Santa Monica Realignment Plan – Activity Tracker
Status of all programs, projects, and policy actions identified in the Realignment Plan (October 28, 2025) and the Realignment Plan Update (March 24, 2026) Reporting period: through September 30, 2026
Strategic Priority Total
Activities
Completed In Progress Ongoing Not Started On Hold Status Pending
Percent
Complete
1. Achieving Safe Neighborhoods and Clean Streets 46 21 25 0 0 0 0 46%
2. Activating Economic Opportunity and Growth 43 21 20 0 2 0 0 49%
3. Developing Affordable, Livable, and Secure
Housing for All
14 6 8 0 0 0 0 43%
4. Creating Organizational Capacity 53 29 22 0 0 2 0 55%
5. Building Organizational Health 23 19 4 0 0 0 0 83%
Total 179 96 79 0 2 2 0 54%
CAO – City Attorney's Office
CDD – Community Development
CMO – City Manager's Office
DOT – Department of Transportation
FIN – Finance
Fire – Fire
HHS – Housing and Human Services
HR – Human Resources
LIB – Library
PD – Police
PW – Public Works
RAD – Recreation and Arts
Attachment F
5. Counts on this tab are calculated from the Activity Tracker tab and update automatically.
Department abbreviations
Notes
1. Each activity is tracked once. Where a single update applies to more than one listed activity, the update is repeated or cross-referenced.
2. "Status Pending" identifies activities for which a department status update had not been recorded as of September 30, 2026; these are highlighted in yellow on the Activity Tracker tab and will be updated before publication.
3. "First Identified" indicates whether the activity was adopted with the original Realignment Plan (October 2025) or the Realignment Plan Update (March 2026).
4. "Ongoing" identifies activities that are continuing by design rather than one-time deliverables.
Attachment F – Realignment Plan Activity Tracker – Page 1 of 1 # Strategic Priority Activity Lead
Dept.
First
Identified
Status Target /
Completion
1 1. Achieving Safe
Neighborhoods and Clean
Streets
Add City Attorney Criminal Unit support
capacity to increase misdemeanor
prosecution
CAO October
2025
Completed
2 1. Achieving Safe
Neighborhoods and Clean
Streets
Add Library Services Officer LIB March 2026 Completed June 2026 3 1. Achieving Safe
Neighborhoods and Clean
Streets
Add Police Captain over Real-Time Crime
Center, Dispatch and OEM
PD March 2026 Completed July 2026
4 1. Achieving Safe
Neighborhoods and Clean
Streets
Add two Animal Care Attendants PD March 2026 Completed August 2026 5 1. Achieving Safe
Neighborhoods and Clean
Streets
Deploy restructured Downtown Services Unit
with 8-10 officers daily
PD October
2025
Completed January 2026
6 1. Achieving Safe
Neighborhoods and Clean
Streets
Establish Downtown Police Substation at
Santa Monica Place
PD October
2025
Completed May 2026
7 1. Achieving Safe
Neighborhoods and Clean
Streets
Expand the Crime Impact Team PD October
2025
Completed March 2026
8 1. Achieving Safe
Neighborhoods and Clean
Streets
Expand traffic enforcement and motor
operations
PD October
2025
Completed March 2026
# Strategic Priority Activity Lead
Dept.
First
Identified
Status Target /
Completion
9 1. Achieving Safe
Neighborhoods and Clean
Streets
Integrate homeless outreach and social
services into Downtown deployment,
including two HLP officers daily
PD October
2025
Completed February 2026
10 1. Achieving Safe
Neighborhoods and Clean
Streets
Overlap regular patrol with five additional
Downtown officers daily
PD October
2025
Completed January 2026
11 1. Achieving Safe
Neighborhoods and Clean
Streets
Acquire new beach sweeper PW October
2025
Completed
12 1. Achieving Safe
Neighborhoods and Clean
Streets
Add striping, signage and road-maintenance
response capacity
PW October
2025
Completed
13 1. Achieving Safe
Neighborhoods and Clean
Streets
Add traffic engineering, mobility analysis and
street-safety implementation capacity
PW October
2025
Completed
14 1. Achieving Safe
Neighborhoods and Clean
Streets
Install accessible pedestrian signal buttons PW October 2025
Completed April 2026
15 1. Achieving Safe
Neighborhoods and Clean
Streets
Plant 37 new 36-inch box trees Downtown PW October
2025
Completed January 2026
16 1. Achieving Safe
Neighborhoods and Clean
Streets
Prune mature Ficus corridors on 2nd, 4th and
5th Streets
PW October
2025
Completed January 2026
17 1. Achieving Safe
Neighborhoods and Clean
Streets
Regrade and refresh 403 Downtown tree
wells
PW October
2025
Completed February 2026
18 1. Achieving Safe
Neighborhoods and Clean
Streets
Repaint Downtown crosswalks and scrambles
at major intersections
PW October
2025
Completed
# Strategic Priority Activity Lead
Dept.
First
Identified
Status Target /
Completion
19 1. Achieving Safe
Neighborhoods and Clean
Streets
Repair 20,000 square feet of Downtown
sidewalks
PW October
2025
Completed
20 1. Achieving Safe
Neighborhoods and Clean
Streets
Repair City Hall fountain PW October
2025
Completed
21 1. Achieving Safe
Neighborhoods and Clean
Streets
Repair and upgrade beach restrooms 16 and
17 PW October
2025
Completed
22 1. Achieving Safe
Neighborhoods and Clean
Streets
Develop vehicle habitation and vanlording
regulations and identify safe parking options
CAO October
2025
In Progress
23 1. Achieving Safe
Neighborhoods and Clean
Streets
Invest $500,000 with BID partners in
commercial corridor infrastructure
CMO October
2025
In Progress 2027
24 1. Achieving Safe
Neighborhoods and Clean
Streets
Add Public Services Administrator for Public
Safety Officer program
PD March 2026 In Progress
25 1. Achieving Safe
Neighborhoods and Clean
Streets
Add part-time crossing guards at schools and
key intersections
PD March 2026 In Progress
26 1. Achieving Safe
Neighborhoods and Clean
Streets
Add two Lead Public Safety Dispatchers PD March 2026 In Progress 27 1. Achieving Safe
Neighborhoods and Clean
Streets
Authorize and use ten police officer overhire
positions
PD October
2025
In Progress
28 1. Achieving Safe
Neighborhoods and Clean
Streets
Develop Metro partnership addressing end-ofline impacts and execute SMPD platformenforcement MOUPD October 2025
In Progress
# Strategic Priority Activity Lead
Dept.
First
Identified
Status Target /
Completion
29 1. Achieving Safe
Neighborhoods and Clean
Streets
Hire and deploy eight Public Safety Officers
in identified high-impact areas
PD October
2025
In Progress
30 1. Achieving Safe
Neighborhoods and Clean
Streets
Acquire anti-vehicle barriers for Farmers
Market and Arizona Avenue events
PW October
2025
In Progress
31 1. Achieving Safe
Neighborhoods and Clean
Streets
Develop standardized traffic-control plans for
Downtown events
PW October
2025
In Progress
32 1. Achieving Safe
Neighborhoods and Clean
Streets
Establish Downtown and Beach Maintenance
Division
PW March 2026 In Progress
33 1. Achieving Safe
Neighborhoods and Clean
Streets
Expand enhanced cleaning to Montana,
Wilshire, Main, Pico and Ocean Park
corridors with Chrysalis partnership
PW March 2026 In Progress
34 1. Achieving Safe
Neighborhoods and Clean
Streets
Improve 4th Street median with signage and
native plantings
PW October
2025
In Progress
35 1. Achieving Safe
Neighborhoods and Clean
Streets
Install safety barrier at Parking Structure 4 PW October 2025
In Progress June 2027
36 1. Achieving Safe
Neighborhoods and Clean
Streets
Integrate Vision Zero goals into CIP and
annual budget planning
PW October
2025
In Progress
37 1. Achieving Safe
Neighborhoods and Clean
Streets
Modernize Downtown signage and pavement
markings
PW October
2025
In Progress December
2026
38 1. Achieving Safe
Neighborhoods and Clean
Streets
Repair Tongva Park fountain PW October
2025
In Progress
# Strategic Priority Activity Lead
Dept.
First
Identified
Status Target /
Completion
39 1. Achieving Safe
Neighborhoods and Clean
Streets
Replace 125 Downtown concrete trash cans PW October
2025
In Progress
40 1. Achieving Safe
Neighborhoods and Clean
Streets
Replace damaged Third Street Promenade
pavers
PW October
2025
In Progress
41 1. Achieving Safe
Neighborhoods and Clean
Streets
Review Vision Zero improvements PW October
2025
In Progress
42 1. Achieving Safe
Neighborhoods and Clean
Streets
Upgrade Downtown gateways at Lincoln, 4th
and 5th Streets with landscaping and
irrigation
PW October
2025
In Progress
43 1. Achieving Safe
Neighborhoods and Clean
Streets
Assess expansion options for SaMoBridge
capacity
CAO October
2025
In Progress
44 1. Achieving Safe
Neighborhoods and Clean
Streets
Allocate $500,000 annually for pedestrian
and bicycle safety projects
PW October
2025
In Progress
45 1. Achieving Safe
Neighborhoods and Clean
Streets
Complete Broadway Bridge artwork PW October
2025
In Progress
46 1. Achieving Safe
Neighborhoods and Clean
Streets
Install artist-designed crosswalk at Colorado
and Ocean
PW October
2025
In Progress
47 2. Activating Economic
Opportunity and Growth
Assess Downtown, Pier and BID
Entertainment Zone expansion; enact specific
zones Downtown, Pier, Main and Montana
CDD October
2025
Completed March 2026
48 2. Activating Economic
Opportunity and Growth
Extend open-container regulations to public
property with Entertainment Zone exception
CDD March 2026 Completed April 2026
49 2. Activating Economic
Opportunity and Growth
Deliver five-week World Cup Downtown
activation in June-July 2026
CMO March 2026 Completed
# Strategic Priority Activity Lead
Dept.
First
Identified
Status Target /
Completion
50 2. Activating Economic
Opportunity and Growth
Develop restaurant attraction and tenantimprovement incentivesCMO March 2026 Completed 51 2. Activating Economic
Opportunity and Growth
Establish monthly Promenade activation
events with DTSM
CMO October
2025
Completed December
2026
52 2. Activating Economic
Opportunity and Growth
Establish no-cost simple tables-and-chairs
sidewalk dining program
CMO March 2026 Completed July 2026
53 2. Activating Economic
Opportunity and Growth
Fund activations in other business
improvement districts
CMO October
2025
Completed
54 2. Activating Economic
Opportunity and Growth
Reduce sidewalk dining and parklet monthly
license fees
CMO October
2025
Completed July 2026
55 2. Activating Economic
Opportunity and Growth
Streamline sidewalk dining design standards
and guidelines
CMO October
2025
Completed July 2026
56 2. Activating Economic
Opportunity and Growth
Waive City wastewater capacity fee for new
restaurants and restaurant expansions
CMO March 2026 Completed July 2026
57 2. Activating Economic
Opportunity and Growth
Waive City wastewater capacity fee for
qualifying outdoor dining
CMO October
2025
Completed July 2026
58 2. Activating Economic
Opportunity and Growth
Accept $250,000 Metro Open/Slow Streets
grant for FIFA World Cup
DOT March 2026 Completed
59 2. Activating Economic
Opportunity and Growth
Accept $500,000 Metro Open/Slow Streets
grant for Olympic Games
DOT March 2026 Completed
60 2. Activating Economic
Opportunity and Growth
Deliver FIFA World Cup Open/Slow Streets
programming
DOT March 2026 Completed July 2026
61 2. Activating Economic
Opportunity and Growth
Revise rates at Downtown Parking Structures
1-9 and Ken Edwards Center
DOT March 2026 Completed April 2026
62 2. Activating Economic
Opportunity and Growth
Expand branch library service to four days
weekly
LIB October
2025
Completed July 2026
63 2. Activating Economic
Opportunity and Growth
Prepare a Strategic Plan LIB October
2025
Completed September
2026
64 2. Activating Economic
Opportunity and Growth
Reopen all branch libraries three days weekly LIB October 2025
Completed January 2026
# Strategic Priority Activity Lead
Dept.
First
Identified
Status Target /
Completion
65 2. Activating Economic
Opportunity and Growth
Suspend business TDM survey requirement;
implement modified optional survey and
alternative compliance approach
PW October
2025
Completed
66 2. Activating Economic
Opportunity and Growth
Implement stated development-review
turnaround standards by project type
CDD October
2025
In Progress December
2026
67 2. Activating Economic
Opportunity and Growth
Launch Clariti land management system and
public permitting portal
CDD October
2025
In Progress December
2026
68 2. Activating Economic
Opportunity and Growth
Modernize permitting processes and software CDD October 2025
In Progress Ongoing
through
December
2027
69 2. Activating Economic
Opportunity and Growth
Pilot Archistar AI plan check for single-unit
dwellings and ADUs
CDD October
2025
In Progress February 2027
70 2. Activating Economic
Opportunity and Growth
Develop Retail to Restaurant Activation
Program after stakeholder outreach
CMO March 2026 In Progress July 2026
71 2. Activating Economic
Opportunity and Growth
Develop business attraction for unique
Downtown uses
CMO March 2026 In Progress Ongoing
72 2. Activating Economic
Opportunity and Growth
Develop program for dormant restaurant
reactivation and retail-to-restaurant
conversion
CMO March 2026 In Progress
73 2. Activating Economic
Opportunity and Growth
Establish $3 million Economic Development
Fund reserve
CMO March 2026 In Progress
74 2. Activating Economic
Opportunity and Growth
Facilitate a large-scale Santa Monica music
festival in 2026
CMO October
2025
In Progress
75 2. Activating Economic
Opportunity and Growth
Negotiate major event licensing agreements
for World Cup, music festival, ESPN and
Olympics
CMO March 2026 In Progress
76 2. Activating Economic
Opportunity and Growth
Pursue business attraction and retention
activities including industry outreach
CMO March 2026 In Progress Ongoing
77 2. Activating Economic
Opportunity and Growth
Support Promenade capital renewal through
Economic Development Fund
CMO March 2026 In Progress 2027
# Strategic Priority Activity Lead
Dept.
First
Identified
Status Target /
Completion
78 2. Activating Economic
Opportunity and Growth
Deliver Olympic Games Open/Slow Streets
programming
DOT March 2026 In Progress
79 2. Activating Economic
Opportunity and Growth
Run Fitness and Wellness Business
Validation Pilot
DOT March 2026 In Progress April 2027
80 2. Activating Economic
Opportunity and Growth
Run School Validation Pilot for three
Downtown schools
DOT March 2026 In Progress April 2027
81 2. Activating Economic
Opportunity and Growth
Develop spend-based retail and restaurant
parking validation program with DTSM
DOT March 2026 Not Started TBD
82 2. Activating Economic
Opportunity and Growth
Return to Council in fall 2028 to evaluate
TDM changes
PW March 2026 Not Started
83 2. Activating Economic
Opportunity and Growth
Extend public-right-of-way sitting and lying
rules to commercial Main and Montana
corridors
CAO March 2026 Completed
84 2. Activating Economic
Opportunity and Growth
Centralize permitting information and provide
customer visibility through the process
CDD October
2025
In Progress
85 2. Activating Economic
Opportunity and Growth
Review and streamline permitting practices,
procedural requirements and codes
CDD October
2025
In Progress
86 2. Activating Economic
Opportunity and Growth
Expand Revel Republic production-partner
agreement for arts and events
CMO March 2026 In Progress
87 2. Activating Economic
Opportunity and Growth
Seed Rose Parade float program through
Economic Development Fund
CMO March 2026 In Progress
88 2. Activating Economic
Opportunity and Growth
Introduce prorated residential parking permits
and revise access-card prices
DOT March 2026 In Progress
89 2. Activating Economic
Opportunity and Growth
Temporarily waive City film-permit application
fees
RAD March 2026 Completed
90 3. Developing Affordable,
Livable, and Secure
Housing for All
Increase land use flexibility for Gateway sites CDD October 2025
Completed July 2026
91 3. Developing Affordable,
Livable, and Secure
Housing for All
Add Housing and Human Services staff to
launch rent registry
HHS March 2026 Completed June 2026
# Strategic Priority Activity Lead
Dept.
First
Identified
Status Target /
Completion
92 3. Developing Affordable,
Livable, and Secure
Housing for All
Adopt and launch registry for rental units
outside local rent control
HHS October
2025
Completed October 2026
93 3. Developing Affordable,
Livable, and Secure
Housing for All
Assess Rent Control Board partnership for
rent registry implementation
HHS October
2025
Completed October 2026
94 3. Developing Affordable,
Livable, and Secure
Housing for All
Conduct community outreach on Citycontrolled housing-focused system of careHHS March 2026 Completed July 2026 95 3. Developing Affordable,
Livable, and Secure
Housing for All
Report housing-focused community feedback HHS March 2026 Completed July 2026 96 3. Developing Affordable,
Livable, and Secure
Housing for All
Add Code Enforcement staffing for seven-day
and potential evening coverage
CDD October
2025
In Progress July 2026
97 3. Developing Affordable,
Livable, and Secure
Housing for All
Add two Lead Code Enforcement Officers CDD March 2026 In Progress December 2026
98 3. Developing Affordable,
Livable, and Secure
Housing for All
Adopt and implement vacant-property
registration program
CDD October
2025
In Progress Q4 2026
99 3. Developing Affordable,
Livable, and Secure
Housing for All
Study boulevard housing policy options
compatible with neighborhoods and Housing
Element certification
CDD October
2025
In Progress
100 3. Developing Affordable,
Livable, and Secure
Housing for All
Develop centralized habitability response
framework and evaluate regulatory changes
CMO March 2026 In Progress
101 3. Developing Affordable,
Livable, and Secure
Housing for All
Assess relocation and replacement of
SamoShel and Access Center with integrated
shelter and housing pathways
HHS October
2025
In Progress
# Strategic Priority Activity Lead
Dept.
First
Identified
Status Target /
Completion
102 3. Developing Affordable,
Livable, and Secure
Housing for All
Focus City housing development efforts on
Downtown opportunities
HHS October
2025
In Progress
103 3. Developing Affordable,
Livable, and Secure
Housing for All
Study feasibility, structure and governance of
a City-aligned nonprofit housing development
entity and provide findings and
recommendations.
HHS March 2026 In Progress
104 4. Creating Organizational
Capacity
Add Customer Services Assistant and Staff
Assistant III for development services
CDD March 2026 Completed
105 4. Creating Organizational
Capacity
Assess development standards, land uses
and processes for City-owned Downtown
sites
CDD October
2025
Completed July 2026
106 4. Creating Organizational
Capacity
Assess changes for public and private former
Gateway Master Plan sites
CMO October
2025
Completed
107 4. Creating Organizational
Capacity
Develop and publish public Realignment
Scorecard
CMO March 2026 Completed July 2026
108 4. Creating Organizational
Capacity
Reorganize Economic Development into
Land Development, Real Property
Management, and Business Attraction and
CMO March 2026 Completed September
2026
109 4. Creating Organizational
Capacity
Retain real estate consulting services for City
property predevelopment assessments
CMO October
2025
Completed
110 4. Creating Organizational
Capacity
Add Parking Permits Assistant DOT March 2026 Completed August 2026 111 4. Creating Organizational
Capacity
Add resources supporting Finance operations FIN October 2025
Completed June 2026
112 4. Creating Organizational
Capacity
Assess 2026 parcel-tax option to support
SMMUSD Joint Use Agreement
FIN October
2025
Completed January 2026
113 4. Creating Organizational
Capacity
Implement credit card convenience fee
program
FIN October
2025
Completed April 2026
114 4. Creating Organizational
Capacity
Optimize City investment earnings FIN October
2025
Completed June 2026
# Strategic Priority Activity Lead
Dept.
First
Identified
Status Target /
Completion
115 4. Creating Organizational
Capacity
Pursue bond refinancing options FIN October
2025
Completed May 2026
116 4. Creating Organizational
Capacity
Update user fees and enhance compliance,
including TOT
FIN October
2025
Completed June 2026
117 4. Creating Organizational
Capacity
Add firefighter/paramedic for seven-day APU
service
Fire March 2026 Completed
118 4. Creating Organizational
Capacity
Fully deploy City Ambulance Operator
Program and assume transport services
Fire October
2025
Completed
119 4. Creating Organizational
Capacity
Add resources supporting Human Resources
operations
HR October
2025
Completed
120 4. Creating Organizational
Capacity
Add 2 Library Program Specialists and parttime Library Assistant IIILIB March 2026 Completed June 2026 121 4. Creating Organizational
Capacity
Add Pier Maintenance Assistant PW October
2025
Completed
122 4. Creating Organizational
Capacity
Add groundskeeping and custodial resources
for Tongva, Palisades and Reed Parks
PW October
2025
Completed
123 4. Creating Organizational
Capacity
Add three Fleet mechanic positions PW October
2025
Completed April 2026
124 4. Creating Organizational
Capacity
Consolidate Landscape and Parks operation
and revise reporting lines
PW March 2026 Completed
125 4. Creating Organizational
Capacity
Expand Downtown District Maintenance
Team leadership, frontline staffing and
evening/weekend coverage
PW October
2025
Completed
126 4. Creating Organizational
Capacity
Restore Urban Forest pruning program and
dedicated Urban Forester
PW October
2025
Completed March 2026
127 4. Creating Organizational
Capacity
Restore two Annenberg Beach House
Custodial I positions
PW October
2025
Completed August 2026
128 4. Creating Organizational
Capacity
Transfer 311 Customer Support operation to
Public Works
PW March 2026 Completed April 2026
129 4. Creating Organizational
Capacity
Transfer Mobility Division to Public Works
Engineering
PW March 2026 Completed July 2026
# Strategic Priority Activity Lead
Dept.
First
Identified
Status Target /
Completion
130 4. Creating Organizational
Capacity
Add Recreation and Arts Administrator and
Community Recreation Systems Coordinator
RAD March 2026 Completed
131 4. Creating Organizational
Capacity
Initiate Downtown Community Plan and
zoning amendments land-use flexibility to
increase housing opportunities
CDD October
2025
In Progress
132 4. Creating Organizational
Capacity
Initiate special digital display district and
pursue revenue share
CDD October
2025
In Progress
133 4. Creating Organizational
Capacity
Add Economic Development Administrator,
Administrative Analyst and Staff Assistant
CMO March 2026 In Progress
134 4. Creating Organizational
Capacity
Add resources supporting Economic
Development operations
CMO October
2025
In Progress December
2026
135 4. Creating Organizational
Capacity
Advance strategic assessment of
4th/5th/Arizona property
CMO October
2025
In Progress
136 4. Creating Organizational
Capacity
Advance strategic assessment of Kiss-andRide LotCMO October 2025
In Progress
137 4. Creating Organizational
Capacity
Assess Pier-to-Pier ferry service concept CMO October
2025
In Progress
138 4. Creating Organizational
Capacity
Implement Downtown land-asset strategy to
rebuild cash reserves
CMO October
2025
In Progress
139 4. Creating Organizational
Capacity
Achieve structurally balanced General Fund
operating budget by FY 2027-28
FIN October
2025
In Progress
140 4. Creating Organizational
Capacity
Extend SMMUSD Master Facilities
Agreement beyond 2028
FIN October
2025
In Progress
141 4. Creating Organizational
Capacity
Manage vacancies and hiring to achieve
planned operating savings
HR October
2025
In Progress
142 4. Creating Organizational
Capacity
Main Library Facilities Improvements LIB March 2026 In Progress June 2028 143 4. Creating Organizational
Capacity
Add resources supporting Marine Safety PD October
2025
In Progress
144 4. Creating Organizational
Capacity
Improve parking enforcement operational
performance
PD October
2025
In Progress
# Strategic Priority Activity Lead
Dept.
First
Identified
Status Target /
Completion
145 4. Creating Organizational
Capacity
Add twelve Public Works positions across
administrative, technical, supervisory and
customer support roles (1 FTE Chief Admin
Officer, 1 FTE Com Engagement and
Customer Experience Manager, 1 FTE
Architectural Associate, 1 FTE Building
Systems Tech Crew Leader, 1 FTE Civil
Engineering Associate, 1 FTE Permit
Specialist, 1 FTE Sr. PW Inspector, 1 FTE Sr
Adm Analyst DTM, 1 FTE SAIII DTM, 1 FTE
Downtown Maintenance Manager, 1 FTE
Prom Maint Supervisor, 1 FTE Airport
Operations Administrator, 1 FTE Property
Management Specialist Airport, 1 FTE SAIII
Fleet
PW March 2026 In Progress
146 4. Creating Organizational
Capacity
Expand HoST to seven-day operations with
staff and equipment
PW October
2025
In Progress
147 4. Creating Organizational
Capacity
Assess Santa Monica leading a regional fire
dispatch operation
Fire October
2025
In Progress
148 4. Creating Organizational
Capacity
Improve fire inspection operational
performance
Fire October
2025
In Progress
149 4. Creating Organizational
Capacity
Advance strategic assessment of Old Fire
Station 1
CMO October
2025
On Hold
150 4. Creating Organizational
Capacity
Advance strategic assessment of Parking
Structure 1
CMO October
2025
On Hold
151 4. Creating Organizational
Capacity
Add Deputy City Attorney, Principal Legal
Analyst and Senior Legal Analyst for civil
operations
CAO March 2026 In Progress
152 4. Creating Organizational
Capacity
Add Administrative Analyst and Event
Coordinator for major events
CMO March 2026 Completed
153 4. Creating Organizational
Capacity
Add resources supporting Special Events CMO October
2025
Completed
# Strategic Priority Activity Lead
Dept.
First
Identified
Status Target /
Completion
154 4. Creating Organizational
Capacity
Establish broader Citywide Scorecard and
data framework
CMO March 2026 In Progress
155 4. Creating Organizational
Capacity
Establish structured departmental work plans
for progress tracking
CMO March 2026 In Progress
156 4. Creating Organizational
Capacity
Fully fund maintenance and cleaning at all
City parking structures
PW October
2025
In Progress Ongoing
157 5. Building Organizational
Health
Add HR Analyst and HR Technician for
training and engagement
HR March 2026 Completed
158 5. Building Organizational
Health
Add HR resources to embed One SaMo
values
HR October
2025
Completed
159 5. Building Organizational
Health
Classify each position for remote-work
eligibility and standardize remote schedules
HR March 2026 Completed
160 5. Building Organizational
Health
Develop training for frontline supervisors HR March 2026 Completed 161 5. Building Organizational
Health
Establish In-Person Workplace Equity Benefit HR March 2026 Completed 162 5. Building Organizational
Health
Establish Opt-Out Employee Support
Program
HR March 2026 Completed
163 5. Building Organizational
Health
Establish annual $100 employee wellness
reimbursement
HR October
2025
Completed
164 5. Building Organizational
Health
Establish annual winter closure for non-sworn
staff
HR October
2025
Completed
165 5. Building Organizational
Health
Extend fully paid medical insurance to sworn
police employees
HR March 2026 Completed
166 5. Building Organizational
Health
Finalize remote-work changes with labor
groups and address office, parking and
commute needs
HR March 2026 Completed
167 5. Building Organizational
Health
Implement EPP longevity pay, education
incentive and police chief uniform allowance
HR March 2026 Completed
168 5. Building Organizational
Health
Implement Local 1109 compensation and
overtime-distribution adjustments
HR March 2026 Completed
# Strategic Priority Activity Lead
Dept.
First
Identified
Status Target /
Completion
169 5. Building Organizational
Health
Implement One SaMo culture program with
Humility, Integrity, Motivation and Care values
HR October
2025
Completed
170 5. Building Organizational
Health
Increase CUE confidentiality premium to 3
percent
HR March 2026 Completed
171 5. Building Organizational
Health
Move Executive Team to fully in-person
schedules
HR March 2026 Completed
172 5. Building Organizational
Health
Plan counter coverage and facility hours
under revised remote-work program
HR March 2026 Completed
173 5. Building Organizational
Health
Provide fully City-paid medical coverage to
non-sworn staff
HR October
2025
Completed
174 5. Building Organizational
Health
Realign specified department-head salaries HR March 2026 Completed 175 5. Building Organizational
Health
Relaunch Santa Monica Institute training
program
HR March 2026 Completed
176 5. Building Organizational
Health
Amend civil service appointment and
promotional rules
HR March 2026 In Progress
177 5. Building Organizational
Health
Conduct enterprise-wide classification and
compensation study
HR March 2026 In Progress
178 5. Building Organizational
Health
Coordinate regular Citywide staff
engagement and recognition
HR March 2026 In Progress
179 5. Building Organizational
Health
Fund and implement Learning Management
System
HR March 2026 In Progress