Santa Monica City Council
October 13, 2026

City Council
Report
City Council Meeting: March 24, 2026
Agenda Item: 11.C
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To: Mayor and City Council
From: Oliver Chi, City Manager, City Manager's Office
Subject: Santa Monica Realignment Plan Update
Recommended Action
Staff recommends that the City Council approve adjustments to the Santa Monica Realignment plan to transition towards operationalizing performance gains as new service delivery standards for public safety renewal, revitalization of key public spaces, and achievement of organizational stability and fiscal balance, via the following direction:

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 findings of categorical exemptions pursuant to Section 15301 (Existing Facilities), Section 15306 (Information Collection), Section 15273 (Rates, Tolls, Fares, and Charges), and Section 15324 (Regulations of Working Conditions) ;

2. Adopt a Resolution revising rates for Downtown Parking Structures 1-9 and Ken Edwards Center, establishing the Fitness and Wellness Business Validation Pilot Program and the School Validation Pilot Program, establishing prorated Residential Parking Permits, and revising parking access card prices (Attachment A);

3. Adopt a Resolution waiving the City of Santa Monica portion of the wastewater capacity fee for restaurant and restaurant expansion projects. (Attachment B);

4. Endorse the conceptual framework for a Retail to Restaurant Activation Program and provide direction regarding eligibility criteria and geographic prioritization for (1) retail-to-restaurant conversion projects and (2) the reactivation of secondgeneration restaurant spaces, with staff conducting additional outreach to architects, restaurant operators, commercial brokers, and other stakeholders to further refine program design prior to implementation;

5. Authorize staff to establish an Economic Development Fund reserve of $3,000,000 from available one-time General Fund resources, with expenditures subject to subsequent Council authorization;

6. Introduce for first reading an ordinance amending Santa Monica Municipal Code (SMMC) Chapter 6.44, to Establish Entertainment Zones in the Downtown core, 2 of 57
on Portions of the Santa Monica Pier, and Along Portions of Main Street and Montana Avenues (Attachment C);

7. Introduce for First Reading an Ordinance to Provide for Additional Regulations Related to Sitting and Lying in the Public Right-of-Way and Possession of Open Alcoholic Beverage Containers to Coordinate with the Establishment of Entertainment Zones and Upcoming Major Events (Attachment D);

8. Adopt a resolution revising fees, including a permit and license fee waiver for unimproved sidewalk dining and a waiver of the City of Santa Monica portion of the wastewater capacity fee for simple tables and chairs outdoor Dining and Seating on Sidewalks. This is part of establishing the no-cost sidewalk dining program eliminating permit requirements and fees for qualifying basic outdoor dining configurations (Attachment E);

9. Introduce for first reading an ordinance amending SMMC Chapter 9.53, Transportation Demand Management, to Modify Mandatory Average Vehicle Ridership Survey Requirements by modernizing employer survey requirements through a self-attestation model (Attachment F);

10.Adopt a resolution temporarily waiving the City of Santa Monica portion of film permit application fees (Attachment G);

11.Authorize the City Manager to accept two grants from Los Angeles County Metropolitan Transportation Authority (Metro) for Open and Slow Streets Cycle Six (FIFA World Cup) and Seven (Olympic Games) awarded in the amount of $250,000 and $500,000, respectively, in the City Manager’s Office, and to accept all grant renewals;

12.Authorize the City Manager to negotiate and execute a first modification to agreement # 5247 in the amount of $250,000 with Revel Republic to create and implement artwork and / or produce and implement public programs and events in Santa Monica as a Production Partner for the Recreation and Arts Department.

This will result in a 5-year amended agreement with a new total amount not to exceed $500,000, with future year funding contingent on Council budget approval (Attachment H);

13.Approve all personnel changes (Attachment I), approve revenue adjustments, and appropriate expenditure budget adjustments for FY 2025-26 and FY 2026-27 (Attachment J), requires 5 votes;

14.Adopt a Resolution establishing new classifications and adopting salary rates for various listed positions (Attachment K);

15.Authorize staff to modify the Remote Work Program, establishing the In-Person Workplace Equity Benefit and establishing the Opt-Out Employee Support Program;

16.Adopt a Resolution accepting tentative agreements and authorizing the City Manager to execute Side Letters of Agreement with Local 1109 and POA, authorizing revised Executive Pay Plan and revised Confidential Unrepresented Employees Pay Plan equity updates (Attachment L);

17.Introduce for first reading the attached ordinance to amend Santa Monica Municipal Code Chapter 2.04 relating to Civil Service appointment and promotional rules (Attachment M);
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18.Authorize the City Manager to execute a contract with Segal Co. to conduct an enterprise-wide classification and compensation study. This recommended award is made as an exception to the competitive bidding process pursuant to SMMC Section 2.24.250 (c) and is for a total amount not to exceed $525,000, over a four-year period, with future year funding contingent on Council budget approval (Attachment N);

19.Receive an update and provide direction on potential regulations related to using vehicles for living quarters and rental of recreational vehicles to be used as living quarters in the public right-of-way (“vanlording”) and safe parking sites;

20.Authorize the City Manager to negotiate and execute a Memorandum of Understanding with Metro to enable the Santa Monica Police Department to conduct enforcement actions on Metro train platforms within the City;

21.Direct staff to conduct housing-first system of care community outreach; and

22.Provide direction to study the nonprofit housing development entity.

Executive Summary
On October 28, 2025, the City Council adopted the Santa Monica Realignment Plan, a comprehensive strategy aimed at restoring public safety, revitalizing key civic spaces, and rebuilding organizational strength, all in an effort to grow economic activity and return the City to fiscal balance.

The plan organized a series of interlocking programs and projects through five strategic priorities, funded through the use of $60 million in reserves previously allocated by the City Council. Through the Realignment Plan, the City also identified a series of new revenue measures and cost containment strategies that were designed to achieve a structurally balanced General Fund operating budget by FY 2027-28.

Since being authorized, staff has been working with a sense of urgency to execute the Realignment Plan, and the results to date have been significant. Consider just a few of the outcomes that have been delivered by the City.
• Part I crime is down 12.5%.
• The Police Department has achieved full sworn staffing for the first time in over 20 years.
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• The City Attorney’s Criminal Unit is now filing on approximately 88% of all legally fileable cases, up from 65-70% previously.
• Building plan check performance has improved to 92.5% on-time for first round reviews, an improvement of more than 40 percentage points in just four months. • All library branches are open for the first time since 2020.

Of particular note, as these operational enhancements have been advanced, the City Council has also adopted several new programmatic revenue measures and operational cost saving enhancements, such that when taking into account the options that exist with regard to the Joint Use Agreement with the Santa Monica Malibu Unified School District (SMMUSD), the City’s General Fund is now projected to achieve a structurally balanced budget without the use of reserves by FY 2026-27 – a full year ahead of the original plan.

These results demonstrate that the Realignment framework is sound and producing measurable outcomes.

At the same time, during the City’s most recent Executive Team retreat held this past January, staff has identified a critical insight: the progress achieved to date must be operationalized – embedded into the daily systems, structures, and culture of the City – to ensure that enhanced service levels being delivered now become the permanent standard for Santa Monica, rather than just a temporary surge. This involves expanding our Realignment strategic priorities of enhanced public safety, infrastructure improvements, and enhanced maintenance approach beyond just the City’s Downtown core, and to Santa Monica’s other commercial corridors and neighborhoods.

Operationalizing the Realignment Plan and establishing a new standard of organizational outputs across the City has been identified as critically important to City 5 of 57
Council’s ongoing direction that we achieve a renaissance for Santa Monica. Because while the City has realized improvements on foundational elements related to public safety, clean streets, and organizational health, the private sector reinvestment needed to sustain long-term economic recovery in Santa Monica has not yet materialized at the scale required to achieve a revitalization of the local economy.

Accordingly, this report has been prepared to provide details that outline our current Realignment Plan accomplishments, deliver an update on the 2025 public safety gains that have been achieved, and to outline the City’s current budgetary status.

Further, to operationalize the Realignment Plan gains that we have achieved, staff is also recommending a series of targeted adjustments organized around four key themes.

1. Instituting a series of organizational adjustments, including departmental restructuring, establishing workplace scheduling standards, and making associated personnel adjustments.

2. Establishing a series of new economic development tools and strategies to catalyze private sector activity.

3. Adopting a series of new public safety enhancement policies.

4. Exploring new housing strategies to better address housing insecurity and homelessness related considerations.

I. Realignment Plan Accomplishments
Since the City Council adopted the Realignment Plan in October 2025, staff has moved aggressively to implement the programs, projects, and strategies included as part of the overarching effort. The following provides an overview of key accomplishments, organized by the five established Realignment strategic priorities. 6 of 57

1. Safe Neighborhoods and Clean Streets
Public safety and the physical condition of our civic spaces were identified as the foundational priorities of the Realignment Plan. Progress across both areas has been substantial.
• Safe Neighborhoods
o The Police Department, under the leadership of Chief Darrick Jacob, has fully implemented the Realignment deployment model.

The reformatted Downtown Services Unit now consistently deploys 8-10 officers per day within the Downtown core, supported by dedicated bicycle patrols, multi-use vehicle teams working the beach and parking lots, and weekly coordination with the Homeless Liaison Program team.
o The Downtown Police Substation at Santa Monica Place Mall began construction on March 6, with a target completion date of late March 2026.
o A major milestone was reached when the Police Department achieved full sworn staffing for the first time in over 20 years. With the City’s approval of 10 over-hire positions, the department has added new officers and stabilized staffing levels across patrol and specialized units. The department currently has 23 open background investigations and has received 391 new applications since January 2026.
o The Crime Impact Team (CIT) is now operating with a specialized team of 4 officers and 1 sergeant, collaborating with the Criminal Investigations Division to target residential burglary crews, robbery crews, and organized retail theft groups. CIT regularly organizes organized retail theft operations in the Downtown footprint utilizing 7 of 57
resources from the SMART center, CID, and DSU. These
intelligence-led deployments have resulted in 8 felony arrests related to organized retail theft.
o Traffic enforcement has expanded significantly with the addition of 2 full-time motor officers. The department has also secured the OTS STEP Grant, which supports operations focused on
motorcycle safety, bicycle and pedestrian safety, distracted driving, and impaired driving enforcement.
o On the prosecution side, the City Attorney’s Criminal Unit has successfully hired a new Legal Assistant and a Senior Legal Analyst as authorized under the Realignment Plan. The unit has seen a 40% increase in case submissions in the last quarter of 2025, compared to the same period in 2024. Upon implementation of the Realignment deployment model, the City Attorney’s Office has filed on approximately 88% of all fileable cases from October through December 2025, a significant improvement over the approximate 65-70% filing rate based on total submissions seen previously.
• Clean Streets
o The Downtown capital improvement program associated with the Realignment Plan is being is executing across all program areas. o Urban Forestry and Green Infrastructure
▪ 603 trees have been pruned in the Downtown core, with the 2 nd and 4th Street Ficus corridors complete, and 5th Street scheduled for completion in coming weeks.
▪ All 37 new 36-inch box trees have been planted in vacant wells to restore canopy and pedestrian comfort.
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▪ The tree-well regrading program is 20% complete, with work ongoing across 403 wells.
o Streetscape and Public Realm Enhancements
▪ The repair of 7,000 square feet of sidewalks in the
Downtown is advancing.
▪ Crosswalk repainting at 8 major intersections is in
contracting, with work anticipated to start in mid-March. ▪ Accessible Pedestrian Signal buttons have been ordered and installation is being scheduled.
▪ A safety barrier for Parking Structure 4 has been designed and submitted for plan review.
▪ New trash can replacements are being piloted, with threestream and single-stream container systems installed on the Promenade on February 5 for testing in coordination with DTSM.
o Civic Identity and Placemaking Investments
▪ The City has completed the installation of over 300 California native plants at gateway locations on Lincoln, 4th, and 5th Streets, with drip irrigation installed for recycled water connection.
▪ The 4th Street median has received native plantings, with signage in coordination.
▪ The City Hall fountain has been fully repaired, and flood damage to the Tongva Park fountain is being assessed.
▪ The Caltrans Delegated Maintenance Agreement has been activated, with the City having collected 5.17 tons of debris to date.
▪ The City’s Homeless Support Team (HoST) continues to
expand its impact, collecting a total of 744.68 tons of debris since October 2023. Of note, collection volumes have
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increased exponentially since adoption of the Realignment Plan – 436.02 tons of debris were removed in 2025, a 71.7% increase in activity compared with 2024 (253.97 tons
removed). Also, the HoST team removed 54.69 tons in
2023.
o Downtown Event Readiness
▪ This work includes the engagement of a consultant team to develop standardized traffic control plans for signature events, with anticipated completion by July 2026.
▪ Anti-vehicle barrier options for the Farmers Market and Arizona Avenue events are under evaluation, along with
options for Main Street.
o Parks and Beachside Maintenance Improvements
▪ The City has completed door and hardware upgrades at
beach restrooms 16 and 17, in addition to repainting those facilities.
▪ A new Tymco 600 beach sweeper has been ordered, with
expected delivery in December 2026.
o Citywide BID Improvements
▪ In addition to the Downtown capital program, the City has allocated $500,000 in targeted improvements across
commercial corridors in partnership with our Business
Improvement Districts.

2. Activating Economic Opportunity and Growth
Economic revitalization efforts have progressed on multiple fronts, though broader macroeconomic conditions continue to present challenges. 10 of 57
• All Santa Monica Public Library locations are now open at least three days per week for the first time since 2020, with the Ocean Park and Fairview branches reopening in January 2026.
o The Realignment plan contemplates expanding to four days of full service at Fairview, Ocean Park, and Montana Branch Libraries starting July 1, 2026.
• Permitting modernization has produced notable early results. With the addition of contract support and interim process refinements, first-round plan check performance improved to 92.5% on-time by December 2025, an improvement of more than 40 percentage points in just four months. o The Archistar AI Plan Check pilot program is being rolled out, with contract approval with Archistar set for March 2026.
o In addition, staff continues to work to deploy the new Clariti land management system and the new permitting portal will further enhance service delivery. Of note, staff has flagged the Clariti permit system implementation process as in need of special attention, given technical issues that have been observed with our implementation partner.
• The Entertainment Zone on the Third Street Promenade – the first of its kind in Southern California, enabled by California Senate Bill 969 – launched with a soft rollout in June 2025 and has been operational on Fridays through Sundays.
o Participating businesses have reported positive impacts on foot traffic and customer activity.
• Staff has engaged event production partners to develop a coherent cultural activation framework for Downtown that will help identify and implement programming strategies intended to increase foot traffic, dwell time, and positive public perception.
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• Progress is being made towards launching a series of local activation events in Santa Monica that are tied to the World Cup in June / July 2026. • A large-scale music festival in partnership with Goldenvoice is advancing toward a licensing agreement (likely ready in April for City Council consideration), with the event scheduled for September 2026. • The City continues to make progress on licensing agreements to facilitate a broadcasting partnership event with ESPN in 2027.
• Multiple agreements are being matured with nations involved in the 2028 Olympics to locate hospitality / event facilities in Santa Monica. • Reduced outdoor dining program fees took effect in December 2025, lowering charges to $1 per square foot per month for sidewalk dining and $2 per square foot for parklets, while waiving portions of permit costs. o These adjustments have helped retain existing operators and attract new applicants, with 59 restaurants currently participating citywide.

3. Developing Affordable, Livable, and Secure Housing
Housing stability programs have advanced with foundational policy work and expanded enforcement capacity.
• The vacant property registration ordinances has been adopted by the City Council. The vacant property program will provide additional enforcement tools for the approximately 170 vacant properties in the City, with 30-40 of those in substantial disrepair.
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• The City’s rent registry ordinance has been adopted and will require registration of the City’s approximately 15,000 non-rent-controlled housing units, providing the City with critical data on market-rate rental housing conditions.
• Two new code enforcement officers have been hired, with initial training underway. When the full team of 10 is deployed, the City will have code enforcement coverage seven days per week, with the capacity to handle complaint-based inquiries while also proactively addressing vacant properties, residential habitability issues, and unpermitted work. • Staff has continued to advance a focus on housing development projects in the Downtown, prioritizing housing opportunities that exist on City owned land in the area. Further, planning staff has begun policy assessments that, without jeopardizing certification of the Housing Element, can help ensure that future housing development along our boulevards remains compatible with our existing residential neighborhoods

4. Creating Organizational Capacity
Organizational capacity investments are producing measurable results across the City operation.
• Public Works recruitments authorized under the Realignment Plan are substantially complete.
o The Downtown District Maintenance Team has been recruited and deployed for seven-day coverage including evenings.
o The expanded Homeless Support Team recruitment is complete with deployment expected in the next few months.
o Groundskeeping positions are filling across Tongva Park, Palisades Park, and beach maintenance operations.
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o A second tree pruning crew is now active, with 680 trees pruned in January alone, targeting at least 7,000 trees pruned by June 30. • The Ambulance Operator program launched successfully in February, with the City taking over ambulance operations from McCormick. • The Fire Department has also deployed a second Advanced Provider Unit, which delivers advanced medical assessment and care in the field to serve vulnerable populations, reduces 9-1-1 system strain and Emergency Department overcrowding, and creates a more efficient and cost-effective EMS system.

5. Building Organizational Health
The One SaMo organizational culture framework has been established and is being embedded across the City operation.
• The values of Humility, Integrity, Motivation, and Care are increasingly reflected in how teams operate, how staff are recognized, and how the organization approaches its work. Staff recognition programs have been implemented to identify and celebrate individuals and teams that exemplify the One SaMo values in their daily work.
• The non-sworn equity adjustments authorized in October have been implemented, representing a meaningful step toward creating more equitable compensation structures across the organization.

In addition, a Realignment Scorecard dashboard has been developed to provide the public with ongoing, transparent access to the City’s progress against its Realignment Plan commitments, per City Council. The scorecard is being finalized and will be accessible on the City’s website within the next few weeks, with an initial screenshot of the coming dashboard available below.
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II. 2025 Public Safety Update
Given the centrality of public safety to the Realignment Plan, this update report has been structured to provide a detailed review of Police Department operational outcomes for both calendar year 2025 and for the initial months following full deployment of the Realignment model.

SMPD Year-End Results (2024 to 2025)
During 2025, the Santa Monica Police Department shifted toward a more proactive, prevention-focused policing model emphasizing visible patrol, early intervention, and consistent presence in locations generating repeated calls for service. This approach, 15 of 57
led by Chief Jacob, aligned the City’s public safety priorities and set the foundation for the Realignment deployment changes implemented in late-2025.

Key year-end results include:
• Part I crime (representing violent offenses and burglary) declined 12.5% (or by 599 crimes), from 4,793 in 2024 to 4,194 in 2025.
• Total calls for service decreased from 128,820 in 2024 to 124,848 in 2025, a reduction of 3.1%.
• Total arrests increased from 2,804 in 2024 to 3,446 in 2025, an increase of

22.9%.
• Traffic citations increased from 2,835 in 2024 to 5,723 in 2025, an increase of 102%.
• Officer-initiated activity increased by 7.5% between 2024 and 2025, as proactive enforcement moved from 40% of total workload in 2024 up to 43% in 2025.

Overall, during 2025, SMPD officers conducted more field contacts, investigative stops, and preventative enforcement actions, addressing violations during patrol rather than after escalation. Reductions in burglary and robbery contributed to the overall decline in serious crime, while officers conducted over 1,400 drug and narcotic-related enforcement actions during proactive patrol activity.

Post-Realignment Deployment (December 2025 — February 2026) As impressive as the full year 2025 public safety results have been, the postRealignment Plan activities in the Police Department demonstrate an even higher level of public safety output. Beginning in September 2025, SMPD began shifting deployment toward increased patrol presence in areas generating repeated calls for service. By December 2025, improved staffing levels allowed the deployment plan to 16 of 57
be fully implemented. The deployment shift was guided by Chief Jacob’s four operational priorities, which are:

1. Reducing crime

2. Addressing homelessness impacts

3. Improving traffic safety

4. Strengthening community engagement
The initial results following full Realignment Plan implementation are significant.

First, traffic enforcement activity accelerated sharply. • Traffic stops increased substantially
o From 429 in December 2024 to 1,270 in December 2025 (196% increase) o From 1,094 in January 2025 to 1,554 in January 2026 (42% increase) o From 501 in February 2025 to 1,110 in February 2026 (122% increase) • Monthly traffic citations increased substantially
o Averaged 1,200 during the December 2025 through February 2026 period, compared to 480 per month during 2025 (150% increase)
o The December 2025 – February 2026 average of 1,200 monthly traffic citations compares favorably against 2024 levels also, when the City averaged 240 traffic citations per month (400% increase).

In addition, proactive drug enforcement intensified as increased field contacts led to more drug-related investigations.
• Drug-related investigations rose from 61 in December 2024 to 133 in December 2025 (118% increase).
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• Investigations increased from 65 in January 2025 to 175 in January 2026 (169% increase).
• Finally, investigations increased from 54 in February 2025 to 139 in February 2026 (157% increase).

Finally, weekly arrest activity in the Police Department has also been climbing steadily. • SMPD averaged 81 arrests per week in December, increasing to 94 per week in January (16% month-over-month increase), and 104 per week in February (11% month-over-month increase).

Taken together, these public safety indicators reflect a fundamental change in how the Police Department is operating. With outstanding leadership, stable staffing, and consistent deployment, officers are identifying issues earlier and addressing them during the initial encounter instead of returning repeatedly after escalation.

This approach supports the Realignment Plan by aligning police activity with housing, human services, public works, and regional partners so that recurring problems are addressed through coordinated action rather than isolated response. The longer-term objective is stabilization – fewer repeat calls, more consistent service delivery, and a clearer understanding among residents and businesses of what to expect from daily public safety operations.

III. Budget Update
At the time of adoption of the Realignment Plan, the City was facing significant fiscal headwinds, for both the City’s ongoing General Fund operating budget (an estimated $29.6 million operating deficit in FY 2026-27) and the City’s unobligated free cash position (which had decreased from $435.8 million in 2018, to approximately $155 million in non-restricted reserves today – with approximately $94 million of that amount unobligated in 2025).
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As part of the Realignment Plan, an overarching fiscal strategy was developed to institute new internal expenditure controls, secure new programmatic revenues, and account for the expiration of the Joint Use Agreement with the SMMUSD in 2027.

Taken together, those measures resulted in a projected fiscal model whereby the City would run a modest deficit in FY 2025-26 (~$1 million) and FY 2026-27 (~$597K), before achieving a net positive General Fund operating position of $3.4 million in FY 2027-28.

The chart below outlines the projected City’s General Fund budget position when the Realignment Plan was first adopted in 2025.

FY 2024-25
Actuals
FY 2025-26
Revised
Budget
FY 2026-27
Approved
Budget Plan
Projection
FY 2027-28
Projection
FY 2028-29
Projection
FY 2029-30
Balance -6,668,402 -24,323,081 -29,058,979 -15,839,928 -10,301,304 -13,224,061 Reserves 6,668,402 31,851,732 21,479,866
Starting Fund Balance with Use of Reserves 0 7,528,651 -7,579,113 -15,839,928 -10,301,304 -13,224,061 Organizational Capacity Building Costs 0 -12,049,821 -22,870,998 -24,328,178 -25,121,956 -25,961,484 One-time Capital Costs 0 -7,699,000 0 0 0 0
New Revenue Streams 0 11,201,476 29,852,952 43,566,452 46,796,947 44,706,279 Net Revenues over Costs 0 -8,547,345 6,981,954 19,238,274 21,674,991 18,744,795 Net GF Structural Position 0 -1,018,693 -597,158 3,398,346 11,373,687 5,520,734 Significant Progress Made Towards Achieving Fiscal Stabilization Since adoption of the Realignment Plan in 2025, the City has been focused on implementing the key revenue measures and cost containment strategies identified as part of the program, and we have made progress more quickly than initially anticipated.

The following outline highlights the key fiscal / budgetary initiatives have been achieved during the past several months.
• Vacancy rate and hiring management practices are generating approximately $6 million per year in General Fund cost savings.
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• Optimizing investment earnings income has resulted in new annual revenues of approximately $1.0 million per year for the General Fund. • User fee adjustments and the credit card convenience fee program are generating approximately $1.8 million per year more than previously anticipated in combined new General Fund revenues.
• The digital signage program, adopted in December 2025, is projected to generate approximately $4.5 million per year in new General Fund revenues starting in Q1-2027.
• The parking rate update, implemented in January 2026, is projected to generate approximately $8.5 million per year in new General Fund revenues. • The Ambulance Operator program, which was fully launched in February 2026, is generating approximately $7 million per year in new General Fund revenues.

In total, the new program funding identified above represents approximately $28.8 million in new General Fund revenues that have been secured. Combined with continued prudent General Fund expenditure management, and taking into account the options that exist with the Joint Use Agreement with SMMUSD (an approximate $12 million per year contribution that currently is set to expire in 2027, and which can be extended if a proposed citizens’ initiative parcel tax measure qualifies for the ballot and is approved by the voters), the City’s General Fund is now projected to run a surplus of $5.4 million in FY 2026-27. A summary of our projected General Fund position through FY 2029-30 is outlined below:
• FY 2025-26: The City is projected to have a balanced General Fund budget, relying on the strategic use of reserves as planned in the Realignment Plan. 20 of 57
• FY 2026-27: The City is projected to achieve a General Fund surplus of approximately $5.4 million, meaning that the full use of reserves as originally envisioned will not be necessary. Further, by the end of FY 2026-27, the City’s budgetary forecast identifies a structurally balanced General Fund. • FY 2027-28: The General Fund is projected to run a slight surplus of $3.3 million, as Realignment Plan revenue measures achieve full annualization. • FY 2028-29: The surplus is projected to grow further to approximately $10.8 million, reflecting full revenue maturation and the benefits of global events including the Super Bowl and the approach of the 2028 Olympics. • FY 2029-30: The operating budget is projected to return to run a modest surplus of $5.1 million as revenues return to a more typical non-Olympic year.

The following chart outlines the City’s current revised budgetary projections, based on approval of new Realignment Plan fiscal programs during the past several months.

FY 2025-26
Revised Budget
FY 2026-27
Approved
Budget Plan
Projection
FY 2027-28
Projection
FY 2028-29
Projection
FY 2029-30
REVENUES $ 476,298,558 $ 515,591,303 $ 544,598,597 $ 569,149,658 $ 581,467,367 Base Revenues $ 471,067,010 $ 490,037,101 $ 507,477,395 $ 529,294,769 $ 543,781,407 Realignment Plan Revenues $ 5,231,548 $ 25,554,202 $ 37,121,202 $ 39,854,890 $ 37,685,960 OPERATING EXPENDITURES $ (487,594,685) $ (514,926,127) $ (520,327,412) $ (537,114,227) $ (555,163,150) Base Expenditures $ (479,394,864) $ (497,755,130) $ (502,399,234) $ (518,492,270) $ (535,901,666) Realignment Plan Expenditures $ (8,199,821) $ (17,170,998) $ (17,928,178) $ (18,621,956) $ (19,261,484) CAPITAL EXPENDITURES $ (22,529,829) $ (21,426,552) $ (21,003,690) $ (21,189,404) $ (21,189,404) Base Expenditures $ (16,080,829) $ (21,426,552) $ (21,003,690) $ (21,189,404) $ (21,189,404) Realignment Plan Expenditures $ (6,449,000) $ - $ - $ - $ - ASSIGNED RESERVE BALANCE, PLUS REVENUES, MINUS EXPENDITURES $ (33,825,956) $ (20,761,376) $ 3,267,494 $ 10,846,027 $ 5,114,813 USE OF RESERVES $ 33,825,956 $ 26,174,044
NET GF STRUCTURAL POSITION $ - $ 5,412,668 $ 3,267,494 $ 10,846,027 $ 5,114,813 Additional Financial Strength Considerations
Beyond the core operating budget projections, several additional factors materially strengthen the City’s fiscal position.
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• The City is in active discussions to finalize major event licensing agreements (including FIFA World Cup activations, the Goldenvoice music festival, an ESPN broadcasting partnership, and Olympic hospitality arrangements) that are expected to generate significant direct revenues not reflected in the projections presented in this report.
• Further, the City’s available cash position remains strong at approximately $94 million in unobligated General Fund cash on hand.
• Also, the City Attorney’s Office has made meaningful progress in reducing the City’s exposure to contingent liabilities.

Taken together – a structurally balanced operating budget, anticipated event-driven revenues, a strong cash position, and an improved liability profile – these factors collectively create a level of fiscal stability that the City has not been able to achieved for multiple years, and provides the City Council with an environment where real options now exist for investing in the economic revitalization strategies needed to achieve a renaissance for Santa Monica. A more detailed discussion of these considerations is provided in the Budgetary Impacts section of this report.

IV. Operationalizing the Realignment – Executive Team Retreat Findings In January 2026, the City’s Executive Team convened its second quarterly off-site planning retreat to assess what has been working, what needs attention, and what should be prioritized to sustain the momentum generated by the Realignment Plan.

The retreat produced an important realization. The ET identified that there is a palpable energy, excitement, and hope throughout the City organization – new staff have been hired, new expectations are being established, and new processes are being deployed across every department. And through the work of our people, it is clear that our Realignment Plan is delivering real results.
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But the Executive Team also recognized a key risk – that the progress we have achieved to date could prove to be temporary if we do not now engage the hard work of embedding all of our new expectations into the daily systems, structures, and culture of our organization.

Enhanced service levels must become the permanent standard for Santa Monica – not a project to execute via a Realignment Plan, but rather, simply the way we do things here at the City.

This means that the work ahead of us is different from the work that has been completed to date. Launching programs and deploying resources was the first challenge. The next challenge is converting those programs into institutional practice, to ensure that what we are building endures beyond the urgency and the moment that created it.

To address these considerations, the Executive Team identified six global priorities that form the operational infrastructure needed to sustain Realignment Plan gains:

1. Remote Work Normalization. The ET identified a need to create a consistent, Citywide standard for remote work that prioritizes in-person collaboration, leadership presence, and organizational equity. Approximately 70% of the City’s workforce – public safety personnel, field crews, and front-line staff – work inperson every day. The current remote work program in the City has grown inconsistent across departments, creating multiple different employee experiences within the same organization.

2. Citywide Staff Training. The ET identified an urgent need to relaunch a comprehensive training program, with particular emphasis on frontline supervisor development. Effective supervision is the single most important lever for translating organizational values into daily practice, and the City’s training infrastructure requires renewed investment.
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3. Staff Engagement. Building organizational health requires consistent, intentional opportunities for staff connection and recognition. The ET identified a need to create regular Citywide engagement opportunities that build organically on existing events and reinforce the One SaMo culture.

4. Data Framework. To support continuous improvement, the City needs a rational and useful Citywide data framework, one that measures what matters, avoids data collection as busywork, and facilitates information sharing across departments. To begin, a Realignment Plan Scorecard has been established, and a workplan effort to leverage that work into a broader Citywide Scorecard is now underway.

5. Departmental Work Plans. The ET identified a need for a more structured framework through which departments articulate priorities, track progress, and engage in continuous improvement.

6. Habitability Response Framework. Current dispersed response protocols for habitability issues are producing sub-optimal outcomes and create a significant level of service delivery duplication. The ET identified a need to develop a centralized framework for addressing habitability concerns, including potential regulatory clarification and enhanced neighborhood preservation efforts.

These six priorities represent the operational infrastructure needed to convert Realignment Plan progress into permanent organizational capacity. Staff has been working to develop a series of recommended adjustments, which are outlined in the following section of this report, to address these priorities through targeted organizational restructuring, updated workplace standards, and strategic personnel investments.

Critically, operationalizing the Realignment Plan is not only an internal organizational imperative. It is also the essential precondition for economic revitalization. The City’s ability to attract and retain private sector investment depends on demonstrating 24 of 57
consistently – every day – that Santa Monica delivers exceptional municipal services, maintains its public spaces to the highest standard, and operates as a responsive, reliable partner for the business community. The adjustments recommended in this report are designed to make that demonstration permanent.

V. Recommended Adjustments
Based on the progress achieved, the fiscal position of the City, and the operational priorities identified through the ET retreat, staff has been working to develop a series of recommended adjustments to establish the Realignment Plan project as the base level operating standard for the City, and to create an intentional investment of resources into spurring an economic revitalization – both of which will be necessary to achieve a renaissance in Santa Monica.

These recommended adjustments are organized into four categories, as follows:

1. Instituting Organizational Adjustments

2. Establishing New Economic Development Tools

3. Adopting New Public Safety Policies

4. Exploring New Housing & Homeless Response Strategies

1. Instituting Organizational Adjustments
The Realignment Plan launched new programs and deployed new resources across the City operation. And during the past few months, as staff has engaged the use of these new programs and resources, we have identified a series of additional organizational adjustments that are recommended for implementation, in order to sustain the programs we have established on a permanent basis. The adjustments include departmental restructuring, establishing new workplace scheduling standards, and instituting associated personnel / labor agreement adjustments.
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Departmental Restructuring
• Public Works Department Reorganization
o The most significant organizational adjustment recommended in this update is a comprehensive restructuring of the Public Works Department.

This second phase of realignment builds on the resources allocated previously and seeks to maximize their impact through selective restructuring of the department, aligning like-minded services, gaining operational efficiencies, and ensuring the City’s priority areas outside of the Downtown core consistently meet the highest standards of maintenance and appearance.
o The reorganization includes four major components.
▪ First, the creation of a new Downtown and Beach Maintenance Division that merges the existing Downtown maintenance team with the beach maintenance team under a unified, mission-driven structure. This division will ensure a renewed focus on Downtown and beach areas while also expanding enhanced cleaning services – including regular power washing, hand and broom cleaning, and enhanced sidewalk maintenance – to the City’s other key commercial corridors, including Montana Avenue, Wilshire Boulevard, Main Street, Pico Boulevard, and Ocean Park
Boulevard. This expansion will be supported through a partnership with Chrysalis, extending the enhanced maintenance model that has been successfully deployed in the Downtown to all of the City’s commercial districts.
▪ Second, the absorption of the Mobility Division from the Department of Transportation into Public Works Engineering. This
consolidation places the planning, design, construction, and maintenance of the City’s public right-of-way under a single 26 of 57
department, enabling more streamlined delivery of roadway safety improvements and better alignment of capital project planning with ongoing maintenance operations.
▪ Third, the transfer of the City’s 311 Customer Support operation from the City Manager’s Office to Public Works. Approximately 70% of all 311 tickets are for Public Works-related matters. Placing the customer service function within the department that handles the vast majority of service requests will improve coordination, accelerate response times, and enable better alignment with upcoming software system improvements.
▪ Fourth, the reorganization of the Landscape and Parks operation into a consolidated unit, along with restructured reporting lines across multiple divisions to improve supervisory coverage and accountability.
o This reorganization adds a total of 12 positions across the department, including expanded administrative and supervisory support, additional technical staffing to address deferred maintenance and accelerate capital project delivery, and expanded community-facing support for customer service and public engagement.
o The reorganization also includes dedicated funding for contracted cleaning services along commercial corridors and enhanced custodial and landscaping services at libraries as operating hours increase. • Police Department Adjustments
o To operationalize the public safety gains documented in this report, the following additions to the Police Department are recommended. 27 of 57
▪ A Police Captain position to oversee the Real-Time Crime Center (RTCC) and Dispatch / OEM operation. The RTCC is the
intelligence backbone of the proactive policing model that is driving the crime reduction results documented in this report. Dedicating a Captain-level position to this function establishes it as a core operational responsibility with permanent senior leadership, while also balancing out oversight responsibilities across the rest of the PD command structure.
▪ Two Lead Public Safety Dispatcher positions to support the increased workload generated by the surge in officer-initiated activity since the Realignment deployment model was
implemented.
▪ A Public Services Administrator to provide dedicated program management for the Public Safety Officers deployed across the City, including at the Promenade, Palisades Park, Tongva Park, Reed Park, and Downtown parking garages.
▪ Additional part-time crossing guards to provide crossing guard services at schools and key intersections, supporting the traffic safety priority and the City’s Vision Zero commitment.
▪ Two Animal Care Attendants to maintain service quality at the City’s animal shelter operation.
• Housing and Human Services – Rent Registry Launch
o To implement the rent registry program authorized under the Realignment Plan, a small investment of staffing is needed, as follows. 28 of 57
▪ Three analyst positions are recommended in the Housing and Human Services Department: a Senior Administrative Analyst, a Data Analyst, and an Assistant Administrative Analyst.
▪ These positions will be responsible for launching the program and beginning the collection and analysis of data for the City’s approximately 15,000 non-rent-controlled housing units. • Human Resources – Training and Engagement
o In order to support our Citywide objective of enhancing training and employee engagement, an investment of resources will be needed in the Human Resources Department.
▪ Two positions are recommended – a Human Resources Analyst and a Human Resources Technician – to support the relaunch of Citywide training programs and employee engagement initiatives identified as priorities during the ET retreat.
▪ These positions will be essential to relaunching the Santa Monica Institute training program, developing targeted training for frontline supervisors, and coordinating regular staff engagement activities.

The recommendation also includes funding for a Learning Management System to support Citywide training delivery. 29 of 57
• Community Development Department
o To support permitting improvements and to streamline our code enforcement operation – both of which play an important role in the economic recovery of the City – an investment of resources into the Community Development Department is recommended.
▪ To create better work flow in the Code Enforcement operation, two positions – a Code Enforcement Supervisor and a Lead Code Enforcement Officer – are recommended.
▪ In addition, to support and improve counter and permitting operations, a Customer Services Assistant and a Staff Assistant III are recommended.
• Economic Development Division Restructure
o To support an enhanced focus on economic development activities, a restructuring of the Economic Development Division is being proposed. ▪ The Economic Development Division is recommended for
reorganization into three focused divisions: Land Development, Real Property Management, and Business Attraction and
Retention. This structure aligns the division directly with the three functions most critical to closing the gap between the City’s foundational Realignment investments and the private sector reinvestment needed to sustain long-term economic recovery. ▪ The restructure also adds three positions to the economic development operation, including an Economic Development Administrator, an Administrative Analyst, and a Staff Assistant. 30 of 57
▪ Two positions are also proposed for addition to strengthen the City’s major events capacity: an Administrative Analyst and an Event Coordinator.
• Other Departmental Adjustments
o There are a series of other more limited adjustments proposed across several other departments, as follows.
▪ City Attorney’s Office – the addition of a Deputy City Attorney, a Principal Legal Analyst, and a Senior Legal Analyst are recommended to facilitate operational improvements in the CAO by increasing capacity to engage in consumer protection
investigations; respond to requests for public records, which have seen a large increase in volume and complexity; and to more efficiently defend the City in complex litigation matters via in-house resources.
▪ Library Department – the addition of a Library Program Specialist and a part-time Library Assistant III are recommended to facilitate expanding services at all branch libraries to a minimum of 4-days per week of in-person service.
▪ Fire Department – the addition of 1 firefighter / paramedic to fully operationalize 7-day a week service for our APU program is recommended.
▪ Recreation & Arts Department – To support community event programming and online program registration efforts, the addition of a Recreation & Arts Administrator and a Community Recreation Systems Coordinator are recommended.
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▪ Department of Transportation – With the new parking validation programs being developed, adding a new Parking Permits
Assistant is recommended.

Remote Work Program Modifications
One of the six global priorities identified during the Executive Team retreat was the need to create a consistent, Citywide standard for remote work. Approximately 70% of the City’s workforce work in-person every day. Over the past several years, implementation of the City’s remote work program has grown inconsistent across departments, creating meaningfully different employee experiences within the same organization. Also, many of the City’s remote-eligible staff are managers and supervisors, and the ET identified that managing and caring for people well requires leaders to be present with their teams for mentoring, problem-solving, and the daily work of building trust.

To address these considerations – while also preserving meaningful remote work flexibility – the Executive Team has been working to develop a Remote Work Program modification proposal organized around a core principle: One SaMo means one set of expectations for all.

Under the proposed modification, the program would work as follows. • All Executive Team members will immediately transition to working a fully inperson schedule. • During the next several months, Department Heads will identify each position within their department as remote-eligible or non-remote-eligible, with Human Resources reviewing those determinations to ensure consistency across departments and alignment with operational needs.
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• Then, starting at some point in Q4-2026 / Q1-2027, remote-eligible employees will follow a standardized schedule of Tuesday through Thursday in-person, with Monday and Friday as remote work-days.
o Employees will also have an annual opportunity to modify their in-person or remote selection under the proposed program design.
o Department Heads will develop counter coverage and facility operating hour plans based on their specific service delivery needs. ▪ In recognition that some operations require additional scheduling flexibility, Department Heads may also authorize a 4/10 compressed work schedule for employees where operational circumstances support it.
▪ For public counter operations, Department Heads will have discretion to modify the remote work schedule so that participating employees who elect remote work may receive up to two remote days per week, depending on operational needs.
• To create equity and recognize the commitment of employees who are physically present every day, the modification includes an In-Person Workplace Equity Benefit, providing 8 hours per month of non-cashable and non-bankable leave time for those employees working a fully in-person schedule. • For employees who determine that the new remote work structure is incompatible with their life circumstances, the program design includes an OptOut Employee Support Program. o This program will be made available to all full-time employees Citywide with at least 6 months of active employment, and provides 6 months of paid Administrative Leave following an irrevocable voluntary resignation.

The City has been in active discussions with all bargaining units regarding this proposed modification, and if approved, staff will spend the next several months working to finalize program details with our labor group partners. In addition, staff is concurrently 33 of 57
working to address office space, parking, and commuter support considerations associated with an increased mid-week in-person presence.

Personnel / Labor Agreement Adjustments
With the proposed Remote Work Program adjustments, coupled with an identification of internal equity adjustments that were identified subsequent to the adoption of the Realignment Plan (where public safety bargaining groups were not considered when instituting fully-paid medical coverage for non-sworn staff) and benefit alignment between bargaining groups, this update completes personnel and labor agreement adjustments across several work groups, as follows.
• Public Safety Labor Adjustments
o Staff recommends extending fully-paid medical insurance coverage to sworn police employees represented by the POA, who are now the only group to not have fully paid medical costs in the City. If adopted, this action would complete the equity commitment across all employee groups, ensuring that every employee of the City receives this foundational benefit.
o Members of Local 1109 previously gave up a 2% wage adjustment in order to secure fully-paid medical benefits, and it is recommended that an adjustment be made to compensate for that prior trade off. In addition, Local 1109 has agreed to modify overtime rules in an effort to create greater equity amongst how OT assignments are distributed, subject to ensuring that the adjustment creates no overall fiscal impact for either their members or for the City. That corresponding adjustment is also incorporated into this plan.
o To align employee benefits across bargaining unit groups that have interconnected benefits, it is recommended that a longevity pay and revised education incentive be instituted to address compaction between 34 of 57
EPP participants and their subordinate employees. Currently qualifying public safety bargaining unit members receive a 14% longevity pay benefit. Accordingly, longevity pay is recommended to be set at 4% of salary for miscellaneous employees and at 11% for public safety employees who qualify in EPP. Also, public safety bargaining unit members receive a 12.8% for educational incentive. To address that issue, the education incentive for qualifying members is recommended to be set at 5% for all EPP participants. Finally, the Chief of Police is recommended to receive a $6,000 / year uniform allowance. • Other Personnel Adjustments
o During the last year’s negotiation process, Confidential Unrepresented Employees (CUE) were not provided with benefit levels commensurate with other labor groups. In light of that fact, staff recommends increasing the confidentiality premium for CUE employees to 3% of base salary. o Realigning salary levels for several Department Head positions is also recommended to ensure compensation parity between our Library, Communications, Recreation & Arts, Community Development, and City Clerk positions.
o Adopting clean-up ordinance language to align the City’s municipal code regulations with Charter required Civil Service provisions is recommended.
o Finally, staff recommends that the City launch a Citywide Class & Comp study by authorizing a contract with Segal Company.

2. Establishing New Economic Development Strategies
The Realignment Plan’s foundational investments in public safety, clean streets, and organizational capacity were designed to create the conditions necessary for renewed 35 of 57
private sector investment in Santa Monica. The public safety data and capital improvement progress documented in this report demonstrate that those conditions are being established.

However, macroeconomic headwinds – including a challenging restaurant and hospitality environment, continued effects from the 2025 Palisades Fire, and reduced international tourism – have meant that creating favorable conditions alone has not yet been sufficient to catalyze the level of private investment the City needs to achieve a revitalization of the local economy.

For instance, HDL Q2-2025 data illustrates these challenges acutely. Restaurant and hotel sales declined 4.1% year over year, compared with a 1.4% decline across all sectors. Quick service restaurants experienced a 13.9% decline, fine dining declined

9.1%, and fast casual declined 8.2%. Operators are managing declining sales alongside rising costs for labor, food, and services.

To address this gap, staff has been assessing policy direction from the City Council to develop a coordinated economic development strategy. That assessment has resulted in the creation of a series of interconnected programs that span regulatory reform, direct financial incentives, active business attraction efforts, and strategic investments in major event programming. An overview of the program details included as part of this economic development strategy are outlined below.
• Economic Development Fund
o Staff recommends the establishment of a $3 million Economic Development Fund from available one-time General Fund reserves previously allocated by the City Council as part of the original Realignment Plan.
o This fund is envisioned to be used for the following programmatic activities:
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▪ Support restaurant attraction and tenant improvement incentives for new restaurants opening in the Downtown core and on the Promenade.
▪ Business attraction efforts for unique uses that would drive foot traffic Downtown.
▪ General business attraction and retention activities, including attendance at industry events such as ICSC.
▪ Seeding capital for the Rose Parade float program as directed by City Council.
▪ Support capital renewal efforts for the Promenade.
o Depending on the scale of the identified project, use of these funds would be brought back for City Council review and approval.
• Simple Tables and Chairs Sidewalk Dining Fee Waiver Program o Building on the outdoor dining fee reductions implemented in December 2025, staff recommends eliminating City fees and permit requirements for outdoor dining setups consisting solely of simple tables and chairs. o This change, modeled on a similar approach implemented in San Francisco, would eliminate permit requirements and associated fees for qualifying setups, reduce administrative time and costs for small businesses, and allow restaurant operators to focus resources on service, stabilization, and growth.
o 19 current simple-setup operators would see their monthly license fees eliminated, and up to 40 existing licensed sidewalk dining businesses could opt into the free program by transitioning to simple configurations. 37 of 57
• Wastewater Fee Waiver for New Restaurants and Restaurant Expansion Projects
o In response to City Council direction, staff recommends adopting a resolution to waive the City portion of the wastewater capacity fee for restaurant and restaurant expansion projects.
o The City’s wastewater capacity fee currently costs new restaurant and hospitality uses approximately $1,400 per seat for buildings that have not previously been used for restaurant purposes or existing restaurants who add net new seats. For a 50-seat restaurant, this represents $70,000 in City fees before a single meal is served.
o Waiving this fee removes a significant financial barrier to restaurants that are essential to filling citywide vacancies and generating foot traffic, sales tax revenue, and community vibrancy.
o Restaurants will be required though to continue to pay the City of Los Angeles Hyperion wastewater fee of approximately $400 per seat. • Retail to Restaurant Activation Program
o In response to City Council direction, staff has been working to develop a Retail to Restaurant Activation Program to help accelerate activation of vacant and underutilized commercial spaces.
▪ The program will be developed in consultation with architects and restaurant operators to determine the areas of highest need, and to calibrate the level of City investment necessary to incentivize participation in the program.
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o The program would support both reactivation of dormant secondgeneration restaurant spaces and conversion of vacant retail spaces to restaurant or hospitality uses.
o While program details are still being developed, elements of the initiative are envisioned to include:
▪ Some type of forgivable loan option to help offset key start-up costs for qualified operators.
▪ Participation would occur through a competitive application process.
▪ Qualifying applicants would also receive no-cost case management support, as well as an expedited, coordinated City review process to help reduce start-up timelines and soft costs associated with restaurant activation.
• Entertainment Zone Expansion and Public Spaces Regulations o The Entertainment Zone on the Third Street Promenade – the first of its kind in Southern California – launched in June 2025 and has provided a meaningful new activation tool for the Promenade.
o Staff recommends expanding the Entertainment Zone program through four actions.
▪ Extending the Entertainment Zone to cover the entire Downtown core, providing greater programming flexibility for events and activations beyond the Promenade.
▪ Authorizing an event-based Entertainment Zone for the Santa Monica Pier, allowing alcohol consumption within designated boundaries during approved events.
▪ Extending Entertainment Zone authority to the Main Street Business Improvement District.
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▪ Extending event-based Entertainment Zone authority to the Montana Avenue Business Improvement District.
o This tiered approach provides each commercial district with a meaningful economic development tool tailored to its unique character. o In conjunction with the Entertainment Zone expansion, and in anticipation of upcoming major events, staff also recommends the concurrent adoption of updated Public Spaces Regulations to ensure that the expanded zones operate safely and effectively. The proposed ordinance would amend two sections of the Santa Monica Municipal Code.
▪ First, the prohibition against sitting and lying in the public right-ofway – currently applicable to the Third Street Promenade and the Downtown – would be extended to the commercially-zoned portions of Main Street and Montana Avenue, consistent with the planned expansion of Entertainment Zones in those areas.
• Like the Promenade, Main Street and Montana Avenue are both pedestrian-serving commercial districts with sustained high foot traffic. However, because these corridors are not pedestrian malls, obstruction of pedestrian access routes increases the likelihood that pedestrians will divert into travel lanes, creating exposure to vehicular conflict.
▪ Second, the City’s open container regulations – currently limited to parks and beaches – would be expanded to apply to all public property, including streets, alleyways, sidewalks, parkways, public buildings, public lavatories, parking facilities, parks, and beaches. • The existing exemption for areas covered by a City-issued license, permit, or lease would be maintained, and a new exemption would be added for areas within an established Entertainment Zone.
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• This expansion aligns the City’s open container framework with State law, which authorizes local jurisdictions to prohibit open containers on public property, while ensuring that Entertainment Zones continue to operate as intended.
• Downtown Parking Rate Adjustments & Validation Programs o The parking rate restructuring approved by Council has been implemented across the City, with the exception of Downtown Parking Structures 1-9 and the Ken Edwards Center.
o Following additional stakeholder feedback, staff recommends modified rates for these structures that extend the initial parking period to 90 minutes at $1, compared to the originally approved 30 minutes free.

Upper-tier rates would remain unchanged.
o In addition, staff recommends the establishment of two 12-month pilot validation programs.
▪ The Fitness and Wellness Business Validation Pilot Program provides qualifying Downtown businesses with $0.25 per validation – a 75% discount – with validations above 4,000 per month provided free.
▪ The School Validation Pilot Program provides free 30-minute validations for student drop-off and pick-up at three Downtown schools.
o In addition, staff is also recommending development of a future spendbased validation program for retail and restaurant businesses in partnership with DTSM.
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• Transportation Demand Management Program Modernization o The City’s TDM program has been identified by the business community as a significant source of regulatory friction.
o To reduce regulatory burdens and promote business friendliness, consistent with direction provided by Council in adopting the Realignment Plan in October 2025, staff recommends adoption of certain amendments to the Transportation Demand Management ordinance.
o The amendments would modify the submission requirement of the Average Vehicle Ridership survey for regulated employers with 30-249 employees, shifting it from an annual requirement to an optional annual submission as part of their annual Emission Reduction Plans. ▪ Staff would return to Council in fall 2028 to assess the efficacy of these program changes.
o Of note, employers with 250 or more employees must adhere to AQMD’s guidelines and requirements, as the City does not have sole regulatory authority over that threshold.
o Staff is also seeking authority from Council to create an alternative compliance option for employers with fewer than 250 employees, modeled after AQMD’s existing Air Quality Investment Program.
▪ Under this concept, funds collected from regulated employers who choose this option would be deposited in a restricted account and used by the City to support projects and initiatives aimed at further reducing emissions within the City.
o If approved, the following details summarize the proposed employer TDM annual compliance framework:
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▪ Employers w/ 10-29 Employees: Not subject to the Employer TDM ordinance
▪ Employers w/ 30-249 Employees: Submittal of annual employee vehicle survey will be optional, with an alternative compliance option being developed modeled after AQMD’s AQIP program whereby a fee is paid in lieu of survey results.
▪ Employers w/ 250+ Employees: Regulated employers may comply through submission of annual compliance documents to either the City or SCAQMD. Compliance can currently be achieved via AQMD’s AQIP program.
o This regulatory reform is an important signal to the business community that the City is serious about reducing unnecessary burdens on employers operating in Santa Monica.
• Temporary Waiver of City Film Permit Application Fees o The film industry in California is experiencing a period of significant disruption, with declining production activity and job losses being felt across the region.
o As part of the City’s broader economic development efforts, staff recommends temporarily waiving the City’s film permit application fees. o This waiver would apply only to the City’s application fee, which ranges from $350 to $700. Other costs associated with filming – including location fees, public safety staffing, and contractor fees paid to Film Santa Monica – would remain unchanged.
o The financial impact to the City is relatively small, but the waiver serves as a signal that Santa Monica is actively working to attract and retain film production during a challenging period for the industry. 43 of 57
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o Of note, other jurisdictions are implementing similar incentives, including the City of Los Angeles (which has introduced measures to reduce permitting barriers) and Culver City (which is currently offering free parking for production vehicles).
• Major Event Programming Investments
o To capitalize on the unprecedented concentration of major global events coming to the Los Angeles region over the next several years, staff recommends two actions to ensure the City is positioned to maximize the economic benefits of these events.
o First, staff recommends that the City Council authorize the acceptance of two grants from the Los Angeles County Metropolitan Transportation Authority for Open and Slow Streets events.
▪ $250,000 for a Cycle Six event associated with the FIFA World Cup ▪ $500,000 for a Cycle Seven event associated with the Olympic Games.
▪ Acceptance of these grants will allow Finance to open the grant accounts and keep the projects moving on schedule.
o Second, staff recommends authorizing a first modification to the City’s agreement with Revel Republic, increasing the Recreation and Arts Department’s Production Partner contractual services authority from $250,000 to $500,000.
▪ This increased authority will support the planned five-week FIFA World Cup 2026 Downtown Santa Monica activation running from June 11 through July 19, which the Major Events Team has developed in partnership with Recreation and Arts and DTSM. ▪ The activation will deliver a series of free and low-cost, familyfriendly programming tied to the World Cup, intended to foster 44 of 57
community engagement, support local businesses, and create inclusive public experiences in the Downtown area.

3. Adopting New Public Safety Policies
The Realignment Plan’s public safety strategy has produced significant results – Part I crime down 12.5%, proactive officer-initiated activity increasing across every metric, and a fully staffed police department for the first time in over two decades. These gains reflect the deployment of new resources and a fundamentally different operational philosophy within the Police Department.

To build on this progress, staff recommends two additional public safety policy actions that address specific challenges the City continues to face: the impacts of end-of-line Metro rail service on the Downtown core, and the growing concerns associated with vanlording and vehicle habitation on City streets.

Metro Memorandum of Understanding
Since the opening of the Expo line, the City has enjoyed the benefits of expanded transit access, however, being at the end-of-line has also created real public safety impacts.

Metro’s Tap to Exit program has not meaningfully mitigated these impacts locally, as high late-night fare evasion rates, continued end-of-line displacement, and the absence of consistent platform enforcement have limited its effectiveness. As a result, the Santa Monica Police Department continues to respond to the downstream effects of Metro operations without enforcement authority on the platforms themselves, reinforcing a reactive rather than preventative public safety posture in the Downtown core.

To address that issue, staff has been engaged in discussions with Metro Police Chief Bill Scott to develop a Memorandum of Understanding that would enable SMPD to conduct enforcement actions on Metro train platforms within the City. 45 of 57
In the assessment of staff, this MOU will have a meaningful impact in addressing the public safety concerns that have persisted since the opening of the Expo line, allowing the City to enjoy the benefits of transit service while effectively mitigating the negative public safety effects. Staff recommends that the City Council authorize the City Manager to negotiate and execute this agreement.

Vehicle Habitation, Safe Parking, & Vanlording Regulations When adopting the Realignment Plan, the City Council directed staff to explore an ordinance that would regulate vehicle habitation and prohibit the practice of renting out recreational vehicles for use as living or sleeping quarters on public streets, a practice commonly known as “vanlording.” Council further directed that the ordinance be tailored to avoid creating an ineffectual cycle of issuing citations, and instead establish a regulatory framework that assists those living in their vehicles with a pathway toward more sustainable and stable housing options.

This direction was provided in recognition of the vehicle habitation and vanlording related impacts that have emerged as a growing challenge in Santa Monica.

According to the 2025 Los Angeles Homeless Services Authority Homeless Count, the City has a homeless population of 812, with 10% (approximately 84 individuals across 23 cars, 52 vans, and 9 RVs) living in vehicles. This represents a 38% increase from 2024, when 61 individuals were identified as living in vehicles. Accordingly, this growth has also been accompanied by an increase in neighborhood safety complaints, public health concerns, and sanitation issues.

In response to City Council direction, staff has developed an ordinance that responds to this direction through two principal regulatory actions.

First, the ordinance prohibits the use of any vehicle for living quarters on any street or public property. The ordinance identifies specific evidence of vehicle habitation, including furniture set up in or around the vehicle such as chairs, 46 of 57
tables, umbrellas, or portable cooking equipment, or evidence of human waste in or around the vehicle. The ordinance makes clear that evidence of vehicle habitation does not include the use of a vehicle for amelioration of sickness or other temporary physical conditions causing an inability to operate the vehicle.

Consistent with the City’s longstanding approach to its prohibition against camping in public spaces, the vehicle habitation prohibition would also be implemented through progressive enforcement focused first on engagement and connection to services.

This progressive approach contemplates an option for individuals to relocate to a City-sponsored Safe Parking site. If the Safe Parking option is not utilized, every effort will then be made to provide additional resources to help individuals transition to more appropriate living conditions, including referrals to SamoBridge, Project Homecoming, the City’s Therapeutic Transport Van, the Salvation Army, and the City’s network of regional service partners. Enforcement of criminal penalties would be a last resort, pursued only after services have been repeatedly offered and refused.

Second, the ordinance addresses vanlording, a growing concern across California in which individuals rent out recreational vehicles for use as living or sleeping quarters on public streets. This practice is unlicensed and unregulated, often involving unregistered, poorly maintained, and inadequately insured vehicles that create substandard housing conditions.

Unlike traditional landlords, vanlords are not subject to laws requiring the upkeep of rental housing, and those who rent from them are not afforded the protections of tenant rights or basic habitability standards. The practice frequently exploits low-income and unhoused residents.
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To address these concerns, the ordinance prohibits the advertisement, rental, leasing, or lending of recreational vehicles to be used for living or sleeping quarters within the public right-of-way.

While the Safe Parking and Vanlording ordinances are complete, staff is recommending that we hold off on moving this effort forward until we can secure a final Safe Parking site. Of note, staff has been in discussions, and was able to secure, 4 dedicated spaces at a safe parking site approximately 15 minutes from Downtown Santa Monica, just over the City’s eastern border, for the exclusive use of people living in their vehicles in Santa Monica, with the potential to increase capacity as necessary. However, neighboring jurisdictions subsequently intervened and created a circumstance that now prevents the City from securing those Safe Parking spots. Accordingly, staff has engaged a process to seek other Safe Parking options, and we intend to return to Council for consideration of the ordinance once Safe Parking spots are secured.

4. Exploring New Housing & Homeless Response Strategies The Realignment Plan identified Developing Affordable, Livable, and Secure Housing for All as one of the City’s five strategic priorities. Progress to date has included adoption of the vacant property registration and rent registry ordinances, expansion of code enforcement capacity, and a continued focus on housing development opportunities in the Downtown core. These actions represent important foundational work in preserving existing housing stock and creating the policy infrastructure for future production.

However, the City’s housing challenges extend beyond preservation and regulation.

Santa Monica needs to expand the production of affordable and mixed-income housing units, and we need to fundamentally redesign how we deliver homeless services so that our investments produce lasting housing outcomes rather than temporary shelter placements.
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The recommendations in this section address both of these imperatives, proposing a new approach to homeless response built around a housing-first system of care, and exploring a new vehicle for accelerating affordable housing production to supplement the City’s existing tools.

Housing-First System of Care – Community Outreach
The Realignment Plan identified the need to relocate the SamoShel homeless shelter / Access Center out of Downtown and reimagine the City’s sheltering model. Since October, staff has been developing a comprehensive proposal to transition from the current Access Center and SamoShel model to a Citycontrolled, housing-first system of care.

The current model, while it has served the community well for many years, provides the City with access to shelter capacity only, without City-controlled interim housing or permanent housing pathways. In practical terms, this means the City funds the impacts of homelessness without controlling the outcomes.

Conditions have also materially shifted since the model was established, including Metro end-of-line proximity effects, enhanced behavioral health acuity among the population being served, and increased calls for service and public disorder concentrated in the City’s primary Downtown commercial core.

The system of care being developed by staff envisions a fundamentally different approach, one where the City has access to and control over infrastructure at each step of a housing-first continuum: targeted shelter matched to population and acuity, interim housing that provides stabilization and step-down care, and permanent housing pathways that deliver durable exits from homelessness.

This model would also prioritize the Santa Monica Priority Population for local placements and create a managed pipeline that facilitates movement from shelter through stabilization to permanent housing. If successfully implemented, the model would transition the City from a position of managing homelessness 49 of 57
impacts to one where we are managing housing outcomes, with clear accountability at every step of the continuum.

This is a significant undertaking that will affect neighborhoods, service providers, and the individuals and families the system is designed to serve. Accordingly, before finalizing any agreements or operational changes, staff recommends launching a comprehensive community engagement process. This engagement plan will include internal staff and commission engagement, coordination with homeless service providers, input from public safety departments, town hall meetings, and targeted outreach to neighborhoods located adjacent to proposed service sites. The engagement period is proposed for March through May 2026, with a report back to City Council in June 2026 that incorporates community feedback and presents refined proposals for formal Council consideration.

Nonprofit Housing Development Entity
The housing-first system of care described above addresses how the City delivers homeless services. But shelter and interim housing alone do not end homelessness – permanent housing is ultimately what provides durable exits, reduces long-term shelter demand, and breaks the cycle of individuals returning to the streets.

To build the permanent housing leg of the continuum, and to more broadly expand the City’s capacity to produce affordable and mixed-income housing, staff recommends that the City Council direct staff to study the creation of a Cityaligned nonprofit housing development entity.

Today, the primary vehicle for affordable housing production in Santa Monica – as in most California cities – is the Low-Income Housing Tax Credit (LIHTC) program. While LIHTC has been an essential tool and will continue to play a central role, it has well-documented limitations: the competitive allocation process is slow and uncertain, development timelines are lengthy, and the program’s income-targeting requirements limit flexibility in serving the full range 50 of 57
of housing needs in the community. As a result, the City’s ability to directly produce housing at the pace and scale needed to support both its Housing Element goals and its system-of-care objectives is constrained.

A City-aligned nonprofit housing entity would supplement these existing programs by creating an additional production vehicle with several distinct advantages. The entity could secure land, finance and construct housing, and own and operate permanent housing assets – providing the City with direct control over the development pipeline. Also, by accessing tax-exempt financing and traditional bank lending based on rent rolls and income projections, the entity could achieve faster development timelines than tax-credit-only projects.

Separation of development risk from City operations would protect the General Fund while enabling a scalable, portfolio-based approach to housing production over time.

Perhaps most importantly, a nonprofit model would provide the City with flexibility that the traditional tax credit model does not offer. Rather than being limited to the income bands prescribed by federal programs, the entity could develop mixed-income housing serving a range of needs – from very low income through moderate and workforce levels – with custom income targeting aligned to City priorities. This flexibility would also allow the City to align housing placements with system-of-care priorities, so that permanent housing becomes an active tool in the continuum, supporting shelter exits, interim housing step-downs, and prevention of returns to homelessness.

This approach reflects a universalist model of housing delivery, one that serves a broad cross-section of the population rather than focusing exclusively on the lowest income tiers. While this model is more prevalent in international settings, instructive examples exist domestically, including the Housing Opportunities Commission of Montgomery County, Maryland, and the Atlanta Urban Development Corporation, both of which have demonstrated that municipal- 51 of 57
aligned nonprofit entities can effectively develop and manage mixed-income housing portfolios at scale.

If authorized, staff will return to City Council with findings and recommendations regarding the feasibility, structure, and governance of such an entity at a future date.

VI. Budgetary Impacts
Staff has assessed the budgetary impacts associated with implementing the organizational adjustments, economic development tools, public safety policies, and new housing and homeless response strategies identified in this report. All of the identified adjustments can be instituted while maintaining a structurally balanced General Fund operating budget.

After accounting for all of the new operating expenditures, budgetary adjustments, and spending plan offsets, the net annual budgetary impact of the recommended adjustments is as follows:
• FY 2025-26: approximately $1.4 million
• FY 2026-27: approximately $3.9 million (inclusive of the Economic Recovery Reserve allocation)
• FY 2027-28: approximately $3.2 million
• FY 2028-29: approximately $3.9 million
• FY 2029-30: approximately $3.9 million
These numbers include operating cost adjustments; new revenues identified from the Realignment Plan; and all expenses associated with departmental reorganizations, new 52 of 57
personnel, remote work / MOU / equity adjustments, and capital investments outlined in this report.

When those annual costs are factored into the existing budget, the all-in fiscal picture is as follows:
• FY 2025-26: Balanced, utilizing reserves as anticipated under the original Realignment Plan.
• FY 2026-27: Net structural position of approximately $13,000 (essentially breakeven after funding all recommended investments and the $3 million Economic Recovery Reserve)
• FY 2027-28: Net positive structural position of approximately $28,000. • FY 2028-29: Surplus of approximately $6.9 million, as revenue measures achieve full maturation.
• FY 2029-30: Surplus of approximately $1.2 million.

The chart below outlines our updated General Fund budgetary forecast, inclusive of all of the recommendations included in this report.
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FY 2025-26
Revised Budget
FY 2026-27
Approved
Budget Plan
Projection
FY 2027-28
Projection
FY 2028-29
Projection
FY 2029-30
REVENUES $ 477,098,558 $ 517,391,303 $ 546,386,097 $ 571,349,346 $ 583,653,921 Base Revenues $ 471,067,010 $ 490,037,101 $ 507,477,395 $ 529,294,769 $ 543,781,407 Realignment Plan Revenues $ 6,031,548 $ 27,354,202 $ 38,908,702 $ 42,054,578 $ 39,872,514 OPERATING EXPENDITURES $ (489,865,071) $ (525,163,166) $ (531,019,969) $ (548,339,357) $ (566,391,831) Base Expenditures $ (479,394,864) $ (497,755,130) $ (502,399,234) $ (518,492,270) $ (535,901,666) Realignment Plan Expenditures $ (10,470,207) $ (27,408,037) $ (28,620,735) $ (29,847,086) $ (30,490,165) CAPITAL EXPENDITURES $ (22,500,415) $ (13,947,843) $ (15,338,270) $ (16,098,146) $ (16,098,146) Base Expenditures $ (16,080,829) $ (21,426,552) $ (21,003,690) $ (21,189,404) $ (21,189,404) Realignment Plan Expenditures $ (6,419,586) $ 7,478,709 $ 5,665,420 $ 5,091,258 $ 5,091,258 ASSIGNED RESERVE BALANCE, PLUS REVENUES, MINUS EXPENDITURES $ (35,266,928) $ (21,719,706) $ 27,857 $ 6,911,843 $ 1,163,944 USE OF RESERVES $ 35,266,928 $ 24,733,072
NEW ECONOMIC RECOVERY RESERVE $ (3,000,000)
NET GF STRUCTURAL POSITION $ - $ 13,366 $ 27,857 $ 6,911,843 $ 1,163,944 Of note, the fiscal projections outlined above reflect the City’s core operating budget only, which consists of revenues and expenditures associated with ongoing City operations and the programmatic measures achieved through the Realignment Plan.

Those projections do not account for several additional factors that materially strengthen the City’s overall fiscal position.

First, the City is in active discussions to finalize a series of major event licensing agreements that are expected to generate significant direct revenues over the next several years. These include licensing fees associated with FIFA World Cup activation events in 2026; the Goldenvoice music festival scheduled for September 2026; a broadcasting partnership arrangement with ESPN anticipated for 2027; and Olympic hospitality and event facility agreements associated with the 2028 Games.

While these agreements are at various stages of negotiation and finalization, the combined direct revenue potential is conservatively anticipated to be significant, and none of those revenues are included in the fiscal projections presented in this report.

In addition, the City’s overall available cash-on-hand position remains strong. The City currently maintains approximately $94 million in available and unobligated General Fund cash on hand. While the City’s free cash reserves have declined materially from 54 of 57
their peak of $435.8 million in 2018, our current position remains strong relative to our budgetary needs, and provides the City with a stable foundation from which to operate.

Further, given the advancement disposition and development of land owned by the City in the Downtown core, we can reasonably anticipate the further replenishment of our cash position within the next 24 – 36 months.

It is also important to note that the City has made meaningful progress towards reducing our exposure to contingent liabilities. Given the inherent uncertainties involved in litigation, the City’s risk levels may necessarily fluctuate, but through the deployment of new strategies by the City Attorney’s Office during the past several months, the City has achieved measurable improvements in its contingent liability environment, with the overall trajectory representing a material strengthening of the City’s risk profile.

When taken together, these factors – a structurally balanced operating budget, significant additional event-driven revenues anticipated over the next several years, a strong unobligated cash position, and meaningful improvement in the City’s contingent liability exposure – combine to create a new level of fiscal stability for Santa Monica, which is an operating environment that the City has not been able to achieve for multiple years.

VII. The Path Forward
Six months ago, the City Council adopted the Realignment Plan as a turning point for Santa Monica – a comprehensive strategy to restore safety, rebuild economic capacity, and re-establish long-term fiscal health. This update demonstrates that the strategy is working.

Crime is down 12.5%. The Police Department is at full sworn staffing for the first time in over two decades. The City Attorney is filing on nearly 90% of all fileable cases. Our Downtown capital program is executing. Our libraries are open. Our plan check turnaround has improved by more than 40 percentage points. And our General Fund is projected to achieve structural balance by the end of FY 2026-27. 55 of 57
These results were not accidental. They reflect the focused effort of a City organization that is rebuilding itself around a shared set of values and a common purpose. The One SaMo framework – grounded in the behavioral values of Humility, Integrity, Motivation, and Care – is not a slogan. It is increasingly the way that our organization operates every day.

The adjustments recommended in this report are designed to ensure that the progress we have made become a permanent standard for City performance. The organizational restructuring embeds enhanced service levels into the daily operations of our departments. The Remote Work Program adjustments create both flexibility for our staff and a consistent environment in which our people can lead, collaborate, and deliver results together. The economic development investments create the tools needed to actively attract the private sector reinvestment that will sustain long-term recovery. The workforce adjustments honor our commitment to taking care of the people who serves this City. And the housing strategy represents a transformative shift from managing homelessness impacts to managing housing outcomes.

We are not yet where we need to be. But the foundation is being built – carefully, deliberately, and with a clear sense of purpose. As we transition from this period of realignment towards revitalization, this City has the talent, the resources, and the determination to lead the way towards a true renaissance for Santa Monica.

VIII. Environmental Review
The actions recommended in this report are exempt from CEQA pursuant to Section 15061(3), Section 15301 (Existing Facilities), Section 15306 (Information Collection), Section 15273 (Rates, Tolls, Fares, and Charges), and Section 15324 (Regulations of Working Conditions) of the CEQA Guidelines. The actions for a conceptual framework for a Retail to Restaurant Activation Program, the establishment of an Economic Development Fund Balance Reserve, the acceptance of grant funds, first modification of agreement with Revel Republic for arts programming and events, and modification to the TDM Ordinance, adoption of ordinance regulating public spaces, and MOU with Metro are exempt from CEQA pursuant to Section 15061(b)(3) (Common Sense 56 of 57
Exemption) 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”. These actions are administrative and programmatic in nature and would not result in physical impacts on the environment.

The resolutions to revise parking rates/fees, waive the Santa Monica portion of wastewater capacity fees for restaurants and restaurant expansions and outdoor dining, waive license fees and permit requirements for unimproved outdoor dining, and waive a portion of film permit fees are exempt pursuant to Section 15273 (Rates, Tolls, Fares, and Charges), which states that CEQA does not apply to the establishment, modification, structuring, restructuring, or approval of rates, tolls, fares, and other charges. The ordinance to establish a new Entertainment Zones in Downtown, Santa Monica Pier, Montana Avenue, and Main Street is exempt pursuant to Section 15301 (Existing Facilities), which exempts 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 new EZs would not increase development or expand the existing use, but rather, would authorizes consumption of one or more types of alcoholic beverages on public streets, sidewalks, or public rights-of-way within the EZ. These provisions of the ordinance would not result in adverse environmental impacts. The actions for budget adjustments and personnel authorizations, reclassification of positions, labor agreements, and revision to the remote work program are exempt pursuant to Section 15324 (Regulations of Working Conditions), which exempts actions to regulate employee wages, hours, or working conditions. The actions to conduct housing-first system of care community outreach and to study a nonprofit housing development entity are exempt pursuant to Section 15306 (Information Collection), which exempts basic data collection, research, experimental management, and resource evaluation activities which do not result in a serious or major disturbance to an environmental resource.

RECOMMENDATION
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Staff recommends that the City Council approve adjustments to the Santa Monica Realignment plan as outlined in this report, to transition towards operationalizing performance gains as new service delivery standards for public safety renewal, revitalization of key public spaces, and achievement of organizational stability and fiscal balance.

Prepared By: Oliver Chi, City Manager
Approved Forwarded to Council
Attachments:

A. Attachment A - Parking Rates Resolution
B. Attachment B - Resolution Waiving Wastewater Capacity Fee for Restaurants (New-Expansion)
C. Attachment C - Ordinance to Amend Entertainment Zone Code D. Attachment D - Ordinance to Amend Public Spaces Regulations E. Attachment E - Resolution Waiving Certain Fees for Outdoor Dining and Seating on Sidewalks
F. Attachment F - Ordinance to Amend Transportation Demand Management Code G. Attachment G - Resolution To Waive Certain Film Permit Application Fees H. Attachment H - Revel Republic Contract #5247,OAKS and Levine Forms I. Attachment I - Personnel Changes
J. Attachment J - Budget Changes
K. Attachment K - Salary Resolution
L. Attachment L - Resolution Accepting Tentative Agreements (1109, POA, EPP, CUE)
M. Attachment M - Ordinance to Amend Civil Service Appointment and Promotional Rules
N. Attachment N - Segal Co. Levine and Oaks Initiative Forms O. Written Comments
P. PowerPoint Presentation