part of those special benefits. The mere fact that special benefits produce incidental or collateral effects that benefit property or persons not assessed does not convert any portion of those special benefits or their incidental or collateral effects into general benefits. (3) It is of the utmost importance that property-based districts created under this act have clarity regarding restrictions on assessments they may levy and the proper determination of special benefits. Legislative clarity with regard to this act will provide districts with clear instructions and courts with legislative intent regarding restrictions on property-based assessments, and the manner in which special benefits should be determined. 36602. Purpose of part
The purpose of this part is to supplement previously enacted provisions of law that authorize cities to levy assessments within property and business improvement districts, to ensure that those assessments conform to all constitutional requirements and are determined and assessed in accordance with the guidance set forth in this act.

This part does not affect or limit any other provisions of law authorizing or providing for the furnishing of improvements or activities or the raising of revenue for these purposes. 36603. Preemption of authority or charter city to adopt ordinances levying assessments Nothing in this part is intended to preempt the authority of a charter city to adopt ordinances providing for a different method of levying assessments for similar or additional purposes from those set forth in this part. A property and business improvement district created pursuant to this part is expressly exempt from the provisions of the Special Assessment Investigation, Limitation and Majority Protest Act of 1931 (Division 4 (commencing with Section 2800)).
36603.5. Part prevails over conflicting provisions
Any provision of this part that conflicts with any other provision of law shall prevail over the other provision of law, as to districts created under this part.
36604. Severability
This part is intended to be construed liberally and, if any provision is held invalid, the remaining provisions shall remain in full force and effect. Assessments levied under this part are not special taxes. 36606. “Activities”
“Activities” means, but is not limited to, all of the following that benefit businesses or real property in the district:
(a) Promotion of public events.
(b) Furnishing of music in any public place.
(c) Promotion of tourism within the district.
(d) Marketing and economic development, including retail retention and recruitment. (e) Providing security, sanitation, graffiti removal, street and sidewalk cleaning, and other municipal services supplemental to those normally provided by the municipality. (f) Other services provided for the purpose of conferring special benefit upon assessed businesses and real property located in the district.
36606.5. “Assessment”
“Assessment” means a levy for the purpose of acquiring, constructing, installing, or maintaining improvements and providing activities that will provide certain benefits to properties or businesses located within a property and business improvement district.
36607. “Business”

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“Business” means all types of businesses and includes financial institutions and professions. 36608. “City”
“City” means a city, county, city and county, or an agency or entity created pursuant to Article 1 (commencing with Section 6500) of Chapter 5 of Division 7 of Title 1 of the Government Code, the public member agencies of which includes only cities, counties, or a city and county, or the State of California. 36609. “City council”
“City council” means the city council of a city or the board of supervisors of a county, or the agency, commission, or board created pursuant to a joint powers agreement and which is a city within the meaning of this part. 36609.4. “Clerk”
“Clerk” means the clerk of the legislative body.
36609.5. “General benefit”
“General benefit” means, for purposes of a property-based district, any benefit that is not a “special benefit” as defined in Section 36615.5.
36610. “Improvement”
“Improvement” means the acquisition, construction, installation, or maintenance of any tangible property with an estimated useful life of five years or more including, but not limited to, the following:
(a) Parking facilities.
(b) Benches, booths, kiosks, display cases, pedestrian shelters and signs. (c) Trash receptacles and public restrooms.
(d) Lighting and heating facilities.
(e) Decorations.
(f) Parks.
(g) Fountains.
(h) Planting areas.
(i) Closing, opening, widening, or narrowing of existing streets. (j) Facilities or equipment, or both, to enhance security of persons and property within the area. (k) Ramps, sidewalks, plazas, and pedestrian malls.
(l) Rehabilitation or removal of existing structures.
36611. “Management district plan”; “Plan”
“Management district plan” or “plan” means a proposal as defined in Section 36622. 36612. “Owners’ Association”
“Owners’ association” means a private nonprofit entity that is under contract with a city to administer or implement improvements, maintenance, and activities specified in the management district plan. An owners’ association may be an existing nonprofit entity or a newly formed nonprofit entity. An owners’ association is a private entity and may not be considered a public entity for any purpose, nor may its board members or staff be considered to be public officials for any purpose. Notwithstanding this section, an owners’ association shall comply with the Ralph M. Brown Act (Chapter 9 (commencing with Section 54950) of Part 1 of Division 2 of Title 5 of the Government Code), at all times when matters within the subject matter of the district are heard, discussed, or deliberated, and with the California Public Records Act (Chapter 3.5 (commencing with Section 6250) of Division 7 of Title 1 of the Government Code), for all records relating to activities of the district.

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36614. “Property”
“Property” means real property situated within a district. 36614.5. “Property and business improvement district”; “District” “Property and business improvement district,” or “district,” means a property and business improvement district established pursuant to this part.
36614.6. “Property-based assessment”
“Property-based assessment” means any assessment made pursuant to this part upon real property. 36614.7. “Property-based district”
“Property-based district” means any district in which a city levies a property-based assessment. 36615. “Property owner”; “Business owner”; “Owner”
“Property owner” means any person shown as the owner of land on the last equalized assessment roll or otherwise known to be the owner of land by the city council. “Business owner” means any person recognized by the city as the owner of the business. “Owner” means either a business owner or a property owner. The city council has no obligation to obtain other information as to the ownership of land or businesses, and its determination of ownership shall be final and conclusive for the purposes of this part. Wherever this part requires the signature of the property owner, the signature of the authorized agent of the property owner shall be sufficient. Wherever this part requires the signature of the business owner, the signature of the authorized agent of the business owner shall be sufficient. 36615.5. “Special benefit”
“Special benefit” means, for purposes of a property-based district, a particular and distinct benefit over and above general benefits conferred on real property located in a district or to the public at large. Special benefit includes incidental or collateral effects that arise from the improvements, maintenance, or activities of property-based districts even if those incidental or collateral effects benefit property or persons not assessed. Special benefit excludes general enhancement of property value.
36616. “Tenant”
“Tenant” means an occupant pursuant to a lease of commercial space or a dwelling unit, other than an owner. 36617. Alternative method of financing certain improvements and activities; Effect on other provisions This part provides an alternative method of financing certain improvements and activities. The provisions of this part shall not affect or limit any other provisions of law authorizing or providing for the furnishing of improvements or activities or the raising of revenue for these purposes. Every improvement area established pursuant to the Parking and Business Improvement Area Law of 1989 (Part 6 (commencing with Section 36500) of this division) is valid and effective and is unaffected by this part.
36620. Establishment of property and business improvement district A property and business improvement district may be established as provided in this chapter. 36620.5. Requirement of consent of city council

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A county may not form a district within the territorial jurisdiction of a city without the consent of the city council of that city. A city may not form a district within the unincorporated territory of a county without the consent of the board of supervisors of that county. A city may not form a district within the territorial jurisdiction of another city without the consent of the city council of the other city. 36621. Initiation of proceedings; Petition of property or business owners in proposed district (a) Upon the submission of a written petition, signed by the property or business owners in the proposed district who will pay more than 50 percent of the assessments proposed to be levied, the city council may initiate proceedings to form a district by the adoption of a resolution expressing its intention to form a district. The amount of assessment attributable to property or a business owned by the same property or business owner that is in excess of 40 percent of the amount of all assessments proposed to be levied, shall not be included in determining whether the petition is signed by property or business owners who will pay more than 50 percent of the total amount of assessments proposed to be levied.
(b) The petition of property or business owners required under subdivision (a) shall include a summary of the management district plan. That summary shall include all of the following:
(1) A map showing the boundaries of the district.
(2) Information specifying where the complete management district plan can be obtained. (3) Information specifying that the complete management district plan shall be furnished upon request. (c) The resolution of intention described in subdivision (a) shall contain all of the following:
(1) A brief description of the proposed improvements, maintenance, and activities, the amount of the proposed assessment, a statement as to whether the assessment will be levied on property or businesses within the district, a statement as to whether bonds will be issued, and a description of the exterior boundaries of the proposed district, which may be made by reference to any plan or map that is on file with the clerk. The descriptions and statements do not need to be detailed and shall be sufficient if they enable an owner to generally identify the nature and extent of the improvements, maintenance, and activities, and the location and extent of the proposed district. (2) A time and place for a public hearing on the establishment of the property and business improvement district and the levy of assessments, which shall be consistent with the requirements of Section 36623. 36622. Contents of management district plan
The management district plan shall include, but is not limited to, all of the following:
(a) If the assessment will be levied on property, a map of the district in sufficient detail to locate each parcel of property and, if businesses are to be assessed, each business within the district. If the assessment will be levied on businesses, a map that identifies the district boundaries in sufficient detail to allow a business owner to reasonably determine whether a business is located within the district boundaries. If the assessment will be levied on property and businesses, a map of the district in sufficient detail to locate each parcel of property and to allow a business owner to reasonably determine whether a business is located within the district boundaries. (b) The name of the proposed district.
(c) A description of the boundaries of the district, including the boundaries of benefit zones, proposed for establishment or extension in a manner sufficient to identify the affected property and businesses included, which may be made by reference to any plan or map that is on file with the clerk. The boundaries of a proposed property assessment district shall not overlap with the boundaries of another existing property assessment district created pursuant to this part. This part does not prohibit the boundaries of a district created pursuant to this part to overlap with other assessment districts established pursuant to other provisions of law, including, but not limited to, the Parking and Business Improvement Area Law of 1989 (Part 6 (commencing with Section 36500)). This part does not prohibit the boundaries of a business assessment district created pursuant to this part to overlap with another business assessment district created pursuant to this part. This part does not prohibit the boundaries of a business assessment district created pursuant to this part to overlap with a property assessment district created pursuant to this part.
(d) The improvements, maintenance, and activities proposed for each year of operation of the district and the maximum cost thereof. If the improvements, maintenance, and activities proposed for each year of operation are the same, a description of the first year’s proposed improvements, maintenance, and activities and a statement that the same improvements, maintenance, and activities are proposed for subsequent years shall satisfy the requirements of this subdivision.
(e) The total annual amount proposed to be expended for improvements, maintenance, or activities, and debt service in each year of operation of the district. If the assessment is levied on businesses, this amount may be estimated

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based upon the assessment rate. If the total annual amount proposed to be expended in each year of operation of the district is not significantly different, the amount proposed to be expended in the initial year and a statement that a similar amount applies to subsequent years shall satisfy the requirements of this subdivision. (f) The proposed source or sources of financing, including the proposed method and basis of levying the assessment in sufficient detail to allow each property or business owner to calculate the amount of the assessment to be levied against his or her property or business. The plan also shall state whether bonds will be issued to finance improvements.
(g) The time and manner of collecting the assessments.
(h) The specific number of years in which assessments will be levied. In a new district, the maximum number of years shall be five. Upon renewal, a district shall have a term not to exceed 10 years. Notwithstanding these limitations, a district created pursuant to this part to finance capital improvements with bonds may levy assessments until the maximum maturity of the bonds. The management district plan may set forth specific increases in assessments for each year of operation of the district. (i) The proposed time for implementation and completion of the management district plan. (j) Any proposed rules and regulations to be applicable to the district. (k) (1) A list of the properties or businesses to be assessed, including the assessor’s parcel numbers for properties to be assessed, and a statement of the method or methods by which the expenses of a district will be imposed upon benefited real property or businesses, in proportion to the benefit received by the property or business, to defray the cost thereof.
(2) In a property-based district, the proportionate special benefit derived by each identified parcel shall be determined exclusively in relationship to the entirety of the capital cost of a public improvement, the maintenance and operation expenses of a public improvement, or the cost of the activities. An assessment shall not be imposed on any parcel that exceeds the reasonable cost of the proportional special benefit conferred on that parcel. Only special benefits are assessable, and a property-based district shall separate the general benefits, if any, from the special benefits conferred on a parcel. Parcels within a property-based district that are owned or used by any city, public agency, the State of California, or the United States shall not be exempt from assessment unless the governmental entity can demonstrate by clear and convincing evidence that those publicly owned parcels in fact receive no special benefit. The value of any incidental, secondary, or collateral effects that arise from the improvements, maintenance, or activities of a property-based district and that benefit property or persons not assessed shall not be deducted from the entirety of the cost of any special benefit or affect the proportionate special benefit derived by each identified parcel.
(l) In a property-based district, the total amount of all special benefits to be conferred upon the properties located within the property-based district.
(m) In a property-based district, the total amount of general benefits, if any. (n) In a property-based district, a detailed engineer’s report prepared by a registered professional engineer certified by the State of California supporting all assessments contemplated by the management district plan. (o) Any other item or matter required to be incorporated therein by the city council. 36623. Procedure to levy assessment
(a) If a city council proposes to levy a new or increased property assessment, the notice and protest and hearing procedure shall comply with Section 53753 of the Government Code. (b) If a city council proposes to levy a new or increased business assessment, the notice and protest and hearing procedure shall comply with Section 54954.6 of the Government Code, except that notice shall be mailed to the owners of the businesses proposed to be assessed. A protest may be made orally or in writing by any interested person. Every written protest shall be filed with the clerk at or before the time fixed for the public hearing. The city council may waive any irregularity in the form or content of any written protest. A written protest may be withdrawn in writing at any time before the conclusion of the public hearing. Each written protest shall contain a description of the business in which the person subscribing the protest is interested sufficient to identify the business and, if a person subscribing is not shown on the official records of the city as the owner of the business, the protest shall contain or be accompanied by written evidence that the person subscribing is the owner of the business or the authorized representative. A written protest that does not comply with this section shall not be counted in determining a majority protest. If written protests are received from the owners or authorized representatives of businesses in the proposed district that will pay 50 percent or more of the assessments proposed to be levied and protests are not withdrawn so as to reduce the protests to less than 50 percent, no further proceedings to levy the proposed assessment against such businesses, as contained in the resolution of intention, shall be taken for a period of one year from the date of the finding of a majority protest by the city council.

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(c) If a city council proposes to conduct a single proceeding to levy both a new or increased property assessment and a new or increased business assessment, the notice and protest and hearing procedure for the property assessment shall comply with subdivision (a), and the notice and protest and hearing procedure for the business assessment shall comply with subdivision (b). If a majority protest is received from either the property or business owners, that respective portion of the assessment shall not be levied. The remaining portion of the assessment may be levied unless the improvement or other special benefit was proposed to be funded by assessing both property and business owners.
36624. Changes to proposed assessments
At the conclusion of the public hearing to establish the district, the city council may adopt, revise, change, reduce, or modify the proposed assessment or the type or types of improvements, maintenance, and activities to be funded with the revenues from the assessments. Proposed assessments may only be revised by reducing any or all of them. At the public hearing, the city council may only make changes in, to, or from the boundaries of the proposed property and business improvement district that will exclude territory that will not benefit from the proposed improvements, maintenance, and activities. Any modifications, revisions, reductions, or changes to the proposed assessment district shall be reflected in the notice and map recorded pursuant to Section 36627. 36625. Resolution of formation
(a) If the city council, following the public hearing, decides to establish a proposed property and business improvement district, the city council shall adopt a resolution of formation that shall include, but is not limited to, all of the following:
(1) A brief description of the proposed improvements, maintenance, and activities, the amount of the proposed assessment, a statement as to whether the assessment will be levied on property, businesses, or both within the district, a statement on whether bonds will be issued, and a description of the exterior boundaries of the proposed district, which may be made by reference to any plan or map that is on file with the clerk. The descriptions and statements need not be detailed and shall be sufficient if they enable an owner to generally identify the nature and extent of the improvements, maintenance, and activities and the location and extent of the proposed district. (2) The number, date of adoption, and title of the resolution of intention. (3) The time and place where the public hearing was held concerning the establishment of the district. (4) A determination regarding any protests received. The city shall not establish the district or levy assessments if a majority protest was received.
(5) A statement that the properties, businesses, or properties and businesses in the district established by the resolution shall be subject to any amendments to this part. (6) A statement that the improvements, maintenance, and activities to be conferred on businesses and properties in the district will be funded by the levy of the assessments. The revenue from the levy of assessments within a district shall not be used to provide improvements, maintenance, or activities outside the district or for any purpose other than the purposes specified in the resolution of intention, as modified by the city council at the hearing concerning establishment of the district.
(7) A finding that the property or businesses within the area of the property and business improvement district will be benefited by the improvements, maintenance, and activities funded by the proposed assessments, and, for a property-based district, that property within the district will receive a special benefit. (8) In a property-based district, the total amount of all special benefits to be conferred on the properties within the property-based district.
(b) The adoption of the resolution of formation and, if required, recordation of the notice and map pursuant to Section 36627 shall constitute the levy of an assessment in each of the fiscal years referred to in the management district plan.
36626. Resolution establishing district
If the city council, following the public hearing, desires to establish the proposed property and business improvement district, and the city council has not made changes pursuant to Section 36624, or has made changes that do not substantially change the proposed assessment, the city council shall adopt a resolution establishing the district. The resolution shall contain all of the information specified in Section 36625. 36627. Notice and assessment diagram

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Following adoption of the resolution establishing district assessments on properties pursuant to Section 36625 or Section 36626, the clerk of the city shall record a notice and an assessment diagram pursuant to Section 3114. No other provision of Division 4.5 (commencing with Section 3100) applies to an assessment district created pursuant to this part.
36628. Establishment of separate benefit zones within district; Categories of businesses The city council may establish one or more separate benefit zones within the district based upon the degree of benefit derived from the improvements or activities to be provided within the benefit zone and may impose a different assessment within each benefit zone. If the assessment is to be levied on businesses, the city council may also define categories of businesses based upon the degree of benefit that each will derive from the improvements or activities to be provided within the district and may impose a different assessment or rate of assessment on each category of business, or on each category of business within each zone. 36628.5. Assessments on businesses or property owners
The city council may levy assessments on businesses or on property owners, or a combination of the two, pursuant to this part. The city council shall structure the assessments in whatever manner it determines corresponds with the distribution of benefits from the proposed improvements, maintenance, and activities, provided that any propertybased assessment conforms with the requirements set forth in paragraph (2) of subdivision (k) of Section 36622. 36629. Provisions and procedures applicable to benefit zones and business categories All provisions of this part applicable to the establishment, modification, or disestablishment of a property and business improvement district apply to the establishment, modification, or disestablishment of benefit zones or categories of business. The city council shall, to establish, modify, or disestablish a benefit zone or category of business, follow the procedure to establish, modify, or disestablish a property and business improvement district. 36630. Expiration of district; Creation of new district If a property and business improvement district expires due to the time limit set pursuant to subdivision (h) of Section 36622, a new management district plan may be created and the district may be renewed pursuant to this part. 36631. Time and manner of collection of assessment; Delinquent payments The collection of the assessments levied pursuant to this part shall be made at the time and in the manner set forth by the city council in the resolution levying the assessment. Assessments levied on real property may be collected at the same time and in the same manner as for the ad valorem property tax, and may provide for the same lien priority and penalties for delinquent payment. All delinquent payments for assessments levied pursuant to this part may be charged interest and penalties.
36632. Assessments to be based on estimated benefit; Classification of real property and businesses; Exclusion of residential and agricultural property
(a) The assessments levied on real property pursuant to this part shall be levied on the basis of the estimated benefit to the real property within the property and business improvement district. The city council may classify properties for purposes of determining the benefit to property of the improvements and activities provided pursuant to this part. (b) Assessments levied on businesses pursuant to this part shall be levied on the basis of the estimated benefit to the businesses within the property and business improvement district. The city council may classify businesses for purposes of determining the benefit to the businesses of the improvements and activities provided pursuant to this part.
(c) Properties zoned solely for residential use, or that are zoned for agricultural use, are conclusively presumed not to benefit from the improvements and service funded through these assessments, and shall not be subject to any assessment pursuant to this part.

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36633. Time for contesting validity of assessment
The validity of an assessment levied under this part shall not be contested in any action or proceeding unless the action or proceeding is commenced within 30 days after the resolution levying the assessment is adopted pursuant to Section 36626. Any appeal from a final judgment in an action or proceeding shall be perfected within 30 days after the entry of judgment.
36634. Service contracts authorized to establish levels of city services The city council may execute baseline service contracts that would establish levels of city services that would continue after a property and business improvement district has been formed. 36635. Request to modify management district plan
The owners’ association may, at any time, request that the city council modify the management district plan. Any modification of the management district plan shall be made pursuant to this chapter. 36636. Modification of plan by resolution after public hearing; Adoption of resolution of intention; Modification of improvements and activities by adoption of resolution after public hearing (a) Upon the written request of the owners’ association, the city council may modify the management district plan after conducting one public hearing on the proposed modifications. The city council may modify the improvements and activities to be funded with the revenue derived from the levy of the assessments by adopting a resolution determining to make the modifications after holding a public hearing on the proposed modifications. If the modification includes the levy of a new or increased assessment, the city council shall comply with Section 36623.

Notice of all other public hearings pursuant to this section shall comply with both of the following:
(1) The resolution of intention shall be published in a newspaper of general circulation in the city once at least seven days before the public hearing.
(2) A complete copy of the resolution of intention shall be mailed by first class mail, at least 10 days before the public hearing, to each business owner or property owner affected by the proposed modification. (b) The city council shall adopt a resolution of intention which states the proposed modification prior to the public hearing required by this section. The public hearing shall be held not more than 90 days after the adoption of the resolution of intention.
36637. Reflection of modification in notices recorded and maps Any subsequent modification of the resolution shall be reflected in subsequent notices and maps recorded pursuant to Division 4.5 (commencing with Section 3100), in a manner consistent with the provisions of Section 36627. 36640. Bonds authorized; Procedure; Restriction on reduction or termination of assessments (a) The city council may, by resolution, determine and declare that bonds shall be issued to finance the estimated cost of some or all of the proposed improvements described in the resolution of formation adopted pursuant to Section 36625, if the resolution of formation adopted pursuant to that section provides for the issuance of bonds, under the Improvement Bond Act of 1915 (Division 10 (commencing with Section 8500)) or in conjunction with Marks-Roos Local Bond Pooling Act of 1985 (Article 4 (commencing with Section 6584) of Chapter 5 of Division 7 of Title 1 of the Government Code). Either act, as the case may be, shall govern the proceedings relating to the issuance of bonds, although proceedings under the Bond Act of 1915 may be modified by the city council as necessary to accommodate assessments levied upon business pursuant to this part. (b) The resolution adopted pursuant to subdivision (a) shall generally describe the proposed improvements specified in the resolution of formation adopted pursuant to Section 36625, set forth the estimated cost of those improvements, specify the number of annual installments and the fiscal years during which they are to be collected. The amount of debt service to retire the bonds shall not exceed the amount of revenue estimated to be raised from assessments over 30 years.

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(c) Notwithstanding any other provision of this part, assessments levied to pay the principal and interest on any bond issued pursuant to this section shall not be reduced or terminated if doing so would interfere with the timely retirement of the debt.
36650. Report by owners’ association; Approval or modification by city council (a) The owners’ association shall cause to be prepared a report for each fiscal year, except the first year, for which assessments are to be levied and collected to pay the costs of the improvements, maintenance, and activities described in the report. The owners’ association’s first report shall be due after the first year of operation of the district. The report may propose changes, including, but not limited to, the boundaries of the property and business improvement district or any benefit zones within the district, the basis and method of levying the assessments, and any changes in the classification of property, including any categories of business, if a classification is used. (b) The report shall be filed with the clerk and shall refer to the property and business improvement district by name, specify the fiscal year to which the report applies, and, with respect to that fiscal year, shall contain all of the following information:
(1) Any proposed changes in the boundaries of the property and business improvement district or in any benefit zones or classification of property or businesses within the district. (2) The improvements, maintenance, and activities to be provided for that fiscal year. (3) An estimate of the cost of providing the improvements, maintenance, and activities for that fiscal year. (4) The method and basis of levying the assessment in sufficient detail to allow each real property or business owner, as appropriate, to estimate the amount of the assessment to be levied against his or her property or business for that fiscal year.
(5) The estimated amount of any surplus or deficit revenues to be carried over from a previous fiscal year. (6) The estimated amount of any contributions to be made from sources other than assessments levied pursuant to this part.
(c) The city council may approve the report as filed by the owners’ association or may modify any particular contained in the report and approve it as modified. Any modification shall be made pursuant to Sections 36635 and 36636.

The city council shall not approve a change in the basis and method of levying assessments that would impair an authorized or executed contract to be paid from the revenues derived from the levy of assessments, including any commitment to pay principal and interest on any bonds issued on behalf of the district. 36651. Designation of owners’ association to provide improvements and activitites The management district plan may, but is not required to, state that an owners’ association will provide the improvements, maintenance, and activities described in the management district plan. If the management district plan designates an owners’ association, the city shall contract with the designated nonprofit corporation to provide services.
36660. Renewal of district; Transfer or refund of remaining revenues; District term limit (a) Any district previously established whose term has expired, or will expire, may be renewed by following the procedures for establishment as provided in this chapter. (b) Upon renewal, any remaining revenues derived from the levy of assessments, or any revenues derived from the sale of assets acquired with the revenues, shall be transferred to the renewed district. If the renewed district includes additional parcels or businesses not included in the prior district, the remaining revenues shall be spent to benefit only the parcels or businesses in the prior district. If the renewed district does not include parcels or businesses included in the prior district, the remaining revenues attributable to these parcels shall be refunded to the owners of these parcels or businesses.
(c) Upon renewal, a district shall have a term not to exceed 10 years, or, if the district is authorized to issue bonds, until the maximum maturity of those bonds. There is no requirement that the boundaries, assessments, improvements, or activities of a renewed district be the same as the original or prior district. 36670. Circumstances permitting disestablishment of district; Procedure

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(a) Any district established or extended pursuant to the provisions of this part, where there is no indebtedness, outstanding and unpaid, incurred to accomplish any of the purposes of the district, may be disestablished by resolution by the city council in either of the following circumstances:
(1) If the city council finds there has been misappropriation of funds, malfeasance, or a violation of law in connection with the management of the district, it shall notice a hearing on disestablishment. (2) During the operation of the district, there shall be a 30-day period each year in which assessees may request disestablishment of the district. The first such period shall begin one year after the date of establishment of the district and shall continue for 30 days. The next such 30-day period shall begin two years after the date of the establishment of the district. Each successive year of operation of the district shall have such a 30-day period. Upon the written petition of the owners or authorized representatives of real property or the owners or authorized representatives of businesses in the area who pay 50 percent or more of the assessments levied, the city council shall pass a resolution of intention to disestablish the district. The city council shall notice a hearing on disestablishment. (b) The city council shall adopt a resolution of intention to disestablish the district prior to the public hearing required by this section. The resolution shall state the reason for the disestablishment, shall state the time and place of the public hearing, and shall contain a proposal to dispose of any assets acquired with the revenues of the assessments levied within the property and business improvement district. The notice of the hearing on disestablishment required by this section shall be given by mail to the property owner of each parcel or to the owner of each business subject to assessment in the district, as appropriate. The city shall conduct the public hearing not less than 30 days after mailing the notice to the property or business owners. The public hearing shall be held not more than 60 days after the adoption of the resolution of intention. 36671. Refund of remaining revenues upon disestablishment or expiration without renewal of district; Calculation of refund; Use of outstanding revenue collected after disestab-lishment of district (a) Upon the disestablishment or expiration without renewal of a district, any remaining revenues, after all outstanding debts are paid, derived from the levy of assessments, or derived from the sale of assets acquired with the revenues, or from bond reserve or construction funds, shall be refunded to the owners of the property or businesses then located and operating within the district in which assessments were levied by applying the same method and basis that was used to calculate the assessments levied in the fiscal year in which the district is disestablished or expires. All outstanding assessment revenue collected after disestablishment shall be spent on improvements and activities specified in the management district plan.
(b) If the disestablishment occurs before an assessment is levied for the fiscal year, the method and basis that was used to calculate the assessments levied in the immediate prior fiscal year shall be used to calculate the amount of any refund.

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APPENDIX 2 – ASSESSED BUSINESSES

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Packet Pg. 221 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work SMTMD Management District Plan 29
September 29, 2016
APPENDIX 3 – BENEFIT STUDY

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Packet Pg. 222 Attachment: 2026-27 TMD Annual Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work City Council
Report
City Council Meeting: July 8, 2025
Agenda Item: 4.J
1 of 5
To: Mayor and City Council
From: Arminé Chaparyan, Director, Administration
Subject: Approval of the Santa Monica Tourism Marketing District Fiscal Year 2025-26 Budget and Work Plan
Recommended Action
Staff recommends that the City Council:

1. Approve the Santa Monica Tourism Marketing District Fiscal Year 2025-26 Budget and Work Plan; and,

2. Adopt a finding of no possibility of significant effect pursuant to Section 15061(b)(3) of the California Environmental Quality Act (CEQA) Guidelines.

Summary
In 2012, in partnership with local hotels, Santa Monica Travel and Tourism (SMTT) established the Santa Monica Tourism and Marketing District (SMTMD) to fund targeted marketing and promotions to increase overnight room sales. Funding for the marketing programs and activities is derived from assessments and revenues collected from the hotels operating within the boundaries of the SMTMD. The attached SMTMD Annual Report (Annual Report) summarizes the proposed programs and activities for the upcoming Fiscal Year 2025-26, including the SMTMD budget, hotel report, and marketing plan. Staff recommends that Council review and approve the Annual Report in accordance with the State laws governing tourism marketing districts.

Discussion
Under Streets and Highway Code Section 36650, the Santa Monica Tourism and Marketing District (SMTMD) is required to prepare Annual Reports providing the

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Packet Pg. 223 Attachment: 7/8/2025 Staff Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work Plan) 2 of 5
following information:
• Any proposed changes to the boundaries of the tourism marketing district or to any benefit zones or classification within the district, • The improvements, maintenance, and activities for that fiscal year, • An estimate of the cost of providing improvements, maintenance, and activities for that fiscal year,
• The method and basis of levying the assessment in sufficient detail to allow each real property or business owner, as appropriate, to estimate the amount of the assessment to be levied against his or her property or business for that fiscal year,
• The estimated amount of any surplus or deficit in revenues to be carried over from a previous fiscal year,
• The estimated amount of contributions to be made from sources otherthan assessments levied pursuant to this part.

In accordance with Section 36650, the SMTMD has submitted its 2025-2026 Annual Report (Attachment D), including the work plan and budget for Council approval. The following overview summarizes the proposed expenditures to be funded with SMTMD assessments in the upcoming fiscal year.

SMTMD Reporting Year FY 2025-26
Revenues
Estimated SMTMD Assessments 7,105,554
Bank Interest 1,800
Total Revenues* $7,107,354
Expenditures
Cost of Programs
Travel Industry Sales 1,350,000
Marketing 1,604,608
Meetings, Incentives, Conferences,
and Exhibitions

300,000
Client Services
Public Relations
25,000
372,413
General and Administrative Services 705,000

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Packet Pg. 224 Attachment: 7/8/2025 Staff Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work Plan) 3 of 5
Salaries & Benefits 2,333,870
Contingency Fund 355,278
Fixed Asset 61,185
Total Expenses $7,107,354
Estimated Carry-over from Previous Fiscal Year $0
Estimated In-Kind Contributions $265,000
* This does not include $2,994,004 in City funding included in the FY 2025-26 Proposed Budget for a services agreement with SMTT that the City provides SMTT annually to continue SMTT’s tourism and marketing programs, operate Visitors Centers, produce collateral materials, create brand awareness, and promote Santa Monica through print and social media.

The SMTMD expenditures and services for FY 2025-26 are budgeted at $7,107,354 to fund programs and services that focus on five strategic areas:

1. Drive Balanced Demand for the Destination

2. Enhance the Brand and Steward the Destination Experience

3. Champion the Value of Tourism

4. Strengthen Strategic Partnerships and Relationships

5. Ensure Operational Excellence
The FY 2025-26 workplan continues to leverage Visit California and Los Angeles Tourism & Convention Board’s efforts with core goals centered on strengthening and enhancing Santa Monica as a brand, marketing and promoting Santa Monica as a tourism destination, increasing occupancy, establishing partnerships within the tourism community, private sector, and government entities to position Santa Monica as a filming destination, and expanding a presence in emerging markets.

The proposed FY 2025-26 budget was approved by the Tourism Marketing District Committee and the Santa Monica Travel and Tourism (SMTT) Board of Directors at a joint meeting on June 4, 2025. It reflects a consumer price increase of 2%. Council may approve the annual report or may modify any section contained in the annual report and approve it as modified. As the assessment formulas in the SMTMD remain as approved in 2017, staff recommend Council approve the attached Annual Report.

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Packet Pg. 225 Attachment: 7/8/2025 Staff Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work Plan) 4 of 5
Environmental Review
The SMTMD’s FY 2025-26 workplan is exempt from CEQA pursuant to Section 15061(b)(3) of the CEQA Guidelines, which states that CEQA does not apply, “where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.” The annual report provides a summary update of the activities and funding of the SMTMD. Therefore, it can be seen with certainty that actions would not result in adverse physical impacts on the environment, and as such, is exempt from CEQA.

Past Council Actions
Meeting Date Description
Attachment A - 7/9/2024 Council approved the Annual Report for FY 2024-25 (Calendar Year 2024) representing the seventh report
for the SMTMD renewal term.

Attachment B - 11/1/2016 Council adopted Resolution 11005 (CCS) extending the SMTMD by nine and one-half years beginning on
January 1, 2018 through June 30, 2027.

Attachment C - 12/11/2012 Council adopted Resolution No. 10722 (CCS) establishing the Santa Monica Tourism Marketing
District (SMTMD).

Attachment D FY 2025-26 Annual Report
Financial Impacts and Budget Actions
There is no immediate financial impact or budget action necessary as a result of the recommended action.

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Prepared By: Nia Tang, Economic Development Administrator Approved Forwarded to Council
Attachments:

A. Attachment A - 7/9/2024 Staff Report (Web Link)
B. Attachment B - 11/1/2016 Staff Report (Web Link)
C. Attachment C - 12/11/2012 Staff Report (Web Link)
D. Attachment D - FY 2025 - 26 Annual Report
E. Oaks 2025
F. Levine 2025

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Packet Pg. 227 Attachment: 7/8/2025 Staff Report (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work Plan)

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Packet Pg. 228 Attachment: Levine 2026 [Revision 1] (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work

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Packet Pg. 229 Attachment: Levine 2026 [Revision 1] (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work

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Packet Pg. 230 Attachment: Levine 2026 [Revision 1] (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work

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Packet Pg. 231 Attachment: Levine 2026 [Revision 1] (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work

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Packet Pg. 232 Attachment: Levine 2026 [Revision 1] (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work

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Packet Pg. 233 Attachment: Oaks 2026 [Revision 1] (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work

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Packet Pg. 234 Attachment: Oaks 2026 [Revision 1] (7760 : Approval of the Santa Monica Tourism Marketing District Fiscal Year 2026-27 Budget and Work City Council
Report
City Council Meeting: July 14, 2026
Agenda Item: 4.D
1 of 9
To: Mayor and City Council
From: Oliver Chi, City Manager, Office of Economic Development Subject: Approval of the Downtown Santa Monica Inc.'s Fiscal Year 2026 -27 Budget and Work Plan and Community Event License Agreement for Lot 27 Recommended Action
Staff recommend that the City Council:

2. Receive and approve the Downtown Santa Monica, Inc. (DTSM) Fiscal Year 2026-2027 Budget and Work Plan; and

Summary
Downtown Santa Monica, Inc., (“DTSM”) is a non-profit corporation organized under State law that currently administers the downtown Santa Monica Property-Based Assessment District (“PBAD"), that is comprised of commercial properties and businesses located in the downtown Santa Monica area, including the Third Street Promenade. The 35-block district is bounded by Ocean Avenue to the west, Wilshire Boulevard to the north, Lincoln Boulevard to the east and the Santa Monica Freeway to the south.

The roles and responsibilities of DTSM are defined in the Master Services Agreement (9063 CCS) and annual DTSM Work Plan. Under that Master Services Agreement, the

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City authorizes DTSM to manage and provide a variety of programs and services related to the operation of the PBAD.

The City and DTSM have a long-standing relationship, through which our two agencies have leveraged resources to help enhance the downtown district, in an effort to attract visitors and investment to the Downtown, goals which DTSM have outlined in their FY 2026-27 Work Plan and Budget.

The receipt and approval of the proposed DTSM Work Plan and Budget for Fiscal Year 2026-27 would authorize DTSM’s continued operations, along with the City’s quarterly revenue disbursement to their organization for services, in accordance with the Master Services Agreement.

Discussion
DTSM is a 501(c)(3) non-profit organization that operates under contract with the City to administer business and property-based assessment districts, including the management of a variety of programs, services and operations to support economic stability, growth, and community life in downtown Santa Monica. DTSM is under contract with the City to provide a variety of enhanced hospitality and maintenance services, and supports the development of programs / events in the Downtown.

The work engaged by the City with DTSM to enhance Santa Monica’s Downtown is particularly important at this moment in time. Challenges exist in the Downtown, as retail and office vacancies have remained high, compounded by the fact that the city has seen a significant reduction in international tourists visiting Santa Monica during the past several years. To address these issues, the City Council in 2025 adopted the Realignment Plan, which advanced $60 million in City funding to support Santa Monica’s overall revitalization efforts. A key component of the Realignment Plan has been a focus on enhancing safety and cleanliness in the City’s commercial areas, with particular attention being paid to the Downtown. Those maintenance, public safety, and event programing efforts have been supported by the public-private partnership

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between the City and DTSM, whereby the two organizations have leveraged resources to support the economic success of Downtown.

DTSM’s annual work plan and budget was adopted by the DTSM Board on May 28, 2026, after the documents were released on the evening of May 27, 2026. The workplan and budget are generally consistent with activities programed in prior years, with notable shifts being instituted by DTSM to enhance their staffing levels while reducing consultant spending. DTSM’s Downtown security budget also was reduced from around $1.7M down to around $1.25M, as the workplan developed by DTSM prioritizes brand management and outreach. Efforts are also being made by DTSM to further leverage the Promenade Entertainment Zone and activate it and align with the global sporting events coming to the Los Angeles region (World Cup ’26, Superbowl ’27, Olympics ’28). The work plan also acknowledges the City’s allocation of resources under the Santa Monica Realignment Plan to assist with strategic Promenade event activations, with the goal of developing more robust event programming to reinvigorate public space, increase foot traffic, and help attract new businesses downtown.

Funding for the programs, services, and operations comes from revenue generated from two business-based assessment districts:
• The Central Business District (CBD), established in 1966, is funded by retail businesses in the CBD, and
• The Operation and Maintenance Assessment (Bayside Assessment), established in 1986, is funded by all businesses within the Bayside District.

And three property-based assessment districts:
• The Downtown Santa Monica Property-Based Assessment District (Downtown PBAD), established in 2008.

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• The Lincoln Boulevard Property-Based Assessment District (Lincoln PBAD) established in 2015.
• The Colorado Avenue Overlay Zone (Colorado Overlay) established in 2015.

The Master Services Agreement between the City and DTSM requires the annual preparation and approval of a budget and work plan. In accordance with this requirement, DTSM has submitted its FY 2026-27 budget and work plan for Council review, acceptance, and approval.

FY 2026-27 Budget
DTSM has prepared a balanced budget for FY 2026-27 of $9.5 million.

Operations & Public Space Management $7,421,543
Brand Management & Outreach $1,237,800
Organizational Management $794,604
Total $9,453,947
Anticipated revenue will come from property-based assessments ($5.4 million), business assessments ($1.3 million), and enterprise program income, including event fees, filming revenues, and Lot 27 activations, totaling $1.1 million. DTSM also holds a contract with the City to administer the Downtown Ambassador Program ($1.6 million).

Overall, projected revenues represent less than a one percent increase over DTSM's budget last year. DTSM anticipates securing additional event sponsorship revenue beyond what was forecasted in the budget.

The DTSM Board of Directors adopted the annual budget and work plan on May 28, 2026. In response to the current economic climate, DTSM did not increase assessment rates; annual assessments have not been raised by the Consumer Price Index (CPI) since 2020.

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Operational Work Plan for FY 2026-27
The proposed Work Plan details DTSM’s operational and programming initiatives for FY 2026-27 (attached). The work plan’s three strategic areas are:
1) A Clean Downtown
2) A Safe Downtown
3) Brand Management
Operations and Public Space Management: A clean, safe, and welcoming environment is the foundation for success in Downtown Santa Monica. DTSM provides enhanced services in the areas of public safety, custodial maintenance, and social outreach, while also providing oversight of City of Santa Monica services. Together, DTSM and the City fulfill the responsibility of creating a thriving and inviting community space for everyone.

Operations and Public Space Management services make up 78.5% of the DTSM, Inc’s FY 2026 -27 Budget. Within this category, DTSM has budgeted $1.25 million for private security and $1 million for Block by Block Management, the organization that provides the DT Ambassador and restroom monitoring staffing at the public parking structures.

To help achieve efficiencies, DTSM is proposing a pilot program to utilize restroom monitors to also undertake some pan and broom cleaning nearby, throughout the day in between the restroom monitoring shifts. DTSM will also continue to provide enhanced maintenance including pressure washing and deep cleaning services throughout the Downtown.

DTSM and City staff meet regularly to monitor and evaluate the overall service delivery as outlined in the Annual Work Plan (attached). Staff may be coming back to Council at a later date with proposed amendments to the DTSM Services Agreement based on ongoing operational discussions between the City’s Public Works team and DTSM staff.

Brand Management: Successful districts share several defining characteristics: they are culturally relevant, supported by a strong local user base, and sustain consistent activity throughout the day. DTSM will position itself not simply as a retail district, but as a place defined by experience. At the core of this identity is the concept of promenading.

The work plan includes updated signage and wayfinding, refreshed collateral to help

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create a feeling of excitement and positive change in Downtown Santa Monica. Public space will be treated as a stage with activation sand installations reinforcing a sense of energy and excitement. The $1.2 million allocated to Brand Management (13% of total budget) will help fund a series of community events and activations strategy including weekly programming in partnership with the Farmers Markets and Promenade businesses, monthly and seasonal programming to provide greater variety, and high impact activations and co-branded events tied to cultural and regional moments that generate significant foot traffic, media attention and sponsorship opportunities (e.g.

World Cup “Watch Parties,” Superbowl activations and SM Blockfest).

Organizational Management comprises 8% of the budget including office rent, memberships, supplies and expenses. This year, the DTSM Board appointed a new executive director who has brought some of her strategic branding and public policy colleagues with her to the DTSM team to assist with the implementation. The DTSM Team is currently comprised of six full-time staff.

Community Events License Agreement – Lot 27 (1325 5th Street) Under the Master Services Agreement, between the City and DTSM, DTSM is responsible for promoting and continued economic revitalization of the Downtown Business District as well as providing programs, projects, and services that benefit Santa Monica residents, Downtown merchants, property owners, customers, and visitors.

On August 5, 2013, the City and DTSM entered into a License Agreement (CCS 9674) to allow DTSM to use City-owned property at Parking Lot 27 for the installation and operation of a temporary ice-skating rink. The initial Agreement was subsequently amended (CCS 11323) to extend term until February 2026 with updates to the minimum days and hours of operations, memorializing of DTSM’s continued commitment to make the annual ice-skating event as sustainable as practical, and inclusion of a revenue share component with the License Fee. The Agreement expired on February 28, 2026.

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On September 28, 2021, the City Council authorized the City to negotiate fees and enter into an agreement with DTSM to allow for the expanded use of Lot 27 for community-serving events and activations that promote and revitalize the Downtown business district and/or provide programs, projects, and services that benefit the City residents, merchants, property owners, customers and visitors (collectively “Events”).

This included authorization for DTSM to produce and manage the 626 Night Market and other community events on the city-owned parking lot located at 1325 5th Street in Santa Monica (“Lot 27 License Area”). A subsequent amended agreement extended the term and frequency of events and aligned the site rental fee with the daily parking rate. It also included provisions for City and DTSM to share the revenues generated from these events. The Agreement expired on December 31, 2025.

Anticipated revenue will come from property-based assessments ($5.4 million), business assessments ($1.3 million), and enterprise program income, including event fees, filming revenues, and Lot 27 activations, totaling $1.1 million. DTSM also holds a contract with the City to administer the Downtown Ambassador Program ($1.6 million).

Council is being asked to authorize a new license agreement with DTSM for a term of two years, with three annual options to renew, extending through July 1, 2031. The agreement would authorize ongoing activations of Lot 27, including the holiday ice skating rink, which will be permitted for up to three months each year.

As part of the City's sponsorship, use of the parking lot will be donated to support the holiday activations (e.g. ice skating rink), reflecting the community benefit these bring to downtown. If DTSM generates a profit through the holiday activation, such as through increased sponsorships or ticket sales, the City and DTSM will share the net revenue.

The actual revenue share will be subject to further negotiations between City and DTSM staff, based on actual expenses and the type and duration of holiday activation.

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For all other times of the year, the license agreement will authorize DTSM to activate the site up to 10 days per month, subject to a site rental fee equal to twice the daily parking rate, along with a 50% share of net revenues. The maximum daily parking rate at Lot 27 is currently $17.50 per parking space, adjusted annually by the Consumer Price Index and/or Council fee study adoption. For example, a site rental covering fifty parking spaces would incur a fee of $1,750 per day. The holiday ice rink is exempt from this site rental fee.

Council’s current adopted fee schedule for parking lot rentals is three times the daily parking rate but does not include a revenue share component. The lower rental rate proposed through this license agreement will help to attract extended community events (as opposed to one-off, single day activations) to the downtown district including sporting event “watch parties,” food markets, car shows and more. This will also help to generate additional funding for both DTSM and City in support of downtown strategic priorities, including further marketing, events, capital improvement projects and clean/safe efforts.

Environmental Review
The City approval of the proposed license agreement and Fiscal Year 2026-27 Budget and Work Plans are exempt from CEQA pursuant to Section 15061(b)(3), the common use exemption, which states that CEQA does not apply, “where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment.” The City’s approval of these documents are administrative in nature and provide for continued administration, funding, and operation of DTSM services. Therefore, it can be seen with certainty that the recommended actions would not result in a direct or reasonably foreseeable indirect physical change to the environment, and as such, are not subject to CEQA.

Furthermore, temporary use of the City parking lot is categorically exempt from CEQA pursuant to Section 15301 (Existing Facilities). Section 15301 of the CEQA State Guidelines provides a Class 1 (Existing Facilities) exemption for projects that consist of the operation, repair, maintenance, leasing, licensing, permitting, or minor alteration of

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existing public or private structures, facilities, mechanical equipment, or topographical features, involving negligible or no expansion of the existing or former use. The proposed use of the parking lot for temporary community events would not involve any physical alteration of the site and would result in no more than a negligible expansion of its existing use. Therefore, the license agreement is categorically exempt pursuant to Section 15301 of the CEQA State Guidelines.

Past Council Actions
Meeting Date Description
Attachment A + B DTSM FY26/27 Budget and Work Plan
07/08/2025
(Attachment C)
Council Approval of DTSM FY25/26 Budget and Work Plan
Financial Impacts and Budget Actions
There are no immediate financial impacts or budget actions necessary as a result of the recommended actions. It is estimated that the license agreement will generate enough funding to cover any loss in parking revenue at Lot 27. Community event revenue generated from the Lot 27 rentals is deposited to the City’s Parking Operations revenue account 01600004.403330. Budget adjustments would be incorporated in the FY 2026- 27 Midyear Budget or FY 2026-27 Year-End Budget, if needed.

Prepared By: Jennifer Taylor, Economic Development Manager Approved Forwarded to Council
Attachments:

A. Downtown Santa Monica Work Plan (FY 2026–27)
B. DTSM FY 2026-7 Operational Budget
C. Council Approval of FY 25/26 Annual Work Plan + Budget

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DOWNTOWN SANTA MONICA

ANNUAL WORKPLAN & BUDGET
FY 2026/27

4.D.a
Packet Pg. 244 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) Executive Summary.............................................................................................................................................................................3 A Service Reset Grounded in Fundamentals and Activated Through Experience..........................3 I. Current State Of Downtown...............................................................................................................................................6 Challenges............................................................................................................................................................................... 6 II. Strategic Priorities....................................................................................................................................................................7 A Clean Downtown..................................................................................................................................................... 7 General Maintenance Schedule: Zones 1, 2, & 3.............................................................................7 Enhanced Maintenance – Pressure Washing & Deep Cleaning in Downtown....... 8 Restroom Monitoring Schedule: 7:00 a.m. - 10:00 p.m..............................................................8 Lincoln Blvd and Colorado Ave. Maintenance Schedule: 7:00 a.m. – 6:00 p.m.......8 Colorado Ave. Schedule: 8:00 a.m. – 9:30 p.m...............................................................................9 Parking Structures:.............................................................................................................................................9 3rd Street Promenade, Promenade Parking Maintenance:.................................................. 9 A Safe Downtown.......................................................................................................................................................10 Security Services................................................................................................................................................10 Public Space Compliance & Business Coordination............................................................... 10 Brand Management..................................................................................................................................................11 Experience & Placemaking.........................................................................................................................12 Strategic Partnerships & Reach.............................................................................................................. 12 Sponsorships & Revenue Generation................................................................................................. 13 III. Programs & Services...........................................................................................................................................................13 Homeless Outreach (Ongoing)...............................................................................................................13 Public Valet (New)............................................................................................................................................13 Landscaping (Ongoing)...............................................................................................................................14 Public Furniture (New)................................................................................................................................... 14 New Business Support (Ongoing)......................................................................................................... 14 Business Retention (Ongoing).................................................................................................................14 Merchant Engagement & Coordination (New)............................................................................15 Entertainment Zone Management (Ongoing).............................................................................15 Lot 27: 5th St. & Arizona Ave. (Ongoing)............................................................................................ 16 Ocean Ave. & Colorado Ave. (Ongoing)...........................................................................................16 Vacant Storefront Beautification (New)............................................................................................16 Communications (Ongoing)....................................................................................................................16 Public Affairs (New)..........................................................................................................................................17 Parks Attendants & Restroom Monitoring (Ongoing)..............................................................17 IV. Organizational Management............................................................................................................................. 18 Board of Directors.......................................................................................................................................................................18 2 4.D.a
Packet Pg. 245 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) DTSM Team......................................................................................................................................................................................18 V. District Boundary Map....................................................................................................................................................... 18 VI. FY 2026/27 Revenue Projections & Operational Budget..........................................................................20 VII. Data, Reports, & Accountability............................................................................................................................... 22 Dashboard............................................................................................................................................................22 VIII. City of Santa Monica Public Works Maintenance Matrix.......................................................................23 3rd Street Promenade, Promenade Maintenance:........................................................................... 23 Section – 3rd Street Promenade, Public Landscape:..............................................................24 Parking Structures, Public Landscape:.............................................................................................. 24 Section – Colorado Avenue, Arizona Avenue & Wilshire Boulevard:............................25 Section - Colorado Avenue, Arizona Avenue & Wilshire Boulevard, 2nd & 4th Streets, Public Landscape..........................................................................................................................26 Section - Transit Mall:....................................................................................................................................26 Section - Transit Mall, Public Landscape:........................................................................................27 Section – Colorado, Broadway, Santa Monica Blvd., Arizona Avenue & Wilshire Blvd.............................................................................................................................................................................27 Section - Alleys:.................................................................................................................................................28 Section – Colorado Ave. Esplanade:.................................................................................................. 30 City of Santa Monica Department of Transportation Service Matrix............................................30 Downtown Parking Facility Maintenance Matrix.................................................................................30 Downtown Parking Facility Maintenance Matrix (cont.)............................................. 31 Parking Structure Maintenance Schedule.......................................................................................31 Structures 4 & 5..........................................................................................................................................31 Structures 4, 5, 9, & 10.............................................................................................................................31 Structures 1, 2, 4, 5, 6, 9, & 10...............................................................................................................31 Downtown Parking Structures 1, 2, 4, 5, 6, 9 & 10:.........................................................................32 Parking Structure Safety Measures (PS 1, 2, 4, 5, & 6)..............................................................32 Safety and Guide Signing, Pavement Stencils, Flex Posts: PS 1, 2, 4, 5, 6, 9 & 10.....33 Parking Structure Access and Revenue Control Systems (PARCS)..............................34 Executive Summary
A Service Reset Grounded in Fundamentals and Activated
Through Experience
The FY 2026/2027 work plan represents a deliberate reset, grounded in fundamentals and focused on long-term recovery.
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Packet Pg. 246 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) Downtown Santa Monica (DTSM, Inc.) stands at an inflection point. While the district retains strong underlying assets, including its coastal location, global recognition, and a committed base of businesses, recent years have introduced significant challenges. Shifts in consumer behavior, rising vacancies, and persistent concerns related to cleanliness, safety, and the overall experience have impacted both perception and performance.

At the same time, the opportunity ahead is clear. Public space remains our greatest asset, and how it is managed, programmed, and experienced will determine the pace and trajectory of recovery.

Successful districts require active stewardship. In partnership with the City of Santa Monica, DTSM, Inc. must continue to serve as a primary steward of Downtown Santa Monica, playing a critical role in protecting, enhancing, and advancing the health, vitality, and long-term success of the district. Rather than duplicating City services, DTSM, Inc. provides enhanced support through real-time monitoring of district conditions, coordination across stakeholders, and a consistent level of care and responsiveness that helps shape both the performance and perception of the Promenade. By maintaining focus on long-term vision, positioning, and branding, DTSM helps ensure the district remains relevant, competitive, and vibrant over time.

The DTSM, Inc. Board has provided clear direction through three key priority areas:

Cleanliness, Safety, and Brand Management. These priorities are not new, but they are essential. They reflect a necessary return to basics while also creating the conditions for a more ambitious, experience-driven future.

This work advances those priorities through a unified strategy that integrates operational excellence, consistent programming, and high-impact activations. Rather than treating these as separate efforts, they are structured as a coordinated system:
● A clean and safe environment establishes trust and baseline quality. ● Consistent daily and weekly programming creates reliability and energy. ● High-visibility activations demonstrate momentum and reintroduce the district to the public, providing a compelling reason to visit and stay. ● Brand, partnerships, and leasing strategies reinforce long-term economic vitality.

This approach ensures that investments in programming and activations are not temporary spikes, but part of a broader effort to rebuild visitation habits, strengthen business performance, and restore confidence in Downtown Santa Monica as a place people choose to spend time.
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Packet Pg. 247 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) The FY 2026/27 plan is grounded in operational reality, and progress will be measured, visible, and sustained over time. With funding remaining flat over the past five year while costs continue to climb, disciplined prioritization is required. At present, a significant share of resources is allocated toward safety, maintenance, and outreach services, limiting flexibility across other core functions. This creates a critical need to better align with the City on baseline responsibilities, allowing DTSM, Inc. to focus on the areas where it can drive the greatest impact.

Ultimately, this work is first about getting back to basics and doing them exceptionally well: a clean, safe environment, a clear, authentic brand, and public spaces that invite people in and make them want to stay. Rebuilding pride in place will require trade-offs, alignment,, and persistence. With support from both the public and private sectors, and a willingness to think boldly about what is possible, we can move toward a stronger, more resilient, and more vibrant future for Downtown Santa Monica. 5 4.D.a
Packet Pg. 248 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) I. Current State Of Downtown
Downtown Santa Monica continues to benefit from a strong foundation. The district remains one of the most recognizable coastal destinations in the country, drawing visitors from across the region and beyond. Third Street Promenade’s name recognition maintains strong brand equity in Southern California's identity and cultural relevance.

A committed base of businesses continues to operate and invest in the district, even amid challenging conditions. WIth a 76% occupancy rate, Third Street Promenade strives to attract national and global brands, alongside emerging concepts, reinforce Downtown’s position as a competitive retail and lifestyle destination, with 17 new businesses slated to open in the next year.

There is also meaningful momentum in both public and private investment. Ongoing City realignment efforts and property owner interest in reinvestment signal long-term confidence in the district’s future.

Challenges
At the same time, Downtown faces clear and immediate challenges.

Public perception remains one of the most significant barriers to recovery. Concerns related to cleanliness, safety, and overall conditions, compounded by skewed negative media coverage, continue to influence visitation and investment decisions.

Operationally, there is a need for more clarity between City baseline services and PBAD-enhanced services. This overlap creates inefficiencies, limits accountability, and complicates resource allocation.

Financial constraints further compound these challenges. For the past five years, DTSM, Inc. budgets have remained flat despite rising costs, requiring more disciplined decision-making, trade-offs, and limiting the ability to expand services.

Finally, the district is competing in an environment where consumer expectations have shifted. Visitors increasingly seek new experiences, energy, and reasons to linger.

Traditional retail alone is no longer sufficient to drive consistent foot traffic or engagement. This creates a clear imperative: Downtown Santa Monica must not only function well, but feel active, relevant, and worth visiting. 6 4.D.a
Packet Pg. 249 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) II. Strategic Priorities
A Clean Downtown
A clean environment is the most immediate and visible indicator of care. It sets the tone for the entire district and directly influences perception. This work plan advances a structured, zone-based approach to maintenance that prioritizes consistency, visibility, and accountability.

In collaboration with the City, DTSM, Inc. will deliver the highest level of service in the Promenade core, with frequent cleaning, proactive trash management, and continuous upkeep to maintain a consistently welcoming environment. Adjacent blocks, alleys, and public facilities will be maintained through a mix of daily service and scheduled deep cleaning, ensuring supporting areas reflect the same standard as primary corridors. Outer areas will receive consistent, scheduled service to uphold overall district integrity.

General Maintenance Schedule: Zones 1, 2, & 3
● Sweep and remove trash from alleys and sidewalks as needed ● Pressure wash areas needing special attention as needed ● Human and animal biowaste removal
● Wipe infrastructure such as cabinets, trash cans, street furniture, drinking fountains, bollards, bike racks, informational kiosks, on an as-needed basis and remove graffiti as needed
● Paint public infrastructure as needed (color-matching in response to graffiti, damage, etc.)
● Floral bed planting (4x/yr) and manual weed abatement as needed ● Dinosaur landscaping refresh/replant as needed
● Dinosaur fountain maintenance semi-weekly/as needed, remove debris and clean as needed
● Vector management monthly/as needed
● Promenade overhead light canopy maintenance as needed ● Promenade paver repair as needed
● Remove stickers, bills, and graffiti as needed
● Document maintenance issues for reporting
● Tree light electrical maintenance as needed
○ Spotlights over Dinosaur fountains
○ Information Kiosks (internal lights)
○ Receptacles/Outlets (GFCI replacement and junction boxes as part of 2nd and 4th Tree Lights). Fuses connected to the receptacles. 7 4.D.a
Packet Pg. 250 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) ○ Receptacles/Outlets on the Third Street Promenade. Fuses connected to the receptacles.

Enhanced Maintenance – Pressure Washing & Deep Cleaning in Downtown DTSM, Inc. conducts pressure washing and deep cleaning services throughout various locations in Downtown. Services are planned to be deployed in accordance with the following minimum schedule, which may be adjusted as resources permit.

Activity Frequency
Zone 1: Third Street Promenade Intersections 4x Annually Zone 1: Alleys (2nd & 3rd Courts) Once a week
Zone 2: Alleys Once a week
Zone 3: Alleys Once a week
Zone L: Lincoln Blvd. Sidewalks 4x Annually
Downtown Hotspots (Areas of Need) As Needed
Restroom Monitoring Schedule: 7:00 a.m. - 10:00 p.m.

The following restrooms are monitored, and custodial services are provided during all hours of public operation (light cleaning and stocking at least twice a day and deep cleaning nightly).
● Parking Structure #2 (during Farmer’s Market, 3 times/day) ● Parking Structure #4 (check every 30 minutes, stocking and cleaning as needed)
● Parking Structure #5 (check every 30 minutes, stocking and cleaning as needed)
● Tongva Park
● Reed Park
● Palisades North (no overnight deep cleaning)
● Palisades South (no overnight deep cleaning)
Lincoln Blvd and Colorado Ave. Maintenance Schedule: 7:00 a.m. – 6:00 p.m. ● Sweep and clean all sidewalks on east and west side of Lincoln Blvd. from Olympic to Wilshire
● Wipe down and clean all public infrastructure as needed ● Graffiti removal, bill and sticker removal
● Vegetation management (manual weed abatement as requested) ● Document maintenance issues for reporting
8 4.D.a
Packet Pg. 251 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) Colorado Ave. Schedule: 8:00 a.m. – 9:30 p.m.
● Sweep and clean sidewalks on the north and south side of Colorado Ave. from Ocean Ave. to Lincoln Blvd.
● Wipe down and clean all public infrastructure as needed ● Graffiti removal, bill and sticker removal
● Vegetation management (manual weed abatement as requested) ● Document maintenance issues for reporting
Parking Structures:

Shifts: Effective 1/1/15
● 5:00 a.m. to 1:30 p.m. 7 days a week
● 2:00 p.m. to 10:30 p.m. 7 days a week
Service Description Frequency
Bin Rooms
PS 1,2,4,5,6
Pressure wash, degrease, or
scrub. Organize trash and
recyclables.

Once daily, 7 days a week
Once 7 days a week
Grease Interceptors
PS 2 & 5
Clean out sludge.

Remove restaurant grease
PS 2 Annually
PS 5 Biannual
3 rd Street Promenade, Promenade Parking Maintenance:

From the north side of Wilshire to the south side of Broadway Shifts: Effective
● 5:00am to 1:30pm. 7 days a week
● 2:00 p.m. to 10:30 p.m. 7 days a week
Service Description Frequency
Trash Containers (40) Wipe top, remove trash, replace
bag
Four times daily, Mon. – Thu.

Five times daily, Fri. – Sun. &
Holidays
Trash Container Liners
(40)
Pressure wash/wipe down from the
inside & deodorize
Weekly as needed
Directories (7) Spray & wipe Once daily
9 4.D.a
Packet Pg. 252 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) This approach is grounded in close coordination with the City (see City of Santa Monica Maintenance Matrix in Section VIII.), including a clear delineation between baseline and enhanced services, shared performance metrics, and regular alignment. Together, this ensures resources are deployed effectively, maximizing impact while avoiding duplication of effort.

In addition to routine services, the plan prioritizes visible improvements such as power washing, graffiti removal, and public furniture upgrades. Addressing these highly visible conditions will play a critical role in shifting perception in the near term.

A Safe Downtown
Safety, both actual and perceived, is essential to restoring confidence in Downtown Santa Monica. The current level of investment in safety and outreach reflects real needs within the district, but also limits flexibility across other priorities. This plan calls for a more balanced and coordinated approach, working closely with City partners to ensure that core public safety functions are supported at the appropriate level.

DTSM, Inc. currently provides 672 hours of Ambassador coverage per week throughout the designated Downtown area of operation, with services operating daily from 6:00 a.m. to 10:00 p.m. Each shift includes six Security Ambassadors strategically deployed across the district, with two assigned to each zone to maintain visibility, responsiveness, and consistent coverage. Ambassadors in Zones 1 and 2 operate primarily on foot to support high pedestrian corridors, while Zone 3 coverage includes a branded vehicle to improve mobility, response times, and visibility across a broader service area. Through this coordinated deployment model, DTSM, Inc. aims to enhance public perception, support businesses and visitors, and maintain a clean, safe, and well-managed Downtown environment.

Security Services
DTSM, Inc. will prioritize visibility, presence, and hospitality by strengthening our private security programs to deliver a consistent, welcoming experience throughout the district and serve as a key point of connection for visitors and businesses. With the new Police substation opening in May 2026, DTSM, Inc. will work closely with the public safety staff to ensure a welcoming Downtown experience.

Public Space Compliance & Business Coordination
DTSM, Inc. will work closely with the City and Police Department to support consistent monitoring of public space regulations, including the installation and maintenance of “No Sitting/Lying” signage throughout the district. In parallel, DTSM, Inc. will facilitate and encourage notarized filings with the Police Department for all businesses, 10 4.D.a
Packet Pg. 253 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) ensuring that property owners and operators are properly documented and able to authorize enforcement when needed. This coordinated approach strengthens the ability to respond to quality-of-life concerns, improves consistency in enforcement, and provides businesses with the tools and clarity needed to protect their storefronts and maintain a welcoming environment.

Brand Management
Successful districts share several defining characteristics: they are culturally relevant, supported by a strong local user base, and sustain consistent activity throughout the day. Driving momentum for DTSM Inc. will require looking to strong districts not to replicate them, but to use them as guides for decision-making and long-term vision.

Underpinning these successful qualities is a clear and compelling identity.

A clear and consistent identity and vision is central to long-term relevance.

Downtown Santa Monica will position itself not simply as a retail district, but as a place defined by experience. At the core of this identity is the concept of promenading, the idea that people come not just to shop or pass through, but to spend time, explore, and engage with their surroundings.

This positioning will guide all aspects of programming, design, and communication across all channels and mediums to develop a clear, distinct, identifiable brand.

Public space will be treated as a stage, with activations and installations reinforcing a sense of energy and participation.

This vision requires more than a messaging shift. It demands a full reexamination of how the district consistently presents itself visually and experientially. The current identity no longer reflects the energy, diversity, and ambition of what Downtown Santa Monica is becoming. Brand realignment will modernize the district's visual language, create cohesion across every touchpoint, and signal meaningful change and forward momentum to visitors, businesses, and partners.

This work spans every layer of the district's presence: a refined visual identity system, updated signage and wayfinding, refreshed collateral, and consistent application across digital channels. The goal is not simply to look different but to create a feeling of excitement and positive change in Downtown Santa Monica.

Brand management is the connective tissue across everything we do, from creating meaningful visitor experiences to attracting partnerships that align with our vision, and generating the sponsorship revenue that sustains the district's growth. 11 4.D.a
Packet Pg. 254 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) Experience & Placemaking
The day-to-day experience of the district is the most important driver of perception.

Improving the district’s performance will require reducing the perceived friction of getting to the area while increasing the perceived value of the experience once visitors arrive, creating a more compelling reason to visit.

DTSM, Inc. will develop a community events and activations strategy that operates across three levels:

1. Consistent weekly programming, including street performers, market activations, and midweek experiences, designed to create reliability and everyday energy

2. Monthly and seasonal programming, providing variety and continued engagement

3. High-impact activation and co-branded events tied to cultural and regional moments that generate significant foot traffic, media attention, and sponsorship opportunities
These activations are designed to create a rhythm of engagement that transforms the Promenade and key district locations into places people look forward to visiting regularly.

To extend the reach of these efforts, DTSM, Inc. will support programming with targeted marketing across digital and traditional mediums. Marketing will not simply promote individual events, but build on an ongoing narrative around Downtown Santa Monica as a destination worth experiencing. DTSM, Inc. will utilize paid social media advertisements and print media to ensure broad reach across target audiences. In addition to increasing spend around key events, DTSM, Inc. will also launch a broader placemaking campaign that communicates the district's energy, identity, and evolution to local and regional audiences.

All activations will be evaluated based on their ability to drive foot traffic, increase dwell time, generate positive media attention, support on-site spending, and attract sponsorship.

Strategic Partnerships & Reach
Expanding reach is essential to reintroducing Downtown Santa Monica to broader audiences.
12 4.D.a
Packet Pg. 255 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) DTSM, Inc. will build a structured brand partnership program spanning retail, media, hospitality, wellness, and culture, attracting organizations whose presence and investment will amplify what the district has to offer. From civic partnerships with the City of Santa Monica and Santa Monica Travel and Tourism to commercial opportunities such as filming and branded activations, these partnerships will extend the district's reach and reinforce its position as a premier destination.

Sponsorships & Revenue Generation
Sponsorships will play a central role in supporting and scaling activation efforts as well as increasing brand visibility.

DTSM, Inc. will establish a tiered sponsorship framework, offering opportunities across signature events, recurring programs, and street-level activations. These partnerships will provide brands with meaningful ways to engage with audiences, while expanding District programming and generating revenue.

This approach positions DTSM as an experiential, dynamic destination where brands can go beyond traditional advertising to actively engage in cultural and community experiences.

III. Programs & Services
Programs and services are essential to supporting both daily operations and long-term experience.

Homeless Outreach (Ongoing)
DTSM, Inc.’s homeless outreach efforts will continue to focus on connecting individuals to appropriate care and services, with an emphasis on mental health and substance use disorder support. Through coordinated partnerships with service providers and the City, outreach teams will prioritize engagement strategies that lead to long-term stabilization, while also helping to improve overall conditions and the experience of the public realm.

Public Valet (New)
A new low-cost public valet program will be introduced to improve accessibility, convenience, and the overall visitor experience. Strategically located pick-up and drop-off points along Wilshire, Arizona, and Santa Monica Boulevard will create a seamless arrival experience, with Parking Structure 1 serving as a central hub for operations. Designed as an elevated hospitality amenity, the program will provide a welcoming first impression and a more premium, full-service experience from arrival to departure. By reducing friction and enhancing convenience, the valet program is 13 4.D.a
Packet Pg. 256 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) intended to attract high-value visitors, encourage increased shopping and dining activity, and support longer dwell time throughout the district.

Landscaping (Ongoing)
Landscaping efforts will focus on maintaining a vibrant and well-cared-for environment through quarterly updates to flower beds and planters, ensuring seasonal variation and visual appeal. Ongoing management of jacaranda trees will preserve the district’s iconic canopy, while decomposed granite applications will be maintained across all tree wells to improve both aesthetics and durability.

Public Furniture (New)
Public furniture improvements will enhance comfort and usability throughout the district. Existing tables will be rehabilitated to ensure quality and consistency, while the addition of umbrellas will provide much-needed shade and encourage longer stays.

Coordination with the City will also support the installation of updated trash receptacles, improving both functionality and overall streetscape appearance.

New Business Support (Ongoing)
Business attraction efforts will be grounded in a deliberate and collaborative approach with the City, property owners, and brokerage community to thoughtfully shape the future of Downtown Santa Monica. Rather than pursuing occupancy alone, the focus will be on building back intentionally, attracting brands and concepts that align with the district’s long-term vision, audience mix, and desired experience.

Targeted recruitment will prioritize tenants that contribute to a balanced mix of retail, dining, entertainment, and experiential uses, ensuring the district evolves in a way that is both economically resilient and culturally relevant. DTSM will work closely with the City, brokers and property owners to develop and execute a coordinated vacancy strategy, identifying opportunities to cluster complementary uses, activate key corridors, and avoid fragmentation. This curated leasing approach will help strengthen overall district cohesion, enhance the visitor experience, and reinforce Downtown Santa Monica as a destination defined by quality, energy, and intentionality.

Business Retention (Ongoing)
DTSM, Inc. will serve as an ombudsman throughout the leasing and opening process, providing hands-on support to streamline permitting, coordinate across departments, and reduce time to open for new and existing businesses. This support will be complemented by the introduction of comprehensive new business kits, offering clear, standardized guidance on operating in Downtown Santa Monica, 14 4.D.a
Packet Pg. 257 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) including key contacts, permitting pathways, district guidelines, marketing opportunities, and available services. These kits will ensure new tenants are set up for success from day one and fully integrated into the district’s ecosystem. At the same time, retention efforts will prioritize proactive engagement with existing businesses, offering direct support in navigating operational challenges and establishing structured pathways for issue resolution, reinforcing DTSM, Inc.’s role as a centralized partner in both onboarding and ongoing operations.

Merchant Engagement & Coordination (New)
Regular merchant meetings will serve as a critical platform for communication, alignment, and support across the district. These meetings will provide timely updates on issues impacting day-to-day operations, including safety, cleanliness, construction, and policy changes, while also creating a structured forum for businesses to share concerns and feedback. In addition, DTSM, Inc. will expand its role in supporting employee quality of life by coordinating resources related to safety, transportation, and workplace conditions that directly affect staff experience and retention. Merchant meetings will also ensure businesses are fully integrated into marketing and activation efforts, with clear opportunities to participate in programming, promotions, and district-wide campaigns. By adopting best practices from high-performing retail and mixed-use environments, DTSM, Inc. will function more like a centralized management entity, delivering consistent communication, operational support, and coordinated programming that strengthens overall tenant performance and district cohesion.

Entertainment Zone Management (Ongoing)
DTSM, Inc. will establish and implement a formal Standard Operating Procedure (SOP) for participation in the Entertainment Zone (EZSM), creating a clear and consistent framework for operational oversight, compliance, and activation management. DTSM, Inc. will actively coordinate and monitor business participation to ensure compliance with insurance requirements, operational guidelines, and responsible beverage service standards, including proper distribution and use of wristbands within the district. The organization will also work closely with participating businesses, operators, and public safety partners to identify and address noncompliant activity, ensuring that only authorized businesses participate in the program and that Entertainment Zone operations remain safe, organized, and well-managed.

DTSM, Inc. is also exploring opportunities to strategically activate the expanded areas of the Entertainment Zone during major district events, seasonal programming, and high-traffic periods. This approach will allow Downtown Santa Monica to better 15 4.D.a
Packet Pg. 258 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) integrate hospitality, entertainment, and public space programming while supporting extended dwell time, increased foot traffic, visitor engagement, and economic activity throughout Downtown Santa Monica.

Lot 27: 5th St. & Arizona Ave. (Ongoing)
DTSM, Inc. will activate Lot 27 as a dynamic, programmable space that serves the district year-round, transforming the surface parking lot into a premier destination for seasonal and cultural moments. During the holidays, the lot will host a public ice rink, drawing families, visitors, and locals to Downtown Santa Monica during the highest-traffic retail season and reinforcing the district's identity as a vibrant community hub. Beyond the holidays, Lot 27 will serve as a flexible venue for a rotating mix of activations. Each activation will be designed to extend dwell time, generate foot traffic for surrounding businesses, and create shareable experiences that keep Downtown Santa Monica top of mind for local and regional audiences throughout the year.

Ocean Ave. & Colorado Ave. (Ongoing)
DTSM, Inc. will activate the Ocean Avenue and Colorado Avenue intersection as a high-visibility, programmable destination that serves both the district and the broader Santa Monica community. Programming will feature a rotating mix of activations tied to seasonal moments, cultural events, and community interests throughout the calendar year. Each activation will leverage the iconic location, generate foot traffic for surrounding businesses, and create compelling, shareable experiences that reinforce Downtown Santa Monica's identity as a must-visit destination.

Vacant Storefront Beautification (New)
Vacant storefronts will be proactively addressed through a coordinated beautification program designed to maintain visual continuity and reinforce district vibrancy. DTSM, Inc. will work with property owners to implement high-quality window treatments, including branded vinyls, art installations, and temporary activations that align with the district’s identity. These efforts will reduce the negative impact of vacancies, enhance the pedestrian experience, and create opportunities to showcase local artists or promote upcoming tenants, ensuring that even inactive spaces contribute positively to the overall environment.

Communications (Ongoing)
DTSM, Inc. will use a clear, consistent communications strategy to shape public perception and sustain momentum across the district. We will align messaging across all internal and external channels, prioritizing visibility of clean and safe 16 4.D.a
Packet Pg. 259 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) conditions, active programming, and positive business activity. We will also leverage partnerships, influencers, and media outreach to expand reach. Regular, coordinated campaigns will support key activations and seasonal moments, ensuring local and regional audiences know what’s happening in Downtown Santa Monica and have compelling reasons to visit.

Public Affairs (New)
DTSM, Inc. will strengthen relationships with key stakeholders to ensure Downtown Santa Monica remains informed, represented, and proactive on issues that impact the district. We will conduct ongoing outreach to businesses, residents, and neighborhood groups to maintain open lines of communication, gather feedback, and build alignment around priorities and initiatives. We will also monitor and track relevant local and state legislation, assessing potential impacts on operations, public space management, and economic vitality. When appropriate, we will engage in advocacy in coordination with the City and partner organizations to support policies that advance the district’s long-term success. Securing support for key policies will help re-establish DTSM, Inc. as a steward of Downtown Santa Monica and a stronger voice for the business community, positioning it as a primary partner called upon for action and guidance.

Parks Attendants & Restroom Monitoring (Ongoing)
Maintain a clean, safe, and welcoming environment in Downtown parking structure restrooms and Downtown adjacent parks through proactive monitoring, custodial maintenance, and high visibility service delivery.

Funded solely by the City of Santa Monica, the parks monitoring program is administered by DTSM through a contract with Block by Block. DTSM oversees restroom monitoring, parks monitoring, and homeless outreach services through a dedicated bank of service hours.

DTSM also provides public restroom monitoring in Parking Structures Four and Five.

This year, rather than assigning a dedicated staff person to remain stationed outside the restrooms, Maintenance Ambassadors will conduct safety inspections and cleaning checks at 30 minute intervals while also providing proactive and responsive pan and broom services throughout Zones 1 and 2. This approach enhances overall cleanliness, visibility, and service responsiveness across the district while maintaining consistent restroom oversight.
17 4.D.a
Packet Pg. 260 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) IV. Organizational Management
Downtown Santa Monica, Inc. (DTSM, Inc.) is a non-profit organization that manages the 35-block district bounded by Ocean Avenue to the west, Wilshire Boulevard to the north, Lincoln Boulevard to the east, and the Santa Monica Freeway to the south. It provides maintenance, safety, advocacy, and marketing services within the district’s boundaries to promote the downtown area as a great place to live, work, play, and do business.

Property owners within the district boundaries are assessed annually based on the zone in which their property is located. Zone assessments are proportionate to the zone’s use of services.

Board of Directors DTSM Team
Chair
Michele Aronson
Vice Chairs
Sean Besser
Gleam Davis
Hodge Patterson
Secretary + Treasurer
Eric Sedman
Board Members
Richard Bloom
Bruce Fairty
Albin Gielicz
Josh Gilman
Stan Iezman
Peter James
Judy Kruger
John Warfel
Chief Executive Officer
Debbie Lee
SVP of Brand + Creative
Chamarra McCrorey
Director of Communications + Public Affairs
Sydney Kovach
Manager of Events
Laura Borsecnik
Manager of Community Engagement
Tiffany Onyejekwe
Manager of Data + Research
Michael Lin
Manager of Business Operations
Victor Greenwood
18 4.D.a
Packet Pg. 261 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) V. District Boundary Map
The boundaries of the Downtown Santa Monica district extend from the east side of Ocean Ave to the east side of Lincoln Blvd. and from the I-10 freeway to the commercial parcels immediately north of Wilshire Blvd.
19 4.D.a
Packet Pg. 262 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) VI. FY 2026-27 Revenue Projections & Operational Budget FY 2026-27 DTSM, INC. REVENUE
Bayside District Assessment $ 1,177,077.00
CBD Assessment $ 122,968.00
Zone 1/2/3 Assessment $ 4,463,507.00
Zone L Assessment $ 573,234.00
Zone O Assessment $ 340,784.00
City Parks Program $ 1,624,584.00
Enterprise Programs $760,551.33
Interest Income $41,242.00
Ice RInk Income $350,000.00
TOTAL $ 9,453,947.33
20 4.D.a
Packet Pg. 263 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) FY 2026-27 DTSM, INC. OPERATIONAL BUDGET
PERSONNEL $ 1,791,517.49
Salaries Retirement Payroll Taxes Benefits
ORGANIZATIONAL MANAGEMENT $ 594,604.31
Bank Charges
Office Supplies &
Maintenance
Subscriptions
Rent + Electric
Taxes & Licenses
Memberships
Postage
Travel & Auto
Parking
Telephones/Cable
Insurance
Staff Development
Accounting + Audit
Legal
Human Resources
IT Support
BRAND MANAGEMENT & OUTREACH $ 970,880.79
Community Events
Marketing + Outreach
Public Relations
Advertising
Digital
Downtown Signage
Economic Development
Data Services
OPERATIONS & PUBLIC SPACE MANAGEMENT $ 6,096,944.73
Zones 1/2/3 Maintenance
Zone L/O Maintenance
PS Restroom Monitoring
Private Security
Downtown
Outreach
City Parks
Program
Infrastructure
Landscaping
Supplies & Materials
Lincoln Beautification
Holiday Decor +
Storage
Decorative Lighting
TOTAL $ 9,453,947.32
21 4.D.a
Packet Pg. 264 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) VII. Data, Reports, & Accountability
DTSM, Inc. will use a data-driven approach to guide implementation and refinement.

We will track key performance indicators, including cleanliness, safety perception, foot traffic, dwell time, vacancy rates, leasing activity, and program performance. We will report regularly to ensure transparency and accountability and to drive continuous improvement.

Dashboard
Key Performance Indicators (KPIs)
Cleanliness Safety Brand Management Programs + Services Bags of Trash Removed Quality of Life Issues
Addressed
Social Media
Engagement Rate
Occupancy rate
Graffiti Tags Removed Conflict Interventions Sponsorship revenue Leasing referrals Pressure Washing
Squarefootage
Community
Assistance
Events revenue +
Spending Lift
Visitation Increase
Human and Animal
Waste Removals
Project Homecoming
Referrals
Website traffic Consumer spending
(by day, usage type)
Sweeping
Squarefootage
Newsletter Open Rate Dwell Time
Media placements +
earned coverage
22 4.D.a
Packet Pg. 265 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) VIII. City of Santa Monica Public Works Maintenance Matrix The following pages contain a matrix outlining the services in Downtown provided by the Promenade Maintenance team of the City of Santa Monica Public Works Department. It is the responsibility of DTSM, Inc. to ensure maintenance work meets or exceeds the minimum levels of service established on creation of the assessment district.
3 rd Street Promenade, Promenade Maintenance:

From the north side of Wilshire to the south side of Broadway Shifts: Effective
● 5:00am to 1:30pm. 7 days a week
● 2:00 p.m. to 10:30 p.m. 7 days a week
Service Description Frequency
Pedestrian Walkways:

Sweeper
Scrubber
Pressure Washer
Pre-treat stains and spot
pressure wash
Picks up large debris
Picks up small debris, applies
degreaser, scrubs pavement &
recovers excess water.

Cleans in places scrubbers can’t
reach.

Degreaser applied with
hand-sprayer
Once daily, 7 days a week
Once daily, 7 days a week
Once daily, 5 days a week As
needed
Monitoring Walk site, sweep & remove debris Daily and as needed Drinking Fountains Spray & wipe Daily and as needed
Stainless Steel Bollards
(27)
Pressure wash. spray & wipe, Once daily
Sculptures (9) Spray & wipe Once daily, as needed
Graffiti Remove As needed
Dinosaur Pools (4) Remove debris As needed
23 4.D.a
Packet Pg. 266 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) 3rd Street Promenade, Promenade Maintenance Cont.

Service Description Frequency
Special Events Extra trash containers & general
maintenance frequencies
As needed
Spot Cleaning &
Customer Calls
Additional cleanings, graffiti, broken
glass, animal waste, etc.

As needed
Off Duty
Emergency Call-outs
Oil spills, water, accidents, etc. As needed
Section – 3
rd Street Promenade, Public Landscape:

Service Description Frequency
Tree Trimming (174
trees/palms)
Regular As needed, based upon inspection
Tree Well (174 tree wells) Inspect for grate or decomposed granite displacement
As needed, based upon inspection
Floral & Topiaries (Dinosaur
fountain planters)
2,000 sq. ft.

Prune & shape topiaries
Weed and detail floral beds
Lawn maintenance
Once every six weeks
3X weekly, as needed
Irrigation Inspection Check system and controller for
proper settings
Weekly, as needed
Parking Structures, Public Landscape:

Service Description Frequency
Planter Maintenance (ground
level planters in Structure 1&
3 only)
Pick up litter & debris Prune shrubs Weekly
Monthly
24 4.D.a
Packet Pg. 267 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) Section – Colorado Avenue, Arizona Avenue & Wilshire Boulevard:

Shifts:
● 5:00 a.m. to 1:30 p.m. 7 days a week
● 2:00 p.m. to 10:30 p.m. 7 days a week
Service Description Frequency
Pedestrian Walkways:

Sweeper
Scrubber (Esplanade South
Side)
Pressure Washer
Pre-treat stains/spot
pressure washing
Picks up large debris
Pick up small debris, applies degreaser,
scrubs pavement & recovers excess
water
Cleans in places scrubbers can’t reach
Degreaser applied with hand-sprayer
5 x a week
3 x a week
4 x a week
Monitoring Walk site, sweep & remove debris • Daily, as needed Bus Stop Powerwash • As needed
Trash Containers Wipe top, remove trash, replace bag • Twice daily, as needed Trash Container Liners Pressure wash & deodorize • As needed Spot Cleaning &
Customer Calls
Additional cleanings, graffiti, broken
glass, animal waste, etc.
• As needed, 7 days a
week
Off Duty
Emergency Call-outs
Oil spills, water, accidents, etc. • As needed
25 4.D.a
Packet Pg. 268 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) Section - Colorado Avenue, Arizona Avenue & Wilshire Boulevard, 2 nd & 4th Streets, Public
Landscape
2 ND & 4th Street
Service Description Frequency
Tree Trimming Regular • Every 3 years or as needed,
based upon
Tree Well Maintenance Backfill tree wells with decomposed granite
• As needed, based upon
inspection.

Arizona Ave.

Service Description Frequency
Tree Trimming Regular • Every 3 years or as needed,
based upon
Tree Well Maintenance Backfill tree wells with decomposed granite
• As needed, based upon
inspection.

Wilshire Blvd.

Service Description Frequency
Tree Trimming Regular Every 3 years or as needed,
based upon inspection.

Section - Transit Mall:

Sidewalks on both sides of the streets:
● Broadway east side of Ocean Avenue to alley between 5 thand 6th Streets.
● Santa Monica Boulevard from east side of Ocean Avenue to alley between 5 th
and 6
th Streets.

Shifts:
● 5:00 a.m. to 1:30 p.m. 7 days a week
● 2:00 p.m. to 10:30 p.m. 7 days a week
Service Description Frequency
Monitoring Walk site, sweep & remove debris Daily
26 4.D.a
Packet Pg. 269 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) Transit Mall, Cont.

Service Description Frequency
Benches Spray & wipe, polish wood Once daily, as needed Drinking Fountains Spray & wipe Daily, as needed
Trash Containers Wipe top, remove trash, replace bag Four times daily Trash Container Liners Power wash clean As needed
Bollards Spray & wipe Once daily, 5 days a week
Informational Signs Spray & wipe Once daily, 5 days a week Arbors Spray & wipe Once daily, 5 days a week
Graffiti Monitor & Remove As needed
Spot Cleaning & Customer
Calls
Additional cleanings, graffiti, broken
glass, animal waste, etc.

As needed
Off Duty
Emergency Call-outs
Oil spills, water, accidents, etc. As needed
Section - Transit Mall, Public Landscape:

Service Description Frequency
Tree Trimming Regular Every 3 years or as needed,
based upon inspection.

Tree Well Maintenance Inspect for grate displacement
and/or debris & litter
Clean debris, reset tree grates
As needed, based upon
inspection.

Irrigation Inspections Check system and controller for
proper settings
Weekly
Section – Colorado, Broadway, Santa Monica Blvd., Arizona Avenue & Wilshire Blvd
Sidewalks on both sides of streets from east side of 5
th
to the alley east of 7
th
27 4.D.a
Packet Pg. 270 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) 5 th
, 6
thand 7th Streets:

Sidewalks on both sides of streets from north of Wilshire Blvd to south of Colorado Ave.

Service Description Frequency
Pedestrian Walkways:

Sweeper
Scrubber
Pressure Washer
Pre-treat stains/ and spot
pressure wash
Picks up large debris
Picks up small debris, applies
degreaser, scrubs pavement &
recovers excess water
Cleans in places scrubbers can’t
reach
Degreaser applied with
hand-sprayer
Twice weekly
Once every three weeks
As needed
Monitoring Walk site, sweep & remove
debris
As needed
Tree Well Maintenance Clean debris
Remove weeds
Daily, as needed
As needed, based upon
inspections
Section - Alleys:
● 1
stCourt: Between Ocean Avenue & 2nd Street from north side of Wilshire Boulevard to south side of Colorado Avenue.
● Mall Court West: Between 2
nd Street and 3rd Street from north side of Wilshire
Boulevard to south side of Broadway.
● Mall Court East: Between 3
rd Street and 4th Street from north side of Wilshire
Boulevard to south side of Broadway.
● 4
thCourt: Between 4thand 5th Streets from north side of Wilshire Boulevard to south side of Colorado Avenue.
● 5
thCourt: Between 5th Street and 6th Street from north side of Wilshire Boulevard to south side of Colorado Avenue.
● 6
thCourt: Between 6th Street and 7th Street from Colorado to Wilshire ● 7
thCourt: Between 7th Street and Lincoln Blvd. from Colorado to Wilshire 28 4.D.a
Packet Pg. 271 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) Shifts: Effective
● 5:00 a.m. to 1:30 p.m. 7 days a week
● 2:00 p.m. to 10:30 p.m. 7 days a week
Alleys, Promenade Maintenance:

Service Description Frequency
Mall Court East & West
Sweeper/ Mobile
Vacuum / scrubber
Picks up small debris, applies degreaser,
scrubs pavement & recovers excess
water
5 days a week
Monitoring Walk site, sweep & remove debris Daily
Spills Apply absorbent, pressure wash and
scrub
As needed
Spot Cleaning
& Customer Calls
Discarded furniture, appliances, spills, etc. As needed Graffiti Monitor & Remove As needed
Weed suppression Remove weeds As needed,
Off Duty
Emergency Call-outs
Toxic spills, water, accidents, etc. As needed
1st, 4th, 5th, 6th & 7th Courts:

Service Description Frequency
Mobile Vacuum Vacuums debris from large areas 5 days a week Monitoring Walk site, sweep debris Once daily
Spot Cleaning
& Customer Calls
Discarded furniture, appliances, spills,
etc.

As needed
Graffiti Remove As needed
Off Duty
Emergency Call-outs
Oil spills, electrical, water, accidents, etc. As needed Weed suppression Remove weeds As needed
29 4.D.a
Packet Pg. 272 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) Section – Colorado Ave. Esplanade:

From east side of 4
th St. to the east side of Ocean Ave
Service Description Frequency
Pedestrian Walkways:

Sweeper
Sweeper / scrubber
Pressure Washer
Pre-treat stains and spot
pressure wash
Picks up large debris
Picks up small debris, applies degreaser,
scrubs pavement & recovers excess water
Cleans in places scrubbers can’t reach
Degreaser applied with hand-sprayer
Once daily
Once daily
Once daily
Once daily, 5 days a week
(Mon., Tue., Thu., Fri., Sat.)
As needed
Monitoring Walk site, sweep & remove debris Daily as needed Trash Containers Wipe top, remove trash, replace bag 4 times daily Trash Container Liners Pressure wash / wipe down from the inside & deodorize
As needed
Graffiti Remove As needed
Landscape General Maintenance-using current
maintenance specifications requirements
Twice monthly
City of Santa Monica Department of Transportation Service Matrix Downtown Parking Facility Maintenance Matrix
The Parking Division of the Department of Transportation conducts several related activities in support of Downtown Santa Monica Clean and Safe Initiatives. These operational efforts include:
● SP+ parking contract tasks related to cleanliness and monitoring of facilities ● City Staff inspection roles and management of resources applied to clean and safe activities
30 4.D.a
Packet Pg. 273 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) Downtown Parking Facility Maintenance Matrix (cont.)
● Funding of interdepartmental efforts to provide for basic and enhanced security and cleanliness measures,
● Periodic evaluation of effectiveness of anti-littering, graffiti, and human soiling countermeasures to adapt to changing conditions, and
● Regular collaboration and meeting with DTSM and Public Works – Promenade Maintenance partners to solution more effective and joint cleanliness and safety countermeasures.

The role of the parking contractor, SP Plus, Inc. in accomplishing basic clean and safe measures is significant and completed over three daily work shifts. The following tables describe specific tasks accomplished by SP+.

On succeeding pages are found the activities that SP Plus performs to assist with Clean and Safe Initiatives.

Parking Structure Maintenance Schedule
The following duties are performed in Parking Structures during the stated shifts.

Duties and shifts are subject to change based on need. All shifts document maintenance issues for reporting and responding to calls routed through the dispatch center, such as biohazards, lost items, broken glass, or other messes needing immediate attention. Large graffiti or graffiti placed in hard-to-reach areas that require aerial lifts or extendable ladders are out of the scope of DTSM, Inc. services.

Structures 4 & 5
● Close all restrooms for deep cleaning, floor-to-ceiling Structures 4, 5, 9, & 10
● Clean restrooms (empty trash, clean toilets/urinals, clean sinks, counters, mirrors, and replenish toiletries as needed)
● Structures 9 and 10: receive daytime porter service after 9 a.m. and upon request.

Structures 1, 2, 4, 5, 6, 9, & 10
● Clean restrooms daily (empty trash, clean toilets/urinals, clean sinks, counters, mirrors, replenish toiletries as needed, sweep/mop as needed ● Pull all trash (2/3rds full), replace bags on every level of the parking structures, and wipe down cans
31 4.D.a
Packet Pg. 274 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) ● Wipe down all structure interior signage, permanent and temporary, and fire and electrical boxes
● Remove or paint over small graffiti areas
● Conduct pan and broom service as needed
● Clean and disinfect areas of feces and urine as needed ● Elevators: Sweep, mop and clean interior surfaces. Biohazard cleanup as needed.
● Structures 9 and 10 receive daytime scheduled porter service, small graffiti removal, and spot cleaning before 9 p.m. and upon request.

Downtown Parking Structures 1, 2, 4, 5, 6, 9 & 10:

Service Description Frequency
Public Elevators:

Usability Inspection
Preventive
Maintenance
Major Repairs
Up-time Reports
Daily inspection of all publicly
accessible elevators OTIS conducts
monthly inspections/ minor repairs
As-needed safety, electronic, &
mechanical repairs Administrative
reporting of elevator availability
Once daily, 7 days a week
Monthly
As needed
Once a month
Parking Structure Safety Measures (PS 1, 2, 4, 5, & 6)
Service Description Frequency
Fire Alarm Testing Scheduling of routine testing
functions, subcontracts with Allen
Alarm and OTIS
Four times annually
Fire Alarm Repairs SP+ subcontracts with ADT and
Redhawk to conduct on the spot
repairs
As needed
Public Restrooms –
Plumbing Issues
SP+ porters and subcontractors
on-call to repair and replace stuck
plumbing
As needed
32 4.D.a
Packet Pg. 275 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) Parking Structure Safety Measures (PS 1, 2, 4, 5, & 6) Cont.

Service Description Frequency
Public Restrooms –
fixture replacements
SP+ porters replace broken sinks,
urinals, toilets, mirrors, hand dryers,
and doors
Inspection once daily, 7 days/week. •
Fixture replacement as needed
PS 6 Emergency
Generator
Annual inspection and testing of
emergency diesel/electric generator
Annual inspection by subcontractor
Lighting Inspect stairwell, lobby, and drive
aisle lighting, replace damaged or
failed bulbs
Inspect daily/ 7 days/week
Replace as needed in batches,
weekly
Graffiti
Countermeasures
SP+ collaboration with DTSM/ PW-PM,
performs final paint top coat
Inspection once daily, 7 days/week. •
As needed final top-coat paint
applied after PW or DTSM graffiti
removal.

Clarifiers Inspect and clean out sumps,
clarifiers
PS 1 monthly,
Sanitary
Sewer Inspections
Inspect and clean sewers as
preventive maintenance
As needed
Storm Drain Cleaning Inspect and clean out storm drains in parking facilities
As needed or at least annually
Storm Drain Repairs Toxic spills, water accidents, pipe and catchment replacements
As-needed in collaboration with PW
- Facilities Maintenance Division
Safety and Guide Signing, Pavement Stencils, Flex Posts: PS 1, 2, 4, 5, 6, 9 & 10 Service Description Frequency
Safety Signage and
Guidance Signage
SP+ inspects daily and cleans or
replaces damaged signs
Inspection once daily, 7 days/week
Sign replacement as-needed in
batch
Curb Painting,
Pavement
delineation
Refresh curb paint and apply
pavement stencils.

Refresh paint one parking structure
per month, ongoing all year.
33 4.D.a
Packet Pg. 276 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) Safety and Guide Signing, Pavement Stencils, Flex Posts: PS 1, 2, 4, 5, 6, 9 & 10), Cont.

Service Description Frequency
Plastic Flex Points,
rubber-clad bollards
Inspect and replace lane posts in
structures and downtown surface
lots
Inspect Weekly
Replace in batches as needed
Mirrors Parking structure Exit mirrors at alleys
and streets
Inspect once daily, 7 days/ week
Replace/ adjust as needed
Handrails, stair treads,
barricades
Inspection, light cleaning, repaint
metal handrails or replace stair
treads as needed
Inspect once daily, 7 days/week
Repaint as needed
Replace treads/flooring as needed
Pavement/ Concrete
Repairs
Inspect and monitor, arrange with
subcontractor for minor repairs.

Consult with Public Works as
necessary for extensive repairs
Inspect and report minor damage
once daily, 7 days per week
Assign subcontractor to conduct
minor repairs in batches as needed
Lane striping, parking
stalls, directional
arrows
Inspect and monitor wear of lane
striping, parking stencils, arrows, and
related pavement markings
Inspect weekly
Assign subcontractor to refresh
pavement markings every two years
Conduct spot repainting as needed
Parking Structure Access and Revenue Control Systems (PARCS) Ken Edwards Center; Main Library; Civic Center, PS 1, 2, 4, 5, 6, 7, 8, 9 & 10 Service Description Frequency
Ticket and Pre-paid
Scanning Kiosks and
Pay-on-Foot
Machines
Inspect, replace stock, repair
damaged customer interfaces, and
conduct preventive maintenance.

Inspect once daily, 7 days/week
Replace ticket stock and money trays
as needed,
Conduct repairs as needed
Entry & Exit Gate arms Inspect and replace as need, daily Inspect safe and proper operation of gate arms
Replace as needed
Ken Edwards Center
Parking Structure
Inspect and monitor PARCS
machines Inspect gate arms
Once daily, 7 days/week
Replace as needed
Main Library
Parking Structure
Inspect coin, cash, and credit card
readers, change dispensers
Inspect gate arms
Once daily, 7 days a week
Replace as needed
34 4.D.a
Packet Pg. 277 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget) Ken Edwards Center; Main Library; Civic Center, PS 1, 2, 4, 5, 6, 7, 8, 9 & 10 Cont.

Service Description Frequency
Civic Center
Parking Structure
Inspect coin, cash, and credit card
readers, change dispensers
Conduct incidental pan & broom
clean up Inspect Lighting, fire alarms,
elevators
Once daily, 7 days a week
Cash and ticket
pullers
Inspect coin, cash, and credit card
readers, change dispensers
Once daily, 7 days/week
Replace/ repair as needed
Customer Interface,
Communication
equipment
Inspect voice, speaker, and pin-hole
camera communication system
Once daily, 7 days/week
35 4.D.a
Packet Pg. 278 Attachment: Downtown Santa Monica Work Plan (FY 2026–27) (7776 : DTSM Workplan and Budget)

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Santa Monica City CouncilJuly 14, 2026

Santa Monica City Council
July 14, 2026