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Council Meeting: January 27,2004
JAN 2 7 2004
Santa Monica, California
TO:
Mayor and City Council
FROM:
City Staff
SUBJECT:
Recommendation to Conduct FY2003-04 Mid-Term Budget Review;
Approve Associated Budget Changes; Adopt a Resolution Establishing
Various Classifications and Salary Rates, Review FY2003-04 Progress on
Community Priorities; Receive Public Comment and Provide Staff with
Direction Regarding Budget Preparation, Including Community
Development Block Grant and Home Investment Partnership Act (HOME)
Programs and Planning and Community Development Work Priorities
Introduction
This report provides a status update of the FY2003-04 budget and work plan and
recommends necessary budget and personnel changes.
Council is also requested to receive public input and provide staff with policy direction
regarding. budget development for FY2004-05 and planning for FY2005-06, including
receiving input and providing direction on the Community Development Block Grant and
Home Investment Partnership Act (HOME) programs and Planning and Community
Development Department priorities.
Mid-Term BudQet Review
Financial Review - The City has made a substantial reduction in the gap between ongoing
revenues and ongoing expenditures for the next five years due to 1) actions taken by
Council to reduce expenditures and increase revenues in the FY2003-04 budget and, 2)
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JAN 2 7 2004
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updated projections of revenue and expenditures based on the most recent trend
information.
While, smaller, a gap still exists. For FY2004-05 there remains a funding gap of $4.0
million that increases to $5.6 million in FY2005-06 if no corrective measures are taken. As
the FY2004-05 Proposed Budget and FY2005-06 Financial Plan are developed, staff will
review options for closing the ongoing divergence. One action by Council at this time,
described below, can further reduce the funding gap.
The FY2002-03 fiscal year closed with the 10% operating fund balance set-aside of $16.7
million. Also, the availability of an additional $5.7 million in one-time funds offers an
opportunity to fund a critical capital improvement - Pier Structural Rehabilitation and
Repair - without a commensurate decrease in programs and services. Total project costs
are estimated at over $6.0 million; although this number will be refined over the next few
months based on the work awarded tonight to Moffatt and Nichol. The application of one-
time funds to a finite and discrete project will eliminate the need for ongoing revenues to
pay for this multi-year expense, as originally forecast. As a result, the FY2004-05 funding
gap will be lowered to $2.1 million and the FY2005/06 funding gap will be lowered to $3.8
million.
Revenues for FY2003-04 reflect a net increase of $3.4 million ($1.5 million one-time, $1.9
million ongoing). One time funds include Vehicle License Fee (VLF) "Backfill" revenues
that were not budgeted by the City for FY2003-04, but have been received in the amount of
2
$539,853 by the City. Due the uncertain status of the VLF Backfill at the State level, no
VLF Backfill beyond what has been received to date is included in the projections. Other
one-time monies identified in FY2003-04 are Transient Occupancy Tax audit recoveries of
$525,000 and Sales Tax collection anomalies of $400,000.
Of the $1.9 ongoing revenue increases identified, approximately $900,000 is required to
fund increases identified as necessary for the remainder of FY2003-04. Changes to
revenues are described in Exhibit A.
General Fund expenditure changes include: one-half year funding for 3.0 FTE code
enforcement positions and their associated supply/expenses costs in Planning &
Community Development approved by Council (11/25/03). In addition, $5.7 million is
recommended to fund the Pier project. Other General Fund expenditures include funding
for purchasing two additional years of PERS credit associated with certain staff reductions
approved by Council (8/12/03), destination promotion by the Convention & Visitor's Bureau,
special project funding for the Fire Department and special park project funding for
Community & Cultural Services.
Proposed expenditure changes are described in more detail in Exhibit A.
General Fund Overview - The General Fund status at Mid-Term is detailed in the table
shown on the next page:
3
FY2003-04
MID-TERM BUDGET
GENERAL FUND CHANGES
(in millions)
Year-End &
Other
Adopted Post -Adoption Revised Proposed
Budget Revisions Budget Midterm
as of 7/1/03 - as of Budget Revised
7/1/03 12/31/03 12/31/03 Changes Budget
Beginning Fund Balance 16.7 5.7 22.4 0.0 22.4
Revenues 170.8 0.7 171.5 3.4 174.9
Expenditures (174.7) (0.8) (175.5) (6.6) (182.1)
Balance Sheet Transfers 4.3 0.0 4.3 0.0 4.3
Ending Fund Balance 17.1 5.6 22.7 (3.2) 19.5 *
*Includes 10% operating reserve
Personnel Actions -Included at Exhibit B 1 is a resolution establishing new classifications
and adopting salary rates for various positions. These changes result from an analysis of
similar positions in comparable cities and internal equity factors. The cost of the changes
will be absorbed in the existing budget.
At Exhibit B2 is a listing of position changes and classifications that have been reviewed
and approved by the City Manager and the Director of Human Resources and require
approval by Council in order to be incorporated into the FY2003-04 City budget.
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fill and the vehicle license fee itself is far from assured. The Governor's action to preserve
the back-fill may be challenged legally and a ballot initiative may eliminate the VLF
altogether.
As happened in the early 1990's, the Governor's proposed budget diverts local property tax
revenue away from cities and counties in order to meet the State's Prop 98 statutory
responsibility to fund public education. At a minimum, the City of Santa Monica will lose
three-quarter million dollars in property tax reduction to the General Fund and $1.6 million
to the Redevelopment Agency for that purpose. Ironically, while the State is shifting
revenue away from the City to benefit schools, there is also a local attempt to mandate by
initiative that City revenue in excess of the current ongoing $3 million commitment be
provided to SMMUSD.
Successive City Councils have observed fiscal policies that provide an essential safety
valve in times of disaster and that preserve financial flexibility for times of fiscal stress.
Budget reductions for FY2004-05 are a certainty and will likely continue into FY2005-06
and beyond. Absent additional State take-backs and/or passage of the local initiative, the
reductions required, while substantial, should be less than those that balanced the current
fiscal year. Pursuant to Council Direction in December 2003, staff is pursuing discussions
regarding a long-term joint use agreement with the School District as well as potential
property transactions that might benefit the community. For the former to occur at ongoing
funding levels above those currently provided, new revenue streams must be achieved.
6
It will assist staff in developing the budget to hear from Council and the community this
evening.
CDBG/HOME Program - As part of the FY2003-04 budget process, funding for the
Community Development Program (social service grants) was recommended for a period
of three years dependent on appropriations in each of the two subsequent fiscal years.
While cuts to the General Fund portion of the CD Program are anticipated, the City has not
been notified of any anticipated reductions to the CDBG or HOME federal funding. Second
year funding for grantees may be recommended in the FY2004-05 Budget for agencies
that continue to meet the performance targets and work plans set out in their grantee
agreements. Public input on year two of the grant program, including use of the City's
CDBG and HOME funds, will assist in preparation of an action plan for this year as
required by the U.S. Department of Housing and Urban Development.
Planning and Community Development Priorities - An update of workload priorities for
the Planning and Community Development Department for FY2003/04 is described in
Exhibit D. No change in the priorities is recommended at this time.
Recommendations
It is recommended that
1) City Council approve the budget changes detailed in Exhibit A and position and
classification changes detailed in Exhibit B2 and,
2) City Council adopt a Resolution establishing various classifications and salary
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rates for various positions (Exhibit B1).
3) City Council receive the FY2003-04 Community Priorities Update
4) Council take public input on the community budget priorities for FY2004-05 and
FY2005-06 including Community Development Block Grant and Home
Investment Partnership Act (HOME) programs and Planning & Community
Development Department work priorities.
5) Council provide direction to staff regarding budget preparation.
Prepared By: Steve Stark, Director of Finance
Janet Shelton, Budget Manager
David Carr, Acting City Treasurer/Revenue Manager
Kathy Chang, Principal Budget Analyst
Annette Morales, Senior Budget Analyst
Prema Krishnan, Senior Budget Analyst
Karen Bancroft, Director of Human Resources
EXHIBITS
A:
B1 :
Proposed Changes to FY2003-04 Revenue and Expenditure Budgets
Resolution Establishing New Classifications and Adopting ~Iary Rates for Certain
Positions GtE~ Al>OPT[j) {2..e50l..iJ1"ID"/ :# rJeQ3((!f;~
Position and Classification Changes
Community Priorities Update
Planning & Community Development Department Work Priorities
B2:
C
D:
8
EXHIBIT A
PROPOSED CHANGES TO FY2003-04
REVENUE AND EXPENDITURE BUDGET
BudQet
Fund Departmentl Division Adiustment Reason
REVENUES
General Finance/ Treasury $ (371,000) Primarily reflects lower Utility User
Tax receipts from electricity service
reflecting an earlier than
anticipated implementation of a
Southern California Edison (SCE)
rate decrease plus an
unanticipated refund to electric
customers.
General Finance/ Treasury $ 1,100,000 To reflect greater than anticipated
sales tax receipts primarily due to
one-time anomalies and modest
economic growth in the City.
General Finance/ Treasury $ 322,803 To reflect greater than anticipated
property taxes primarily from
unsecured aircraft taxes.
General Finance/ Treasury $ (121,000) To reflect lower than anticipated
business license taxes from the
professional business category,
partially offset by greater than
anticipated taxes from the retail
category.
General Finance/ Treasury $ 1,450,000 To reflect greater than anticipated
Transient Occupancy Taxes due to
higher occupancy and room rental
rates in luxury hotels and one-time
audit recoveries.
General Finance/ Treasury $ 547,600 To reflect more real property
transfer taxes due to reflecting a
greater than anticipated number of
property transfers and a higher
than anticipated average tax per
transaction, primarily due to sales
of large properties (over $3.0
million assessed value).
General Finance/ Treasury $ (299,350) To reflect less than anticipated
interest earnings as interest rates
have not risen as expected.
General Planning and Community $ (550,000) To reflect timing change in the
Development! Transportation purchase and installation of new
Management parking meters and the associated
meter rate increase.
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EXHIBIT A
PROPOSED CHANGES TO FY2003-04
REVENUE AND EXPENDITURE BUDGET
BudQet
Fund Departmentl Division Adiustment Reason
General Planning and Community $ 195,000 To reflect greater than anticipated
Development! Transportation attendant parking revenue from the
Management downtown structures.
General Finance/ Treasury $ 156,000 To reflect greater than anticipated
parking facility taxes.
General Finance/ Treasury $ 1,199,194 To reflect updated impact of State
FY 2003-04 budget reductions.
Revised estimate of vehicle license
fees (VLF) account for $0.9 million
of this increase. City Adopted
Budget assumed a $4.1 million loss
due to the State actions ($3.7
million in vehicle license fees (VLF)
and $.4 million in other revenues).
Due to the VLF backfill being
reinstated in November 2003, the
VLF loss is now projected to be
only $2.9 million (the VLF backfill
was received for several months).
The remainder of the increase
primarily results from an
administrative correction
transferring the loss of Traffic
Congestion Relief funds from the
General Fund to the Gas Tax Fund
($0.3 million).
General Planning and Community $ (163,140) To. reflect less than anticipated plan
Development! City Planning check and zoning application/
variance fees.
General Planning and Community $ (164,600) To reflect delay in implementation
Development! Building & Safety of new special inspection program
(-$300,000), partially offset by
revenues from a new code
enforcement monitoring program.
General Community and Cultural Services/ $ 97,490 To reflect increased participation in
Community Programs the Summer Surf Academy
programs.
General Community and Cultural Services/ $ (10,943) To reflect delayed implementation
Community Programs of snack bar and storage facility
rental program.
EXHIBIT A
PROPOSED CHANGES TO FY2003-04
REVENUE AND EXPENDITURE BUDGET
BudQet
Fund Department! Division Adiustment Reason
Beach Community and Cultural Services/ $ 347,005 To reflect greater than anticipated
Open Space Management beach parking revenues
($162,379) and revenues from
rental of beach parking areas for
special events and filming
($199,947), partially offset by less
encroachment revenue ($15,321).
Citizens Option for Public Police/ Office of Administrative $ 46,024 To reflect actual State funding
Safety Services level.
Civic Auditorium Community and Cultural Services/ $ (200,000) To reflect decreased parking
Civic Auditorium revenues due to courthouse
construction and loss of revenue to
new metered spaces on Olympic
Drive.
Gas Tax Environmental and Public Works $ (302,183) To reflect loss of Traffic Congestion
ManagemenU Administration Relief funding due to State budget
actions.
Information Technology City Manager/ Information Systems $ 13,970 To reflect contributions from
Replacement and General Fund for new computers
Services for proactive code enforcement
program.
EXPENDITURES
General Planning and Community $ 108,309 To appropriate funds for proactive
DevelopmenU Building and Safety code enforcement program,
including the addition of 3.0 FTE
positions.
General Planning and Community $ 10,000 To appropriate funds for a
DevelopmenU Transportation preferential parking study.
Management
General Police/ Animal Control $ 58,352 To appropriate funds for animal
control programs (+$15,927),
voucher redemptions (+$30,144)
and neuter services (+$12,281).
General Fire/ Fire Suppression and Rescue $ 46,124 To appropriate funds for
defribulator equipment at city
facilities.
EXHIBIT A
PROPOSED CHANGES TO FY2003-04
REVENUE AND EXPENDITURE BUDGET
BudQet
Fund Department! Division Adiustment Reason
General Community and Cultural Services/ $ 75,791 To appropriate County Proposition
Open Space Management A grant funds for maintenance of
BIG improvements at Palisades
Park.
General Community and Cultural Services/ $ 79,352 To appropriate funds for recreation
Community Programs software upgrade (+$25,000) and
contract programming (+$54,352).
General Non-Departmental/ Retirement $ 191,190 To appropriate funds for new
positions (+$7,187) and for
additional two-year service credit
benefit with PERS for certain job
classifications (+$184,003).
General Non-Departmental! All Other $ 232,578 To appropriate funds for new
Transactions positions (+$15,538), for additional
two-year service credit benefit with
PERS for certain job classifications
(+$17,040) and additional funding
to the Convention & Visitor's
Bureau for promotional activities
(+$200,000).
General Non-Departmental! Interfund $ 5,666,418 To increase transfer to Pier Fund
Transactions for Pier Structural Rehabilitation
and Repair Capital Improvement
Project.
General General Government Capital $ 13,970 To appropriate funds for new
Improvement! Computer computers for proactive code
Equipment Replacement enforcement program.
General Public Safety Capital Improvement! $ 100,000 To appropriate funds for
Fire Station Improvements improvements at Fire Station 1 and
5.
Beach Community and Cultural Services/ $ 15,911 To appropriate funds for increase
Open Space Management cost of County Lifeguard contract
(+$5,911) and County Proposition
A grant funds for maintenance of
BIG improvements at the Beach
(+$10,000).
Beach Environmental and Public Works $ 24,789 To appropriate County Proposition
Management! Beach Maintenance A grant funds for maintenance of
BIG improvements at the Beach.
EXHIBIT A
PROPOSED CHANGES TO FY2003-04
REVENUE AND EXPENDITURE BUDGET
Fund
Department! Division
Miscellaneous Grants
Recreation and Cultural Capital
Improvement! Joslyn Park
Improvements
Pier
Non-Departmental/ Interfund
Transactions
Pier
Community and Economic $
Development Capital Improvement!
Pier Structural Rehabilitation and
Repair
Gas Tax
Streets, Traffic Control and Parking $
Capital Improvement! Traffic
Congestion Relief
Information Technology
Replacement and
Services
General Government Capital
Improvement! Computer
Equipment Replacement
$
$
$
BudQet
Adiustment
1,267
(5,666,418)
5,666,418
18,065
13,970
Reason
To appropriate additional
Proposition A Grant funding for
improvements at Joslyn Park.
To increase transfer from General
Fund for Pier Structural
Rehabilitation and Repair
Capital Improvement Project.
To appropriate additional funds to
the project in order to move the
project forward to meet critical
needs.
To appropriate interest earnings on
traffic congestion relief funds to
comply with the State Controller's
audit.
To appropriate funds for new
computers for proactive code
enforcement program.
The following appropriation changes result from MOU requirements. All appropriations are financed from each fund's
available fund balance.
Beach Recreation Environmental and Public Works $
Management
Disaster Relief Environmental and Public Works $
Management
Water Environmental and Public Works $
Management
Solid Waste Environmental and Public Works $
Management Management
Pier Police $
Pier Resource Management $
Wastewater Environmental and Public Works $
Management
Civic Auditorium Community and Cultural Services $
Airport Resource Management $
40,470
9,000
106,374
130,489
17,638
23,113
51,905
28,089
20,649
EXHIBIT A
PROPOSED CHANGES TO FY2003-04
REVENUE AND EXPENDITURE BUDGET
BudQet
Fund Department! Division Adiustment Reason
Cemetery Environmental and Public Works $ 20,035
Management
Big Blue Bus Big Blue Bus $ 478,114
Cable Communications City Manager $ 25,943
Vehicle Management Environmental and Public Works $ 14,962
Management
Workers' Compensation City Manager $ 29,873
EXHIBIT B-2
POSITION AND CLASSIFICATION CHANGES
Department Division Delete Add
City Attorney City Attorney 1.0 FTE permanent
Paralegal
City Council City Council 0.60 FTE permanent 0.60 FTE permanent
Staff Assistant III Senior Information
Assistant
City Manager Risk Management 0.50 FTE permanent 1.0 FTE permanent
Staff Assistant II Liability Claims Technician
Community and Community 1.0 FTE permanent 1.0 FTE permanent
Cultural Services Programs Community Services Community Services
Program Supervisor Program Supervisor-
Senior Services
Community and Community 0.5 FTE permanent 0.5 FTE permanent
Cultural Services Programs Community Services Community Services
Specialist IV Specialist IV - Cultural
Arts
Environmental and Environmental 1.0 FTE permanent 1.0 FTE permanent Senior
Public Works Programs Senior Administrative Environmental Analyst -
Management Analyst-Sustainable Sustainable City
Cities
Environmental and Environmental 1.0 FTE permanent 1.0 FTE permanent Senior
Public Works Programs Senior Administrative Environmental Analyst-
Management Analyst-CUPA Hazardous Materials
Finance
Ad min istration
and Budget
1.0 FTE permanent
Technical Staff Assistant I
Planning &
Community
Development
Building and
Safety
2.0 FTE permanent Code
Compliance Officers
Planning &
Community
Development
Building and
Safety
1.0 FTE permanent
Business Assistant
EXHIBIT B-2
POSITION AND CLASSIFICATION CHANGES
Department
Division
Delete
Add
Police
Office of
Administrative
Services
8.0 FTE permanent
Police Officer
Police
Office of
Administrative
Services
1.0 FTE permanent
Youth Services
Counselor
Police
Office of
Administrative
Services
1.0 FTE permanent
Family Services Liaison
Police
Office of Criminal
Investigations
8.0 FTE permanent Police
Officer
Police
Office of Criminal
Investigations
1.0 FTE permanent Youth
Services Counselor
Police
Office of Criminal
Investigations
1.0 FTE permanent Family
Services Liaison
EXHIBIT C
COMMON WORK OBJECTIVES
Enhance the quality of life, safety and community involvement of
residents of the Pico neighborhood.
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Pico is a neighborhood rich in racial, ethnic, and income diversity. Challenges faced by
the neighborhood are best addressed through collaborative efforts of residents,
businesses, religious and cultural institutions and government agencies.
Despite fiscal constraints, this year City departments will be able to:
(J Improve interdepartmental and interagency communication to assess emerging
needs, ensure effective direction of resources and facilitate crisis communication.
Establish an interdisciplinary neighborhood team to share information and assist in
community problem solving. CCS, PO
The community and the city have engaged in a community wide, interdepartmental-
interagency effort to improve safety, security, and quality of life in the Pica
Neighborhood. Key City departments have designated staff that will meet regularly to
ensure effective interdepartmental communication and participate in community
problem solving. Community outreach is one of the major emphases of the Police
Department's Neighborhood Centered Policing Program. The Department's
Neighborhood Service Area Coordinators and their support staff provide up-to-date
information to members of the public at community meetings, in person and through a
newsletter.
(J Coordinate closely the activities of City youth services, including after-school, park,
gang enforcement and school resource programs to reach children and families
with constructive activities and information. CCS, PO
With the temporary closure of Virginia Avenue Park, CCS staff offer lunchtime and after
school activities at John Adams Middle School. Educational enrichment and homework
assistance programs are coordinated between PAL, CREST elementary school sites,
Virginia Avenue Park staff and the Fairview Library's new teen technology after school
program. The City-funded Pico Youth and Family Center is funded by the City to work
with older youth and their families, offering case management, employment and other
social services. Police and CCS staff are involved in the Police Activities League (PAL)
activities, and serve on the Virginia Avenue Park Advisory Board. The officers at PAL
teach SAT and test preparation classes for high school-aged children.
1
EXHIBIT C
o Refine analysis of Community Voices survey and demographic data regarding the
needs and feedback from Pico residents to enhance relevance of city programs.
CCS
CCS staff has compiled survey and demographic data from Community Voices along
with the findings of other recent Pico neighborhood community needs assessments.
This data will inform planning for service in the short term and upon the opening of an
expanded community center at Virginia Avenue Park.
o Designate a Lieutenant to be the ongoing Police Neighborhood Service Area
Coordinator, responsible for opening and maintaining lines of communication
between police and neighborhood residents as well as local school and church
leaders, maintaining contact with and providing direction to Police resources
assigned to the area, and developing interdepartmental solutions to problem
conditions in the neighborhood. PD
Three Police Lieutenants were appointed as Neighborhood Service Area Coordinators
in the Southeast service area containing the Pico Neighborhood. One is designated as
primary for the Pico Neighborhood and the other two are secondary resources to that
neighborhood. They attend school, church and community group meetings in the Pico
Neighborhood, and provide information about crime, current Police Department
activities and broader services available to the community.
a Continue officer training focused on building relationships and working
collaboratively with residents to improve conditions in the neighborhood. PO
Police Department personnel who work in the Pico Neighborhood have received training
on Neighborhood Centered Policing goals and work methods. Training of this type will
be ongoing and expanded as the program evolves.
o Reposition neighborhood bicycle officers organizationally within the Police
Department to increase their focus on community building and outreach while
ensuring effective communication regarding neighborhood problems and needs
within the department. PO
Public Safety resources needed to identify and address the. Pico Neighborhood's safety
& security-related problems are now located within a single departmental work unit.
The Pico Neighborhood Bicycle Patrol and Gang Intervention Officers are part of the
Police Department's Youth Services Division within the Office of Criminal Investigations.
The Department's School Resource Officers, Youth Counselor, Family Services Liaison,
and Youth Investigators are also part of the Youth Services Division. This consolidation
facilitates interaction with detectives who are investigating current crime problems in the
neighborhood and improves communication between community members, the Police
Department, and other agencies providing resources and services to the neighborhood.
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EXHIBIT C
[J Increase uniformed personnel on all patrol watches with deployment of the
Directed Resources Division's anti-crime team and judicious use of overtime as
required during peak activity hours, supplementing presence with intermittent use
of air support as conditions warrant. PO
The Police Department has continued its emphasis upon deployment of uniformed
officers within the Pico Neighborhood. Daily regular patrol assignments provide not only
for the presence of one or more patrol units in the neighborhood, but also for frequent
and easy coverage of the neighborhood by patrol units assigned to adjacent beats.
During night and early morning hours, additional officers patrol the area and respond to
calls for service on overtime deployment. During times when there is tension in the
area and/or threat of violence, officers from the Department's Directed Resources
Division (anti-crime team) are deployed and officers are assigned to operate a police-
equipped helicopter as a proactive safety measure.
During the first five months of this fiscal year, the overall number of Part I and Part II
crimes reported in the Pico Neighborhood was 169, approximately 7% lower than the
total number of Part I and Part II crimes reported for the Pico Neighborhood during the
same time period in Fiscal Years 2001-02 and 2002-03. Calendar Years 2000, 2001,
and 2002 (which encompass Fiscal Years 2001-02 and 2002-03) were the 3 lowest
crime years in the Pico Neighborhood during the last decade. During that decade, the
number of reported crimes in the Pica Neighborhood halved.
[J Assess the effectiveness of school-based services for youth and families and
coordinate with Saint John's Hospital's Community Benefit Program to ensure the
most effective targeting of community resources. CCS
CCS staff is conducting an inventory of existing school-based services in conjunction
with SMMUSD staff. Analysis and evaluation of these services will be coordinated with
SMMUSD and/or Saint John's Health Center through FY04-05.
[J Begin construction of $15 million, 3.7 acre Virginia Avenue Park to be completed
in FY 2004/05. EPWM, CCS
Construction of Virginia Avenue Park began in mid-October and is on schedule to be
completed in FY 2004/05.
[J Pursue MTA funding for streetscape enhancement projects on 20th Street and
Cloverfield Blvd. EPWM
EPWM submitted application for funding through the MT A Call For Projects. Final
funding determinations are made by MT A in February 2004.
[J Complete construction of Freeway soundwall between Cloverfield & Stewart.
EPWM
EXHIBIT C
Project completed.
1:1 Provide arts and cultural programming for adults and youth in the Pico
neighborhood: CCS
Provide FY 2003/04 grants to local arts agencies, including 18th Street Arts
Complex, Virginia Avenue Project, Santa Monica Museum of Art, Highways,
and Santa Monica Playhouse.
Offer grants to public schools and nonprofit agencies in the Pico
neighborhood to fund field trips to cultural venues throughout Los Angeles
County.
Assuming continued funding, with the assistance of the California Arts
Council, provide artist-in-residency programs to Pico neighborhood
elementary schools.
Organizational Support Grants to the above-noted agencies are in place. CO-ARTS
and Latino CO-ARTS Grants will be announced in January with eleven grants targeted
to the Pico Neighborhood, and five Arts Education Transportation Grants to schools
serving the Pico Neighborhood. California Arts Council funding was not available in
FY03-04, but savings made in FY02-03 and grants received by the "SMARTS in the
School Program" made 13 artists-in-schools residencies possible in FY03-04.
1:1 Continue to provide neighborhood-based Library services including Pre-school
outreach programs with three Pico neighborhood Head Start programs. LIBRARY
Collaborate with Reading is Fundamental, distributing free books to children
at the Head Start programs three times a year.
Offer two Spanish language story time programs for families in the
neighborhood.
Collaborate with the National Library of Medicine to offer assistance and free
access to Spanish language public health information online.
Collaborate with the Healthy Start program at the Venice Family Clinic by
hosting family story times at the Library.
Offer free citizenship classes in collaboration with the Mexican American
Opportunity Foundation.
Offer a story time for babies 0-24 months and caregivers in collaboration with
the SMMUSD/lnfant and Family Support program
The Library provides programs and services to enrich the Pico neighborhood
community. Communication with the National Library of Medicine has been established
and the program initiated. The Mexican American Opportunity Foundation canceled
free citizenship classes due to low enrollment. The Youth Technology Center (YTC)
opened at the Fairview Branch in September 2003. This program was partially funded
by a grant from the Verizon Foundation and is staffed by both Library and Community
and Cultural Services staff. The YTC is designed for use by students in grades 4 to 12
and features eight laptop computers with educational and recreational software.
Weekly computer classes are offered as is online homework help. In addition the
4
EXHIBIT C
Library hosts several programs formerly sited at Virginia Avenue Park which serve a
large number of Pico youth.
1:1 Provide a constructive staff presence at neighborhood activities when requested.
ALL
City staff continues to be an active presence in the neighborhood through enrichment
activities, attendance at youth and community meetings, and through ongoing
coordination and communication with residents, business and other community partners
on projects, programs and services.
Incorporate ways to achieve the goals of the Sustainable City Plan
into daily activities and special projects.
In 2002, the City Council adopted a new 10-year Sustainable City Plan, setting goals in
the areas of Resource Conservation, Environmental and Public Health, Transportation,
Community and Economic Development, Housing, Open Space and Land Use,
Community Education and Civic Participation and Human Dignity.
Despite fiscal constraints, this year City departments will be able to:
CJ Promote the use of "green building" techniques in public and private sector
projects EPWM, PCD
Showcase aspects of the Public Safety facility in interactions with the public
and law enforcement communities.
This has been accomplished through tours and printed information on the building. A
display is nearing completion that will be installed in the building's lobby.
Compile data regarding building performance to demonstrate the
effectiveness of "green building" measures.
The PSF building controls and monitoring systems are in place. Over time the
building's energy consumption can be assessed and compared to the energy modeling
assumptions.
Achieve at least LEED Silver Rating for the VAP extension, Main Library and
BBB Campus expansion projects, using sustainable practices. Develop a
program at the Main Library to showcase the sustainability features of the
new facility and demonstrate the importance of sustainability to the
community.
Staff is tracking sustainable elements of each of these projects and is currently
optimistic about achieving goals.
EXHIBIT C
Continue planning for new housing and park open space for the Civic Center
area to ensure sustainable design and construction.
Demolition of the old Police Building will add open space in the Civic Center area.
Through development agreement negotiations with Lantana and discussions with other
potential permit applicants, green building techniques and LEED certification are being
encouraged. PCD Building and Safety staff developed guidelines and standards for use
of reclaimed and gray water plumbing systems.
tJ Further reduce paper use city wide: CITY CLERK, PCO, PO, CMO
Extend use of technology in Police Department and Building and Safety
Division.
Save paper and achieve efficiencies and savings in noticing and information
dissemination through greater use of electronic publishing and less use of
traditional print-and-mail, wherever practical and in keeping with the City's
commitment to extensive outreach.
The Police Department is using available technology and systems to reduce paper use.
Routine reports are created and distributed as electronic documents. Citywide, staff
reports are emailed whenever possible (rather than providing a hardcopy) and
interoffice communication is conducted on-line where appropriate. Legally required
publications are published by Records and Elections Services staff. Further, 100%
recycled paper is provided for use in City Hall satellite copiers. PCD provides permit
applications and other forms on-line. Building and Safety is working on processing
single trade permits and payments via the web. Code Compliance and Permitting have
their own Groupwise accounts so concerned parties can e-mail staff their concerns.
Extensive use of electronic publishing systems has been implemented.
tJ Pursue planning, organizational structure, and funding availability for future light
rail on Exposition Right of Way. CMO, PCO, BBB
Staff worked with the Westside Cities to develop a Westside Mobility Plan that includes
the Exposition Light Rail line to Santa Monica as a key component. The City sponsored
legislation (Kuehl) that was signed into law regarding the formation of a construction
authority for the Exposition Light Rail Line. The City also supported a sales tax bill
(Murray) that, if approved at the ballot box, would fund a list of projects including the
Exposition Light Rail. Staff monitored various MT A planning/policy documents such as
peer review of the first phase preliminary engineering and the light rail grade separation
policy. Environmental review is scheduled to commence in Winter, 2004.
tJ Develop strategies to increase the use of sustainable products and to develop
methods for tracking the increased usage. FINANCE, EPWM
EPWM & Finance are considering a citywide tracking system that would better
document green purchasing.
6
EXHIBIT C
Fully operate Big Blue Bus LNG fueling facility by end of calendar year. BBB
-he LNG fueling facility is complete with the exception of final testing and
:ommissioning by appropriate agencies. The facility is expected to be operational in
larly calendar year 2004.
Explore the land use and financial feasibility of "beach greening" to pilot
sustainable landscape management practices in the city's beach parking lots
beautifying the lots and capturing runoff from PCH where possible. CCS
~ grant request for the "beach greening" demonstration project was submitted by CCS
o the State Water Resources Control Board's Coastal NonPoint Source funding on I
)ctober 15, 2003. The project would demonstrate the feasibility of greening beach
larking lots via use of a best management practice aimed at preventing urban runoff
rom entering Santa Monica Bay while simultaneously providing recreational and
lesthetic benefits to the City's residents and visitors. The area chosen for this project
ncludes two existing beach parking lots located at 1030 Palisades Beach Road (Pacific
~oast Highway or PCH) and 2030 Barnard Way in Santa Monica. If the City receives
Irant funding, staff will undertake a public process to receive input on the site design.
3rant awards will be announced February 2004. If funded, the project should begin in
~005 and be completed in 2007.
In FY's 2003-06, continue the implementation of sustainable landscape
maintenance practices by
CCS
Using integrated pest management in landscaped areas;
Producing wood chips for dog parks from the City's own tree materials;
Specifying drought tolerant species for new landscaped areas in the City; ~{
Specifying irrigation systems that prevent overspray, thereby reducing urban
runoff;
Implementing a reforestation plan committed to preservation of the tree
canopy provided by public trees.
,taff uses integrated pest management in landscaped areas in parks and off-leash dog
ireas; keeps Santa Monica parks pesticide-free zones; will produce wood chips for dog
)arks from the City's own tree materials (beginning in FY 04-05); specified drought-
olerant species for new landscaped areas including the Crosswalk Project landscaping
>n Wilshire, Broadway and Colorado, Hacienda del Mar (Euclid) and the Main Library;
;reated drought tolerant demonstration projects at Fire Station #2, the Civic Auditorium
md the Ashland Walkway; and specifies irrigation systems that prevent overspray,
hereby reducing urban runoff - drip irrigation system will be installed at Kansas
;rosswalk. A reforestation plan effort will preserve the tree canopy provided by public
rees and incorporate tree preservation in all public works / hardscape repair projects.
rhis entails meeting with neighborhood groups to select "the right tree for the right........
ocation" when trees must be replaced.
EXHIBIT C
Cl Continue the environmental activities as well as the community arts performances
at the Santa Monica Festival for 2004. CCS, EPWM
Santa Monica Festival will take place on May 1, 2004. Booths at the Festival will
promote sustainable projects and environmentally friendly activities.
Cl In collaboration with City-funded agencies, develop and implement strategies to
mitigate the impact resulting from cuts in social service funding to address the
"human dignity" goals of the City's Sustainable City Program Update. CCS
CCS staff works to link City-funded agencies with prospective partners for collaborative
services delivery and expanded fundraising.
Cl Continue Leadership Series, Citizens Police Academy and other similar
community education efforts. CMO, PO
The Leadership Series continues with 'Budget Basics' on January 22. The Police
Department has expanded its Citizens' Police Academy Program. In addition to the
Citizens' Police Academy Program (for English-Speaking Adults), there is the Junior
Police Academy Program for youth and the "Academia Communitaria Policial" (a
Community Police Academy program presented in Spanish, with translators and
childcare provided).
Cl Continue mailing Seascape, airing City TV programming and maintaining dynamic
website, including web information network and easily accessible information in
city processes. CMO
This spring, the City will launch a redesigned, more user-friendly website with a variety
of navigation tools and new content organization based on user feedback received over
the past 5 years. Staff will publish an updated customer services directory, combined
with a City Hall on Call directory available in print, on CD and on-line in late winter.
Equipment and software has been upgraded for improved netcasting of City Council
and Planning Commission meetings. New information available through the web
information network includes:
. Planning Department Active Projects List
. Zoning Administrator Determinations
. Architectural Review Board Agendas
. Environmental Impact Reports
. Housing Commission Agendas
. Maps
Cl Maximize the supply and use of available Section 8 Rental Vouchers. RMO
EXHIBIT C
The Section 8 program is currently 100% leased. For the past 6 months the program
has averaged a 98% to 100% monthly lease up rate. Normal monthly program attrition
accounts for any lease up rate below 100%.
[J Continue to provide hazardous materials inspection practices, mitigation strategies
and emergency incident response. FIRE
The Fire Department makes hazardous materials inspections and educates business
owners to work towards the reducing, recycling and reusing. The Department has
prompt and efficient emergency incident response to hazardous material incidents
providing proper mitigation strategies at each incident.
Ensure that the public receives timely and responsive service from all
departments and that the City's regulatory processes are fairly,
efficiently and courteously administered with a high degree of
predictably for customers moving through a process.
City government exists to meet public needs for service and order. Public perception of
the value received for the public dollar is always important, but never more so than in
times of fiscal stress.
Despite fiscal constraints, this year City departments will be able to:
[J Focus employee training efforts on timely and responsive customer service. CMO,
HR
Customer service standards are being reviewed, with common values and standards to
be reinforced interdepartmentally through training, performance evaluations, and
internal communication. In addition to individual department customer service efforts
(e.g., Big Blue Bus ongoing training, PCD ongoing permit processing improvements), a
program of 20 half-day basic customer service workshops will be offered to
approximately 600 staff members at all levels in 2004. Additional workshops will be
developed and offered in 2004 for staff units whose work responsibilities require extra
training in handling difficult or potential conflict situations (e.g. code compliance officers,
parking checkers, park rangers, park staff balancing user and homeless individual
rights). Staff is developing a communications plan to help all departments communicate
service impacts resulting from resource reductions.
[J Continue improvement of the permit, inspection and code enforcement efforts
through training, process improvements and work plan redesign including expert
input and customer feedback. CMO, PCD, EPWM, CCS, FIRE
9
EXHIBIT C
An RFP for review of the permit, plan-check, inspection process and code enforcement
process has been issued and in independent consultant will be selected by March to
conduct the review.
Tracking systems indicate that 66% of submitted plan checks are approved after the
second submittal, and 92% of plan checks are approved after the third submittal. Over
80% of the plan checks are completed within the six-week turn-around time
performance target. User feed back meetings have identified potential process
improvements.
A new system has been implemented at the Planning Counter with one experienced
planner dedicated to counter service in order to provide clear and consistent information
to the public, predictable and reliable customer service, and to maximize efficiency and
reduce customer wait time. Civil Engineering staff is working with Building and Safety
staff to ensure the timely review and submittal of plan checks. In addition, Civil
Engineering and ISD staff are coordinating efforts to place plan check forms on-line
before the end of FY 2004. Customer handouts include a new, user-friendly
"Homeowner's Guide to Building Permits" that answers the most frequently asked
questions about obtaining a permit for construction work on a single-family residence.
"Opening a Business in Santa Monica" is a flow chart currently in draft form and under
review, intended to assist individuals interested in establishing businesses in the City.
Two code compliance officers are now assigned to zoning and sign compliance cases,
in order to ensure that these concerns are addressed in addition to life-safety concerns
and a variety of methods are being employed to gain code compliance, such as
mailings to educate residents and businesses on common code violations, proactive
enforcement sweeps and use of administrative hearings when voluntary compliance is
not achieved. Staff provides quarterly progress reports on enforcement efforts for the
Planning Commission and City Council. City Council has authorized three new positions
in Code Compliance to begin proactive enforcement of discretionary permit conditions
of approval.
IJ Analyze existing regulations and suggest modifications where feasible to achieve
clarity of purpose and effectiveness in the permit process. PCD, CA
Revisions to the multifamily regulations and downtown development guidelines will
present opportunities for process improvement. These standards are scheduled for
Council review in Spring, 2004.
IJ The Fire Prevention Bureau will continue to maintain plan check review "turn
around" times at the current standard of completing all plan reviews within two
weeks or less, and 90% of all plan reviews completed in one week. FIRE
10
EXHIBIT C
During the first five months of fiscal year 2003-04, 185 plan checks have been
completed. Of this total, 95% have been completed in less than 1 week. The remaining
5% were completed within 2 weeks or less.
[J Complete Right of Way Management Ordinance to streamline the utility excavation
process while ensuring proper public notifications and protecting the integrity of
street infrastructure. EPWM, CMO, CA
A combined ROWand Wireless Facilities Ordinance is in draft and scheduled for
Council consideration by Spring, 2004.
[J Complete website redesign to make accessing information about city government
easy and intuitive. CMO
Redesign of City website graphics and navigational templates is complete. Website
content is being reviewed, improved, and migrated to the new template design. The
redesigned site will be available by June 30, 2004.
[J Implement utility billing customer service improvements including interactive voice
response system, automatic customer bank account debits and internet payment
options. EPWM
On-line utility bill payment is now available. Customers have more convenient methods
of paying utility bills through the City's website and interactive voice response systems.
[J Provide customer oriented service at the Temporary Main Library and branches
during construction of the new Main Library. LIBRARY
The Temporary Main Library (TML) opened to the public in May 2003. TML features
new items, nonfiction, fiction, paperbacks, current magazines and newspapers, videos,
DVDs, CDs, audio books, language-learning materials, reference materials, California
and local resources, plus Young Adult materials and a core Children's collection. The
bulk of the Main Library children's materials and services were relocated to the Ocean
Park Branch Library. The Temporary Main Library offers reference, readers' advisory,
public access Internet, and reference, catalog assistance and renewal telephone
services. Online services include 24/7 interactive, live reference service, email
reference, and access to a host of informational electronic resources.
ATTACHMENT "D"
UPDATE TO WORKLOAD PRIORITIES FOR PLANNING
AND COMMUNITY DEVELOPMENT DEPARTMENT IN FY 2003/04
In June 2003, the Council approved the priorities for the Planning and Community
Development Department (PCD). The attached information updates the Department
priorities for FY 2003/04.
Staffing
Retaining staff in the Planning Division continues to be a challenge. Currently, out of the 22
planner positions, there are five vacancies, two staff temporarily on maternity leave and one
planner out with a serious injury. This reduces productive work by eight full time equivalent
positions and impacts the Division's ability to complete policy projects. Because meeting
performance standards for permit, plan check and inspection turnaround is the top priority for
staff, and completion of projects such as the Noise Ordinance have taken longer than projected,
other policy projects have been delayed. Revised completion dates for policy projects are
reflected in Attachment 1. Staffing in the other two Divisions, Building and Safety and
Transportation Management, is stable. The Plan Check function in Building and Safety is now
fully staffed, and in Code Compliance there are four vacancies, three of which are associated
with the new positions authorized recently for proactive monitoring of permit conditions.
1
Permitting Process
Improving the permit process and providing useful informational handouts and materials
for process users continues as a top priority in the Department. City Planning and
Transportation Management have consistently met the turn-around goals for plan check
submittals. New tracking systems indicate that 66% of submitted plan checks are
approved after the second submittal, and 92% of plan checks are approved after the third
submittal. Turn-around times have improved with over 80% of the projects completed
within the six-week turn-around time for first review.
Throughout the year, Planning and Community Development staff, in concert with the
City Manager's Office, Environmental and Public Works Management, Fire, and
Community and Cultural Services have held user feedback meetings. Target areas for
improvements are identified thru input and comments received at these meetings. Since
Council authorized new approval practices associated with environmental processing, all
initial studies and EIRs have been completed within the legislative time period of six
months or one year respectively.
Code Compliance
In the first quarter of FY 2003/04, Code Compliance hired staff and improved the
performance of the division. Two out of the three code compliance officer vacancies
were filled and new staff received training and orientation on municipal code
requirements. All positions are filled with the exception of one senior code compliance
officer and the three new positions authorized by Council for proactive permit
2
enforcement. Two code compliance officers were recently dedicated to Zoning
enforcement, thereby improving responsiveness to Zoning violations.
As illustrated in the chart below, code enforcement efforts have improved. The number of
Compliance Orders issued in the first quarter was the highest of any quarter (56) while
the number of Notices of Pending Administrative Citation remained relatively constant.
The number of Administrative Citations issued decreased, but staff believes this is
because violators are becoming more responSIve to the Notices of Pending
Administrative Citation. As word of fines and criminal prosecution spreads throughout
the community, compliance rates are increasing. As a result, fewer violations require the
actual issuance of the Administrative Citation.
The number of new complaints filed remains high but because of staffing and improved
noticing, the number of cases closed increaSed. The backlog of outstanding cases
remains high because of the staff vacancies in prior quarters. Because the backlog cases
are now being resolved, and factored into statistics, the average number of days to
achieve compliance has increased. This trend will continue as staff continues to reduce
the backlogged cases.
Quarter Starting New Cases Cases Ending Numerical
Cases Received Closed Cases Change
2M 02/03 850 461 403 908 +58
3ra 02/03 908 382 458 832 -76
4th 02/03 832 323 292 863 +31
1 st 03/04 863 433 455 841 -22
3
Item 2na Q 02/03 3TOQ 4thQ 1stQ
02/03 02/03 03/04
Calendar Days
First Site Visit 10 8 14 14
Obtain Compliance 113 175 172 227
Quantities
Compliance Orders 38 40 28 56
Notice of Violations 277 43 44 51
Administrative Citations 46 12 13 2
Site Inspections 1,093 632 544 1,203
Proactive enforcement of sign violations began. Staff initiated 57 sign cases during the
first quarter, 29 of which were favorably resolved before the end of the quarter. Staff
also opened and initiated action on twenty-two (22) possible sign violations referred from
the Architectural Review Board and Planning Commission.
During the next half of the fiscal year the focus of code compliance will be on hiring and
training new staff associated with proactive monitoring of discretionary permits and noise
enforcement. Enforcement efforts will also focus on fence/hedge and visual obstruction
violations, proactive sign enforcement and compliance hearings for non-compliance.
Special Projects
As outlined in Attachment 1, six of the ten policy projects projected for completion
within FY 2003/04 should be completed by June 30, 2004. The delay of projects shifts
other projects out to the next fiscal year.
4
RECOMMENDATION
Staff recommends the Council consider and approve the updated priorities of the
Planning and Community Development Department.
Prepared By:
Suzanne Frick, Director
Andy Agle, Assistant Director
Lucy Dyke, Transportation Planning Manager
Ellen Gelbard, Assistant Director
Timothy P. McCormick, Building Officer
Amanda Schachter, Acting Planning Manager
Lynn Wolken, Sr. Administrative Analyst
Attachment 1: City Planning Priorities Flow Chart
Attachment 2: PCD 2003/04 Updated Department Priorities
5
ATTACHMENT 1
CITY PLANNING PRIORITIES FLOW CHART
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ATTACHMENT 2
FY 2003/04 Updated Priorities
Planning and Community Development Department
CUSTOMER SERVICE AND PERMIT PROCESSING
CITY PLANNING
Permit processing continues to be a top priority. Between July and December, City
Planning has consistently met permit-processing turn around times 97% of the time.
Environmental impact reports and initial studies have met the performance goals in 100%
of the cases. During this period over 16,000 phone calls were received and over 80% of
the calls were returned within the next business day. Approximately 4500 people were
helped at the public counter with an average wait time of 20 minutes.
Ongoing processing of current planning cases continues, including Administrative
Approvals, Variances, Temporary Use Permits, Use Permits, Conditional Use Permits,
and Development Review Permits. During the next six months the following projects
will be going through environmental review and public hearings:
. Lantana Development Agreement
· 145 Multi-family Residential Development at 2834 Colorado
· Artist Studios and Production Offices at 1630 Stewart Street
· Mixed use residentiaVcommercial at 3107 Santa Monica Boulevard
· 9 unit condominium at 125 Pacific
TRANSPORTATION MANAGEMENT
Between July and December, Transportation Management consistently met permit
processing turn around times over 90% of the time. During this period over 14,000
phone calls were received and over 97% of the calls were returned within the next
business day. Approximately 6800 people were helped at the public counter with an
average wait time of 5 minutes. Approximately 193 citizen concerns were filed during
this period. When added to the 167 pending concerns, the Division is working on 360
requests and has resolved 156 ofthem.
The Division continues to provide services for citizen requests, inquiries and complaints;
public counter plan checks and inquiries from the public, engineers, architects and
developers; oversize, overweight and house moving permits; traffic control plan checks;
review of street and encroachment permits; traffic signal operations (signal timing and
minor improvements); assist City Attorney's office with traffic related lawsuits;
annuaVregular updates of traffic count, speed, and related information; process parking
7
lot permits; maintain on-street meters; issue on-street meter permits; manage employee
parking lot, permits and keycards; issue and enforce valet parking permits; issue
temporary parking permits; review traffic studies/environmental impact reports; install,
maintain and repair all traffic control devices along the City's street system, including
signs, striping and pavement markings, curb zones, parking meters and traffic signals.
This includes approximately 160 traffic signals, 25,000 traffic signs, and 6,000 parking
meters. In emergency situations the Division also provides personnel and materials to
assist with emergency traffic control, including providing and installing road barricades
and traffic signs, and the after-hours repair of traffic signals.
BUILDING AND SAFETY
Between July and December, Building and Safety had difficulty meeting permit
processing turn around times due to staff vacancies. Turn-around goals were met 60%-
70% of the time. During this period over 23,550 phone calls were received and over 98%
of the calls were returned within the next business day. Approximately 8,700 people were
helped at the public counter with an average wait time of 30 minutes. 6,386 building
inspections were performed
SPECIAL PROJECTS
ADMINISTRATION
Civic Center Specific Plan. A Draft Environmental Impact Report will be released for
public review and comment, followed by consideration by the Civic Center Working
Group and Planning Commission, culminating with consideration of final adoption by the
Council. Initial implementation steps for the Village area will begin. Development
Agreement negotiations regarding redevelopment of Santa Monica Place will be pursued.
Civic Center Parking Structure. Project approvals have been completed and design
development drawings are underway.
Pedestrian Extension to Downtown Transit Mall. A design team will be selected and will
be managed for streetscape improvements on 2nd and 4th Streets between Wilshire and
Colorado.
Promenade Uses Task Force: A workplan for implementation of the Task Force
recommendations has been developed and associated legislative changes will be
prepared.
8
CITY PLANNING (in priority order)
1. Noise Ordinance (In Process-estimated completion February 2004)
2. Child Care & Arts Nexus Study. (In Progress - Estimated completion: June
2004.) Preparing nexus analysis to determine private developer obligation in
providing childcare services and facilities in new development projects.
3. Auto Dealer Standards. (In Progress - Estimated completion: October 2004)
Develop recommendations to address both the neighborhood concerns and
parking and development needs for existing automobile dealerships.
4. Environmental for Pier Ramp. (In Progress - Estimated completion: June 2004)
Continue preparing Pier Bridge EIR and NEP A documents for Pier Bridge
seismic strengthening and vehicle ramp off the Santa Monica Pier to the1550
parking lot.
5. Short-Term/Corporate Housing. (In Progress - Estimated completion: March
2004) Establish permanent regulations related to short-term/corporate housing to
replace current interim ordinance, which enacted a moratorium.
6. Downtown Design Guidelines. (In Progress - Estimated completion: April 2004)
Conduct public process and prepare design guidelines to shape development in
downtown and create a streamlined and predictable review process.
7. Amendments to Multi-Family Development Standards. (In Progress - Estimated
completion: June 2004) Prepare permanent standards to replace interim ordinance.
Also, amend the multi-family zoning standards to enable adjustments to the
building envelope standards in multi-family zones in appropriate cases when an
existing structure is remodeled or expanded. Study Analyze the housing constraint
potential of eliminating the provision to count ~ of the alley for purposes of
determining density; evaluate the definition of substantial remodel; evaluate
whether alleys should be used for purposes of measure setbacks, but not density;
analyze potential exemptions for 100% affordable housing projects.
8. Environmental For California Incline (In Progress - Estimated completion
September 2004).
The following projects listed with a number and P (for pending) will be initiated upon
completion ofthe top priorities listed above and in the following order:
9P. Transportation Right-of-Way Zoning and Environmental. (Estimated time
to complete: 6 months) Develop a new zoning district to address short
term and long term uses along the Exposition right-of-way.
lOP. Montana Avenue Standards. (Estimated time to complete: 4 months.)
Prepare permanent standards to replace interim ordinance for Montana
Avenue.
llP. Circulation Element Update. (Estimated time to complete: 18 months.)
Update the City's Circulation Element of the General Plan and associated
environmental analysis.
12P. Text AmendmentlEnvironmental to Evaluate Housing in the Light
Manufacturing and Studio District (LMSD). (Estimated time to complete:
14 months.) Evaluate changing the Zoning Ordinance to allow housing in
the Light Manufacturing Studio District.
13P. Environmental for Palisades Bluff Improvements. (Estimated time to
complete: 12 months.) Prepare environmental document for Palisades
bluff improvements.
14P. Development Agreement Monitoring. (Estimated time to complete: 6
months to develop tracking system and then ongoing.) Monitoring of
existing development agreements to ensure compliance of programs and
implementation of required policies.
l5P. Environmental for City Yard Master Plan. (Estimated time to complete:
12 months.) Prepare environmental document for City Yard Master Plan.
16P. Revise Procedures Related to Enacting Interim Ordinances. (Estimated
time to complete: 9 months.) Prepare ordinance amendments related to
the procedures for adopting interim ordinances.
17P. Streamline Permit process for Projects Exceeding Green Building
Requirements. (Estimated time to complete: 12 months.) Streamline the
planning and permitting process for projects that exceed green building
requirements.
18P. Main Street Incidental Arts and Entertainment. (Estimated time to
complete: 12 months.) Analyze appropriate mechanism to allow
incidental arts and entertainment on Main Street.
19P. Update Landmarks Ordinance. (Estimated time to complete: 18 months.)
Conduct public process and prepare comprehensive update to landmarks
ordinance and prepare associated environmental document.
10
20P. Antenna Ordinance Update. (Estimated time to complete: 9 months)
Update wireless antenna ordinance to reflect existing neighborhood
conditions and current FCC regulations.
21P. R-l Standards for Sunset Park and North of Wilshire Neighborhoods.
(Estimated time to complete: 18 months.) Initiate review of development
standards for all Rl districts in Sunset Park and North of Wilshire areas.
22P. Alcohol Policy. (Estimated time to complete: 9 months.) Develop
citywide alcohol policy related to location, permitting, licensing,
concentration, and enforcement.
23P. Review Procedures for Airport Projects. (Estimated time to complete: 12
months.) Develop procedures for the review of projects at the Santa
Monica Airport. Draft procedures developed with a subcommittee of
Airport Commission and Planning Commission.
24P. Conservation Element Update. (Estimated time to complete: 18 months.)
Update the City's Conservation Element of the General Plan and prepare
the associated environmental document.
25P. Artist Live/Work Housing. (Estimated time to complete: 13 months.)
Conduct review of existing live/work opportunities, study regulatory
approaches and incentives in other communities, review existing codes
and requirements, develop new regulations and procedures for live/work
housing and prepare associated environmental document.
26P. Environmental for Breakwater. (Estimated time to complete: 12 months)
Preparing EIR for proposed Santa Monica Bay Breakwater and present to
City Council for certification.
27P. Santa Monica Boulevard Streetscape. (Estimated time to complete: 18
months.) Design improvements for Santa Monica Boulevard between th
Street and the eastern City limits.
BUILDING AND SAFETY:
Visitability Ordinance: State legislation authorizes local jurisdictions to enact mandatory
standards after January 2005.
Inioroved Property Maintenance Standards: Propose improved property maintenance
standards for nuisance properties and substandard dwellings.
11
CODE COMPLIANCE
BUILDING AND SAFETY:
Ongoing Code Enforcement. Continue responding to new cases and working to reduce
the backlog of complaints. It is anticipated approximately 1900 new cases will be filed in
addition to the 800 pending cases. Staff is expected to close approximately 1700 cases in
FY 2003/04 resulting in a continuing backlog of close to 1,000 cases.
Special Enforcement. In addition to responding to complaints, proactive efforts will
focus on the final phase of auto repair enforcement, obstructions and signage in the
public right of way, monitoring of discretionary review permits, noise, after hour
construction and seismic retrofitting.
MOBILITY
ADMINISTRATION:
Exposition Bikeway Grant. Procure and manage design process for Exposition Bikeway
from Centinela to 17th Street.
Downtown Parking Study. Complete programmatic EIR for Downtown Parking Task
Force recommended parking program for the downtown area. Update cost and revenue
analysis of implementation plan.
Colorado Medians (Mid City Traffic Plan). The final components ofthe Mid City Traffic
Plan are the design and construction of landscaped medians on Colorado between Stewart
and Centinela. The Colorado improvements will be coordinated with the Colorado
crosswalk enhancement study. Complete design and obtain Council adoption.
East-West Corridor Parking Study. Conduct Task Force process and develop
recommendations.
TRANSPORTATION MANAGEMENT:
Neighborhood Traffic Management Plans. Develop and implement traffic management
plans for residential and neighborhood areas throughout the City. The program includes
the use of traffic calming devices to manage the speed and volume of traffic on
residential streets. This effort will be significantly scaled back and only improvements
currently funded or improvements in areas with critical safety hazards will be
implemented. Currently funded improvements will be installed on Highland
A venuelMarine Street and Wilson Place. Efforts are underway to develop a
neighborhood protection plan for the Exposition area neighborhood.
12
Transportation Management Program. This is an on-going program to administer the
City's Transportation Management Ordinance and encourage employees to use alternative
transportation.
Preferential Parking Program. This is an on-going program to improve the administration
and implementation of the City's preferential parking program, including the processing
of requests, the establishment of parking zones and the sales and administration of
parking permits. The number of permits and households requiring permits has continued
to grow sharply. Division staff continue to keep costs in check through mail-only
renewal period and streamlining of permits. During this fiscal year we anticipate
renewing over 31,000 permits.
Downtown Signal Synchronization. Complete installation of signal hardware and begin
operation of signal control equipment.
Traffic Signal Upgrades. Prepare designs for upgrades of signal equipment and
communications at priority intersections. Complete installation of Opticom emergency
vehicle signal priority system at funded locations.
Convert S.M. Place Structures to Attendant Parking. Work with Santa Monica Place to
implement attendant parking in the Santa Monica Place parking structures.
Circulation Element. In cooperation with Planning Division, prepare draft update of
General Plan Circulation Element.
Summer Traffic Counts. Take new summer traffic counts and update the traffic database
of summer weekend traffic conditions.
Library Construction. Continue to assist implementation of construction mitigation
program.
Speed Hump Alternatives. Review and make recommendations to Council on permanent
installations.
Sign Redesign. With assistance from sign design consultant, complete designs for new
parking signage and begin installation of new signs throughout the City.
MAINTENANCE AND OPERATIONS
Budget reductions will result in increased response times for sign and striping
installation.
Consolidated Parking Ooerations. Efforts will focus on improving auditing and
accountability and maintaining minimum service levels despite staffing cuts. Operations
staffwill continue to support new library design/construction.
Citywide Sign Replacement Program. Replace non-standard regulatory signs, such as
parking and preferential parking signs throughout the City.
Comouterized Traffic Control Devices Inventory Proiect. Work with ISD to develop a
citywide sign and street-marking database.
Parking Meter Reolacement. Install new and upgraded meters. With Treasury, improve
coordination and control over meter collections.
14