SR-202-002 (29)
Council Date: 2-14-06
5~fA
f'EB 1 4 2006
Santa Monica, California
TO: Mayor and City Council
FROM: City Staff
SUBJECT: Review Mid-Fiscal Year 2005/06 Budget Status; Appropriate Associated
Budget Changes and Adjust Revenue Budgets; Adopt Resolution
Establishing Various Classification and Salary Rates; Consider Status of
Community Priorities and Provide Preliminary Direction on Preparation of
the Budget.
INTRODUCTION
In preparation for development of the Fiscal Year (FY) 2006/07 budget, this report
provides the mid-year status of and changes to the current budget, recommends
associated changes including classification and compensation changes, and provides
an update on work efforts related to the key Community Priorities for the current year.
The report requests preliminary direction from Council to inform the development of the
budget and work plan, including community priorities.
MID-TERM BUDGET REVIEW
The economy is continuing its slow, but steady growth. Housing prices continue to
increase and sales are still strong although leveling off. Tourism has rebounded from
the impact of 9/11 and the overall business environment continues to grow as
anticipated.
1
5-A
FEB 1 4 2006
At the budget mid-point, staff reviews revenue receipts to date and makes adjustments
in the budget projections, as appropriate. This year, an overall adjustment to the
General Fund revenues of $5.5 million or 2.6% is recommended.
The major increases relate to the taxable value of property (Property Taxes and Real
Property Transfer Tax up $2.0 million), tourism (Transient Occupancy Tax up $1.5
million) and business growth (Business License Tax up $0.9 million). Vehicle License
Fees (VLF) are $1.5 million higher than budgeted due to a repayment by the State to
local governments of VLF funds borrowed in prior years. These funds are an early
repayment of monies Santa Monica anticipated as one-time revenues in FY2006-07 and
are a direct result of the improved economy state-wide.
Smaller increases are proposed for parking structure revenues, parking facility taxes,
utility users taxes, emergency medical response and fire permit fees, skate park
revenues and grant awards. Revenue decreases are proposed for parking meter
revenues, parking citations and fire inspection fees. All revenue changes are detailed in
Exhibit A2.
Staff recommends that Council adopt mid-year expenditure appropriations in the
General Fund totaling $3.0 million. Major expenditure changes for FY2005/06 include
$1.8 million budget increases to implement salary and position changes which are
described in more detail under Personnel Actions, $1.0 million to digitize Planning &
Community Development planning records as recommended by the Matrix Study, funds
2
for the Fire Dispatch Center due to delays in contract signing with the City of Los
Angeles, additional funds for contract custodial services and adjustments for grants. All
proposed expenditure appropriations are listed in Exhibit A2.
A summary of changes to the FY2005/06 Adopted General Fund Budget are detailed in
the chart below.
FY2005-06
MID-TERM BUDGET
GENERAL FUND CHANGES
(in millions)
Adopted Year-To-Date Total Proposed
Budget Changes Budget Midterm
as of 7/1/04 - as of Budget Revised
7/1/05 12/31/05 12/31/05 Changes Budget
Beginning Fund Balance 24.21 0.0 24.2 0.0 24.2
Revenues 209.3 0.4 209.7 5.5 215.2
Expenditures (289.4) 2 (1.7) (291 .1) (3.0) (294.1 )
Balance Sheet Transfers 80.33 0.0 80.3 0.0 80.3
Ending Fund Balance 24.4 (1.3) 23.1 2.5 25.6
1 Adjusts beginning balance for audited FY2004/05 balance.
2 Includes re-appropriation of capital project budgeted in prior years ($81.5 million)
3 Includes reseNe for continuing capital projects ($81 ,S m.) plus Adopted Budget Balance Sheet
Transfers ($11.2 m.) less an adjustment for payment of the Water and Wastewater Loans in
FY2004/0S rather than in FY2005/06, as budgeted ($10.0)
Budget actions recommended for enterprise, internal service and other funds are also
detailed in Exhibit A2. The major appropriations include salary, wage and fringe benefit
adjustments in all funds due to higher costs based on signed MOU's, fuel increases in
3
the Vehicle Management and Big Blue Bus funds and bus repair parts increases in the
Big Blue Bus Fund.
Total recommended expenditure changes for funds are $7.9 million. This amount
combined with the total adopted budget ($432.1 million) plus prior year re-appropriated
capital budgets carried forward ($369.6 million) plus approved budget revisions ($0.6
million) brings the total revised budget to $810.2 million for all City funds. Unspent
capital budget carried forward is comprised of capital project approved and funded in
prior years, but unfinished at the end of last year. The re-appropriated funds are
monies available to complete those projects.
Personnel Actions
Included at Exhibit B1 is a resolution establishing new position classifications and
adopting salary rates for various classifications. The salary changes result from
analysis of similar positions in comparable cities and internal equity factors. Exhibit B2
is a listing of changes to budgeted positions and classifications that have been reviewed
and approved by the Director of Human Resources and the City Manager's Office and
require approval by Council in order to be incorporated into the FY2005/06 budget.
The major changes impact the Community & Cultural Services Department and include
a realignment of positions and equity adjustments for permanent positions based on a
classification and compensation study conducted by a consultant and the establishment
of one-step salaries for as-needed job classifications to bring those salaries into
alignment with the Living Wage. The impact on the annual budget is $592,300 and
4
retroactive pay adjustments are estimated at $727,000. Appropriations are included in
Exhibit A2. Also included in the proposed appropriations is $500,000 for
implementation of the Public Attorneys Union Memorandum of Understanding.
PREPARATION OF FY2006/07 BUDGET
Community Priorities
At Exhibit C is a status report on work efforts associated with the Community Priorities
adopted by Council with the FY2005/06 budget. The Community Priorities include:
. Address the impacts of homelessness on the community;
. Enhance the quality of life, safety and community involvement of residents
of the Pico neighborhood;
. Ensure that the public received 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 predictability for
customers moving through the process;
. Incorporate ways to achieve the goals of the Sustainable City Plan into
daily activities and special projects; and
. Capitalize on Santa Monica's climate and community amenities to
promote "Active Living.
Preliminary direction from Council is requested for development of the FY 2006/07
budget, including community priorities. Direction received will be reflected in the
Proposed Budget to be submitted to Council in May.
5
Budqet/Financiallmpact
The impact of adoption of the mid-year changes detailed in Exhibits A2 and B2 are
incorporated in the chart on page 3 of this report.
RECOMMENDATION
Staff recommends that:
1) City Council approve the revenue budget changes and expenditure appropriations
detailed in Exhibits A2;
2) City Council adopt a Resolution establishing various classifications and salary rates
for various positions in Exhibit B 1 ;
3) City Council approve the position and classification changes detailed in Exhibit B2;
4) City Council provide direction to staff for development of the FY 2006/07 budgets
and work plans, including community priorities.
EXHIBITS
A 1: Summary of FY2005-06 Revenue and Expenditure Budget Changes
A2: Proposed FY2005-06 Mid-Term Revenue, Expenditure and Balance Sheet
Changes
B 1: Resolution Establishing New Classifications and Adopting Salary Rates for Certain
Positions
B2: Position and Classification Changes
C: Community Priorities Update
Prepared by: Steve Stark, Director of Finance
Janet Shelton, Budget Manager
David Carr, Principal Budget Analyst
Kathy Chang, Principal Budget Analyst
6
Annette Morales, Senior Budget Analyst
Prema Krishnan, Senior Budget Analyst
Terese Toomey, Senior Budget Analyst
Don Patterson, Acting Assistant to the City Manager - Management
Services
Kate Vernez, Assistant to the City Manager - Governmental Affairs
Karen Bancroft, Director of Human Resources
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c .E
PROPOSED CHANGES TO FY2005-06
REVENUE AND EXPENDITURE BUDGET
EXHIBIT A2
I. REVENUE ADJUSTMENTS
Fund De partmentlDivis ion/P roiect Amount Explanation of Chanae
General (01) Finance/ Revenue $54,379 To reflect increased Utility Users
Taxes primarily due to greater than
anticipated revenues from natural gas,
partially offset by less revenues from
electricity and telephone seNice.
General (01) Finance/ Revenue $1,095,724 To reflect increase in amount of
property taxes received in-lieu of
vehicle license fees as part of FY
2004/05 State Budget (+$1,110,279),
partially offset by debt seNice tax
override revenues (+$14,555).
General (01) Finance/ Revenue $906,564 To reflect greater than anticipated
business license tax revenues from
the professional and seNice
categories and the continuing impact
of compliance enforcement.
General (01) Finance/ Revenue $1,540,000 To reflect greater than anticipated
transient occupancy taxes, primarily
due to increased average room rates.
General (01) Finance/ Revenue $925,000 To reflect greater than anticipated real
property transfer taxes reflecting the
continued increase in real estate
values as well as unanticipated sales
of some large properties.
General (01) Finance/ Revenue $1,514,864 To reflect one-time payback of vehicle
license fees held back by the State in
FY2003-04. Repayment was not
expected until FY2006-07.
General (01) Finance/ Revenue $93,500 To reflect greater than anticipated
parking facility taxes, primarily due to
the increased parking in the downtown
structures.
9
PROPOSED CHANGES TO FY2005-06
REVENUE AND EXPENDITURE BUDGET
EXHIBIT A2
I. REVENUE ADJUSTMENTS (Continued)
Fund De partmentlDivis ion/P roiect Amount Explanation of Chanae
General (01) Planning and Community ($440,000) To reflect less on-street parking meter
Development! Transportation revenues primarily due to the timing of
Management the installation of new meters.
General (01) Planning and Community $536,470 To reflect greater than anticipated
Development! Transportation revenues from the downtown parking
Management structures (+$831,449), partially offset
by less structure permit revenues (-
$239,229) and revenues from the new
Library parking structure reflecting a
timing change in the opening of the
Library (-$55,750).
General (01) Police! Office of Administrative $ (785,400) To reflect less than anticipated
Services parking citation issuance.
General (01) Fire! Administration $ 5,800 To reflect increased Emergency
Medical Response fees due to an
increase in the number of EMS calls
(+$121,000) and increased fire permit
fees due to greater permit issuance
(+$49,800), partially offset by less fire
inspection fees due to staffing
absences (-$165,000).
General (01) Community and Cultural Services! $ 1,501 To reflect additional revenues from
Open Space Management Proposition A recreation funding.
General (01)
Community and Cultural Services! $
Community Programs
79,300 To reflect additional revenues from
the Skate Park.
TOTAL GENERAL FUND
(01 )
$ 5,527,702
BEACH (11)
Community and Cultural Services/ $
Open Space Management
23,564 To reflect additional revenues from
Proposition A recreation funding.
10
PROPOSED CHANGES TO FY2005-06
REVENUE AND EXPENDITURE BUDGET
EXHIBIT A2
I. REVENUE ADJUSTMENTS (Continued)
Fund Department/Divis ion/P roiect Amount Explanation of Chanae
Miscellaneous Grants (20) Fire! Administration $ (372,983) To reflect decreased funding needs
for Fire Comm. system replacement
due to transfer of emergency dispatch
services to Los Angeles Fire
Department and related closing Fire
Communications Center closure.
Miscellaneous Grants (20) Community and Cultural Services! $ 10,000 To reflect increased revenue from a
Human Services Verizon grant to assist in the purchase
of computer equipment for the Virginia
Avenue Park Teen Center.
TOTAL MISCELLANEOUS $ (362,983)
GRANTS (20)
VEHICLE MANAGEMENT Environmental and Public Works $ 200,000 To reflect additional reimbursement
(54) Management! Fleet Management from other funds due to higher than
projected fuel costs.
II. EXPENDITURE APPROPRJA TJONS
Fund
General (01)
De partment/Divis ion/P roiect Amount Explanation of Chanae
Fire! Support Services $ 144,936 To reflect increased funding required
due to delay in closing of Fire
Department Communications Center
and corresponding transfer of
emergency dispatch services to Los
Angeles Fire Department.
Community and Cultural Services! $ 225,500 To appropriate funds for various
Community Programs personnel salary and classification
changes
Community and Cultural Services! $ 22,900 To appropriate funds for various
Cultural Arts personnel salary and classification
changes
General (01)
General (01)
11
PROPOSED CHANGES TO FY2005-06
REVENUE AND EXPENDITURE BUDGET
EXHIBIT A2
EXPENDITURE APPROPRIATIONS (Continued)
Fund
General (01)
General (01)
General (01)
General (01)
General (01)
General (01)
General (01)
General (01)
TOTAL GENERAL FUND
(01)
DepartmentlDivision/P roiect Amount Explanation of ChanQe
Community and Cultural Services/ $ 343,900 To appropriate funds for various
Human Services personnel salary and classification
changes
Community and Cultural Services/ $ 10,000 To appropriate grant funds from
Human Services Verizon Grant to purchase computer
equipment at Virginia Avenue Park.
Community and Cultural Services/ $ 80,725 To appropriate additional Proposition
Open Space Management A funds for various maintenance
expenses,
Environmental and Public Works $ 100,000 To appropriate additional funds for
Management! Maintenance custodial contract services.
Management
Non-departmental/All Other
Transactions
$ 1,227,000 To appropriate funds for various
retroactive personnel salary and
classification changes in Community
& Cultural Services ($727,000) and
City Attorney's Office ($500,000).
Non-departmental/lnterfund
Transactions
(10,000) To increase reimbursement from
Miscellaneous Grants Fund for
Verizon Grant to purchase computers
at Virginia Avenue Park.
$
General Government Capital $ 1,000,000
Improvement! Document Imaging
To appropriate funds to digitalize
planning records.
Public Safety/ Captial
Improvement / Fire
Communication System
Replacement
$ (159,700) To reflect decrease resulting from
implementation of contract with Los
Angeles Fire Department for
emergency dispatch services and
corresponding closure of City Fire
Communications Center.
$ 2,985,261
12
PROPOSED CHANGES TO FY2005-06
REVENUE AND EXPENDITURE BUDGET
EXHIBIT A2
EXPENDITURE APPROPRIATIONS (Continued)
Fund DepartmentJD ivis ion/Proiect Amount Explanation of Chanae
Beach Recreation (11) Community and Cultural Services/ $ 45,139 To appropriate County of Los Angeles
Open Space Management Prop A grant funds for maintenance
and operation of beach
improvements,
Beach Recreation (11) Environmental and Public Works $ 118,680 To appropriate County of Los Angeles
Management! Beach Maintenance Prop A grant funds for maintenance
and operation of BIG beach
improvements.
Beach Recreation (11) Environmental and Public Works $ 39,820 Approved MOU changes
Management
TOTAL BEACH FUND (11) $ 203,639
DISASTER RELIEF (13) Environmental and Public Works $ 3,648 Approved MOU changes
Management
Miscellaneous Grants (20) Public Safety/Fire Comm. System $ (372,983) To reflect decrease resulting from
Replacement implementation of contract with Los
Angeles Fire Department for
emergency dispatch services and
corresponding closure of City Fire
Communications Center.
Miscellaneous Grants (20) Non-departmental! I nterfu nd $ 10,000 To increase reimbursement to the
Transactions General Fund for Verizon Grant to
purchase computer equipment at
Virginia Avenue Park.
TOTAL MISCELLANEOUS $ (362,983)
GRANTS (20)
WATER (25) Environmental and Public Works $ 206,316 Approved MOU changes
Management
SOLID WASTE Environmental and Public Works $ 258,454 Approved MOU changes
MANAGEMENT (27) Management
13
PROPOSED CHANGES TO FY2005-06
REVENUE AND EXPENDITURE BUDGET
EXHIBIT A2
EXPENDITURE APPROPRIATIONS (Continued)
Fund Department/Divis ion/Proiect Amount Explanation of Change
Pier (30) Police $ 22,146 Approved MOU changes
Pier (30) Resource Management $ 77,227 Approved MOU changes
TOTAL PIER (30) $ 99,373
WASTEWA TER (31) Environmental and Public Works $ 182,768 Approved MOU changes
Management
CIVIC AUDITORIUM (32)
Community and Cultural Services $
86,449 Approved MOU changes
AIRPORT (33)
CEMETERY (37)
Resource Management $
50,802 Approved MOU changes
Environmental and Public Works $
Management
23,092 Approved MOU changes
Big Blue Bus (41) Big Blue Bus! Transit $ 2,000,000 To appropriate additional funds for
Maintenance fuel and bus repairs.
Big Blue Bus (41) Big Blue Bus $ 1,087,871 Approved MOU changes
Big Blue Bus (41) Big Blue Bus Capital $ 896,898 To appropriate interest earnings
Improvements! Bus Stop (+$296,754) and additional call for
Amenities project funds (+$144), and to transfer
funds from the Bus Replacement
project (+$600,000).
Big Blue Bus (41) Big Blue Bus Capital $ 630,770 To transfer funds from the Bus
Improvements/ Transit Center Replacement project for the Transit
Center project.
Big Blue Bus (41) Big Blue Bus Capital $ (1,230,770) To transfer funds to the Transit Center
Improvements! Bus Replacement (-$630,770) and the Bus Amenities
projects (-$600,000).
Big Blue Bus (41) Big Blue Bus Capital $ 401,829 To appropriate additional funds for the
Improvements! Campus Campus Expansion project.
Expansion
BIG BLUE BUS (41) $ 3,786,598
14
PROPOSED CHANGES TO FY2005-06
REVENUE AND EXPENDITURE BUDGET
EXPENDITURE APPROPRIATIONS (Continued)
Fund
Vehicle Management (54)
Vehicle Management (54)
TOTAL VEHICLE
MANAGEMENT (54)
WORKERS'
COMPENSATION (59)
Department/Division/Proiect Amount
Environmental and Public Works $
Management! Fleet Management
Environmental and Public Works $
Management
City Manager
PARKING AUTHORITY (77) Planning and Community
Deveiopment
15
EXHIBIT A2
Explanation of Chanae
200,000 To appropriate additional funds to
cover the increase cost of fuel.
73,942 Approved MOU changes
$
273,942
$
82,578 Approved MOU changes
$
53 Approved MOU changes
Exhibit B 1
See Adopted
Resolution
No. 10113
CCS
EXHIBIT B2
POSITION AND CLASSIFICATION CHANGES
Department Division Delete Add
Community and Civic Auditorium 1.0 FTE permanent Civic 1.0 FTE permanent Civic
Cultural Services Auditorium Operations Auditorium Facility
Superintendent Superintendent
Community and Community 3.5 FTE permanent 3.5 FTE permanent
Cultural Services Programs Community Services Aquatics Site Supervisor
Specialist V-Aquatics
Site Coordinator
Community and Community 1 .0 FTE permanent 1.0 FTE permanent
Cultural Services Programs Community Services Community Services
Specialist V - Tennis Program Coordinator
Community and Community 1.0 FTE permanent 1.0 FTE permanent
Cultural Services Programs Community Services Community Services
Specialist V - Sports Program Supervisor
Community and Community 2.5 FTE permanent 2.5 FTE permanent
Cultural Services Programs Community Services Community Services
Specialist IV Program Coordinator
Community and Community 2.6 FTE permanent 2.6 FTE permanent
Cultural Services Programs Community Services Community Services
Specialist III Program Specialist
Community and Community .6 FTE permanent .6 FTE permanent
Cultural Services Programs Community Services Community Services
Specialist II Program Specialist
Community and Community .8 FTE permanent .8 FTE permanent Field
Cultural Services Programs Community Services Attendant
Specialist I
Community and Cultural Affairs 1.0 FTE permanent 1 .0 FTE permanent
Cultural Services Community Services Cultural Affairs
Program Supervisor - Supervisor
Cultural Arts Program
18
EXHIBIT B2
POSITION AND CLASSIFICATION CHANGES
Community and Cultural Affairs .5 FTE permanent .5 FTE permanent
Cultural Services Cultural Affairs Cultural Affairs
Coordinator Supervisor
Community and Cultural Affairs 1 .0 FTE permanent 1.0 FTE permanent
Cultural Services Community Services Cultural Affairs
Specialist IV - Cultural Coordinator
Arts
Community and Human Services 1.0 FTE permanent 1 .0 FTE permanent
Cultural Services Community Services Community Services
Program Supervisor - Program Supervisor -
Community Partnership Youth and Family
Coordinator Services
Community and Human Services 7.0 FTE permanent 7.0 FTE permanent
Cultural Services Community Services Community Services
Specialist V - CREST Program Coordinator
Community and Human Services 1.8 FTE permanent 1.8 FTE permanent
Cultural Services Community Services Community Services
Specialist IV Program Coordinator
Community and Human Services 1.0 FTE permanent 1.0 FTE permanent
Cultural Services Community Services Community Services
Specialist IV - Program Coordinator
Community Resources
Community and Human Services 1.0 FTE permanent 1.0 FTE permanent
Cultural Services Community Services Community Services
Specialist IV - Youth Program Coordinator
Fitness
Community and
Cultural Services
Human Services
5.9 FTE permanent
Community Services
Specialist III - ChildCare
and Enrichment
5.9 FTE permanent
Community Services
Program Specialist
19
Community and
Cultural Services
Community and
Cultural Services
POSITION AND CLASSIFICATION CHANGES
Human Services 3.8 FTE permanent
Community Services
Specialist ,"- Coach
Human Services - 5.5 FTE permanent
Community Services
Specialist III
20
EXHIBIT B2
3.8 FTE permanent
Community Services
Program Specialist
5.5FTE permanent
Community Services
Program Specialist
EXHIBIT C
COMMUNITY PRIORITIES & COMMON WORK OBJECTIVES
FOR FISCAL YEAR 2005-06 & BEYOND
Address the impacts of homelessness on the community.
It is estimated that 1000 or more homeless individuals are in Santa Monica on any given
day. The circumstances endured by the homeless and their impact on City residents,
visitors and businesses are a principal source of concern and frustration for the
community. A network of social services, supportive housing, model program design
and substantial City funding have changed the circumstances of individual homeless
persons for the better, but the magnitude of the problem persists. Many other
communities do not share the burden.
Work Plan
· Appoint a person with the stature, focus and skills to achieve substantial
progress in ending chronic homelessness.
The City Council has engaged former Los Angeles County Supervisor Edmund
Edelman as Special Representative for Homeless Initiatives.
. Extend the Chronic Homeless Pilot Program to serve additional service resistant
individuals who have been in the community for a number of years; target
existing resources, services and housing priorities to this population to achieve
success.
It is anticipated that an additional 40 - 50 participants will be added to the
Chronic Homeless Project over the next two years (for a total of 65 - 75
participants by the end of FY 2006-07), with the goal of placing 30 - 40 persons
into permanent housing by June 30, 2007 (in addition to the 10 already placed).
Since July 2005, 16 additional participants have been targeted for services, many
of whom are eligible for rental assistance under the $948,000 grant recently
awarded by HUD.
. Develop strategies to reduce chronic public inebriation including a sobering
center; stationing outreach staff 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. Determine the feasibility for Santa Monica of
alternative sentencing and other community-based models.
The Serial Inebriate Outreach Project was implemented in July 2005 as part of
the Chronic Homeless Pilot Program. Through this program, CLARE Foundation
staff is conducting jail outreach and voluntary substance abuse counseling at the
21
EXHIBIT C
COMMUNITY PRIORITIES & COMMON WORK OBJECTIVES
FOR FISCAL YEAR 2005-06 & BEYOND
Santa Monica Jail to serial inebriates. 133 persons have been interviewed by
CLARE at the jail, with 32 entering services and 9 remaining in residential
rehabilitation to date.
In addition to the implementation of this project, staff has met with
representatives from the Los Angeles County Department of Mental Health, the
Superior Court, and Public Counsel to discuss the implementation of a mental
health court on the Westside. Staff has also convened a working group with the
Westside Cities COG and local hospitals. Topics to be addressed by this
working group include conducting a cost analysis of healthcare to homeless
persons, and creating better linkages between healthcare, public safety first
responders, services and housing.
. Engage Bring LA Home, the Westside Cities COG, federal and state
representatives to achieve year-round homeless shelters and housing on the
Veterans Administration property in West Los Angeles and other Westside
locations as necessary to accommodate the regional burden.
Elected officials and city staff facilitated the development of a land use proposal
for permanent therapeutic supportive housing for homeless veterans at the West
Los Angeles campus by agencies currently providing services through the
campus. This proposal was submitted to the CARES Local Advisory Board at its
September 2005 public hearing. Representatives from the Westside Cities COG
were present at the hearing to speak in support of the proposal. Additional
hearings will be held pending a decision from Veterans Administration Secretary
Nicholson.
. Conduct a systemwide evaluation of Santa Monica's continuum of care to
address chronic homelessness in the community and restructure program
elements as necessary.
A Request for Qualifications was issued with responses due on December 15,
2005. After a review of the qualifications received, interviews will be scheduled
with those respondents judged most qualified given the goals of the evaluation.
A short list of respondents will be asked to submit detailed proposals for staff
review leading to a final selection. The staff review team will include
representatives of the various departments engaged in efforts to address
homelessness. It is anticipated that the evaluation will be completed within 9 to
12 months and that it will inform the next cycle of grant funding, beginning July
2007.
22
EXHIBIT C
COMMUNITY PRIORITIES & COMMON WORK OBJECTIVES
FOR FISCAL YEAR 2005-06 & BEYOND
. Create a new homeless unit within CCS with the addition of 2 new positions to
provide strategic focus and secure substantial progress on the workplan.
This objective has been accomplished and is fully staffed as of December 12,
2005.
. Enhance enforcement of quality of life ordinances through the addition of 2
Homeless Liaison Program Officers and 2 Park Rangers.
Community and Cultural Services continues to facilitate coordination between the
Homeless Liaison Program, Park Rangers, Open Space Management staff, and
service providers through regularly scheduled meetings and specific trainings, as
well as in response to specific requests from City staff or the public. Two
additional Park Rangers have been selected through a recruitment process.
. Advocate for changes in federal, state, and regional laws, regulations, programs,
and systems to more equitably share the challenge of ending homelessness.
City staff and elected officials are actively participating in Bring Los Angeles
Home - Los Angeles County's 10-Year Plan to End Homelessness. This plan
includes specific recommendations for developing better systems for
coordinating resources and activities at the County level. It also includes
recommendations for changes in federal, state, and regional laws and
regulations, some specifically addressing the need for a more equitable share of
the challenge of ending homelessness. The final report is due to be released in
February, 2006. In addition, the activities of the Westside COG/hospital work
group, and State legislative discussions regarding the implementation of a mental
health court, fair share laws and regional supportive housing, will yield areas for
further advocacy.
. Develop regional supportive housing options for chronic homeless people.
In addition to the proposal facilitated by City staff regarding affordable therapeutic
housing for homeless veterans at the West Los Angeles Veterans Administration
campus, staff secured a grant for $948,000 for rental subsidies for 30 persons
who are chronically homeless and addicted to alcohol. Staff also engaged the
pro bono services of the Corporation for Supportive Housing to make
recommendations for providing supportive housing at 1616 Ocean based on
current best practices. The Bring Los Angeles Home report also focuses on the
23
EXHIBIT C
COMMUNITY PRIORITIES & COMMON WORK OBJECTIVES
FOR FISCAL YEAR 2005-06 & BEYOND
creation of 50,000 units of affordable housing (20,000 of which are service-
enriched) county-wide.
. Reassess local ordinances and regulations to determine if revisions would assist
in addressing homelessness and its impacts.
Open Space Management in conjunction with the City Attorney has established
public restroom and park facility rules that specifically define proper use of these
facilities. Signs have been posted and CCS staff and Park Rangers have been
trained on enforcement protocols.
. Assess models in other communities for enforcing quality of life violations.
The City is assessing approaches taken by other communities, alternative
sentencing and additional "problem solving" court and law enforcement models.
. Link food providers with indoor service facilities.
City staff continues to provide outreach to food providers in attempts to link them
to indoor service facilities. Staff recently mailed, and distributed in the parks, a
letter to all food providers inviting them to meet to discuss alternatives to outdoor
feedings. Recent Council direction included looking at the feasibility of a
dedicated space for food providers linked with services. Staff has begun to
research the viability of this approach.
. Advocate for creation of Federal/State funding incentives and sanctions for
communities to encourage shouldering a fair share of the burden of ending
homelessness.
Staff continues to advocate for this in the Bring Los Angeles Home - 10- Year
Plan to End Homelessness and other state, federal and regional forums, and will
work closely with Mr. Edelman on this objective.
. Advocate for change in state law governing mandatory psychiatric assessment
and tr:eatment for the gravely disabled homeless.
The activities of the Westside COG/hospital work group, and discussions begun
regarding the implementation of a mental health court, could yield areas for
further legislative advocacy in this area.
24
EXHIBIT C
COMMUNITY PRIORITIES & COMMON WORK OBJECTIVES
FOR FISCAL YEAR 2005-06 & BEYOND
. Work with the Department of Mental Health and neighboring jurisdictions to
locate a psychiatric urgent care facility on the Westside.
Planning for an urgent care facility on the Westside was suspended during the
planning process for the implementation of the Mental Health Services Act
funding. The planning process has resumed, with a meeting held in December
2005. The Department of Mental Health has outlined a proposal process
including future provider solicitation to identify agencies able to provide urgent
care mental health services for the Westside.
. Conduct community education to inform residents of the City's efforts and
progress towards ending homelessness in Santa Monica.
Staff has met with the Chamber of Commerce to discuss an outreach campaign
to businesses and is planning a community education strategy.
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.
Coord i nation
. Exercise a coordinative role with "action partners" to implement strategies
developed at the two community workshops held in early 2005 to reduce gang
violence and improve the neighborhood.
The City has worked with the Santa Monica/Malibu School District (SMMUSD) to
support its launch of the Community Day School for youth exiting the juvenile
justice system and those with attendance and learning challenges. The highly
supportive and therapeutic Community Day School, based at Memorial Park,
began serving students in September 2005.
Virginia Avenue Park has reopened and will provide phased programming that
builds on a non-profit partnership model. A range of local nonprofit organizations
25
EXHIBIT C
COMMUNITY PRIORITIES & COMMON WORK OBJECTIVES
FOR FISCAL YEAR 2005-06 & BEYOND
have expressed interest in providing human services and cultural/arts
programming.
The City has initiated an evaluation of current school-based mental health
programs, collaborating with the school district, to improve the focus and
coordination of services for at-risk youth.
City staff has been working with community and school groups to increase
awareness of the City's youth financial assistance program, which provides
financial assistance to youth of low-income families so they can participate in the
City's direct and contracted programs and classes.
Santa Monica College's Pico Partnership program, funded by the City, has
partnered with SMMUSD's John Adams Middle School to develop introduction to
college workshops and classes, which are to be implemented in two phases, one
in the fall, and the other in the spring.
Jobs
. Partner with the California Employment Development Department, the Building &
Construction Trades Council of California (AFL-CIO) and the Chamber of
Commerce on youth employment and mentoring strategies to target at- risk youth
for potential jobs.
The City met with the California Employment Development Department (CEDD)
to explore funding opportunities for enhancing youth employment in Santa
Monica and was advised to work closely with one of the local agencies that it
currently funds, WorkSource. A collaborative with WorkSource and the Chamber
of Commerce has since been established. WorkSource plans to provide services
to at-risk youth at Virginia Avenue Park, and the park's Employment Service staff
have been referring youth to WorkSource. Currently, the collaborative is
exploring options for building youth employment opportunities in the City,
particularly for summer 2006.
. Increase the City's Maintenance Management Division Trades Intern program
from 8 to 9 positions, providing at-risk older youth with combined job training and
experience, counseling, school continuation through the Regional Occupation
Program, and referrals to other apprenticeship programs.
The EPWM Department now manages 9 trades intern positions and is continuing
its collaboration with the ROP and other appropriate at-risk youth community
services
26
EXHIBIT C
COMMUNITY PRIORITIES & COMMON WORK OBJECTIVES
FOR FISCAL YEAR 2005-06 & BEYOND
. Collaborate with experienced County-funded job development and preparation
programs to ensure that services such as summer job fairs and year round
employment preparation/job opportunities are available in Santa Monica.
WorkSource, a county-funded job development agency, has proposed to co-
locate at Virginia Avenue Park to provide weekly employment services to youth.
The City's Youth Apprentice Program was launched in late summer of the current
fiscal year. Several positions were identified to serve as youth apprentice
positions, and recruitment and initial skill development workshops took place in
fall.
Neighborhood Appearance
. 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.
Resource Management coordinates with the Pico Improvement Organization
which has set aside business assessment funds to encourage businesses to
upgrade property providing small matching funds for design services. EPWM &
Resource Management will continue outreach on community clean-up and
beautification efforts.
. Expand the City's graffiti removal services from 2 to 3 positions; continue to
remove discarded goods from alleys; maintain signs and trim trees in the
neighborhood; enforce building codes.
An additional graffiti removal tech position was approved in FY05/06 and is
pending recruitment by Human Resources. Regular bulky item collections occur
throughout the neighborhood to ensure that alleys and sidewalks are free of
discarded items and debris in a quick manner. Open Space Management,
working with the Police Department, ensures that street trees in the Pico
Neighborhood are trimmed to maximize street light visibility.
. Improve street and alley lighting in the neighborhood.
Street lighting has been scheduled to be installed in the Pico Neighborhood, in
the area of Virginia Avenue between 20th Street and Stewart. Additional street
27
EXHIBIT C
COMMUNITY PRIORITIES & COMMON WORK OBJECTIVES
FOR FISCAL YEAR 2005-06 & BEYOND
and alley lighting improvements for the Pico Neighborhood will be installed by the
summer 2006. The improvements include higher wattage lamps and additional
pedestrian light arms on existing light poles.
. Design a streetscape improvement on 20th Street following community input.
A designer has been selected to oversee the design and public input process
and design work is proceeding. Sufficient funding for construction of the
improvements has already been identified.
Community Programs
. Reopen and celebrate the expanded Virginia A venue Park in November 2005,
offering a phased program of events, activities and services to the surrounding
neighborhoods.
The Grand Opening Festival for Virginia Avenue Park was held on December 4,
following a smaller event on November 12 that welcomed the Farmer's Market
back to the park. Park preview programming began on December 5, and
continued through the end of December. For the first time, Camp Santa Monica,
the City's enrichment camp, was located at Virginia Avenue Park during winter
break. Phasing in of ongoing programming will begin in 2006. A "best practice"
workshop was held in December to kick off planning for the Teen Center space
at the Park, and a youth-centered planning effort will begin in January with
support from local nonprofit organizations. Computer equipment for two computer
instruction labs has been installed for community use.
. Offer a Santa Monica Museum of Art two-week spring break arts experience for
neighborhood teens at Fairview Branch Library and sustain arts programming at
PAL.
The Santa Monica Museum of Art will provide its two-week spring break arts
experience for teens at either Fairview Library or Virginia Avenue Park. PAL has
continued its arts programming for children ages 6 to 16, with partners such as
the Virginia Avenue Project's dramatic arts and creative writing programs and a
range of visual arts and dance classes.
. Continue neighborhood and bilingual outreach at the Fairview Branch Library,
working with Head Start, Reading is Fundamental and SMMUSD Infant and
28
EXHIBIT C
COMMUNITY PRIORITIES & COMMON WORK OBJECTIVES
FOR FISCAL YEAR 2005-06 & BEYOND
Family Support programs; provide homework assistance with Tutor.com at the
branch.
Bilingual Library outreach to the Pico Neighborhood continues to be a service
component of the Fairview Branch Library. Staff and volunteers make special
efforts to reach children performing below grade level to match them with tutors
for year-round reading and homework support. The Youth Technology Center
offers free access to the Internet and word processing to supplement and be
used in conjunction with Library resources.
Public Safety
. Staff and welcome the public to the Virginia Avenue Park substation. Engage
with the community daily throughout the park.
Community and Cultural Services and Police Departments staffs have been
working together during preview programming to welcome the community with
designated times to visit the facilities, and receive refreshments and to meet with
staff and learn about programs. Youth outreach workers have helped to bring
youth and their families to the park's preview programming that launched on
December 5, 2005. The Youth Services Division's Pico Neighborhood Unit has
staffed the Police Substation at Virginia Avenue Park since mid-November,
welcoming community visitors. The substation will be staffed 7 days per week
from 11 :00 a.m. - 7:00 p.m. Officers from the unit and park rangers will provide
additional park coverage as a visible presence in the park.
. Continue police participation at neighborhood meetings of PNA, PYFC, PAL,
PTA, and Community Violence Prevention Coalition.
Personnel from the Youth Services Division attend monthly meetings held by the
PNA and the CVPC and maintain close contact and communication with
representatives from PYFC and on-site PAL staff. Traffic Services personnel
have participated in public and PTA meetings regarding traffic concerns around
the schools, working collaboratively with PT A, Transportation Management and
school staff; school valet drop-off programs have been developed; parking
signage improved and traffic pattern changes recommended; DUI educational
classes are conducted.
. Encourage use of We Tip, a call-in program that allows residents to identify
public safety threats anonymously to reduce fear of reprisal.
29
EXHIBIT C
COMMUNITY PRIORITIES & COMMON WORK OBJECTIVES
FOR FISCAL YEAR 2005-06 & BEYOND
Through the We Tip hot line, residents can report information to the Traffic
Services Division regarding public safety concerns that are not suited for 911 or
the non-emergency police phone line. Complaints received regarding illegal drug
use and sales reports are investigated by the Narcotics unit and have resulted in
arrests and seizures.
. Work with the Superintendent of Schools to identify and implement strategic
responses to school-related incidents of violence.
Youth Services Division personnel will be attending meetings hosted by the
SMMUSD to address protocols for incidents of violence which occur on school
campuses. The Superintendent of SMMUSD, Chief of Police and Command Staff
currently meet monthly.
Office of Special Operations conducts ongoing training of police department
personnel on rapid response to life-threatening incidents on or near school
campuses, and uses undercover officers to increase the safety and security of
students and other passengers on the Big Blue Bus along various bus routes
serving Santa Monica High School.
. Provide community service opportunities to referrals from Juvenile Court and City
staff.
Detectives from Youth Services Division continue to provide community service
referral opportunities for youth through SMPD's Community Service program.
. Continue patrol during peak activity hours for the neighborhood, using overtime
assignments as required.
Motor officers assigned to the Traffic Services Division conduct regular extra
patrols throughout the neighborhood. Their focus is to provide extra visibility and
enhance safety for residents and visitors. The Narcotics Section and the Special
Entry Team have conducted special investigations which have resulted in arrests
and seizures.
Community Engagement
. Expand and publicize mechanisms for dialogue between the community and the
police to increase access to the Police Department and enhance community
30
EXHIBIT C
COMMUNITY PRIORITIES & COMMON WORK OBJECTIVES
FOR FISCAL YEAR 2005-06 & BEYOND
partnerships in Neighborhood Centered Policing (NCP) to develop strong
relationships with neighborhood residents.
The Traffic Services Division has implemented a new hot line which the public
can call to request additional traffic enforcement or report unsafe traffic or
parking conditions. The OSE lieutenant is also the northeast NCP coordinator
and has attended various neighborhood watch meetings and community events,
providing public safety education and addressing neighborhood livability issues.
. Inform residents of the Pico neighborhood about opportunities for becoming
involved in civic life through participation on and with boards and commissions.
Staff has reached out to the community to recruit new board members to the
Virginia Avenue Park Advisory Board. Three new members from the Pico
neighborhood came on board in October. Two neighborhood youth will also be
recruited for the remaining two vacancies. Through SeaScape, including the
Spanish language edition, the city's website and through Leadership Team
events and local papers, residents will continue to learn of openings and the
application process.
. Use all public information vehicles to communicate ways residents can connect
positively with the City staff including the police.
SeaScape, City Web, other publications, local newspapers, mailers, workshops,
communication with neighborhood organizations, and community events are
being used to full advantage to encourage positive staff-community interaction.
The Police Department has worked with the school district, merchant
organizations, neighborhood watch associations and commercial and residential
management entities, enlisting these groups as part of an effective community
outreach program.
. Encourage participation in Police Citizen Academy classes, including a Spanish-
language Police Citizen Academy class and a Junior Police Academy, and in five
Leadership courses on general municipal topics of interest, in FY05-06.
SMPD actively promotes participation in the academy programs through e-mail,
fax broadcast, digital newsletters and the department's website, along with
community outreach events and referrals from previous graduates. Leadership
series courses coordinated through the City Manager's Office include: yth annual
citywide projects tour; a behind-the-scenes look at maintaining city streets,
sidewalks and infrastructure; and a budget basics course.
31
EXHIBIT C
COMMUNITY PRIORITIES & COMMON WORK OBJECTIVES
FOR FISCAL YEAR 2005-06 & BEYOND
. Provide resources and support to achieve more effective community input from
people who may have primary languages other than English.
For the past seven years the Spanish Citizen's academy has been an essential
forum for SMPD to learn from, inform and adapt to the needs and concerns of the
Spanish speaking population of the city. Department personnel actively seek out
and participate in groups such as the School District Bilingual Advisory
Committee, Community Cultural Senior Program and neighborhood watch
composed of Spanish speaking residents. During critical and media sensitive
events, SMPD deploys a Spanish speaking press officer. Spanish Seascape is
delivered to various schools and other locations in the Pico neighborhood and
elsewhere by request. Interpreters are provided by request at meetings and
materials are translated into Spanish where needed by all departments. The
Library's Fairview branch has award-winning programs for Spanish speaking
children and families.
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
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.
Training
. Provide customer service training that will ensure a positive "Santa Monica
experience" at City Hall and citywide, in cooperation with other community
organizations.
A Request for Proposals for customer service training has been developed in
partnership with the Convention & Visitors Bureau, with selection of a trainer
expected in spring 2006.
32
EXHIBIT C
COMMUNITY PRIORITIES & COMMON WORK OBJECTIVES
FOR FISCAL YEAR 2005-06 & BEYOND
Process Improvements
. Implement additional permit processing improvements recommended by the
Matrix Evaluation including a service queuing system; organizational changes as
required; and a system to gauge satisfaction of applicants, developers,
architects.
Permit processing improvements recommended by the Matrix Evaluation
continue to be implemented, including a service-queuing system and
organizational changes in City Planning and Building and Safety. In October
2005, the electronic customer service queuing system known as Q-Matic was
implemented to improve the permit process. Q-Matic implementation is complete
and on-target. Plan review goal times are routinely being met or exceeded; while
the volume of customers being served remains high, wait times have dropped;
new staff has been hired; ARB has streamlined project review and the average
number of cases heard per meeting has been markedly reduced; more permits
may now be obtained over-the-counter and applications and checklists are
available on the website; while still not fully staffed, individual building inspectors
in the division are performing up to 16 inspections per day.
. Complete redesign and updating of the web site and public information handouts.
Currently underway is complete redesign and updating of the permit-related
website and public information handouts, enhancements to software systems
related to the permit process, permit counter area enhancements
. Enhance functionality of software systems to increase staff efficiency and timely
availability of information to applicants.
Web-based and telephone (Interactive Voice Response - IVR) systems have
been enhanced to allow applicants/public to schedule inspections and access
inspection related information online and telephone. The IVR system is now in
place for the public to use. The web-based system is scheduled to be rolled out
in early 2006.
. Improve the permit counter and waiting areas to enhance service and
convenience.
33
EXHIBIT C
COMMUNITY PRIORITIES & COMMON WORK OBJECTIVES
FOR FISCAL YEAR 2005-06 & BEYOND
Various improvements have been implemented in the waiting areas for the B&S,
PCD and EPWM counters.
. Implement web site improvements and self-service kiosks for the public to access
permit information, online permit applications, document imaging and online
payment systems.
Improvements to website (VeloCity) and self-service kiosks for the public to
access permit information, on-line permit applications, document imaging and on-
line payments systems are near completion. Implementation of public access is
scheduled for the first quarter of 2006.
. Implement wireless communications equipment for improved inspection services.
A wireless communications system upgrade recommendation has been
presented to PCD. The estimated cost of the upgrade is $40,000. PCD is now
seeking funds to cover the upgrade cost.
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.
Community Engagement
. Complete an implementation plan with the Sustainable City Task Force and city
staff advisory group.
The SCP Task Force has been working diligently and plans to present a draft
implementation plan to Council in April 2006.
. Address "Green building" techniques and urban runoff in the Land Use Element.
Draft alternatives, common elements, performance indicators and measures to
be studied and analyzed as part of the Land Use and Circulation Element update
34
EXHIBIT C
COMMUNITY PRIORITIES & COMMON WORK OBJECTIVES
FOR FISCAL YEAR 2005-06 & BEYOND
will be presented to the City Council in January 2006. Environmental and
economic sustainability, and building reuse, are identified as common elements
that will be incorporated into the Land Use Element. Additional 'green building"
techniques and urban runoff measures are expected to be included in the final
document as the Element's approval process continues.
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, Virginia Avenue Park, Euclid Avenue Park and Airport Park.
Virginia Avenue Park opened on December 4, 2005. At the grand opening
festival, docents informed park visitors of the positive environmental aspects of
the project, including the LEED Silver rating application, and interesting park
landscaping and water conservation facts. The 415 PCH project is currently in
design for the development of a public beach recreation center. The Civic Center
plan continues to be in development. The Euclid Park construction documents
are being prepared and construction is expected to begin in April 2006. The
Airport Park project is underway. All of these projects stress positive interaction
with the natural environment.
. Encourage the use of environmentally sensitive ("green'j building materials and
systems in affordable housing developments by including a "Green Building"
checklist in loan application packages and in development practices related to
energy efficiency; landscaping; framing and carpentry; indoor air quality; and
other building systems and materials.
Open Space Management continues to use recycled landscaping materials such
as mulches, compost, recycled plastic railroad ties and landscape fabric. Staff
will present recommended updates to the Green Building Ordinance in late winter
2006 to better achieve Council and community goals.
. Achieve Silver LEED certification for the Main Library, Virginia A venue Park
expansion and the Big Blue Bus Campus expansion.
Documents are in place for the issuance of LEED Silver certification for the Main
Library and Virginia Avenue Park. The Big Blue Bus project is in design and
includes a goal of achieving a LEED Silver certification.
. Complete a "beach greening" demonstration project at two beach parking lots
and evaluate long-term sustainability.
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EXHIBIT C
COMMUNITY PRIORITIES & COMMON WORK OBJECTIVES
FOR FISCAL YEAR 2005-06 & BEYOND
Open Space Management is working with EPWM to identify a larger portion of a
beach parking lot that will accommodate soccer play to demonstrate "beach
greening." Staff is reviewing alternate sites as well for this project. Following
decisions on the site feasibility, a schedule will be developed for project design
and construction.
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.
The Ashland Demonstration Garden has been designed and presented to the
neighboring community. It includes a plant palette and irrigation system that
promotes reduced water usage and best practices for maintenance and care.
It is anticipated that the project will begin construction by summer 2006.
. Maintain landscaping at the new Main Library with the 200,000 gallon cistern
located below the parking structure that collects rain and landscape irrigation
water for re-use.
The Main Library cistern is in place and will supply the primary landscape
irrigation needs for the site by collecting rain/site run-off.
. Expand use of centralized weather-based system to achieve more efficient
irrigation of medians and open space landscaping.
This project is in process beginning with discussions between EPWM and CCS-
Open Space Management staff to explore all available opportunities for
increasing irrigation efficiency on City properties. New streetscape projects such
as Colorado from 20th St to Centinela and the Exposition bikeway have been
designed to include connections to the centralized weather-based system
managed by Open Space Management staff.
. Evaluate the effectiveness of the competitive grant program which provides
partial funding for sustainable garden designs.
An evaluation of the first set of completed grant-funded projects will be
completed by the end of the current fiscal year.
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EXHIBIT C
COMMUNITY PRIORITIES & COMMON WORK OBJECTIVES
FOR FISCAL YEAR 2005-06 & BEYOND
. Replace additional incandescent traffic signal indications with more efficient LED.
Work on the Land Use Element continues, with environmental sustainability
identified as a top community priority. Red and green incandescent traffic signal
lamps and pedestrian and yellow incandescent lamps will be replaced in concert
with signal projects citywide.
. Promote the use of energy efficient and alternatively fueled vehicles.
EPWM and the BBB Department continue to aggressively pursue cleaner vehicle
alternatives wherever feasible. The City-AQMD Hydrogen Vehicle Demonstration
Project should be operational by April 2006.
Housing
. Increase transitional housing under the HOME funded program from 29 to 34
vouchers.
Currently there are 27 tenants receiving HOME funded rental assistance. As of
January 2006, there are 16 Chronic Homeless Pilot project participants who are
currently residing in temporary residences such as sober living programs, an
SRO, motels and shelters. This group is potentially eligible to receive permanent
housing assistance through the HOME program based on their case managers'
on-going assessment of their suitability for independent living.
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.
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EXHIBIT C
COMMUNITY PRIORITIES & COMMON WORK OBJECTIVES
FOR FISCAL YEAR 2005-06 & BEYOND
. Develop community partnerships with local schools and community-based
organizations to promote youth fitness through daily physical activity.
Department staff is creating a promotional Active Living campaign targeting
youth. The campaign is scheduled to begin at the Santa Monica Festival 2006
and will include a brochure highlighting opportunities for youth to become active
within the community. Staff is planning to declare July "Youth Fitness Month",
with several activities planned throughout the month.
. Integrate the concept of active living in the design and program planning for 415
PCH.
The emerging design includes areas for active beach recreation (volleyball and
paddle tennis) as well as rehabilitation of the historical pool and access the
ocean for swimming and water sports.
. Enhance the 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.
The promotion of the Walk Santa Monica 10,000 Steps Campaign is being
expanded through a public service announcement being aired on City TV and a
"favorite walk" contest in collaboration with CityTV. Articles have been written for
SeaScape promoting Active Living and an educational display, developed in
collaboration with the Library, was put on display in the City Hall lobby. The
display will be modified for other venues throughout the year. In addition, staff is
working to expand the program to promote swimming and biking in the
community.
. At the new Main Library, showcase materials on healthy living including a wide
range of publications featuring health, fitness, and sports; a large collection of
books and videos on nutrition, physical fitness, and exercise; and Health &
Wellness Resource Center online database; and recreational class information
and maps of bikeways. Promote "healthy living" collections with book and multi-
media displays, web resources, and educationf11 displays.
A wide variety of resources supporting active living are provided at each of the
branch libraries, as well as the Main Library. Promotional material and displays
were developed for the Temporary Main Library earlier this year and will be
revised for use at the new Main Library. This material was also made available
for the branch libraries and for use in the parks.
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EXHIBIT C
COMMUNITY PRIORITIES & COMMON WORK OBJECTIVES
FOR FISCAL YEAR 2005-06 & BEYOND
. Provide bicycle parking areas for customers and bicycle storage for staff at all
city facilities.
EPWM and PCD will determine the best way to proceed at existing facilities that
require retrofitting. All newly constructed City facilities incorporate bicycle-
friendly designs.
. Emphasize pedestrian and bicycle opportunities citywide and include
implementation plans in the Circulation Element.
Work on the Circulation Element continues, with pedestrian and bicycle
opportunities identified as a top community priority. ISO created GIS maps that
include bike paths and points of interest in support of the Circulation Element.
. Build on the successful youth outreach for "Shape the Future 2025" to create
events and programs that encourage and support student cycling.
Ongoing
. Complete Phase 11/ of the crosswalk enhancement program to encourage
pedestrian activity.
Phase "' crosswalk enhancements are being incorporated into current projects,
including Virginia Avenue Park, Colorado Avenue east of 20th Street, and Second
Street in Downtown. Studies of Colorado between 20th and Lincoln and
pedestrian access around schools will be initiated during the spring and summer
2006.
. Form a City interdepartmental working group to share and develop new active
living strategies and to implement a coordinated marketing initiative.
The working group will be established in 2006.
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