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SR 05-22-2018 4A City Council Report City Council Meeting: May 22, 2018 Agenda Item: 4.A 1 of 29 To: Mayor and City Council From: Gigi Decavalles-Hughes, Director, Finance Department, Budget Donna Peter, Director, Human Resources Department, Susan Cline, Director, Public Works Department Subject: Financial Status Update, FY 2018-19 Proposed Budget, and FY 2018-20 Proposed Biennial CIP Budget Recommended Action Staff recommends that the City Council: 1. Receive the FY 2017-18 through FY 2021-22 Financial Status Update; 2. Review and provide direction to staff regarding the FY 2018-19 Proposed Operating Budget and FY 2018-20 Proposed Biennial Capital Improvement Program (CIP) Budget; 3. Review and provide direction to staff on proposed change to the expenditure control budgeting policy; 4. Review and provide direction to staff on proposed new fees and revisions to certain Community and Cultural Services fees, zoning fees and residential preferential parking fees; and 5. Provide direction to staff on allocation of Council discretionary funds. Executive Summary The City operates with a two-year operating budget, a municipal best practice that maximizes stable, long-term planning while streamlining the process for financial management and policy making. The City’s Proposed Budget for FY 2018-19 (the second year of the FY 2017-19 Operating Budget approved by Council in June 2017) maintains and furthers the City’s transition to a fiscally sustainable and outcome-based method of allocating its resources. As we look ahead to increasing fiscal challenges resulting from higher pension costs and flattening revenue growth, as well as the likelihood of a recession, it is imperative that we hold the line on spending, reallocate existing resources to address high priority community needs, and continue to incorporate metrics into our management processes in order to move into data-driven decision-making. 2 of 29 The Proposed FY 2018-19 Budget includes minimal changes to the approved FY 2017- 19 two-year budget plan. FY 2018-19 is also the first year of the FY 2018-20 Proposed Biennial Capital Improvement Program (CIP) Budget, which follows the same principles of fiscally sustainable and outcome-driven resource allocation of the operating budget as it makes significant investments in maintaining and enhancing critical City infrastructure and City facilities essential to providing services. Santa Monica is a leader in responsible financial and environmental leadership in municipal capital planning and construction. Funding for critical infrastructure protects the City’s existing capital investment and minimizes future maintenance and replacement costs. The total FY 2018-19 Citywide Proposed Budget is $732.5 million, $439.1 million of which is in the General Fund. The FY 2018-19 Proposed Budget represents a 5% decrease over the FY 2018-19 Budget Plan, due mostly to changes in capital project timing. While there is a small increase in permanent staff in the General Fund to address public safety, reductions in staff in other funds result in a decrease of 0.8 Full-Time Equivalent (FTE) positions overall. The total Proposed Capital Improvement Program Budget is $186.3 million in FY 2018-19, and $115.4 million FY 2019-20. Budget and FTE changes to the FY 2018-19 Budget Plan are summarized in the following table: FY 2018-19 Budget Plan* FY 2018-19 Exception-Based Changes FY 2018-19 Proposed Budget Citywide Budget (in millions)770.3$ (37.8)$ 732.5$ Citywide FTE 2,326.1 (0.8)2,325.3 *Includes funded CIP projects and Council-approved changes in FY 2017-18 The May 2018 General Fund Financial Status Update includes the Proposed FY 2018-19 Budget in its projection of the City’s future budget climate. The Update shows positive balances during the first three years of the five-year forecast and shortfalls of $7.1 million and $15.2 million (3.6% of the General Fund Budget), 3 of 29 respectively, in the last two years. The projected shortfalls are due primarily to anticipated increases in pension costs in spite of the City’s significant prepayments to the retirement system. The financial status of other funds remains relatively stable. As previously reported, the Housing Authority Fund is projected to require subsidies through the end of the forecast period. The Cemetery Fund is projecting a deficit in two years, and staff are assessing operations to provide a long term plan for the fund. The Pier Fund is also projected to require subsidies as the combination of operating and large capital expenditures are outpacing the growth of revenues during the forecast period. Also presented in this report are proposed new fees and revisions to certain Community and Cultural Services fees, zoning fees and residential preferential parking fees. Background On June 27, 2017 (Attachment A), Council adopted the first year and approved the second year of the FY 2017-19 Biennial Budget; and adopted the second year of the FY 2016-18 Capital Improvement Program Budget. On October 24, 2017 (Attachment B) and February 13, 2018 (Attachment C), Council approved certain revisions to the FY 2017-18 Adopted Budget that adjusted revenues and expenditures, and approved corresponding adjustments to the FY 2018-19 Budget Plan. The February 2018 Update showed three years of positive General Fund structural balances before an anticipated shortfall in FY 2020-21 and in FY 2021-22. Since February, staff completed an exception-based budget process, identifying budget adjustments to reallocate resources to higher priority areas, and to reflect revenue changes that occurred since the biennial budget adoption. Discussion Economic Update The current economic expansion is now one of the longest in the post-World War II era, and economic growth both on a national and State level is expected to continue in the near term. However, there are signs that the growth is leveling off, and history would 4 of 29 indicate that the economy is likely to head into a recession sometime within the next five years. While the State budget has also expanded in recent years to attempt to correct long term issues, and the Governor’s FY 2018-19 Budget predicts a healthy surplus, a recession could reduce State revenues by an estimated $20 billion annually over several years. Also, although the effect of Federal tax law changes cannot yet be measured, given the disproportionate dependence of State revenues on the wealthiest individuals, the net impact could increase the volatility in State income tax receipts. Santa Monica’s economy remains relatively strong. However, there are signs of moderation in the local economy’s growth rate. General Fund revenue growth is slowing down after several years of strong increases. Average annual growth over the last three years has been less than 4% following growth rates of over 8% in the three years of recovery following the recession. Within this context, the City’s General Fund forecast continues to show modest revenue growth as the City absorbs the impacts of a changing economic landscape, present in the on-going shift to on-line sales from brick and mortar and alternative transportation models. Also, as with the State and national economies, the threat of a recession could significantly alter revenue projections. More information on some of the City’s key revenue sources is provided below. Property values in the City remain the third highest in Los Angeles County for a City with the 19th largest population. For the third consecutive year the FY 2017-18 assessed value increase was within the range of 6%. Moderate increases of 3-4% are projected over the next five years. Sales tax (both sales and use and transaction and use tax) growth is expected to be modest, reflecting the global shift of retail activity from brick and mortar businesses to on-line businesses, a softening in auto sales, and some corrections by taxing entities. 5 of 29 City taxable sales are projected to be relatively flat in FY 2018-19, with future annual growth rates in the 2-2.5% range. Tourism, which provides a major stimulus to the local economy by creating jobs and producing revenues, continues to show strength. Transient Occupancy Taxes have increased at an average annual rate of over 9% over the last seven years. While the overall growth rate is expected to moderate over the next few years, the recent addition of two hotels with 260 new rooms to the lodging supply as well as another hotel with 271 rooms in the construction phase will continue to bolster City revenues. One area of uncertainty over the forecast period is the impact that new registration requirements for home share hosting platforms will have on current revenue projections. Business License Taxes are expected to be relatively flat in FY 2018-19 and then show baseline growth of approximately 2% annually over the forecast period. Utility Users Tax revenues are expected to remain relatively flat over the forecast period as revenues from telecommunication services continue to drop. Parking Facility Taxes are expected to grow by approximately 4% in FY 2018-19 reflecting revised downtown parking rates, then grow by less than 2% over the remainder of the forecast period. Interest rates have risen sharply in the last year after the historically low levels of the prior seven years, resulting in greater investment income. While a gradual increase is expected over the forecast period, rates are still expected to remain at relatively low levels. Staff will continue to monitor parking revenues, a consistently strong revenue source for the City. Parking revenues from downtown parking structures and lots are expected to end FY 2017-18 approximately 7% below prior year levels, reflecting a significant shift in how people travel into and around the City. This is primarily a result of EXPO light rail and ridesharing services providing alternative modes of transportation for visitors and community members. However, recent Council-approved rate revisions should restore parking revenues to previous levels. The forecast also reflects annual cost of living adjustments for user fees and charges as well as recently completed cost of services studies for the Planning and Community 6 of 29 Development and Community and Cultural Services departments. Additionally, the forecast reflects new fee revenues from implementation of the City’s seismic retrofit program. Building and Safety permit revenue projections are expected to peak in FY 2017-18 and FY 2018-19 reflecting the number of mixed use housing projects that have been approved in the past few years and the adoption of the Downtown Community Plan, which has made it easier for uses such as restaurants and fitness facilities to open in the Downtown area. At the time of the adoption of the FY 2017-19 Operating Budget, the transmittal letter warned about financial challenges in the future: “This budget responds to the known challenges projected in our five-year forecast. The pressures from rising costs for pensions, workers’ compensation, and healthcare are not new. Each, however, has been exacerbated due to recent developments. Additionally, we are seeing significant increases in construction and maintenance costs due to economic conditions and new statutes. Disturbingly, federal funding may be negatively impacted by policies coming out of the White House. Finally, if the current economic expansion continues during the upcoming two-year budget cycle, it will be the longest period of growth in the past 100 years -- and cannot go on indefinitely. These threats impact the General Fund as well as the City’s other funds.” All these long-term concerns remain as we proceed with the second year of a budget that is balanced and look forward to significant adjustments that will need to be made in the FY 2019-21 budget cycle. Looming over the City’s strong financial health is the currently projected $461 million unfunded pension liability. This long-term obligation reflects the impact of overly optimistic assumptions by CalPERS in prior years, and member agencies’ (including the City of Santa Monica’s) decisions to increase benefits based on these assumptions, as well as the drastic reduction in CalPERS’ investment portfolio during the Great Recession. While Santa Monica is not alone, Santa Monica’s commitment to long-term fiscal responsibility and sustainability impels serious action to reduce this shortfall. That’s why Santa Monica was a leader in establishing lower pension benefits for everyone hired after July 1, 2012 and last year the City made an advance additional payment to CalPERS of $45 million, bringing the total of our voluntary advance 7 of 29 payments to $76 million. The magnitude of the remaining shortfall, however, will require additional tangible and likely painful diversion of funding to address this threat to our fiscal health. The year ahead will provide the opportunity for dialogue with our community and our workforce about how together we address this need and set the basis for Council to establish specific and measurable policy goals to ensure our pension obligations are adequately funded. General Fund Financial Status Update The General Fund Financial Status Update reflects the revised revenue projections and proposed operating budget changes included in this staff report. Staff has completed three forecast scenarios that consider Best, Probable, and Worst Case impacts on the General Fund. The chart below shows the three forecast scenarios. 8 of 29 The Probable scenario serves as the baseline for the forecast and assumes that operations will remain at their current level and structure. In this scenario, the General Fund is projected to experience a shortfall of approximately $7.1 million in FY 2020-21 that increases to $15.2 million (3.6% of the General Fund budget) in FY 2021-22. Health insurance and workers’ compensation costs continue to be cost drivers, although the largest challenge is the significant rise in the cost of pensions. Based on the most recent actuarial analysis, net pension contributions in the General Fund are anticipated to increase 37% ($14.9 million) by FY 2021-22, and will continue to increase at a high rate through FY 2023-24, when the phasing in of the most recent decrease to the discount rate assumption, used to determine the future value of the pension portfolio, 9 of 29 will be complete. Over the next several months, staff will study the feasibility of various methods to lower pension contributions and healthcare costs and will ask Council to consider alternatives as part of the next biennial budget process. Overall, operating expenditures are anticipated to grow an average of 3.8% per year during this period, while ongoing revenues are anticipated to grow an average of 2.4% per year. In the Best Case scenario, bolstered by higher increases in revenues, General Fund revenues would continue to exceed expenditures until FY 2021-22, when a $5.7 million shortfall is projected. The Worst Case scenario shows the effects of a possible recession as well as intensification of some potentially negative trends in the areas of parking, sales, transient occupancy and business license tax. In this scenario, the General Fund would experience a shortfall of $3.5 million in FY 2019-20 that would increase significantly to $30.6 million in FY 2021-22. Other Funds Status Other major funds included in the Financial Status Update fall into two categories: 1) funds that operate with sufficient revenues to sustain necessary operating and capital needs; and 2) funds that have a structural deficit where ongoing revenues are not sufficient to cover ongoing expenditures. Self-Sustaining Enterprise Funds The Water and Wastewater Funds have sufficient revenues to cover current operations. Based on existing analysis, rate increases in the Water Fund allow the implementation of the Sustainable Water Master Plan while also maintaining reserve levels. As noted at the recent public hearing to adopt the current rates, additional studies are underway to further assess the financial needs to achieve Water Self-Sufficiency and those reports are scheduled to be presented to the Council in August 2018. The Wastewater Fund continues to have adequate revenues and reserves to meet current operational and capital expenditures. The Resource Recovery and Recycling (RRR) Fund will maintain a positive fund balance over the next five years. There are several upcoming proposals that may have 10 of 29 a substantial impact on the financial stability of the fund, including various solid waste and recycling initiatives and pilot programs, the Fund’s share of costs to complete the Corporate Yards modernization project, and the displacement of the recycling contractor at the Corporate Yards that will result in additional costs for transporting the City- collected recycling materials to an offsite location. Staff will continue to monitor fund performance and consider the need for a rate increase in the future. The Big Blue Bus (BBB) Fund balance reflects the department’s need to tap into reserves in the first three years of the forecast and the potential utilization of Municipal Operator Service Improvement Program (MOSIP) funds in the last two years. While MOSIP funding can be used for both operating and capital expenditures, BBB expenses its share of the funding to support the capital program that includes bus procurement, fleet and operational technology projects, bus stop improvements and infrastructure projects. It is anticipated that the Department will rely more heavily on MOSIP funds as future bus procurement costs will increase as the Department embarks on the procurement of electric buses and related yard and facility infrastructure improvements needed to support electric buses. BBB has never used MOSIP funding to balance the budget. The department historically ends each fiscal year within budget due to savings in materials, supplies, and fuel. BBB’s passenger revenue has finally shown signs of leveling in FY 2017-18 YTD after three consecutive years of decline. Revenue from the recently-approved Los Angeles County Measure M sales tax increase along with the implementation of planned operational strategies will assist the department in reducing the impact of increased costs associated with workers’ compensation, general liability, and other escalating costs, which will narrow the gap between operating revenues and expenses. In September of 2018, BBB will make minor modifications to routes that will realize some expenditure savings. Staff will evaluate rededicating these savings to ridership growth areas in order to boost ridership and passenger revenue during the last quarter of FY 2018-19. A more aggressive set of changes geared to new service planning standards will be introduced in 2019 pending rider and staff engagement as well as 11 of 29 feedback, public hearings and Council approval. Those changes are expected to more dramatically reduce operating costs and support ridership growth, further narrowing the gap between revenues and expenditures. BBB will continue to monitor its performance and staff will return to Council in FY 2018-19 to present the new planning service standards, proposed service changes and procurement/operation of the new electric bus fleet. The Airport, Beach, and Community Broadband Funds will generate adequate revenues to sustain their operations throughout the next five years. Funds Requiring Subsidies The Housing Authority Fund has a projected operating structural deficit of approximately $0.7 million to $1 million annually throughout the forecast period. This assumes that U.S. Department of Housing and Urban Development (HUD) funding to housing authorities will not be reduced. For FY 2018-19, the Housing Authority will require an operating subsidy from affordable housing funds set aside in the Special Revenue Source Fund. The Cemetery Fund is projecting a deficit of approximately $50,000 in FY 2019-20 that increases to approximately $0.3 million in FY 2021-22. The implementation of the green burial program has not realized the anticipated growth in the fund. The fund required a General Fund loan at the end of FY 2016-17 and is projected to require additional General Fund loans starting in FY 2019-20 if no changes are made to the operations of the Cemetery. Staff is assessing operations to provide a long term self-sustainable plan for the Cemetery Fund. The Pier Fund is not able to sustain an adequate balance to cover both its operating costs and large capital expenditures. Capital needs that cannot be funded by the Pier Fund during the forecast period must compete with General Fund-supported capital needs. It has been Council practice to subsidize the Pier as a public space, rather than create a loan receivable to the General Fund. The Pier Fund has a projected operating 12 of 29 structural deficit of $0.5 million in FY 2021-22 due to anticipated decreases in lease revenues due to construction impacts of various planned capital projects. Expenditure Control Budgeting Policy Based on the City’s fiscal policy, one-third of each year’s General Fund non-salary operating budget savings may be reappropriated to the departments that achieve the savings. The remaining two-thirds of the non-salary savings is incorporated into the General Fund fund balance. In the spirit of the two-year planning and budgeting cycle, staff recommends that departments carry over FY 2017-18 non-salary savings to FY 2018-19 in order to complete projects that may have been delayed in the first year of the biennial budget. Therefore, staff recommends changing the City’s Fiscal Policy to eliminate expenditure control budgeting for year 1 of the biennial budget cycle. Process/Activity Efficiency Proposals As the City faces new fiscal challenges in the future, staff is revamping its upcoming biennial budget process to one based on performance measurement and allocating resources where they are best used. In the interim, as part of the Exception-Based Budget process, departments were asked to begin thinking in this way and provide at least one change in their operations for FY 2018-19 that either streamlines or eliminates a process or activity. Many departments were able to take advantage of existing and upcoming technology to support their changes. The proposals may not directly result in a budget savings, but rather make more efficient use of resources. A sample list of process/activity efficiency proposals is detailed in Attachment D. Staff will provide a roadmap for the transition to a performance based budget as part of the budget adoption staff report. Exception-Based FY 2018-19 Operating Budget Adjustments The Citywide operating FY 2018-19 Proposed Budget is $546.3 million, $372.5 million of which is in the General Fund. Staff recommends an increase of $6.4 million in revenue adjustments and a decrease of $1.2 million in expenditure adjustments to the FY 2018-19 Budget Plan approved by Council in June 2017. Changes are summarized below, and listed in detail in Attachment E. 13 of 29 Revenue Adjustments – General Fund (+$4 million,1%) Significant FY 2018-19 Proposed General Fund revenue adjustments include:  Parking Related Revenues (+$3 million) – Primarily reflects projected impact of Council-approved parking rate revisions for the Downtown parking structures.  Fees and Charges – (+$1.1 million) – Primarily reflects greater volume of building and safety permit fees.  Property Taxes (+$0.9 million) – Primarily due to greater payments from Successor Agency tax increment revenues once Successor Agency obligations have been met.  Parking Facility Taxes (+$0.4 million) – Primarily reflects the impact of the parking rate revisions.  Sales Taxes/Transaction and Use Taxes (-$1.3 million) – Decrease primarily reflects lower than anticipated taxes from autos and general consumer goods. Revenue Adjustments – Other Funds ($2.4 million, 0.8%) Significant revenue adjustments in other funds include:  Local Return (45) Fund – increase of $2.4 million due to Measure R Local Return and Measure M Local Return funds being transferred from the BBB Fund.  Airport (33) Fund – decrease of $0.7 million due to primarily lower than anticipated lease rates.  Vehicle Management (54) Fund – increase of $0.2 million due to updated Vehicle Replacement Program and Fleet Management inventory. Operating Expenditure Adjustments – General Fund General Fund operating expenditure adjustments result in a net appropriation of $0.7 million. Changes are detailed in Attachment E. Significant appropriations include:  $0.6 million decrease to reflect lower than anticipated Measure Y and GSH Transaction and Use Tax funds to the Santa Monica-Malibu Unified School District and Measure GSH funds for the affordable housing program. This is a direct result of the flattening of sales and use and transaction and use tax 14 of 29 revenue.  $2.3 million transfer of Gillette/Boeing settlement funds to the Water Fund for the City/USGS Monitoring Well and Numerical Flow Model and Redrilling of Santa Monica Well #3 Capital Improvement Program (CIP) projects.  $0.6 million increase to adjust the portion of Parking Structure 7 and 8 revenues paid to Macerich as a result of higher than anticipated parking revenues.  $0.2 million increase to augment the level of hospitality services provided by DTSM Ambassadors to ensure Tongva and Palisades Parks remain safe and welcoming for all users.  $0.2 million non-salary increase to effectuate the reallocation of existing staff resources to supporting the City’s growing network infrastructure and a contracted Network Operation Center for afterhours technology support of critical business applications.  $0.2 million increase to support the recruitment of police officers. Operating Expenditure Adjustments – Other Funds Proposed operating expenditure adjustments for other funds result in a net decrease of $1.9 million. A detailed list is included in Attachment E.  $2.3 million transfer of Gillette/Boeing funds to the Water Fund for Capital Improvement Program (CIP) projects.  In the Special Revenue Source Fund, a net $0.2 million increase to the budget resulting from a decrease in an interfund transfer in (shown as a budget credit) to reflect lower than anticipated GSH funds set aside for the affordable housing program. Personnel Changes This report includes staffing adjustments to reflect ongoing operational changes and results of classification and compensation studies. To control compensation costs, staff kept the number of new positions and funding to a minimum, instead repurposing existing or vacant positions to areas needing additional attention, or reallocating funds to absorb new positions. Staffing adjustments are detailed in Attachment F. These 15 of 29 changes result in a net decrease of 0.8 Full-Time Equivalent (FTE) employees – a 6.2 FTE increase in the General Fund and 7.0 FTE decrease in the other funds. Together, position changes result in a net increase of $0.2 million in FY 2018-19 in the General Fund. In the General Fund, staff recommends the addition of 3.0 FTE Custody Officer positions (funded by reallocated overtime budget) to ensure safe and efficient jail operations, a 0.5 FTE Deputy City Attorney II (funded by Consumer Protection funds) to assist with consumer and tenant protection work, extension of 1.0 FTE limited-term Senior Advisor to the City Manager on Airport Affairs (funded by Airport funds) to continue work in seeking local control of the Airport, extension of 1.0 FTE limited-term Human Resources Information Systems Analyst [funded by Enterprise Resource Planning (ERP) capital project budget] to continue work on the ERP System, offset by the deletion of 1.0 FTE Production Supervisor and 0.3 FTE as-needed positions. Additionally, staff recommends the addition of a 1.0 FTE Network Engineer (offset by the deletion of a Community Broadband Analyst in the Community Broadband Fund) to support the City’s growing network infrastructure and the transfer of a 1.0 FTE CIP Project Manager (funded by Airport funds) to the General Fund. In the other funds, staff recommends the deletion of 5.0 FTE Fixed Based Operation positions in the Airport Fund and the transfer of two positions (1.0 FTE Community Broadband Analyst in the Community Broadband Fund and 1.0 FTE CIP Project Manager in the Airport Fund) to the General Fund. Fees and Charges The master fee and fine resolutions are presented to Council annually as part of the budget adoption. Most City user fees will increase by 4.4% on July 1, 2018, reflecting the projected FY 2018-19 increase in total City compensation, which includes salary, healthcare, retirement and workers’ compensation costs. There will also be other minor modifications to the fee and fine schedules for clean-up items such as description changes, consistency with similar fees and related ordinances, update to seismic retrofit fees, and consistency with State law. 16 of 29 In addition, staff proposes five new fees:  $361 – Address Assignment Fee – Processing of new address assignments and change requests to existing addresses.  $95 – Mobility Impound Fee – Processing of mobility devices abandoned in the Public Right of Way. (To replace fee adopted in March 2018 when it was anticipated that work would be undertaken by outside contractor.)  $20 – Administrative Fee (Parking Citation Dismissal: Disabled Placard) – CA Vehicle Code 40226 allows agencies to charge an administrative fee not to exceed $25 for processing cancellation of a citation.  $20 – Administrative Fee (Parking Citation Dismissal: Preferential Residential Permit) – Administrative fee to recover the cost of cancelling a citation for a preferential residential permit.  $1 – Copy Sets for Nomination papers (First 2 sets are free) Additionally, staff proposes revisions to certain Community and Cultural Services (CCS) fees, Zoning fees, and Residential Preferential Parking fees. These proposals are discussed in further detail below: Community and Cultural Services (CCS) Fees Following adoption of the FY 2017-19 Biennial Budget, staff conducted a thorough analysis of CREST, Community Recreation, and Cultural Affairs program fees. The proposed fees are in accordance with the Council-adopted Pricing Policy for Recreation Programs and Permit Services and use cost of services data from the citywide fee study conducted in FY 2016-17. The last time these fees were comprehensively evaluated and updated was in FY 2012-13. Fees for Adult Sports Leagues, Field Rentals, and Miles Playhouse Rental are proposed to increase incrementally over three fiscal years to lessen the impact on community participants. Staff also recommends creating eight new user fees for The Cove Skate Park and one new fine/penalty charge for late cancellation or no show of field rentals. The proposed fee schedule (Attachment G) includes the fee increases and 17 of 29 cost recovery rates. Proposed fee adjustments were reviewed and approved by the Arts Commission, Recreation and Parks Commission, Field Sports Advisory Committee, and Cradle to Career Work Group. Staff anticipates implementation of the proposed fees will result in approximately $191,000 in additional annual revenue. The budget increase is included in the FY 2018-19 Proposed Budget. Planning and Community Development (PCD) Zoning Ordinance Fee Update Current zoning fees were adopted on May 12, 2015 in association with the 2015 Zoning Ordinance update (Attachment H). Using data from an updated cost of services study conducted in FY 2017-18, staff proposes revisions to existing fees to ensure that, for most fees, the City is following Council policy to recover 100% of the costs to provide the service. Staff also proposes two new fees:  3.7% of permit – Downtown Community Plan (DCP) / Land Use Circulation Element (LUCE) – fee to recover costs to prepare and revise the DCP/LUCE.  0.7% of permit – Travel Demand Forecasting Model (TDFM) – fee to recover costs to prepare and revise the TDFM. Additionally, staff proposes restructuring seven existing fees, including the Environmental Impact Report (EIR), proposed to be a per hour-charge against an initial deposit of 37% of the consultant contract amount, and elimination of five fees that no longer reflect the services being provided. Residential Preferential Parking Fees A cost of services study was also conducted for Residential Preferential Parking fees, which were last revised in 2013. Based on the study, it was determined that current fees recover 98% of current costs and the only change being proposed is to increase the fee for fourth and subsequent permits by $1 to $61. 18 of 29 A summary of user fee findings for the City’s Planning fees and Residential Preferential Parking fees is detailed in Attachment I. FY 2018-20 Capital Improvement Program Budget The City of Santa Monica biennially develops a five-year Capital Improvement Program (CIP) budget (Attachment J). Funds for the first year (FY 2018-19) are approved and appropriated as part of the budget process, and funds for the second year (FY 2019-20) are approved now and will be appropriated prior to the start of the second fiscal year. Budget plan numbers for FY 2020-21 through FY 2022-23 are included as a planning tool to demonstrate total anticipated capital funding needs. This proposed CIP budget advances capital projects leveraging available funds to achieve City Council’s vision of a sustainable city of wellbeing for today’s residents and future generations in our community. Recent CIP budgets funded a surge of high-profile projects including the completed rebuilt California Incline and Pedestrian Bridge, the Colorado Esplanade, and Ishihara Park. Work continues on the City Services Building and the new Fire Station 1, which will both be complete in 2020. The Proposed FY 2018-20 CIP funds further plans for mobility enhancements, parks and beach improvements including the Civic Center Multipurpose Sports Field, infrastructure work to advance water self-sufficiency, and City Yards Modernization. In addition, the Proposed Budget funds ongoing infrastructure maintenance to protect the City’s existing capital investments and minimizes future replacement costs. CIP Budget Overview The Citywide CIP Proposed Biennial Budget funds 100 capital projects across 22 Funds. The total Proposed Budget is $186.3 million in FY 2018-19, and $115.4 million in FY 2019-20. The FY 2018-19 Proposed Budget represents a decrease of $52.6 million or 22 percent compared to the FY 2017-18 Adopted CIP Budget of $238.9 million. The prior budget included the City Services Building and the Fire Station 1 budgets and was larger than average. In addition, to more consistently follow general accounting principles, affordable housing loans will no longer be budgeted in the CIP starting in FY 19 of 29 2018-19, which will slightly reduce the size of the overall capital budget moving forward. Available, committed, and disbursed housing funds, formerly programmed as part of the CIP Program budget, will now be recorded as fund balances or notes receivables in the City’s general ledger. Housing staff will transmit a staff report annually to Council to document Affordable Housing revenues, disbursements, commitments, fund balances, and available balances after commitments. General Fund The General Fund represents one-quarter of the total CIP Budget over the biennial period. The FY 2018-19 proposed budget is $66.6 million, which includes additional allocations beyond the $21 million, including: $38.3 million in Charnock settlement funds previously held in General Fund reserves for project equity and will now be used for the construction of the City Yards Modernization project, $7.6 million in reserves for the Civic Center Multipurpose Sports Field, and $2.2 million in bond proceeds for the Fire Training Facility. The annual allocation of $21 million for General Fund capital projects will be reduced by approximately $3 million in both years of the biennial budget to pay debt service on the City Services Building. The CIP debt service payment will be lower after the building is operational due to savings that the General Fund will realize once leases for City office space are terminated. In FY 2019-20, the proposed General Fund budget is $14.2 million, which is lower than average due to a projected $6.1 million subsidy to the Pier Fund to support capital work at the Pier. That amount is being deducted from the annual allocation for General Fund CIP projects. 20 of 29 Impacts on the Operating Budget If all projects proposed in this five-year plan are completed, they will add an estimated $5,000 to the General Fund operating budget in FY 2018-19, increasing to a potential estimated $0.6 million in FY 2022-23. The most significant increases include $0.2 million annually to maintain the Civic Center Multipurpose Sports Field starting in FY 2020-21, and up to $0.2 million annually at the end of the five-year planning to maintain and pay for electricity for electric vehicle charging stations as more are installed. Staff will return to Council for consideration of a cost-recovery recommendation after at least 25 “smart” Electric Vehicle charging stations have been operational for three months or more; it is anticipated that this will be in spring 2019. These types of ongoing costs are considered by the CIP Committee when projects are evaluated during the CIP Budget Process to ensure that the Capital Budget Plan does not create unsustainable ongoing maintenance needs. The costs are also included in the five-year financial forecast in all scenarios. 21 of 29 Operations and maintenance costs associated with capital projects approved in prior biennial CIP budgets are updated regularly and continually inform updated five-year forecasts and operating budget proposals. Operating budget increases in non-General Funds are able to be supported by those funds. CIP Budget Process The CIP budget process is facilitated by a CIP Committee comprised of the City’s Department Heads, the City Manager, and the Assistant City Manager. Departments prepare project application submittals for funding consideration, and the CIP Committee reviews and scores applications against the criteria outlined below. Project budget requests, particularly for General Fund capital dollars, have exceeded available funding in recent years. Project applications are evaluated within the context of available funding limits to ensure that limited resources fund one-time priority projects while also effectively maintaining the City’s existing infrastructure. The CIP Committee scores projects that are competing for limited funds according to three broad criteria, defined as follows: Mandated Activities  Projects necessary for health and safety reasons that cannot be deferred  Projects mandated by the Federal or State government  Projects necessary to adequately maintain existing facilities, infrastructure, or equipment  Projects underway that have unavoidable budget shortfalls and that cannot be modified Council / Community Priorities  Projects that clearly address a Framework Outcome and/or meet a Council Strategic Goal  Projects that respond to a Council action or directive  Projects identified in an adopted City planning document 22 of 29 Fiscal Responsibility  Projects that will improve operational efficiencies and achieve ongoing cost savings  Projects that generate revenue  Projects where significant outside funding has been obtained to leverage City funding Based on evaluation against these criteria, capital budget recommendations are presented to the City Council for consideration. The Capital Improvement Program and the Framework The City of Santa Monica is connecting its budget to the Framework, connecting key departmental goals and activities to seven outcome areas, drawn from the Sustainable City Plan and the Wellbeing Index. The Framework is the City of Santa Monica’s strategic direction, connecting organizational purpose and day-to-day functions for a sustainable city of wellbeing built on a foundation of good governance. The FY 2018-20 CIP Biennial Budget advances five of the seven Framework Outcome Areas. Primarily, the capital program addresses Place & Planet, helping create a resilient built and natural environment. Roughly seventy percent of capital dollars are allocated to projects that advance the Place & Planet Outcome Area during the biennial budget period. These projects primarily address the sub-outcome area of Infrastructure, to develop, protect, and maintain City-owned infrastructure. The CIP also addresses the Governance outcome area by funding capital projects that promote a reliable, effective, and efficient government. These projects primarily address the sub-outcome area of Effective and Efficient Business Processes through software and hardware enhancements and City vehicle procurement. 23 of 29 In addition, the Biennial CIP Budget addresses the Safety outcome area through projects such as the procurement of new fire vehicles, safety improvements for pedestrians and cyclists, and the installation of fire sprinklers and bollards on the Pier. In the Health Outcome Area, the largest project is the Civic Center Multipurpose Sports field, which addresses the Physical Health sub-outcome area. In the Community Outcome Area, there is one proposed project to upgrade the audio-visual system in the City Council Chambers will help facilitate community engagement. * This includes one project with a budget of $200,500, or 0.07% of the Biennial Budget. The Capital Improvement Program and Council’s Strategic Goals The FY 2018-20 CIP Biennial Budget and the five-year Capital Plan also continue to advance Council’s adopted Strategic Goals. In particular, creating a new model for mobility is an ongoing focus of the CIP and is central to the proposed five-year Plan. The Plan includes over 20 mobility-related projects, both new and ongoing, with total recommended budget allocations of roughly $32 million over the biennial period (excluding Big Blue Bus spending). 24 of 29 The FY 2018-20 Proposed CIP Budget adds additional funding to some of the existing projects and also funds several new mobility projects. Mobility projects included in the CIP meet one or more of the following criteria: they are identified in adopted plans to complete bike, pedestrian and transit networks; they advance work toward Vision Zero; they leverage outside transportation funds; and they are coordinated with adjacent projects or maintenance efforts. Some key mobility projects in the FY 2018-20 Proposed Budget include: the 17th Street Expo Bike Connectivity Improvement Project which will add a protected bikeway along 17th Street from Wilshire Blvd. to Pico Blvd. and continue Greenway treatment along Michigan Ave from 14th Street to 19th Court ($9.2 million total project budget); Phase 1 of the Lincoln Neighborhood Corridor Plan which will enhance pedestrian safety along Lincoln Blvd. ($5.0 million total project budget); Pedestrian Improvements at Four Schools ($1.8 million) and at Six (additional) Schools ($1.9 million); Vision Zero and Mobility Project Delivery ($1.6 million); Design of an Ocean Avenue Protected Bikeway from California to Colorado ($0.6 million); Pico Blvd. and Santa Monica College Pedestrian Safety Improvements ($1.2 million); and several additional smaller projects and studies. The FY 2018-20 CIP budget will advance accessibility work at the Pier to contribute to an Inclusive and Diverse Community, and will make park improvements related to the City’s work to address homelessness. In addition, the Proposed Budget includes a Library Facilities Master Plan project that will address the Learn and Thrive strategic goal, and the Airport Runway Repurposing to address Council’s Airport strategic goal. Other Major Areas of Focus In addition to completing critical ongoing infrastructure maintenance activities, this five- year capital plan advances work in several key focus areas related to parks and beach improvements, water and stormwater projects, and the modernization of critical City facilities. Park and Beach Improvements 25 of 29 The City Council directed ambitious park expansion and beach improvements in Santa Monica that are currently underway along with processes to update the Parks and Recreation Master Plan (originally adopted in 1997) and complete a Master Plan for the renovation and expansion of Memorial Park. The previous Biennial Budget funded completion of the Airport Park Expansion design phase and this budget funds design for Memorial Park Expansion based on Master Plan outcomes. Future construction of the Memorial Park project will be partially supported by a $20 million allocation of Santa Monica College Measure V funds. Financing options for the full Memorial Park construction budget will be further analyzed as cost estimates and funding opportunities evolve. Alternative financing could come from a variety of sources including parks and recreation development impact fees, Los Angeles County Measure A allocations and grant opportunities, and proceeds from a potential future local general obligation bond. This Proposed Biennial CIP Budget also funds construction of improvements to the North Beach Trail and completion of the Civic Center Multipurpose Sports Field, with reserve funding previously set aside for the field appropriated to the budget in FY 2018- 19. Water & Stormwater Projects The FY 2018-20 Biennial CIP Budget advances the City’s efforts to achieve Council’s goal of becoming water self-sufficient. Several current and planned projects are designed to capture and treat stormwater and wastewater for reuse, improve the efficiency of our water treatment systems, and continue to reduce reliance on imported water by developing new local sources. Staff will return to Council in August 2018 with an updated Sustainable Water Master Plan (SWMP) which includes projects that are already underway, such as the Clean Beaches Initiative, a 1.6-million-gallon cistern currently being installed adjacent to the Pier, and planned projects such as the Sustainable Water Infrastructure Project (SWIP) which will capture and treat stormwater and wastewater for beneficial reuse locally. The total budget for SWIP is $69.8 million, $56.9 of which is a state loan from the Clean Water State Revolving Fund. 26 of 29 In addition, the SWMP calls for installation of new local groundwater wells, and efficiency improvements of the City’s current water treatment and metering systems designed to provide extra water and minimize leaks and water waste in the system. The FY 2018-20 Proposed CIP Budget funds several projects that will advance these goals, including a City/USGS Monitoring Well and Numerical Flow Model, the Redrilling of Santa Monica Well #3, and Arcadia Reverse Osmosis Recovery to improve treatment plant efficiency. The Water Fund is able to support all ongoing, routine capital work. Significant one-time capital expenditures are required to advance Council’s goal of water self-sufficiency. The Proposed CIP Budget includes a transfer of $2.3 million in Gillette/Boeing Settlement Funds to support two of the water self-sufficiency projects, the City/USGS Monitoring Well and Numerical Flow Model, and Redrilling Santa Monica Well # 3. A new water rate study to be completed in 2019 will identify additional work and funding necessary to meet the water self-sufficiency goal. Modernization of Critical City Facilities During the FY 2018-20 biennial period, work will continue on two critical City facilities that were funded in the FY 2016-18 CIP budget—the City Services Building and Fire Station 1. Construction is underway on the City Services Building and is anticipated to be complete in 2020. The 50,200-square-foot Living Building Challenge building will create a centralized Permit Center and an efficient, sustainable City Hall campus. Construction of the new Fire Station 1 will begin this summer and is also anticipated to be complete in 2020. The 28,690-square-foot station will be located at 1337-1345 7th Street and will replace the existing Fire Station 1. Work will also continue on the City Yards Modernization project, which received design funding in the FY 2016-18 CIP Budget. The City Yards is a 14.7-acre site located at 2500 Michigan Avenue that serves as the base for the City’s maintenance operations, associated offices, storage facilities, and other industrial uses. Since the City acquired the site in the 1940s, its operations have been adapted on an as-needed basis for various City functions, resulting in an inefficient utilization of space that no longer meets the functional needs of the facility. Schematic design is now complete, and the 27 of 29 estimated cost to complete a modified scope of the first phase of the project is $114 million. The FY 2018-20 CIP plan proposes utilizing $38.3 million in Charnock settlement funds to fund a portion of construction. The source of funds for the remaining $64.0 million required for construction will need to be identified during this biennial period. It is anticipated that these funds will come from contributions from enterprise funds, as well as possibly bond financing, settlement funds, or other sources. In any funding scenario, costs would be allocated to other funds with associated operations at the City Yards, including Resource, Recovery, and Recycling and the Vehicle Management Fund. City Yards Modernization efforts would also be coordinated with adjacent Water and Wastewater plans, ensuring that those funds would also contribute their share of costs. Staff will explore financing options and return to Council with a recommendation. Unfunded Projects Projects that do not receive funding are listed in the budget document and are tracked for consideration in future funding cycles. In some cases, these are still high priority projects but they may need to be deferred for a number of reasons such as exploring opportunities to leverage City funds with external funding, or to acknowledge workload considerations where existing staffing capacity is fully committed to other urgent projects. In some cases, staff is able to continue preliminary or related work until it is possible to fully fund a broader effort. Airport Park Expansion is the largest project on the unfunded list at this time. Design of the park is now complete, and staff continues to explore funding options for construction. Alternative financing could come from a variety of sources including parks and recreation development impact fees, Los Angeles County Measure A allocations and grant opportunities, and proceeds from a potential future local general obligation bond. Staff will continue to explore alternate financing options and provide recommendations to Council as opportunities arise. 28 of 29 Phase 2 of the Lincoln Neighborhood Corridor Plan, which consists primarily of pedestrian lighting, is also on the unfunded list. However, phase 1 of the project, which includes median and crosswalk improvements, is funded in the Proposed Budget. Council Discretionary Funds Each year, Council allocates discretionary funds to assist the community in special projects or support important but otherwise unfunded priorities. Council has traditionally supported community partners like the Business Improvement Districts, Santa Monica traditions like the Fourth of July Parade, one-time programs, and community students through science or music grants allowing Santa Monica youth to participate in special events. Projects and programs supported by Council discretionary funds for the past three years are detailed in Attachment K. Allocation of the funds may occur along with Budget Adoption or throughout the year. Including unallocated FY 2017-18 discretionary funds and FY 2018-19 discretionary funds, the Council has access to $756,243 in FY 2018-19. Financial Impacts and Budget Actions The FY 2018-19 Proposed Budget is $732.5 million. This amount represents a 7% decrease over the FY 2017-18 Revised Budget and a 5% decrease over the FY 2018-19 Budget Plan, due mostly to decreased capital spending. Staff will return to Council on June 12, 2018 to recommend adoption of the FY 2018-19 Proposed Budget. 29 of 29 Prepared By: Susan Lai, Budget Manager Approved Forwarded to Council Attachments: A. June 27, 2017 Staff Report (web link) B. October 24, 2017 Staff Report (web link) C. February 13, 2018 Staff Report (web link) D. Process/Activity Efficiency Proposals E. Proposed FY 2018-19 Revenue and Expenditure Adjustments F. Position and Classification Changes G. Community and Cultural Services Proposed Fee List H. May 12, 2015 Staff Report (web link) I. Planning and Parking Report J. Proposed FY2018-20 Biennial CIP Budget K. Council Discretionary Funds L. Written Comments ATTACHMENT D  1 PROCESS/ACTIVITY EFFICIENCY PROPOSALS     Develop Strategic Plan  Staff will engage an outside consultant to undertake a comprehensive strategic planning  process to align the City Attorney's Office more closely to the City’s strategic goals, streamline  internal processes, maximize use of existing personnel and other resources, and develop  data‐driven performance management mechanisms.   Increase Efficiency of Passport Processing times  Staff will shorten appointment times from 30 to 20 minutes. This will increase passport  revenue, allow more appointment times for the community, and reduce staff’s down time  between appointments.   Leverage Volunteers for CERT Training  Staff will use a train‐the trainer strategy to develop Community Emergency Response Training  (CERT)‐certified volunteers to host community trainings. This will reduce the demand on staff  time and interns in the administration of all of the sessions. As the use of volunteers is a  critical component in all emergency response plans, the City administers an extensive CERT  program to help prepare residents and others on how best to respond in an emergency.   Reduce Workers' Compensation Costs  Staff will continue to work with the third party administrator in the three‐year pilot program  to manage Big Blue Bus' workers' compensation program. In the first six months of the  program, the department has already seen a decrease in the number of open claims and a  reduction in total liabilities.   Streamline Purchasing Process and Inventory Control  Staff will streamline the purchasing processes and inventory control of fire station custodial  supplies to reduce the total budget spent on custodial supplies by 10%.   Accept Online Bids for Public Works Projects  Public  Works  staff  will  move  to  electronic  bids  submission  that w i l l  b e  p r o c e s s e d  v i a   PlanetBids. Competitive bidding is a paper intensive process and requires a fair amount of  storage space. Staff is working with the City Attorney’s Office and Finance to amend the  Municipal  Code,  which  will  allow  Public  Works  to  accept  on‐line  bids  for  FY  2018‐19.  Currently, per SMMC, formal bids must also be opened publicly. A meeting with the City  Attorney’s Office is scheduled and staff is waiting for legal counsel.   Implement Citywide Managed Print Services Program  Staff will implement a citywide Managed Print Services program that would optimize the use  o f  t h e  C i t y ’ s  p r i n t i n g  d e v i c e s  t h r o u g h  c o n s o l i d a t i o n  o f  t h e  d e vices,  generating  savings,  producing less paper waste and increasing efficiency. This proposal would further the City’s  Total Workplace Initiative and the City’s environmental sustainability practices.  ATTACHMENT D  2  Implement Electronic Signatures  Staff will identify areas where electronic signatures can increase efficiency and sustainability  of internal and external operations.   Implement eMarketplace in the Procurement Process  Staff will implement a one‐stop site where users will have access to pre‐approved vendors,  pre‐negotiated contracts and catalogs. The site will enable electronic approval workflow; use  of  a  City  purchasing  card  that  will  eliminate  paper‐based  invoicing  and  payment;  and  enhanced metrics. Staff anticipates fewer small dollar value blanket purchase orders, invoices  to process and checks to send. Finally, combined citywide purchases could allow greater  negotiation of unit price reductions and increase rebates earned.   Increase Efficiency and Transparency for Public Records Requests  Staff will purchase and implement a new Public Records Request Management Software. The  software willl: 1) provide a centralized place for the community and staff to submit, track and  send/received requests, 2) provide records electronically for free, and 3) save staff time on  follow‐up and duplicating frequently requested records.   Streamline and Digitize Housing Authority's Continuum of Care (CoC) Program  Staff will streamline and digitize the process for the Housing Authority’s Continuum of Care  (CoC) Program. The CoC annual recertification process, driven by stringent federal program  requirements, is a time‐intensive process in which staff must meet with approximately 217  households  annually.  The  streamlined  process  will  train  CoC  participants  and  service  providers to submit annual documentation online. The change would eliminate the need for  annual, in‐person recertification meetings. The new digital recertification process is expected  to streamline the overall workflow as all documentation would be scanned and uploaded  within the same time frame, allowing staff to plan well in advance for the review process. The  City’s environmental stewardship would be advanced by further minimizing its impact on the  consumption and generation of paper waste.   Streamline Citation Issuance Process with Upgraded Technology and Devices  Staff will purchase twelve handheld devices, field printers, and citation software and licenses  associated with issuing citations in the field for Code Enforcement Officers. The handhelds  will  cut  the  time  require  to  process  citations  and  delinquent  notices,  by  approximately  30 minutes per citation for Officers and approximately 45 minutes per citation for Code  Enforcement Specialists. The amount of time saved issuing the approximately 500 citations  annually will result in the Officers ability to increase proactive enforcement activity. The  Specialists will be able to increase their administrative support of the Officers. The devices  also serve as phones; therefore, twelve iPhones will be returned to ISD.    ATTACHMENT E Fund / Department Description  FY 2018‐19  Increase /  (Decrease)  RECORDS & ELECTION  SERVICES Reflects increase in revenues from passport service fees 15.2$               TOTAL RECORDS & ELECTION SERVICES REVENUE ADJUSTMENTS 15.2$               FINANCE Reflects revenues from the State Disability fee, paid with all business licenses  as well as annual cost of living increase to user fees 70.9$               TOTAL FINANCE REVENUE ADJUSTMENTS 70.9$               CITY ATTORNEY Reflects decrease in anticipated costs for hearing examiners reimbursed by  other funds (55.0)$             TOTAL CITY ATTORNEY REVENUE ADJUSTMENTS (55.0)$             Primarily reflects increase in revenues from Building and Safety fees 1,315.1$         Reflects revised parking rates in City parking lots and structures 2,304.5$         TOTAL PLANNING & COMMUNITY DEVELOPMENT REVENUE ADJUSTMENTS 3,619.6$         POLICE Primarily reflects increase in parking citations fines, partially offset by  decrease in fingerprinting fees 430.1$             TOTAL POLICE REVENUE ADJUSTMENTS 430.1$             FIRE Reflects increase in annual permit fees, partially offset by a decrease in  commercial inspection fees 159.4$             TOTAL FIRE REVENUE ADJUSTMENTS 159.4$             COMMUNITY & CULTURAL  SERVICES Primarily reflects increase in revenues from revised fees based on cost of  services study 192.5$             TOTAL COMMUNITY & CULTURAL SERVICES REVENUE ADJUSTMENTS 192.5$             LIBRARY Reflects decrease in library fees, fines, meeting room rentals, and  copy/printer fees (60.9)$             TOTAL LIBRARY REVENUE ADJUSTMENTS (60.9)$             PUBLIC WORKS Reflects increase in revenues from utility excavation fees, rebates, and  engineering and landscape plan check fees, as well as annual cost of living  increase to user fees, partially offset by decreased utility pole lease fees, and  offsite improvements reimbursements. 228.3$             TOTAL PUBLIC WORKS REVENUE ADJUSTMENTS 228.3$             PROPOSED FY 2018‐19 REVENUE AND OPERATING EXPENDITURE BUDGET ADJUSTMENTS REVENUE BUDGET ADJUSTMENTS ($ IN THOUSANDS) GENERAL FUND (01) PLANNING & COMMUNITY  DEVELOPMENT May 22, 2018 1 of 7 ATTACHMENT E Fund / Department Description  FY 2018‐19  Increase /  (Decrease)  PROPOSED FY 2018‐19 REVENUE AND OPERATING EXPENDITURE BUDGET ADJUSTMENTS HOUSING & ECONOMIC  DEVELOPMENT Primarily reflects decrease in lease revenues, partially offset by an increase  in Farmer's Market and outdoor dining revenue (519.6)$           TOTAL HOUSING & ECONOMIC DEVELOPMENT REVENUE ADJUSTMENTS (519.6)$           NON‐DEPARTMENTAL Property Taxes ‐ Primarily reflects increased tax increment residual receipts 855.1$             Utility Users Tax ‐ Decreased taxes in telecommunication taxes (100.0)$           Parking Facility Tax ‐ Primarily reflects rate increase in downtown parking  facilities 423.0$             Sales and Use Tax/Transaction and Use Tax ‐ Reflects less than anticipated  receipts from vehicle sales and general consumer goods (1,295.0)$        TOTAL NON‐DEPARTMENTAL REVENUE ADJUSTMENTS (116.9)$           TOTAL GENERAL FUND REVENUE ADJUSTMENTS 3,963.6$         SPECIAL REVENUE SOURCE FUND (04) COMMUNITY & CULTURAL  SERVICES Reflects increase in Cultural Arts in lieu fee from a developer agreement for  1318 2nd Street project 115.0$             FIRE Reflects increase in CUPA penalty fees 1.5$                 PLANNING & COMMUNITY  DEVELOPMENT Reflects decrease in Transportation Management Program fees as more local  businesses are meeting their Average Vehicle Ridership (AVR) targets (66.3)$             50.2$               BEACH RECREATION FUND (11) COMMUNITY & CULTURAL  SERVICES Reflects full year impact of FY 2017‐18 increase in Parking fees 221.6$             221.6$            HOUSING AUTHORITY FUND (12) HOUSING & ECONOMIC  DEVELOPMENT Reflects increase in investment Income 1.5$                 1.5$                 TORCA FUND (14) HOUSING & ECONOMIC  DEVELOPMENT Reflects increase in investment Income 25.0$               TOTAL TORCA FUND REVENUE ADJUSTMENTS 25.0$               LOW/MOD INCOME HOUSING ASSET FUND (15) HOUSING & ECONOMIC  DEVELOPMENT Reflects increase in investment income 50.0$               50.0$               NON‐GENERAL FUNDS TOTAL SPECIAL REVENUE SOURCE FUND REVENUE ADJUSTMENTS TOTAL BEACH RECREATION FUND REVENUE ADJUSTMENTS TOTAL HOUSING AUTHORITY FUND REVENUE ADJUSTMENTS TOTAL LOW/MOD INCOME HOUSING ASSET FUND REVENUE ADJUSTMENTS May 22, 2018 2 of 7 ATTACHMENT E Fund / Department Description  FY 2018‐19  Increase /  (Decrease)  PROPOSED FY 2018‐19 REVENUE AND OPERATING EXPENDITURE BUDGET ADJUSTMENTS WATER FUND (25) PUBLIC WORKS Reflects increased water sales partially offset by decrease in investment  income 130.4$             TOTAL WATER FUND REVENUE ADJUSTMENTS 130.4$            RESOURCE RECOVERY & RECYCLING FUND (27) PUBLIC WORKS Reflects increase in plan check and permit fees 17.8$               TOTAL RRR FUND REVENUE ADJUSTMENTS 17.8$               PIER FUND (30) HOUSING & ECONOMIC  DEVELOPMENT Reflects increase in investment income 10.0$               10.0$               WASTEWATER FUND (31) PUBLIC WORKS Reflects increase in Industrial Wastewater and Saddle fees 25.1$               25.1$               AIRPORT FUND (33) PUBLIC WORKS Primarily reflects decrease in revenues due to lower than anticipated lease  rates (730.9)$           (730.9)$           STORMWATER MANAGEMENT FUND (34) PUBLIC WORKS Reflects increase in investment income 70.0$               70.0$               BIG BLUE BUS FUND (41) BIG BLUE BUS Primarily reflects decrease in advertising revenue (202.0)$           (202.0)$           GAS TAX FUND (43) PUBLIC WORKS Reflects revised estimate of State Gas Tax apportionments 203.7$             TOTAL GAS TAX FUND REVENUE ADJUSTMENTS 203.7$            LOCAL RETURN FUND (45) PUBLIC WORKS Reflects Measure R Local Return and Measure M Local Return funds being  transferred to the Local Return Fund 2,378.4$         TOTAL LOCAL RETURN FUND REVENUE ADJUSTMENTS 2,378.4$         TOTAL BIG BLUE BUS FUND REVENUE ADJUSTMENTS TOTAL PIER FUND REVENUE ADJUSTMENTS TOTAL WASTEWATER FUND REVENUE ADJUSTMENTS TOTAL AIRPORT FUND REVENUE ADJUSTMENTS TOTAL STORMWATER MANAGEMENT FUND REVENUE ADJUSTMENTS May 22, 2018 3 of 7 ATTACHMENT E Fund / Department Description  FY 2018‐19  Increase /  (Decrease)  PROPOSED FY 2018‐19 REVENUE AND OPERATING EXPENDITURE BUDGET ADJUSTMENTS VEHICLE MANAGEMENT FUND (54) PUBLIC WORKS Reflects contribution adjustment to the Fleet Vehicle Replacement Program  from other funds 241.3$             241.3$            INFORMATION TECH REPLACEMENT & SERVICES FUND (55) INFORMATION SERVICES Reflects a budget correction to adjust contribution to the Computer  Equipment Replacement Program from other funds (95.7)$             (95.7)$             TOTAL NON‐GENERAL FUND REVENUE ADJUSTMENTS 2,396.3$         GRAND TOTAL ‐ ALL FUND REVENUE ADJUSTMENTS 6,359.9$         CITY MANAGER Reflects extension of 1.0 FTE limited‐term Senior Advisor on Airport Affairs  to be funded by Airport funds 239.8$             TOTAL CITY MANAGER EXPENDITURE ADJUSTMENTS 239.8$             CITY ATTORNEY Reflects the addition of 0.5 FTE Deputy City Attorney to be funded by  Consumer Protection Funds 99.3$               TOTAL CITY ATTORNEY EXPENDITURE ADJUSTMENTS 99.3$               HUMAN RESOURCES Reflects ongoing costs of NEOGOV Onboard & Performance evaluation  software 59.4$               TOTAL HUMAN RESOURCES EXPENDITURE ADJUSTMENTS 59.4$               INFORMATION SERVICES Reflects the addition of a 1.0 FTE Network Engineer (offset by the deletion of  a Community Broadband Analyst in the Community Broadband fund) and the  funding for a Network Operations Center (NOC)213.2$             TOTAL INFORMATION SERVICES EXPENDITURE ADJUSTMENTS 213.2$             PLANNING & COMMUNITY  DEVELOPMENT Reflects an adjustment to Macerich portion of Parking Structures 7 & 8  parking revenues to reflect increased parking rates 602.8$             602.8$             POLICE Reflects the addition of 3.0 FTE Custody Officer positions and equity  adjustments 45.6$               TOTAL POLICE EXPENDITURE ADJUSTMENTS 45.6$               EXPENDITURE BUDGET ADJUSTMENTS ($ IN THOUSANDS) GENERAL FUND (01) TOTAL VEHICLE MANAGEMENT FUND REVENUE ADJUSTMENTS TOTAL INFORMATION TECH REPLACEMENT & SVCS FUND REVENUE ADJUSTMENTS TOTAL PLANNING & COMMUNITY DEVELOPMENT EXPENDITURE ADJUSTMENTS May 22, 2018 4 of 7 ATTACHMENT E Fund / Department Description  FY 2018‐19  Increase /  (Decrease)  PROPOSED FY 2018‐19 REVENUE AND OPERATING EXPENDITURE BUDGET ADJUSTMENTS FIRE Reflects ongoing costs of the new Fire Station Alerting System 45.9$               TOTAL FIRE EXPENDITURE ADJUSTMENTS 45.9$               COMMUNITY & CULTURAL  SERVICES Reflects staffing changes (0.9)$                TOTAL COMMUNITY & CULTURAL SERVICES EXPENDITURE ADJUSTMENTS (0.9)$                LIBRARY Reflects staffing changes (1.1)$                TOTAL LIBRARY  EXPENDITURE ADJUSTMENTS (1.1)$                PUBLIC WORKS Reflects the transfer of the Park Ambassador program budget to non‐ departmental account, staffing changes and equity adjustments (301.6)$           TOTAL PUBLIC WORKS EXPENDITURE ADJUSTMENTS (301.6)$           HOUSING & ECONOMIC  DEVELOPMENT Reflects staffing changes and equity adjustments 17.2$               TOTAL HOUSING & ECONOMIC DEVELOPMENT EXPENDITURE ADJUSTMENTS 17.2$               NON‐DEPARTMENTAL All Other Transactions Reflects the transfer of the Park Ambassador program from Public Works,  increased funding to expand the use and service of on‐site DTSM  Ambassadors and funding to support the recruitment of police officers,  offset by adjustment to reflect lower than anticipated Measure Y and GSH  funds to SM‐MUSD 504.2$             Interfund Transfers Reflects a transfer of Gillette/Boeing settlement funds to the Water (25)  Fund for CIP projects, transfers from the Airport (33) Fund for 2.0 FTE limited‐ term positions and 1.0 FTE permanent position, offset by a reduction in the  transfer to the Special Revenue Source (04) Fund for affordable housing due  to lower than anticipated GSH funds 1,569.2$         TOTAL NON‐DEPARTMENTAL EXPENDITURE ADJUSTMENTS 2,073.4$         3,092.9$         GENERAL FUND ‐ EXPENDITURE OFFSETS Use of reserves for costs associated with the Deputy City Attorney (99.3)                Use of Gillette/Boeing settlement funds for Water (25) Fund CIP projects (2,300.0)          (2,399.3)$       5,492.1$         SPECIAL REVENUE SOURCE (04) FUND Non‐Departmental Reflects a reduction in the transfer from the General (01) Fund for affordable  housing due to lower than anticipated GSH funds 213.5$             213.5$           TOTAL SPECIAL REVENUE SOURCE FUND EXPENDITURE ADJUSTMENTS NON‐GENERAL FUNDS NET GENERAL FUND EXPENDITURE ADJUSTMENTS TOTAL GENERAL FUND EXPENDITURE ADJUSTMENTS TOTAL GENERAL FUND ‐ EXPENDITURE OFFSETS May 22, 2018 5 of 7 ATTACHMENT E Fund / Department Description  FY 2018‐19  Increase /  (Decrease)  PROPOSED FY 2018‐19 REVENUE AND OPERATING EXPENDITURE BUDGET ADJUSTMENTS BEACH (11) FUND Community & Cultural  Services Reflects contribution to fund a Network Operations Center 2.0$                 Public Works Reflects costs associated with enhanced restroom cleaning to prevent  Hepatitis A outbreak 169.4$             171.4$            HOUSING AUTHORITY (12) FUND Housing & Economic  Development Reflects staffing changes 41.8$               41.8$               WATER (25) FUND Public Works Reflects contribution to fund a Network Operations Center 5.0$                 Non‐Departmental Reflects a transfer of Gillette/Boeing settlement funds for CIP projects (2,300.0)$        (2,295.0)$       RESOURCE RECOVERY AND RECYCLING (27) FUND Public Works Reflects contribution to fund a Network Operations Center 9.0$                 9.0$                 WASTEWATER (31) FUND Public Works Reflects contribution to fund a Network Operations Center 5.0$                 5.0$                 AIRPORT (33) FUND Public Works Reflects contribution to fund a Network Operations Center, staffing changes  and the deletion of 5.0 FTE Fixed Base Operations position in the Airport  d (599.8)$           Non‐Departmental Reflects a transfer to the General (01) Fund for 2.0 FTE limited‐term  positions and 1.0 FTE permanent position 517.3$             (82.5)$             BIG BLUE BUS (41) FUND Big Blue Bus Reflects contribution to fund a Network Operations Center, use of Prop A  funding for 30‐day Youth Pass Program, staffing changes and equity  d 134.7$             134.7$            VEHICLE MANAGEMENT (54) FUND Public Works Reflects staffing changes 1.6$                 1.6$                 TOTAL RRR FUND EXPENDITURE ADJUSTMENTS TOTAL WASTEWATER FUND EXPENDITURE ADJUSTMENTS TOTAL AIRPORT FUND EXPENDITURE ADJUSTMENTS TOTAL BEACH FUND EXPENDITURE ADJUSTMENTS TOTAL HOUSING AUTHORITY FUND EXPENDITURE ADJUSTMENTS TOTAL VEHICLE MANAGEMENT FUND EXPENDITURE ADJUSTMENTS TOTAL BIG BLUE BUS FUND EXPENDITURE ADJUSTMENTS TOTAL WATER FUND EXPENDITURE ADJUSTMENTS May 22, 2018 6 of 7 ATTACHMENT E Fund / Department Description  FY 2018‐19  Increase /  (Decrease)  PROPOSED FY 2018‐19 REVENUE AND OPERATING EXPENDITURE BUDGET ADJUSTMENTS RISK MANAGEMENT ‐ ADMIN (58) FUND Finance Reflects staffing changes 6.2$                 6.2$                 SELF‐INSURANCE, WORKER'S COMP (59) FUND Non‐Departmental Reflects reduction in claims payments (6.6)$                (6.6)$                (1,801.2)$       NON‐GENERAL FUND ‐ EXPENDITURE OFFSETS  Use of reserves for costs associated with Prop A funds for 30‐day Youth Pass  Program (107.2)$           (107.2)$           TOTAL GENERAL FUND REVENUE ADJUSTMENTS 3,963.6$         TOTAL NON‐GENERAL FUND REVENUE ADJUSTMENTS 2,396.3$         GRAND TOTAL FY 2018‐19 ALL FUNDS REVENUE ADJUSTMENTS 6,359.9$         TOTAL GENERAL FUND EXPENDITURE ADJUSTMENTS 3,092.9$         TOTAL NON‐GENERAL FUND EXPENDITURE ADJUSTMENTS (1,801.2)$        GRAND TOTAL FY 2018‐19 ALL FUNDS EXPENDITURE ADJUSTMENTS 1,291.7$         TOTAL GENERAL FUND ‐ EXPENDITURE OFFSETS (2,399.3)$        (107.2)$           (2,506.4)$       NET GENERAL FUND EXPENDITURE ADJUSTMENTS 693.6$             (1,908.3)$        (1,214.7)$       TOTAL NON‐GENERAL FUND EXPENDITURE ADJUSTMENTS TOTAL NON‐GENERAL FUND ‐ EXPENDITURE OFFSETS GRAND TOTAL FY 2018‐19 ALL FUNDS ‐ EXPENDITURE OFFSETS GRAND TOTAL FY 2018‐19 NET ALL FUNDS EXPENDITURE ADJUSTMENTS NET NON‐GENERAL FUND EXPENDITURE ADJUSTMENTS TOTAL NON‐GENERAL FUND ‐ EXPENDITURE OFFSETS TOTAL RISK MANAGEMENT ‐ ADMIN FUND EXPENDITURE ADJUSTMENTS TOTAL SELF‐INSURANCE, WORKER'S COMP FUND EXPENDITURE ADJUSTMENTS May 22, 2018 7 of 7 PO S I T I O N A N D C L A S S I F I C A T I O N C H A N G E S ATTACHMENT F RE A S O N FU N D D e p t F T E P O S I T I O N T I T L E F U N D D e p t F T E P O S I T I O N T I T L E P R I M A R Y R EA S O N NET FTE CHANGENET $ CHANGE 41 B B B 6 . 8 C u s t o m e r S e r v i c e s A s s i s t a n t 4 1 B B B 6 . 8 C u s t o m e r S er v i c e s A s s i s t a n t D i v i s i o n c h a n g e - r e o r g a n i z a t i o n - - 41 B B B 1 . 0 T r a n s i t A d v e r t i s i n g C o o r d i n a t o r 4 1 B B B 1 . 0 T r a n s i t A d v e r t i s i n g C o o r d i n a t o r D i v i s i o n c h a n g e - r e o r g a n i z a t i o n - - 41 B B B 1 . 0 T r a n s i t G o v e r n m e n t R e l a t i o n s O f f i c e r 4 1 B B B 1 . 0 T ra n s i t G o v e r n m e n t R e l a t i o n s O f f i c e r D i v i s i o n c h a n g e - r e o r g a n i z a tion - - 41 B B B 1 . 0 C u s t o m e r S e r v i c e S u p e r v i s o r 4 1 B B B 1 . 0 C u s t o m e r S er v i c e S u p e r v i s o r D i v i s i o n c h a n g e - r e o r g a n i z a t i o n - - 41 B B B 1 . 0 W a r e h o u s e / P r o c u r e m e n t S u p e r v i s o r 4 1 B B B 1 . 0 W a r e h ou s e S u p e r v i s o r T i t l e C h a n g e - - 41 B B B 1 . 0 T r a n s i t C o m m u n i t y E n g a g e m e n t O f f i c e r 4 1 B B B 1 . 0 T ra n s i t C o m m u n i t y E n g a g e m e n t O f f i c e r E q u i t y A d j u s t m e n t - 14,508 41 B B B 1 . 0 S e n i o r T r a n s i t S c h e d u l e r 4 1 B B B 1 . 0 A s s i s t a n t A d m in i s t r a t i v e A n a l y s t O p e r a t i o n a l c h a n g e - (51,887) 41 B B B 3 . 0 W a r e h o u s e W o r k e r 4 1 B B B 3 . 0 S t o r e k e e p e r R e c l a s s i f i ca t i o n - 1 4 , 8 6 6 01 C A O 0 . 5 De p ut y C i t y A t t o r n e y I I 2 Ne w p o s i t i o n 0 . 5 9 9 , 2 6 3 01 C C S 1 . 0 P r . C o m m u n i t y S v c s S u p v r - A q u a t i c s 0 1 C C S 1 . 0 Aq ua t i c s P r o g ra m M a n a g er 3 Op e r a t i o n a l c h a n g e - 1 2 , 1 4 1 01 C M O 1 . 0 A ss i s t a n t A d m i n i s t r a t i v e A n a l y st 3 Ne w p o s i t i o n 1 . 0 1 0 8 , 8 0 5 01 C M O 1 . 0 Sr . A d v i s o r o n A i r p or t A f f a i r s (Li m i t e d - T e r m ) 4 Ex t e n s i o n o f L i m i t e d T e r m 1 . 0 2 4 0 , 8 4 6 01 C M O 1 . 0 M a r k e t i n g a n d C o m m u n i c a t i o n s A s s t . 0 1 C M O 1 . 0 Co m m u n i c a t i o n s a n d M a r k e t i n g C o o r d i n a t o r 3 Op e r a t i o n a l c h a n g e - 4 1 , 7 4 0 01 C M O 1 . 0 Gr a p hi c D e s i g ne r (de l e t e 1 . 0 a s - n e e d e d p o s i t i o n ) 3 Ne w p o s i t i o n 1 . 0 8 7 , 2 1 6 01 C M O 1 . 0 P r o d u c t i o n S u p e r v i s o r Op e r a t i o n a l c h a n g e ( 1 . 0 ) ( 1 3 2 , 8 4 1 ) 01 F i n a n c e 1 . 0 S e n i o r B u d g e t A n a l y s t 0 1 F i n a n c e 1 . 0 P r i n c i p a l B u d g e t A n a l y s t O p e r a t i o n a l c h a n g e - 30,794 01 F i n a n c e 1 . 0 P r i n c i p a l T r e a s u r y A n a l y s t 0 1 F i n a n c e 1 . 0 S e n io r T r e a s u r y A n a l y s t O p e r a t i o n a l c h a n g e - (30,794) 01 F i n a n c e 1 . 0 S e n i o r A c c o u n t a n t 0 1 F i n a n c e 1 . 0 Su p er v i s i n g A c c o u n t a n t 3 Op e r a t i o n a l c h a n g e - 8 , 7 4 3 01 F i n a n c e 1 . 0 F i n a n c i a l R e p o r t i n g S u p e r v i s o r 0 1 F i n a n c e 1 . 0 F i n a n c i a l R e p o r t i n g A d m i n i s t r a t o r R e c l a s s i f i c a t i o n - - 01 F i n a n c e 1 . 0 P u r c h a s i n g S e r v i c e s M a n a g e r 0 1 F i n a n c e 1 . 0 Pr o c u r e m e n t M a n a g er 3 Op e r a t i o n a l c h a n g e - 1 8 , 4 8 8 01 F i n a n c e 1 . 0 P r o c u r e m e n t M a n a g e r 0 1 F i n a n c e 1 . 0 P r o c u r e m e n t M a n a g e r D i v i s i o n c h a n g e - n e w d i v i s i o n - - 01 F i n a n c e 1 . 0 S e n i o r P r o c u r e m e n t A n a l y s t 0 1 F i n a n c e 1 . 0 S e n io r P r o c u r e m e n t A n a l y s t D i v i s i o n c h a n g e - n e w d i v i s i o n - - 01 F i n a n c e 2 . 0 S e n i o r B u y e r 0 1 F i n a n c e 2 . 0 S e n i o r B u y e r D i v i s io n c h a n g e - n e w d i v i s i o n - - 01 F i n a n c e 1 . 0 C o n t r a c t s C o o r d i n a t o r 0 1 F i n a n c e 1 . 0 C o n t r a c t s C o o r d i n a t o r D i v i s i o n c h a n g e - n e w d i v i s i o n - - 01 F i n a n c e 1 . 0 B u y e r 0 1 F i n a n c e 1 . 0 B u y e r D i v i s i o n c h a n g e - n ew d i v i s i o n - - 01 F i n a n c e 1 . 0 S t a f f A s s i s t a n t I I I 0 1 F i n a n c e 1 . 0 S t a f f A s s i st a n t I I I D i v i s i o n c h a n g e - n e w d i v i s i o n - - 58 F i n a n c e 1 . 0 S u p v W o r k e r s ' C o m p C l a i m s E x a m i n e r 5 8 F i n a n c e 1 . 0 W o r k e r s ' C o m p e n s a t i o n C l a i m s E x a m i n e r O p e r a t i o n a l c h a n g e - - 58 F i n a n c e 1 . 0 R i s k M a n a g e m e n t A n a l y s t 5 8 F i n a n c e 1 . 0 Se n i o r R i s k M a n a g em e n t A n a l y st 3 Op e r a t i o n a l c h a n g e - 6 , 1 8 7 01 H E D 1 . 0 S u c c e s s o r A g e n c y A d m i n i s t r a t o r 0 1 H E D 1 . 0 S e n i o r Ad m i n i s t r a t i v e A n a l y s t O p e r a t i o n a l c h a n g e - 6,632 01 H E D 0 . 5 F a r m e r s ' M a r k e t C o o r d i n a t o r I 0 1 H E D 1 . 0 Fa r m e r s ' M a r k e t C o o r d I (de l e t e 0 . 5 F T E p o s i t i o n ) 3 Ne w p o s i t i o n 0 . 5 3 5 , 7 0 4 12 H E D 1 . 0 T e c h n i c a l S t a f f A s s i s t a n t 1 2 H E D 1 . 0 A d m i n i s t r a t i ve A n a l y s t R e c l a s s i f i c a t i o n - 4 1,767 01 H R 1 . 0 S t a f f A s s i s t a n t I I 0 1 H R 1 . 0 St a f f A s s i s t a n t I I I 3 Op e r a t i o n a l c h a n g e - 5 , 2 8 0 01 H R 1 . 0 E m p l o y e e B e n e f i t s T e c h n i c i a n 0 1 H R 1 . 0 Em p lo y ee B e n e f i t s S p ec i a l i s t 3 Op e r a t i o n a l c h a n g e - 6 , 2 2 7 01 H R 1 . 0 HR I n f o S y st e m s A n a l y st (Li m i t e d - T e r m ) 5 Ex t e n s i o n o f L i m i t e d T e r m 1 . 0 1 4 8 , 7 7 9 28 I S D 1 . 0 C o m m u n i t y B r o a d b a n d A n a l y s t 0 1 I S D 1 . 0 N e t w o r k E n gi n e e r P o s i t i o n F u n d T r a n s f e r - 1 50,183 01 I S D 1 . 0 L e a d S y s t e m s A n a l y s t 0 1 I S D 1 . 0 L e a d S y s t e m s A n a l ys t D i v i s i o n c h a n g e - r e o r g a n i z a t i o n - - 01 I S D 3 . 0 W e b D e v e l o p e r 0 1 I S D 3 . 0 S o f t w a r e D e v e l o p e r T i t l e Ch a n g e - - 01 L i b r a r y 1 . 0 L i b r a r y A s s i s t a n t I I I 0 1 L i b r a r y 0 . 5 L i b r a r y As s i s t a n t I I O p e r a t i o n a l c h a n g e ( 0 . 5 ) (54,816) 01 L i b r a r y 0 . 5 L i b r a r y A s s i s t a n t I I O p e r a t i o n a l c h a n g e 0.5 53,667 SUBTOTALS 1 DE L E T E A D D Ma y   2 2 ,   2 0 1 8 Page 1 of 2 PO S I T I O N A N D C L A S S I F I C A T I O N C H A N G E S ATTACHMENT F RE A S O N FU N D D e p t F T E P O S I T I O N T I T L E F U N D D e p t F T E P O S I T I O N T I T L E P R I M A R Y R EA S O N NET FTE CHANGENET $ CHANGESUBTOTALS1 DE L E T E A D D 01 P C D 1 . 0 A d m i n i s t r a t i v e A n a l y s t 0 1 P C D 1 . 0 Se n i o r A d m i n i s t r a t i v e A n a l y st 3 Op e r a t i o n a l c h a n g e - 1 0 , 3 2 9 01 P C D 1 . 0 L e a d T r a f f i c S i g n a l T e c h n i c i a n 0 1 P C D 1 . 0 L e a d T r af f i c S i g n a l T e c h n i c i a n M O U N e g o t i a t e d C h a n g e - 898 01 P C D 1 . 0 T r a f f i c S i g n a l S u p e r v i s o r 0 1 P C D 1 . 0 T r a f f i c S i g n al S u p e r v i s o r M O U N e g o t i a t e d C h a n g e - 973 01 P o l i c e 1 1 . 0 J a i l e r 0 1 P o l i c e 1 1 . 0 C u s t o d y O f f i c e r T i t l e C h a n g e /E q u i t y A d j u s t m e n t - 3 6 , 8 9 0 01 P o l i c e 2 . 0 L e a d J a i l e r 0 1 P o l i c e 2 . 0 L e a d C u s t o d y O f f i c e r Ti t l e C h a n g e / E q u i t y A d j u s t m e n t - 8,706 01 P o l i c e 1 . 0 J a i l S u p e r v i s o r 0 1 P o l i c e 1 . 0 C u s t o d y O f f i c e r Su p e r v i s o r T i t l e C h a n g e - - 01 P o l i c e 3 . 0 Cu s t o d y O f f i c e r 3 Ne w p o s i t i o n 3 . 0 2 8 2 , 6 5 8 01 P W 1 . 0 PW C o n s t r u c t i o n S p ec (Li m i t e d - T e r m ) 6 01 P W 1 . 0 Se n i o r A r c h i t e c t 7 Op e r a t i o n a l c h a n g e - 4 8 , 8 6 9 33 P W 1 . 0 CI P P r o j ec t M a n a g er (Li m i t e d T e r m ) 8 01 P W 1 . 0 CI P P r o j ec t M a n a g er (Li m i t e d T e r m ) 8 Di v i s i o n c h a n g e - r e o r g a n i z a t i o n - - 01 P W 1 . 0 U r b a n F o r e s t A d m i n i s t r a t o r 0 1 P W 1 . 0 U r b a n F o r e s t Ad m i n i s t r a t o r E q u i t y A d j u s t m e n t - 6,617 01 P W 1 . 0 S u s t a i n a b l e O u t r e a c h C o o r d i n a t o r 0 1 P W 1 . 0 S u s t a i n ab l e O u t r e a c h C o o r d i n a t o r C h a n g e B a r g a i n i n g U n i t A f f i l i a t i o n - - 01 P W 1 . 0 L e a d P a r k i n g M e t e r T e c h n i c i a n 0 1 P W 1 . 0 P a r k i n g M e te r C r e w L e a d e r T i t l e C h a n g e - - 54 P W 1 . 0 S t o r e k e e p e r I 5 4 P W 1 . 0 F l e e t S t o r e k e e p e r R e c l a s s i f ic a t i o n - 1 , 5 5 7 33 P W 2 . 0 B u s i n e s s A s s i s t a n t 3 3 P W 2 . 0 P r o p e r t y M a n a g e m e n t S pe c i a l i s t O p e r a t i o n a l c h a n g e - 19,551 33 P W 1 . 0 A i r p o r t S t a f f A s s i s t a n t 3 3 P W 1 . 0 A i r p o r t S t a f f A s si s t a n t D i v i s i o n c h a n g e - r e o r g a n i z a t i o n - - 33 P W 1 . 0 A i r p o r t G S E M e c h a n i c Op e r a t i o n a l c h a n g e ( 1 . 0 ) ( 9 5 , 6 5 2 ) 33 P W 1 . 0 A i r p o r t L i n e S e r v i c e C r e w L e a d e r Op e r a t i o n a l c h a n g e ( 1 . 0 ) ( 9 3 , 5 1 4 ) 33 P W 3 . 0 A i r p o r t L i n e S e r v i c e W o r k e r Op e r a t i o n a l c h a n g e ( 3 . 0 ) ( 2 6 6 , 5 2 5 ) 2.0 FTE 822,855 01 C M O 1 . 0 G r a p h i c D e s i g n e r Op e r a t i o n a l c h a n g e ( 1 . 0 ) ( 5 2 , 8 5 3 ) 01 C M O 0 . 5 V i d e o O n l i n e E d i t o r I 0 1 C M O 0 . 5 P r o d u c t i o n C o o r d in a t o r O p e r a t i o n a l c h a n g e - 1 0 , 533 01 C M O 0 . 5 V i d e o P r o d u c t i o n C o o r d i n a t o r I I 0 1 C M O 0 . 9 P r o d u c ti o n S p e c i a l i s t O p e r a t i o n a l c h a n g e 0 . 4 16,013 01 C M O 0 . 0 V i d e o T e c h n i c i a n I I 0 1 C M O 1 . 6 P r o d u c t i o n T e c h n i c ia n O p e r a t i o n a l c h a n g e 1 . 6 9 0 , 7 6 7 01 C M O 1 . 0 V i d e o C a m e r a O p e r a t o r 0 1 C M O 0 . 5 P r o d u c t i o n A s s i s ta n t O p e r a t i o n a l c h a n g e ( 0 . 5 ) ( 3 3 , 9 7 0 ) 01 C M O 0 . 3 V i d e o E n g i n e e r Op e r a t i o n a l c h a n g e ( 0 . 3 ) ( 1 5 , 1 0 2 ) 01 C M O 2 . 1 V i d e o I n t e r n Op e r a t i o n a l c h a n g e ( 2 . 1 ) ( 6 8 , 2 4 1 ) 01 C M O 0 . 5 A d m i n i s t r a t i v e I n t e r n Op e r a t i o n a l c h a n g e ( 0 . 5 ) ( 1 7 , 4 4 6 ) 01 H E D 0 . 5 F a r m e r s ' M a r k e t C o o r d i n a t o r I Op e r a t i o n a l c h a n g e ( 0 . 5 ) ( 2 5 , 1 3 0 ) -2.8 FTE (95,429) GR A N D T O T A L -0.8 FTE 727,426 8. C I P P r o j e c t M a n a g e r f u n d e d b y t h e A i r p o r t F u n d . L i m i t e d - t e r m p o s i t i o n e x p i r e s 6 / 3 0 / 2 2 . 1. S a l a r y t o t a l s i n c l u d e f r i n g e c o s t s . 2. A t t o r n e y p o s i t i o n f u n d e d b y C o n s u m e r P r o t e c t i o n f u n d s . 4. S e n i o r A d v i s o r t o t h e C i t y M a n a g e r o n A i r p o r t A f f a i r s f u n d e d b y t h e A i r p o r t F u n d . L i m i t e d - t e r m p o s i t i o n e x p i r e s 6 / 3 0 / 2 0 . 5. H R I S A n a l y s t f u n d e d b y E R P C a p i t a l I m p r o v e m e n t P r o j e c t E R P b u d g e t . L i m i t e d - t e r m p o s i t i o n e x p i r e s 6 / 3 0 / 1 9 . 6. L i m i t e d - t e r m p o s i t i o n w o u l d e x p i r e 6 / 3 0 / 2 0 . 3. R e a l l o c a t e d f u n d s t o s u p p o r t p o s i t i o n c h a n g e . 7. P o s i t i o n f u n d e d b y t h e A i r p o r t F u n d . PE R M A N E N T E M P L O Y E E S T O T A L TE M P O R A R Y E M P L O Y E E S T O T A L Ma y   2 2 ,   2 0 1 8 Page 2 of 2 Community and Cultural Services Proposed Fee Changes FY 2018-19 ATTACHMENT G Page 1 of 4 Program Current Fee ( FY 17-18) Current Cost Recovery Rate Proposed Fee (FY18-19) Proposed Cost Recovery Rate Aquatics Adult - Lifeguard Training: Non-Resident (includes $35 Red Cross Cert. fee)$170.00 30%$235.00 33% Adult - Lifeguard Training: Resident (includes $35 Red Cross Cert. fee)$140.00 30%$200.00 33% Adult - Water Safety Instructor: Non-Resident (includes $35 Red Cross Cert. fee)$193.00 30%$285.00 33% Adult - Water Safety Instructor: Resident (includes $35 Red Cross Cert. fee)$161.00 30%$250.00 33% Youth - Group Swim Lessons: Non-Resident $21.00 34%$24.00 34% Youth - Group Swim Lessons: Resident $10.50 34%$12.00 34% Youth - Swim Team: Non-Resident (includes $5 fee for swim cap)$168.00 34%$185.00 34% Youth - Swim Team: Resident (includes $5 fee for swim cap)$122.00 34%$132.00 34% Adult Sport Leagues Basketball Leagues - Adult: Live/Work *$340.00 17%$360.00 18% Basketball Leagues - Adult: Non-Resident *$375.00 17%$396.00 18% Basketball Leagues - Adult: Resident *$300.00 17%$318.00 18% Softball Leagues - Adult Tournaments: Live/Work *$170.00 n/a $255.00 n/a Softball Leagues - Adult Tournaments: Non-Resident *$190.00 n/a $285.00 n/a Softball Leagues - Adult Tournaments: Resident *$150.00 n/a $225.00 n/a Softball Leagues - Co-ed Adult: Live/Work *$460.00 25%$488.00 27% Softball Leagues - Co-ed Adult: Non-Resident *$520.00 25%$550.00 27% Softball Leagues - Co-ed Adult: Resident *$400.00 25%$424.00 27% Softball Leagues - Men: Live/Work *$485.00 25%$515.00 27% Softball Leagues - Men: Non-Resident *$545.00 25%$577.00 27% Softball Leagues - Men: Resident *$420.00 25%$445.00 27% Volleyball Leagues - Adult: Live/Work $275.00 11%$292.00 12% Volleyball Leagues - Adult: Non-Resident $300.00 11%$318.00 12% Volleyball Leagues - Adult: Resident $240.00 11%$255.00 12% CREST Day/Sports Camps Day/Sports Camps - Non-Resident Full Day $220.00 28%$250.00 37% Day/Sports Camps - Non-Resident Half Day $133.00 28%$155.00 37% Day/Sports Camps - Resident Full Day $200.00 28%$225.00 37% Day/Sports Camps - Resident Half Day $123.00 28%$140.00 37% CREST Enrichment Enrichment (Maximum fees paid by participants)$185.00 51%$200.00 64% Enrichment (Minimum fees paid by participants)$115.00 51%$120.00 64% CREST Club CREST Homework Club $425.00 43%$500.00 48% CREST Homework Club (Monthly)$47.22 43%$55.00 48% CREST Rosie's Girls Rosie's Girls - Non-Resident $495.00 32%$505.00 31% Rosie's Girls - Resident $390.00 32%$400.00 31% Community and Cultural Services Proposed Fee Changes FY 2018-19 ATTACHMENT G Page 2 of 4 Program Current Fee ( FY 17-18) Current Cost Recovery Rate Proposed Fee (FY18-19) Proposed Cost Recovery Rate CREST Youth Sports Leagues Youth Sports Leagues - Middle School Sports $130.00 30%$135.00 32% Youth Sports Leagues - Elementary Sports (grades 3-5)$130.00 30%$135.00 32% Youth Sports Leagues - Superstars (grades K-2)$125.00 30%$130.00 32% Field Rental Hourly - Non-Resident Camps - Youth - High Intensity $39.00 15%$45.00 18% Hourly - Non-Resident Camps - Youth - Lights $31.00 15%$36.00 18% Hourly - Non-Resident Camps - Youth - Low Intensity $32.00 15%$37.00 18% Hourly - Non-Resident - Community Groups/Individuals - Adult - High Intensity *$26.00 15%$30.00 17% Hourly - Non-Resident - Community Groups/Individuals - Adult - Lights *$19.50 15%$22.50 17% Hourly - Non-Resident - Community Groups/Individuals - Adult - Low Intensity *$19.50 15%$22.50 17% Hourly - Non-Resident - Community Groups - Youth - High Intensity $26.00 15%$30.00 18% Hourly - Non-Resident - Community Groups - Youth - Lights $19.50 15%$22.50 18% Hourly - Non-Resident - Community Groups - Youth - Low Intensity $19.50 15%$22.50 18% Hourly - Non-Resident - Non-Profit Organization -Adult - High Intensity *$26.00 15%$30.00 17% Hourly - Non-Resident - Non-Profit Organization - Adult - Lights *$19.50 15%$22.50 17% Hourly - Non-Resident - Non-Profit Organization - Adult - Low Intensity *$19.50 15%$22.50 17% Hourly - Non-Resident - Non-Profit Organization - Youth - High Intensity $26.00 15%$30.00 18% Hourly - Non-Resident - Non-Profit Organization - Youth - Lights $19.50 15%$22.50 18% Hourly - Non-Resident - Non-Profit Organization - Youth - Low Intensity $19.50 15%$22.50 18% Hourly - Non-Resident - Public and Private Schools - Youth - High Intensity $26.00 15%$30.00 18% Hourly - Non-Resident - Public and Private Schools - Youth - Lights $19.50 15%$22.50 18% Hourly - Non-Resident - Public and Private Schools - Youth - Low Intensity $19.50 15%$22.50 18% Hourly - Non-Resident - Youth Groups - High Intensity $6.00 15%$7.00 18% Hourly - Non-Resident - Youth Groups - Lights $5.50 15%$6.50 18% Hourly - Non-Resident - Youth Groups - Low Intensity $3.00 15%$3.50 18% Hourly - Resident Camps - Youth - High Intensity $32.00 15%$37.00 18% Hourly - Resident Camps - Youth - Lights $26.00 15%$30.00 18% Hourly - Resident Camps - Youth - Low Intensity $26.00 15%$30.00 18% Hourly - Resident Community Groups/Individuals - Adult - High Intensity *$19.50 15%$22.50 17% Hourly - Resident Community Groups/Individuals - Adult - Lights *$13.00 15%$15.00 17% Hourly - Resident Community Groups/Individuals - Adult - Low Intensity *$13.00 15%$15.00 17% Hourly - Resident Community Groups - Youth - High Intensity $19.50 15%$22.50 18% Hourly - Resident Community Groups - Youth - Lights $13.00 15%$15.00 18% Hourly - Resident Community Groups - Youth - Low Intensity $13.00 15%$15.00 18% Hourly - Resident - Non-Profit Organizations - Adult - High Intensity *$19.50 15%$22.50 17% Hourly - Resident - Non-Profit Organizations - Adult - Lights *$13.00 15%$15.00 17% Hourly - Resident - Non-Profit Organizations - Adult - Low Intensity *$13.00 15%$15.00 17% Hourly - Resident - Non-Profit Organizations - Youth - High Intensity $19.50 15%$22.50 18% Hourly - Resident - Non-Profit Organizations - Youth - Lights $13.00 15%$15.00 18% Hourly - Resident - Non-Profit Organizations - Youth - Low Intensity $13.00 15%$15.00 18% Hourly - Resident - Private Schools - Youth - High Intensity $19.50 15%$22.50 18% Hourly - Resident - Private Schools - Youth - Lights $13.00 15%$15.00 18% Hourly - Resident - Private Schools - Youth - Low Intensity $13.00 15%$15.00 18% Hourly - Resident - Youth Groups - High Intensity $3.00 15%$3.50 18% Hourly - Resident - Youth Groups - Lights $3.00 15%$3.50 18% Hourly - Resident - Youth Groups - Low Intensity $1.50 15%$1.75 18% Memorial Park Gym Rental Full Gym - Non-Resident: Youth Groups, Non-Profit Organizations, Private Schools, Non- Resident Public Schools, and Community Groups/Individuals *$115.00 10%$123.00 10% Full Gym - Resident: Youth Groups, Non-Profit Organizations, Private Schools, and Community Groups/Individuals *$80.00 10%$86.00 10% Half Gym - Non-Resident: Youth Groups, Non-Profit Organizations, Private Schools, Non- Resident Public Schools, and Community Groups/Individuals *$65.00 10%$70.00 10% Half Gym - Resident: Youth Groups, Non-Profit Organizations, Private Schools, and Community Groups/Individuals *$45.00 10%$48.00 10% Community and Cultural Services Proposed Fee Changes FY 2018-19 ATTACHMENT G Page 3 of 4 Program Current Fee ( FY 17-18) Current Cost Recovery Rate Proposed Fee (FY18-19) Proposed Cost Recovery Rate Miles Playhouse Rental Additional Rehearsal/Usage Time, Non-Profit Organizations *$35.00 19%$40.00 19% Hourly Rental Rates; M-F (5pm - 11pm); Non-Profit Organizations *$25.00 19%$30.00 19% Hourly Rental Rates; M-F (9am - 5pm); Non-Profit Organizations *$20.00 19%$24.00 19% Hourly Rental Rates; S-S (5pm - 11pm); Non-Profit Organizations *$35.00 19%$42.00 19% Hourly Rental Rates; S-S (9am - 5pm); Non-Profit Organizations *$30.00 19%$36.00 19% Single Evening Performance; Non-Profit Organizations *$300.00 19%$360.00 19% Single Weekday Matinee; Non-Profit Organizations *$85.00 19%$102.00 19% Single Weekend Matinee; Non-Profit Organizations, Show Over One Hour *$250.00 19%$300.00 19% Single Weekend Matinee; Non-Profit Organizations; Show Under One Hour *$150.00 19%$180.00 19% Weekly Rental Charges; Non-Profit Organizations *$775.00 19%$800.00 19% Outdoor Permits Basketball Court Rental Non-Resident; Community Groups and individuals $14.00 23%$15.00 24% Resident Community Groups and individuals $11.25 23%$12.00 24% Pickleball Pickelball - Non-Resident $3.00 13%$4.00 17% Pickleball - Resident $1.50 13%$2.00 17% Paddleboarding Class Stand Up Paddleboarding Class $17.00 18%$25.00 19% Tennis Reservations Ball Machine Rental $12.00 47%$13.00 53% Hourly Fee - Non-Resident $4.00 47%$5.00 53% Hourly Fee - Resident $3.25 47%$4.00 53% Instructor - Per Half Hour $7.50 47%$8.75 53% Instructor - Per Hour $15.00 47%$17.00 53% * Please note: Fees are proposed to increase incrementally over three fiscal years (FY 2018-19 to FY 2020-21) in order to reach proposed cost recovery rate and to lessen the impact on community participants. Community and Cultural Services Proposed Fee Changes FY 2018-19 ATTACHMENT G Page 4 of 4 Program Current Fee ( FY 17-18) Current Cost Recovery Rate Proposed Fee (FY18-19) Proposed Cost Recovery Rate The Cove Skate Park; BMX Passes BMX Annual Pass - Resident - Adult n/a n/a $75.00 8% BMX Annual Pass - Resident - Youth n/a n/a $35.00 8% BMX Annual Pass - Non-Resident - Adult n/a n/a $95.00 8% BMX Annual Pass - Non-Resident - Youth n/a n/a $35.00 8% BMX Quarterly Pass - Non-Resident - Adult n/a n/a $25.00 8% BMX Quarterly Pass - Non-Resident - Youth n/a n/a $10.00 8% BMX Quarterly Pass - Resident - Adult n/a n/a $20.00 8% BMX Quarterly Pass - Resident - Youth n/a n/a $10.00 8% Field Rental Late Cancellation or No Show n/a n/a $25.00 n/a FY 2018-19 Listing of New Fees / Penalties Cost of Services Study Findings – Planning fees and Residential Preferential Parking fees May 2, 2018 2251 Harvard Street, Suite 134 Sacramento, CA 95815 ATTACHMENT I Section Page I EXECUTIVE SUMMARY Introduction 1 Study Scope & Objectives 1 Methodology 3 Study Findings 6 II USER FEE SUMMARIES BY FEE AREA Planning fees 9 Residential Parking Permit fees 12 Table of Contents EXECUTIVE SUMMARY Introduction MGT of America (MGT) is pleased to present the City of Santa Monica (City) with this summary of user fee findings for the City’s Planning fees and Residential Preferential Parking fees. The City has a policy of regularly analyzing user fee services to ensure that fees are charged fairly and based on current costs. The City conducted a study and adopted fees in the summer of 2015 to coincide with the adoption of the Zoning Ordinance update. Residential Preferential Parking fees were established in 2013 and have not been studied or adjusted since. The City is now interested knowing the true cost of providing Planning and Residential Preferential Parking services and exploring modifying fees in order to better reflect current costs. In September 2017, the City contracted with MGT to analyze all Planning Department fees and Residential Preferential Parking fees using the adopted 2016-2017 fiscal year budget, staffing and operational information. This report is the culmination of the past seven months of work between MGT, City management and staff. MGT would like to take this opportunity to acknowledge all city personnel who participated on this project for their efforts and coordination. Their responsiveness and continued interest in the outcome of this study contributed greatly to its success. Study Scope and Objectives The study was performed under the general direction of the City’s Finance department with the participation of representatives from user fee departments. The primary goals of the study were to: Determine what it costs the City to provide various fee-related services. Recommend fee adjustments based on full cost analysis and industry best practices. Develop revenue projections based on recommended increases (or decreases) to fees. Provide user fee models and templates to City staff enabling staff to update the study results in future years and incorporate new fees as they occur. The information summarized in this report addresses each of these issues and provides City management with the tools necessary to make informed decisions about any proposed fee adjustments and the resulting impact on revenues. Page 1 The following is a list of legal, economic and policy issues that governmental agencies typically take into consideration when determining cost recovery levels. State Law – In California user fees are limited to the “estimated reasonable cost of providing a service” by Government Code section 66014(a) and other supplementary legislation. Proposition 26 was approved by California voters in November of 2010 and clarified which charges are considered user fees and which are considered taxes. The significance of this distinction is that user fees may be raised by Council action up to the limit of actual cost, whereas taxes may not be increased without a majority vote of the public. None of the fee adjustments recommended by MGT are considered taxes per Proposition 26 guidelines. Economic barriers - It may be a desired policy to establish fees at a level that permits lower income groups to use services that they might not otherwise be able to afford. Community benefit - If a user fee service benefits the community as a whole to some extent, it may be appropriate to subsidize a portion of the fee. Private benefit – If a user fee primarily benefits the fee payer, the fee is typically set at, or close to 100% full cost recovery. Development- related fees generally fall into this category; however exceptions are sometimes made for services such as water heater permits, appeal fees or fees charged exclusively to small residential applicants. Managing demand - Elasticity of demand is a factor in pricing certain city services; increasing the price may result in a reduction of demand for those services, and vice versa. However, for most fees studied within the report, demand is highly inelastic. Incentives – Fees can be set low to encourage participation in a service, such as water heater permitting or photo-voltaic installations. Disincentives – Penalties can be instituted to discourage undesirable behavior. Examples include fines for constructing without first obtaining a building permit. Disincentives were not studied. The flow chart below helps illustrate the economic and policy considerations listed above. Page 2 Methodology The standard approach for analyzing the cost of providing fee-related services is commonly referred to as a “bottom up” approach. The bottom up approach was used to analyze Santa Monica’s Planning fees (Residential Parking Permit fees were analyzed on a total cost vs total revenue basis). A general description of the “bottom up” approach is as follows: Page 3 1. Identify all direct staff time spent on the fee related activity or service MGT conducted a series of meetings with staff from each area to identify every employee, by classification, who performs work directly in support of fee related services. Direct staff costs are incurred by employees who are “on the front line” and most visible to the customers (e.g. inspectors, plan reviewers, etc.). Once all direct staff were identified, subject matter experts for each section estimated how much time those employees spend, on average, performing each particular fee service. Developing time estimates for fee related services can be challenging and departments should be commended for the time and effort they put into this. Although MGT provided departments with templates and other tools to assist them in developing average or “typical” time estimates, these calculations were necessarily developed by the subject matter experts within each fee area. 2. Calculate direct cost of the staff time for each fee using productive hourly rates “Productive hours” means the time staff are in their office or in the field actively performing plan check or inspection services. A full-time City employee typically has 2,080 paid hours per year (40 hours x 52 weeks). However, cost studies reduce this number to account for non- productive hours (sick leave, vacation, holidays, training days, meetings, etc.). MGT calculates the productive hourly rate for each staff classification by dividing annual salary and benefits by annual productive hour figures. 3. Determine indirect or “overhead” costs Generally there are two types of indirect costs: division-specific and citywide overhead. These indirect costs are allocated across user fee services in order to capture the full cost of providing the service. If a department performs non-fee related services, a commensurate amount of indirect cost is segregated and not allocated to the fee related services. Departmental overhead costs – these costs include managers, supervisors and support staff as well as other operational costs, such as materials and supplies that are incurred for a common purpose and not readily assigned to a particular service or program. Citywide overhead costs – each department and fund within the city receives an allocation of cost from the city’s various central service departments. Central service departments are those whose main function is to support other city departments and funds. Such departments include the City Manager, Finance, City Attorney, Human Resources, etc. The methods for allocating central service costs can vary but must demonstrate a causal relationship between the allocation methodology and the costs allocated to the operating department. The State Controller’s Office guidelines stress the importance of allocating citywide overhead costs in a way that “equitably reflect the value of service” provided to the department receiving the service(s). Examples of methodologies used to Page 4 allocate central services costs include: Number of full-time equivalent staff per department Number of encumbered purchase orders per department Number of accounts payable transactions per department 4. Compare total costs to the current fee schedule. Once all direct and indirect costs are calculated, MGT compared the total cost for each fee-related service to the fee currently charged to the public. In most cases we found the total cost of providing a service exceeded the fee charged. In these instances, the fee can be increased to recover these subsidies, up to the maximum allowed fee. However, there were a number of services for which the total calculated cost was less than the fee charged. In these cases the fee must be lowered to comply with State law. 5. Annual volume figures are incorporated. Up to this point we have calculated fee costs and revenues on a per-unit basis. By incorporating annual volume figures into the analysis, we extrapolate the per-unit results into annual cost and annual revenue information. This annualization of results gives management an estimate of the fiscal impact of proposed fee adjustments. Because annual volume will vary from one year to the next, these figures are estimates only. Actual revenue will depend on future demand level and collection rates. Also, some of the proposed fees include a restructuring of existing fee categories. In these cases management should be conservative with fiscal impact projections. 6. Recommend fee adjustments. MGT provides fee adjustment recommendations based on full cost information and industry best practices. For development-related departments we typically recommend 100% cost recovery. For non-development departments, MGT relies heavily on department staff and best practices. Of course, MGT’s recommendations are advisory in nature only – ultimately Council must decide what fee levels are appropriate. Page 5 Study Findings The study's primary objective is to provide the City's decision-makers with the basic data needed to make informed pricing decisions. This report details the full cost of services and presents recommended fee adjustments and their fiscal impact. The exhibit below presents the summary of costs and revenues for each fee area: Costs, User Increased Department/Division Fee Services (A)Subsidy (C )Revenue (E) Planning fees $2,679,497 $2,312,201 86%$367,296 $2,294,392 86%($17,809) Residential Preferential Parking $1,356,070 $1,332,166 98%$23,904 $1,356,070 100%$23,904 Total $4,035,567 $3,644,367 90%$391,200 $3,650,462 90%$6,095 Revenue (B )Policy (D) City of Santa Monica User Fee Cost and Revenue Analysis Current Recommended Cost Recovery Column A, Costs of Fee Services – The full cost of providing fee related services to the public in FY 2016/17 was $4,035,567. These figures are derived by multiplying individual costs by annual volume for each fee schedule category. Column B, Current Revenue – Based on current individual fee schedules, the City generates fee related revenue of $3,644,367 and is experiencing a 90% cost recovery level. This recovery rate is in the high-range of cities that MGT has studied. This high recovery rate is likely due to Santa Monica’s policy of analyzing user fees on a consistent basis. Column C, Subsidy – Current fee levels recover 90% of full cost, leaving 10% or $391,200 to be funded by other funding sources. City Council has made policy decisions to subsidize certain fees. Page 6 Column D, Cost Recovery Policy – MGT, in consultation with City staff, has recommended adjustments for each fee analyzed. Forecasted revenue from these adjusted fees equals $3,650,462 annually. Column E, Increased Revenue –$6,095 in potential new revenue would be generated by the recommended fee adjustments. This is the net result of both fee increases and decreases. Several Planning fees are projected to decrease due to cost efficiencies gained by the recent Zoning Ordinance Update. Department Highlights Planning fees – MGT recommends institution of two new fees aimed at offsetting portions of the City’s long-range planning costs. Long range planning fees are governed by California Government Code 66014(b) which states: GC 66014. (b) Development fees . . . may include the costs reasonably necessary to prepare and revise the plans and policies that a local agency is required to adopt before it can make any necessary findings and determinations. State law allows cities to charge any amount up to the limit of “costs reasonably necessary” to prepare and revise the General Plan and related elements. •LUCE and DCP fee – Together the Land Use Circulation Element (LUCE) and Downtown Community Plan (DCP) layout a framework guiding the future development of Santa Monica. Staff estimate that 50% of the benefit of the LUCE and DCP accrue to future new development. Fee will be charged on Planning fees only. Calculations for the proposed LUCE and DCP fee are as follows: Cost of LUCE preparation $2,925,000 Cost of DCP preparation $2,003,225 Estimated useful Life 30 Ammortized annual cost $164,274 Percentage benefiting new development 50% Cost to be charged to new development $82,137 Forecasted Planning Revenue $2,197,255 Proposed Fee 3.7% Page 7 • TDFM fee – The Travel Demand Forecasting Model (TDFM) was created to simulate existing and future transportation conditions, including traffic levels and travel patterns. TDFM output data for vehicle trips generates Level of Service data necessary for CEQA documentation and future development. Staff estimate that 20% of the benefit of the TDFM accrue to future new development. Fee will be charged on Planning fees only. Calculations for the proposed TDFM fee are as follows: Cost of TDFM preparation $300,000 Estimated useful Life 4 Ammortized annual cost $75,000 Percentage benefiting new development 20% Cost to be charged to new development $15,000 Forecasted Planning Revenue $2,197,255 Proposed Fee 0.5% Residential Preferential Parking fees – Preferential parking requirements are intended to regulate and manage traffic and parking circulation by limiting on-street parking availability on residential streets in a manner that facilitates the ability of residents with preferential parking permits (RPP’s) to find on- street parking for their vehicles near their residence. RPP fees are charged in an escalating tiered structure that discourages multiple permits at the same residence. The cost/revenue analysis determined that current fees recover 98% of related costs. An in-depth analysis of costs identified that staff has been able to recover nearly all costs via 2013 fee levels by reducing direct materials costs (i.e. hangtag manufacturing costs, etc). If fees are adjusted to eliminate the 2% of subsidy, $23,904 in additional revenue could be realized. Department Summary Charts The subsequent pages display the results of our individual fee analysis. For each section the current charge, total cost and recommended fee are listed for each fee-related service. The summaries are presented in the following order: Planning fees Residential Preferential Parking fees Page 8 Planning fees User Fee Study Summary Sheet City of Santa Monica Planning 2017/18 Ord Service Name Fee Description Annual Volume Current Fee Full Cost1 Current Recovery %Annual Cost Annual Revenue Annual Subsidy Recovery Level Fee @ Policy Level Annual Revenue2 Increased Revenue Recommen ded Subsidy 1 Administrative Approval: Non-Downtown User Fee 5 5,066$ 5,477$ 93% 27,383$ 25,330$ 2,053$ 100% 5,477$ 27,383$ 2,053$ - $ 2 Downtown Administrative Approval: Non-residential projects up to 10,000 SF User Fee 5 5,066$ 5,477$ 93% 27,383$ 25,330$ 2,053$ 100% 5,477$ 27,383$ 2,053$ - $ 3 Downtown Administrative Approval: housing project up to 75,000 SF User Fee 5 5,066$ 10,953$ 46% 54,766$ 25,330$ 29,436$ 100% 10,953$ 54,766$ 29,436$ - $ 4 Appeal - Planning Permit User Fee 8 496$ 11,186$ 4% 89,489$ 3,968$ 85,521$ 4% 496$ 3,968$ - $ 85,521$ 5 Applications Filed After the Fact DELETE --$ -$ n/a -$ -$ -$ n/a -$ -$ -$ -$ 6 ARB - Building Color/Materials: New Const User Fee 28 3,880$ 4,195$ 92% 117,455$ 108,640$ 8,815$ 100% 4,195$ 117,455$ 8,815$ - $ 6.1 ARB - Building Color/Materials: Alts & Mods User Fee 47 1,348$ 1,398$ 96% 65,719$ 63,356$ 2,363$ 100% 1,398$ 65,719$ 2,363$ - $ 7 ARB - Signs/Landscaping User Fee 31 1,534$ 1,634$ 94% 50,663$ 47,554$ 3,109$ 100% 1,634$ 50,663$ 3,109$ - $ 7.1 ARB - Sign Adjustment User Fee 7 1,778$ 1,923$ 92% 13,458$ 12,446$ 1,012$ 100% 1,923$ 13,458$ 1,012$ - $ 8 ARB - Staff Approval - All Others User Fee 103 377$ 408$ 92% 42,006$ 38,831$ 3,175$ 100% 408$ 42,006$ 3,175$ - $ 9 ARB - Staff Approval - Single Trade, excld Signs and Windows User Fee 351 -$ 63$ 0%22,086$ -$ 22,086$ 0%-$ -$ -$ 22,086$ 10 Certificate of Appropriateness User Fee 15 - $ 3,585$ 0% 53,778$ - $ 53,778$ 0% - $ - $ - $ 53,778$ 11 Certificate of Compliance User Fee -1,940$ 2,097$ 92% - $ - $ - $ 100% 2,097$ - $ - $ - $ 12 Certificate of Economic Hardship User Fee -9,809$ 10,604$ 93% - $ - $ - $ 100% 10,604$ - $ - $ - $ 13 Conditional Use Permit - New Construction User Fee 13 15,305$ 16,546$ 92% 215,101$ 198,965$ 16,136$ 100% 16,546$ 215,101$ 16,136$ - $ 14 Conditional Use Permit - Alcohol User Fee 10 15,305$ 8,157$ 188% 81,566$ 153,050$ (71,484)$ 100% 8,157$ 81,566$ (71,484)$ - $ 15 Demolition Permit User Fee -757$ 827$ 91% - $ - $ - $ 100% 827$ - $ - $ - $ 16 Development Agreement (per hour)User Fee 8 316$ 233$ 136% 1,864$ 2,528$ (664)$ 100% 233$ 1,864$ (664)$ - $ 17 Development Review User Fee 10 19,185$ 23,072$ 83% 230,715$ 191,850$ 38,865$ 100% 23,072$ 230,715$ 38,865$ - $ 18 Fence/Wall/Hedge Height-Mod-Admin User Fee 13 297$ 1,981$ 15% 25,752$ 3,861$ 21,891$ 15% 297$ 3,861$ - $ 21,891$ 19 Fence/Wall/Hedge Height-Mod-Discretionary User Fee 10 288$ 4,894$ 6% 48,940$ 2,880$ 46,060$ 6% 288$ 2,880$ - $ 46,060$ 20 Final Map User Fee 8 1,509$ 1,631$ 93% 13,051$ 12,072$ 979$ 100% 1,631$ 13,051$ 979$ - $ 21 General Plan Amendment User Fee - 14,659$ 15,847$ 93% - $ - $ - $ 100% 15,847$ - $ - $ - $ 22 Historic District Designation User Fee -1,186$ 18,411$ 6% - $ - $ - $ 6% 1,186$ - $ - $ - $ 23 Landmark Designation User Fee 3 816$ 5,360$ 15% 16,080$ 2,448$ 13,632$ 15% 816$ 2,448$ - $ 13,632$ 24 Planning Lot Line Adjustment User Fee 1 2,156$ 2,330$ 93% 2,330$ 2,156$ 174$ 100% 2,330$ 2,330$ 174$ - $ 25 Multiple Applications Discount -- $ - $ n/a - $ - $ - $ n/a Policy - $ - $ - $ 26 Permit Extension-Administrative User Fee 3 647$ 466$ 139% 1,398$ 1,941$ (543)$ 100% 466$ 1,398$ (543)$ - $ 28 Shared Parking Permit User Fee 3 3,018$ 3,263$ 93% 9,788$ 9,054$ 734$ 100% 3,263$ 9,788$ 734$ - $ 30 Structure of Merit User Fee -876$ 3,962$ 22% - $ - $ - $ 22% 876$ - $ - $ - $ 31 Temporary Use Permit - Sales User Fee 8 755$ 316$ 239% 2,531$ 6,040$ (3,509)$ 100% 316$ 2,531$ (3,509)$ - $ 32 Temporary Use Permit - All Others User Fee 8 1,509$ 949$ 159% 7,592$ 12,072$ (4,480)$ 100% 949$ 7,592$ (4,480)$ - $ 33 Tentative Map User Fee 19 7,329$ 7,924$ 92% 150,547$ 139,251$ 11,296$ 100% 7,924$ 150,547$ 11,296$ - $ 34 Text Amendment/ Zone Change User Fee 1 15,305$ 23,538$ 65% 23,538$ 15,305$ 8,233$ 100% 23,538$ 23,538$ 8,233$ - $ 36 Variance Application (incld noise)User Fee 4 9,269$ 13,750$ 67% 54,999$ 37,076$ 17,923$ 100% 13,750$ 54,999$ 17,923$ - $ 37 Waiver of Parcel Map User Fee 1 2,587$ 2,797$ 93% 2,797$ 2,587$ 210$ 100% 2,797$ 2,797$ 210$ - $ Per Unit Annual Per Unit Annual Current Recommendations Page 9 User Fee Study Summary Sheet City of Santa Monica Planning 2017/18 Ord Service Name Fee Description Annual Volume Current Fee Full Cost1 Current Recovery %Annual Cost Annual Revenue Annual Subsidy Recovery Level Fee @ Policy Level Annual Revenue2 Increased Revenue Recommen ded Subsidy Per Unit Annual Per Unit Annual Current Recommendations 38 Deed Restriction User Fee 8 755$ 816$ 93%6,525$ 6,040$ 485$ 100%816$ 6,525$ 485$ -$ 39 Occupancy Permit User Fee 7 2,371$ 2,564$ 92%17,945$ 16,597$ 1,348$ 100%2,564$ 17,945$ 1,348$ -$ 40 Waiver - Zoning Ordinance User Fee -4,526$ 4,894$ 92%-$ -$ -$ 100%4,894$ -$ -$ -$ 41 Minor Modification User Fee 5 1,724$ 1,864$ 92%9,322$ 8,620$ 702$ 100%1,864$ 9,322$ 702$ -$ 42 Minor Use Permit User Fee 4 5,389$ 5,826$ 92%23,305$ 21,556$ 1,749$ 100%5,826$ 23,305$ 1,749$ -$ 43 Major Modification User Fee 6 4,526$ 4,894$ 92%29,364$ 27,156$ 2,208$ 100%4,894$ 29,364$ 2,208$ -$ 49 Alcohol Exemption User Fee 11 1,509$ 932$ 162%10,254$ 16,599$ (6,345)$ 100%932$ 10,254$ (6,345)$ -$ 51 Projects in Coastal Zone User Fee 17 161$ 175$ 92%2,971$ 2,737$ 234$ 100%175$ 2,971$ 234$ -$ 52 Alcohol Determination User Fee 6 1,509$ 932$ 162%5,593$ 9,054$ (3,461)$ 100%932$ 5,593$ (3,461)$ -$ 53 Minor Outdoor Dining User Fee 7 1,024$ 1,107$ 93%7,749$ 7,168$ 581$ 100%1,107$ 7,749$ 581$ -$ 54 Zoning Compliance Letter User Fee 54 1,185$ 1,282$ 92%69,215$ 63,990$ 5,225$ 100%1,282$ 69,215$ 5,225$ -$ 55 Temporary Use Permit - Repeat Event User Fee -755$ 369$ 205%-$ -$ -$ 100%369$ -$ -$ -$ 56 Presubmittals User Fee 14 970$ 1,049$ 92%14,682$ 13,580$ 1,102$ 100%1,049$ 14,682$ 1,102$ -$ 57 Certificate of Administrative Approval User Fee --$ 2,758$ 0%-$ -$ -$ 0%-$ -$ -$ -$ 59 6409 Review - Telecom New Category 11 -$ 1,282$ 0%14,099$ -$ 14,099$ 100%1,282$ 14,099$ 14,099$ -$ 60 Downtown Community Plan/ LUCE New User Fee 1 -$ 164,274$ 0%164,274$ -$ 164,274$ 50%3.7%82,137$ 82,137$ 82,137$ 61 Business License Planning Review User Fee 556 399$ 105$ 378%58,623$ 221,844$ (163,221)$ 100%105$ 58,623$ (163,221)$ -$ 63 Business License Planning Review - Home Occupation User Fee 300 147$ 53$ 279%15,816$ 44,100$ (28,284)$ 100%53$ 15,816$ (28,284)$ -$ 64 Business License Planning Review - Home Occupation, Limited DELETE 11 54$ 53$ 102%580$ 594$ (14)$ 100%53$ 580$ (14)$ -$ 66 Environmental Impact Report % of contract -restructured 112,222$ 0%-$ n/a n/a 100%37%n/a n/a -$ 68 Traffic Study - Without model run User Fee -restructured 22,482$ 0%-$ n/a n/a 100%22,482$ n/a n/a -$ 69 Traffic Study - With model run User Fee -restructured 44,964$ 0%-$ n/a n/a 100%44,964$ n/a n/a -$ 70 Environmental Exemptions - Class 32 User Fee -restructured 9,554$ 0%-$ n/a n/a 100%9,554$ n/a n/a -$ 71 Environmental Exemptions - TPP/Class 31 User Fee -restructured 2,123$ 0%-$ n/a n/a 100%2,123$ n/a n/a -$ 72 Mitigated Negative Declaration User Fee -restructured 64,907$ 0%-$ n/a n/a 100%64,907$ n/a n/a -$ 73 Environmental Noticing User Fee -restructured 2,685$ 0%-$ n/a n/a 100%2,685$ n/a n/a -$ 74 Planning Plan Check, per plan (3 reviews)User Fee 541 1,129$ 1,145$ 99%619,376$ 610,789$ 8,587$ 100%1,145$ 619,376$ 8,587$ -$ 75 Planning Plan Check, per hour (after 3 reviews)User Fee 20 278$ 233$ 119%4,661$ 5,560$ (899)$ 100%233$ 4,661$ (899)$ -$ 76 Planning Plan Check, per hour (plan revisions, restamping plans, and permit renewals)User Fee 53 278$ 233$ 119%12,351$ 14,734$ (2,383)$ 100%233$ 12,351$ (2,383)$ -$ Page 10 User Fee Study Summary Sheet City of Santa Monica Planning 2017/18 Ord Service Name Fee Description Annual Volume Current Fee Full Cost1 Current Recovery %Annual Cost Annual Revenue Annual Subsidy Recovery Level Fee @ Policy Level Annual Revenue2 Increased Revenue Recommen ded Subsidy Per Unit Annual Per Unit Annual Current Recommendations 77 Planning Plan Check, per hour (plan checks not otherwise classified User Fee 24 278$ 233$ 119% 5,593$ 6,672$ (1,079)$ 100% 233$ 5,593$ (1,079)$ - $ 78 Planning Plan Check, over the counter User Fee 510 139$ 117$ 119% 59,427$ 70,890$ (11,463)$ 100% 117$ 59,427$ (11,463)$ - $ 79 Planning Final Inspection, Administrative and ARB DELETE -626$ 763$ 82%-$ -$ -$ 100%763$ -$ -$ -$ 80 Planning Final Inspection, Discretionary Permits DELETE -1,253$ 763$ 164%-$ -$ -$ 100%763$ -$ -$ -$ 81 Planning Final Inspection, Sign Permit DELETE -167$ -$ 0%-$ -$ -$ 100%-$ -$ -$ -$ 82 Planning Final Inspection, Sign Permit (STP)DELETE -84$ -$ 0%-$ -$ -$ 100%-$ -$ -$ -$ 83 Mailing Label User Fee -149$ 156$ 96% - $ - $ - $ 100% 156$ - $ - $ - $ 85 TDFM New User Fee 1 - $ 75,000$ 0% 75,000$ - $ 75,000$ 20% 0.5% 15,000$ 15,000$ 60,000$ Total User Fees $2,679,497 $2,312,201 $367,296 $2,294,392 -$17,809 $385,105 % of Full Cost 86% 14%86% -1% 14% Footnotes $2,197,255 3.74% Footnotes 1) Full cost figures include a 4.4% COLA adjustment (except for Fee #60 Downtown Community Plan, which is primarily consultant-based). Fee #16 Development Agreement: MGT recommends increasing the deposit to $50,000. Fees #79 through #82: Planning no longer inspects these categories. MGT recommends removing these fees from the fee schedule. 2) Fee #49 Alcohol Exception: establishments with over 50 seats must also pay a mailing label fee (Fee #83). 3) Fee #66 Environmental Impact Report: Fee has been updated to be a per hour-charge against an initial deposit of 37% of consultant contract amount. Page 11 Residential Parking Permit fees User Fee Study Summary Sheet City of Santa Monica PCD - 417 Parking Operations 2017/18 Ord Service Name Fee Description Annual Volume Current Fee Full Cost Current Recovery %Annual Cost Annual Revenue Annual Subsidy Recovery Level Fee @ Policy Level Annual Revenue2 Increased Revenue Recommende d Subsidy 1 Residential Preferential Parking Permit Avg Fee 51,325 25.96$ 26.42$ 98%1,356,070$ 1,332,166$ 23,904$ 100%26.42$ 1,356,070$ 23,904$ -$ Footnotes Per Unit Annual Per Unit Annual Current Recommendations Page 12 City of Santa Monica CAPITAL IMPROVEMENT PROGRAM FY 2018-2020 Proposed Biennial Budget COMMUNITY PLACE & PLANET LEARNING HEALTH SAFETYECONOMICOPPORTUNITY GOVERNANCESAFETY FY 2018-20 Capital Improvement Program Proposed Biennial Budget City Council Ted Winterer Mayor Gleam Davis Mayor Pro Tempore Sue Himmelrich Kevin McKeown Pam O’Connor Terry O’Day Tony Vazquez Executive Management Rick Cole City Manager Katie E. Lichtig Assistant City Manager Anuj Gupta Deputy City Manager Budget Preparation Susan Cline Dean Kubani Sarah Johnson-Rios Sergio Ramirez Doris Mejia Gigi Decavalles-Hughes Director of Public Works Assistant Director of Public Works Administrative Service Officer Principal Administrative Analyst Executive Administrative Assistant Director of Finance Table of Contents City Manager’s Message City Manager’s Message ............................................................................................................ 1 Program and Budget Overview Capital Improvement Program Policies ................................................................................... 4 Budget Process ............................................................................................................................. 5 Budget and Expenditure Trends ................................................................................................ 6 Budget Summary by Fund .......................................................................................................... 7 Impacts on Ongoing Operating Budget ............................................................................... 10 Framework Framework ................................................................................................................................... 12 User Guide to Project and Budget Details Sections User Guide to Project and Budget Detail Sections .............................................................. 17 Project Detail Big Blue Bus .................................................................................................................................. 18 City Attorney’s Office ................................................................................................................ 32 City Manager’s Office ............................................................................................................... 35 Community & Cultural Services ............................................................................................... 38 Finance ......................................................................................................................................... 52 Fire ................................................................................................................................................. 55 Housing & Economic Development ....................................................................................... 62 Information Systems ................................................................................................................... 71 Library ............................................................................................................................................ 78 Planning & Community Development ................................................................................... 81 Police ............................................................................................................................................ 98 Public Works ............................................................................................................................... 101 Budget Detail FY 2018-20 through FY 2022-23 CIP Budget by Fund .......................................................... 145 FY 2018-20 through FY 2022-23 CIP Budget by Framework Outcome ............................ 151 Unfunded Projects .................................................................................................................... 155 City Manager’s Message Honorable Mayor and Councilmembers: For decades, Santa Monica has consistently invested in the vital facilities that our community members rely on for water, transportation, recreation, safety and wellbeing. The result is a balance sheet of more than $1.5 billion in net assets, the second highest per capita among cities in Southern California. More importantly, residents and visitors enjoy and depend on a beautiful and well- maintained array of libraries, parks, fire stations, streets and other public infrastructure along with iconic public facilities like the Santa Monica Pier and Third Street Promenade. The Proposed Capital Improvement Program (CIP) Biennial Budget for FY 2018-20 and the five- year budget plan for FY 2018-19 through FY 2022-23 continues this prudent policy for the years ahead to enhance, improve and maintain community infrastructure. The proposed capital budget for the City of Santa Monica is $186.3 million in FY 2018-19 and $115.4 million in FY 2019-20. While capital budget requests exceed available capital resources, creative approaches have been employed to leverage enterprise funds, grant funds, developer impact fees, a state loan program, and other funding sources to fund 100 priority capital projects. We recently completed a surge of high-profile projects including the rebuilt California Incline and Pedestrian Bridge, the new Colorado Esplanade, and the new Ishihara Park. Now we are embarking on further ambitious plans for mobility enhancements, parks and beach improvements, water self-sufficiency, and City facility modernization. The Framework For the first time, the Proposed CIP Budget is connected to Santa Monica’s Framework for a sustainable city of wellbeing. The capital program advances five of the seven outcome areas, primarily advancing the Place & Planet outcome area by developing, protecting, and maintaining City-owned infrastructure. A key priority of the Capital Improvement Program is to protect the City’s existing capital investments and minimize future maintenance and replacement costs. Repaving streets, renewing alleys and sidewalks, maintaining parking structures and lots, modernizing streetlights, replacing aging water and sewer mains, and purchasing necessary trash collection equipment are key to the foundation of supporting a sustainable city of wellbeing. The Capital Plan also advances the Health, Safety, Governance, and Community outcome areas by implementing projects that will deliver clean drinking water to residents, create safe conditions for pedestrians and cyclists, maximize administrative efficiency through technology solutions and improve equipment in the City Council Chambers to continue to allow Council meetings to be accessible to the public via cable and internet. Council Strategic Goals The Proposed CIP Budget and the five-year Capital Plan also continue to advance Council’s adopted Strategic Goals. In particular, creating a new model for Mobility is an ongoing focus of the CIP. The Biennial CIP Budget includes more than 20 mobility-related projects and roughly $32 million in new funding for mobility work. The Proposed Budget will add a protected bikeway along 17th Street from Wilshire Boulevard to Pico Boulevard, connecting the College and the hospital campuses to the Expo line and completing a key mobility network connection. Lincoln Corridor Streetscape Improvements will create a safer and more enjoyable experience for pedestrians. A number of other mobility projects will continue implementation of the Bike and Pedestrian Action Plans and address Vision Zero goals. 1 City Manager’s Message To address the Airport strategic goal, this budget funds work to remove excess pavement and hydroseed the areas at the ends of the newly shortened runway at the Santa Monica Airport. Areas of Focus In addition, the FY 2018-20 Proposed Biennial CIP Budget funds the following major initiatives. Park & Beach Improvements The City Council directed ambitious park expansion and beach improvements in Santa Monica that are currently underway along with processes to update the Parks and Recreation Master Plan (originally adopted in 1997) and complete a master plan for the renovation and expansion of Memorial Park. The previous Biennial Budget funded completion of the Airport Park Expansion design phase and this budget funds design for Memorial Park Expansion. Design will be guided by the Memorial Park Master Plan that is currently underway and, following an extensive community outreach process, will be completed in FY 2018-19. Future construction of the Memorial Park Project will be partially supported by a $20 million allocation of Santa Monica College Measure V funds. Financing options for the full Memorial Park and Airport Park Expansion construction budgets will be further analyzed as cost estimates and funding opportunities evolve. This budget also includes construction of the Civic Center Multipurpose Sports Field using reserve funding that was previously set aside for the project. The field is currently in design and is expected to be completed by January 2021. In addition, $13.1 million is allocated to construction of improvements to the North Beach Trail, which will start in FY 2018-19. The project will renovate Ocean Front Walk north of the Santa Monica Pier, add a separate walking path adjacent to the beach bike path from Bay Street to the northern City limit, and make circulation improvements to the 1550 PCH parking lot. Water Self-Sufficiency The FY 2018-20 Biennial CIP Budget advances the City’s efforts to achieve Council’s goal of becoming water self-sufficient. Several current and planned projects are designed to capture and treat stormwater and wastewater for reuse, improve the efficiency of our water treatment systems, and continue to reduce reliance on imported water by developing new local sources. The FY 2018-20 Proposed CIP Budget funds several projects that will advance these goals, including a City/USGS Monitoring Well and Numerical Flow Model, the Redrilling of Santa Monica Well #3, and Arcadia Reverse Osmosis Recovery to improve treatment plant efficiency. The City is also leveraging $57 million in a low-interest loan from the Clean Water State Revolving Fund to invest a total of roughly $70 million in the Sustainable Water Infrastructure Project. This three-part project will capture and treat stormwater and wastewater for beneficial local reuse. The Proposed Budget includes use of $2.3 million in Gillette/Boeing Settlement funds to support these critical water infrastructure projects. Staff will return to Council in the summer with an updated Sustainable Water Master Plan (SWMP), and will complete an updated water rate study in 2019. Any additional work and funding that may be necessary to meet the water self-sufficiency goal will be identified. Modernizing Critical City Facilities Finally, work will continue on modernizing critical City facilities, including the City Services Building and Fire Station 1, which were funded in the last Biennial CIP Budget and will both be complete in 2020. The Proposed Budget includes the first portion of construction funding for the City Yards Modernization Project. That project will replace and enhance critical operational functions such as streets and fleet services, facilities maintenance, and Resource, Recovery, and Recycling operations to create efficient, effective, and functional work space. This is the City’s base for 2 City Manager’s Message maintenance operations, and the existing facilities have been adapted to the City’s evolving public works needs since the City acquired the property in the 1940s. This Biennial Capital Improvement Program Budget maximizes the use of available capital funds to advance capital projects in pursuit of the City Council’s vision of a sustainable city of wellbeing for today’s residents and future generations of Santa Monica community members. Respectfully submitted, Rick Cole City Manager 3 Program & Budget Overview Proposed FY 2018-20 Biennial CIP Budget The City of Santa Monica biennially develops a five-year Capital Improvement Program (CIP) budget. Although the program spans five years, only funds for the first year (FY 2018-19) are appropriated as part of the budget process, and funds for the second year (FY 2019-20) are approved now and will be appropriated prior to the start of the second fiscal year. Budget plan numbers for FY 2020-21 through FY 2022-23 are included as a planning tool to demonstrate total anticipated capital funding needs. Project needs will be reevaluated during each biennial budget cycle to ensure that budgets fall within available funding limits and best reflect current City priorities. Capital Improvement Program Policies CIP policies provide a consistent framework for identifying and financing projects. Definition of Capital Projects The Capital Improvement Program is a five-year financial plan for the acquisition, expansion or rehabilitation of land, buildings and other major infrastructure. Projects included in the CIP budget are those with costs exceeding $50,000 and useful lives of more than three years, and most involve public infrastructure construction. General Policies • The City will biennially plan for capital improvements for a five-year period of time. The Capital Improvement Program will incorporate City Council priorities, long-range community objectives, and projects that will improve City operational efficiency. • The City will maintain all assets at a sufficient level to protect the City’s capital investment and to minimize future maintenance and replacement costs. • A current inventory of the City’s physical assets, their condition, and remaining useful life will be maintained. Financial Policies • The City will identify estimated capital and operating costs as well as funding sources for each capital project recommended to the City Council. • The City will seek grants and other intergovernmental assistance to finance only those capital improvements that are consistent with the CIP, and where the operating and maintenance costs and grant match requirements have been considered. • The City will enter into long-term borrowing to finance capital improvements only when annual debt service payments can be financed from current revenues. • Capital projects that are debt-financed will amortize the debt over a period of time not to exceed the expected useful life of the project. 4 Program & Budget Overview Proposed FY 2018-20 Biennial CIP Budget Budget Process The Capital Improvement Program (CIP) budget process is a five-year planning cycle, updated biennially, and facilitated by a CIP Committee comprised of the City’s Department Heads, the City Manager, and the Assistant City Manager. Departments prepare project application submittals for funding consideration, and the CIP Committee reviews and scores applications against the criteria outlined below. Project applications are evaluated within the context of available funding limits to ensure that limited resources fund priority projects while maintaining the City’s existing infrastructure. Project Scoring Project application budget requests, particularly for unrestricted General Fund dollars, have exceeded available funding in recent years. The CIP Committee scores projects that are competing for limited funds according to three broad criteria, defined as follows: Mandated Activities • Projects necessary for health and safety reasons that cannot be deferred • Projects mandated by the Federal or State government • Projects necessary to adequately maintain existing facilities, infrastructure, or equipment • Projects underway that have unavoidable budget shortfalls and that cannot be modified Council / Community Priorities • Projects that address a Framework Outcome and/or meet a Council Strategic Goal • Projects that respond to a Council action or directive • Projects identified in an adopted City planning document Fiscal Responsibility • Projects that will improve operational efficiencies and achieve ongoing cost savings • Projects that generate revenue • Projects where significant outside funding has been obtained to leverage City funding Based on evaluation against these criteria, capital budget recommendations are presented to the City Council for consideration. 5 Program & Budget Overview Proposed FY 2018-20 Biennial CIP Budget Budget and Expenditure Trends The annual General Fund capital budget allocation was increased from $13 million to $21 million in FY 2015-16 to help offset the loss of redevelopment funding for capital improvements, and has remained level since. While the General Fund allocation can fund ongoing infrastructure maintenance and smaller one-time projects, it is insufficient to fund very large capital projects. The General Fund CIP allocation will be further constrained going forward as it will pay for a large portion of debt service for the City Services Building bond. As a result, alternative funding sources and capital financing solutions are increasingly employed to provide additional resources for very large projects. The City’s financial policies assert the prudence of using debt financing to distribute the cost of a facility over its useful life. Sound fiscal health, high credit ratings, and favorable conditions in the municipal bond market allow the City to benefit from low-cost financing for large projects, which provides greater flexibility in allocating cash on hand. In FY 2017-18, bond financing was pursued for the City Services Building (CSB) and Fire Station 1, hence the significant spike in budget for that year. The FY 2018-19 proposed budget is also higher than normal due to the proposed use of Charnock settlement funds, state revolving loan funds, and general fund reserves to fund projects as detailed in the Budget Summary by Fund Section. The FY 2019-20 budget will return to more average levels. In fact, the proposed General Fund budget is lower than normal due to a projected subsidy (approximately $6 million) to the Pier Fund that will be required to cover critical capital needs at the Pier. The subsidy will be offset from the FY 2019-20 General Fund CIP allocation. *Program wide budget numbers do not include internal service transfer budgets starting in FY 2016-17. CIP Expenditures and Budgets (in millions) $76 $47 $27 $35 $27 $146 $67 $14 $146 $107 $72 $113 $115 $89 $239 $186 $0 $50 $100 $150 $200 $250 12-13 Actuals 13-14 Actuals 14-15 Actuals 15-16 Actuals 16-17 Actuals 17-18 Budget 18-19 Budget 19-20 Budget All Funds*General Fund 6 Program & Budget Overview Proposed FY 2018-20 Biennial CIP Budget Budget Summary by Fund The Citywide CIP Proposed Biennial Budget funds 100 capital projects across 22 Funds. The total Proposed Budget is $186.3 million in FY 2018-19, and $115.4 million in FY 2019-20. CIP Budget Summary by Fund The FY 2018-19 Proposed CIP Budget represents a decrease of $52.5 million or 22 percent compared to the FY 2017-18 Adopted CIP Budget of $238.9 million. The prior year budget included the City Services Building and the Fire Station 1 budgets, which were bond financed, and was larger than average. In addition, to more consistently follow general accounting principles, affordable housing loans will no longer be budgeted in the CIP starting in FY 2018-19, which will slightly reduce the size of the overall capital budget moving forward. FY2018-19 FY2019-20 FY2020-21 FY2021-22 FY2022-23 (01) General Fund*66,573,050 14,202,144 80,286,949 12,724,157 13,040,368 (10) Special Revenue 2,492,242 1,906,875 150,000 175,000 200,000 (11) Beach Recreation 12,526,221 1,321,847 2,252,314 853,600 878,353 (12) Housing Authority 12,371 12,371 12,371 12,371 12,371 (16) Clean Beaches & Ocean Parcel Tax - Measure V 10,940,000 10,940,000 100,000 100,000 100,000 (19) Community Development Block Grant 246,700 - - - - (20) Miscellaneous Grants 2,801,381 1,927,000 17,821,674 - - (26) Gas Tax Fund 1,558,212 907,788 - - - (27) Local Return 2,236,925 6,913,405 980,355 543,709 545,020 (28) Parks and Recreation 179,900 - - - - (50) Water 9,712,519 7,529,934 5,638,602 5,303,400 6,494,414 (51) Wastewater 34,645,159 28,364,278 6,743,380 5,489,131 8,901,051 (52) Stormwater 400,000 - - - - (53) Pier 1,805,856 8,098,337 1,512,871 1,044,458 61,100 (54) Resource Recovery & Recycling 3,139,182 3,520,314 3,637,799 3,759,417 3,884,276 (57) Airport 7,678,644 4,346,546 8,046,857 7,137,412 5,228,029 (59) Cemetery 37,385 38,393 39,436 40,516 41,633 (60) Big Blue Bus 27,886,708 26,719,698 28,671,088 15,046,517 19,710,441 (61) Parking Authority 135,850 - - - - (70) Vehicle Replacement 7,073,606 5,625,046 4,523,498 3,699,741 3,888,718 (71) Computer Equipment Replacement 3,178,000 2,773,000 2,773,000 2,773,000 2,773,000 (75) Risk Management Admin 33,148 33,282 33,420 33,563 33,712 Total CIP Budget All Funds 195,293,059 125,180,258 163,223,614 58,735,992 65,792,486 Less Internal Service Transfers (9,025,347) (9,812,022) (9,842,908) (10,105,068) (10,387,583) Net Total CIP Budget All Funds 186,267,712$ 115,368,236$ 153,380,706$ 48,630,924$ 55,404,903 $ FUND BUDGET BUDGET PLAN * General Fund Totals include the following one-time amounts: FY 2018-19 - $2,193,900 in bond financing for Fire Training Facility, $7,550,000 in one-time reserves for the Civic Center Multipurpose Sports Field , and $38,300,000 in Charnock settlement funds for City Yards construction in FY 2020-21; Alternate funding will be required for the remaining $64 million for construction of the City Yards Modernization pr oject. 7 Program & Budget Overview Proposed FY 2018-20 Biennial CIP Budget General Fund The General Fund represents one-quarter of the total CIP Budget over the biennial period. The FY 2018-19 proposed budget is $66.6 million, which includes additional allocations beyond the $21 million, including: $38.3 million in Charnock settlement funds previously held in General Fund reserves for project equity and will now be used for the construction of the City Yards Modernization project, $7.6 million in reserves for the Civic Center Multipurpose Sports Field, and $2.2 million in bond proceeds for the Fire Training Facility. The annual allocation of a flat $21 million for General Fund capital projects will be reduced by approximately $3 million in both years of the biennial budget to pay debt service on the City Services Building (CSB). The CIP debt service payment will be lower after the building is operational due to savings that the General Fund will realize once leases for City office space are terminated. In FY 2019-20, the proposed General Fund budget is $14.2 million, which is lower than average due to the CSB debt service payment and to a projected $6.1 million subsidy to the Pier Fund to support capital work at the Pier. That amount is being deducted from the annual allocation for General Fund CIP projects. Non-General Funds Most non-General Funds included in the CIP budget are able to support their respective capital improvement budgets, with two exceptions. At stated, the Pier Fund is anticipated to require a $6.1 million subsidy in FY 2019-20 to support required capital work, and this amount is deducted from the $21 million General Fund CIP allocation. The Water Fund is able to support all ongoing, routine capital work. Significant one-time capital expenditures are required to advance Council’s goal of water self-sufficiency. The Proposed CIP Budget includes a transfer of $2.3 million in Gillette/Boeing Settlement Funds to support two of the water self-sufficiency projects, the City/USGS Monitoring Well and Numerical Flow Model, and Redrilling Santa Monica Well # 3. A new water rate study will be completed in 2019 and will identify additional work and funding necessary to meet the water self-sufficiency goal. Alternate Financing Due to these limitations on General Fund resources available for capital projects, alternate financing will be required for Memorial Park Expansion and the City Yards Modernization projects, which are partially funded in the Proposed Biennial Budget. Design funding is allocated in FY 2019-20 and planned for FY 2020-21 to fully fund design of Memorial Park Expansion. Design will be guided by the Memorial Park Master Plan that is currently in process and, following an extensive community outreach process, will be completed in FY 2018- 19. Future construction of the park’s expansion will be partially supported by a $20 million allocation of Santa Monica College Measure V funds. 8 Program & Budget Overview Proposed FY 2018-20 Biennial CIP Budget Financing options for the full Memorial Park Expansion construction budget will be further analyzed as cost estimates and funding opportunities evolve. Alternative financing could come from a variety of sources including parks and recreation development impact fees, Los Angeles County Measure A allocations and grant opportunities, and proceeds from a potential future local general obligation bond. Staff will continue to explore alternate financing options and provide recommendations to Council as construction estimates are refined. Work also continues on the City Yards Modernization project, which received design funding in the FY 2016-18 CIP Budget. Since the City acquired the 14.7-acre site in the 1940s, its operations have been adapted on an as-needed basis for various City functions, resulting in an inefficient utilization of space that no longer meets the functional needs of the facility. Schematic design is now complete, and the estimated cost to complete a modified scope of the first phase of the project is $114 million. The FY 2018-20 CIP Budget includes $38.3 million in Charnock settlement funds to fund a portion of construction. The source of funds for the remaining $64.0 million required for construction will need to be identified during this biennial period. It is anticipated that these funds will come from contributions from enterprise funds, as well as possibly bond financing, settlement funds, or other sources. In any funding scenario, costs would be allocated to other funds with associated operations at the City Yards, including Resource, Recovery, and Recycling and the Vehicle Management Fund. City Yards Modernization efforts would also be coordinated with adjacent Water and Wastewater plans, ensuring that those funds would also contribute their share of costs. Staff will explore financing options and return to Council with a recommendation. General Fund , 25% Wastewater, 20% Big Blue Bus , 17%Clean Beaches (Measure V), 7% Water, 5% Beach Recreation , 4% Vehicle Replacement , 4% Airport , 4% Pier , 3% Local Return, 3% Resource Recovery & Recycling , 2% Misc Grants, 2% All Others, 4% FY 2018-20 CIP Budget by Fund (two-year total percentages) 9 Program & Budget Overview Proposed FY 2018-20 Biennial CIP Budget Impacts to the Ongoing Operating Budget Capital projects that increase the number of facilities or expand existing facilities can impact ongoing operating costs for the City. The projects proposed in this five-year plan will add an estimated $5,000 to the General Fund operating budget in FY 2018-19, increasing to a potential estimated $0.6 million in FY 2022-23 if all of the proposed projects are completed and if a cost recovery plan is not implemented for Electric Vehicle (EV) charging stations. The most significant increases include $0.2 million annually to maintain the Civic Center Multipurpose Sports Field starting in FY 2020-21. Additionally, up to $0.2 million annually will be required at the end of the five-year planning period to maintain and pay for electricity for EV charging stations as more are installed over time. Staff will return to Council for consideration of a cost-recovery recommendation after at least 25 “smart” EV charging stations have been operational for three months or more; it is anticipated that this will be in spring 2019. If a cost recovery program is implemented, the ongoing impact to the General Fund operating budget would be reduced. The remainder of the total is comprised of a number of small increases to ongoing operating and maintenance costs across all departments as a result of several smaller projects that will provide new bike and pedestrian amenities and will require new maintenance activity, and due to software systems or public safety equipment that require ongoing maintenance costs. These types of ongoing costs are considered by the CIP Committee when projects are evaluated during the CIP Budget Process to ensure that the Capital Budget Plan does not create unsustainable ongoing maintenance needs. The costs are also included in the five-year financial forecast in all scenarios. Operations and maintenance costs associated with capital projects approved in prior biennial CIP budgets are updated regularly and continually inform updated five-year forecasts and operating budget proposals. Operating budget increases in non-General Funds are able to be supported by those funds. Unfunded Projects Projects that did not receive funding are listed in the Unfunded Projects table and are tracked for consideration in future funding cycles. In some cases, these are still high priority projects but they may need to be deferred for a number of reasons such as exploring opportunities to leverage City funds with external funding, or to acknowledge workload considerations where existing staffing capacity is fully committed to other urgent projects. In some cases, staff is able to continue preliminary or related work until it is possible to fully fund a broader effort. Construction of Airport Park Expansion is the largest project on the unfunded list at this time. The previous biennial budget funded completion of design for the project, and design is now 10 Program & Budget Overview Proposed FY 2018-20 Biennial CIP Budget complete. A funding source for this project’s construction budget has not been identified but alternative funding options will continue to be explored. Alternative financing could come from a variety of sources including parks and recreation development impact fees, Los Angeles County Measure A allocations and grant opportunities, and proceeds from a potential future local general obligation bond. Staff will continue to explore alternate financing options and provide recommendations to Council as opportunities arise. Phase 2 of the Lincoln Neighborhood Corridor Plan, which consists primarily of pedestrian lighting, is also on the unfunded list. However, phase 1 of the project, which includes median and crosswalk improvements, is funded in the Proposed Budget. Continuing Projects This budget document represents all projects that are recommended to receive new budget appropriations in FY 2018-19 and FY 2019-20, as well as a few projects that are in the budget plan for FY 2020-23. Due to the multi-year nature of capital projects and the fiscal best practice requiring that budget be allocated in the first year that a contract is awarded rather than on a projected cash flow basis, it is common for unspent budget to be “rolled over” from one fiscal year to another to allow for the completion of an approved project scope within contract and budget authority. Some projects that already received a budget allocation in FY 2017-18 or prior but are not yet complete may have unspent, approved budget rolled over into FY 2018-19. This will be determined after the current fiscal year closes, so these amounts are not included in the FY 2018-19 through FY 2022-23 capital plan. All active projects, regardless of the year of the initial budget appropriation, are reported on in the CIP Annual Report to Council, which is issued after the prior fiscal year closes and final expenditures are tallied. 11 Framework Proposed FY 2018-20 Biennial CIP Budget The Framework is the City of Santa Monica’s Strategic Direction, Connecting Organizational Purpose and Day-to-Day Functions for a Sustainable City of Wellbeing Built on a Foundation of Good Governance. The Framework is now incorporated in the City’s budget process, and for the first time the Biennial CIP Budget connects capital projects to the outcome areas they address. Framework Outcome and Sub-Outcome Areas Based on the dimensions of wellbeing from the Wellbeing Index, organization of the Sustainable City Plan, and principles of good governance, the City of Santa Monica developed seven outcome areas. Each outcome area provides a clear direction of what the city hopes to achieve in the area. Each outcome area includes sub-outcomes which provides additional clarity. The capital projects in the FY 18-20 Biennial CIP Budget are each tied to a Framework Outcome and Sub-outcome Area. While many projects address more than one area, they are organized according to their primary emphasis. 12 Framework Proposed FY 2018-20 Biennial CIP Budget *Safety Outcome icon is underdevelopment 13 Framework Proposed FY 2018-20 Biennial CIP Budget The Capital Improvement Program and the Framework The FY 2018-20 Biennial CIP Budget advances five of the seven Framework Outcome Areas. Primarily, the capital program addresses Place & Planet, helping create a resilient built and natural environment. Over seventy percent of capital dollars are allocated to projects that advance the Place & Planet Outcome Area during the biennial budget period. These projects primarily address the sub-outcome area of Infrastructure, by developing, protecting, and maintaining City-owned infrastructure. The CIP also addresses the Governance outcome area, with just under one-fifth of spending over the biennial period allocated to capital projects that promote a reliable, effective, and efficient government. These projects primarily address the sub-outcome area of Effective and Efficient Business Processes through software and hardware enhancements and City vehicle procurement. In addition, the Biennial CIP Budget addresses the Safety outcome area through projects such as the procurement of new fire vehicles, safety improvements for pedestrians and cyclists, and the installation of fire sprinklers and bollards on the Pier. In the Health Outcome Area, the largest project is the Civic Center Multipurpose Sports field, which addresses the Physical Health sub-outcome area. In the Community Outcome Area, there is one proposed project to upgrade the audio-visual system in the City Council Chambers will help facilitate community engagement. *This includes one project with a budget of $200,500, or 0.07% of the Biennial Budget Community*, 0% Governance, 19% Health, 3% Place and Planet, 71% Safety, 7% FY2018-20 CIP Budget by Framework Outcome (two-year total by percentages) 14 Framework Proposed FY 2018-20 Biennial CIP Budget The Capital Improvement Program and Council’s Strategic Goals In 2015, the City Council identified five strategic goals, designed to prioritize City work: • Homelessness; • Mobility; • Learn and Thrive; • Inclusive and Diverse Community; and • Airport These five goals, like the work of departments, drives towards the achievement of the seven Framework outcomes. 15 Framework Proposed FY 2018-20 Biennial CIP Budget The FY 2018-20 CIP Biennial Budget and the five-year Capital Plan also continue to advance Council’s adopted Strategic Goals. In particular, creating a new model for mobility is an ongoing focus of the CIP and is central to the proposed five-year Plan. The Plan includes over 20 mobility- related projects, both new and ongoing, with total recommended budget allocations of roughly $32 million over the biennial period. The FY 2018-20 Proposed CIP Budget adds additional funding to some of the existing projects and also funds several new mobility projects. Mobility projects included in the CIP meet one or more of the following criteria: they are identified in adopted plans to complete bike, pedestrian and transit networks; they advance work toward Vision Zero; they leverage outside transportation funds; and they are coordinated with adjacent projects or maintenance efforts. Some key mobility projects in the FY 2018-20 Proposed Budget include: the 17th Street Expo Bike Connectivity Improvement Project which will add a protected bikeway along 17th Street from Wilshire Blvd. to Pico Blvd. and continue Greenway treatment along Michigan Ave from 14th Street to 19th Court ($9.2 million total project budget); Phase 1 of the Lincoln Neighborhood Corridor Plan which will enhance pedestrian safety along Lincoln Blvd. ($5.0 million total project budget); Pedestrian Improvements at Four Schools ($1.8 million) and at Six (additional) Schools ($1.9 million); Vision Zero and Mobility Project Delivery ($1.6 million); Design of an Ocean Avenue Protected Bikeway from California to Colorado ($0.6 million); Pico Blvd. and Santa Monica College Pedestrian Safety Improvements ($1.2 million); and several additional smaller projects and studies. While affordable housing production and preservation funding will no longer be budgeted in the CIP going forward, the FY 2018-20 CIP budget will advance accessibility work at the Pier to contribute to an Inclusive and Diverse Community, and will make park improvements related to the City’s work to address homelessness. In addition, the Proposed Budget includes a Library Facilities Master Plan project that will address the Learn and Thrive strategic goal, and the Airport Runway Repurposing to address Council’s Airport strategic goal. 16 User Guide to Project and Budget Detail Sections Proposed FY 2018-20 Biennial CIP Budget The Project Detail section of this budget document outlines each CIP project that will receive a new budget appropriation during the Biennial Budget period of FY 2018-19 or FY 2019-20. It also includes some projects that are proposed as part of the Budget Plan period starting in FY 2020-21 or later, either because they have already begun planning or design work in prior budget periods or because they are on the horizon as high priority projects that the CIP Committee would like to include in the subsequent Biennial Budget period. Detailed programmatic and financial information is provided for each CIP project. Programmatic information includes project title, description, justification, estimated completion date, and images where possible. Financial information includes the total project budget for one-time projects, account numbers, the adopted budget for FY 2018-19 and FY 2019-20, and the budget planning numbers for FY 2020-21 through FY 2022-23. The Project Detail section is organized by Department. Within each Departmental section, projects are listed in alphabetical order. Projects are often funded using more than one funding source; all funding sources and accounts are listed under each project’s detail. Each Project Detail page lists the primary Framework Outcome and Sub-outcome that a project addresses, as well as a Strategic Goal connection where applicable. The Budget Detail section presents two program-wide budget tables organized by Fund and by Framework Outcome. To view budget by Fund, readers can refer to the table in the Budget Details section that is organized by Fund. Account numbers presented are the new account numbers for the Tyler Munis Enterprise Resource System that will be the City’s financial system starting in FY 2018-19. All CIP account numbers begin with “C” to designate capital projects. Internal Service transfers that reflect a contribution from a fund to citywide computer, telecommunications, or vehicle replacement CIPs begin with “I.” 17 Big Blue Bus Big Blue Bus is a leading resource for innovative and environmentally friendly transportation options with a team of employees committed to continuous improvement and excellent service. BBB is dedicated to contributing to the region’s mobility, economic vitality, sustainability, and enhanced quality of life through the delivery of safe, reliable, economical, accessible, and customer-focused mass transportation services. 18 Big Blue Bus Proposed FY 2018-20 Biennial CIP Budget Project List 7th Street Fencing Upgrade ..................................................................................................... 20 Administration Building Upgrades ........................................................................................... 21 BBB Tenant Improvements ........................................................................................................ 22 Bus Components - BBB............................................................................................................... 23 Bus Replacements Program ..................................................................................................... 24 Customer Experience Technology Enhancements ............................................................. 25 Facilities Upgrades & Renovations .......................................................................................... 26 Federal Civil Rights Plan - BBB................................................................................................... 27 Intelligent Transportation Systems/Information Technology Program.............................. 28 Methane Detection System Upgrades................................................................................... 29 Propulsion Infrastructure Feasibility .......................................................................................... 30 Service Vehicles - BBB ................................................................................................................ 31 19 Big Blue Bus Proposed FY 2018-20 Biennial CIP Budget 7th Street Fencing Upgrade Project Description This projects funds fencing along 7th Street that needs to be upgraded as the existing fence is at the end of its useful life. Project Justification This fencing project protects Big Blue Bus assets, personnel and buildings. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Big Blue Bus Fund C6007380.689000 $495,000 $ - $ - $ - $ - TOTAL PROJECT BUDGET $495,000 $ - $ - $ - $ - Project # C0738 Target Completion Date FY 2018-19 Total Project Budget $495,000 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 20 Big Blue Bus Proposed FY 2018-20 Biennial CIP Budget Administration Building Upgrades Project Description This project funds upgrades to the Administration building, including seismic retrofitting and office expansion. Project Justification Structural analysis indicates that the Administration building is in need of seismic retrofitting. Along with the seismic retrofitting, staff is looking to expanded office space on the main level of the administration building which would enable staff to work more effectively to provide regional connections for the community and its customers. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Big Blue Bus Fund C6007400.689000 $80,000 $200,000 $3,896,325 $ - $ - TOTAL PROJECT BUDGET $80,000 $200,000 $3,896,325 $ - $ - Project # C0740 Target Completion Date FY 2021-22 Total Project Budget $4,176,325 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 21 Big Blue Bus Proposed FY 2018-20 Biennial CIP Budget BBB Tenant Improvements Project Description This project is to completely remodel the outdoor deck on the second floor of the administration building and the outside dispatch office. This project will include planning, purchase and installation of a shade; and wind block coverings and protection. Additional furniture for the deck will be purchased. Project Justification This project will improve operational efficiencies and maintain existing infrastructure with improvements for staff areas. This area is accessible and beneficial to all staff at BBB including the Motor Coach Operators. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Big Blue Bus Fund C6007420.689000 $587,363 $ - $ - $ - $ - TOTAL PROJECT BUDGET $587,363 $ - $ - $ - $ - Project # C0742 Target Completion Date FY 2018-19 Total Project Budget $587,363 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 22 Big Blue Bus Proposed FY 2018-20 Biennial CIP Budget Bus Components ‐ BBB Project Description This project funds ongoing maintenance for revenue vehicles such as rebuilding engines, transmissions, differentials, refurbishments, and including retrofitting to near‐zero emission engines. Project Justification This preventative maintenance and repair work is necessary to keep the bus fleet safe and functional and to avoid service interruptions. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Big Blue Bus Fund C6004750.689000 $6,641,677 $7,149,977 $7,094,172 $7,047,282 $5,873,071 TOTAL PROJECT BUDGET $6,641,677 $7,149,977 $7,094,172 $7,047,282 $5,873,071 Project # C0475 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Governance Framework Sub-Outcome Stability 23 Big Blue Bus Proposed FY 2018-20 Biennial CIP Budget Bus Replacements Program Project Description This project funds the ongoing bus replacement program for the BBB fleet to ensure consistent delivery of safe and affordable mobility to the community. In FY 2018-19, BBB will receive 20 Near-Zero Emissions 40- foot Gillig CNG buses that were ordered in 2017. These 20 buses are scheduled for delivery in October- November 2018. Pursuant to Council directive at the April 24, 2018 Council meeting, BBB’s next order of buses which will be Zero-Emissions Battery Buses (to replace 13, 2004 40-foot LNG buses) will be purchased in FY18-19 and placed into revenue service in FY19-20. Project Justification This project allows for the replacement of revenue vehicles. Maintaining buses in good working condition is essential to delivering reliable bus services. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Big Blue Bus Fund C6004810.689000 $13,680,737 $9,517,317 $8,889,672 $5,473,858 $11,264,069 TOTAL PROJECT BUDGET $13,680,737 $9,517,317 $8,889,672 $5,473,858 $11,264,069 Project # C0481 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Governance Framework Sub-Outcome Effective and Efficient Business Processes 24 Big Blue Bus Proposed FY 2018-20 Biennial CIP Budget Customer Experience Technology Enhancements Project Description This new project includes applications and technologies available to customers that will enhance the customer experience, such as mobile ticketing, real‐time trip planning, electronic wayfinding, and customer feedback and rating of service tools. Project Justification The faster boarding allows motor coach operators to continue on their service route improving on‐time performance, which facilitates regional connections for our customers and our communities. The new mobile ticketing feature will offer customer feedback and rating of service tools. This feedback will allow BBB staff to better plan service and improve staff training. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Big Blue Bus Fund C6007470.689000 $420,000 $70,000 $70,000 $ - $ - TOTAL PROJECT BUDGET $420,000 $70,000 $70,000 $ - $ - Project # C0747 Target Completion Date FY 2020-21 Total Project Budget $560,000 __________________________ Framework Outcome Governance Framework Sub-Outcome Effective and Efficient Business Processes 25 Big Blue Bus Proposed FY 2018-20 Biennial CIP Budget Facilities Upgrades & Renovations Project Description This project funds ongoing improvements and renovations to BBB facilities, bus stops, yard improvements and purchase of shop equipment. Project Justification Maintaining of BBB facilities, system‐wide bus stops, yard improvements, and purchasing of necessary shop equipment is essential to delivery of reliable bus service. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Big Blue Bus Fund C6004830.689000 $3,042,320 $1,663,499 $1,345,614 $1,456,693 $1,412,763 Local Return (Prop A) C2704830.689140 $ 40,000 $ 41,200 $ 42,436 $ 43,709 $ 45,020 TOTAL PROJECT BUDGET $3,082,320 $1,704,699 $1,388,050 $1,500,402 $1,457,783 Project # C0483 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 26 Big Blue Bus Proposed FY 2018-20 Biennial CIP Budget Federal Civil Rights Plan ‐ BBB Project Description This project utilizes third party consultants to update BBB's civil rights program as required by Federal Transit Administration (FTA). The Civil Rights Program is specifically for the Equal Employment (EEO) Program. Project Justification This is a mandatory requirement by the Federal Transit Administration to have a current EEO Program, which includes goal setting, and a full workforce analysis. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Big Blue Bus Fund C6006790.689000 $9,000 $3,400 $3,400 $3,400 $9,000 TOTAL PROJECT BUDGET $9,000 $3,400 $3,400 $3,400 $9,000 Project # C0679 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Governance Framework Sub-Outcome Equitability 27 Big Blue Bus Proposed FY 2018-20 Biennial CIP Budget Intelligent Transportation Systems/Information Technology Program Project Description This project funds technology hardware and software upgrades and replacements for BBB. This project will include all on‐board technology-related projects such as radio tower equipment, schedule and operation management systems, including auto vehicle locators, two‐way communication system, system implementation, and fare box collection system. Project Justification This project is necessary for ongoing improvements to address Big Blue Bus technology needs. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Big Blue Bus Fund C6004770.689000 $1,689,078 $7,404,255 $7,150,655 $924,034 $920,288 TOTAL PROJECT BUDGET $1,689,078 $7,404,255 $7,150,655 $924,034 $920,288 Project # C0477 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 28 Big Blue Bus Proposed FY 2018-20 Biennial CIP Budget Methane Detection System Upgrades Project Description This project is to upgrade and potentially install a new methane detection system as the current one is beyond its useful life. Main components will be installed in the Fuel & Wash Facility, with other components installed throughout the yard. Project Justification This project would detect any methane leaks which would be harmful to staff and the community if they are not identified. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Big Blue Bus Fund C6007530.689000 $844,283 $ - $ - $ - $ - TOTAL PROJECT BUDGET $844,283 $ - $ - $ - $ - Project # C0753 Target Completion Date FY 2018-19 Total Project Budget $844,283 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 29 Big Blue Bus Proposed FY 2018-20 Biennial CIP Budget Propulsion Infrastructure Feasibility Project Description This project funds the planning and design process to construct the infrastructure required to accommodate electric buses, as BBB is looking to procure battery electric transit buses. Project Justification A feasibility study is needed in order to identify the needed infrastructure to accommodate electric buses, as BBB is looking to procure battery electric transit buses. With the project, staff would analyze the level of electrical power needed to charge up to 200 transit vehicles and what type of infrastructure would be necessary. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Big Blue Bus Fund C6007240.689000 $250,000 $500,000 $ - $ - $ - TOTAL PROJECT BUDGET $250,000 $500,000 $ - $ - $ - Project # C0724 Target Completion Date FY 2020-21 Total Project Budget $750,000 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 30 Big Blue Bus Proposed FY 2018-20 Biennial CIP Budget Service Vehicles ‐ BBB Project Description Ongoing purchase of service vehicles for replacement. Project Justification Service vehicles are required to support various functions, including road calls, bus stop maintenance, and operator relief. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Big Blue Bus Fund C6004790.689000 $96,000 $160,000 $170,000 $90,000 $180,000 TOTAL PROJECT BUDGET $96,000 $160,000 $170,000 $90,000 $180,000 Project # C0479 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Governance Framework Sub-Outcome Effective and Efficient Business Processes 31 City Attorney’s Office The mission of the City Attorney’s Office is to provide the City with the highest level of legal representation, ethically, efficiently and cost- effectively: as advisors to City officials and staff, to provide timely and comprehensive assistance; as advocates, to represent the City and its employees vigorously and fairly; as prosecutors, to diligently and justly enforce the law on behalf of the People of the State of California and to do all of this so as to advance the City's and the community's welfare in the interests of equality, justice and fairness. 32 City Attorney’s Office Proposed FY 2018-20 Biennial CIP Budget Project List City Hall Third Floor Building System Improvements ............................................................. 34 33 City Attorney’s Office Proposed FY 2018-20 Biennial CIP Budget City Hall Third Floor Building System Improvements Project Description This project would address electrical and air conditioning issues on the third floor of City Hall, as well as make limited tenant improvements to maximize workspace and promote collaboration. Project Justification The City Attorney's Office workspace on the third floor of City Hall has been modified in an incremental fashion over the years. Longstanding electrical and HVAC issues need to be addressed. Existing configuration underutilizes space, creates inefficiencies and does not advance use of modern-day technology. Consistent with the City's movement toward a paper-on-demand environment, this project would create three additional workspaces and convert the traditional library area into a shared collaboration space. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund C0107450.689000 $1,840,000 $ - $ - $ - $ - TOTAL PROJECT BUDGET $1,840,000 $ - $ - $ - $ - Project # C0745 Target Completion Date FY 2018-19 Total Project Budget $1,840,000 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 34 City Manager’s Office The City Manager's Office leads the team of City departments and staff to achieve the City Council's vision of a thriving community of sustainable wellbeing. Our mission is to foster collaboration and innovation to create a 21st century city that works for everyone. 35 City Manager’s Office Proposed FY 2018-20 Biennial CIP Budget Project List Council Chambers Audio-Visual System................................................................................ 37 36 City Manager’s Office Proposed FY 2018-20 Biennial CIP Budget Council Chambers Audio ‐Visual System Project Description This project will fund technology upgrades in the City Council Chambers: hardware and software for the speaker podium, Councilmember and City Clerk desks, software and hardware for meeting management, including integration with CityTV, electronic kiosks for speaker sign up, new hallway/lobby monitors, chamber monitors and monitors for closed captioning. This requires physical changes in the chamber and hallways, woodwork to modify dais, backdrop wall to accommodate new equipment, and re‐wiring for new equipment. The application supplements the FY 2017‐18 Council Chambers Audio‐ Visual System funding of $350,000. Project Justification The project will provide facility and technology upgrades to integrate the City Council's audio‐visual, meeting management, and computer systems. It will improve the meeting experience by upgrading the technology associated with the meeting, including at the podium, dais, Clerk's desk, screens, closed‐ captioning system, the process associated with public requests to speak, and the process associated with electronic voting. The existing equipment relies on outdated technology and manual systems. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund C0107090.689000 $200,500 $ - $ - $ - $ - TOTAL PROJECT BUDGET $200,500 $ - $ - $ - $ - Project # C0709 Target Completion Date FY 2019-20 Total Project Budget $550,500 __________________________ Framework Outcome Community Framework Sub-Outcome Engaged Community 37 Community & Cultural Services Strengthening Santa Monica’s diverse and inclusive community and enriching the lives of residents and visitors through innovative program development and stewardship of Santa Monica’s social, natural, and cultural resources. 38 Community & Cultural Services Proposed FY 2018-20 Biennial CIP Budget Project List Accessible Walkway .................................................................................................................. 40 Beach Parking Lot Improvements ........................................................................................... 41 Civic Center Multipurpose Sports Field .................................................................................. 42 Clover Park Restrooms Replacement..................................................................................... 43 Memorial Park Expansion Design ............................................................................................ 44 North Beach Trail Improvements ............................................................................................. 45 Percent for Art - Public Art Projects ......................................................................................... 46 Public Art Conservation & Maintenance ............................................................................... 47 Repurposing of Palisades Park Petanque Courts ................................................................. 48 Restroom Safety Improvements at Gandara, Memorial & Reed Parks ........................... 49 Swim Facilities Planned Maintenance.................................................................................... 50 Volleyball Courts and Lights ..................................................................................................... 51 39 Community & Cultural Services Proposed FY 2018-20 Biennial CIP Budget Accessible Walkway Project Description This project will construct an accessible walkway on Santa Monica State Beach at Idaho Avenue and replace recycled rubber planks at the existing Ashland walkway. Project Justification The City has made a commitment to making the beach more accessible to people with disabilities or with limited mobility, as well as to families with strollers or those who may need a solid surface on which to walk safely. There are currently walkways at Ashland, Ocean Park, Bay, directly north of the Pier, Arizona, and the Annenberg Community Beach House. A new walkway at Montana Avenue will be completed in summer 2018. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Beach Recreation Fund C1106890.689000 $ - $ - $300,000 $ - $ - TOTAL PROJECT BUDGET $ - $ - $300,000 $ - $ - Project # C0689 Target Completion Date FY 2020-21 Total Project Budget $967,686 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Built Environment Strategic Goal Mobility 40 Community & Cultural Services Proposed FY 2018-20 Biennial CIP Budget Beach Parking Lot Improvements Project Description This project includes ongoing expenditures for repair and repaving of the beach parking lots. Annual repair and repaving of the beach parking lots (will defer for one year, FY 2018‐19, in order to fully fund the North Beach Trail Improvements). In addition to the ongoing repair of the beach lots, the effort to add short-term parking to the larger lots expands access for beach visitors. Project Justification The beach parking lots are important assets for the City and generate $11‐$12 million annually or 90% of the revenue for the Beach Fund. The continued repair and improvements of the lots is essential to ensuring access to the beach as well as the productive life of these assets. The beach environment is hard on the asphalt surface of the lots and maintenance is needed more frequently than at surface lots in other parts of the city. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Beach Recreation Fund C1104660.689000 $ - $540,000 $350,000 $371,000 $382,000 TOTAL PROJECT BUDGET $ - $540,000 $350,000 $371,000 $382,000 Project # C0466 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure Strategic Goal Mobility 41 Community & Cultural Services Proposed FY 2018-20 Biennial CIP Budget Civic Center Multipurpose Sports Field Project Description This project will complete funding for design and construction of the Civic Center Multipurpose Sports Field. Reserve funds that were previously set aside for this budget are being fully appropriated to the project budget in FY 2018-19, though construction of the project may not be ready to advance during that fiscal year. Funding for the initial design of $564,859 was budgeted in FY 2016-18. Project Justification The Civic Center Sports Field addresses a need for additional field space and will be used by Santa Monica High School sports teams and other community sports organizations. The field is included the adopted 2005 Civic Center Specific Plan and residents have advocated for the field to be built as soon as possible. Budgeting this construction funding will facilitate this goal. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund C0106820.689000 $7,550,000 $ - $ - $ - $ - TOTAL PROJECT BUDGET $7,550,000 $ - $ - $ - $ - Project # C0682 Target Completion Date FY 2020-21 Total Project Budget $8,114,859 __________________________ Framework Outcome Health Framework Sub-Outcome Physical Health 42 Community & Cultural Services Proposed FY 2018-20 Biennial CIP Budget Clover Park Restrooms Replacement Project Description This project will fund demolition and replacement of the two existing restroom buildings at Clover Park. This project was believed to be fully‐ funded with $183,454 for design in FY 2014-16 and $1,644,454 for construction in FY 2016‐17 but was delayed due to staff capacity constraints. This project requires an additional budget appropriation due to cost escalation. Project Justification The restroom buildings at Clover Park are not up to City standards. All restrooms at other City parks and the beach have been renovated to the single stall model with exterior sinks, with the exception of Clover Park. The existing facilities at the park are difficult to maintain and keep clean. Additionally, facilities are often misused and vandalized, and patrons feel unsafe. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund C0105060.689000 $343,300 $ - $ - $ - $ - Special Revenue Fund C1005060.689000 $378,900 $ - $ - $ - $ - TOTAL PROJECT BUDGET $722,200 $ - $ - $ - $ - Project # C0506 Target Completion Date FY 2018-19 Total Project Budget $2,550,108 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 43 Community & Cultural Services Proposed FY 2018-20 Biennial CIP Budget Memorial Park Expansion Design Project Description This project funds the design of the expansion of Memorial Park per the park's master plan. The master planning process was budgeted in the FY2016-18 Biennial Budget and will kick off in early 2018 with expected completion in June 2019. Construction funding would need to be identified in future budget cycles to supplement SMC's expected $20 million contribution of Measure V bond funds. Project Justification In 2004 the City acquired the former Fisher Lumber site with the intent of developing the land as an extension of Memorial Park. Over the past several years residents and the Recreation & Parks Commission have strongly advocated for this site to be developed as park space. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund C0107060.689000 $ - $1,032,900 $2,700,000 $ - $ - TOTAL PROJECT BUDGET $ - $1,032,900 $2,700,000 $ - $ - Project # C0706 Target Completion Date FY 2020-21 Total Project Budget $5,082,900 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Built Environment 44 Community & Cultural Services Proposed FY 2018-20 Biennial CIP Budget North Beach Trail Improvements Project Description This project will fund the construction and renovation of Ocean Front Walk north of the Pier, the addition of a separate walking path adjacent to the beach bike path from Bay St. to north City limits, and circulation improvements around the 1550 lot. Design funding was included in prior year capital budgets. The scope of the project has been expanded to include needed circulation improvements around the 1550 lot and also includes $1.1M in FY 2020-21 for the Bay St. to Pier section. It will save time and money to incorporate this portion of the project and complete as a single construction contract. Project Justification The expansion of the beach bike path has long been a high priority to address the increased activity and reduce the conflicts between bicyclists and pedestrians. The improvements to Ocean Front Walk will help to transform this rundown passageway into an inviting entry to north beach. The improvements around the 1550 lot will create an entry plaza to the Pier and improve circulation among pedestrians, bicyclists, and vehicles. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Beach Recreation Fund C1106100.689000 $12,000,894 $ - $1,133,002 $ - $ - TOTAL PROJECT BUDGET $12,000,894 $ - $1,133,002 $ - $ - Project # C0610 Target Completion Date FY 2020-21 Total Project Budget $14,693,685 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Built Environment Strategic Goal Mobility 45 Community & Cultural Services Proposed FY 2018-20 Biennial CIP Budget Percent for Art ‐ Public Art Projects Project Description The City of Santa Monica adopted Resolution #7231 (CCS) which established the City’s Percent for Art program whereby one percent of the project budget for eligible capital projects is dedicated to providing funding for various forms of public art. In the next five years, the Percent for Arts program will include art for Fire Station 1, the City Services Building, North Beach Trail Improvements, the City Yards Modernization, as well as the ROAM temporary artwork series and the rotating art bank portable works collection. Project Justification This funding is required per resolution #7231 (CCS). Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund C0104530.689000 $603,099 $20,825 $ - $ - $ - Beach Recreation Fund C1104530.689000 $120,000 $ - $ - $ - $ - TOTAL PROJECT BUDGET $723,099 $20,825 $ - $ - $ - Project # C0453 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Built Environment 46 Community & Cultural Services Proposed FY 2018-20 Biennial CIP Budget Public Art Conservation & Maintenance Project Description This project funds the repair and conservation of the City's public art collection. The collection consists largely of medium to monumental outdoor sculpture, large‐scale design installations, as well as painted and ceramic tile murals. Based on a July 2015 Rosa Lowinger & Associates Public Art Conservation Survey, the collection, which in many cases is 30+ years old, requires a substantial investment in conservation. Project costs are funded by the Cultural Trust Fund revenues. Project Justification Because of the coastal climate, strong UV, heavy vehicular traffic, and large tourist/visitor population the City's collection has deteriorated overtime. Without repair and conservation to these pieces, further irreversible damage and deterioration will occur. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Special Revenue Fund C1006670.689000 $100,000 $125,000 $150,000 $175,000 $200,000 TOTAL PROJECT BUDGET $100,000 $125,000 $150,000 $175,000 $200,000 Project # C0667 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Built Environment 47 Community & Cultural Services Proposed FY 2018-20 Biennial CIP Budget Repurposing of Palisades Park Petanque Courts Project Description The petanque courts are underutilized and often misused. Funding is requested to remove the courts, shade, structures, and storage building and repurpose the area as open space with native plantings. Project Justification The increase in homelessness has put enormous strain on Santa Monica’s public spaces, including the City's parks. The petanque courts at Palisades Park are under‐utilized for their intended purpose and frequently misused for sleeping and illegal activity. The Recreation & Parks Commission adopted a motion to direct staff to re‐purpose the courts as open space with sustainable plantings, similar to the project completed in 2016 near the intersection of Ocean & Colorado. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Special Revenue Fund C1007280.689000 $168,874 $ - $ - $ - $ - Parks and Recreation Fund C2807280.689000 $179,900 $ - $ - $ - $ - TOTAL PROJECT BUDGET $348,774 $ - $ - $ - $ - Project # C0728 Target Completion Date FY 2019-20 Total Project Budget $348,774 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Built Environment Strategic Goal Homelessness 48 Community & Cultural Services Proposed FY 2018-20 Biennial CIP Budget Restroom Safety Improvements at Gandara, Memorial & Reed Parks Project Description This project would consist of physical improvements to restrooms at Gandara, Memorial and Reed parks to enhance safety and prevent misuse. The improvements would explore replacing restroom doors, installing gates to close restroom areas at night, and demolishing existing features that impede visibility or encourage misuse. Project Justification The restrooms at Gandara, Memorial, and Reed Park are frequently misused and physical improvements are needed to ensure restrooms are safe and available for use by all park patrons. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund C0107290.689000 $284,400 $ - $ - $ - $ - TOTAL PROJECT BUDGET $284,400 $ - $ - $ - $ - Project # C0729 Target Completion Date FY 2018-19 Total Project Budget $284,400 __________________________ Framework Outcome Safety Framework Sub-Outcome Preparing For and Preventing Incidents Council Strategic Goal Homelessness 49 Community & Cultural Services Proposed FY 2018-20 Biennial CIP Budget Swim Facilities Planned Maintenance Project Description This project funds annual routine and deferred maintenance that is required to adequately maintain the City's municipal pools at the Swim Center and the Annenberg Community Beach House. Project Justification This project supports the Community and Cultural Services Department’s goal to preserve and promote access to Santa Monica’s parks, beach, and open space and recreation resources. The Annenberg Community Beach House pool and Swim Center pools are very popular and heavily used and require a significant amount of maintenance to sustain the building and pool systems in a condition that preserves and maintains public health and safety. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund C0104670.689000 $100,000 $100,000 $100,000 $100,000 $100,000 Beach Recreation Fund C1104670.689000 $65,000 $65,000 $65,000 $65,000 $65,000 TOTAL PROJECT BUDGET $165,000 $165,000 $165,000 $165,000 $165,000 Project # C0467 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 50 Community & Cultural Services Proposed FY 2018-20 Biennial CIP Budget Volleyball Courts and Lights Project Description Installation of ten additional volleyball courts and exploration of the feasibility of installing lights at the 1200 Ocean Front Walk location. Project Justification The continued growth in the popularity of beach volleyball has created excess demand at several locations and conflicts between recreational players and tournaments. This project seeks to better distribute activity through the beach by adding courts to the Arizona location and creating a tournament venue. The addition of more lighted courts at this location will also increase opportunities for evening play. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Beach Recreation Fund C1107340.689000 $ - $98,000 $ - $ - $ - TOTAL PROJECT BUDGET $ - $98,000 $ - $ - $ - Project # C0734 Target Completion Date FY 2019-20 Total Project Budget $98,000 __________________________ Framework Outcome Health Framework Sub-Outcome Physical Health 51 Finance The mission of the Finance Department is to provide sound business, financial and risk management support to internal and external customers, ensuring continuation of public services to the residents, visitors and businesses of Santa Monica through the protection of financial resources. 52 Finance Proposed FY 2018-20 Biennial CIP Budget Project List Business License Software ......................................................................................................... 54 53 Finance Proposed FY 2018-20 Biennial CIP Budget Business License Software Project Description The Finance Department requires the use of specialized software to manage the City’s 24,000 licensed businesses, and tax collection of approximately $30 million annually. The purpose of the project is for the purchase, conversion, installation and the maintenance of the business license software. Project Justification The business license software will provide the City with functionality and a modernized platform that will support the administration, revenue collection, billing and payment processing requirements for business licenses, permit fees, and special district assessments. Additionally, the system will Increase the efficiency of the business license and permitting processes, improve the productivity of staff, increase the accessibility to real-time data, and strengthen the relationship between the Business License database and the City’s financial system. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund C0107430.689000 $150,000 $ - $ - $ - $ - TOTAL PROJECT BUDGET $150,000 $ - $ - $ - $ - Project # C0743 Target Completion Date FY 2019-20 Total Project Budget $150,000 __________________________ Framework Outcome Governance Framework Sub-Outcome Effective and Efficient Business Processes. 54 Fire The Santa Monica Fire Department is dedicated to preventing the loss of life, property, and the environment from fire, medical, and other natural or man-made disasters through aggressive prevention, training, public education, and emergency response. 55 Fire Proposed FY 2018-20 Biennial CIP Budget Project List Cardiac Monitors Replacement ............................................................................................. 57 Fire Apparatus Replacement ................................................................................................... 58 Fire Facilities Assessment ........................................................................................................... 59 Fire Training Facility Tenant Improvements ............................................................................ 60 Public Safety Facility Tenant Improvements ......................................................................... 61 56 Fire Proposed FY 2018-20 Biennial CIP Budget Cardiac Monitors Replacement Project Description The project is to fund replacement of the Fire Department's fifteen cardiac monitors which are lifesaving equipment utilized to provide the cardiac care in the field. Cardiac monitors are required equipment for all Los Angeles paramedic response units. The department's current monitors will not be supported in the future and unfortunately replacement parts for existing monitors have become scarce. The replacement monitors will provide technological enhancements that will contribute to improved patient care. Project Justification The Fire Department currently utilizes Philips Cardiac Monitors. The vendor has notified the City that they will no longer be supporting this monitor. The Fire Department can no longer obtain parts to repair existing monitors and secure adequate service technicians. In order to provide for patient safety, all models need to be the same so paramedics are familiar with equipment and ability in emergency situations. Therefore there is a need to replace the entire inventory concurrently. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund C0107440.689000 $510,000 $ - $ - $ - $ - TOTAL PROJECT BUDGET $510,000 $ - $ - $ - $ - Project # C0744 Target Completion Date FY 2018-19 Total Project Budget $510,000 __________________________ Framework Outcome Health Framework Sub-Outcome Physical Health 57 Fire Proposed FY 2018-20 Biennial CIP Budget Fire Apparatus Replacement Project Description This project provides funds for the ongoing scheduled replacement for Fire Department vehicles and apparatus. Vehicles are replaced according to an established vehicle replacement schedule, and the Fire Department Apparatus Replacement Plan. Project Justification The vehicle replacement schedule is based on national standards, best practices, historical experience, and a maintenance to acquisition ratio. The useful frontline usage for a fire engine and ladder truck is currently ten years, and then the fire engines and truck are placed into reserve for an additional seven to ten years bringing their total lifespan to seventeen to twenty years. Emergency responders need reliable apparatus to perform their life saving duties. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund C0104560.689000 $750,000 $ - $795,000 $800,000 $975,000 TOTAL PROJECT BUDGET $750,000 $ - $795,000 $800,000 $975,000 Project # C0456 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Safety Framework Sub-Outcome Preparing For and Preventing Incidents 58 Fire Proposed FY 2018-20 Biennial CIP Budget Fire Facilities Assessment Project Description This project is designed to provide consulting services to assist the fire department in the development of a facilities assessment. The scope of work will include a Standard of Cover for Emergency Response, evaluation of all current facilities and identification of future needs and station location optimization. Project Justification The project will provide accountability and improved clarity for department projects and priorities. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund C0107310.689000 $100,000 $ - $ - $ - $ - TOTAL PROJECT BUDGET $100,000 $ - $ - $ - $ - Project # C0731 Target Completion Date FY 2018-19 Total Project Budget $100,000 __________________________ Framework Outcome Governance Framework Sub-Outcome Effective and Efficient Business Processes 59 Fire Proposed FY 2018-20 Biennial CIP Budget Fire Training Facility Tenant Improvements Project Description These funds will provide funding for the transition from Station 4 to the training facility. The scope of the project includes the demolition of the current fire department training trailers, the Quonset hut and the fire department environmental building. This project will fund site improvements to create a new training drill yard, including new environmental burn building, and hydrant(s) structures. Additionally, the project will include the relocation of the fire department burn prop and relocation of other training props and equipment to the area currently occupied by the Resource Recovery and Recycling Division as part of the City Yards Master Plan. Finally, the project will allow for the conversion to a functional set of classrooms and offices for training purposes. Project Justification Funding for these improvements is necessary to complete the yards master plan and facilitate the transition from Fire Station 4 to the permanent Training Facility. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund (Bonds) C0107500.689000 $2,193,900 $ - $ - $ - $ - TOTAL PROJECT BUDGET $2,193,900 $ - $ - $ - $ - Project # C0750 Target Completion Date FY 2020-21 Total Project Budget $2,193,900 __________________________ Framework Outcome Place and Planet Framework Sub-Outcome Infrastructure 60 Fire Proposed FY 2018-20 Biennial CIP Budget Public Safety Facility Tenant Improvements Project Description This project will address employee safety and security issues at the public counter of the Public Safety Facility as well as installation of ADA compliant door hardware for bathroom. The current work space in the Fire Department is the only remaining unsecured public access space in the Public Safety Facility. Project Justification This project will address employee health and safety to remedy the only remaining unsecured access space within the Public Safety Facility. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund C0107250.689000 $67,100 $ - $ - $ - $ - TOTAL PROJECT BUDGET $67,100 $ - $ - $ - $ - Project # C0725 Target Completion Date FY 2018-19 Total Project Budget $67,100 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 61 Housing & Economic Development The Housing and Economic Development Department creates affordable housing opportunities and a sustainable economy in Santa Monica. The Department is responsible for administering affordable housing programs, including affordable housing development and preservation as well as rental subsidy programs for low-income households. The Department is also responsible for operating the farmers’ markets, implementing City real estate transactions, promoting economic sustainability, serving as liaison to the business districts, managing leasing and licensing of City property, managing the Santa Monica Pier, and administering the wind-down of the former redevelopment agency. 62 Housing & Economic Development Proposed FY 2018-20 Biennial CIP Budget Project List Pier Accessibility Upgrades ....................................................................................................... 64 Pier Below Deck Fire Sprinkler ................................................................................................... 65 Pier Bollard Project ..................................................................................................................... 66 Pier Deck Upgrade-Area 2 ....................................................................................................... 67 Pier Emergency Evacuation Public Address System ........................................................... 68 Pier Railing & Light Pole Replacement Program .................................................................. 69 Pier Substructure Retrofit-West End ......................................................................................... 70 63 Housing & Economic Development Proposed FY 2018-20 Biennial CIP Budget Pier Accessibility Upgrades Project Description This project will make accessibility improvements to the Pier to better accommodate all users. Project Justification Accessibility improvements to the Pier are needed for regulatory compliance with ADA requirements. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Pier Fund C5307590.689000 $391,000 $ - $ - $ - $ - TOTAL PROJECT BUDGET $391,000 $ - $ - $ - $ - Project # C0759 Target Completion Date FY 2018-19 Total Project Budget $391,000 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure Strategic Goal Inclusive and Diverse Community 64 Housing & Economic Development Proposed FY 2018-20 Biennial CIP Budget Pier Below Deck Fire Sprinkler Project Description This project will replace the fire sprinkler system under the pier decking and will include new pipes, hangers, sprinkler heads, fire risers and an alarm system. The updated system will meet current standards, enhance fire suppression capacity and make the protection system fully functional and reliable. This funding is in addition to $1,620,000 that was included in prior year CIP budgets. Design is currently underway. Project Justification The Santa Monica Pier is a tourist destination and attracts millions of visitors on an annual basis. A modernized fire suppression sprinkler system is essential to the safety of the public and preservation of the wooden Pier. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Pier Fund C5306150.689000 $865,000 $895,000 $935,000 $985,000 $ - TOTAL PROJECT BUDGET $865,000 $895,000 $935,000 $985,000 $ - Project # C0615 Target Completion Date FY 2021-22 Total Project Budget $5,300,000 __________________________ Framework Outcome Safety Framework Sub-Outcome Preparing For and Preventing Incidents 65 Housing & Economic Development Proposed FY 2018-20 Biennial CIP Budget Pier Bollard Project Project Description This project will install additional bollards at the Pier to improve pedestrian safety. Project Justification Installation of additional bollards will provide an improved physical barrier to prevent vehicles on the Pier. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Pier Fund C5307220.689000 $250,000 $ - $ - $ - $ - TOTAL PROJECT BUDGET $250,000 $ - $ - $ - $ - Project # C0722 Target Completion Date FY 2018-19 Total Project Budget $250,000 __________________________ Framework Outcome Safety Framework Sub-Outcome Keeping Streets Safe 66 Housing & Economic Development Proposed FY 2018-20 Biennial CIP Budget Pier Deck Upgrade ‐ Area 2 Project Description This project funds construction to upgrade the load‐carrying capacity of Area 2 in the Pier Deck Parking Lot to support a 15‐ton vehicle. It will enhance the deck's long‐term structural integrity, as recommended in the 2008 Moffat and Nichol Pier Infrastructure Assessment Study. Designer selection is currently underway for this project, as $63,000 was budgeted for design in the FY 2017‐18 CIP budget. Project Justification This project improves the carrying capacity of Area 2 of the Pier deck. It will enhance the deck's long‐ term structural integrity and will bring the loading capacity of Area 2 up to the same loading capacity of adjacent areas. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Pier Fund C5306750.689000 $ - $2,557,000 $ - $ - $ - TOTAL PROJECT BUDGET $ - $2,557,000 $ - $ - $ - Project # C0675 Target Completion Date FY 2020-21 Total Project Budget $2,620,000 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 67 Housing & Economic Development Proposed FY 2018-20 Biennial CIP Budget Pier Emergency Evacuation Public Address System Project Description This project would install a Public Address system on the Pier to communicate with the public in the event of an emergency evacuation or other serious circumstances. Project Justification A Public Address system is needed to communicate with the public in the event of an emergency. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Pier Fund C5307230.689000 $245,000 $755,000 $ - $ - $ - TOTAL PROJECT BUDGET $245,000 $755,000 $ - $ - $ - Project # C0723 Target Completion Date FY 2019-20 Total Project Budget $1,000,000 __________________________ Framework Outcome Safety Framework Sub-Outcome Preparing For and Preventing Incidents 68 Housing & Economic Development Proposed FY 2018-20 Biennial CIP Budget Pier Railing & Light Pole Replacement Program Project Description This project will continue a current effort to replace Pier edge railing and upgrade the existing lighting. The first phase of this work is expected to begin early 2018, as $399,000 was included in the FY 2016-17 CIP Budget. The scope and limits of this work will be further defined in FY 2018-19 as part of the upcoming Pier Infrastructure Assessment report. Project Justification Environmental and use conditions necessitate periodic replacement of sections of railing to ensure their integrity. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Pier Fund C5306740.689000 $ - $ - $520,000 $ - $ - TOTAL PROJECT BUDGET $ - $ - $520,000 $ - $ - Project # C0674 Target Completion Date FY 2020-21 Total Project Budget $919,000 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 69 Housing & Economic Development Proposed FY 2018-20 Biennial CIP Budget Pier Substructure Retrofit – West End Project Description This project funds construction to strengthen the existing reinforced concrete waffle structure on the west end of the Pier to support H‐20 truck loading. Designer selection is currently underway for this project, as $150,000 was budgeted for design in the FY 2017‐18 CIP budget. Project Justification Currently, the westerly 420 linear feet of the Santa Monica Pier sits on a reinforced concrete waffle structure rated to support a 15‐ton vehicle. The Santa Monica Fire Department's fire trucks weigh approximately 20 tons, meaning they cannot access the west end of the Pier. This project would strengthen the west end of the Pier to accommodate emergency vehicles. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Pier Fund C5307190.689000 $ - $3,835,000 $ - $ - $ - TOTAL PROJECT BUDGET $ - $3,835,000 $ - $ - $ - Project # C0719 Target Completion Date FY 2020-21 Total Project Budget $3,985,000 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 70 Information Services The mission of the Information Services Department is to implement and maintain innovative, customer-oriented information technologies that reinforce sustainability and community wellbeing, promote government transparency and accountability, support public safety, mobility, livability and economic growth, and offer free public Wi-Fi services to residents and fast and affordable business class broadband to businesses. 71 Information Services Proposed FY 2018-20 Biennial CIP Budget Project List City Wi-Fi Replacement Program ............................................................................................ 73 Computer Equipment Replacement Program ..................................................................... 74 Telecommunication Services ................................................................................................... 76 72 Information Services Proposed FY 2018-20 Biennial CIP Budget City Wi‐Fi Replacement Program Project Description There are over 460 wireless access points that provide free Wi‐Fi service to 35 parks, open spaces, facilities, entertainment venues and 19 commercial and transit arterials. This project will replace obsolete equipment, make upgrades to the infrastructure that supports the service, and develop an ongoing replacement program. Project Justification The existing equipment is over 10 years old, beginning to fail, and needs to be replaced. This funding will allow the City to meet the increase in demand and continue to provide the service at a level necessary for public satisfaction. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund C0104550.689000 $218,000 $218,000 $218,000 $218,000 $218,000 TOTAL PROJECT BUDGET $218,000 $218,000 $218,000 $218,000 $218,000 Project # C0455 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 73 Information Services Proposed FY 2018-20 Biennial CIP Budget Computer Equipment Replacement Program Project Description The Computer Equipment Replacement Program (CERP) ensures that computer equipment and technology resources used by City staff meet City standards and are up to date. Computer equipment and resources include servers, desktop computers, laptops/tablets, printers, network equipment and enterprise software. Computer equipment and resources have a four- to five-year life cycle and are replaced on an ongoing basis using these funds. This project is funded through internal service contributions from other funds that need computer equipment replacement services. Project Justification Replacing computer equipment on a scheduled basis is necessary to keep up with improvements in technology and maintain a reliable computer and network environment. Effective computer resources allows all staff to work efficiently support all City projects and programs. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Computer Replacement Fund C7100030.689000 $2,178,000 $1,998,000 $1,998,000 $1,998,000 $1,998,000 TOTAL PROJECT BUDGET $2,178,000 $1,998,000 $1,998,000 $1,998,000 $1,998,000 Annual internal service contributions from other funds to the Computer Equipment Replacement Fund continued on the next page. Project # C0003 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Governance Framework Sub-Outcome Effective and Efficient Business Processes 74 Information Services Proposed FY 2018-20 Biennial CIP Budget Annual internal service contributions from other funds to the Computer Equipment Replacement Fund for current and future computer replacements are as follows: Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund I0100030.689000 $ 1,618,144 $1,618,144 $ 1,618,144 $ 1,618,144 $ 1,618,144 Beach Recreation Fund I1100030.689000 $ 17,728 $17,728 $17,728 $17,728 $17,728 Housing Authority Fund I5000030.689000 $8,220 $8,220 $8,220 $8,220 $8,220 Water Fund I5000030.689000 $49,031 $49,031 $49,031 $49,031 $49,031 Wastewater Fund I5100030.689000 $39,154 $39,154 $39,154 $39,154 $39,154 Pier Fund I5300030.689000 $2,360 $2,360 $2,360 $2,360 $2,360 Resource, Recovery, Recycling I5400030.689000 $34,330 $34,330 $34,330 $34,330 $34,330 Airport Fund I5700030.689000 $16,454 $16,454 $16,454 $16,454 $16,454 Cemetery Fund I5900030.689000 $5,500 $5,500 $5,500 $5,500 $5,500 Vehicle Management Fund I7000030.689000 $14,879 $14,879 $14,879 $14,879 $14,879 Risk Management Admin Fund I7500030.689000 $22,908 $22,908 $22,908 $22,908 $22,908 Total Project Budget $1,828,708 $1,828,708 $1,828,708 $1,828,708 $1,828,708 75 Information Services Proposed FY 2018-20 Biennial CIP Budget Telecommunication Services Project Description The Telecommunication Services CIP funds ongoing operational costs for voice and data services that support all City projects and programs. This project is funded through internal service contributions from other funds that need telecommunication services. Project Justification These funds are essential for funding the ongoing operational costs for voice and data services that support all City projects and programs. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Computer Replacement Fund C7100020.689000 $1,000,000 $775,000 $775,000 $775,000 $775,000 TOTAL PROJECT BUDGET $1,000,000 $775,000 $775,000 $775,000 $775,000 Annual internal service contributions from other funds to the Telecommunication Service Fund continued on the next page. Project # C0002 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Governance Framework Sub-Outcome Effective and Efficient Business Processes 76 Information Services Proposed FY 2018-20 Biennial CIP Budget Annual internal service contributions from other funds to the Telecommunication Service Fund for current and future telecommunications services are as follows: Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund I0100020.689000 $ 352,899 $352,899 $ 352,899 $ 352,899 $ 352,899 Beach Recreation Fund I1100020.689000 $ 6,922 $ 6,922 $ 6,922 $ 6,922 $ 6,922 Housing Authority Fund I1200020.689000 $4,151 $4,151 $4,151 $4,151 $4,151 Water Fund I5000020.689000 $41,757 $41,757 $41,757 $41,757 $41,757 Wastewater Fund I5100020.689000 $13,968 $13,968 $13,968 $13,968 $13,968 Pier Fund I5300020.689000 $10,168 $10,168 $10,168 $10,168 $10,168 Resource, Recovery, Recycling I5400020.689000 $7,256 $7,256 $7,256 $7,256 $7,256 Airport Fund I5700020.689000 $16,387 $16,387 $16,387 $16,387 $16,387 Cemetery Fund I5900020.689000 $3,093 $3,093 $3,093 $3,093 $3,093 Big Blue Bus Fund I6000020.689000 $51,250 $51,250 $51,250 $51,250 $51,250 Vehicle Management Fund I7000020.689000 $9,640 $9,640 $9,640 $9,640 $9,640 Risk Management Admin Fund I7500020.689000 $6,417 $6,417 $6,417 $6,417 $6,417 Total Project Budget $523,908 $523,908 $523,908 $523,908 $523,908 77 Library The mission of the Library is to provide resources, services and a place to encourage the community to Read, Connect, Relax and Learn. The Library supports literacy, lifelong learning, civic engagement, and cultural awareness through the Strategic Plan’s four main focus areas: 1) Vibrant Learning Center, 2) Wellbeing Cultivator, 3) Dynamic Third Place, and 4) Community and Cultural Connector. 78 Library Proposed FY 2018-20 Biennial CIP Budget Project List Library Facilities Master Plan ..................................................................................................... 80 79 Library Proposed FY 2018-20 Biennial CIP Budget Library Facilities Master Plan Project Description This project will develop a 20‐year Facilities Master Plan with identified budget implications and potential funding sources. It will assess and project current and future improvements, maintenance and repair of all five Library facilities, which may include new services and construction. This project includes design development for high‐priority projects for the first five years. The design funding in FY 2019‐20 would provide the initial implementation focus and the first milestone in the process. Project Justification With a combined walk‐in count of over 1.2 million visitors annually, the maintenance and improvement of five heavily used public library facilities requires comprehensive planning and budgeting. The Branch Improvements project reached the end of its cycle with the Fairview Branch renovation completion in 2016. The library system seeks a comprehensive Facilities Master Plan that includes plans for growth, community needs, technology, scheduled maintenance, and space evaluation at each location. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund C0107520.689000 $350,000 $281,000 $ - $ - $ - TOTAL PROJECT BUDGET $350,000 $281,000 $ - $ - $ - Project # C0752 Target Completion Date FY 2019-20 Total Project Budget $631,000 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure Strategic Goal Learn and Thrive 80 Planning & Community Development The mission of the Planning & Community Development Department is to create a common vision for the future of Santa Monica through a proactive community planning effort that involves all stakeholders in a consensus building process, and to ensure that all land use and transportation decisions reflect the community’s vision. 81 Planning & Community Development Proposed FY 2018-20 Biennial CIP Budget Proposed FY 2018-20 Biennial CIP Budget Project List 17th Street /SMC/Expo Bike Path Connection ...................................................................... 83 4th Street Enhancements-Expo Linkages - ATP Phase 2 ..................................................... 84 Active Aging Pilot Program-Safe Routes for Seniors ............................................................ 85 Bergamot Station Connectivity Improvements .................................................................... 86 Lincoln Neighborhood Corridor Plan - Streetscape Phase 1 ............................................. 87 Maintenance for Parking Structures and Lots ....................................................................... 88 Ocean Avenue Protected Bikeway Design .......................................................................... 89 Ocean Avenue Safety Assessment/Preliminary Design ...................................................... 90 Pearl Street Preliminary Design ................................................................................................ 91 Pedestrian Improvements at Four Schools-Measure .......................................................... 92 Pico Blvd and Santa Monica College Pedestrian Safety Improvements ........................ 93 Pico Boulevard Safety and Crossing Plan .............................................................................. 94 Safe Routes to School - Pedestrian Improvements at Six Schools .................................... 95 Santa Monica Expo and Localized Travel Planning Assistance ........................................ 96 Vision Zero and Mobility Project Delivery ............................................................................... 97 82 Planning & Community Development Proposed FY 2018-20 Biennial CIP Budget 17th Street /SMC/Expo Bike Path Connection Project Description The 17th Street protected bikeway will provide bicyclists a physical separation from vehicular traffic connecting Expo to Santa Monica College (SMC) and hospitals. The project extends from Wilshire Boulevard to SMC at Pico Boulevard. The project will run along both sides of the street and will provide a vital connection to medical centers, regional multi-modal transportation corridors, education institutions, recreational centers and the Memorial Park Expo Light Rail station. The grant project will also add pedestrian scale lighting along 17th Street from Wilshire Boulevard to Pico Boulevard. Funding in the amount of $2 million was included in the FY16‐18 CIP Biennial budget. The total project is funded by $5.5 million in local funds comprised of Local Return Funds, Transportation Impact Fees and General Funds and $1.9 million in grant funds. Project Justification This funding will provide a safe and direct connection between Santa Monica College and the 17th Street Expo Light Rail Station for students of various ages. The project will also extend the Michigan Avenue greenway and include traffic calming measures. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Local Return (Measure M) C2706620.689110 $ - $3,388,670 $ - $ - $ - Misc. Grants-Metro C2006620.689000 $ - $1,927,000 $ - $ - $ - Special Revenue Fund -TIF C1006620.689000 $ - $ 150,000 $ - $ - $ - TOTAL PROJECT BUDGET $ - $5,465,670 $ - $ - $ - Project # C0662 Target Completion Date FY 2020-21 Total Project Budget $7,460,013 __________________________ Framework Outcome Safety Framework Sub-Outcome Keeping Streets Safe Council Strategic Goal Mobility 83 Planning & Community Development Proposed FY 2018-20 Biennial CIP Budget Proposed FY 2018-20 Biennial CIP Budget 4th Street Enhancements‐Expo Linkages ‐ ATP Phase 2 Project Description This project improves pedestrian and bicyclist linkages along a 0.2‐mile segment of 4th Street, including a Caltrans bridge over the I‐10 Freeway, to support safer first‐ and last‐mile access and connectivity to the Expo terminus station, Downtown, Civic Center, and other local destinations. This project is largely funded by Active Transportation Program Cycle 2 grants totaling $1,612,700 and a local cash match of $403,175. Project Justification 4th Street is one of the major routes across the 1‐10 Freeway, connecting the north and south halves of the city and providing pedestrians and bicyclists direct access to Downtown, Civic Center, the beach, and transit facilities, including the Expo Downtown Terminus Station. With over 4,000 Expo riders daily using the terminus station, this highly visible project is an important component of the city’s multimodal circulation network that provides safer first‐ and last‐mile connections. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Misc. Grants-ATP C2006220.689000 $1,332,700 $ - $ - $ - $ - TOTAL PROJECT BUDGET $1,332,700 $ - $ - $ - $ - Project # C0622 Target Completion Date FY 2019-20 Total Project Budget $2,015,875 __________________________ Framework Outcome Safety Framework Sub-Outcome Keeping Streets Safe Council Strategic Goal Mobility 84 Planning & Community Development Proposed FY 2018-20 Biennial CIP Budget Active Aging Pilot Program‐Safe Routes for seniors Project Description This project is a Pilot for a Safe Routes for seniors program that encourages seniors to walk and bike as a means to improve health, mobility, and social interactions. Workshops, safety training, social activities, and campaigns will include safe operating procedures and walking practices, legal movements, and guidance for safely navigating city streets. This project is largely funded by a Caltrans Active Transportation grant and used Measure M Local Return revenues for the local match. Project Justification Over the last 10 years, almost half (46.5%) of all fatal and severe injury crashes have involved people over 55 in Santa Monica, demonstrating a strong over‐representation in serious collisions. This program will increase the number of seniors that access goods and services on foot or by bicycle by addressing the barriers to comfort and safety that older adults face. Received Council authorization to accept Caltrans Active Transportation grant on June 14, 2016. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Misc. Grants-ATP C2007390.689000 $400,000 $ - $ - $ - $ - Local Return (Measure M) C2707390.689110 $100,000 $ - $ - $ - $ - TOTAL PROJECT BUDGET $500,000 $ - $ - $ - $ - Project # C0739 Target Completion Date FY 2019-20 Total Project Budget $500,000 __________________________ Framework Outcome Safety Framework Sub-Outcome Keeping Streets Safe Council Strategic Goal Mobility 85 Planning & Community Development Proposed FY 2018-20 Biennial CIP Budget Proposed FY 2018-20 Biennial CIP Budget Bergamot Station Connectivity Improvements Project Description This project will make connectivity and safety improvements to the Expo/Bergamot station vicinity, including constructing missing sidewalks, pedestrian crossings and a protected bikeway to provide safe first/last mile access. The project will address ADA requirements and minimize vehicle conflicts for improved roadway functionality. This project was funded in the FY 2016-18 CIP Budget. This additional budget represents supplemental construction funds for the Olympic/26th Street intersection that was not scoped in the Bergamot Station Connectivity project, but was since identified as a safety need. The project will modify signal and intersection geometry to remove a right turn slip lane and island, shorten pedestrian crossing distances, and improve lighting. The right turn slip lane unnecessarily complicates the intersection by facilitating higher‐speed right turns and presenting a safety challenge to crossing pedestrians. Project Justification The Olympic/26th intersection is one of ten key Priority Transit Stops in the Pedestrian Action Plan, connecting community members to high‐ quality transit and high‐density residential and employment areas. This project prioritizes and protects pedestrians by reducing an unnecessary pedestrian/vehicle conflict. Completing this project now will allow the City to leverage the in-progress design and construction of Olympic Boulevard improvements and take advantage of implementation efficiencies. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Local Return (Prop C) C2706450.689130 $208,093 $ - $ - $ - $ - TOTAL PROJECT BUDGET $208,093 $ - $ - $ - $ - Project # C0645 Target Completion Date FY 2019-20 Total Project Budget $3,008,093 __________________________ Framework Outcome Safety Framework Sub-Outcome Keeping Streets Safe Council Strategic Goal Mobility 86 Planning & Community Development Proposed FY 2018-20 Biennial CIP Budget Lincoln Neighborhood Corridor Plan ‐ Streetscape Phase 1 Project Description The Lincoln Corridor Streetscape project (LiNC) enhances the physical environment and pedestrian safety through streetscape improvements and improving the aesthetic transformation of the corridor. City Council approved the Final Conceptual Plan for Lincoln Blvd on April 25, 2017.The project area is located along Lincoln Boulevard from the I‐10 Freeway (including the bridge overpass) to Ozone Avenue, approx. 1.25 miles long. Phase I consists of roadway improvements, new medians, crosswalks, curb extensions, curb ramps, bike connections & furnishings. The FY 2017-18 budget included $2.9 million for the design of construction. However, Phase I will require an additional $2.5 for construction in order to complete more medians than originally anticipated. Project Justification This project comes after the relinquishment of Lincoln Boulevard from Caltrans. It will address many deferred maintenance issues and concerns related to neighborhood connectivity, transportation flow, and beautification. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund C0105730.689000 $ - $1,004,590 $ - $ - $ - Local Return (Measure M) C2705730.689120 $ - $1,495,410 $ - $ - $ - TOTAL PROJECT BUDGET $ - $2,500,000 $ - $ - $ - Project # C0573 Target Completion Date FY 2020-21 Total Project Budget $5,413,000 __________________________ Framework Outcome Safety Framework Sub-Outcome Keeping Streets Safe Council Strategic Goal Mobility 87 Planning & Community Development Proposed FY 2018-20 Biennial CIP Budget Proposed FY 2018-20 Biennial CIP Budget Maintenance for Parking Structures and Lots Project Description This ongoing project maintains all City parking structures and parking lots at a standard level of repair, including items such as signage replacement, minor collision repair, bollard replacement, painting, restriping of lane lines, spalling repairs, light fixture replacement, and other projects as‐ needed. The annual budget allocation has been increased over prior year levels to address more vandal resistant fixtures in parking structure elevators and address deferred maintenance measures. Project Justification This request addresses the ongoing scheduled preventive maintenance and repair of parking structure components exposed to weather, vandalism, and high usage in uncontrolled environments. Stepped up maintenance will prevent preliminary problems from becoming more severe. Many of the repairs are due to normal wear and tear but tampering and minor vandalism (graffiti and stickers) play an unfortunate role in the maintenance, which ultimately makes it difficult to maintain a good state of repair. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund C0104890.689000 $214,150 $350,000 $350,000 $350,000 $350,000 Parking Authority Fund C6104890.689000 $135,850 $ - $ - $ - $ - TOTAL PROJECT BUDGET $350,000 $350,000 $350,000 $350,000 $350,000 Project # C0489 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure Council Strategic Goal Mobility 88 Planning & Community Development Proposed FY 2018-20 Biennial CIP Budget Ocean Avenue Protected Bikeway Design Project Description This project would design a protected bikeway along the west side of Ocean Avenue from California Avenue to Colorado Avenue. The bikeway would be located between the existing curb and parking lane and provided with physical separation through either downed curbing or a raised median. The Project would involve restriping Ocean Avenue, installation of bicycle signal indications at select locations, mixing zones at bus stop locations, and lighting for the bikeway. Staff will return in the next Biennial CIP Budget with a recommendation for construction funding. Project Justification This project would fulfill the missing link between the existing low‐stress bikeways at the California Incline and the Colorado Esplanade path – providing safe accommodation for users of all abilities, while linking riders to Expo Station, the Pier, and other Downtown destinations. The plan is consistent with the goals and recommendations outlined in the Bike Action Plan and Downtown Community Plan. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Gas Tax Fund C2607540.689000 $- $550,000 $ - $ - $ - TOTAL PROJECT BUDGET $ - $550,000 $ - $ - $ - Project # C0754 Target Completion Date FY 2019-20 Total Project Budget $550,000 __________________________ Framework Outcome Safety Framework Sub-Outcome Keeping Streets Safe Council Strategic Goal Mobility 89 Planning & Community Development Proposed FY 2018-20 Biennial CIP Budget Proposed FY 2018-20 Biennial CIP Budget Ocean Avenue Safety Assessment & Preliminary Design Project Description This project will conduct a detailed safety assessment and conceptual design of targeted improvements to enhance pedestrian and bicycle safety, and improved streetscape, on Ocean Avenue from Colorado to Bay, including enhanced connections to the beach. Project Justification As part of the Vision Zero analysis, the segment of Ocean Avenue from Colorado Avenue to Pico Boulevard was identified as a priority intersection to reduce injury collisions. Additionally, the intersections of Ocean/Colorado and Ocean/Pico were classified as priority intersections. Bike and Pedestrian improvements along Ocean are consistent with the Bike Action Plan, Pedestrian Action Plan, and the Michigan Avenue Neighborhood Greenway (MANGo) project. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Local Return (Measure M) C2707550.689120 $ - $265,000 $ - $ - $ - TOTAL PROJECT BUDGET $ - $265,000 $ - $ - $ - Project # C0755 Target Completion Date FY 2019-20 Total Project Budget $265,000 __________________________ Framework Outcome Safety Framework Sub-Outcome Keeping Streets Safe Council Strategic Goal Mobility 90 Planning & Community Development Proposed FY 2018-20 Biennial CIP Budget Pearl Street Preliminary Design Project Description This project funds an assessment and preliminary design for improvements to Pearl Street adjacent to John Adams Middle School and Santa Monica College for safer bike and pedestrian access, and to create a low‐stress neighborhood greenway segment connecting to cross‐town routes. The effort would identify a preferred option for reconstruction of Pearl from 16th to 17th Streets; feasibility of creating a protected, or other enhanced, bike facility from Lincoln Blvd to 22nd Street; and potential for adding street and pedestrian‐scale lighting. This project is funded by Transportation Impact Fees (TIF). Project Justification The Project would evaluate enhanced bicycle conditions & lighting along Pearl Street and improved pedestrian safety ‐ these improvements will allow for safer active transportation accommodations to JAMS, SMC, and the neighborhood. Existing bicycle lanes are currently only suitable for more experienced cyclists and perpendicular parking between 16th and 17th Streets creates conflicts for pedestrians and bikes. The proposed improvements are consistent with the vision outlined in the Pedestrian and Bike Plans. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Special Revenue Fund -TIF C1007560.689000 $ - $255,000 $ - $ - $ - TOTAL PROJECT BUDGET $ - $255,000 $ - $ - $ - Project # C0756 Target Completion Date FY 2019-20 Total Project Budget $255,000 __________________________ Framework Outcome Safety Framework Sub-Outcome Keeping Streets Safe Council Strategic Goal Mobility 91 Planning & Community Development Proposed FY 2018-20 Biennial CIP Budget Proposed FY 2018-20 Biennial CIP Budget Pedestrian Improvements at Four Schools Project Description This project will provide school access and safety improvements near John Adams Middle School, Lincoln Middle School, Will Rogers Learning Community, and Roosevelt Elementary. The crossing improvements include bulb-outs, high-visibility beacons and signage, striping, and operational changes to these schools. The improvements also remove crossing barriers and provide improved visibility and legibility for students and parents, making active transportation more comfortable for students and their families. The project is currently in the design phase as $765,000 was included in the FY16-18 Budget. Project Justification Collisions regularly occur along the City’s major boulevards and on smaller neighborhood streets where schools are located. The City’s elementary and middle schools are distributed throughout the community. The prevalence and dispersal of injury collisions shows the need for targeted physical improvements near school sites. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Special Revenue Fund -TIF C1006490.689000 $284,468 $ - $ - $ - $ - Local Return (Measure R) C2706490.689120 $569,742 $ - $ - $ - $ - Local Return (Measure M) C2706490.689110 $ 90,790 $ - $ - $ - $ - TOTAL PROJECT BUDGET $945,000 $ - $ - $ - $ - Project # C0649 Target Completion Date FY 2019-20 Total Project Budget $1,710,000 __________________________ Framework Outcome Safety Framework Sub-Outcome Keeping Streets Safe Council Strategic Goal Mobility 92 Planning & Community Development Proposed FY 2018-20 Biennial CIP Budget Pico Blvd & Santa Monica College Pedestrian Safety Improvements Project Description Through a Caltrans Active Transportation Grant and Transportation Impact Fee (TIF) local match funds, the project will enhance pedestrian conditions at 5 intersections along Pico Boulevard (17th St., 19th St., 21st St., 22nd St., & Cloverfield Blvd). The project will improve pedestrian safety and encourage walking by installing a variety of enhancements such as: enhanced crosswalks, a pedestrian refugee island, a center median, advanced yield markings, leading pedestrian intervals, LED Flashing pedestrian signage, curb radius reduction, and a textured intersection. Project Justification The adopted Pedestrian Action Plan rated this location as high on the Priority Investment Areas index to improve health, income disparities, and safety, and serve high demand. The project will enhance overall pedestrian safety, reduce the occurrence of severe injury and fatal crashes, and enhance pedestrian accommodations for all users, which will improve connectivity and encourage walking to high‐volume destinations in the area. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Misc. Grants-ATP C2007570.689000 $943,000 $ - $ - $ - $ - Special Revenue Fund -TIF C1007570.689000 $310,000 $ - $ - $ - $ - TOTAL PROJECT BUDGET $1,253,000 $ - $ - $ - $ - Project # C0757 Target Completion Date FY 2019-20 Total Project Budget $1,253,000 __________________________ Framework Outcome Safety Framework Sub-Outcome Keeping Streets Safe Council Strategic Goal Mobility 93 Planning & Community Development Proposed FY 2018-20 Biennial CIP Budget Proposed FY 2018-20 Biennial CIP Budget Pico Boulevard Safety & Crossing Plan Project Description This project will create a corridor safety plan for Pico Boulevard from Stewart Street to 33rd Street. It will determine primary collision factors and consider countermeasures to increase overall safety; study ways to improve crossing opportunities for pedestrians and cyclists, including best options for strengthening Michigan Avenue Neighborhood Greenway connections; and complete a public outreach campaign to determine and build consensus for crossing enhancements and safety improvement alternatives. Project Justification This stretch of Pico Blvd experiences a disproportionate number of fatal and severe collisions earning it a place on the City’s Vision Zero Priority Network. This project strategically identifies ways to improve safety for all road users while exploring crossing enhancements identified in the adopted Bike Action Plan and Pedestrian Action Plan. This effort unites two City priorities: the Pico Wellbeing Project and the Council strategic goal for mobility. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Special Revenue Fund -TIF C1007580.689000 $300,000 $ - $ - $ - $ - TOTAL PROJECT BUDGET $300,000 $ - $ - $ - $ - Project # C0758 Target Completion Date FY 2018-19 Total Project Budget $300,000 __________________________ Framework Outcome Safety Framework Sub-Outcome Keeping Streets Safe Council Strategic Goal Mobility 94 Planning & Community Development Proposed FY 2018-20 Biennial CIP Budget Safe Routes to School ‐ Pedestrian Improvements at Six Schools Project Description The Project would implement Design and construction of school access and safety improvements near Edison Language Academy, SMASH, John Muir, McKinley Elementary, Grant Elementary and Franklin Elementary that were identified during Walk Audits conducted in the spring of 2017. The crossing improvements include, bulb-outs, high-visibility beacons, curb ramp improvements, signage and striping, and operational changes to these schools. The improvements also remove crossing barriers and provide improved visibility and legibility for students and parents, making active transportation more comfortable for students and their families. Project Justification Collisions regularly occur along the City’s major boulevards and on smaller neighborhood streets where schools are located. The City’s elementary schools are distributed throughout the community. The prevalence and dispersal of injury collisions shows the need for targeted physical improvements near school sites. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Gas Tax Fund C2607300.689000 $1,558,212 $357,788 $ - $ - $ - TOTAL PROJECT BUDGET $1,558,212 $357,788 $ - $ - $ - Project # C0730 Target Completion Date FY 2020-21 Total Project Budget $1,916,000 __________________________ Framework Outcome Safety Framework Sub-Outcome Keeping Streets Safe Council Strategic Goal Mobility 95 Planning & Community Development Proposed FY 2018-20 Biennial CIP Budget Proposed FY 2018-20 Biennial CIP Budget Santa Monica Expo & Localized Travel Planning Assistance Project Description This Caltrans Active Transportation grant funded project will provide targeted multi‐modal travel planning assistance & incentives, and will promote shared parking options at Expo stations to create travel behavior change to and from Santa Monica. Project will focus on three stations along the Metro Expo Line: Downtown Santa Monica, 17th St/Santa Monica College and 26th St/Bergamot. This project seeks to promote the use of the Metro Expo Line and increase transportation choices. The FY 2016-18 budget included $249,778 in grant funds for this project. Project Justification Santa Monica is a regional destination for jobs with a jobs/housing balance of 1.7 that draws vehicle commuters from across LA County. However, over 46% of workers in Santa Monica commute from the Westside subarea of Los Angeles or other Westside cities ‐ distances that can be effectively covered walking, biking, taking transit, ridesharing, or some combination thereof. Similarly over 50% of Santa Monica residents commute to work in the Westside subarea of Los Angeles or other Westside cities. Therefore, the project aims to increase marketing efforts, target trip-planning assistance, local mobility encouragement and information activities. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Misc. Grants-ATP C2006710.689000 $125,681 $ - $ - $ - $ - TOTAL PROJECT BUDGET $125,681 $ - $ - $ - $ - Project # C0671 Target Completion Date FY 2018-19 Total Project Budget $375,459 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Built Environment Strategic Goal Mobility 96 Planning & Community Development Proposed FY 2018-20 Biennial CIP Budget Vision Zero & Mobility Project Delivery Project Description This project provides funding for pedestrian safety enhancements and bicycle protections that advance Vision Zero. Projects will be located on the Vision Zero priority network, and implement “quick build” prototypes that use bollards, planters, signs and markings to quickly test effectiveness in reducing collisions. This project also funds assistance to expedite delivery of previously-budgeted mobility capital projects and grants such as curb extensions, sidewalks and bikeways. Project Justification Over the last 11 years, 60% of people severely injured, and 80% of people killed in traffic crashes in Santa Monica are people on foot and bicycle. The Pedestrian Action Plan identified a Vision Zero target to eliminate these incidents by 2026. Pursuing the 2026 target year will require piloting and testing new street treatments that promote greater safety. In the last 2 years, Santa Monica has received millions in grant funds for pedestrian, bicycle and other mobility projects. Project delivery assistance is needed to expedite projects to meet project funding deadlines and facilitate a new model of mobility. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Special Revenue Fund -TIF C100760.689000 $950,000 $650,000 $ - $ - $ - TOTAL PROJECT BUDGET $950,000 $650,000 $ - $ - $ - Project # C0760 Target Completion Date FY 2019-20 Total Project Budget $1,600,000 __________________________ Framework Outcome Safety Framework Sub-Outcome Keeping Streets Safe Strategic Goal Mobility 97 Police Mission: We are dedicated to safeguarding our community by improving quality of life and upholding public trust. Vision: We endeavor to be law enforcement’s benchmark for excellence as we seek to eliminate crime and social disorder in collaboration with our community partners. 98 Police Proposed FY 2018-20 Biennial CIP Budget Project List Replacement PSF Security System ........................................................................................ 100 99 Police Proposed FY 2018-20 Biennial CIP Budget Replacement PSF Security System Project Description This project will replace the Public Safety Facility (PSF) access control system, which was originally designed in 2000 and installed in 2003. The equipment is obsolete and no longer supported. Project Justification The door controllers are no longer supported by the manufacturer and parts are no longer available. Replacement of the controllers impacts every controlled door and gate within the PSF, including jail cell doors, jail ingress/egress doors, the PSF gates and various operational and administrative areas of the PSF. The replacement of the more than 50 door controllers and upgrades to the other sub-systems is required to ensure they remain compatible with the door controllers. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund C0107270.689000 $1,000,000 $ - $ - $ - $ - TOTAL PROJECT BUDGET $1,000,000 $ - $ - $ - $ - Project # C0727 Target Completion Date FY 2019-20 Total Project Budget $1,000,000 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 100 Public Works The mission of the Public Works Department is to protect and enrich the quality of life in the City through the sustainable maintenance, management, and enhancement of resources and public infrastructure. 101 Public Works Proposed FY 2018-20 Biennial CIP Budget Project List Airfield Pavement Maintenance ........................................................................................... 103 Airport Building/Facility Refurbishment ................................................................................. 104 Airport Parking Lot Maintenance .......................................................................................... 105 Airport Runway Repurposing.................................................................................................. 106 Airport Avenue Sidewalk, Street, Slope Improvement ...................................................... 107 Alley Renewal Program ........................................................................................................... 108 Annual Paving and Sidewalk Repair Program ................................................................... 109 Arcadia Reverse Osmosis (RO) Recovery ............................................................................ 110 Arcadia Reverse Osmosis Membrane Replacement ........................................................ 111 Arcadia Vapor Phase Granular Activated Carbon System ............................................ 112 City Yards Modernization ........................................................................................................ 113 City/USGS Monitoring Well & Numerical Flow Model ........................................................ 114 Citywide Facilities Renewal Program ................................................................................... 115 Crosswalk Renewal Program .................................................................................................. 116 Earthquake Facility Exposure Assessment ............................................................................ 117 EV Action Plan Implementation - EV Charging .................................................................. 118 Future Airport Reconfiguration .............................................................................................. 119 Groundwater Sustainability Plan (GSP) ............................................................................... 120 Hansen 8 Software Upgrade .................................................................................................. 121 Hyperion Capital Payment ..................................................................................................... 122 InfoMaster Implementation .................................................................................................... 123 Moss Avenue Pumping Station .............................................................................................. 124 Non-Potable Water Main Expansion .................................................................................... 125 Permeable Alleys ...................................................................................................................... 126 Pier and Beach Bike Path Connection-Measure M ........................................................... 127 Pier Bridge Replacement Project (Highway Bridge Program) ........................................ 128 Redrill Santa Monica Well #3 ................................................................................................. 129 Refuse & Recycling Container Replacement Program .................................................... 130 SCADA Improvements ............................................................................................................. 131 Street Lighting Improvements-Pico Neighborhood .......................................................... 132 Street Lighting Modernization Program................................................................................ 133 Sustainable Water Infrastructure Project ............................................................................. 134 Sustainable Water Infrastructure Project Injection Well .................................................... 135 Urban Forest Renewal.............................................................................................................. 136 Urban Water Management Plan ........................................................................................... 137 Vehicle Replacement Program ............................................................................................. 138 Wastewater Main Replacement ........................................................................................... 139 Water Facility Controller and Hardware Upgrades ........................................................... 140 Water Main Improvements - City Forces ............................................................................. 141 Water Main Replacement ...................................................................................................... 142 Water Resources Tenant Improvements .............................................................................. 143 102 Public Works Proposed FY 2018-20 Biennial CIP Budget Airfield Pavement Maintenance Project Description This is an ongoing pavement maintenance program designed to ensure safety and integrity of the existing infrastructure within the aircraft operations area to meet Federal Aviation Administration (FAA) standards. Project Justification The consent decree of January 2017 requires that the City maintain the infrastructure of the Air Operations Areas (AOA) of the airport for the safe operation of aircraft. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Airport Fund C5704710.689000 $350,000 $350,000 $350,000 $350,000 $350,000 TOTAL PROJECT BUDGET $350,000 $350,000 $350,000 $350,000 $350,000 Project # C0471 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 103 Public Works Proposed FY 2018-20 Biennial CIP Budget Airport Building/Facility Refurbishment Project Description This project is to address the deficiencies of the City-owned buildings at the Airport resulting from previous deferred maintenance, and to address the needs of tenant-occupied City properties that recently reverted to City management. Project Justification Seventy percent of total Airport revenue is derived from leases. Addressing facilities issues in a timely manner is critical to garnering lease revenues that the Airport's fiscal health. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Airport Fund C5704690.689000 $2,500,000 $2,000,000 $5,000,000 $5,000,000 $2,000,000 TOTAL PROJECT BUDGET $2,500,000 $2,000,000 $5,000,000 $5,000,000 $2,000,000 Project # C0469 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 104 Public Works Proposed FY 2018-20 Biennial CIP Budget Airport Parking Lot Maintenance Project Description This ongoing project will complete pavement maintenance and other work required to maintain the ten public parking lots on Airport property. In addition, it will provide for possible installation of EV stations for public use, and may install entry gates in some parking areas. Project Justification This ongoing pavement maintenance project will ensure the safety and integrity of the Airport's common‐ use vehicle parking lots. If EV stations are installed for public use, it will increase the community's access to alternative energy for sustainable vehicles. Entry gates will aid in the tenant and event parking management. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Airport Fund C5704700.689000 $200,000 $200,000 $200,000 $200,000 $200,000 TOTAL PROJECT BUDGET $200,000 $200,000 $200,000 $200,000 $200,000 Project # C0470 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 105 Public Works Proposed FY 2018-20 Biennial CIP Budget Airport Runway Repurposing Project Description This project is designed to remove and repurpose the excess pavement formally used by aircraft and that is no longer an integral part of aircraft operations. Funding in the amount of $293,386 was appropriated in FY 2017-18 for design. Project Justification Council directed staff to remove the unused and abandoned portion of the runway, taxiways and adjacent in‐filled pavement once the runway shortening project concluded. Council further directed that the areas outside of the runway safety area to be hydro‐seeded, and the area within the runway safety area be pulverized in‐place and stabilized. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Airport Fund C5707360.689000 $3,443,140 $ - $ - $ - $ - TOTAL PROJECT BUDGET $3,443,140 $ - $ - $ - $ - Project # C0736 Target Completion Date FY 2018-19 Total Project Budget $3,736,526 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure Strategic Goal The Airport 106 Public Works Proposed FY 2018-20 Biennial CIP Budget Airport Avenue Sidewalk/Street/Slope Improvement Project Description This project is designed to improve multi‐modal mobility on Airport Avenue from Bundy Drive to 23rd Street, and to replace the gunite with a new retaining structure to support and provide erosion protection for the hillside along the southwest portion of the Airport. Project Justification This project will enhance pedestrian and bicycle mobility and improve community access to the Airport, its businesses and Airport Park. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Airport Fund C5705610.689000 $1,000,000 $1,609,374 $2,307,958 $2,396,726 $2,485,493 TOTAL PROJECT BUDGET $1,000,000 $1,609,374 $2,307,958 $2,396,726 $2,485,493 Project # C0561 Target Completion Date FY 2023-24 Total Project Budget $11,799,551 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 107 Public Works Proposed FY 2018-20 Biennial CIP Budget Airport Reconfiguration Project Description This project will provide studies and analysis, and fund projects associated with any reconfiguration of the airport, as well as planning and construction costs associated with enhancing infrastructure on the airside and landside sections of the airport. Project Justification The purpose of this project is to allow for the necessary studies and analysis and fund projects to change the current configuration of the airport as allowed under the consent decree. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Airport Fund C5704680.689000 $105,000 $105,000 $105,000 $105,000 $105,000 TOTAL PROJECT BUDGET $105,000 $105,000 $105,000 $105,000 $105,000 Project # C0468 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure Strategic Goal The Airport 108 Public Works Proposed FY 2018-20 Biennial CIP Budget Alley Renewal Program Project Description This ongoing maintenance project is used to help address the backlog of failed alleys with full alley rehabilitation (grind and replacement), while continuing efforts to address moderately degraded alleys with spot repairs, overlay, and slurry ‐seal to extend the useful life and reduce maintenance costs in future years. Project Justification This project repairs and maintains critical infrastructure by addressing failed alleys while continuing to preserve alleys that have not yet reached a high level of disrepair. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund C0104610.689000 $200,000 $200,000 $200,000 $200,000 $200,000 TOTAL PROJECT BUDGET $200,000 $200,000 $200,000 $200,000 $200,000 Project # C0461 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 109 Public Works Proposed FY 2018-20 Biennial CIP Budget Annual Paving and Sidewalk Repair Program Project Description The Annual Paving and Sidewalk Repair Program provides ongoing upgrades and repair to streets, curbs, gutters, curb ramps, bus pads, and other related surface features in the public right of way. Project Justification Ongoing street & sidewalk maintenance promotes health & safety by removing pedestrian tripping hazards, constructing accessible facilities such as curb ramps, reducing traffic congestion and accidents by providing adequately paved and striped streets, and promoting alternative transportation options such as walking and bicycles rather than cars. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund C0104600.689000 $1,326,700 $ - $1,300,000 $1,300,000 $1,300,000 Special Revenue Fund- Relinquishment Funds C1004600.689000 $ - $ 726,875 $ - $ - $ - Local Return (Prop C) C2704600.689130 $1,123,300 $1,723,125 $ 500,000 $ 500,000 $ 500,000 Water Fund C5004600.689000 $ 300,000 $ 300,000 $ 325,000 $ 325,000 $ 350,000 Wastewater Fund C5104600.689000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 TOTAL PROJECT BUDGET $3,000,000 $3,000,000 $2,375,000 $2,375,000 $2,400,000 Project # C0460 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 110 Public Works Proposed FY 2018-20 Biennial CIP Budget Arcadia Reverse Osmosis Recovery Project Description This project would create additional drinking water by increasing the efficiency of the City’s water treatment process from 82% recovery up to approximately 90% recovery. As step one, the City will pilot a small-scale treatment system to determine the feasibility and reliability of a full-scale project. In addition, the study would provide design criteria for a full scale design and construction. The system would create additional drinking water from rejected water that is currently disposed into the sewer. Depending on the success of the pilot, staff would return to Council for consideration in design-building a full scale system. Project Justification Currently 18% of groundwater is going to waste. If the project is deemed feasible, a supplemental 8% of water will be produced without the need to pump additional groundwater from Charnock or Arcadia wells, and will help achieve the City's long-term water self-sufficiency goal. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Water Fund C5007370.689000 $493,500 $ - $ - $ - $ - TOTAL PROJECT BUDGET $493,500 $ - $ - $ - $ - Project # C0737 Target Completion Date FY 2019-20 Total Project Budget $753,500 __________________________ Framework Outcome Health Framework Sub-Outcome Environment 111 Public Works Proposed FY 2018-20 Biennial CIP Budget Arcadia Reverse Osmosis Membrane Replacement Project Description This project would replace 1,608 reverse osmosis (RO) membranes every five years, which allows the Arcadia Water Treatment Plant to remove Total Dissolved Solids (TDS): the various minerals and salts that have been dissolved by the natural water cycle as water passes through the aquifers underground and in contact with different bedrocks. Project Justification The TDS removal becomes less effective as the membranes become old and lose permeability, impacting daily production. Continuing a proactive approach on the replacement of the RO membranes is critical as new RO membranes would provide a constant production capacity and treat the City's source water to acceptable drinking water standards. The useful lifespan of a membrane is five years with proper maintenance and following the manufacturer’s guidelines. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Water Fund C5006940 689000 $ - $ - $ - $ - $1,250,000 TOTAL PROJECT BUDGET $ - $ - $ - $ - $1,250,000 Project # C0694 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Health Framework Sub-Outcome Environment 112 Public Works Proposed FY 2018-20 Biennial CIP Budget Arcadia Vapor Phase Granular Activated Carbon System Project Description This project will repair the heating elements and associated piping connected to the Vapor Phase Granular Activated Carbon beds in order to mitigate the release of volatile organic compounds (VOCs) into the air at the Arcadia Water Treatment Plant. Project Justification The Vapor Phase Granular Activated Carbon beds are critical components of the treatment process for the effective removal of VOCs and to prevent them from being released into the atmosphere. Without functional heating elements, the beds are unable to work properly and the Arcadia Water Treatment Plant may not be able to operate as the City could potentially be out of compliance with the South Coast Air Quality Management District. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Water Fund C5007410.689000 $35,000 $475,000 $ - $ - $ - TOTAL PROJECT BUDGET $35,000 $475,000 $ - $ - $ - Project # C0741 Target Completion Date FY 2019-20 Total Project Budget $510,000 __________________________ Framework Outcome Health Framework Sub-Outcome Environment 113 Public Works Proposed FY 2018-20 Biennial CIP Budget City Yards Modernization Project Description The City Yards is a 14.7 acre site located at 2500 Michigan Avenue that serves as the base for the City's maintenance operations, storage facilities, and other industrial uses. Currently, a majority of the City's field maintenance operations are located at the City Yards in 16 buildings and structures of various ages and conditions. This project encompasses design and construction of the first phases of the build out of the City Yards Master Plan, approved by Council in concept on July 28, 2015. This capital plan proposes utilizing Charnock settlement funds totaling $38.3 million to fund a portion of construction. The remaining construction budget of $64 million will need alternate financing. Costs would be allocated to enterprise funds with associated operations at the City Yards where appropriate, including Resource, Recovery, and Recycling and the Vehicle Management Fund. City Yards Modernization efforts would also be coordinated with adjacent Water and Wastewater plans, ensuring that those funds would also contribute their share of costs. Staff will explore financing options and return to Council with a recommendation. Project Justification Since the City acquired the site in the 1940s, its operations have been adapted on an as-needed basis for various City functions, resulting in an expedient but inefficient utilization of space. Changing populations, growth, technological advances, and evolving service requirements resulted in a series of ad-hoc retrofits and updates throughout the site. Today, the City Yards operates seven days a week and currently houses more functions and employees than it was designed to accommodate. The scope and breadth of the operating divisions has evolved over time. Functional and space needs are no longer met by the facilities for any of the operations housed at the City Yards. In addition, a private recycling facility utilizes a substantial portion of the site and inhibits efficient space allocation. In addition, there is a deficiency in customer service facilities to adequately serve members of the public at the various City Yards offices. The City Yards is an essential provider of city services, and the aging structures need to be modernized and improved to ensure efficient service provision. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund (Charnock Settlement) C0105410.689000 $38,300,000 $ - $ - $ - $ - Alternative Funding Required $ - $ - $64,000,000 $ - $ - TOTAL PROJECT BUDGET $38,300,000 $ - $64,000,000 $ - $ - Project # C0541 Target Completion Date FY 2023-24 Total Project Budget $114,571, 795 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 114 Public Works Proposed FY 2018-20 Biennial CIP Budget City/USGS Monitoring Well & Numerical Flow Model Project Description This project will install a deep nested monitoring well(s) to adaptively manage the City's groundwater resources by obtaining critical hydrogeological data. A minimum of one deep nested (multiple zone) monitoring well shall be installed at an as yet unidentified location in the City. Project Justification The monitoring well will provide data for groundwater recharge rate and transport modeling, which is needed in order to obtain required State Water Resources Control Board permits for SWIP recharge. The City shall team with U.S. Geological Survey (USGS) who has extensive experience drilling and installing such wells. The data would be incorporated into the City/USGS numerical flow model for the Santa Monica Basin and assist with SWIP permitting and SGMA studies. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Water Fund C5007460.689410 $1,800,000 $ - $ - $ - $ - TOTAL PROJECT BUDGET $1,800,000 $ - $ - $ - $ - Project # C0746 Target Completion Date FY 2018-19 Total Project Budget $1,800,000 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Ecosystems 115 Public Works Proposed FY 2018-20 Biennial CIP Budget Citywide Facilities Renewal Program Project Description The Facilities Renewal Program funds a broad variety of renovation, deferred maintenance, emergency repairs, and upgrade projects at City facilities (e.g. construction / remodels, carpentry, electrical, HVAC, paint & plumbing). The program also acts as a reserve to fund emergency and unanticipated repairs that occur during the year. The highest priority projects that the program plans to complete with proposed funding include: • City Hall south wing HVAC, electrical, and roof replacement ($2,000,000) • Upgrade and expansion of City's building management system ($1,000,000) • Main Library carpet and paint improvements ($100,000) • PSF Major Inspection & Replacement of mechanical units ($500,000) • PSF exterior window replacement ($300,000) Project Justification The Facilities Maintenance Program maximizes the lifespan of City facilities; ensures that revenue streams from programs housed in City facilities continue or are enhanced; lowers operational costs where possible; provides maximal functionality, safety, efficiency & accessibility for the public and City staff; promotes a clean & attractive appearance for City facilities; promotes green building practices / sustainability; and provides flexibility for staff to respond to unplanned / emergency situations & requests. Failing to adequately invest in maintenance will lead to greater costs down the line in the form of accelerated building & equipment replacement schedules. This program maximizes the lifespan of City facilities. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund C0104580.689000 $1,000,000 $2,000,000 $1,500,000 $1,500,000 $1,500,000 TOTAL PROJECT BUDGET $1,000,000 $2,000,000 $1,500,000 $1,500,000 $1,500,000 Project # C0458 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 116 Public Works Proposed FY 2018-20 Biennial CIP Budget Crosswalk Renewal Program Project Description This ongoing maintenance project removes and restripes worn crosswalks throughout the City. It addresses deteriorated crosswalks by renewing delineation with thermoplastic materials as well as updating old crosswalk segments to City standard of continental striped crosswalks. Project Justification Crosswalks are a key element of the City’s Pedestrian Action Plan. Periodic restriping of crosswalk is necessary to ensure the crosswalk markings are delineated and visible for drivers, cycles, and pedestrians. Periodic maintenance extends the life of a crosswalk, but excessive wear and tear requires a complete renovation of the crosswalk. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund C0104640.689000 $100,000 $100,000 $100,000 $100,000 $100,000 TOTAL PROJECT BUDGET $100,000 $100,000 $100,000 $100,000 $100,000 Project # C0464 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 117 Public Works Proposed FY 2018-20 Biennial CIP Budget Earthquake Facility Exposure Assessment Project Description This project will complete a facility assessment to determine which City facilities may require seismic retrofitting. Project Justification To comply with the City of Santa Monica's Seismic Retrofit Program structural analysis of various City owned buildings needs to occur. These buildings display characteristics such as age, appearance, and construction material, method of design and construction, and structural records that may indicate a need for strengthening in preparation of an earthquake. If buildings are deemed to be structurally deficient, seismic upgrades will need to be implemented and additional funding allocated. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund C0107480.689000 $250,000 $ - $ - $ - $ - TOTAL PROJECT BUDGET $250,000 $ - $ - $ - $ - Project # C0748 Target Completion Date FY 2018-19 Total Project Budget $250,000 __________________________ Framework Outcome Safety Framework Sub-Outcome Preparing For and Preventing Incidents 118 Public Works Proposed FY 2018-20 Biennial CIP Budget EV Action Plan Implementation ‐ EV Charging Project Description On Nov 14, 2017, Council adopted the EV Action Plan and a goal to complete a network of 300 public charging ports by 2020 and 1,000 by 2025. The project funding will procure and install new EV charging ports at both off‐street and on‐street locations, including parks, libraries, public lots, and curbside spaces throughout the City. Creating a network of 300 public ports will make driving an EV a more convenient option and as a result, reduce citywide air pollution and greenhouse gas emissions. Project Justification The implementation of the EV Action Plan will help the City reach greenhouse gas reduction goals identified in the Climate Action Plan. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund C0107490.689000 $1,143,200 $990,000 $994,100 $ - $ - TOTAL PROJECT BUDGET $1,143,200 $990,000 $994,100 $ - $ - Project # C0749 Target Completion Date FY 2020-21 Total Project Budget $3,127,300 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Ecosystems 119 Public Works Proposed FY 2018-20 Biennial CIP Budget Groundwater Sustainability Plan (GSP) Project Description This project would develop a Groundwater Sustainability (GSP) Plan by January 2022 in accordance with the California Sustainable Groundwater Management Act of 2014. Project Justification The GSP would include components to monitor groundwater levels and storage, mitigate conditions of overdraft, regulate the migration of contaminated groundwater, and identify well construction locations and policies to manage groundwater resources. City has filed establishment of the Santa Monica Basin Groundwater Sustainability Agency (SMBGSA) with DWR per a cooperative agreement/MOU with LADWP, City of Beverly Hills, Culver City, and LA County to manage Santa Monica Basin groundwater. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Water Fund C5006140.689000 $300,000 $100,000 $100,000 $100,000 $ - TOTAL PROJECT BUDGET $300,000 $100,000 $100,000 $100,000 $ - Project # C0614 Target Completion Date FY 2021-22 Total Project Budget $600,000 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Built Environment 120 Public Works Proposed FY 2018-20 Biennial CIP Budget Hansen 8 Software Upgrade Project Description This project will upgrade Hansen Computerized Maintenance Management System (CMMS), the water and wastewater work order system that is used to record, plan and track maintenance activities. Project Justification The City has used the Hansen CMMS since 2001 to track information about water and wastewater asset maintenance operations to help staff work more effectively and make better informed decisions about the maintenance needs of the City’s infrastructure. Funding for continued maintenance support is necessary for the Hansen CMMS system to remain current, and for professional services to implement the mobile module of the Hansen system and establish an interface with the Santa Monica Works system. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Water Fund C5005030.689000 $ - $ - $300,000 $ - $ - Wastewater Fund C5105030.689000 $ - $ - $300,000 $ - $ - TOTAL PROJECT BUDGET $ - $ - $600,000 $ - $ - Project # C0503 Target Completion Date FY 2020-21 Total Project Budget $300,000 __________________________ Framework Outcome Governance Framework Sub-Outcome Effective and Efficient Business Processes 121 Public Works Proposed FY 2018-20 Biennial CIP Budget Hyperion Capital Payment Project Description This project funds payments to the City of Los Angeles Bureau of Sanitation for use of the Amalgamated Sewerage System for wastewater transmitted from Santa Monica for treatment and disposal of wastewater at the Hyperion Water Reclamation Plant in El Segundo. Project Justification This project is required to fund the treatment and disposal of the City's wastewater at the City of Los Angeles' Hyperion Water Reclamation Plant in El Segundo. As Santa Monica does not have a wastewater treatment plant, use of the City of Los Angeles’s system is necessary to properly treat wastewater. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Wastewater Fund C5104570.689000 $4,518,300 $3,445,600 $1,972,200 $1,118,000 $4,500,000 TOTAL PROJECT BUDGET $4,518,300 $3,445,600 $1,972,200 $1,118,000 $4,500,000 Project # C0457 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Ecosystems 122 Public Works Proposed FY 2018-20 Biennial CIP Budget InfoMaster Implementation Project Description This project will move InfoWater, CapPlan InfoWater, and InfoSewer distribution modeling and management software onto a single platform (Infomaster) that integrates with GIS and Computerized Maintenance Management System (CMMS). InfoMaster Suite will allow the City to maximize efficiency by managing all types of assets (Water, Sewer, and Treatment Plant facilities) and their hierarchical relationships directly on the City’s ESRI‐based GIS. Project Justification Infomaster will provide a complete picture of asset condition and health as well as refined details about how assets are related. These capabilities provide more ways to prolong the useful lives of the City’s assets, streamline operations, optimize capital planning, improve network asset performance and maintenance, and deliver exceptional levels of customer service. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Wastewater Fund C5107510.689000 $100,000 $ - $ - $ - $ - TOTAL PROJECT BUDGET $100,000 $ - $ - $ - $ - Project # C0751 Target Completion Date FY 2018-19 Total Project Budget $100,000 __________________________ Framework Outcome Governance Framework Sub-Outcome Effective and Efficient Business Processes 123 Public Works Proposed FY 2018-20 Biennial CIP Budget Moss Avenue Pumping Station Project Description The Moss Avenue Pump Station (MAPS), constructed in early 2000, is a wastewater pump station owned and operated by the City of Santa Monica. With a design capacity of 26 million gallons per day (MGD), MPAS is a critical component of the Coastal Interceptor Sewer (CIS), which moves wastewater along the coast from northern Los Angeles through Santa Monica and eventually to the Hyperion Treatment Plant in El Segundo for treatment and disposal. This project will support the installation of an emergency bypass system, network Programmable Logic Controller upgrades, and general facility maintenance projects at the Moss Avenue Pump Station. Project Justification MAPS is the singular sewage pump station for the City of Santa Monica and is located in very close proximity to the Santa Monica Pier. Yearly general facility maintenance is required to prevent sewage spills or overflows. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Wastewater Fund C5104880.689000 $525,000 $792,940 $229,600 $100,000 $100,000 TOTAL PROJECT BUDGET $525,000 $792,940 $229,600 $100,000 $100,000 Project # C0488 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 124 Public Works Proposed FY 2018-20 Biennial CIP Budget Non‐Potable Water Main Expansion Project Description This project would expand the non‐potable water system to allow future connections as source water is developed at the Santa Monica Urban Runoff Recycling Facility (SMURRF). This budget will allow up to 1,000 LF per year of expansion and revenue may be recaptured as clients want to connect to the system. The expansion will reach 5th & Broadway, Palisades Park and continue along the San Vicente median. Project Justification The City desires to expand its use of non‐potable water as a water conservation measure. By expanding the purple pipe system systematically to nearby parks and new development, it makes the use of non‐ potable water a possibility. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Wastewater Fund C5104870.689000 $600,000 $618,000 $637,000 $656,000 $675,000 TOTAL PROJECT BUDGET $600,000 $618,000 $637,000 $656,000 $675,000 Project # C0487 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Ecosystems 125 Public Works Proposed FY 2018-20 Biennial CIP Budget Permeable Alleys Project Description This project replaces standard concrete with permeable concrete for alleys in need of repair. Project Justification Runoff from the alleys makes its way into the city streets and subsequently into the storm drain infrastructure which discharges into the Santa Monica Bay. Allowing alley runoff to infiltrate into the soil helps reduce the volume of polluted urban runoff discharged into our receiving waters and helps meet the requirements of the Municipal Separate Storm Sewer System (MS4) discharge permit for the LA County area. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Clean Beaches Fund C1604620.689000 $100,000 $100,000 $100,000 $100,000 $100,000 TOTAL PROJECT BUDGET $100,000 $100,000 $100,000 $100,000 $100,000 Project # C0462 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Health Framework Sub-Outcome Environmental Health 126 Public Works Proposed FY 2018-20 Biennial CIP Budget Pier & Beach Bike Path Connection Project Description The Pier and Beach Bike Path Connection Project will design and build a bicycle connector ramp from the Beach Bike Path (Marvin Braude Beach Bike Trail) to the Santa Monica Pier. Local return and grant funds of $172,002 were budgeted in the FY 2016-18 Biennial Budget. Project Justification The Pier and Beach Bike Path Connection Project will improve the City and coastal bike network by connecting the Beach Bike Path (Marvin Braude Beach Bike Trail) and the Santa Monica Pier. It would complement and connect with the bike lanes on the future Pier replacement bridge and continue on to the Esplanade cycle track. This is a critical connection between the City bike path system and the county beach bike system joining the city and regional cycling programs. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Local Return (Measure M) C2706720.689110 $105,000 $ - $ 437,919 $ - $ - Misc Grants-Metro C2006720.689000 $ - $ - $ 911,674 $ - $ - TOTAL PROJECT BUDGET $105,000 $ - $1,349,593 $ - $ - Project # C0672 Target Completion Date FY 2021-22 Total Project Budget $1,626,595 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 127 Public Works Proposed FY 2018-20 Biennial CIP Budget Pier Bridge Replacement Project (Highway Bridge Program) Project Description The Pier Bridge Replacement Project will replace the existing, outdated structure with a new bridge or bridges that will provide ADA access to and from the Pier while ensuring vehicular and emergency access are also improved. This project is currently underway and in the environmental document phase. This project has been approved for funding by the Highway Bridge Program and qualifies for 100% reimbursement. Planning and design funds for the project were appropriated in prior CIP budgets. Project Justification The Pier Bridge structural sufficiency rating is very low at 17 out of 100. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Misc Grants Fund C2005270.689000 $ - $ - $16,910,000 $ - $ - TOTAL PROJECT BUDGET $ - $ - $16,910,000 $ - $ - Project # C0527 Target Completion Date FY 2020-21 Total Project Budget $21,442,000 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 128 Public Works Proposed FY 2018-20 Biennial CIP Budget Redrill Santa Monica Well #3 Project Description This project will redrill Santa Monica Well #3 (SMW‐#3) to help towards achieving water self-sufficiency and system resiliency. This project will consist of drilling one new well to replace existing SMW‐#3, abandoning existing SMW‐#3, and general civil site work. Project Justification SMW‐#3 has deteriorated over the years and its well output has dropped significantly during its service. Redrilling SMW‐#3 will increase well output and produce an additional 0.4 million gallons a day. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Water Fund C5007260.689000 $ 950,000 $ - $ - $ - $ - Water Fund C5007260.689410 $ 500,000 $ - $ - $ - $ - TOTAL PROJECT BUDGET $1,450,000 $ - $ - $ - $ - Project # C0726 Target Completion Date FY 2018-19 Total Project Budget $1,450,000 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 129 Public Works Proposed FY 2018-20 Biennial CIP Budget Refuse & Recycling Container Replacement Program Project Description This project provides for the ongoing purchase and replacement of refuse and recycling containers used by residential and commercial customers for the storage of their municipal solid waste materials until they can be collected by the Resource Recovery & Recycling Division. The project also provides funding for the purchase of "Big Belly" solar power containers that are installed in heavy traffic pedestrian right-of- ways. Project Justification Ensuring that residents and businesses have dependable containers to handle their refuse, recycling, and organic waste promotes public health, allows for efficient and safe waste collection and processing, and supports the City's Zero Waste Strategic Operations Plan and its 95% diversion goal by 2030. AB 1826, the State's Mandatory Commercial Organics Recycling Program, is going into full implementation on January 1, 2019, and may necessitate additional needs for organics waste containers. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Resource, Recovery, Recycle Fund C5404540.689000 $895,000 $922,000 $950,000 $979,000 $1,008,000 TOTAL PROJECT BUDGET $895,000 $922,000 $950,000 $979,000 $1,008,000 Project # C0454 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Ecosystems 130 Public Works Proposed FY 2018-20 Biennial CIP Budget SCADA Improvements Project Description This project will implement or upgrade supervisory control and data acquisition (SCADA) installations at Moss Avenue Pump Stations (MAPS), Santa Monica's Urban Runoff Recycling Facility (SMURRF), Arcadia Water Treatment Plant, Olympic and Charnock Wells, all water reservoirs, and various remote locations throughout the City. Project Justification SCADA is a category of software application program for process control, the gathering of data in real time from remote locations in order to control equipment and conditions. SCADA was first implemented over a decade ago and the City has created water and wastewater facilities that require increased capacity for data analysis. Introducing SCADA improvements will reduce risk of data loss, information security breach, plant shutdown, and catastrophic control failure. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Wastewater Fund C5105050.689000 $85,339 $ - $ - $ - $ - TOTAL PROJECT BUDGET $85,339 $ - $ - $ - $ - Project # C0505 Target Completion Date FY 2018-19 Total Project Budget $85,309 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Ecosystems 131 Public Works Proposed FY 2018-20 Biennial CIP Budget Street Lighting Improvements – Pico Neighborhood Project Description This project will upgrade street lighting in the Pico Neighborhood between 20th and 27th Streets adjacent to Pico Blvd. The project will use Community Development Block Grant (CDBG) funds. Project Justification There is insufficient street lighting infrastructure and both the Pico Neighborhood residents have voiced concerns and requested that the City take steps to improve the lighting. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 CDBG Fund C1907320.689000 $246,700 $ - $ - $ - $ - TOTAL PROJECT BUDGET $246,700 $ - $ - $ - $ - Project # C0732 Target Completion Date FY 2018-19 Total Project Budget $246,700 __________________________ Framework Outcome Place and Planet Framework Sub-Outcome Infrastructure 132 Public Works Proposed FY 2018-20 Biennial CIP Budget Street Lighting Modernization Program ‐ LED Lighting Project Description The Annual Street Lighting Modernization Program converts all remaining high‐voltage series street lighting circuits and fixtures to modern 120‐volt multiple circuits with energy efficient LED fixtures. All new street lights fixtures are Dark Sky compliant. In addition to continuing the streetlight circuitry conversion, this project will also install LED lights at parks, beach pedestrian pathway, and in some existing streetlights. Project Justification Over the past 10‐years the City has converted approximately 70% of the existing older series circuits to modern 120V multiple circuits. This program will fund a continuation of that effort to complete conversion of the remaining series circuits to multiple circuits and fixtures which are safer, more reliable, require less costly maintenance, and necessary for the City to take advantage of modern energy‐efficient LED technology. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund C0104590.689000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 TOTAL PROJECT BUDGET $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000 Project # C0459 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 133 Public Works Proposed FY 2018-20 Biennial CIP Budget Sustainable Water Infrastructure Project Project Description To create 1,680 acre feet of non‐potable water for aquifer recharge and distribution via the purple pipe system, the City will construct a 1 million gallons per day (MGD) advanced water treatment facility at the civic lot, upgrade the Santa Monica Urban Runoff Recycling Facility Reverse Osmosis system and install/construct two storm water capture tanks at the civic lot and memorial park (4.5MG capacity). Funding in the amount of $8.5 million was budgeted in FY17‐18. The total budget for SWIP is $69.8 million, $56.9 of which is a state loan from the Clean Water State Revolving Fund. The Sustainable Water Infrastructure Program (SWIP) consists of three elements: •Element 1: a modular reverse osmosis (RO) unit at the Santa Monica Urban Runoff Recycling Facility (SMURRF), a new shallow brackish and saline groundwater extraction well at the beach, and new solar panels for energy offset. •Element 2: a below grade stormwater and sewer treatment facility at the Civic Center Lot with 1 million gallons per day (MGD) capacity. •Element 3: two new stormwater harvesting tanks at Memorial Park and the Civic Center Lot, with 4.5 million gallon (MG) capacity. Project Justification This project will allow the City to harvest approximately 4.5 million gallons of stormwater from any single storm event for treatment and reuse which would bring the City in compliance with Municipal Separate Storm Sewer System (MS4) permit requirements and provide beach Enhanced Watershed Management Plan (EWMP) stormwater control measures for Santa Monica Bay. In addition, there would be a reduction in energy and greenhouse gas emissions associated with the production and transport of imported water. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Clean Beaches Fund C1606950.689000 $10,840,000 $10,840,000 $ - $ - $ - Wastewater Fund C5106950.689000 $23,210,484 $16,102,952 $ - $ - $ - Stormwater Fund C5206950.689000 $ 400,000 $ - $ - $ - $ - TOTAL PROJECT BUDGET $34,450,484 $26,942,952 $ - $ - $ - Project # C0695 Target Completion Date FY 2020-21 Total Project Budget $69,893,432 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Ecosystems 134 Public Works Proposed FY 2018-20 Biennial CIP Budget Sustainable Water Infrastructure Project Injection Well Project Description This project will drill a Sustainable Water Infrastructure Project (SWIP) Injection Well in an effort to recharge the City's aquifers it pumps from and reduce the stress on the local groundwater supply. Project Justification Climate change is adversely impacting the hydrologic cycle, particularly with regards to natural recharge. In order to effectively manage groundwater resources and allow for increased groundwater production, the City needs to begin recharging its aquifers with advanced treated recycled water produced by the SWIP. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Wastewater Fund C5107330.689000 $1,500,000 $ - $ - $ - $ - TOTAL PROJECT BUDGET $1,500,000 $ - $ - $ - $ - Project # C0733 Target Completion Date FY 2019-20 Total Project Budget $1,500,000 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Ecosystems 135 Public Works Proposed FY 2018-20 Biennial CIP Budget Urban Forest Renewal Project Description This project addresses tree vacancies and removal and replacement of dead and declining trees in the urban forest. It is essential for the sustainable management of the City's urban forest. The City currently has 2,000 tree planting vacancies. This project will add 600 new trees to the urban forest each year. The new trees will offset the removals and actively reduce the number of planting vacancies. Project Justification This project fulfills the vision of the Urban Forest Master Plan by increasing the tree canopy and reducing the number of planting vacancies. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund C0104650.689000 $450,000 $450,000 $450,000 $450,000 $450,000 TOTAL PROJECT BUDGET $450,000 $450,000 $450,000 $450,000 $450,000 Project # C0465 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Ecosystems 136 Public Works Proposed FY 2018-20 Biennial CIP Budget Urban Water Management Plan Project Description This project will create a 2020 Urban Water Management Plan required to be filed every five years by the State of California Department of Water Resources. Project Justification Urban Water Management Plans are prepared by California's urban water suppliers to support their long‐ term resource planning, and ensure adequate water supplies are available to meet existing and future water demands. In addition, it will provide the City with information and recommendations to form the basis of a roadmap for future system improvements and strategies. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Water Fund C5006130.689000 $ - $70,000 $ - $ - $ - TOTAL PROJECT BUDGET $ - $70,000 $ - $ - $ - Project # C0613 Target Completion Date FY 19-20 Total Project Budget $70,000 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Ecosystems 137 Public Works Proposed FY 2018-20 Biennial CIP Budget Vehicle Replacement Program Project Description The Fleet Vehicle Replacement Program funds the ongoing replacement of City fleet vehicles according to an established vehicle replacement schedule. The program is funded through internal service contributions from other funds that use City fleet vehicles. Depreciation is charged on each vehicle every year so that the Fund has sufficient balance to purchase a new vehicle at the end of the prior vehicle's useful life. The replacement program plans to replace 292 vehicles in the FY18/20 Biennial Budget. Project Justification These funds are essential for maintaining a safe and functional City fleet of vehicles. Fleet vehicles allow all staff to effectively complete daily operations and support all City strategic goals. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Vehicle Repl. Fund C7000100.689000 $6,816,599 $5,833,015 $4,498,979 $3,675,222 $3,864,199 TOTAL PROJECT BUDGET $6,816,599 $5,833,015 $4,498,979 $3,675,222 $3,864,199 Annual internal service contributions from other funds to Vehicle Replacement Fund to account for depreciation and fund future vehicle replacements are as follows: Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 General Fund I0100010.689000 $ 3,357,659 $3,483,787 $ 3,608,807 $ 3,735,115 $ 3,876,326 Beach Recreation Fund I1100010.689000 $ 315,671 $ 594,197 $ 379,662 $ 392,950 $ 406,703 Water Fund I5000010.689000 $ 392,786 $ 406,534 $ 422,814 $ 437,612 $ 453,626 Wastewater Fund I5100010.689000 $ 281,414 $ 291,264 $ 301,458 $ 312,009 $ 322,929 Pier Fund I5300010.689000 $ 42,328 $ 43,809 $ 45,343 $ 46,930 $ 48,572 Resource, Recovery, Recycling I5400010.689000 $ 2,202,596 $ 2,556,728 $ 2,646,213 $ 2,738,831 $ 2,834,690 Airport Fund I5700010.689000 $ 47,633 $ 49,331 $ 51,058 $ 52,845 $ 54,695 Cemetery Fund I5900010.689000 $ 28,792 $ 29,800 $ 30,843 $ 31,923 $ 33,040 Risk Management Admin Fund I7500010.689000 $ 3,823 $ 3,957 $ 4,095 $ 4,238 $ 4,387 Total Project Budget $ 6,672,732 $ 7,459,407 $7,490,292 $ 7,752,452 $ 8,034,968 Project # C0010 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Governance Framework Sub-Outcome Effective and Efficient Business Processes 138 Public Works Proposed FY 2018-20 Biennial CIP Budget Wastewater Main Replacement Project Description This project provides yearly repair and replacement of miscellaneous sanitary sewer lines throughout the City, and keeps the City on a recommended 100 year replacement schedule. The City currently has a 154 mile sewer system and currently replaces 1.5 miles/year. Project Justification The replacement or rehabilitation of these lines address system deficiencies and focus on sewer pipes that are at risk of collapse or prone to more frequent blockages due to pipe defects. This maintenance is necessary to ensure that the system is maintained at a high level of service. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Wastewater Fund C5104860.689000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 TOTAL PROJECT BUDGET $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 Project # C0486 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 139 Public Works Proposed FY 2018-20 Biennial CIP Budget Water Facility Controller and Hardware Upgrades Project Description This project will install or upgrade outdated Programmable Logic Controller (PLC) and network hardware at the Arcadia Water Plant, Charnock Well Field, water reservoirs, wells, pump stations, and other water distribution infrastructure throughout the City. Project Justification Outdated equipment poses a reliability threat, with a higher chance of malfunctioning than new and more robust, modern equipment. Communication protocols have changed over the years, with modern protocols (such as Fiber Optic Networking) experiencing vastly greater speeds, which allow for more efficient operation of water facilities and greater trust in data being recorded, a critical element for compliance reporting. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Water Fund C5007350.689000 $250,000 $50,000 $50,000 $ - $ - TOTAL PROJECT BUDGET $250,000 $50,000 $50,000 $ - $ - Project # C0735 Target Completion Date FY 2020-21 Total Project Budget $350,000 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Ecosystems 140 Public Works Proposed FY 2018-20 Biennial CIP Budget Water Main Improvements ‐ City Forces Project Description This project will fund replacement of water mains by City Staff which also includes street, asphalt, and pavement repair, work labor, and materials from the Water and Street Maintenance Divisions. Project Justification Assists in keeping the City on the 100 year water main replacement cycle recommended in the Sustainable Water Master Plan to prevent breakages, property damage and water losses. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Water Fund C5004850.689000 $250,000 $250,000 $250,000 $250,000 $250,000 TOTAL PROJECT BUDGET $250,000 $250,000 $250,000 $250,000 $250,000 Project # C0485 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 141 Public Works Proposed FY 2018-20 Biennial CIP Budget Water Main Replacement Project Description This project provides for yearly repair and replacement of the 205‐mile City water main system. The City's goal is to keep on a recommended 100 year replacement schedule by replacing two miles of water main per year. Project Justification Water main repair and replacement is required to improve water flow characteristics and service to Santa Monica residents, and prevent breakages, water loss, and property damage. This project proactively allows outdated/worn out water mains to be replaced, prior to any water main breaks. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Water Fund C5004840.689000 $4,100,000 $4,100,000 $4,100,000 $4,100,000 $4,100,000 TOTAL PROJECT BUDGET $4,100,000 $4,100,000 $4,100,000 $4,100,000 $4,100,000 Project # C0484 Target Completion Date Ongoing Total Project Budget Ongoing __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 142 Public Works Proposed FY 2018-20 Biennial CIP Budget Water Resources Tenant Improvements Project Description The Water Resources Tenant Improvement and Addition Project will add approximately 2,200 square feet of new office space to the existing Water Resources offices at City Yards. The additional space will house administrative staff currently in leased space at 1212 5th Street to the City Yards and the tenant improvement would reconfigure and update the existing space, including the addition of a new HVAC system. In addition, design options will explore the option to connect Gandara and Ishihara parks by creating a greenway. Project Justification This project will eliminate the monthly rental agreement for office space at 1212 5th Street and allow for improved staff integration and management into one location at the City Yards. Fund Account FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 Water Fund C5005010.689000 $250,445 $1,687,612 $ - $ - $ - Wastewater Fund C5105010.689000 $521,500 $3,810,400 $ - $ - $ - TOTAL PROJECT BUDGET $771,945 $5,498,012 $ - $ - $ - Project # C0501 Target Completion Date FY 2019-20 Total Project Budget $6,269,957 __________________________ Framework Outcome Place & Planet Framework Sub-Outcome Infrastructure 143 CIP Budget Detail FY 2018-19 through FY 2022-23 CIP Budget By Fund ...................................................................................................................................... 145 By Framework Outcome ........................................................................................................ 151 Unfunded Projects ................................................................................................................... 155 144 FY   2 0 1 8 ‐ 1 9   t h r o u g h   F Y   2 0 2 2 ‐ 2 3   C a p i t a l   I m p r o v e m e n t   P r o g r a m   B u d g e t  b y   F u n d FY 2 0 1 8 - 1 9 F Y 2 0 1 9 - 2 0 FY2020-21 FY2021-22 FY2022-23 Ge n e r a l F u n d ( 0 1 ) C0 4 6 1 C 0 1 0 4 6 1 0 . 6 8 9 0 0 0 Al l e y R e n e w a l P r o g ra m 20 0 , 0 0 0 2 0 0 , 0 0 0 2 0 0 , 0 0 0 2 0 0 , 0 0 0 200,000 C0 4 6 0 C 0 1 0 4 6 0 0 . 6 8 9 0 0 0 An n u a l P a v i n g a n d S i d e w a l k R e p a i r P r o g ra m 1, 3 2 6 , 7 0 0 - 1 , 3 0 0 , 0 0 0 1,300,000 1,300,000 C0 7 4 3 C 0 1 0 7 4 3 0 . 6 8 9 0 0 0 Bu s i n e s s L i c e n s e S o f t w a r e 15 0 , 0 0 0 - --- C0 7 4 4 C 0 1 0 7 4 4 0 . 6 8 9 0 0 0 Ca r d i a c M o n i t o r s R e p l a c e m e n t 51 0 , 0 0 0 - --- C0 4 5 5 C 0 1 0 4 5 5 0 . 6 8 9 0 0 0 Ci t y W i - F i R e p l a c e m e n t P r o g ra m 21 8 , 0 0 0 21 8 , 0 0 0 218,000 218,000 218,000 C0 5 4 1 C 0 1 0 5 4 1 0 . 6 8 9 0 0 0 Ci t y Y a r d s M o d e r n i z a t i o n * (Ch a r n o c k f o r $ 3 8 . 3 m ; a l t f u n d i n g r e q u i r e d f o r $ 6 4 m ) 38 , 3 0 0 , 0 0 0 - 6 4 , 0 0 0 , 0 0 0 -- C0 4 5 8 C 0 1 0 4 5 8 0 . 6 8 9 0 0 0 Ci t y w i d e F a c i l i t i e s R e n e w a l P r o g ra m 1, 0 0 0 , 0 0 0 2, 0 0 0 , 0 0 0 1,500,000 1,500,000 1,500,000 C0 6 8 2 C 0 1 0 6 8 2 0 . 6 8 9 0 0 0 Ci v i c C e n t e r M u l t i p u r p o s e S p o r t s F i e l d * (on e - t i m e r e s e r v e s ) 7, 5 5 0 , 0 0 0 - --- C0 5 0 6 C 0 1 0 5 0 6 0 . 6 8 9 0 0 0 Cl o v e r P a r k R e s t r o o m s R e p l a c e m e n t 34 3 , 3 0 0 - --- C0 7 0 9 C 0 1 0 7 0 9 0 . 6 8 9 0 0 0 Co u n c i l C h a m b e r s A u d i o - V i s u a l S y s t e m 20 0 , 5 0 0 - --- C0 4 6 4 C 0 1 0 4 6 4 0 . 6 8 9 0 0 0 Cr o s s w a l k R e n e w a l P r o g ra m 10 0 , 0 0 0 10 0 , 0 0 0 100,000 100,000 100,000 C0 7 4 8 C 0 1 0 7 4 8 0 . 6 8 9 0 0 0 Ea r t h q u a k e F a c i l i t y E x p o s u r e A s s e s s m e n t 25 0 , 0 0 0 - --- C0 7 4 9 C 0 1 0 7 4 9 0 . 6 8 9 0 0 0 EV A c t i o n P l a n I m p l e m e n t a t i o n - E V C h a r g in g 1, 1 4 3 , 2 0 0 9 9 0 , 0 0 0 9 9 4 , 1 0 0 - - C0 4 5 6 C 0 1 0 4 5 6 0 . 6 8 9 0 0 0 Fi r e A p p a r a t u s R e p l a c e m e n t 75 0 , 0 0 0 - 7 9 5 , 0 0 0 800,000 975,000 C0 7 5 0 C 0 1 0 7 5 0 0 . 6 8 9 0 0 0 Fi r e T r a i n i n g F a c i l i t y T e n a n t I m p r o v e m e n t s * (bo n d f i n a n c i n g) 2, 1 9 3 , 9 0 0 - --- C0 7 5 2 C 0 1 0 7 5 2 0 . 6 8 9 0 0 0 Li b r a r y F a c i l i t i e s M a s t e r P l a n 35 0 , 0 0 0 28 1 , 0 0 0 --- C0 5 7 3 C0 1 0 5 7 3 0 . 6 8 9 0 0 0 Li n c o l n N e i g hb o r h o o d C o r r i d o r P l a n - S t r e e t s c a p e P h a s e 1 - 1, 0 0 4 , 5 9 0 --- C0 4 8 9 C 0 1 0 4 8 9 0 . 6 8 9 0 0 0 Ma i n t e n a n c e f o r P a r k i n g S t r u c t u r e s a n d L o t s 21 4 , 1 5 0 35 0 , 0 0 0 350,000 350,000 350,000 C0 7 0 6 C 0 1 0 7 0 6 0 . 6 8 9 0 0 0 Me m o r i a l P a r k E x p a n s i o n D e s i g n - 1, 0 3 2 , 9 0 0 2 , 7 0 0 , 0 0 0 -- C0 7 4 5 C 0 1 0 7 4 5 0 . 6 8 9 0 0 0 Ci t y H a l l T h i r d F l o o r B u i l d i n g S y s t e m I m p r o v e m e n t s 1, 8 4 0 , 0 0 0 - - -- C0 4 5 3 C 0 1 0 4 5 3 0 . 6 8 9 0 0 0 Pe r c e n t f o r A r t - P u b l i c A r t P r o j ec t s 60 3 , 0 9 9 20 , 8 2 5 - -- C0 7 2 5 C 0 1 0 7 2 5 0 . 6 8 9 0 0 0 Pu b l i c S a f e t y F a c i l i t y T e n a n t I m p r o v e m e n t s 67 , 1 0 0 - --- C0 7 2 7 C 0 1 0 7 2 7 0 . 6 8 9 0 0 0 Re p l a c e m e n t P S F S e c u r i t y S y s t e m 1, 0 0 0 , 0 0 0 - -- C0 7 2 9 C 0 1 0 7 2 9 0 . 6 8 9 0 0 0 Re s t r o o m S a f e t y I m p r o v e m e n t s a t G a n d a r a , M e m o r i a l & R e e d P a r k s 28 4 , 4 0 0 - --- C0 7 3 1 C 0 1 0 7 3 1 0 . 6 8 9 0 0 0 Fi r e F a c i l i t i e s A s s e s s m e n t 10 0 , 0 0 0 - --- C0 4 5 9 C 0 1 0 4 5 9 0 . 6 8 9 0 0 0 St r e e t L i g ht i n g M o d e r n i z a t i o n P r o g ra m 2, 0 0 0 , 0 0 0 2, 0 0 0 , 0 0 0 2,000,000 2,000,000 2,000,000 C0 4 6 7 C0 1 0 4 6 7 0 . 6 8 9 0 0 0 Sw i m F a c i l i t i e s P l a n n e d M a i n t e n a n c e 10 0 , 0 0 0 10 0 , 0 0 0 100,000 100,000 100,000 C0 4 6 5 C0 1 0 4 6 5 0 . 6 8 9 0 0 0 Ur b a n F o r e s t R e n e w a l 45 0 , 0 0 0 45 0 , 0 0 0 450,000 450,000 450,000 C0 0 0 3 I0 1 0 0 0 3 0 . 6 8 9 0 0 0 Co m p u t e r E q u i p m e n t R e p l a c e m e n t P r o g ra m 1, 6 1 8 , 1 4 4 1, 6 1 8 , 1 4 4 1,618,144 1,618,144 1,618,144 C0 0 0 2 I0 1 0 0 0 2 0 . 6 8 9 0 0 0 Te l e c o m m u n i c a t i o n s S e r v i c e s 35 2 , 8 9 9 35 2 , 8 9 9 352,899 352,899 352,899 C0 0 0 1 I0 1 0 0 0 1 0 . 6 8 9 0 0 0 Fl e e t V e h i c l e R e p l a c e m e n t P r o g r a m 3, 3 5 7 , 6 5 9 3 , 4 8 3 , 7 8 7 3,608,807 3,735,115 3,876,326 66 , 5 7 3 , 0 5 0 1 4 , 2 0 2 , 1 4 4 80,286,949 12,724,157 13,040,368 Fu n d s A v a i l a b l e f o r G e n e r a l F u n d C I P P r o j e c t s An n u a l G e n e r a l F u n d C I P A l l o t m e n t 21 , 0 0 0 , 0 0 0 21 , 0 0 0 , 0 0 0 21,000,000 21,000,000 21,000,000 Ci t y S e r v i c e B u i l d i n g D e b t S e r v i c e (2 , 9 9 1 , 6 0 0 ) (2 , 9 9 1 , 6 0 0 ) (676,185) (1,971,618) (1,844,539) Ne t A d j u s t m e n t s t o A l l o t m e n t ( i n c l u d i n g s u b s i d y t o P i e r ) 48 , 5 6 4 , 6 5 0 (3 , 8 0 6 , 2 5 6 ) --- To t a l F u n d s A v a i l a b l e f o r G e n e r a l F u n d C I P s $ 20,623,815 66 , 5 73 , 0 5 0 14 , $ 20 2 , 14 4 $ 19,328,382 $ 19,455,461 $ Re m a i n i n g B a l a n c e o r U n f u n d e d N e e d - - (59,663,134) 6,604,225 6,415,093 BU D G E T BUDGET PLAN Pr o j e c t T i t l e Ac c o u n t N u m b e r CI P P r o j e c t Nu m b e r 145 FY   2 0 1 8 ‐ 1 9   t h r o u g h   F Y   2 0 2 2 ‐ 2 3   C a p i t a l   I m p r o v e m e n t   P r o g r a m   B u d g e t  b y   F u n d FY 2 0 1 8 - 1 9 F Y 2 0 1 9 - 2 0 FY2020-21 FY2021-22 FY2022-23 BU D G E T BUDGET PLAN Pr o j e c t T i t l e Ac c o u n t N u m b e r CI P P r o j e c t Nu m b e r Sp e c i a l R e v e n u e ( 1 0 ) C0 6 6 2 C1 0 0 6 6 2 0 . 6 8 9 0 0 0 17 t h S t r e e t / S M C / E x p o B i k e P a t h C o n n e c t i o n - T I F - 15 0 , 0 0 0 --- C0 4 6 0 C1 0 0 4 6 0 0 . 6 8 9 0 0 0 An n u a l P a v i n g a n d S i d e w a l k R e p a i r P r o g ra m - 72 6 , 8 7 5 - - - C0 5 0 6 C1 0 0 5 0 6 0 . 6 8 9 0 0 0 Cl o v e r P a r k R e s t r o o m s R e p l a c e m e n t 37 8 , 9 0 0 - --- C0 7 5 6 C1 0 0 7 5 6 0 . 6 8 9 0 0 0 Pe a r l S t r e e t P r e l i m i n a r y D e s i g n- T I F - 25 5 , 0 0 0 --- C0 6 4 9 C1 0 0 6 4 9 0 . 6 8 9 0 0 0 Pe d e s t r i a n I m p r o v e m e n t s a t F o u r S c h o o l s - T I F 28 4 , 4 6 8 - --- C0 7 5 7 C1 0 0 7 5 7 0 . 6 8 9 0 0 0 Pi c o B l v d a n d S a n t a M o n i c a C o l l e g e P e d e s t r i a n S a f e t y I m p r o v e m e n t s - T I F 31 0 , 0 0 0 - --- C0 7 5 8 C1 0 0 7 5 8 0 . 6 8 9 0 0 0 Pi c o B o u l e v a r d S a f e t y a n d C r o s s i n g P l a n - T I F 30 0 , 0 0 0 - --- C0 6 6 7 C1 0 0 6 6 7 0 . 68 9 0 0 0 Pu b l i c A r t C o n s e r v a t i o n & M a i n t e n a n c e 10 0 , 0 0 0 12 5 , 0 0 0 150,000 175,000 200,000 C0 7 2 8 C 1 0 0 7 2 8 0 . 6 8 9 0 0 0 Re p u r p o s i n g o f P a l i s a d e s P a r k P e t a n q u e C o u r t s 16 8 , 8 7 4 - - - - C0 7 6 0 C1 0 0 7 6 0 0 . 6 8 9 0 0 0 Vi s i o n Z e r o a n d M o b i l i t y P r o j ec t D e l i v e r y - T I F 95 0 , 0 0 0 6 5 0 , 0 0 0 - -- 2, 4 9 2 , 2 4 2 1 , 9 0 6 , 8 7 5 150,000 175,000 200,000 Be a c h R e c r e a t i o n ( 1 1 ) C0 6 8 9 C1 1 0 6 8 9 0 . 6 8 9 0 0 0 Ac c e s s i b l e W a l k w a y - - 300,000 -- C0 4 6 6 C1 1 0 4 6 6 0 . 6 8 9 0 0 0 Be a c h P a r k i n g L o t I m p r o v e m e n t s - 54 0 , 0 0 0 3 5 0 , 0 0 0 371,000 382,000 C0 6 1 0 C1 1 0 6 1 0 0 . 6 8 9 0 0 0 No r t h B e a c h T r a i l I m p r o v e m e n t s 12 , 0 0 0 , 9 0 0 - 1,133,002 -- C0 4 5 3 C1 1 0 4 5 3 0 . 68 9 0 0 0 Pe r c e n t f o r A r t s 12 0 , 0 0 0 - --- C0 4 6 7 C1 1 0 4 6 7 0 . 68 9 0 0 0 Sw i m F a c i l i t i e s P l a n n e d M a i n t e n a n c e 65 , 0 0 0 6 5, 0 0 0 6 5,000 6 5,000 65,000 C0 7 3 4 C 1 1 0 7 3 4 0 . 6 8 9 0 0 0 Vo l l e y b a l l C o u r t s a n d L i g ht s - 98 , 0 0 0 --- C0 0 0 3 I1 1 0 0 0 3 0 . 6 8 9 0 0 0 Co m p u t e r E q u i p m e n t R e p l a c e m e n t P r o g ra m 17 , 72 8 17 , 7 2 8 17,728 17,728 17,728 C0 0 0 2 I1 1 0 0 0 2 0 . 6 8 9 0 0 0 Te l e c o m m u n i c a t i o n s S e r v i c e s 6, 9 2 2 6, 9 2 2 6,922 6,922 6,922 C0 0 0 1 I1 1 0 0 0 1 0 . 6 8 9 0 0 0 Fl e e t V e h i c l e R e p l a c e m e n t P r o g r a m 31 5 , 6 7 1 5 9 4 , 1 9 7 379,662 392,950 406,703 12 , 5 2 6 , 2 2 1 1 , 3 2 1 , 8 4 7 2,252,314 853,600 878,353 Ho u s i n g A u t h o r i t y ( 1 2 ) C0 0 0 3 I1 2 0 0 0 3 0 . 6 8 9 0 0 0 Co m p u t e r E q u i p m e n t R e p l a c e m e n t P r o g ra m 8, 22 0 8, 2 2 0 8,220 8,220 8,220 C0 0 0 2 I1 2 0 0 0 2 0 . 6 8 9 0 0 0 Te l e c o m m u n i c a t i o n s S e r v i c e s 4, 1 5 1 4 , 1 5 1 4,151 4,151 4,151 12 , 3 7 1 1 2 , 3 7 1 12,371 12,371 12,371 Cl e a n B e a c h e s & O c e a n P a r c e l T a x - M e a s u r e V ( 1 6 ) C0 4 6 2 C1 6 0 4 6 2 0 . 6 8 9 0 0 0 Pe r m e a b l e A l l e y s 10 0 , 0 0 0 1 0 0 , 0 0 0 1 0 0 , 0 0 0 1 0 0 , 0 0 0 100,000 C0 6 9 5 C 1 6 0 6 9 5 0 . 6 8 9 0 0 0 Su s t a i n a b l e W a t e r I n f r a s t r u c t u r e P r o j e c t 10 , 8 4 0 , 0 0 0 1 0 , 8 4 0 , 0 0 0 - -- 10 , 9 4 0 , 0 0 0 1 0 , 9 4 0 , 0 0 0 100,000 100,000 100,000 Co m m u n i t y D e v e l o p m e n t B l o c k G r a n t - ( 1 9 ) C0 7 3 2 C 1 9 0 7 3 2 0 . 6 8 9 0 0 0 St r e e t L i g h t i n g I m p r o v e m e n t s - P i c o N e i g h b o r h o o d 24 6 , 7 0 0 - -- - 24 6 , 7 0 0 - -- - M is c e l l a n e o u s G r a n t s ( 2 0 ) C0 6 6 2 C2 0 0 6 6 2 0 . 6 8 9 0 0 0 17 t h S t r e e t / S M C / E x p o B i k e P a t h C o n n e c t i o n - M e t r o 2 0 1 3 - 1, 9 2 7 , 0 0 0 --- C0 6 2 2 C2 0 0 6 2 2 0 . 6 8 9 0 0 0 4t h S t r e e t E n h a n c e m e n t s - E x p o L i n k a g es - A T P P h a s e 2 1, 3 3 2 , 7 0 0 - --- C0 7 3 9 C2 0 0 7 3 9 0 . 68 9 0 0 0 Ac t i v e A g in g P i l o t P r o g ra m - S a f e R o u t e s f o r S e n i o r s 40 0 , 0 0 0 - --- C0 7 5 7 C2 0 0 7 5 7 0 . 6 8 9 0 0 0 Pi c o B l v d a n d S a n t a M o n i c a C o l l e g e P e d e s t r i a n S a f e t y I m p r o v e m e n t s 94 3 , 0 0 0 - --- C0 6 7 2 C2 0 0 6 7 2 0 . 68 9 0 0 0 Pi e r a n d B e a c h B i k e P a t h C o n n e c t i o n - M e t r o 2 0 1 5 - - 911,674 --146 FY   2 0 1 8 ‐ 1 9   t h r o u g h   F Y   2 0 2 2 ‐ 2 3   C a p i t a l   I m p r o v e m e n t   P r o g r a m   B u d g e t  b y   F u n d FY 2 0 1 8 - 1 9 F Y 2 0 1 9 - 2 0 FY2020-21 FY2021-22 FY2022-23 BU D G E T BUDGET PLAN Pr o j e c t T i t l e Ac c o u n t N u m b e r CI P P r o j e c t Nu m b e r Mi s c e l l a n e o u s G r a n t s ( 2 0 ) - C O N T I N U E D C0 5 2 7 C2 0 0 5 2 7 0 . 6 8 9 0 0 0 Pi e r B r i d g e R e p l a c e m e n t P r o j ec t (Hi g hw a y B r i d g e P r o g ra m ) - - 16,910,000 -- C0 6 7 1 C 2 0 0 6 7 1 0 . 6 8 9 0 0 0 Sa n t a M o n i c a E x p o a n d L o c a l i z e d T r a v e l P l a n n i n g A s s i s t a n c e - M e t r o 2 0 1 5 12 5 , 6 8 1 - -- - 2, 8 0 1 , 3 8 1 1 , 9 2 7 , 0 0 0 17,821,674 - - G as T a x ( 2 6 ) C0 7 5 4 C 2 6 0 7 5 4 0 . 6 8 9 0 0 0 Oc e a n A v e n u e P r o t e c t e d B i k e w a y D e s i g n- 55 0 , 0 0 0 --- C0 7 3 0 C 2 6 0 7 3 0 0 . 6 8 9 0 0 0 Sa f e R o u t e s t o S c h o o l - P e d e s t r i a n I m p r o v e m e n t s a t S i x S c h o o l s 1, 5 5 8 , 2 1 2 3 5 7 , 7 8 8 - -- 1, 5 5 8 , 2 1 2 9 0 7 , 7 8 8 - -- Lo c a l R e t u r n ( 2 7 ) C0 6 6 2 C2 7 0 6 6 2 0 . 6 8 9 1 1 0 17 t h S t r e e t / S M C / E x p o B i k e P a t h C o n n e c t i o n - M e a s u r e M - 3, 3 8 8 , 6 7 0 --- C0 7 3 9 C2 7 0 7 3 9 0 . 6 8 9 1 1 0 Ac t i v e A g in g P i l o t P r o g ra m - S a f e R o u t e s f o r S e n i o r s - M e a s u r e M 10 0 , 0 0 0 - --- C0 4 6 0 C2 7 0 4 6 0 0 . 68 9 1 3 0 An n u a l P a v i n g a n d S i d e w a l k R e p a i r P r o g ra m - P r o p C 1, 1 2 3 , 3 0 0 1, 7 2 3 , 1 2 5 500,000 500,000 500,000 C0 6 4 5 C2 7 0 6 4 5 0 . 6 8 9 1 3 0 Be r g am o t S t a t i o n C o n n e c t i v i t y I m p r o v e m e n t s - P r o p C 20 8 , 0 9 3 - --- C0 4 8 3 C2 7 0 4 8 3 0 . 68 9 1 4 0 Fa c i l i t i e s U p g ra d e s & R e n o v a t i o n s - P r o p A 40 , 0 0 0 41 , 2 0 0 42,436 43,709 45,020 C0 5 7 3 C2 7 0 5 7 3 0 . 6 8 9 1 2 0 Li n c o l n N e i g hb o r h o o d C o r r i d o r P l a n - S t r e e t s c a p e P h a s e 1 - M e a s u r e R - 1, 4 9 5 , 4 1 0 --- C0 7 5 5 C2 7 0 7 5 5 0 . 6 8 9 1 2 0 Oc e a n A v e n u e S a f e t y A s s e s s m e n t / P r e l i m i n a r y D e s i g n- M e a s u r e R - 26 5 , 0 0 0 --- C0 6 4 9 C2 7 0 6 4 9 0 . 6 8 9 1 2 0 Pe d e s t r i a n I m p r o v e m e n t s a t F o u r S c h o o l s - M e a s u r e R 56 9 , 7 4 2 - --- C0 6 4 9 C2 7 0 6 4 9 0 . 68 9 1 1 0 Pe d e s t r i a n I m p r o v e m e n t s a t F o u r S c h o o l s - M e a s u r e M 90 , 7 9 0 - --- C0 4 5 4 C2 7 0 6 7 2 0 . 6 8 9 1 1 0 Pi e r a n d B e a c h B i k e P a t h C o n n e c t i o n - M e a s u r e M 10 5 , 0 0 0 - 437,919 - - 2, 2 3 6 , 9 2 5 6 , 9 1 3 , 4 0 5 980,355 543,709 545,020 Pa r k s a n d R e c r e a t i o n ( 2 8 ) C0 7 2 8 C 2 8 0 7 2 8 0 . 6 8 9 0 0 0 Re p u r p o s i n g o f P a l i s a d e s P a r k P e t a n q u e C o u r t s 17 9 , 9 0 0 - -- - 17 9 , 9 0 0 - -- - Wa t er ( 5 0 ) C0 4 6 0 C 5 0 0 4 6 0 0 . 6 8 9 0 0 0 An n u a l P a v i n g a n d S i d e w a l k R e p a i r P r o g ra m 30 0 , 0 0 0 30 0 , 0 0 0 325,000 325,000 350,000 C0 6 9 4 C5 0 0 6 9 4 0 6 8 9 0 0 0 Ar c a d i a R e v e r s e O s m o s i s M e m b r a n e R e p l a c e m e n t - - --1,250,000 C0 7 4 1 C 5 0 0 7 4 1 0 . 6 8 9 0 0 0 Ar c a d i a V a p o r P h a s e G r a n u l a r A c t i v a t e d C a r b o n S y s t e m 35 , 0 0 0 47 5 , 00 0 --- C0 6 1 4 C 5 0 0 6 1 4 0 . 6 8 9 0 0 0 Gr o u n d w a t e r S u s t a i n a b i l i t y P l a n (GS P ) 30 0 , 0 0 0 1 0 0 , 0 0 0 1 0 0 , 0 0 0 1 0 0 , 0 0 0 C0 5 0 3 C 5 0 0 5 0 3 0 . 6 8 9 0 0 0 Ha n s e n 8 S o f t w a r e U p g ra d e - - 300,000 -- C0 6 1 3 C 5 0 0 6 1 3 0 . 6 8 9 0 0 0 Ur b a n W a t e r M a n a g em e n t P l a n - 70 , 0 0 0 --- C0 7 3 5 C 5 0 0 7 3 5 0 . 6 8 9 0 0 0 Wa t e r F a c i l i t y C o n t r o l l e r a n d H a r d w a r e U p g ra d e s 25 0 , 0 0 0 50 , 0 0 0 5 0,000 -- C0 4 8 5 C 5 0 0 4 8 5 0 . 6 8 9 0 0 0 Wa t e r M a i n I m p r o v e m e n t s - C i t y F o r c e s 25 0 , 0 0 0 25 0 , 0 0 0 250,000 250,000 250,000 C0 4 8 4 C 5 0 0 4 8 4 0 . 6 8 9 0 0 0 Wa t e r M a i n R e p l a c e m e n t 4, 1 0 0 , 0 0 0 4, 1 0 0 , 0 0 0 4,100,000 4,100,000 4,100,000 C0 5 0 1 C 5 0 0 5 0 1 0 . 6 8 9 0 0 0 Wa t e r R e s o u r c e s T e n a n t I m p r o v e m e n t s 25 0 , 4 4 5 1, 6 8 7 , 6 1 2 --- C0 7 3 7 C 5 0 0 7 3 7 0 . 6 8 9 0 0 0 Ar c a d i a R e v e r s e O s m o s i s (RO ) R e c o v e r y 49 3 , 5 0 0 - --- C0 7 4 6 C5 0 0 7 4 6 0 . 6 8 9 4 1 0 Ci t y / U S G S M o n i t o r i n g W e l l & N u m e r i c a l F l o w M o d e l - G B S 1, 8 0 0 , 0 0 0 - --- C0 7 2 6 C5 0 0 7 2 6 0 . 6 8 9 0 0 0 Re d r i l l S a n t a M o n i c a W e l l # 3 95 0 , 0 0 0 - --- C0 7 2 6 C5 0 0 7 2 6 0 . 6 8 9 4 1 0 Re d r i l l S a n t a M o n i c a W e l l # 3 - G B S 50 0 , 0 0 0 - --- C0 0 0 3 I 50 0 0 0 3 0 . 6 8 9 0 0 0 Co m p u t e r E q u i p m e n t R e p l a c e m e n t P r o g ra m 49 , 03 1 49 , 0 3 1 49,031 49,031 49,031 C0 0 0 2 I5 0 0 0 0 2 0 . 6 8 9 0 0 0 Te l e c o m m u n i c a t i o n s S e r v i c e s 41 , 7 5 7 41 , 7 5 7 41,757 41,757 41,757 147 FY   2 0 1 8 ‐ 1 9   t h r o u g h   F Y   2 0 2 2 ‐ 2 3   C a p i t a l   I m p r o v e m e n t   P r o g r a m   B u d g e t  b y   F u n d FY 2 0 1 8 - 1 9 F Y 2 0 1 9 - 2 0 FY2020-21 FY2021-22 FY2022-23 BU D G E T BUDGET PLAN Pr o j e c t T i t l e Ac c o u n t N u m b e r CI P P r o j e c t Nu m b e r Wa t e r ( 5 0 ) C O N T I N U E D C0 0 0 1 I5 0 0 0 0 1 0 . 6 8 9 0 0 0 Fl e e t V e h i c l e R e p l a c e m e n t P r o g r a m 39 2 , 7 8 6 4 0 6 , 5 3 4 422,814 437,612 453,626 9, 7 1 2 , 5 1 9 7 , 5 2 9 , 9 3 4 5,638,602 5,303,400 6,494,414 Wa s t e w a t e r ( 5 1 ) C0 4 6 0 C5 1 0 4 6 0 0 . 6 8 9 0 0 0 An n u a l P a v i n g a n d S i d e w a l k R e p a i r P r o g ra m 25 0 , 0 0 0 25 0 , 0 0 0 250,000 250,000 250,000 C0 5 0 3 C5 1 0 5 0 3 0 . 6 8 9 0 0 0 Ha n s e n 8 S o f t w a r e U p g ra d e - - 300,000 -- C0 4 5 7 C5 1 0 4 5 7 0 . 6 8 9 0 0 0 Hy p e r i o n C a p i t a l P a y m e n t 4, 5 1 8 , 3 0 0 3, 4 4 5 , 6 0 0 1,972,200 1,118,000 4,500,000 C0 7 5 1 C5 1 0 7 5 1 0 . 6 8 9 0 0 0 In f o M a s t e r I m p l e m e n t a t i o n 10 0 , 0 0 0 - --- C0 4 8 8 C5 1 0 4 8 8 0 . 6 8 9 0 0 0 Mo s s A v e n u e P u m p i n g S t a t i o n 52 5 , 0 0 0 79 2 , 9 4 0 229,600 100,000 100,000 C0 4 8 7 C5 1 0 4 8 7 0 . 6 8 9 0 0 0 No n - P o t a b l e W a t e r M a i n E x p a n s i o n 60 0 , 0 0 0 61 8 , 0 0 0 637,000 656,000 675,000 C0 5 0 5 C5 1 0 5 0 5 0 . 6 8 9 0 0 0 SC A D A I m p r o v e m e n t s 85 , 3 3 9 - --- C0 6 9 5 C5 1 0 6 9 5 0 . 6 8 9 0 0 0 Su s t a i n a b l e W a t e r I n f r a s t r u c t u r e P r o j ec t 23 , 2 1 0 , 4 8 4 16 , 1 0 2 , 9 5 2 --- C0 7 3 3 C5 1 0 7 3 3 0 . 6 8 9 0 0 0 Su s t a i n a b l e W a t e r I n f r a s t r u c t u r e P r o j ec t I n j ec t i o n W e l l 1, 5 0 0 , 0 0 0 - --- C0 4 8 6 C5 1 0 4 8 6 0 . 6 8 9 0 0 0 Wa s t e w a t e r M a i n R e p l a c e m e n t 3, 0 0 0 , 0 0 0 3, 0 0 0 , 0 0 0 3,000,000 3,000,000 3,000,000 C0 5 0 1 C5 1 0 5 0 1 0 . 6 8 9 0 0 0 Wa t e r R e s o u r c e s T e n a n t I m p r o v e m e n t s 52 1 , 5 0 0 3, 8 1 0 , 4 0 0 --- C0 0 0 3 I5 1 0 0 0 3 0 . 6 8 9 0 0 0 Co m p u t e r E q u i p m e n t R e p l a c e m e n t P r o g ra m 39 , 15 4 39 , 1 5 4 39,154 39,154 39,154 C0 0 0 2 I5 2 0 0 0 2 0 . 6 8 9 0 0 0 Te l e c o m m u n i c a t i o n s S e r v i c e s 13 , 9 6 8 13 , 9 6 8 13,968 13,968 13,968 C0 0 0 1 I5 1 0 0 0 1 0 . 6 8 9 0 0 0 Fl e e t V e h i c l e R e p l a c e m e n t P r o g r a m 28 1 , 4 1 4 2 9 1 , 2 6 4 301,458 312,009 322,929 34 , 6 4 5 , 1 5 9 2 8 , 3 6 4 , 2 7 8 6,743,380 5,489,131 8,901,051 St o r m w a t e r ( 5 2 ) C0 6 9 5 C5 2 0 6 9 5 0 . 6 8 9 0 0 0 Su s t a i n a b l e W a t e r I n f r a s t r u c t u r e P r o j e c t 40 0 , 0 0 0 - -- - 40 0 , 0 0 0 - -- - Pi e r ( 53 ) C0 7 5 9 C 5 3 0 7 5 9 0 . 6 8 9 0 0 0 Pi e r A c c e s s i b i l i t y U p g ra d e s 39 1 , 0 0 0 - --- C0 6 1 5 C 5 3 0 6 1 5 0 . 6 8 9 0 0 0 Pi e r B e l o w D e c k F i r e S p r i n k l e r 86 5 , 0 0 0 89 5 , 0 0 0 935,000 985,000 - C0 7 2 2 C 5 3 0 7 2 2 0 . 6 8 9 0 0 0 Pi e r B o l l a r d P r o j ec t 25 0 , 0 0 0 - --- C0 6 7 5 C 5 3 0 6 7 5 0 . 6 8 9 0 0 0 Pi e r D e c k U p g ra d e - A r e a 2 - 2, 5 5 7 , 0 0 0 --- C0 7 2 3 C 5 3 0 7 2 3 0 . 6 8 9 0 0 0 Pi e r E m e r g en c y E v a c u a t i o n P u b l i c A d d r e s s S y s t e m . 24 5 , 0 0 0 75 5 , 0 0 0 --- C0 6 7 4 C5 3 0 6 7 4 0 . 6 8 9 0 0 0 Pi e r R a i l i n g & L i g ht P o l e R e p l a c e m e n t P r o g ra m - - 520,000 -- C0 7 1 9 C 5 3 0 7 1 9 0 . 6 8 9 0 0 0 Pi e r S u b s t r u c t u r e R e t r o f i t - W e s t E n d - 3, 8 3 5 , 0 0 0 --- C0 0 0 3 I 53 0 0 0 3 0 . 6 8 9 0 0 0 Co m p u t e r E q u i p m e n t R e p l a c e m e n t P r o g ra m 2, 36 0 2, 3 6 0 2,360 2,360 2,360 C0 0 0 2 I5 3 0 0 0 2 0 . 6 8 9 0 0 0 Te l e c o m m u n i c a t i o n s S e r v i c e s 10 , 1 6 8 10 , 1 6 8 10,168 10,168 10,168 C0 0 0 1 I5 3 0 0 0 1 0 . 6 8 9 0 0 0 Fl e e t V e h i c l e R e p l a c e m e n t P r o g r a m 42 , 3 2 8 4 3 , 8 0 9 45,343 46,930 48,572 1, 8 0 5 , 8 5 6 8 , 0 9 8 , 3 3 7 1,512,871 1,044,458 61,100 Re s o u r c e R e c o v e r y & R e c y c l i n g ( 5 4 ) C0 4 5 4 C5 4 0 4 5 4 0 . 6 8 9 0 0 0 Re f u s e & R e c y c l i n g C o n t a i n e r R e p l a c e m e n t P r o g ra m 89 5 , 0 0 0 92 2 , 0 0 0 950,000 979,000 1,008,000 C0 0 0 3 I5 4 0 0 0 3 0 . 6 8 9 0 0 0 Co m p u t e r E q u i p m e n t R e p l a c e m e n t P r o g ra m 34 , 33 0 34 , 3 3 0 34,330 34,330 34,330 C0 0 0 2 I5 4 0 0 0 2 0 . 6 8 9 0 0 0 Te l e c o m m u n i c a t i o n s S e r v i c e s 7, 2 5 6 7, 2 5 6 7,256 7,256 7,256 C0 0 0 1 I5 4 0 0 0 1 0 . 6 8 9 0 0 0 Fl e e t V e h i c l e R e p l a c e m e n t P r o g r a m 2, 2 0 2 , 5 9 6 2 , 5 5 6 , 7 2 8 2,646,213 2,738,831 2,834,690 3, 1 3 9 , 1 8 2 3 , 5 2 0 , 3 1 4 3,637,799 3,759,417 3,884,276 148 FY   2 0 1 8 ‐ 1 9   t h r o u g h   F Y   2 0 2 2 ‐ 2 3   C a p i t a l   I m p r o v e m e n t   P r o g r a m   B u d g e t  b y   F u n d FY 2 0 1 8 - 1 9 F Y 2 0 1 9 - 2 0 FY2020-21 FY2021-22 FY2022-23 BU D G E T BUDGET PLAN Pr o j e c t T i t l e Ac c o u n t N u m b e r CI P P r o j e c t Nu m b e r Ai r p o r t ( 5 7 ) C0 4 7 1 C5 7 0 4 7 1 0 . 6 8 9 0 0 0 Ai r f i e l d P a v e m e n t M a i n t e n a n c e 3 5 0 , 0 0 0 3 5 0 , 0 0 0 3 5 0 , 0 0 0 3 5 0 , 0 0 0 350,000 C0 5 6 1 C5 7 0 5 6 1 0 . 6 8 9 0 0 0 Ai r p o r t S i d e w a l k , S t r e e t a n d S l o p e I m p r o v e m e n t s 1 , 0 0 0 , 0 0 0 1 , 6 0 9 , 3 7 4 2 , 3 0 7 , 9 5 8 2 , 3 9 6 , 7 2 6 2,485,493 C0 4 6 9 C5 7 0 4 6 9 0 . 6 8 9 0 0 0 Ai r p o r t B u i l d i n g / F a c i l i t i e s R e f u r b i s h m e n t s 2, 5 0 0 , 0 0 0 2, 0 0 0 , 0 0 0 5,000,000 4,000,000 2,000,000 C0 4 7 0 C5 7 0 4 7 0 0 . 6 8 9 0 0 0 Ai r p o r t P a r k i n g L o t M a i n t e n a n c e 20 0 , 0 0 0 20 0 , 0 0 0 200,000 200,000 200,000 C0 7 3 6 C5 7 0 7 3 6 0 . 6 8 9 0 0 0 Ai r p o r t R u n w a y R e p u r p o s i n g 3, 4 4 3 , 1 4 0 - --- C0 4 6 8 C5 7 0 4 6 8 0 . 6 8 9 0 0 0 Fu t u r e A i r p o r t R e c o n f i g ur a t i o n 10 5 , 0 0 0 10 5 , 0 0 0 105,000 105,000 105,000 C0 0 0 3 I5 7 0 0 0 3 0 . 6 8 9 0 0 0 Co m p u t e r E q u i p m e n t R e p l a c e m e n t P r o g ra m 16 , 45 4 16 , 4 5 4 16,454 16,454 16,454 C0 0 0 2 I5 7 0 0 0 2 0 . 6 8 9 0 0 0 Te l e c o m m u n i c a t i o n s S e r v i c e s 16 , 3 8 7 16 , 3 8 7 16,387 16,387 16,387 C0 0 0 1 I5 7 0 0 0 1 0 . 6 8 9 0 0 0 Fl e e t V e h i c l e R e p l a c e m e n t P r o g r a m 47 , 6 6 3 4 9 , 3 3 1 51,058 52,845 54,695 7, 6 7 8 , 6 4 4 4 , 3 4 6 , 5 4 6 8,046,857 7,137,412 5,228,029 Ce m e t e r y ( 5 9 ) C0 0 0 3 I5 9 0 0 0 3 0 . 6 8 9 0 0 0 Co m p u t e r E q u i p m e n t R e p l a c e m e n t P r o g ra m 5, 50 0 5, 5 0 0 5,500 5,500 5,500 C0 0 0 2 I 59 0 0 0 2 0 . 6 8 9 0 0 0 Te l e c o m m u n i c a t i o n s S e r v i c e s 3, 0 9 3 3, 0 9 3 3,093 3,093 3,093 C0 0 0 1 I 59 0 0 0 1 0 . 6 8 9 0 0 0 Fl e e t V e h i c l e R e p l a c e m e n t P r o g r a m 28 , 7 9 2 2 9 , 8 0 0 30,843 31,923 33,040 37 , 3 8 5 3 8 , 3 9 3 39,436 40,516 41,633 Bi g B l u e B u s ( 6 0 ) C0 7 3 8 C6 0 0 7 3 8 0 . 6 8 9 0 0 0 7t h S t r e e t F e n c i n g U p g ra d e 49 5 , 0 0 0 - --- C0 7 4 0 C6 0 0 7 4 0 0 . 6 8 9 0 0 0 Ad m i n i s t r a t i o n B u i l d i n g U p g ra d e s 80 , 0 0 0 20 0 , 00 0 3,896,325 -- C0 7 4 2 C 6 0 0 7 4 2 0 . 6 8 9 0 0 0 BB B T e n a n t I m p r o v e m e n t s 58 7 , 3 6 3 - - -- C0 4 7 5 C6 0 0 4 7 5 0 . 6 8 9 0 0 0 Bu s C o m p o n e n t s - B B B 6, 6 4 1 , 6 7 7 7, 1 4 9 , 9 7 7 7,094,172 7,047,282 5,873,071 C0 4 8 1 C 6 0 0 4 8 1 0 . 6 8 9 0 0 0 Bu s R e p l a c e m e n t s P r o g ra m 13 , 6 8 0 , 7 3 7 9, 5 1 7 , 3 1 7 8,889,672 5,473,858 11,264,069 C0 7 4 7 C 6 0 0 7 4 7 0 . 6 8 9 0 0 0 Cu s t o m e r E x p e r i e n c e T e c h n o l o g y E n h a n c e m e n t s 42 0 , 0 0 0 70 , 0 0 0 7 0,000 -- C0 4 8 3 C6 0 0 4 8 3 0 . 6 8 9 0 0 0 Fa c i l i t i e s U p g ra d e s & R e n o v a t i o n s 3, 0 4 2 , 3 2 0 1, 6 6 3 , 4 9 9 1,345,614 1,456,693 1,412,763 C0 6 7 9 C 6 0 0 6 7 9 0 . 6 8 9 0 0 0 Fe d e r a l C i v i l R i g ht s P l a n - B B B 9, 0 0 0 3, 4 0 0 3,400 3,400 9,000 C0 4 7 7 C 6 0 0 4 7 7 0 . 6 8 9 0 0 0 In t e l l i g en t T r a n s p o r t a t i o n S y s t e m s / I n f o r m a t i o n T e c h n o l o g y P r o g ra m 1, 6 8 9 , 0 7 8 7, 4 0 4 , 2 5 5 7,150,655 924,034 920,288 C0 7 5 3 C 6 0 0 7 5 3 0 . 6 8 9 0 0 0 Me t h a n e D e t e c t i o n S y s t e m U p g ra d e s 84 4 , 2 8 3 - - -- C0 7 2 4 C6 0 0 7 2 4 0 . 6 8 9 0 0 0 Pr o p u l s i o n I n f r a s t r u c t u r e F e a s i b i l i t y 25 0 , 0 0 0 50 0 , 0 0 0 - -- C0 4 7 9 C6 0 0 4 7 9 0 . 6 8 9 0 0 0 Se r v i c e V e h i c l e s - B B B 96 , 0 0 0 16 0 , 00 0 170,000 90,000 180,000 C0 0 0 2 I6 0 0 0 0 2 0 . 6 8 9 0 0 0 Te l e c o m m u n i c a t i o n s S e r v i c e s 51 , 2 5 0 5 1 , 2 5 0 51,250 51,250 51,250 27 , 8 8 6 , 7 0 8 2 6 , 7 1 9 , 6 9 8 28,671,088 15,046,517 19,710,441 Pa r k i n g A u t h o r i t y ( 6 1 ) C0 4 8 9 C 6 1 0 4 8 9 0 . 6 8 9 0 0 0 Ma i n t e n a n c e f o r P a r k i n g S t r u c t u r e s a n d L o t s 13 5 , 8 5 0 - -- - 13 5 , 8 5 0 - -- - Ve hi c l e M a n a g e m e n t ( 7 0 ) C0 0 0 1 C7 0 0 0 1 0 . 6 8 9 0 0 0 Ve h i c l e R e p l a c e m e n t P r o g ra m 7, 0 4 9 , 0 8 7 5, 6 0 0 , 5 2 7 4,498,979 3,675,222 3,864,199 C0 0 0 3 I7 0 0 0 0 3 0 . 6 8 9 0 0 0 Co m p u t e r E q u i p m e n t R e p l a c e m e n t P r o g ra m 14 , 87 9 14 , 8 7 9 14,879 14,879 14,879 C0 0 0 2 I7 0 0 0 0 2 0 . 6 8 9 0 0 0 Te l e c o m m u n i c a t i o n s S e r v i c e s 9, 6 4 0 9 , 6 4 0 9,640 9,640 9,640 7, 0 7 3 , 6 0 6 5 , 6 2 5 , 0 4 6 4,523,498 3,699,741 3,888,718 149 FY   2 0 1 8 ‐ 1 9   t h r o u g h   F Y   2 0 2 2 ‐ 2 3   C a p i t a l   I m p r o v e m e n t   P r o g r a m   B u d g e t  b y   F u n d FY 2 0 1 8 - 1 9 F Y 2 0 1 9 - 2 0 FY2020-21 FY2021-22 FY2022-23 BU D G E T BUDGET PLAN Pr o j e c t T i t l e Ac c o u n t N u m b e r CI P P r o j e c t Nu m b e r Co m p u t e r E q u i p m e n t R e p l a c e m e n t ( 7 1 ) C0 0 0 3 C7 1 0 0 0 3 0 . 6 8 9 0 0 0 Co m p u t e r E q u i p m e n t R e p l a c e m e n t P r o g ra m 2, 1 7 8 , 0 0 0 1, 9 9 8 , 0 0 0 1,998,000 1,998,000 1,998,000 C0 0 0 2 C7 1 0 0 0 2 0 . 6 8 9 0 0 0 Te l e c o m m u n i c a t i o n S e r v i c e s 1, 0 0 0 , 0 0 0 7 7 5 , 0 0 0 775,000 775,000 775,000 3, 1 7 8 , 0 0 0 2 , 7 7 3 , 0 0 0 2,773,000 2,773,000 2,773,000 Ri s k M a n a g e m e n t ( 7 5 ) C0 0 0 3 I7 5 0 0 0 3 0 . 6 8 9 0 0 0 Co m p u t e r E q u i p m e n t R e p l a c e m e n t P r o g ra m 22 , 90 8 22 , 9 0 8 22,908 22,908 22,908 C0 0 0 2 I7 5 0 0 0 2 0 . 6 8 9 0 0 0 Te l e c o m m u n i c a t i o n s S e r v i c e s 6, 4 1 7 6, 4 1 7 6,417 6,417 6,417 C0 0 0 1 I7 5 0 0 0 1 0 . 6 8 9 0 0 0 Fl e e t V e h i c l e R e p l a c e m e n t P r o g r a m 3, 8 2 3 3 , 9 5 7 4,095 4,238 4,387 33 , 1 4 8 3 3 , 2 8 2 33,420 33,563 33,712 TO T A L C I P B U D G E T A L L F U N D S 1 9 5 , 2 9 3 , 0 5 9 1 2 5 , 1 8 0 , 2 5 8 163,223,614 58,735,992 65,792,486 Le s s I n t e r n a l S e r v i c e T r a n s f e r s (9 , 0 2 5 , 3 4 7 ) ( 9 , 8 1 2 , 0 2 2 ) (9,842,908) (10,105,068) (10,387,583) NE T G R A N D T O T A L C I P B U D G E T A L L F U N D S 1 8 6 , 2 6 7 , 7 1 2 $ 1 1 5 , 3 6 8 , 2 3 6 $ 153,380,706 $ 48,630,924 $ 55,404,903 $ 150 FY   2 0 1 8 ‐ 1 9   t h r o u g h   F Y   2 0 2 2 ‐ 2 3   C a p i t a l   I m p r o v e m e n t   P r o g r a m   B u d g e t   b y   F r a m e w o r k   O u t c o m e FY 2 0 1 8 - 1 9 F Y 2 0 1 9 - 2 0 FY 2 0 2 0 - 2 1 F Y 2 0 2 1 - 2 2 F Y 2 0 2 2 - 2 3 Co m m u n i t y C0 7 0 9 Co u n c i l C h a m b e r s A u d i o - V i s u a l S y s t e m 2 0 0 , 5 0 0 - - - - 20 0 , 5 0 0 - - - - Go v e r n a n c e C0 4 7 5 B u s C o m p o n e n t s - B B B 6, 6 4 1 , 6 7 7 7, 1 4 9 , 9 7 7 7, 0 9 4 , 1 7 2 7,047,282 5,873,071 C0 4 8 1 B u s R e p l a c e m e n t s P r o g ra m 13 , 6 8 0 , 7 3 7 9, 5 1 7 , 3 1 7 8, 8 8 9 , 6 7 2 5,473,858 11,264,069 C0 7 4 3 Bu s i n e s s L i c e n s e S o f t w a r e 15 0 , 0 0 0 - - - - C0 0 0 3 C o m p u t e r E q u i p m e n t R e p l a c e m e n t P r o g ra m 2, 1 7 8 , 0 0 0 1, 9 9 8 , 0 0 0 1, 9 9 8 , 0 0 0 1 , 9 9 8 , 0 0 0 1,998,000 C0 7 4 7 Cu s t o m e r E x p e r i e n c e T e c h n o l o g y E n h a n c e m e n t s 42 0 , 0 0 0 7 0 , 0 0 0 70 , 0 0 0 - - C0 6 7 9 F e d e r a l C i v i l R i g ht s P l a n - B B B 9, 0 0 0 3, 4 0 0 3, 4 0 0 3,400 9,000 C0 7 3 1 Fi r e F a c i l i t i e s A s s e s s m e n t 10 0 , 0 0 0 - - - - C0 5 0 3 H a n s e n 8 S o f t w a r e U p g ra d e - - 6 0 0 , 0 0 0 - - C0 7 5 1 In f o M a s t e r I m p l e m e n t a t i o n 10 0 , 0 0 0 - - - - C0 4 7 9 S e r v i c e V e h i c l e s - B B B 96 , 0 0 0 16 0 , 0 0 0 17 0 , 0 0 0 90,000 180,000 C0 0 0 2 T e l e c o m m u n i c a t i o n S e r v i c e s 1, 0 0 0 , 0 0 0 77 5 , 0 0 0 77 5 , 0 0 0 775,000 775,000 C0 0 0 1 V e h i c l e R e p l a c e m e n t P r o g r a m 7, 0 4 9 , 0 8 7 5, 6 0 0 , 5 2 7 4, 4 9 8 , 9 7 9 3,675,222 3,864,199 C0 0 0 1 F l e e t V e h i c l e R e p l a c e m e n t P r o g ra m - I S A c c o u n t s 6, 6 7 2 , 7 3 2 7, 4 5 9 , 4 0 7 7, 4 9 0 , 2 9 2 7,752,452 8,034,968 C0 0 0 2 T e l e c o m m u n i c a t i o n s S e r v i c e s - I S A c c o u n t s 52 3 , 9 0 8 52 3 , 9 0 8 52 3 , 9 0 8 523,908 523,908 C0 0 0 3 C o m p u t e r E q u i p m e n t R e p l a c e m e n t P r o g ra m - I S A c c o u n t s 1, 8 2 8 , 7 0 7 1 , 8 2 8 , 7 0 7 1 , 8 2 8 , 7 0 7 1,828,707 1,828,707 40 , 4 4 9 , 8 4 8 3 5 , 0 8 6 , 2 4 3 3 3 , 9 4 2 , 1 3 0 29,167,829 34,350,922 He a l t h C0 7 3 7 Ar c a d i a R e v e r s e O s m o s i s (RO ) R e c o v e r y 49 3 , 5 0 0 - - - - C0 6 9 4 A r c a d i a R e v e r s e O s m o s i s M e m b r a n e R e p l a c e m e n t - - - - 1,250,000 C0 7 4 1 Ar c a d i a V a p o r P h a s e G r a n u l a r A c t i v a t e d C a r b o n S y s t e m 35 , 0 0 0 47 5 , 0 0 0 - - - C0 7 4 4 Ca r d i a c M o n i t o r s R e p l a c e m e n t 51 0 , 0 0 0 - - - - C0 6 8 2 Ci v i c C e n t e r M u l t i p u r p o s e S p o r t s F i e l d 7, 5 5 0 , 0 0 0 - - - C0 4 6 2 P e r m e a b l e A l l e y s 10 0 , 0 0 0 10 0 , 0 0 0 10 0 , 0 0 0 100,000 100,000 C0 7 3 4 Vo l l e y b a l l C o u r t s a n d L i g h t s - 98 , 0 0 0 - -- 8, 6 8 8 , 5 0 0 6 7 3 , 0 0 0 1 0 0 , 0 0 0 100,000 1,350,000 Pl a c e a n d P l a n e t C0 7 3 8 7 t h S t r e e t F e n c i n g U p g ra d e 49 5 , 0 0 0 - - - - C0 6 8 9 A c c e s s i b l e W a l k w a y - - 3 0 0 , 0 0 0 - - C0 7 4 0 Ad m i n i s t r a t i o n B u i l d i n g U p g ra d e s 80 , 0 0 0 20 0 , 0 0 0 3, 8 9 6 , 3 2 5 - - C0 4 7 1 A i r f i e l d P a v e m e n t M a i n t e n a n c e 35 0 , 0 0 0 35 0 , 0 0 0 35 0 , 0 0 0 350,000 350,000 C0 4 6 9 A i r p o r t B u i l d i n g / F a c i l i t i e s R e f u r b i s h m e n t s 2, 5 0 0 , 0 0 0 2, 0 0 0 , 0 0 0 5, 0 0 0 , 0 0 0 4,000,000 2,000,000 Pr o j e c t Nu m b e r Pr o j e c t T i t l e BU D G E T BUDGET PLAN 151 FY   2 0 1 8 ‐ 1 9   t h r o u g h   F Y   2 0 2 2 ‐ 2 3   C a p i t a l   I m p r o v e m e n t   P r o g r a m   B u d g e t   b y   F r a m e w o r k   O u t c o m e FY 2 0 1 8 - 1 9 F Y 2 0 1 9 - 2 0 FY 2 0 2 0 - 2 1 F Y 2 0 2 1 - 2 2 F Y 2 0 2 2 - 2 3 Pr o j e c t Nu m b e r Pr o j e c t T i t l e BU D G E T BUDGET PLAN Pl a c e a n d P l a n e t - C O N T I N U E D C0 4 7 0 A i r p o r t P a r k i n g L o t M a i n t e n a n c e 20 0 , 0 0 0 20 0 , 0 0 0 20 0 , 0 0 0 200,000 200,000 C0 7 3 6 Ai r p o r t R u n w a y R e p u r p o s i n g 3, 4 4 3 , 1 4 0 - - - - C0 5 6 1 A i r p o r t S i d e w a l k , S t r e e t a n d S l o p e I m p r o v e m e n t s 1, 0 0 0 , 0 0 0 1, 6 0 9 , 3 7 4 2, 3 0 7 , 9 5 8 2,396,726 2,485,493 C0 4 6 1 Al l e y R e n e w a l P r o g ra m 20 0 , 0 0 0 20 0 , 0 0 0 20 0 , 0 0 0 200,000 200,000 C0 4 6 0 An n u a l P a v i n g a n d S i d e w a l k R e p a i r P r o g ra m 3, 0 0 0 , 0 0 0 3, 0 0 0 , 0 0 0 2, 3 7 5 , 0 0 0 2,375,000 2,400,000 C0 7 4 2 BB B T e n a n t I m p r o v e m e n t s 58 7 , 3 6 3 - - - - C0 4 6 6 B e a c h P a r k i n g L o t I m p r o v e m e n t s - 5 4 0 , 0 0 0 35 0 , 0 0 0 371,000 382,000 C0 7 4 5 Ci t y H a l l T h i r d F l o o r B u i l d i n g S y s t e m I m p r o v e m e n t s 1, 8 4 0 , 0 0 0 - - - - C0 4 5 5 Ci t y W i - F i R e p l a c e m e n t P r o g ra m 21 8 , 0 0 0 21 8 , 0 0 0 21 8 , 0 0 0 218,000 218,000 C0 5 4 1 C i t y Y a r d s M o d e r n i z a t i o n * (al t e r n a t i v e f i n a n c i n g f o r $ 6 4 m ) 38 , 3 0 0 , 0 0 0 - 6 4 , 0 0 0 , 0 0 0 - - C0 7 4 6 Ci t y / U S G S M o n i t o r i n g W e l l & N u m e r i c a l F l o w M o d e l - G B S 1, 8 0 0 , 0 0 0 - - - - C0 4 5 8 Ci t y w i d e F a c i l i t i e s R e n e w a l P r o g ra m 1, 0 0 0 , 0 0 0 2, 0 0 0 , 0 0 0 1, 5 0 0 , 0 0 0 1,500,000 1,500,000 C0 5 0 6 Cl o v e r P a r k R e s t r o o m s R e p l a c e m e n t 72 2 , 2 0 0 - - - - C0 4 6 4 Cr o s s w a l k R e n e w a l P r o g ra m 10 0 , 0 0 0 10 0 , 0 0 0 10 0 , 0 0 0 100,000 100,000 C0 7 4 9 EV A c t i o n P l a n I m p l e m e n t a t i o n - E V C h a r g in g 1, 1 4 3 , 2 0 0 9 9 0 , 0 0 0 9 9 4 , 1 0 0 - - C0 4 8 3 F a c i l i t i e s U p g ra d e s & R e n o v a t i o n s 3, 0 8 2 , 3 2 0 1, 7 0 4 , 6 9 9 1, 3 8 8 , 0 5 0 1,500,402 1,457,783 C0 7 5 0 Fi r e T r a i n i n g F a c i l i t y T e n a n t I m p r o v e m e n t s * (bo n d f i n a n c i n g) 2, 1 9 3 , 9 0 0 - - - - C0 4 6 8 F u t u r e A i r p o r t R e c o n f i g ur a t i o n 10 5 , 0 0 0 10 5 , 0 0 0 10 5 , 0 0 0 105,000 105,000 C0 6 1 4 G r o u n d w a t e r S u s t a i n a b i l i t y P l a n (GS P ) 30 0 , 0 0 0 10 0 , 0 0 0 10 0 , 0 0 0 100,000 C0 4 5 7 H y p e r i o n C a p i t a l P a y m e n t 4, 5 1 8 , 3 0 0 3, 4 4 5 , 6 0 0 1, 9 7 2 , 2 0 0 1,118,000 4,500,000 C0 4 7 7 I T S / I T P r o g ra m 1, 6 8 9 , 0 7 8 7 , 4 0 4 , 2 5 5 7 , 1 5 0 , 6 5 5 9 2 4 , 0 3 4 920,288 C0 7 5 2 Li b r a r y F a c i l i t i e s M a s t e r P l a n 35 0 , 0 0 0 28 1 , 0 0 0 - - - C0 4 8 9 Ma i n t e n a n c e f o r P a r k i n g S t r u c t u r e s a n d L o t s 35 0 , 0 0 0 35 0 , 0 0 0 35 0 , 0 0 0 350,000 350,000 C0 7 0 6 Me m o r i a l P a r k E x p a n s i o n D e s i g n- 1 , 0 3 2 , 9 0 0 2, 7 0 0 , 0 0 0 - - C0 7 5 3 Me t h a n e D e t e c t i o n S y s t e m U p g ra d e s 84 4 , 2 8 3 - - - - C0 4 8 8 M o s s A v e n u e P u m p i n g S t a t i o n 52 5 , 0 0 0 79 2 , 9 4 0 22 9 , 6 0 0 100,000 100,000 C0 4 8 7 N o n - P o t a b l e W a t e r M a i n E x p a n s i o n 60 0 , 0 0 0 61 8 , 0 0 0 63 7 , 0 0 0 656,000 675,000 C0 6 1 0 N o r t h B e a c h T r a i l I m p r o v e m e n t s 12 , 0 0 0 , 9 0 0 - 1 , 1 3 3 , 0 0 2 - - C0 4 5 3 Pe r c e n t f o r A r t - P u b l i c A r t P r o j ec t s 72 3 , 0 9 9 20 , 8 2 5 - - - C0 7 5 9 Pi e r A c c e s s i b i l i t y U p g ra d e s 39 1 , 0 0 0 - - - - C0 6 7 2 Pi e r a n d B e a c h B i k e P a t h C o n n e c t i o n - M e a s u r e M 10 5 , 0 0 0 - 1 , 3 4 9 , 5 9 3 - - C0 5 2 7 P i e r B r i d g e R e p l a c e m e n t P r o j ec t (Hi g hw a y B r i d g e P r o g ra m ) - - 1 6 , 9 1 0 , 0 0 0 - - C0 6 7 5 P i e r D e c k U p g ra d e - A r e a 2 - 2 , 5 5 7 , 0 0 0 - - - C0 6 7 4 P i e r R a i l i n g & L i g ht P o l e R e p l a c e m e n t P r o g ra m - - 5 2 0 , 0 0 0 - - C0 7 1 9 P i e r S u b s t r u c t u r e R e t r o f i t - W e s t E n d - 3 , 8 3 5 , 0 0 0 - - - C0 7 2 4 Pr o p u l s i o n I n f r a s t r u c t u r e F e a s i b i l i t y 25 0 , 0 0 0 50 0 , 0 0 0 - - - 152 FY   2 0 1 8 ‐ 1 9   t h r o u g h   F Y   2 0 2 2 ‐ 2 3   C a p i t a l   I m p r o v e m e n t   P r o g r a m   B u d g e t   b y   F r a m e w o r k   O u t c o m e FY 2 0 1 8 - 1 9 F Y 2 0 1 9 - 2 0 FY 2 0 2 0 - 2 1 F Y 2 0 2 1 - 2 2 F Y 2 0 2 2 - 2 3 Pr o j e c t Nu m b e r Pr o j e c t T i t l e BU D G E T BUDGET PLAN Pl a c e a n d P l a n e t - C O N T I N U E D C0 6 6 7 P u b l i c A r t C o n s e r v a t i o n & M a i n t e n a n c e 10 0 , 0 0 0 12 5 , 0 0 0 15 0 , 0 0 0 175,000 200,000 C0 7 2 5 Pu b l i c S a f e t y F a c i l i t y T e n a n t I m p r o v e m e n t s 67 , 1 0 0 - - - - C0 7 2 6 Re d r i l l S a n t a M o n i c a W e l l # 3 1, 4 5 0 , 0 0 0 - - - - C0 4 5 4 R e f u s e & R e c y c l i n g C o n t a i n e r R e p l a c e m e n t P r o g ra m 89 5 , 0 0 0 92 2 , 0 0 0 95 0 , 0 0 0 979,000 1,008,000 C0 7 2 7 Re p l a c e m e n t P S F S e c u r i t y S y s t e m 1, 0 0 0 , 0 0 0 - - - C0 7 2 8 Re p u r p o s i n g o f P a l i s a d e s P a r k P e t a n q u e C o u r t s 34 8 , 7 7 4 - - - - C0 6 7 1 S a n t a M o n i c a E x p o a n d L o c a l i z e d T r a v e l P l a n n i n g A s s i s t a n c e - M e t r o 2 0 1 5 12 5 , 6 8 1 - - - - C0 5 0 5 S C A D A I m p r o v e m e n t s 85 , 3 3 9 - - - - C0 7 3 2 St r e e t L i g ht i n g I m p r o v e m e n t s 24 6 , 7 0 0 - - - - C0 4 5 9 St r e e t L i g ht i n g M o d e r n i z a t i o n P r o g ra m 2, 0 0 0 , 0 0 0 2 , 0 0 0 , 0 0 0 2 , 0 0 0 , 0 0 0 2 , 0 0 0 , 0 0 0 2,000,000 C0 6 9 5 S u s t a i n a b l e W a t e r I n f r a s t r u c t u r e P r o j ec t 34 , 4 5 0 , 4 8 4 2 6 , 9 4 2 , 9 5 2 - - - C0 7 3 3 Su s t a i n a b l e W a t e r I n f r a s t r u c t u r e P r o j ec t I n j ec t i o n W e l l 1, 5 0 0 , 0 0 0 - - - - C0 4 6 7 S w i m F a c i l i t i e s P l a n n e d M a i n t e n a n c e 16 5 , 0 0 0 16 5 , 0 0 0 16 5 , 0 0 0 165,000 165,000 C0 4 6 5 U r b a n F o r e s t R e n e w a l 45 0 , 0 0 0 45 0 , 0 0 0 45 0 , 0 0 0 450,000 450,000 C0 6 1 3 U r b a n W a t e r M a n a g em e n t P l a n - 70 , 0 0 0 - - - C0 4 8 6 W a s t e w a t e r M a i n R e p l a c e m e n t 3, 0 0 0 , 0 0 0 3 , 0 0 0 , 0 0 0 3, 0 0 0 , 0 0 0 3,000,000 3,000,000 C0 7 3 5 Wa t e r F a c i l i t y C o n t r o l l e r a n d H a r d w a r e U p g ra d e s 25 0 , 0 0 0 50 , 0 0 0 50 , 0 0 0 - - C0 4 8 5 W a t e r M a i n I m p r o v e m e n t s - C i t y F o r c e s 25 0 , 0 0 0 25 0 , 0 0 0 25 0 , 0 0 0 250,000 250,000 C0 4 8 4 W a t e r M a i n R e p l a c e m e n t 4, 1 0 0 , 0 0 0 4 , 1 0 0 , 0 0 0 4 , 1 0 0 , 0 0 0 4 , 1 0 0 , 0 0 0 4,100,000 C0 5 0 1 W a t e r R e s o u r c e s T e n a n t I m p r o v e m e n t s 77 1 , 9 4 5 5, 4 9 8 , 0 1 2 - - - 13 6 , 2 6 2 , 8 0 6 7 7 , 7 2 7 , 5 5 7 1 2 7 , 4 5 1 , 4 8 3 27,683,162 29,116,564 Sa f e t y C0 6 6 2 1 7 t h S t r e e t / S M C / E x p o B i k e P a t h C o n n e c t i o n - 5 , 4 6 5 , 6 7 0 - - - C0 6 2 2 4 t h S t r e e t E n h a n c e m e n t s - E x p o L i n k a g es - A T P P h a s e 2 1, 3 3 2 , 7 0 0 - - - - C0 7 3 9 A c t i v e A g in g P i l o t P r o g ra m - S a f e R o u t e s f o r S e n i o r s 50 0 , 0 0 0 - - - - C0 6 4 5 B e r g am o t S t a t i o n C o n n e c t i v i t y I m p r o v e m e n t s - P r o p C 20 8 , 0 9 3 - - - - C0 7 4 8 Ea r t h q u a k e F a c i l i t y E x p o s u r e A s s e s s m e n t 25 0 , 0 0 0 - - C0 4 5 6 Fi r e A p p a r a t u s R e p l a c e m e n t 75 0 , 0 0 0 79 5 , 0 0 0 800,000 975,000 C0 5 7 3 L i n c o l n N e i g hb o r h o o d C o r r i d o r P l a n - S t r e e t s c a p e P h a s e 1 - 2 , 5 0 0 , 0 0 0 - - - C0 7 5 4 Oc e a n A v e n u e P r o t e c t e d B i k e w a y D e s i g n- 5 5 0 , 0 0 0 - - - C0 7 5 5 Oc e a n A v e n u e S a f e t y A s s e s s m e n t / P r e l i m i n a r y D e s i g n- M e a s u r e R - 2 6 5 , 0 0 0 - - - C0 7 5 6 Pe a r l S t r e e t P r e l i m i n a r y D e s i g n- T I F - 2 5 5 , 0 0 0 - - - C0 6 4 9 P e d e s t r i a n I m p r o v e m e n t s a t F o u r S c h o o l s - M e a s u r e 94 5 , 0 0 0 - - - - C0 7 5 7 Pi c o B l v d a n d S a n t a M o n i c a C o l l e g e P e d e s t r i a n S a f e t y I m p r o v e m e n t s 1, 2 5 3 , 0 0 0 - - - - C0 7 5 8 Pi c o B o u l e v a r d S a f e t y a n d C r o s s i n g P l a n - T I F 30 0 , 0 0 0 - - - - C0 6 1 5 P i e r B e l o w D e c k F i r e S p r i n k l e r 86 5 , 0 0 0 89 5 , 0 0 0 93 5 , 0 0 0 985,000 - 153 FY   2 0 1 8 ‐ 1 9   t h r o u g h   F Y   2 0 2 2 ‐ 2 3   C a p i t a l   I m p r o v e m e n t   P r o g r a m   B u d g e t   b y   F r a m e w o r k   O u t c o m e FY 2 0 1 8 - 1 9 F Y 2 0 1 9 - 2 0 FY 2 0 2 0 - 2 1 F Y 2 0 2 1 - 2 2 F Y 2 0 2 2 - 2 3 Pr o j e c t Nu m b e r Pr o j e c t T i t l e BU D G E T BUDGET PLAN Sa f e t y - C O N T I N U E D C0 7 2 2 Pi e r B o l l a r d P r o j ec t 25 0 , 0 0 0 - - - - C0 7 2 3 Pi e r E m e r g en c y E v a c u a t i o n P u b l i c A d d r e s s S y s t e m . 24 5 , 0 0 0 7 5 5 , 0 0 0 - - - C0 7 2 9 Re s t r o o m S a f e t y I m p r o v e m e n t s a t G a n d a r a , M e m o r i a l & R e e d P a r k s 28 4 , 4 0 0 - - - - C0 7 3 0 Sa f e R o u t e s t o S c h o o l - P e d e s t r i a n I m p r o v e m e n t s a t S i x S c h o o l s 1, 5 5 8 , 2 1 2 35 7 , 7 8 8 - - - C0 7 6 0 Vi s i o n Z e r o a n d M o b i l i t y P r o j ec t D e l i v e r y - T I F 95 0 , 0 0 0 6 5 0 , 0 0 0 - -- 9, 6 9 1 , 4 0 5 1 1 , 6 9 3 , 4 5 8 1 , 7 3 0 , 0 0 0 1,785,000 975,000 TO T A L C I P B U D G E T B Y F R A M E W R O K O U T C O M E 1 9 5 , 2 9 3 , 0 5 9 1 2 5 , 1 8 0 , 2 5 7 1 6 3 , 2 2 3 , 6 1 3 58,735,991 65,792,486 Le s s I n t e r n a l S e r v i c e T r a n s f e r s (9 , 0 2 5 , 3 4 7 ) ( 9 , 8 1 2 , 0 2 2 ) ( 9 , 8 4 2 , 9 0 7 ) (10,105,067) (10,387,583) NE T G R A N D T O T A L C I P B U D G E T A L L F U N D S 1 8 6 , 2 6 7 , 7 1 2 $ 1 1 5 , 3 6 8 , 2 3 6 $ 1 5 3 , 3 8 0 , 7 0 6 $ 48,630,924 $ 55,404,903 $ 154 Un f u n d e d   P r o j e c t s Pr o j e c t s   w i l l   b e   c o n s i d e r e d   i n   f u t u r e   f u n d i n g   c y c l e s . FY 2 0 1 8 - 1 9 F Y 2 0 1 9 - 2 0 F Y 2 0 2 0 - 2 1 F Y 2 0 2 1 - 2 2 F Y 2 0 2 2 - 2 3 Da t a M a n a g e m e n t S y s t e m f o r H u m a n S e r v i c e s P r o g r a m s - B u d g e t E n h a n c e m e n t 15 0 , 0 0 0 - - - - Fo r d F - 1 5 0 T r u c k s 11 2 , 1 7 6 13 , 3 0 0 13 , 7 6 6 14,247 14,746 In t e g r a t e d L i b r a r y S y s t e m ( I L S ) - 2 1 0 , 0 0 0 - - - Li n c o l n N e i g h b o r h o o d C o r r i d o r P l a n - S t r e e t s c a p e P h a s e 2 - 2 , 8 5 0 , 0 0 0 - - - Ra p i d R e s p o n s e E q u i p m e n t V e h i c l e 31 5 , 0 0 0 28 , 9 7 6 29 , 9 9 0 31,039 32,126 Ta c t i c a l E q u i p m e n t R e s p o n s e V e h i c l e 31 5 , 0 0 0 28 , 9 7 6 29 , 9 9 0 31,039 32,126 Wa s h i n g t o n A v e n u e N e i g h b o r h o o d G r e e n w a y P r e l i m i n a r y D e s i g n 22 5 , 0 0 0 - - - - Ai r p o r t P a r k E x p a n s i o n - 39 , 3 4 8 , 0 9 1 - -- 1, 1 1 7 , 1 7 6 4 2 , 4 7 9 , 3 4 3 7 3 , 7 4 6 76,325 78,998 Pr o j e c t T i t l e ES T I M A T E D P R O J E C T C O S T S 155 ® ATTACHMENT K Typical Annual Allocations 4th of July Parade ‐ Ocean Park Association & City expenses 7,895       22,000     10,000     5,000       Beautify Earth 19,000     22,000     10,000     ‐           Bergamot Station's City Garage 10,000     10,000     ‐           ‐           Business Improvement Districts 24,000     21,000     21,000     21,000     Climate Action Santa Monica 30,000     15,000     5,000       ‐           Grades for Green 30,000     25,000     20,000     20,000     Santa Monica Arts Parents Association ‐ SAMOHI Orchestra ‐           30,000     24,000     30,000     Santa Monica Science Magnet 7,500       7,500       7,500       ‐           Scholarship ‐ David B. Finkel Social Justice Scholarship 7,500       10,000     10,000     ‐           Westside Ballet of Santa Monica 10,000     10,000     5,000       5,000       145,895   172,500   112,500  81,000     One‐Time Allocations (through May 8, 2018) 18th Street Arts Center ‐           ‐           30,000     ‐           AYSO Santa Monica Division ‐ Travel to Japan (Sister City)‐           ‐           15,000     ‐           Church in Ocean Park ‐ Youth Creating Change ‐           ‐           10,000     ‐           Community Career Development ‐ Hospitality Training Academy ‐           ‐           ‐           92,688     Community Corporation of SM ‐ Net Zero Energy Upgrade ‐           50,000     ‐           ‐           HOUSE (Affordable Housing) Program ‐           100,000   ‐           ‐           Houston Relief Effort 10,000     ‐           ‐           ‐           Mt. Olive & Bruin Shelter for Homeless UCLA & SMC Students ‐           10,000     ‐           ‐           NAACP Santa Monica/Venice Chapter 6,000       ‐           ‐           ‐           Pico Youth and Family Center Payment ‐           ‐           ‐           190,000   Red Cross ‐           1,300       ‐           ‐           Rent Control Board Unit Removal Study ‐           80,000     ‐           ‐           Safe Routes to School ‐           ‐           ‐           67,771     Santa Monica Arts Foundation ‐ LA Theater Center tickets for SAMOHI 7,500       ‐           ‐           ‐           Santa Monica College Foundation ‐ DACA Support 25,000     ‐           ‐           ‐           Santa Monica Sister City Foundation ‐ Youth Travel to Sister Cities ‐           ‐           15,000     ‐           Santa Monica United Soccer Club 5,600       ‐           ‐           ‐           Santa Monica Young Musicians 20,000     ‐           ‐           ‐           Scholarship ‐ Bob Holbrook 20,000     ‐           ‐           ‐           SOULstice Festival 14,000     ‐           ‐           4,000       Venice Japanese American Monument ‐           5,000       ‐           ‐           Virginia Avenue Project ‐           ‐           ‐           15,000     Youth Services Set‐Aside ‐          ‐           50,000    ‐           108,100   246,300   120,000   369,459   TOTAL ALLOCATIONS 253,995   418,800   232,500   450,459   FY 2017‐18 Undesignated Council Discretionary Funds 371,223   FY 2018‐19 Council Discretionary Fund Budget 385,020   Council Discretionary Funds Available 756,243   Council Discretionary Funds FY 2017‐18 FY 2016‐17 FY 2015‐16 FY 2014‐15 1 Vernice Hankins From:Council Mailbox Sent:Friday, May 18, 2018 1:32 PM To:Gleam Davis Cc:councilmtgitems Subject:FW: council meeting 5/22/18 item 4A Budget From: jim gerstley [mailto:jimggers@yahoo.com]   Sent: Wednesday, May 16, 2018 1:50 AM  To: Ted Winterer <Ted.Winterer@SMGOV.NET>; Councilmember Kevin McKeown <Kevin.McKeown@SMGOV.NET>;  Pam OConnor <Pam.OConnor@SMGOV.NET>; Terry O’Day <Terry.Oday@smgov.net>; Tony Vazquez  <Tony.Vazquez@SMGOV.NET>; Sue Himmelrich <suehimmelrich@gmail.com>; Council Mailbox  <Council.Mailbox@SMGOV.NET>  Subject: council meeting 5/22/18 item 4A Budget  I interpret the 50% increase in this year's budget to mean that the budget is out of control. Are we going to see another 50% increase in a couple of years? Is this an excuse for further commercial development in Santa Monica? The compensation study showed a large portion of our higher paid employees make more than the average for equivalent cities. This is a problem not only for active employees but for when they retire. Now we've hired a new Chief of Police. Undoubtedly at the same or higher already excessive wages for a city of around 90,000. And in 5 years that will be an additional high drain on the city's resources. Plus now she's recommending more police officers. What in the budget will be cut to pay for them? At what point do we use the compensation study to bring compensations at all levels more into line with similar cities used in the study? The city needs to learn to live within its budget. How do we do that? I would think that we should be able to afford a great city for half a billion dollars a year; even more so now that the budget is increased to 50% more. A budget exceeding $8000 per resident seems very high. I am concerned about the direction the city is going in, and the continued preferential treatment of developers over residents. Thanks Jim Gerstley 90403 Item 4-A 05/22/18 1 of 5 Item 4-A 05/22/18 Item 4-A 05/22/18 2 of 5 Item 4-A 05/22/18 Item 4-A 05/22/18 3 of 5 Item 4-A 05/22/18 1 Vernice Hankins From:Amy Aukstikalnis <amyauk@gmail.com> Sent:Tuesday, May 22, 2018 12:07 PM To:Gleam Davis; Kevin McKeown Fwd; Pam OConnor; Sue Himmelrich; Ted Winterer; Terry O’Day; Tony Vazquez; councilmtgitems Cc:David Martin Subject:5/22/18 City Council Meeting Agenda Item 4a - Proposed Change to Fees/Project Valuation Calculations for Garage to ADU Conversion Projects May 22, 2018  RE: Proposed Change to Plan Check/Permit Fee and Project Valuation calculations for Single Family Home Remodels with Garage to ADU Conversions for Consideration Under City Council Agenda Item 4a, 5/22/18 Meeting.   Dear City Council,  I have a request –   When you evaluate revisions to City fees under agenda item 4a at tonight’s city council meeting, I would ask that you consider making modifications so that the square footage for new ADUs generated by garage conversions not be counted in the project valuation or fee calculations, to incentivize the production of these units and make it more affordable/feasible for homeowners to convert an existing garage to a 2nd unit when doing a modest remodel or renovation.  What you may not be aware of is that currently, the ADU sq. footage is included along with the square footage of any remodeled/added area in the main house when determining the project valuation and fees. Because of this, for smaller older homes in need of updating, adding a garage conversion/ADU to a small remodel/addition project,[1] will easily tip the project valuation over 50% of existing structures, triggers substantially higher costs and fees under the current zoning code, and, in many cases, making the project financially infeasible.[2] In this way, the current fee and project valuation structure is deterring instead of encouraging these types of projects.   Excluding the ADU sq. footage from the fees and project valuation would be consistent with the recent change made by Council to not include the ADU square footage in lot coverage calculations.   This would also be consistent with the city’s current policy of waiving or modifying fees for certain projects it seeks to encourage. For example, the city currently waives fees for Large Family Day Care Centers, Child Care Centers, Landmark Designation and Structures, Non-Profits; and, the installation of electric charging equipment and solar photovoltaics.   In closing, if the City is interested in encouraging the creation of this type of affordable housing, then it also important for the City to create the right incentive structure and make it affordable for homeowners to do so.   Item 4-A 05/22/18 4 of 5 Item 4-A 05/22/18 2 Thank you for your consideration of this proposal.   Best,  Amy Aukstikalnis  2717 Washington Avenue  [1] Even if the proposed remodel/addition to the main house is less than 50% of the existing square footage or < 500 sq. feet.    [2] This could also be easily triggered if the homeowners seeks to replace the lost garage parking with a new garage and/or add space  to the existing garage to create a larger, more livable, ADU, without any modifications to the existing home.  Most older character  homes in our city have very small existing garages (< 300 sq. ft. of interior space), requiring the addition of space to the original  garage for a bathroom, storage and/or a bedroom when creating the 2nd unit.   Item 4-A 05/22/18 5 of 5 Item 4-A 05/22/18