SR-202-001 (90)
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City Council Meeting: June 20 2006
To: Agenda Item: ~
Mayor and City Council
Chairperson and Housing Authority Members
Chairperson and Redevelopment Agency Members
Chairperson and Parking Authority Members
From: Steve Stark, Chief Financial Officer
Subject Adoption of the Fiscal Year 2006-07 Budget, Approval of Personnel
Changes, Approval of Resolutions Adjusting and Establishing Various
Rates and Fees, Approval of Resolutions Establishing the City's Gann
Appropriations Limit for FY2006-07, Adoption of Guiding Financial
Policies, and extension of grantees of the Community Development Grant
Program and Cultural Arts Organization Support Grant Program
Recommended Action
This report recommends that the City Council
1. Approve the Resolution of the City of Santa Monica Establishing New
Classification and Adopting Salary Rates for various listed positions at
Attachment D1 and approve the Position and Classification at Attachment 02.
2. Approve a Resolution of the City of Santa Monica Revising Various Permit and
User Fees and Creating New Fees in the Environmental and Public Works
Management, Fire, Planning and Community Development, Community and
Cultural Services, Police, Finance, Records ana Election Services Departments
and the Big Blue Bus at Attachment E 1.
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3. Approve a Resolution of the City of Santa Monica Setting the Amount of Fees to
be Charged for the Use of Community and Recreational Facilities Operated by
the Community and Cultural Services Department and for the Rental of Civic
Auditorium Parking Spaces and for the Use of the Barnard Way Beach Parking
Lot at Attachment E3.
4. Approve a Resolution of the City of Santa Monica Establishing User Fees for
Social Service, Recreation and Community Programs, Classes and Services of
the Department of Community and Cultural Services at Attachment E4
5. Approve a Resolution of the City of Santa Monica for Setting Solid Waste Rates
and Fees at Attachment E5.
6. Approve the resolution of the City Council of the City of Santa Monica
establishing the GANN appropriations limit for the Fiscal Year 2006-07 at
Attachment H.
7. Adopt the guiding financial policies as presented on the May 23rd study session.
8. Authorize the City Manager to negotiate and execute modifications to grant
contracts extending them to June 30, 2007 for grantees of the Community
Development Grant Program and Cultural Arts Organization Support Grant
Program, as shown in Attachment I.
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This report recommends that the City Council, Housing Authority, Redevelopment
Agency and Parking Authority:
1. Approve the Resolution of the City Council of the City of Santa Monica Adopting
its Budget for Fiscal Year 2006-07 at Attachment F1, as amended by
Attachment B to this staff report;
2. Approve the Resolution of the Housing Authority of the City of Santa Monica
Adopting its Budget for Fiscal Year 2006-07 at Attachment F2, as amended by
Attachment B to this report;
3. Approve the Resolution of the Redevelopment Agency of the City of Santa
Monica Adopting its Budget for Fiscal Year 2006-07 at Attachment F3, as
amended by Attachment B to this report; and
4. Approve the Resolution of the Parking Authority of the City of Santa Monica
Adopting its Budget for Fiscal Year 2006-07 at Attachment F4, as amended by
Attachment B to this report.
Executive Summary
This report presents information and requests actions necessary to adopt the City of
Santa Monica, Santa Monica Housing Authority, Santa Monica Redevelopment Agency
and Santa Monica Parking Authority budgets for Fiscal Year 2006-07. It also presents,
for information only, a plan for addressing the FY2007-08 Budget Plan.
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The report includes a presentation of community priorities and the associated work
plans (Attachment A) and requests City Council review and approval of guiding
Financial Policies (Attachment J).
Presented for City Council review and approval are identified changes to compensation
and position classifications for FY2006-07 (Attachments 01 and 02) and changes to
existing fees and charges, with ordinances and resolutions for their implementation
(Attachments E1, E3-E5), establishment of the FY2006-07 GANN limit (Attachments G
and H), and extension of grantees of the Community Development Grant Program and
Cultural Arts Organization Support Grant Program (Attachment I).
Discussion
Background
The City Charter requires that the City Council adopt an annual budget, following a
public hearing, on or before June 30 for the ensuing fiscal year. The budget to be
adopted is presented to City Council by the City Manager at least 35 days prior to the
start of the fiscal year in the form of a Proposed Budget.
During the City Council budget workshops on May 23 and May 24, Council heard
presentations by each department. Based on the information presented, Council
members ask questions and made comments regarding the Proposed Budget. In
response to the questions asked, departments have responded in a separate
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Information Item that was sent to Council and posted on the web site as of June 12,
2006.
Proposed Budqet Revisions - General Fund
In addition to responding to questions, modifications to the Proposed Budget are
needed in response to new information and identified omissions. The Proposed Budget
General Fund changes are as follows:
1. Revenue Impacts from the Changes in the Telecommunication Industry.
As mentioned in the budget transmittal letter from the City Manager and in the
Information Item of June 12, 2006, legal challenges are underway that could
potentially reduce or eliminate the City's Utility Users Tax (UUT) on
telecommunications services. On May 25, 2006, the Internal Revenue Service
issued a notice that it intended to stop applying the Federal Excise Tax (FET) to
nearly all telephone communication services, except local exchange services. Like
many other California cities, Santa Monica imposes a Utility Users Tax on
telecommunication services and references the FET in its Ordinance. In addition,
other court actions are underway in Palo Alto and in the City of Los Angeles that
could also impact City UUT revenues. The revenue losses could range from $4
million to $12 million depending on court actions. The details of this potential loss
are found in the Information Item: Utility Users Tax - Telecommunications.
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Since, at this time, no one can predict the timing and outcome of the various legal
actions, no revenue reduction in UUT is being proposed for the FY2006-07 budget.
However, it is prudent to establish a reserve that is sufficient to allow the City at least
one year, without budgetary disruptions to: 1) find replacement revenues; 2) make
sensible budgeUservice reductions and/or 3) pursue local or state legislative cures to
the UUT issue. Therefore, reflected in this staff report at Attachment B is the
establishment of a General Fund set-aside to be designated for revenue reductions
in the amount of $8.2 million. These funds are made available from reallocations of
prior designated funds including:
$2.2 million: Interest earnings on funds set-aside for bond payments on
Santa Monica Place parking structure
$1.0 million: Capital Improvements Projects Start-Up: set-aside for projects
now complete
$2.0 million: Environmental Mitigation: set-aside for capital projects
Plus a $3.0 million reduction in the PCD / Permit Center CIP proposed for FY2006-
07 budget from $5.0 million to $2.0 million.
In addition to the $8.2 million set-aside, City departments will be asked to hold off on
filling certain new positions authorized in the FY2006-07 budget for a six month
period. As additional information becomes available regarding the potential
revenue loss, we will be better able to assess when the new positions can be filled
on a permanent basis.
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2. General Fund Revenue Revisions from Proposed Budget
Revenue changes from the Proposed Budget include an increase in General Fund
revenue to reflect increased summer camp enrollments ($315,000). This increase is
offset by a $200,000 reduction in the estimated additional General Fund revenue
identified in the Proposed Budget to be received from City Planning Division due to
subsequent review of fees. Total General Fund revenue changes increase revenues
by $115,000.
3. General Fund Expenditure Revisions from Proposed Budget
Expenditure changes to the General Fund budget include $71,568 to enable the City
Council to become members of the Santa Monica City Employees Medical Trust.
This corrective action is being taken pursuant to Charter Article IV; Subsection 602.
This is a benefit for which Council is eligible. On May 3, 2006, the Board of Trustees
of the Santa Monica City Employees Coalition Benefit Trust formally voted to amend
the trust to allow Council to participate, effective July 1, 2001. The proposed budget
also includes $11,928 for the FY2006-07 annual contribution and $59,640 to fully
fund prior year contributions. Other revisions include $10,000 for additional funding
for the Westside Council of Governments, $15,000 for the annual Fire Works event
at Santa Monica College, and $50,000 for the Convention and Visitor's Bureau
branding project. Additional increases include $228,000 to cover the increased cost
of summer camp enrollments and $250,000 for the Building and Safety Division to
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meet next day turn-around on inspections. Other small increases to budgets are
$30,671 and are detailed at Attachment B.
Offsetting these expenditure increases are reductions to the General Fund
expenditure budget including a reduction in the subsidy to the Civic Auditorium due
to the increase in parking revenue from the County ($259,599) and a decrease in the
capital improvement project for the PCO/Permit Center to help fund the revenue set-
aside ($3.0 million).
Total net budget changes reflect a decrease in the General Fund appropriation of
$2,604,360. The impact of the changes to the General Fund balance is as follows:
GENERAL FUND
Initial Proposed Final Proposed
FY 2006/07 Recommended FY 2006/07
Budget Changes Budget
7/1/06 Estimated
Actual Fund Balance $ 25,900,000 $ 0 $ 25,900,000
Plus Revenues 233,196,690 115,000 233,311,690
Less Expenditures (239,506,677) 2,604,360 (236,902,317)
Balance Sheet
Changes 3,054,738 (2,928,400) 126,338
6/30/07 Budgeted
Fund Balance $ 22,644,751 $ (209,040) $ 22,435,711
The original Proposed Budget provided approximately $250,000 in unallocated General
Fund revenue. With the changes identified, the General Fund budget is currently
balanced.
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Proposed Budqet Revisions - Non-General Funds
1. Non-General Fund Revenue Revisions from Proposed Budget
Other funds reflecting revenue changes include increases in the Miscellaneous
Grants Fund ($1,611,290) for public safety grant funds anticipated in FY2006-07,
Civic Auditorium Fund ($259,599) to reflect the new agreement with the County of
Los Angeles for Courthouse parking revenues and fee increases in the Water, Solid
Waste and Wastewater funds (also identified below on page 12). All revenue
changes are listed in Attachment B.
2. Non-General Fund Expenditure Revisions from Proposed Budget
Other funds reflecting expenditures adjustments include Grant Funds, Water Fund,
Wastewater Fund, Vehicle Management Fund, Information Technology
Replacement and Services Fund, and the Civic Auditorium Fund. All non-General
Fund changes total $355,726 and the details are provided on Attachment B.
Proposed Budqet Revisions - FY2007 -08 Budqet Plan
Administrative changes to the FY2007 -08 Budget Plan are presented in Attachment C.
They reflect the second year impacts of changes made to the FY2006-07 Proposed
Budget, additional technical budget adjustments and changes to better reflect the
priorities and needs expressed by Council and the community during the budget
process as they impact FY2007 -08.
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Personnel Chanqes
As part of the budget process, proposed classification and compensation changes were
reviewed by the Human Resources Department. Resulting classification and salary
changes will be incorporated into the FY2006-07 Budget upon Council adoption of the
resolution and approval of the adjustments at Attachments 01 and 02.
Adiustinq and Establishinq Various Fees
Council has previously directed staff to periodically conduct studies to calculate the
City's costs of providing various services that benefit the individual users of the service
rather than members of the community and to determine if the City is recovering an
appropriate share of these costs though user fees. A study analyzing all City
departments that assess and collect user fees was recently completed.
Implementation of the fee study recommendations is expected to result in additional
General Fund revenue of approximately $1.3million in FY2006-07 and $1.5 million
annually thereafter, and additional non-General Fund revenues of just under $0.5
million annually. These fee revenues are included in the Proposed Budget, with
recommended changes.
Over 90% of the additional General Fund revenues are from development related fees
in the Planning and Community Development, Environmental Public Works
Management Department, Community and Cultural Services Department and Fire
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Department. The cost of various services and programs provided by the Community
and Cultural Services (CCS) Department not related to development activity was also
calculated as part of the fee study, and it was determined that in total, the department is
recovering about 28% of total costs. It is not atypical for such services to be
subsidized. Further discussions with City Council are planned for the fall 2006 to
develop guidelines regarding the level of subsidy for these types of services.
Since many of CCS fees were increased last year, the Department is proposing no
significant fee revisions this fiscal year other than new fees for filming at The Cove
Skate Park and Memorial Park (Attachment E3). Also, facility rental fees will increase
by the automatic annual CPI increase (Attachment E4).
A brief discussion of the results of the fee study and associated revenue impacts to the
FY2006-07 budget are shown below. Please note that the revenues discussed below
are also included in the revenue discussions above.
1. Planning and Community Development: $1.05 million
The study found that Building and Safety revenues are currently recovering overall
about 79% of the costs to provide the various services. Implementation of the fee
study recommendations will result in increases in inspection fees, partially offset by
decreases to certain permit issuance and plan check fees. Cost recovery will be
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essentially 100% excluding certain fees that Council previously subsidized at lower
levels of cost recovery or waived entirely. The net result is an increase in revenue of
$657,000 in FY2006-07. The City Planning Division is currently recovering about
58% of costs. Implementation of the fee study recommendations will increase most
fees generating about $355,000 in new revenue in FY2006-07. This results in cost
recovery of about 92% (including prior Council direction to waive or subsidize certain
fees). Recommended increases in Transportation Management Division fees,
mostly in the areas of plan check and review are expected to add another $42,000 to
revenues in FY2006-07. All of the increases are due to primarily to increased labor
and overhead costs.
2. Environmental & Public Works Management
General Fund: $118,000
EPWM (General Fund) is currently recovering about 74% of the costs of providing
certain development-related services. The study recommends increases to most
fees charged by the Administration and Civil Engineering Division. These revisions
should result in an additional $118,000 in revenues in FY2006-07 and fully recover
the costs of providing the services.
Water Division: $208,000
Wastewater Division: $26,500
Wastewater Division - Environmental Programs: $143,000
Solid Waste Management: $111,200
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The fee increases in Water, Wastewater, and Solid Waste Management Division are
primarily from increased permit fees. Many of these fees have not been adjusted
since 1996. The recommendations will result in full cost recovery. The
Environmental Programs Division revenue increase is primarily due to increased
fees and new fees related to Underground Tank Storage, an increase in the CUPA
Administration fee, and a new fee for review of "green" building plans.
3. Police Department: $125,000
Based on the results of the fee study, the Police Department proposes a number of
fee revisions and new fees that will generate an estimated $125,000 in additional
revenue and ensure full cost recovery of the services. The recommendations
include revised taxi driver permit fees, auto impound release fees, vehicle inspection
fees, certain animal control fees, fingerprinting fees; and new fees for local
background checks, weapons storage and release, Vehicle Identification Number
(VIN) verifications, and copies of audio/visual tapes.
4. Fire Department: $68,000
The Fire Department is proposing increases in fees for development plan check and
inspection, as well as for annual inspections averaging approximately 24% based on
increased labor and overhead costs. The revisions will return fees to a level of full
cost recovery consistent with past practices.
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5. Other Miscellaneous Fees: ($62,000)
The revenue decrease is primarily due to a revision of Business License Processing
fees based upon a historical review of actual time required for the services.
Additionally, the separate fees for processing of new licenses and renewal licenses
have been combined into a "blended" rate. Staff also proposes new fees for
compact disc copies of City Clerk documents and reproduction of transit videos.
Increases to Solid Waste Rates
In addition to the fee study recommendations, the budget includes additional revenues
from a Solid Waste rate increase (2% or $.0.3 million above the annual CPI increase)
recently approved by Council.
Budqet Resolutions
Approving the resolutions at Attachment F1 - F4, will: a) adopt the FY2006-07 Budget
revenue at the account level, operating expenditure appropriations at the Salaries and
Wages and Supplies and Expenses (including Capital Outlay) major expenditure
categories within a fund for each department, and capital improvements within a fund;
and b) reappropriate funds from FY200S/06 into FY2006-07 for: continuing capital
projects (not to exceed $342,336,777) and the Disaster Relief Fund (not to exceed
$11,636,458), multi-year operating grants and donations dedicated to programs, and
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the encumbrances for goods and services purchased by FY2005/06 year-end but not
delivered or provided until FY2006-07.
GANN Appropriations Limit
State law places limits on the amount of Santa Monica's General Fund appropriations
that can be made without voter approval based on growth in Santa Monica (population
and assessed valuation). This restriction was placed in effect in November 1979 with
the approval of Proposition 4, commonly known as the (Paul) Gann Initiative.
The City's Gann Appropriations Limit for FY2006-07 is $708,697,387. A comparison of
the City's FY2006-07 Gann Appropriations Limit and FY2006-07 appropriations and tax
proceeds subject to limitation as set forth in the City's Proposed FY2006-07 Budget is
as follows:
Proposed Gann-related Spendinq for FY2006-07
Total
Gann Limit $708,697,387
Appropriations Subject to Limitation 148.618.722
Net Under/(Over) $560.078,665
FY2006-07 appropriations subject to limitation are less than the City's Gann
Appropriations Limit. In terms of receipt of tax proceeds, the City is $566,029,463 under
the Gann Limit. A resolution to establish the City's FY2006-07 Gann Appropriations
Limit at $708,697,387 is at Attachment H.
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Guidinq Financial Policies
In the budget study session of May 23, 2006, staff presented Budget and Financial
Policies to the Council for review and consideration for adoption. Many of these
policies, shown at Attachment J, have been guiding the City's budget development and
financial actions for years. Adoption of these policies will send a message to members
of the public including potential investors the City's commitment to sound financial
policies in budget development.
One additional financial policy is offered for further consideration and discussion by
Council. The proposed policy is as follows:
. It is the goal of the City of Santa Monica to charge for the full costs of services
provided by City Staff when such services benefit individual users rather than
members of the community as a whole.
This policy has been adopted by Council in the past; however, for fees where less than
full cost recovery is currently approved, further discussion with Council regarding
appropriate recovery levels will be held during planned Council workshops in the fall
and full consideration of this policy, and its exceptions, can be made at that time.
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Community Development (CD) Grant Proqram and Cultural Arts Orqanization Support
Grant (OSG) Proaram
In 2003, Council awarded three-year grants to 37 non-profit agencies through the
Community Development (CD) Grant Program and the Cultural Arts Organization
Support Grant (OS G) Program. Staff recommends that these grants be renewed for
one year while staff conducts assessments of community development and cultural arts
needs to inform the next grant cycle beginning in FY2007 -08. Staff is currently
conducting two Council-approved program evaluations (an evaluation of City-funded
school-based mental health and support services; and a system-wide evaluation of
homeless service delivery in Santa Monica) and developing a long-range cultural plan.
The evaluations and plan are expected to be complete by January 2007. Findings from
the evaluations and planning activities will be used to recommend a funding rationale to
Council and develop an open and competitive Request for Proposals for grant funding,
to be issued by January 2007 for the FY2007 -08 Budget
Staff have completed review of program and fiscal reports from agencies and conducted
site visits. The City has appropriated funds in the Proposed FY2006-07 Budget to the
grantee organizations at the FY2005/06 levels plus a 2.5% cost-of-living adjustment,
which has been given for the past year. A contract modification to extend the grants for
one year through FY2006-07 is required. Attachment I lists the individual grantee
agreements previously approved for funding through the CD Plan (FY2003-06) and
Cultural Arts OSG Plan (FY2003-06) and the grant amount in the Proposed FY2006~07
budget.
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BudgetlFinanciallmpact
Adoption of the Proposed Budget as amended by attachments A through H will
establish FY2006-07 budget for the City's programs and services.
Attachments:
A: Community Priorities
B: Revisions to the Proposed FY2006-07 Revenue Estimates and Budget
Appropriations
C: Administrative Adjustments to the FY2007 -08 Budget Plan
D1: Resolution Revising Salaries for Various Positions
D2: Listing of Position and Classification Changes
E1: Master Fee Resolution
E2: Master Listing of Current Fees vs. Proposed
E3: Fee Resolution for the Use of Community and Cultural Services Facilities
E4: Fee Resolution for the User Fees for Social Service, Recreation and Community
Programs, Classes and Services of the Department of Community and Cultural
Services.
E5: Fee Resolution for Solid Waste Rates and Fees.
F1 : Resolution of City Council Approving Its Budget for Fiscal Year 2006-07
F2: Resolution of the Housing Authority Approving Its Budget for Fiscal Year 2006-07
F3: Resolution of the Redevelopment Agency Approving Its Budget for Fiscal Year
2006-07
F4: Resolution of the Parking Authority Approving Its Budget for Fiscal Year 2006-07
G: City of Santa Monica Calculation of FY2006-07 Gann Appropriations Limit
H: Resolution of the City Council of the City of Santa Monica Establishing the Gann
Appropriations Limit for the Fiscal Year 2006-07
I: Funding through the Community Development Plan
J: Budget and Financial Policies
Prepared by:
Janet Shelton, Budget Manager
Approved: Forwarded to Council:
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ATTACHMENT A
COMMUNITY PRIORITIES & COMMON WORK OBJECTIVES
FOR FISCAL YEAR 2006-07 & BEYOND
Address the impacts of homelessness on the community.
Significant initiatives are emerging ih the region to address homelessness as public
awareness has heightened across the county and state. In Santa Monica, where it is
estimated that 1,200 or more homeless individuals are in the City on any given day, the
circumstances endured by the homeless and their impact on City residents, visitors and
businesses continue to be a principal source of concern and frustration for the
community. The City continues to advocate for and actively implement regional
solutions and sharing of responsibility. At home, a network of social services,
supportive housing, model program design and substantial City funding continue to
improve the circumstances of individual homeless persons.
Work Plan
. Through the leadership of the City's Special Representative for Homeless
Initiatives, achieve substantial progress creating a regional response to ending
homelessness; advocate for changes in federal, state, and regional laws,
regulations, programs, and systems to more equitably share the challenge of
homelessness. (City Manager's Office, City Attorney, Community and Cultural
Services)
. Engage new regional leadership resulting from the release of Bring LA Home, the
Westside Cities Council of Governments, federal and state representatives to
achieve housing and other homeless services throughout the region. (City
Manager's Office, City Council, Community and Cultural Services, Resource
Management)
. Advocate for creation of Federal/State funding incentives and sanctions for
communities to encourage shouldering a fair share of the burden of ending
homelessness. (City Manager's Office, Community and Cultural Services, City
Attorney)
. Advocate for long-term, therapeutic housing for homeless veterans on the West
Los Angeles Veterans Administration campus and encourage other organizations
and regional leaders to participate in the effort. (Community and Cultural
Services, City Manager's Office).
. Work with the County Department of Mental Health and neighboring jurisdictions
to locate a psychiatric urgent care facility on the Westside. (City Manager's
Office, Community and Cultural Services, Police, Fire)
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COMMUNITY PRIORITIES & COMMON WORK OBJECTIVES
FOR FISCAL YEAR 2006-07 & BEYOND
. Advocate for change in state law governing mandatory psychiatric assessment
and treatment for the gravely disabled homeless. (City Manager's Office,
Community and Cultural SelVices, City Attorney)
. Determine the feasibility of implementing community-based courts that provide
alternative sentencing in the Santa Monica service area, including drug court,
mental health court, and homeless court. (Community and Cultural SelVices,
Police, Fire, City Manager's Office, City Attorney)
. Complete a system-wide evaluation of Santa Monica's homeless service
continuum of care; restructure program elements as necessary; develop a five-
year action plan; and discuss findings in public forums with the community.
(Community and Cultural SelVices)
. Develop a methodology to compare the cost of providing emergency services to
homeless people living on the streets with the cost of developing and providing
long-term, permanent solutions to homelessness. (Community and Cultural
SelVices)
. Expand the Chronic Homeless Program to serve a minimum of 30 additional
service resistant individuals who have been in the community for years with the
goal of permanently housing 20 within the next year; create a multidisciplinary,
intensive case management team to reach these individuals and move them
more rapidly into housing and keep them housed; target existing services and
housing resources and seek new resources and innovative strategies to achieve
projected outcomes. (Community and Cultural SelVices, Police, Fire, Resource
Management)
. Further implement strategies to reduce chronic public inebriation including
expanding outreach staff hours at the Santa Monica Jail; involving hospitals in
advocacy and funding; and advocating for ending the early release of alcohol
offenders from LA County Jail. (Community and Cultural SelVices, Police, Fire,
City Manager's Office, City Attorney)
. Develop local supportive housing options for chronically homeless and mentally
ill people; develop a housing voucher program using housing set-aside funds
from Santa Monica Redevelopment Agency to reduce homelessness (Resource
Management, Community and Cultural Services)
. Continue discussions with food providers to evaluate their needs and identify
possible locations where food services can be linked with other supportive
services. (City Manager's Office, Community and Cultural SelVices)
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COMMUNITY PRIORITIES & COMMON WORK OBJECTIVES
FOR FISCAL YEAR 2006-07 & BEYOND
. Reassess local ordinances and regulations to determine if revisions would assist
in addressing homelessness and its impacts (City Attorney)
. Enhance enforcement of quality of life ordinances through a fully staffed team of
Homeless Liaison Program Officers and Park Rangers; assess models in other
communities for enforcing quality of life violations. (City Attorney, Police,
Community and Cultural Services)
. Inform residents, businesses and the Faith community of the City's efforts,
regional issues and how they can assist in ending homelessness in Santa
Monica. (City Manager's Office, Community and Cultural Services)
Enhance the quality of life, safety and community involvement of
residents of the Pico neighborhood.
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, community-based organizations and
government agencies.
Coordination
With "community action partners", implement agreed upon strategies to reduce gang
violence and improve the quality of life in the Pico Neighborhood; provide a
community update semi-annually regarding progress and actions; and designate the
Human Services Administrator for Neighborhood and Park Initiatives as the lead to
coordinate City efforts. (City Manager's Office, Community and Cultural Services,
Police)
Jobs
. Build upon the successful collaboration with JVS Worksource, non-profit partners
and the Santa Monica Chamber of Commerce to hold the fourth annual job fair
for local youth and job preparation workshops for Pico Neighborhood youth.
(Community and Cultural Services)
. Continue to facilitate the Santa Monica Employment Col.laborative, including the
Building & Construction Trades Council of California (AFL-CIO) and Chamber of
Commerce to offer employment preparation, skill development and mentoring for
at-risk youth. (Community and Cultural Services)
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COMMUNITY PRIORITIES & COMMON WORK OBJECTIVES
FOR FISCAL YEAR 2006-07 & BEYOND
. At Virginia Avenue Park, provide employment search, job opportunity outreach,
job-prep workshops, and placement assistance targeting neighborhood residents
and work with non-profit agencies to provide work experience programs.
(Community and Cultural Services and Human Resources)
. Expand opportunities for youth employment and pre-employment skill building,
particularly for Pico Neighborhood youth, through: expansion of the Youth Sports
Coach In Training Program that mentors and prepares high school youth for
employment in camps and leagues; launching the Rosie's Girls Apprentice
Program which will provide formalized workplace support and training for high
school girls to prepare them for future work in camps and after-school programs
while further building trades skills. (Community and Cultural Services)
. Support the City's Maintenance Management Division Trades Intern program
providing at-risk older youth with combined job training and experience, case
management, school continuation through the Regional Occupation Program,
social service/job retention support and referrals to other apprenticeship
programs. (Environmental and Public Works Management, Community and
Cultural Services)
Community Programs
. Refine and expand neighborhood-based programs and services at the newly
reopened Virginia Avenue Park, including:
0 Educational Support - enhanced homework assistance in coordination
with school district staff, involving parents, offering tutorial services and
college prep/financial assistance workshops, and expanding the City's
Homework Assistance Working Group;
0 Health & Well-Being - expanded active living opportunities including
fitness and recreation; offer health education, nutrition and obesity
prevention workshops;
0 Enrichment and Cultural Arts - artist in residence programs that promote
real-life skills and exposure to career opportunities and vocational trades;
teen-designed clubs for 14-21 year olds; visual and performing arts
workshops; and creative writing;
0 Social Services - youth mentoring, employment placement and vocational
training, family counseling, parent education and domestic violence
training resources in partnership with local non-profit organizations.
(Community and Cultural Services)
. If funded by the US Department of Justice, institute the "Night Bridges" program,
including vocational training, weekend recreation and parent education on gang
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COMMUNITY PRIORITIES & COMMON WORK OBJECTIVES
FOR FISCAL YEAR 2006-07 & BEYOND
prevention strategies. (Community and Cultural Services, Police, City Manager's
Office)
. Launch a new mentoring program at Virginia Avenue Park involving Big Brothers
Big Sisters of Greater Los Angeles and the Chamber of Commerce to work with
approximately 15 local neighborhood youth. (Community and Cultural Services)
. Continue to provide and refine Police Activities League (PAL) programming that
includes: specialized life skills workshops for youth in money management,
college prep and computer skills development; Youth Directors Council and
Older Teens Program; specialized fitness activities including marathon running,
cross-training, cycling, yoga and the role of culture in the martial arts; homework
assistance, literacy development and other enrichment activities. (Community
and Cultural Services)
. Complete an evaluation of school-based mental health services funded by the
City to better align services to meet the growing and changing needs of youth
and their families through the FY2007 -08 Community Development grant cycle.
(Community and Cultural Services)
. Augment efforts to increase community awareness of the City's youth financial
assistance programs via targeted neighborhood outreach efforts to improve
access to the City's direct and contracted services. (Community and Cultural
Services)
. Continue neighborhood and bilingual outreach at the Fairview Branch Library,
working with Virginia Avenue Park, Head Start, Reading is Fundamental and
SMMUSD Infant and Family Support programs; provide homework assistance
with Tutor.com at the branch. (Library)
. Provide recreational activities and programs for SMMUSD's Community Day
School and Olympic High School youth through the Police Activities Leag~e's
community service opportunities and fitness programs and course credit for teen
center activities. (Community and Cultural Services)
Neighborhood Appearance
. Expand the City's graffiti abatement efforts by use of $200,000 in new contract
graffiti removal services focused in the areas of Santa Monica most impacted by
graffiti; continue to remove discarded bulky items from alleys; maintain signs ~nd
trim trees in the neighborhood; enforce building codes. (Environmental and
Public Works Management, Community and Cultural Services, Planning and
Community Development)
23
COMMUNITY PRIORITIES & COMMON WORK OBJECTIVES
FOR FISCAL YEAR 2006-07 & BEYOND
. Maintain Virginia Avenue Park at a high level to encourage its use by
surrounding neighborhoods. (Community and Cultural Services)
. Maintain a safe and well-maintained community by conducting neighborhood
assessments, providing safe walking paths, involving businesses in beautification
projects and establishing volunteer community clean-up initiatives.
(Environmental and Public Works Management, Resource Management,
Community and Cultural Services)
. Complete the installation of 93 new lights in neighborhood alleys and complete
the upgrade of most streetlights in the neighborhood to brighter lamps.
(Environment and Public Works Management)
. Complete design of streetscape improvements for 20th Street and Cloverfield
Blvd. (between Pico Blvd. and the freeway) following a community input process
and review by City Council. (Environmental and Public Works Management)
. Increase the level of landscape maintenance services at the Woodlawn
Cemetery including increased trimming of the vegetation growing on the
cemetery's perimeter fences. (Environmental and Public Works Management)
Public Safety
. Staff and welcome the public to the Virginia Avenue Park substation; engage the
community daily throughout the park and provide forums for dialogue between
youth and family participants and SMPD. (Police, Community and Cultural
Services)
. Identify areas within the Pico Neighborhood where tree trimming will improve
lighting and visibility. (Police, Community and Cultural Services)
. Continue City staff participation at neighborhood meetings of PNA, PYFC, PAL,
PTA, and Community Violence Prevention Coalition. (Police, Community and
Cultural Services)
. Complete work with the school district, youth service non profit agencies, mental
health organizations and the Red Cross to Work with the Superintendent of
Schools to identify and implement strategic responses to school-related incidents
of violence. (Community and Cultural Services, Police)
. Encourage use of "We Tip", a call-in program that allows residents to identify
public safety threats anonymously to reduce fear of reprisal. (Police)
24
COMMUNITY PRIORITIES & COMMON WORK OBJECTIVES
FOR FISCAL YEAR 2006-07 & BEYOND
. Continue patrol during peak activity hours for the neighborhood, using overtime
assignments as required. (Police)
Community Engagement
. Inform residents of the Pico Neighborhood about opportunities for becoming
involved in civic life through participation on and with Boards and Commissions
(City Manager's Office, All City departments)
. Provide resources and support to achieve more effective community input from
people who may have primary languages other than English. (Police, City
Manager's Office, All City departments)
. Expand and publicize mechanisms for dialogue between the community and the
police to increase access to the police department and enhance community
partnerships in Neighborhood Centered Policing to develop strong relationships
with neighborhood residents. (Police)
. Use all public information vehicles to communicate ways residents can connect
positively with the City staff including the police. (City Staff)
. Encourage participation in Police Citizen Academy classes, including a Spanish-
language Police Citizen Academy class and a Junior Police Academy, and in
three Leadership courses on general municipal topics of interest. (Police)
Ensure that the public receives timely and responsive servicefrom all
departments and that the City's regulatory processes arefairly,
efficiently and courteously administered with a high degree of
predictability for customers moving through a process.
City government exists to meet public needs for service and order. Perception of the
value received for the public dollar is always important.
Standards & Training
. Develop and implement citywide customer service standards. (City Manager's
Office, Human Resources)
. Provide customer service training that will ensure the standards are being met
and customers are ensured a positive "Santa Monica experience" at City Hall and
citywide, in cooperation with other community organizations. (City Manager's
Office, Human Resources)
25
COMMUNITY PRIORITIES & COMMON WORK OBJECTIVES
FOR FISCAL YEAR 2006-07 & BEYOND
Process Improvements
. Continue Implementation of permit processing improvements recommended by
the Matrix Evaluation and a system to gauge satisfaction of applicants,
developers, architects and contractors. (Planning and Community Development)
. Complete redesign and updating of the website and public information handouts.
(Planning and Community Development)
. Improve the permit counter, City Hall lobby and waiting areas to enhance service
and convenience. (City Managers Office, Planning & Community Development)
. Implement website improvements and self service kiosks for public to access
permit information, online permit applications, document imaging and online
payment systems. (Planning and Community Development)
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 $pace and Land Use,
Community Education and Civic Participation and Human Dignity.
City Construction Projects
. Foster frequent use and positive interaction with the natural environment in public
open spaces, parks and beaches in development of plans for 415 PCH, the Civic
Center, Euclid Park and Airport Park and the Big Blue Bus Campus.
(Environmental and Public Works Management, Community and Cultural
Services, Resource Management)
. Complete a "beach greening" demonstration project at one beach parking lot and
evaluate long-term sustainability. (Community and Cultural Services,
Environmental and Public Works Management)
. Complete development of revised green building requirements for review and
consideration by the City Council. The proposed guidelines will apply to both City
and private development, including single family properties, and will address
design and construction issues such as energy efficiency, renewable energy,
landscaping, indoor air quality and other building systems and materials.
(Environmental and Public Works Management, Planning and Community
Development)
26
COMMUNITY PRIORITIES & COMMON WORK OBJECTIVES
FOR FISCAL YEAR 2006-07 & BEYOND
City Operational Practices
. Complete the phased Ashland Demonstration Garden project between Neilson
and Barnard Ways to demonstrate efficient irrigation, drought tolerant and native
planting, and best practices for care and maintenance. (Environmental and
Public Works Management, Community and Cultural Services)
. Expand use of a centralized weather-based system to achieve more efficient
irrigation of medians and open space landscaping. (Community and Cultural
Services, Environmental and Public Works Management)
. Develop Facility Management Performance Standards that will address various
aspects of custodial services, preventive maintenance, pest management, water
and energy efficiency, and other required building services to ensure that healthy
and sustainable products and practices will be used. (Environmental and Public
Works Management)
Capitalize on Santa Monica's climate and community amenities to
promote "Active Living"
National attention is focused on an alarming trend toward inactivity, obesity and disease
stemming from poor lifestyle choices. Santa Monica enjoys good weather year round
making active lifestyles easier to achieve than in many cities nationwide. Walking is .the
community's favored recreational activity according to survey responses during
Recreation and Parks Master Plan development. "Active Living" integrates physical
activity into daily routines to promote fitness and wellness for community members of all
ages.
. Develop community partnerships with local schools, community-based
organizations, and City-run community centers, such as Virginia Avenue Park, to
promote youth fitness through daily physical activity. (Community and Cultural
Services)
. In conjunction with CityTV, develop an Active Living PSA to be aired on CityTV.
(Community and Cultural Services)
. Integrate physical activity and healthy lifestyles with youth programming at VAP,
PAL and CREST to combat childhood obesity. (Community and Cultural
Services)
. Integrate the concept of active living in the design and program planning for 415
PCH. (Community and Cultural Services)
27
COMMUNITY PRIORITIES & COMMON WORK OBJECTIVES
FOR FISCAL YEAR 2006-07 & BEYOND
. Enhance the City's "10,000 Steps Campaign," launched at the Santa Monica
Festival in May 2005, by adding and marketing new walking routes and adapting
the program to other forms of exercise including swimming and biking; establish
a new walking route in the Pico Neighborhood that includes Virginia Avenue
Park. (Community and Cultural Services)
. Build on the successful youth outreach for "Shape the Future 2025" to create
events and programs that encourage and support student cycling. (Community
and Cultural Services)
. Form a City interdepartmental working group to share and develop new active
living strategies and to implement a coordinated marketing initiative. (Community
and Cultural Services, City Manager's Office, Environmental and Public Works
Management, Planning and Community Development)
28
ATTACHMENT B
REVISIONS TO THE PROPOSED FY2006-07
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
I. REVENUE ESTIMATES
Revised
Proposed Proposed
Fund/Account Budget Budget Net Change Explanation of Change
General/Community Classes $620,300 $935,300 $315,000 To reflect increased summer camp
enrollments.
General/Estimated Fee Increases $1,500,000 $1,300,000 ($200,000) To reflect revised estimate of
additional revenues from City
Planning Division fee revisions.
TOTAL GENERAL FUND (01) $115.000
Miscellaneous Grants/2005 $0 $1,570,055 $1,570,055 To reflect timing change in receipt of
Urban Area Security Initiative 2005 Urban Area Security Grant.
Grant
Miscellaneous Grants/Justice $0 $41,235 $41,235 To reflect the Justice Assistance
Assistance Grant Grant awarded by the Department
of Justice.
TOTAL MISCELLANEOUS $1.611.290
GRANTS FUND (20)
Water/Estimated Fee Increases $0 $208,000 $208,000 To reflect impact of fee revisions
resulting from City-wide fee study.
Solid Waste $0 $111,200 $111.200 To reflect impact of fee revisions
Management/Estimated Fee resulting from City-wide fee study.
Increases
Wastewater/Estimated Fee $0 $169,500 $169.500 To reflect impact of fee revisions
Increases resulting from City-wide fee study.
Civic Auditorium/Civic $925,000 $1,184,599 $259.599 To reflect increased revenue from
Auditorium Parking Lot new parking license agreement with
the County of Los Angeles.
29
ATTACHMENT B
REVISIONS TO THE PROPOSED FY2006-07
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
II. BUDGET APPROPRIATIONS
Revised
Fun d/Depa rtmentlD ivis ion Proposed Proposed
or Proiect Budaet Budaet Net Chanae Explanation of Chanae
General/City Council/City Council $550,444 $622,012 $71,568 To appropriate funds for City
Council annual medical trust benefit
(+$11,928) and for prior year
contributions (+$59,640).
General/City Manager/ $2,108,663 $2,118,663 $10,000 To appropriate additional funds for
Administration Westside Council of Governments.
General/Records and Election $994,879 $1,074,588 $79,709 To reflect the transfer of the new
Services/Ad m in istration administrative position in the correct
division.
General/Records and Election $824,963 $745,254 ($79,709) To reflect the transfer of the new
Services/Support Services administrative position in the correct
division.
General/Planning and Community $5,555,583 $5,805,583 $250,000 To appropriate one-time additional
Development! Building and Safety funds for outside temporary agency
employees for inspection services.
General/Fire/T raini ng $933,573 $1,020,881 $87,308 To reflect the transfer of the new
safety position in the correct
division.
General/Fire/Support Services $1,430,521 $1,343,213 ($87,308) To reflect the transfer of the new
safety position in the correct
division.
General/Community and Cultural $11,958,848 $11,958,848 $0 To transfer Salaries and Wages
Services/Open Space savings (-$58,000) to Supplies and
Management Expenses to fund various
maintenance programs (+$58,000).
30
ATTACHMENT B
REVISIONS TO THE PROPOSED FY2006-07
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
Revised
Fun dlDepa rtmentlDivision Proposed Proposed
or Proiect Budget Budget Net Change Explanation of Change
General/Community and Cultural $4,026,071 $4,272,742 $246,671 To increase salary savings
Services/Community Programs (-$44,266) to fund 0.6 FTE Staff
Assistant II (+$38,585) and 0.1 FTE
Office Assistant (+$5,681) positions
for Skate Park operations, to
appropriate additional funds for
summer camps (+$228,000), and to
add 0.2 FTE Admin Analyst position
for Skate Park operations
(+$18,671).
General/Community and Cultural $989,959 $1,004,959 $15,000 To appropriate funds for Fourth of
Services/Cultural Affairs July community fireworks.
Genera I/Non-depa rtmental/ All $19,641,587 $19,691,587 $50,000 To appropriate funds for the
Other Transactions ConventionNisitors Bureau's
branding program.
General/N on-Depa rtmental/ ($4,346,504) ($4,606,103) ($259,599) To reduce General Fund subsidy
Interfund Transactions operating transfer due to increased
revenue from parking agreement
with Los Angeles County;
General/General Government $685,200 $697,200 $12,000 To appropriate additional
CapitallmprovemenV Computer contributions to the computer
Equipment Program replacement program for new
computers.
General/General Government $5,000,000 $2,000,000 ($3,000,000) To reduce the project due to
CapitallmprovemenV PCD anticipated Utility User Tax revenue
Permit Center Temporary Facility loss.
TOTAL GENERAL FUND (01) ($2.604.360)
Miscellaneous Grants/Non- $364,950 $406,185 $41.235 To appropriate Justice Assistance
Departmental/All Other Grant funds from the Department of
Transactions Justice.
Civic Auditorium/Non- ($333,320) ($73,721) $259.599 To reduce operating transfer due to
Departmental/I nterfund increased revenue from parking
Transactions agreement with Los Angeles
County.
31
ATTACHMENT B
REVISIONS TO THE PROPOSED FY2006-07
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
Revised
Fun dlDepa rtmentlD ivis ion Proposed Proposed
or Project Budaet Budaet Net Chanae Explanation of Chanae
Water/General Government $34,200 $56,200 $22.000 To appropriate additional
Capital Improvement/ Computer contributions to the computer
Equipment Program replacement program for new
computers.
Wastewater/General $17,200 $32,200 $15.000 To appropriate additional
Government Capital contributions to the computer
Improvement/Computer replacement program for new
Equipment Program computers.
Vehicle Management/ General $2,573,994 $2,545,686 ($28.308\ To reflect an adjustment to the
Government Capital program.
ImprovemenWehicle
Replacement Program
Information Technology $375,000 $421,200 $46.200 To appropriate additional funds for
Replacement and purchase of new computers.
Services/General Government
Capital Improvement/Computer
Equipment Program
III. BALANCE SHEET TRANSFER
Revised
Fun dlDepa rtmentlD ivision Proposed Proposed
or Proiect Budaet Budaet Net Chanae Explanation of Chanae
General/Balance Sheet $0 $5,271,600 $5,271,600 Release the designations for
Transfer-in employee contract changes
(+$71,600), Santa Monica Place
parking structure (+$2,200,000),
capital improvement project start-up
(+$1,000,000) and environmental
mitigation (+$2,000,000)
General/Balance Sheet $0 ($8,200,000) ($8,200,000) Establish a designation for
Transfer-out anticipated utility user tax revenue
loss.
TOT AL GENERAL FUND (01) ($2.928.400\
32
ATTACHMENT C
ADMINISTRATIVE ADJUSTMENTS TO THE FY2007-08 BUDGET PLAN
I. REVENUE ESTIMATES
Revised
Fund/Account Budaet Plan Budaet Plan Net Chanae Explanation of Chanae
General/Community Classes $620,300 $935,300 $315,000 To reflect increased summer camp
enrollments.
General/Estimated Fee Increases $1,542,000 $1,342,000 ($200,000) To reflect revised estimate of
additional revenues from City
Planning Division fee revisions.
TOTAL GENERAL FUND (01) $115.000
$0 $208,000 $208.000 To reflect impact of fee revisions
Water/Estimated Fee Increases resulting from City-wide fee study.
Solid Waste $0 $111,200 $111.200 To reflect impact of fee revisions
Management/Estimated Fee resulting from City-wide fee study.
Increases
Wastewater/Estimated Fee $0 $169,500 $169.500 To reflect impact of fee revisions
Increases resulting from City-wide fee study.
Civic Auditorium/Civic $950,000 $1,209,599 $259.599 To reflect increased revenue from
Auditorium Parking Lot new parking license agreement with
the County of Los Angeles.
II. BUDGET APPROPRIATIONS
Fun dlDepa rtmentlD ivis ion Revised
or Proiect Budaet Plan Budaet Plan Amount Explanation of Chanae
General/City Council/City Council $572,293 $584,221 $11,928 To appropriate funds for City
Council medical trust benefit.
General/City $2,196,415 $2,206,415 $10,000 To appropriate additional funds for
Ma nager/Ad mi n istration Westside Council of Governments.
General/Records and Election $1,042,265 $1,125,619 $83,354 To reflect the transfer of the new
Services/Ad m i n istration administrative position in the correct
division.
33
A TT ACHMENT C
ADMINISTRATIVE ADJUSTMENTS TO THE FY2007-08 BUDGET PLAN
F u nd/DepartmentlDivision Revised
or Proiect Budget Plan Budget Plan Amount Explanation of Change
General/Records and Election $858,357 $775,003 ($83,354) To reflect the transfer of the new
Services/Support Services administrative position in the correct
division.
GenerallF i re/T rai n i ng $939,200 $1,030,432 $91,232 To reflect the transfer of the new
safety position in the correct
division.
General/Fire/Support Services $1,388,732 $1,297,500 ($91,232) To reflect the transfer of the new
safety position in the correct
division.
General/Community and Cultural $4,260,081 $4,507,690 $247,609 To increase salary savings
Services/Community Programs (-$46,802) to fund 0.6 FTE Staff
Assistant II (+$41,121) and 0.1 FTE
Office Assistant (+$5,681) positions
for Skate Park operations, to
appropriate additional funds for
summer camps (+$228,000) and to
add 0.2 FTE Admin Analyst position
for the Skate Park (+$19,609).
General/Community and Cultural $1,031,100 $1,046,100 $15,000 To appropriate funds for Fourth of
Services/Cultural Affairs July community fireworks.
Ge n era IIN 0 n - De pa rtme n ta 1/ ($6,102,617) ($6,362,216) ($259,599) To reduce General Fund subsidy
Interfund Transactions operating transfer due to increased
revenue from parking license
agreement with Los Angeles
County.
General/General Government $685,200 $687,600 $2,400 To appropriate additional
Capital Improvement! Computer contributions to the computer
Equipment Program replacement program for new
computers.
TOTAL GENERAL FUND (01) $27.338
Water/General Government $34,200 $34,600 ~ To appropriate additional
Capital Improvement! Computer contributions to the computer
Equipment Program replacement program for new
computers.
34
ATTACHMENT C
ADMINISTRATIVE ADJUSTMENTS TO THE FY2007-08 BUDGET PLAN
F und/DepartmentlDivision Revised
or Proiect Budaet Plan Budaet Plan Amount Explanation of Chanae
Civic Auditorium/Non- ($1,174,246) ($914,647) $259.599 To reduce operating transfer due to
Departmenta 1/1 nterfu nd increased revenue from parking
Transactions license agreement with Los Angeles
County.
Stormwater/N on-departmental/ $154,881 $155,048 lliL To appropriate additional funds for
All Other Transactions the funds share of the engineering
office lease.
Vehicle Management/General $4,100,237 $4,069,954 ($30.283\ To reflect an adjustment to the
Government Capital program.
ImprovemenWehicle
Replacement Program
35
See Adopted
Resolution No. 10138
(CCS) (Salary Rates)
& 10139 (CCS)
(Permits & User Fees)
A TT ACHMENT E2
Current Fees vs. Proposed
Issuance Fee-Appeals and Approvals 54.48 49.00
non-specified
108.96 98.00
special approvals
Issuance Fee-Engineering Reports 54.48 98.00
Issuance Fee-Misc. Repllnspct card
Single Trade 17.79 16.00
All Others 35.58 32.00
Issuance Fee-Change of Record
Single Trade 17.79 16.00
All Others 35.58 32.00
Issuance Fee Permit-New and Renewal
Single Trade-pools & spas 35.58 49.00
Single Trade-all others 17.79 24.50
Combination 35.58 49.00
After Hours 104.20 98.00
Issuance Fee-Plan Plan Check - Demo and OTC 35.58 98.00
Issuance Fee-Plan Check-B & S Only 35.58 196.00
Issuance Fee-Formal Plan Check 359.11 343.00
per plan per plan
Issuance Fee-Planning Applications
wlo preliminary review 35.58 49.00
wI preliminary review 359.11 49.00
Plan Check-Preliminary
per hour - 2 hour minimum 131.19
First two hours 306.00
Each additional hour 123.00
Plan Check-Over the Counter
Buillding & Safety
Standard 125.64 184.00
Each review over two 63.38
Each additional
Appointment 621.00
Planning 77.82 164.00
Engineering 55.59 57.00
Fire Prevention 125.63 149.00
TMP 67.00
63
Current Fees vs. Proposed
Formal Plan Check-1 & 2 Family Dwellings
per square foot 0.79 0.76
Formal Plan Check-Apts/Condos/Hotels
Apts/Condos/Hotels - per sq ft 0.62 0.58
Garage per sq ft 0.60 0.55
Formal Plan Check-Commercial/Industrial
1 st 10,000 sf 0.92 0.86
Over $10,000 0.27 0.25
Stand alone garage 0.60 0.55
Shell building-30%less;over four stories-15% more
Formal Plan Check-Res. Remodel & Addition 0.95 0.92
Formal Plan Check-Tenant Imp.
0- 10,000 sq ft 0.40 0.37
Over 10,000 sf 0.33 0.31
Interior Demolition
0- 10,000 sq ft 0.06
Over 10,000 sf 0.05
Formal Plan Check-Construction Means/Methods Plan. 393.57 246.00
Formal Plan Check-Mech/Elec/Plumbing per hour
Mech/Elec/Plumbing (2 hr min.) 131.19 123.00
Plan Checks 131.19
Plan RevisionslDeferrred Submittals 131.19
Permit Renewals 65.30 103.00
Excess Plan Check 131.19
Minimum Fee 262.38
Over the Counter per hour (1 st two) 103.00
OTC - Each additional review 51.00
Formal Plan Check (3 reviews) 309.00
Each additional 51.00
Building Inspection-New residential
One & two family per sf 0.81 1.03
Apts/Condos/hotels 0.66 0.84
Building Inspection-New commercial/industrial
1 st 10,000 sf 0.81 1.03
Over 10,000 sf 0.40 0.51
stand alone garage 0.51 0.64
Shell building-30%less;over four stories-15% more
Building Inspection-Resident Remodel & Addition
per sf 0.79 1.00
64
Current Fees vs. Proposed
Building Inspection-Tenant Improvement
1 st 10,000 per sf 0.23 0.29
Over 10,000 sf 0.18 0.23
Building Inspection-Miscellaneous
Single Trade Pool 363.55
Single Trade-All Others (3 max) 61.15
Excess Inspection 61.15
Excess Inspection (each STP) 31.13
Reinspection (per hour) 61.15 77.00
After hours 125% of costs
Single Trade-All 230.00
Residential Building Record 162.32 147.00
Record Maintenance Fee 54.48 147.00
(plus outside costs)
Geotechnical Services
Shoring Report 500.30 596.00
Remodel less than 750 sf 667.06
Swimming Pool 667.06
New/Remodel greater than 750 sf 889.42
As Built Compaction 444.71 894.00
Sound Attenuation 131.19
All Other 1,667.66
Fault Trench 2,979.00
Foundation-major 1,787.00
Foundation-all others 1,192.00
Temporary Certificate of Occupancy
Issuance Fee 54.48 49.00
Plan Check Evaluation 131.19 123.00
Inspection Evaluation 131.19 153.00
Eng Report-Alt Methods of Construction 262.38
Premanufactured 614.00
Field Constructed 1,228.00
Eng Report-Energy Compliance 131.19 245.00
Building & Safety Appeals 1,049.51 1,228.00
Building & Safety Approvals
Alt Materials of Construction 327.98 307.00
Approved Fabricator License 242.37 307.00
Approved Testing Agency 242.37 307.00
Special Inspector License 121.19 307.00
Building & Safety Extension of Time 131.19 123.00
Building & Safety Modification Request
No Admin Hearing-Staff Approval 262.38 246.00
Admin Hearing - Building Officer 655.95 614.00
65
Current Fees vs. Proposed
Tenant Protection During Consgtruction
per inspection 60.04 89.00
Proactive Monitoring of Commercial Uses
initial inspection 537.09 589.00
follow up inspection 322.25 353.00
Noise Ordinance-After Hours 89.00
Work without a permit investigation 100% of building fee
No plans required 246.00
SFR major-plans required 590.00
Other major-plans required 826.00
66
Current Fees vs. Proposed
Architectural Review-Signs or Landscaping 644.83 840.00
Architectural Review-Staff Approval-All Others 161.21 210.00
Architectural Review-Staff Approval-STP waived waived
Planning Business License Review
Home Occupation 30.00 30.00
All Others 100.29 246.00
Certificate of Appropriatness waived waived
Certificate of Compliance 856.06 902.00
Certificate of Economic Hardship 3,062.94 3,997.00
Conditional Use Permit 7,093.11 9,257.00
Deed Restriction 311.30 328.00
Design Compatibility Permit 6,448.28 8,400.00
Development Review 7,093.11 9,257.00
FencelWall/Hedge Height-Mod-Admin 100.00 100.00
F encelWall/Hedge Heig ht-Mod-Discretionary 200.00 200.00
Planning Final Map 483.63 631.00
General Plan Amendment 6,770.69 8,820.00
Historic District Designation 4,997.42 947.00
Landmark Designation 520.31 652.00
Planning Lot Line Adjustment 466.94 630.00
Multiple Appljcations 967.24 1,260.00
Noise Variance 1,612.07 2,735.00
Performance Standard Permit 933.89 1,260.00
Permit Extension-Administrative 161.21 210.00
Project in Coastal Zone 161.21 210.00
Reduced Parking Permit 1,289.66 2,735.00
Occupancy Permit 1,400.83 1,479.00
Sign Adjustment 644.83 840.00
Structure of Merit 520.31 652.00
Temporary Use Permit 622.59 840.00
Planning Tentative Map 1,934.48 2,520.00
Text Amendment/Zone Change 6,125.86 7,980.00
Use Permit Application 1,289.66 2,735.00
Variance Application 1,612.07 2,735.00
Waiver of Parcel Map 1,289.66 1,680.00
Yard Modification 1,289.66 2,735.00
Zoning Compliance Letter 700.42 739.00
Development Agreement
per hour 161 .21 210.00
(charged against an intial deposit of $10,000)
Environmental-Initial Study/Mitigation Negative Declaration 5,000.00 6,000.00
or 25% of consultant contract (whichever greater)
Environmental Impact Report Review 10,000.00 10,000.00
or 25% of consultant contract (whichever greater)
Planning Plan Check
per plan (first three reviews) 725.43 749.00
per hour after first three 161 .21 210.00
per hour-plan revisions,restamping plans, and permit renewals 161.21 210.00
per hour-plan cheks not otherwise classified 161.21 210.00
Planning Final Inspection
Administrative and ARB 322.41 420.00
Discretionary Permits 644.83 840.00
Sign Permit 80.61 105.00
67
Current Fees vs. Proposed
Sign Permit (STP) 40.02 53.00
Preliminary Review 614.85 745.00
Builidng & Safety per hour 131.19 123.00
EPWM Civil Engineering per hour 120.07 147.00
Fire Prevention per hour 138.98 167.00
Open Space Management per hour 112.30 154.00
Transportation Planning Management per hour 112.30 154.00
68
Current Fees vs. Proposed
Urban Runoff Mitigation Management Plan 480.29 717.00
Banner Review 67.82 73.00
Newsrack Permit 30.80 32.00
Use of Public Property (permit fee only) 67.82 69.00
Outdoor Dining Permit 151.20 229.00
Residential Public Improvement
Driveway various 142.00
Sidewalk, Curb, Gutter various 337.00
Commercial Public Improvement Permit
0-499 Lineal Feet (If) various 139.00
500-999 LF various 249.00
1000+ LF various 353.00
Reinspection 75.60 84.00
where previous noticed corrections have not been made per hour per hour
Off-Site Improvement Plan Check 120.07 147.00
per hour per hour
Utility Excavation Permit
Verification of Existing Conditions 75.60 77.00
Up to 24 If 226.80 77.00
25-1,000 If 1,209.61 actual costs
1,001 If and over 2,872.82 actual costs
Final Map 840.50 1,031.00
Tentative Map 840.50 1,031.00
Engineerng Lot Line Adjustment 802.24 884.00
Engineering Certificate of Compliance 720.43 884.00
Tentative/Final Map Revision 789.00 957.00
Plan Revision 120.07 147.00
Rights of Way Research/Inquiries 120.07 147.00
per hour per hour
Soldier Beam Permit 753.00 920.00
Soil Nail Permit 753.00 *
Tie Back Permit 753.00 920.00
Street Vacation
Non-commercial 120.07 147.00
Commercial actual costs 147.00
Review of Legal Easement 120.07 147.00
Temporary Encroachment Plan Check 128.82 147.00
Permanent Encroachment Plan Check 128.82 147.00
Excavation/Shoring Plan Check 360.21 442.00
Plan Check with tie backs 840.50 *
Hydrology Plan Check 240.14 295.00
Industrial Waste Discharge Plan Check 269.05 331.00
Site Drainage Plan Check 120.07 147.00
New Utility Plan Check 271.27 347.00
Engineering Plan Check not otherwise classified 120.07 147.00
Permit Renewal 120.07 147.00
ConstructionlDemolition Waste Management Plan None 147.00
Weed Abatement 91.34
plus lot cleaning charges
'Combined with Tie Backs
69
Current Fees vs. Proposed
Animal Trap Rental 6.98 12.00
plus $40 deposit plus $40 deposit
Animal Relinquishment
Licensed Dog 6.98 7.00
Unlicensed Altered Dog 20.89 22.00
Unlicensed Unaltered Dog 34.85 35.00
Cat 2.78 7.00
Animal Adoption Processing
Dog 13.91 20.00
Vaccine Fee 11.85 11.85
Spay/neuter fee 35.00 35.00
Female Cat 6.98 10.00
Vaccine Fee 11.85 11.85
Spay/neuter fee 30.00 30.00
Male Cat 6.98 10.00
Vaccine Fee 11.85 11.85
Spay/neuter fee 20.00 20.00
Rabbit 10.00 10.00
Spay/neuter fee 35.00 35.00
Puppy (under 6 mol 40.00
Vaccine Fee 11.85
Spay/neuter fee 35.00
Kitten (under 6 mol 20.00
Vaccine Fee 11.85
Spay/neuter fee 35.00
Animal Microchip Implementation 20.00 20.00
Animal Redemption
Dog
1 st 35.37 35.00
State fine if unaltered 35.00 35.00
2nd 49.44 50.00
State fine if unaltered 50.00 50.00
3rd + 70.65 70.00
State fine if unaltered 100.00 100.00
In Heat 40.93 40.00
Cat 2.76 15.00
State fine if unaltered $35/50/100
Barking Dog Investigation none 185.00
per investigation if results
in criminal prosecution
Animal Shelter
Dog per day 6.98 7.00
Cat per day 2.76 7.00
Animal Control Services
Altered Dog 13.91 plus 13.91 15.00 plus 15.00
per day penalty per day penalty
Unaltered Dog 27.87 plus 27.87 50.00 plus 50.00
per day penalty per day penalty
Duplicate license 2.00 2.00
70
Current Fees vs. Proposed
Second Response Call Back 377.70 550.00
False Alarm
3rd Response in year 125.44 125.00
4th and over Response 163.07 165.00
DUI Accident Response 574.39 1,500.00
30 Day Vehicle Impound 313.70 484.00
Vehicle Impound & Release 71.00 95.00
VIN Verification none 46.00
Vehicle Inspection 13.00 17.00
Parking Boot Removal 112.00 110.00
Taxi Permit
Taxi Cab-Revenue Processing Fee 66.82 135.00
per cab per year per cab per year
New Driver Revenue Processing Fee 82.71 135.00
Taxi Driver Replacement Badge 44.05 44.00
Taxi Decal 75.00 73.00
Massage Permit
Massage Establishment 66.82 84.00
Massage Technician 66.82 67.00
Second Hand Dealer Permit
New 66.82 271.00
Renewal 66.82 157.00
Pawn Shop Permit
New 627.00 273.00
Renewal 627.00 158.00
Police Permits-Other 66.82 66.00
Fingerprinting 27.00 24.00
plus Dept of Justice fees plus Dept of Justice fees
Local Records Check none 16.00
Firearms Storage and Release none 103.00
Police Photo Reproduction 26.00 57.00
plus outside lab cost plus outside lab cost
Police AudioNideo tape copy
Audio per tape 13.00
Video per tape 67.00
Police Report Copy 3.50 0.80
per page per page
Police Billable Services 85.00 112.00
per hour
Crime Analysis
One Research of a data base 64.00 94.00
Multiple researches 100.00 140.00
71
Current Fees vs. Proposed
Fire Standard/Complex Plan Check-New Building 1 st 10,000 SF
per square foot (sf) 0.04 0.05
Fire Standard/Complex Plan Check-New Building over 10,000 SF
(per sf) 0.02 0.03
Fire Standard/Complex Plan Check - Commercial Tenanr 0.03 0.04
Improvements (per sf)
Fire Standard/Complex Plan Check-Mise Plan Check (per hr or 132.48 167.00
fraction thereof)
Fire Standard/Complex Plan Check-Mise Plan Review-Deferred 132.48 167.00
Submittal (per hr or fraction thereof)
Fire Standard/Complex Plan Check-Excess Plan Check (More than 132.48 167.00
2 submittals) (per hr or fraction thereof)
Plan Check/Inspection (per permit)
Fire Sprinklers 1-10 heads 184.41 228.00
Fire Sprinklers 11-100 heads 368.82 456.00
Fire Sprinklers 101-299 heads 491.77 608.00
Fire Sprinklers 300-700 heads 737.65 912.00
Fire Sprinklers over 700 heads 983.53 1,217.00
Standby Pipe System 245.88 304.00
Private Hydrant System 397.44 478.00
Fire Pump Installation 983.53 1,217.00
Special High Pile Storage plus Sprinkler 662.40 796.00
Inspections per Permit (unless otherwise noted)
Tents & Canopies 0 to 400 sf 122.94 150.00
Tents & Canopies 401 to 2,000 sf 153.68 188.00
Tents & Canopies 401 to 2,001 - 5,000 sf 307.35 376.00
Tents & Canopies 401 over 5,000 sf
per sf 0.06 0.08
Central Station Monitoring 368.82 451.00
Fire Alarm New Bldg (Plan Check & Inspection 794.88 956.00
Fire Alarm Tenant Improvements over 25 Devices 794.88 956.00
Fire Alarm Tenant Improvements up to 25 Devices 397.44 478.00
Medical Gas System (Plan Check & Inspection) 397.44 478.00
Special Equipment 397.44 478.00
Special Fire Extinguishing System-Clean Agent 596.69 717.00
Special Fire Extinguishing System-Grease Hood 464.21 558.00
Storage Tank-Above Ground 430.30 532.00
Storage Tank-Below Ground 368.82 456.00
Tire Storage 122.94 188.00
Annual Inspections (per year unless otherwise noted
Aircraft Refueling Facility 122.94 152.00
Aircraft Repair Hangar 245.88 319.00
Ambulatory Convalscent Care 245.88 319.00
Approved Production Facilities 529.92 666.00
Candles/Flames (also special inspections) 61.47 76.00
Carnivals or Fairs 122.94 152.00
Christmas Tree Lot 184.41 228.00
Combustible Dust Prod 184.41 228.00
Combustible Fibers 184.41 228.00
Combustible Materials 122.94 152.00
Convalscent Hospital 368.82 456.00
Daycare over 50 Occupants 180.17 223.00
Daycare Under 50 Occupants 90.09 112.00
72
Current Fees vs. Proposed
Explosives 331.73 416.00
Fireworks-Aerial 464.21 583.00
Fireworks Ground 199.25 250.00
High-Piled Combustible Storage 184.41 228.00
High Rise Inspection 614.71 760.00
Hospital 491.77 608.00
Hot Work Open Flame 184.41 228.00
Industrial Ovens 184.41 228.00
Laboratory 184.41 228.00
Liquid Propane Gas Use Event 184.41 228.00
Lumber Yard 368.82 456.00
Magnesium Working 122.94 152.00
Mall-Use of Common Area 122.94 152.00
Preschool 122.94 152.00
Private School 245.88 319.00
Public Assembly 5,000 sf and Ower 245.88 319.00
Public Assembly Less than 5,000 sf 184.41 228.00
Pyrotech/Flame SFX 430.30 532.00
Refrigeration System 122.94 152.00
Repair Garage 122.94 152.00
Residential Care 180.17 223.00
Spraying/Dipping 122.94 152.00
Vehicle in Building 368.82 456.00
Multi -family Residential and Non High-Rise Commercial 60.00 60.00
CRTK Haz-Mat Inspection Category 1 92.21 118.00
CRTK Haz-Mat Inspection Category 2 184.31 236.00
CRTK Haz-Mat Inspection Category 3 368.82 456.00
CRTK Haz-Mat Inspection Category 4 491.77 630.00
Stu d io/Th eater -Pyro/F la me/Stage/ AP F 264.96 333.00
Studio/Theater -Approved Production Facilities 529.92 666.00
Fire Misc-Additional Site Inspection 122.94 152.00
Fire Misc-Alternative Methods Application 479.05 595.00
Fire Misc-Compliance Re Inspection, Resubmittals 122.94 152.00
Fire Misc.lnspection Services 122.94 152.00
Fire Misc-Live Audience 184.41 228.00
Fire Misc-UFC Permits,Others 122.94 152.00
Fire Misc-Written Response 368.82 full cost
73
Current Fees vs. Proposed
Open Space Management Plan Check
Preliminary Review 112.30 102.00
Tree Removal, Protection, and Replacement
Per eac 50 lineal feet 112.29 102.00
Miscellaneous Review
per hour or fraction thereof 112.29 102.00
Construction Inspection and Monitoring work by City Trees (based
on cost of construction)
$0 - $100,000 112.29 102.00
$100,001 - $300,000 224.58 204.00
$300,001 - $1 ,000,000 449.16 408.00
$1,000,000 - $20,000,000 673.73 612.00
$20,000,000 and over 898.31 816.00
Verify Existing Tree Conditions 112.29 102.00
74
Current Fees vs. Proposed
Water
Water Service Installation
3/4 " meter 1,250.00 2,265.00
1" meter 1 ,410.00
1 - 1 1/2" meter 1 ,725.00
2" meter 1 ,925.00
3" meter 4,660.00 3,966.00
4" meter 5,685.00
6" meter 7,680.00 9,403.00
8" meter 12,015.00 12,866.00
1 0" meter 22,350.00 actual costs
all above fees - add actual cost of traffic plan, if required
Fire Line Service Installation
3/4" - 4"meter 1 ,875.00 3,312.00
6" meter 2,230.00 5,013.00
8" meter 2,795.00
1 0" meter 3,250.00
all above fees - add actual cost of traffic plan, if required
Fire Hydrant Installation actual time and materials actual time and materials
Fire Hydrant Flow Test 250.00 427.00
Damaged Water Meter Repairs greater of $100 br actual time and materials
actual costs
Water Meter Downsize actual time and materials actual time and materials
Water Inspection none 83.00
Temporary Water Service 375.00 148.00
per meter for 3 mos 50.00
48.00
Water Meter Test
2" and less meter 35.00 1,27.00
3" and greater meter 100.00 510.00
Fee refunded if meter in disrepair or over-registering
Delinquent Water Bill Processing
Re-establish delinquent account (per visit) 30.00
Tags (per account) 7.00
Re-establish delinquent account (per account) 48.00
Wastewater
Sewer Saddle Connection 395.00 500.00
Sewer Cap 10.00
At time of saddle installation 200.00
After saddle installation 302.00
Exisiting Sewer Lateral Repair Inspection (per lateral) 100.00 197.00
Storm Drain Connect to Exisiting Box (per connection) 70.00 99.00
Storm Drain Pipe Installation 70.00 198.00
Storm Drain Saddle Installation 395.00 500.00
Storm Dye Test None 180.00
Emergency Sewage Spill Response actual time and materials actual time and materials
Sewer Reinspection (per inspection) none 99.00
75
Current Fees vs. Proposed
Environmental Programs
CUPA Administration (per facility) 230.00 465.00
Underground Tank Installation
per installation 1,336.00 3,799.00
each additional tank 483.00 210.00
Underground Tank Removal
per removal 1,426.00 3,198.00
each additional tank 340.00 210.00
Underground Tank Permit to Operate (annual fee)
first tank 888.00 1,831.00
each additional tank 95.00 26.00
Underground Tank Modification
Simple (per tank) none 1,131.00
Complex (per tank) none 1,654.00
Underground Tank Reinspection none 301.00
Underground Tank Clean up actual time and materials actual time and materials
Green Building Plan Review none 246.00
Storm water
Stormwater Management Fee fee per parcel no change
Solid Waste
Solid Waste C&D Management Plan none 282.00
Solid Waste Enclosure Plan Check 172.78 1'69.00
Private Refuse Hauler Permit 330.00 306.00
76
Current Fees vs. Proposed
Appeals/Approvals/ Modifications-Traffic Studies 111.54 154.00
Standard/Complex Plan Check - Parking and Circulation
o to 2 Spaces 279.40 385.00
3 to 20 spaces 446.16 615.00
21 - 40 spaces 669.23 920.00
41 to 100 spaces 892.32 1,230.00
Each additional space over $100 223.08 305.00
Transportation Management Hour Services 111.54 full cost -2 hr minimum
Preferntial Parking Permit 15.00 15.00
(per year)
Valet Permit 1,823.50 1,823.50
per location per year per location per year
Transportation Impact Fee
10-49 Employees (per business) 116.58 142.00
50 employees and over (per employee) 9.54 12.00
Damage to City Property actual time and materials actual time and materials
Business License Processing 14.75
New 10.60
Renewal 20.32
Returned Check Processing 25.00 25.00
35.00
Domestic Partner Filing
Affadavit 15.00 15.00
Notice of Revocation 7.50 7.50
Amendment 7.50 7.50
Document Certification (per document) 7.50 7.50
Compact Disc Copy none 5.00
Document Reproduction
per page 0.20 0.20
Charters Boards and Commissions 3.48 3.50
Minutes Subscription (per year) 87.60 87.50
Records Research Service (per hour) 30.17 full cost
Transit Video Reproduction none 84.00
77
See Adopted Resolution No.
10140 (CCS)
(Comm. & Rec. Facilities),
10141 (CCS)
(Social Services Fees),
10142 (CCS) (Solid Waste),
10143 (CCS) (FY 2006-07),
81 (HAS), 496 (RAS),
245 (PAS)
ATTACHMENT G
CITY OF SANTA MONICA
GANN APPROPRIATIONS LIMIT
CALCULA TION OF FY2006-07 LIMIT
FY2005-06 GANN APPROPRIATIONS L1MIT(a) $595,473,967
ADJUSTMENT FACTORS
Allowable FY2006-07 Adjustment:
Non-Residential Assessed Valuation
Change(b) 1.1311 times
City Population Change(C) 1.0522 = X 1.19014
FY2006-07 GANN APPROPRIATIONS LIMIT $708,697,387
(a) As adopted by the City Council on June 21, 2005 (Resolution #10051)
(b) Based on assessed valuation data provided by the Los Angeles County Assessor for
FY2005-06
(c) Per State Department of Finance, May 1, 2006
115
See Adopted
Resolution
No.
10144 CCS
Gann
ATTACHMENT I
Proposed Grantee Funding for FY2006-07 through the
Community Development (CD) Program and
Cultural Arts Organization Support Grant (OSG) Program
Community Development (CD) Proaram Fundina
Contract # FY2006-07 Aaency Name*
8237 (CCS) $ 750,768 Connections for Children
8238 (CCS) $ 50,613 Dispute Resolution Services
8239 (CCS) $ 115.658 EI Nido Family Center
8240 (CCS) $ 198,175 Family Service of Santa Monica
8241 (CCS) $ 200,669 Growing Place
8242 (CCS) $ 27,461 Jewish Family Services of Santa Monica
8243 (CCS) $ 188,981 Santa Monica College
8244 (CCS) $ 184,600 St. John's Child and Family Development Center
8245 (CCS) $ 345,109 St. Joseph Center
8247 (CCS) $ 472,525 Legal Aid Foundation of Los Angeles
8248 (CCS) $1,385,960 Ocean Park Community Center
8249 (CCS) $ 82,416 Venice Family Clinic
8250 (CCS) $ 10,769 Center for the Partially Sighted
8251 (CCS) $ 127,719 Common Ground
8252 (CCS) $ 30,368 Computer Access Center
8253 (CCS) $ 176,930 Westside Center for Independent Living
8254 (CCS) $ 274,955 Chrysalis
8255 (CCS) $ 134,962 CLARE Foundation
8258 (CCS) $ 192,392 Step Up On Second
8259 (CCS) $ 10,769 Upward Bound House
8260 (CCS) $ 101,013 Westside Food Bank
8261 (CCS) $ 145,000 Community Corporation of SM
8262 (CCS) $ 134,502 Center for Healthy Aging
8263 (CCS) $ 117,494 Meals on Wheels West
8264 (CCS) $ 497,190 WISE Senior Services
8352 (CCS) $ 304,585 Pico Youth and Family Center
Cultural Arts Oraanization Support Grant (OSG) Proaram Fundina
Contract # FY2006-07 Aaency Name
8227 (CCS) $ 62,458 Santa Monica Museum of Art
8228 (CCS) $ 18,735 California Heritage Museum
8229 (CCS) $ 6,865 Aresis Ensemble/City Garage
8230 (CCS) $ 24,982 Virginia Avenue Project
8231 (CCS) $ 25,320 Santa Monica Symphony Orchestra
8232 (CCS) $ 24,982 Highways Performance Space and Gallery
8233 (CCS) $ 6,865 Powerhouse Theatre Company
8234 (CCS) $ 31 ,228 18th Street Arts Center
8235 (CCS) $ 18,735 Santa Monica Playhouse
8236 (CCS) $ 55,773 Santa Monica Historical Society Museum
* This list excludes prior year contracts.
Funding sources: General Fund (83.7%), Federal (10.4%), L.A. County (4.2%), RDA (1.7%)
118
ATTACHMENT J
Guiding Budget and Financial Policies
. Five-year forecasts of revenues and expenditures will be prepared. Budget
recommendations will take into consideration their long-term budget impact.
. The City's budget will be balanced; estimated revenues and other financing sources
will be sufficient to finance recommended spending.
. Ongoing expenditures should be supported by ongoing revenues. Consequently,
one-time revenues should not be used for ongoing expenditures on a continuous
basis.
. Discretionary General Fund revenues should not be earmarked, thereby allowing
maximum flexibility in funding decisions on an annual basis.
. A General Fund unreserved/undesignated fund balance should be maintained at a
minimum of 10% of ongoing expenditures and available for major emergencies or
unanticipated financial reversals.
. "Pay-as-you-go" is the preferred method in financing capital projects. Debt financing
will only be used for major capital projects that will benefit residents in many years to
come, and only when annual debt service can be financed from current revenue
streams.
119
. When capital projects are considered, all associated costs should be identified in
order to properly consider future financial impacts.
. Each enterprise fund should reflect the true costs of operation, including direct and
indirect charges for services provided by the General Fund.
120