SR-06172008-8A~;LYof City Council Report
Santa Monica
City Council Meeting: June 17, 2008
Agenda Item: °
To: Mayor and City Council
Chairperson and Housing Authority Members
Chairperson and Redevelopment Agency Members
Chairperson and Parking Authority Members
From: Carol Swindell, Director of Finance
Subject: Adoption of the Fiscal .Year 2008-09 Budget, Approval of Personnel
Changes, Approval of Resolutions Adjusting and Establishing Various
Rates and Fees and Accepting Federal Grant Funds, Approval of
Resolutions Establishing the City's GANN Appropriations Limit for
FY2008-09, and Direction to Staff to Prepare a Resolution Placing a Ballot
Measure on the November 2008 Election to Ratify and Update the Utility
User's Tax on Telecommunication Services
Recommended Actions
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 C1 and
approve the Position and Classification Changes at Attachment C2;
2) approve the resolutions of the City of Santa Monica revising Water capital facility
fee. at Attachment D1 and Wastewater capital facility fee at Attachment D2;
3) approve a resolution of the City of Santa Monica establishing new parking lot
rates on the Santa Monica Pier and beach parking lots; and finding that parking
lot rate increases are exempt from the provisions of the California Environmental
Quality Act at Attachment D3;
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 D4;
5) approve a resolution of the City of Santa Monica setting fees for processing of
Developer Cultural Arts Requirement applications at Attachment D5;
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6) approve a resolution of the City of Santa Monica setting the amount of to be
charged for the use of community and recreational facilities operated by the
Community and Cultural Services Department for the rental of Civic Auditorium
parking spaces and for the use of beach parking lots and a definition of facility
user categories at Attachment D6;
7) approve the resolution of the City Council of the City of Santa Monica
establishing the GANN appropriations limit for the Fiscal Year 2008-09 at
Attachment F1;
8) approve a resolution authorizing the transfer of certain funds from the Parking
Authority of the .City of Santa Monica to the City of Santa Moriica at Attachment
G1;
9) accept Federal Supportive Housing Program (SHP) Renewal Grant funds from
the Los Angeles Homeless Services Authority (LAHSA) in the amount of
$381,941 for Coordinated Case Management;
10)accept Federal Supportive Housing Program (SHP) Renewal Grant funds from
the US Departmenf of Housing and Urban Development (HUD) in the amount of
$474,453 for the Serial Inebriate Program; and
11)direct staff to prepare a resolution placing a proposition on the November 2008
General Municipal Election to ratify and update the City's existing Utility User Tax
on telecommunication without increasing the tax rate.
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 2008-09 at Attachment E1, as amended by Attachment
A to this staff report;
2) approve the Resolution of the Housing Authority of the City of Santa Monica
Adopting its Budget for Fiscal Year 2008-09 at Attachment E2, as amended. by
Attachment A to this report;
3) approve the Resolution of the Redevelopment Agency of the City of Santa
Monica Adopting its Budget. for Fiscal Year 2008-09 at Attachment E3, as
amended by Attachment A to this report; and
4) approve the Resolution of the Parking Authority of the City of Santa Monica
Adopting its Budget for Fiscal Year 2008-09 at Attachment E4, as amended by
Attachment A to this report; and
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5) approve the Resolution of the Parking Authority of the City of Santa Monica
authorizing the transfer of certain funds to the City of Santa Monica at
Attachment G2.
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 2008-09. It also updates,
for information only, a plan for addressing the FY2009-10 Budget.
The City released- its Proposed Budget for FY 2008-09 on May 13, 2008. Changes to
the Proposed Budget for all funds include an increase of $3.0 million in revenues,
primarily due to $2.9 million budgeted for commercial collections and recycling in Solid
Waste Management. An additional $0.1 million increase is accounted for in the General
Fund due to a revised estimate for administrative indirect allocation and a small change
in utility user tax (UUT) revenue derived from increased Water and Wastewater rates in
the coming fiscal year. Big Blue Bus revenues increased by $0.2 million while funding
from. Citizens' Option for Public Safety (COPS) of $0.2 million is expected to disappear
as a result of State budget actions. On the expenditure side, excluding changes in
capital improvements, appropriations are increased by $2.8 million, of which $2.2 million
is represented in Solid Waste .Management for commercial trash collection. Other
expenditure increases include $0.6 million for Phase 2 of the Solar Santa Monica
program and $0.3 million in administrative indirect charges. These increases are offset
by decreases of $0.1 million in personnel equity, compensation and other adjustments,
and $0.2 million in various other expenditure net decreases as detailed in the exhibit.
Capital improvement expenditures increased by $3.1 million from the Proposed Budget.
Balance sheet transfers include an additional $0.1 million loan to the Cemetery, which is
offset by the recording of the loan in the General Fund.
Included in the changes above and .presented for City Council review and approval are
identified changes to compensation and position classifications for FY2008-09
(Attachments C1 and C2) and changes to existing fees and charges, with resolutions for
their implementation (Attachments D1-D6), and establishment of the FY2008-09 GANN
limit (Attachments F1 and F2).
This report also recommends that Council direct staff to prepare a resolution placing a
proposition on the November 2008 election ballot, which would maintain and update the
City's Utility User Tax on telecommunications and safeguard funds assumed in the FY
2008-09 budget without raising the tax rate.
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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 Gouhcil 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 20, 21, and 22, Council heard
presentations on the Proposed Budget by the City Manager and each department.
Based on the information presented, Council members asked questions and made
comments regarding the Proposed Budget. In response to the questions asked,
departments are responding in a separate Information Item that will be sent to Council
and posted on the website.
Proposed Budget Revisions -General Fund and Capital Protect 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 and Capital Projects Fund, which is funded by the General Fund,
changes areas follows:
1) FY2008-09 General Fund and Capital Projects Fund Revenue Revisions
from Proposed Budget
An increase in revenues of $410, 940 is due to an adjustment in .Utility User Tax
of $8,300, driven by increases in water and wastewater rates, and an adjustment
of $92,640 following calculation of administrative indirect charges, citywide.
$310,000 also moved to the General Fund and is restricted to funding the Office
of Sustainability and Environment (OSE).
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2) FY2008-09 General Fund and Capital Projects Fund Expenditure Revisions
from Proposed Budget
Expenditures changes of $276,780 from the Proposed FY2008-09 General Fund
and Capital Project Fund budgets increased the total budget to $251,999,930.
The most notable change from the Proposed Budget in General Fund
expenditures is the addition ofi the Office of Sustainability and Environment,
formerly the Environmental Programs Division of the Environmental and Public
Works Department and a functional area of the Wastewater Fund, to the City
Manager's OfFce. This net change of $4,842,160 includes the Office of
Sustainability and Environment budget of $4,225,338, an enhancement of
$568,896 for Phase 2 of the Solar Santa Monica program, and an adjustment for
administrative indirect costs of $47,926. Of this amount, all but $347,320 is
offset by transfers of enterprise funds into the General Fund.
Personnel changes of $338,786 to the General Fund Budget are recommended
and do not result in a net increase of expenditure appropriation to the General
Fund. A Combination Building Inspector to assist with the Building and Safety
Division's green building inspection workload is being added to the budget
($73,718), as well as personnel equity and reclassification adjustments of
$265,068. These increases are offset by a decrease of $119,240 for a vacant
Disaster Relief position in Finance that is being eliminated, and a transfer of
funds designated for compensation adjustments in the Non-Departmental
budget.
Finally, the General Fund subsidies to the Civic Auditorium and Pier are reduced
by $13,770 and $156,954, respectively, due to a revision of the administrative
indirect charges to enterprise funds. 'There is also. a reduction in the
reimbursement from the Miscellaneous Grants Fund of $38,544 for the Summer
Food Service program.
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3) FY2008-09 General Fund and Capital Project Fund Balance Sheet Revisions
from Proposed Budget
Balance sheet changes reflect an increase of $94,658 in the loan from the
General Fundto the Cemetery.
The impact of the changes to the General Fund balance is as follows:
GENERAL FUN AND CAPITAL PROJECTS FUND
Initial Proposed Recommended Final Proposed
FY2008-09 Budget FY2008-09
Budget Changes Budget
7/1/08 Estimated
Actual Fund Balance $ 28,200,000 $ 0 $ 28,200,000
(+) plus Revenues 249,743,632 410,940 250,154,572
(-) less Expenditures (251,723,150) (276,780) (251,999,930).
Balance Sheet Changes (865,422) (94,658) (960,080)
6/30/09 Budgeted
Fund Balance $ 25,355,060 $ 39,502 $ 25,394,562
The original Proposed Budget continues to provide approximately $300,000 in
unallocated General Fund revenue.
Proposed Budget Revisions -Non-General Funds
1) FY2008-09 Non-General Fund Revenue Revisions from Proposed Budget
In addition to the revenue changes in the General Fund, Solid Waste
Management :revenues increase by $2,883,925 to reflect refuse collection fees
and recycling for new commercial customers. Revenues to Big Blue Bus are
revised to reflect expected actual amounts.
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2) FY2008-09 Non-General Fund. Expenditure Revisions from .Proposed
Budget
Expenditures changes in other funds include additional appropriations for funding
of employee compensation .and classification position changes in the Beach
House Fund ($18,591), Water Fund ($4,874), Solid Waste Management Fund
($5,559), and- Cemetery Fund ($1,513). Revised administrative indirect
expenses result in net changes of $167,990, which. is comprised of decreases in
the Charnock Fund ($209,310), the Beach Fund. ($68,742), Redevelopment
($53,069), the Water Fund ($154,513), and .the Vehicle Management Fund
(24,180) and offsetting increases in CDBG ($324), Solid .Waste ($47,904),
Wastewater ($50,849), the Civic Auditorium ($2,897), the Airport Fund (11.8,880),
Stormwater ($626); the Cemetery (93,145) and the Big Blue Bus ($415,112)
funds. Other major changes include $2,205,607 in Solid Waste for commercial
trash collection.. Changes in capital expenditures totaled $3.1 million, including
$287,000 for Percent for Arts projects, $762,000 for the 2nd and 4th Street
pedestrian and streetscape project, $1,760,969 for the Advanced Traffic Signal
.System (ATMs) project, $117,000 for signal systems upgrades, and $200,000 to
purchase for the purchase of commercial trash -bins. These changes. are
primarily due to budgetary estimate revisions.
Proposed Budget Revisions - FY2009-10 Budget Plan
Administrative changes to the FY2009-10 Budget Plan are presented in Attachment B.
They reflect the second year impacts of changes made to the FY2009-10 Proposed
Budget, additional budget adjustments and changes to better reflect the priorities and
needs expressed by Council and the community during the budget process as they
impact FY2009-10.
Personnel Changes
As part of the budget process, proposed employee classification and compensation
changes were reviewed by the Human Resources Department and .City Manager's
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Office. Resulting classification and salary changes are presented in Attachments C1
and C2.
Adjusting and Establishing Various Fees
1) Community & Cultural Services
The Department of Community. and Cultural Services offers a wide variety of
programs and activities for seniors, adults, young children, youth and teens.
Attachment D4 proposes modifications to the existing fees including:
• Adjustment of fees for Adult Sports League Teams to reflect
Resident/Santa Monica Worker and-Non-Resident teams.
• Cost of living adjustment to the Lawn Bowling Club hourly fee.
• New daily and quarterly fees for the Airport Park Playing Field Drop-In
Program.
• New hourly court use fee for tennis instructors teaching 3 or 4 students.
The Community and Cultural Services Department also establishes fees for the
use of community and recreational #acilities. Attachments D6, D6a, and D6b
propose modifications to the existing fees including:
• Adjustment of the park buildings and Ken Edwards Center rental rates to
reflect cost of living increases;
• Setting of rates for new meeting rooms at Memorial and Euclid Parks;
• Establishment of a new fee for non-resident youth sports groups to rent
playing fields for organized sports and set anon-profit hourly rate for
rental of-sand volleyball courts;
• Change of Swim Center Commercial Filming Fee from daily to hourly, and
adding a "per lane" and "deck only" hourly rate;
• Adding a quarterly license fee structure for community garden rental;
2) Beach and Pier Parking Rates
The Community and Cultural Services and Housing and Economic Development
Departments jointly establish fees for the beach and pier parking lots.
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Attachment D3 proposes increases to the existing fees, aligning the City's rates
more closely to those of comparable amenities in other regional beaches. These
rate increases are necessary to assist in offsetting ongoing Beach. Fund costs,
including operating expenses of the new Annenberg Community Beach House at
415 PCH. These increases are as follows:
• Increase the maximum daily parking rate for the beach and Pier parking
lots. These increases comprise a $1 rate increase in the daily rate for
parking and an additional $1 for central beach parking lots on summer
weekends;
• Increase daytime and resident overnight beach lot parking permit fees.
Monthly, semi-annual, and residehtial parking permits well increase 25
percent, on average.
3) Developer Cultural Arts Fee.
The Planning and Community Development Department establishes a fee
structure to recover the costs of processing Developer Cultural Arts Requirement
applications. The Developer Arts requirement was approved by the City Council
in December 2006, and the resolution contained in attachment D5 implements
this processing fee since staff has now assessed the cost of .the associated
program.
4) Water and Wastewater Capital Facility Fee
Water Resources staff is proposing to amend the Water Capital Facility Fee in
order to recover the cost of increased demand on the water system. This is a
one-time fee charged to new customers for new water service connections. Staff
will also amend the Wastewater Capital Facility Fee in order to recover the cost
of increased demand on the wastewater system and for the increase discharge
flow transmitted to Hyperion. This fee is charged on all new and expanded
wastewater system facility connections.
Grant Agreements
The City of Santa Monica has been receiving Supportive Housing Program (SHP) funds
for coordinated case management since 1996. At this time, staff is requesting
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authorization to enter into a grant agreement with the LAHSA for the SHP grant of
$381,941.
On March 21; 2005, the U.S. Department of Housing and Urban Development (HUD)
announced a $10 million funding initiative for housing for people who are homeless and
addicted to alcohol. Staff is requesting authorization to enter into a grant agreement
with the US Department of.Housing and Urban Development for. the Serial Inebriate
grant of $474,453 for a one year renewal (for the third year of the grant).
Confirming and Modernizing Utility User tax on Telecommunications
The Proposed Budget assumes the continuance of the $12.6 million of the City's Utility
User Tax (UUT) on telecommunications. The UUT on telecommunication services has
been in existence since 1969, .and the City .uses these. General Funds for basic
services, such as educational and school programs, parks and recreation, police, fire
and emergency services. To keep pace with .technology advances, the City must
conform the law to modern "times, while also continuing the existing tax rate, so
taxpayers are treated the same regardless of the technology used today. To update the
law requires voter approval pursuant to Proposition 218. A ballot measure will update
and continue the existing fee that telecommunication users have been paying for 39
years -and maintain- existing protections which exempt low-income seniors and
disabled residents from paying the UUT. If directed, staff will return this summer with a
resolution placing a proposition on the November 2008 election ballot which would ratify
the existing .UUT on telecommunications services without raising the tax rate and
thereby safeguard funds assumed in the FY2008-09 budget.
Budget Resolutions
Approving the resolutions at Attachment E1 - E4, will: a) adopt the FY2008-09 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;
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b) re-appropriate funds from FY2007-08 into FY2008-09 for: continuing capital projects
(not to exceed $59,846,287 for General fund and not to exceed $242,781,938 for all
other funds, including $8,385,875 for the Disaster Recovery fund), and c) authorize staff
to roll over appropriations for multi-year operating grants not completed at the end of the
fiscal year, unspent donations dedicated to programs, and the encumbrances for goods
and services purchased by FY2007-08 year-end but not delivered or provided until
FY2008-09.
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 non-residential assessed valuation). This restriction was placed in effect in
November 1979 with the approval of Proposition 4, commonly known as the GANN
Initiative.
The City's GANN Appropriations Limit for FY2008-09 is $723,628,090. A comparison of
the City's FY2008-09 GANN Appropriations Limit and FY2008-09 appropriations and tax
proceeds subject to limitation as set forth in the City's Proposed FY2008-09 Budget is
as follows:
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Proposed GANN-related Spending for FY2008-09
Total
GANN- Limit $ 723,628,090
Appropriations subject to Limitation 153,318,883
Net Under / (Over) $ 570,309,207
Proposed GANN-related Tax Proceeds Spending for FY2008-09
GANN Limit
Revenues subject to Limitation
Net Under / (Over)
Total
$ 723,628,090
163,148,415
$ 560,479,675
FY2008-09 appropriations subject to limitation are $570,309,207 less thari the City's
GANN Appropriations Limit. In terms of receipt of tax proceeds, the City is
$560,479,675 under the GANN Limit. A resolution to establish the City's FY2008-09
GANN Appropriations Limit at $723,628,090 is at Attachment F1.
Financial Impacts and Budget Actions:
Adoption of the Proposed Budget- as amended by Attachments A through G2 will
establish FY2008-09 budget for the City's programs and services.
Prepared by:
Chuck McBride, Assistant Director of Finance
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Approved: Forwarded to Council:
Attachments:
A: Revisions to the Proposed FY2008-09 Revenue Estimates and Budget
Appropriations
B: Administrative Adjustments to the FY2009-10 Budget Plan
C1: Resolution Revising Salaries for Various Positions
C2: Listing of Position and Classification Changes
D1: Resolution of the City of Santa Monica Revising the Water Capital Facility
Fee
D2: Resolution of the City of Santa Monica Revising the Wastewater Capital
Facility Fee
D3: Resolution of the City Council of the City of Santa Monica Establishing New
Parking Lot Rates on the Santa Monica Pier and Beach Parking Lots; and
Finding That Parking. Lot Rates Increases are Exempt from the Provisions of
the California Environmental Quality Act
D4: Resolution of the City Council of the City of Santa Monica, California,
Establishing User Fees for Social Service, Recreation and Community
Programs, Classes and Services of the Department of Community and
Cultural Services of the City Santa Monica
D5: Resolution of the City Council of the City of Santa Monica Setting Fees for
Processing of Developer Cultural Arts Requirement Applications
D6: Resolution of the City Council 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 of the City of
Santa Monica, for the Rental of the Civic Auditorium Parking Spaces, and for
the Use of Beach Parking Lots and a Definition of Facility User Categories
D6a: Exhibits A - F, Fee Schedules, for Attachment D6
D6b: Exhibit G, Facility User Categories, for Attachment D6
E1: Resolution of City Council of the City of Santa Monica Approving its Budget
forFY2008-09
E2: Resolution of the Housing Authority of the City of Santa Monica Approving-its
Budgef for FY2008-09
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E3: Resolution of the Redevelopment Agency of the City of Santa Monica
Approving its Budget for FY2008-09
E4: Resolution of the Parking. Authority of the City of Santa Monica Approving its
Budget for FY2008-09
F1: Resolution of the City Council of the City of Santa Monica Establishing the
GANN Appropriations Limit for FY2008-09
F2: City of Santa Monica Calculation of FY2008-09 GANN Appropriations Limit
G1: Resolution of the City Council of the City of Santa Monica Authorizing the
Transfer of Certain Funds of the Parking Authority of the City of Santa Monica
to the City of Santa Monica
G2: Resolution of the Board of Directors of the Parking Authority of the City of
Santa Monica Authorizing the Transfer of Property to the City of Santa
Monica
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.ATTACHMENT A
REVISIONS TO THE PROPOSED FY2008-09
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
I. REVENUE ESTIMATES
Fund/Account
General/ Utility User Tax
General/ Indirect Cost Allocation
General/ Office of Sustainability
and the Environment/ All
Revenues
TOTAL GENERAL FUND:
Citizens' Option for Public
Safety/ COPS Per Capita
Allocation
Solid Waste Management/
Refuse Collection Fees
Solid Waste Management/
Recycled Materials
TOTAL SOLID WASTE FUND:
Wastewater/ Environmental
Programs/All Revenues
Big Blue Bus/ Transportation
Development Act (TDA) Revenue
TOTAL ALL FUNDS:
Revised
Proposed Proposed
Budget Budaet Net Change
$32,172,000 $32,180,300
$9,162,916 $9,255,556
$0
$175, 000
$16,154,210 $18,880,162
$304,000 $461,973
$2,725,952 Reflects projected revenues for all
new commercial customers.
$157,973 Reflects increase recyclable
materials from new commercial
customers.
$2,883,925
Explanation of Change
$8,300 Reflects increase in utility user tax
revenue due to proposed water and
wastewater rates.
$92,640 Increase in the administrative
indirect allocation reflecting actuals
forFY2006-07.
$310,000 $0
$14,708,127 $14,894,839
$0 ($175,000) Reflects the potential State budget
reduction on the COPS fund.
$310,000 $310,000 Reflects the transfer of all
Environmental Program revenues
from the Public Works due to
reorganization. These. revenues are
restricted to offsetting program
costs per the Nexus study.
$410,940
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$310,000) Reflects the transfer of all
Environmental Program revenues to
City Manager due to reorganization.
$186,712 Reflects an adjustment required to
fund the operating budget with funds
previously allocated by LACMTA
.yc,aaa,a. ~
ATTACHMENT A
REVISIONS TO THE PROPOSED FY2008-09
REVENUE ESTIMATESAND BUDGET APPROPRIATIONS
II. BUDGET APPROPRIATIONS
Fund/Department/Division
or Project
General/ City Manager/ Office of
Sustainability and the
Environment
General/ Finance/ Financial
Operations
General/ Finance/ Revenue
General/ City Attorney/ City
Attorney
General/ Human Resources/
Organizational Development and
Employee Benefits
General/ Information Systems/
Systems and Networks
Revised
Proposed Proposed
Budget Budget Net Change
$0 $4,842,160 $4,842,160
$2,611,394 $2,492,154
$4,024,978 $4,047,267
$8,827,800 $8,853,886
$767,002 $759,927
$1,814,234 $1,855,057
Explanation of Change
Reflects the transfer of
Environmental Programs from
Wastewater Fund/Public Works
including 17.0 FTE positions
(+$1,962,836) and supplies and
expenses (including capital outlay)
of $2,262,502, funding for Solar
Santa Monica including 1.0 FTE
Staff Assistant III position
(+$68,896) and supplies and
expenses of $500,000 and
administrative indirect allocation
adjustment (+$47,926).
($119,240) Deletes 1.0 FTE Limited Term
Senior Accountant and 0.2 FTE
Temporary positions due to term
expiration.
$22,289 Reflects equity adjustments for
various positions.
$26,086 Reflects equity adjustments for
various positions.
($7,075) Reflects position reclassification due
to retirement.
$40,823 Reflects equity adjustments for
various positions.
General/ Planning & Community $3,865,523 $2,999,471 ($866,052) Reflects transfer of 5.0 FTE
Development/ City Planning positions (-$674,180) and supplies
& expenses of $191,872 to the
newly created Community &
Strategic Planning Division.
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ATTACHMENT A
REVISIONS TO THE PROPOSED FY2008-09
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
Revised
Fund/Department/Division Proposed Proposed
or Project Budget Budget Net Chance Explanation of Change
General/ Planning & Community $0 $866,052_ $866,052 Reflects transfers of 5.0 FTE
Development/ Community & positions (+$674,180) and supplies
Strategic Planning Division and expenses of $191,872 from the
City Planning Division to the newly
created Community & Strategic
Planning Division.
Genefal/ Planning & Community $5,628,350 $5,716,033 $87,683 Reflects an addition of 1.0 FTE
Development/ Building and Safety Combination Building Inspector
I/II/III position (+$73,718) and equity
adjustments for various positions
(+$13,965).
General/ Police/ Office of $26,906,883 $26,914,357 $7,474 Reflects equity adjustments for
Operations various positions.
General/ Community
Maintenance/ Maintenance
Management
General/ Community
Maintenance/ Facilities
Management
General/ Community
Maintenance/ Promenade
Maintenance
General/ Community and Cultural
Services/ Administration
General/ Community and Cultural
Services/ Cultural Affairs
General/ Housing & Economic
Development/Administration &
Redevelopment
General/ Housing & Economic
Development/Housing
General/ Housing & Economic
Development/Econom is
Development
$1,400,008 $1,466,120
$5,582,477 $5,588,645
$2,327,260 $2,344,086
$863,026 $896,485
$1,427,088 $1,437,792
$1,993,714 $2,005,822
$5,002,459 $4,867,773
$2,059,466 $2,210,281
$66,112 Reflects equity adjustments for
Trades Intern positions.
$6,168 Reflects equity adjustments for
various positions.
$16,826 Reflects equity adjustments for
various positions..
$33,459 Reflects equity adjustments for
various positions.
$10,704 Reflects equity adjustments for
various positions.
$12,108 Reflects equity adjustments for
various positions.
($134,686) Reflects transfer of position to
Economic Development Division
and other equity adjustments.
$150,815 Reflects transfer of position from
Housing Division and other equity
adjustments.
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ATTACHMENT A
REVISIONS TO THE PROPOSED FY2008-09
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
Revised
Fund/Department/Division Proposed Proposed.
or Project Budget Budget Net Change Explanation of Chance
General/ Non-Departmental/ All $21,559,766 $21,340,220 ($219,546) Reflects transfer of funds to various
Other Transactions departments for position equity
adjustments.
General/ Non-Departmental/ $684,484 ($3,880,896) ($4,565,380) Reflects reimbursement from the
Interfund Transfers Water, Solid Waste Management,
Wastewater, and Stormwater
Management Funds (-$4,433,200)
for environmental program activities,
a decrease in subsidy to Civic
Auditorium Fund (-$13,770) for
administrative indirect and capital
improvement project adjustments
and a decrease in subsidy to the
Pier Fund (-$156,954] for
administrative indirect adjustments
and a decrease of (+$38,544) from
Miscellaneous Grants Fund for
Summer Food Service.
TOTAL GENERAL FUND: $276,780
Charnock/ Public Works/ Water $4,894,451 $4,685,141 ($209,310) Reflects the administrative indirect
allocation adjustment.
Beach! Community and Cultural $3,840,079 $3,859,574 $19,495 Reflects the administrative indirect
Services/ Open Space allocation adjustment.
Management-Beach
Administration
Beach/ Community Maintenance/ $2,545,794 $2,457,557 ($88,237) Reflects the administrative indirect
Beach Maintenance allocation adjustment.
TOTAL BEACH FUND: ($68,742)
TORCA/ Non-Departmental/ All $5,828 $6,396 $568 Reflects the administrative indirect
Other Transactions allocation adjustment.
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ATTACHMENT A
REVISIONS TO THE PROPOSED FY2008-09
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
Revised
Fund/Department/Division Proposed Proposed
or Project Budget Budget Net Change Explanation of Chance
Redevelopment-Downtown/ Non- $318,360 $300,191 ($18,169) Reflects the administrative indirect
Departmental/ All Other allocation adjustment.
Transactions
Redevelopment-Earthquake/ Non- $19,469,211 $19,433,522
Departmental! All Other
Transactions
Redevelopment-Earthquake/ $0 $287,000
Housing and Community
Development Capital
Improvements/ Percent for Arts
Redevelopment-Ocean Park/ Non
Departmental/ All Other
Transactions
$1,541,499 $1,542,288
TOTAL REDEVELOPMENT FUNDS:
CDBG/ Non-Departmental/ All
Other Transactions
CDBG/ Cultural and Recreation
Capital Improvements/ Beach
Restroom Replacement
$4,032 $4,356
$110,000 $0
CDBG/ Cultural and Recreation
Capital Improvements/ Beach
Accessible Walkways
TOTAL CDBG FUND:
Miscellaneous Grants/ Non-
Departmental/ All Other
Transactions
Miscellaneous Grants/Non
Departmental / Intertund
Transfers
Miscellaneous Grants/Streets,
Sidewalks & Traffic Capital
Projects/ Signal System
Upgrades-Prop C
$0
$435,605
$110,000
($35,689) Reflects the administrative indirect
allocation adjustment.
$287,000 Appropriates funds for the Percent
for Arts project.
$789 Reflects the administrative indirect
allocation adjustment.
•yLJJ,JJ 1
$324 Reflects the administrative indirect
allocation adjustment.
($110,000) Transfers funds to the Beach
Accessible Walkways project
$110,000 Transfers funds from the Beach
Restroom Replacement project
$324
$431, 005
$2,754,743 $2,716,199
$0 $117,000
5
($4,600) Reflects actual Prop A allocation for
Community and Cultural Services
transportation programs:
($38,544) Reflects a decrease in
reimbursements to the General
Fund for Summer Food Service.
$117,000 Reflects correction of the funding
year from FY2009-10 to FY2008-09
ATTACHMENT A
REVISIONS TO THE PROPOSED FY2008-09
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
Revised
Fund/Department/Division Proposed Proposed
or Proiect Budget Budget Net Chance Explanation of Change
Miscellaneous Grants/Streets, $0 $202,000 $202,000 Appropriates LACMTA grant funds
Sidewalks & Traffic Capital to the 2nd and 4th Streets
Projects/ Pedestrian Crosswalk Pedestrian and Streetscape
and Streetscape Improvements Improvements project.
Miscellaneous Grants/Streets, $0 $560,000 $560,000 Appropriates CA Department of
Sidewalks & Traffic Capital Transportation Transportation
Projects/ Pedestrian Extension Enhancement funds to the 2nd and
Construction 4th Streets Pedestrian Extension
project.
Miscellaneous Grants/Streets, $0 $1,760,969 $1,760,969 Appropriates MTA grant funds for
Sidewalks & Traffic Capital the Advanced Traffic Signal System
Improvements/ Advanced Traffic (ATMs) project
Signal System
TOTAL MISCELLANEOUS GRANTS FUND: $2,596,825
Beach House/ Community $0 $691,340 $691,340 Reflects a transfer of 7.5 FTE
Maintenance/ Beach House permanent positions (+$227,781),
Maintenance 4.0 FTE as-needed positions
(+$57,070) and supply and expense
budget (+$387,898) from the
Community and Cultural Services
Department for Beach House
maintenance functions and position
equity adjustments of $18,591.
Beach House/ Community and $2,211,298 $1,424,408 ($786,890) Reflects a transfer of 7.5 FTE
Cultural Services/ Open Space permanent positions (-$227,781),
Management -Beach House 4.0 FTE as-needed positions
(-$57,070) and supply and expense
budget (-$387,898) to the
Community Maintenance
Department for Beach House
maintenance functions and the
deletion of 4.0 FTE Facilities
Attendant positions (-$114,141).
TOTAL BEACH HOUSE FUND: ($95,550)
ATTACHMENT A
REVISIONS TO THE PROPOSED FY2008-09
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
Revised
Fund/Department/Division Proposed Proposed
or Project Budget Budget Net Change Explanation of Change
Water/.Public Works/ Water $14,251,062 $14;101,423 ($149,639) Reflects equity adjustments for
various positions (+$4,874) and an
administrative indirect allocation
adjustment (-$154,513).
Water/ Non-Departmental/ $1,137,602 $1,482,752 $345,150 Reflects an increase in
Intertund Transfers reimbursement to the General Fund
for Solar Santa Monica and
administrative adjustments in
environmental program activities.
TOTAL WATERfUND: $195,511
Solid Waste Management/ Public $17,258,088 $19,517,158 $2,259,070 Reflects commercial cdllection
Works/ Solid Waste Management operations (+$2,205,607), equity
adjustments for various positions
(+$5,559), and administrative
indirect allocation adjustment
(+$47,904).
Solid Waste Management! Non- $735,520 $781,130 $45,610 Reflects an increase in
Departmental/Intertund Transfers reimbursement to the General Fund
for Solar Santa Monica and
administrative adjustments in
environmental program activities.
Solid Waste Management/
General Government Capital
Projects/ Commercial Bin
Replacement
$0 $200,000
$200,000 Reflects the final appropriation for
purchase of commercial trash bins
for all new customers.
TOTAL SOLID WASTE FUND:
Pier/ Police/ Harbor Unit
Pier/ Housing and Economic
Development/ Pier Division
Pier/ Non-Departmental/ Intertund
Transfers
TOTAL PIER FUND:
$1,051,854 $1,053,932
$2,101,287 $1,942,255
($3,813,339) ($3,656,385)
~L,bU4,bifU
$2,078 Reflects the administrative indirect
allocation adjustment.
($159,032) Reflects the administrative indirect
allocation adjustment.
$156,954 Reflects a decrease in subsidy from
the General Fund for administrative
indirect adjustments.
~u
7
ATTACHMENT A
REVISIONS TO THE PROPOSED FY2008-09
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
Revised
Fund/Department/Division Proposed Proposed
or Project Budget Budget Net Change Explanation of Chance
Wastewater/ Public Works/ $11,855,847 $11,906,696 $50,849 Reflects the administrative indirect
Wastewater allocation adjustment.
Wastewater/ Public Works/ $4,225,338 $0 ($4,225,338) Reflects the transfer of
Environmental Programs Environmental Programs to General
Fund/ City Manager due to
reorganization.
Wastewater/ Nan-Departmental) ($4,261,525)
Intertund Transfers
TOTAL WASTEWATER FUND:
Civic Auditorium/ Community and
Cultural Services/ Civic
Auditorium
Civic Auditorium/ Non-
Departmental/ Intertund Transfers
TOTAL CIVIC AUDITORIUM FUND:
AirporU City Manager/ Airport
Stormwater Management/ Non-
Departmental/All Other
Transactions
Stormwater Management/ Non-
Departmental/ Intertund Transfers
TOTAL STORMWATER FUND:
($221,515) $4,040,010
($134,479)
Reflects reimbursement to the
General Fund for environmental
program activities. The adjustment
includes the transfer of
reimbursement from other funds
due to the change in Funds.
$3,538,579 $3,541,476 $2,897 Reflects the administrative indirect
allocation adjustment.
($268,552) ($254,782) $13,770 Reflects a decrease in subsidy from
the General Fund for administrative
indirect and capital improvement
project adjustments.
$16,667
$3,500,729 $3,619,609 $118,880 Reflects an administrative indirect
allocation adjustment.
$170,157 $170,783 $626 Reflects the administrative indirect
allocation adjustment.
$1,903,060 $1,905,490 $2,430 Reflects an increase in
reimbursement to the General Fund
for administrative adjustments in
environmental program activities.
$3,056
8
ATTACHMENT A
REVISIONS TO THE PROPOSED FY2008-09
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
Revised
Fund/Department/Division Proposed Proposed
or Project Budget Budget Net Change Explanation of Chance
Cemetery/ Public Works/ $1,273,607 $1,368,265 $94,658 Reflects equity adjustment for
Cemetery various positions (+$1,513) and an
administrative indirect allocation
adjustment (+$83,145).
Big Blue Bus/ Big Blue Bus/ $3,929,364
Transit Executive
$4,344,476 $415,112 Reflects the administrative indirect
allocation adjustment.
Vehicle Management/ $5,709,078
Community Maintenance/ Fleet
Management
TOTAL ALL FUNDS:
III. BALANCE SHEET TRANSFER
Fund/Department/Division Proposed
or Project Budget
General ($865,422)
Cemetery $450,689
$5,684,898 ($24,180) Reflects the administrative indirect
allocation adjustment.
aa,yc4, r si
Revised
Proposed
Budget
($960,080)
$545,347
Net Chance Explanation of Chance
($94,658) Reflects an increase in loan to
Cemetery Fund for various
adjustments.
$94,658 Reflects an .increase in loan from
General Fund for various
adjustments.
9
ATTACHMENT B
REVISIONS TO THE PROPOSED FY2009-10
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
I. REVENUE ESTIMATES
Revised
Proposed Proposed
Fund/Account Budget Budget Net Change Explanation of Change
General/ Utility User Tax $33,685,000 $33,739,140 $54,140 Reflects increase in utility user tax
revenue due to proposed water and
wastewater rates.
General/ Indirect Cost Allocation $9,716,536 $9,814,734 $98,198 Increase in the administrative
indirect allocation.
General/ OfFce of Sustainability $0 $300,000 $300,000 Reflects the transfer of all
and the EnvironmenU All Environmental Program revenues
Revenues from the Public Works due to
reorganization. These revenues are
restricted to offsetting program
costs per the Nexus study.
TOTAL GENERAL FUND: $452,338
Citizens' Option for Public $175,000 $0 ($175;000) Reflects potential State budget
Safety/ COPS Per Capita reduction on the COPS fund.
Allocation
Solid Waste ManagemenU
Refuse Collection Fees
$16,638,836 $19,446,567
$2,807,731 Reflects projected revenues for all
new commercial customers.
Solid Waste ManagemenU
Recycled Materials
TOTAL SOLID WASTE FUND:
$304,000 $461,973
$157,973 Reflects increase recyclable
materials from new commercial
customers.
$2,965,704
Wastewater/ Envirbnmental $300,000 $0
Programs/All Revenues
Big Blue Bus/ Transit Programs/ $17,413,013 $17,624,632
Transportation Development Act
(TDA) Revenue
$3( 00,000) Reflects the transfer of all
Environmental Program revenues to
City Manager due to reorganization.
$211,619 Reflects an increase required for
operating with funds previously
allocated by LACMTA
1
ATTACHMENT B
REVISIONS TO THE PROPOSED FY2009-10
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
II. BUDGET APPROPRIATIONS
Fund/Department/Division
or Project
General/ City Manager/ Office of
Sustainability and the
Environment
General/ Finance/ Financial
Operations
General/ Finance/ Revenue
General/ City Attorney/ City
Attorney
General/ Human Resources/
Organizational Development and
Employee Benefits
General/ Information Systems/
Systems and Networks
Revised
Proposed Proposed
Bu3 dget Budget Net Change
$0
$2,747,021
$4,407,333
$2,621,482
$4,114,738 $4,138,102
$9,198;121 $9,225,467
$802,999 $795,586
$1,909,952 $1,952,743
Explanation of Change
$4,407,333 Reflects the transfer of
Environmental Programs from
Wastewater Fund/Public Works
(+$4,356,531) and administrative
indirect allocatidn adjustment
(+$50,802).
($125,539) To delete 1.0 FTE Limited Term
Senior Accountant and 0.2 FTE
temporary help positions due to
expiration.
$23,364 Reflects equity adjustments for
various positions.
$27,346 Reflects equity adjustments for
various positions.
($7,413) Reflects position reclassification due
to retirement.
$42,791 Reflects equity adjustments for
various positions.
General/ Planning 8 Community $4,031,848 $3,102,450 ($929,398) Reflects transfer of 5.0 FTE
Development/ City Planning positions (-$709,535) and supplies
& expenses of $219,863 to the
newly created Community &
Strategic Planning Division.
General/ Plannirg & Community $0 $929,398 $929,398 Reflects transfers of 5.0 FTE
Development/ Community & positions ($709,535) and supplies
Strategic Planning Division and expenses of $219,863 from the
City Planning Division,
General/ Planning & Community $5,706,993 $5,825,247 $118,254 Reflects an addition of 1.0 FTE
Development/ Building and Safety Combination Building Inspector
I/II/III position ($103,617) and equity
adjustments for various positions
($14,637).
2
ATTACHMENT B
REVISIONS TO THE PROPOSED FY2009-10
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
Revised
FundlDepartment/Division Proposed Proposed
or Project Budget Budget Net Chance Explanation of Change
General/ Police/ Office of
Operations
General/ Community
Maintenance/ Maintenance
Management
General/ Community
Maintenance/ Facilities
Management
General/ Community
Maintenance/ Promenade
Maintenance
General/ Community and Cultural
Services/ Administration
General/ Community and Cultural
Services/ Cultural Affairs
General/ Housing. & Economic
Development/Administration 8
Redevelopment
General/ Housing & Economic
Development/Housing
General/ Housing & Economic
Develo p m e nt/Econo m is
Development
General/ Non-Departmental/ All
Other Transactions
$28,209,298 $28,21.7,131 $7,833 Reflects equity adjustments for
various positions.
$1,475,756 $1,547,200 $71,444 Reflects equity adjustments for
Trades Intern positions.
$5,819,117 $5,825,583 $6,466 Reflects equity adjustments for
various positions.
$2,440,294. $2,457,933 $17,639 Reflects equity adjustments for
various positions.
$905,947 $940,871 $34,924 Reflects equity adjustments for
various positions.
$1,481,053 $1,492,275 $11,222 Reflects equity adjustments for
various positions.
$2,029,547 $2,042,116 $12,569 Reflects equity adjustments for
various positions,
$5,109,569 $4,969,011 ($140,558) Reflects transfer of position to
Economic Development Division
and other equity adjustments.
$2,127,876 $2,285,172 $157,296 Reflects transfer of position from
Housing to Economic Development
Division and other equity
adjustments.
$21,817,529 $21,559,891 ($257,638) Reflects transfer of funds to various
departments for position equity
adjustments.
3
ATTACHMENT B
REVISIONS TO THE PROPOSED FY2009-10
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
Revised
Fund/Department/Division Proposed Proposed ,
or Project Budget Budget Net Change Explanation of Change
General/ Non-Departmental/
Interfund Transfers
($2,357,075) ($6,586,382) ($4,229,307)
Reflects reimbursement from the
Water, Solid Waste Management,
Wastewater, and Stormwater
Management Funds (-$4,104,550)
.for environmental program activities,
an increase in subsidy to Civic
Auditorium Fund (+$3,071), and a
decrease in subsidy to the Pier.-
Fund (-$166,372) for administrative
indirect adjustments and a decrease
of reimbursement from Misc Grants
Fund for Summer Food Service
(+$38,544).
TOTAL GENERAL FUND:
Charnock/ Public Works/ Water
Beach/ Community and Cultural
Services/ Open Space
Management-Beach
Administration
Beach/ Community Maintenance/
Beach Maintenance
$178,026
($221,869) Reflects the administrative indirect
allocation adjustment.
$5,313,172 $5,091,303
$20,665 Reflects the administrative indirect
allocation adjustment.
$4,013,533 $4,034,198
($93,531) Reflects the administrative indirect
allocation adjustment:
$2,650,337 $2,556,806
TOTAL BEACH FUND:
TORCA/ Non-Departmental/ All
Other Transactions
($72,866)
$6,046 $6,649
Redevelopment-Downtown/ Non- $322,494 $303,235
Departmental/ All Other
Transactions
Redevelopment-Earthquake/ Non- $20,890,607 $20,852,777
Departmental/ All Other
Transactions
$603 Reflects the administrative indirect
allocation adjustment.
($19,259) Reflects the administrative indirect
allocation adjustment.
($37,830) Reflects the administrative indirect
allocation adjustment.
4
ATTACHMENT B
REVISIONS TO THE PROPOSED FY2009-10
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
Revised
Fund/Department/Division .Proposed Proposed
or Proeect Budget Budget Net Change Explanation of Change
Redevelopment-Earthquake/ $0 $110,000 $110,000 Appropriates funds for the Percent
Housing and Community for Arts project.
Development Capital
Improvements/ Percent for Arts
Redevelopment-Ocean Park/ Non $1,550,386 $1,551,223 $837 Reflects the administrative indirect
Departmental/ All Other allocation adjustment.
Transactions
TOTAL REDEVELOPMENT FUNDS: $53,748
CDBG/ Non-Departmental(All $4,032 $4,376 $344 Reflects the administrative indirect
Other Transactions allocation adjustment:
CDBG/Cultural and Recreation $65,000. $0 ($65,000) Deletes funds as the project is fully
Capital Improvements! Beach funded in FY2008-09.
Accessible Walkways
TOTAL CDBG FUND: ($64,656)
Miscellaneous Grants/Streets, $117,000 $0 ($117,000) Reflects correction of the funding
Sidewalks & Traffic Capital year from FY2009-10 to FY2008-09
Projects/ Signal System
Upgrades-Prop C
Miscellaneous Grants/ Non- $314,740 $352,140 $37,400 Reflects actual Prop A allocation for
Departmental/ All Other Community and Cultural Services
Transactions transportation programs.
Miscellaneous Grants/Non
Departmental / Interfund
Transfers
Miscellaneous Grants/Streets,
Sidewalks & Traffic Capital
Projects/ Street & Parking. Lot
Resurfacing-Prop C
Miscellaneous Grants/Streets,
Sidewalks & Traffic Capital
Improvements! Advanced Traffic
Signal System
$2,758,943 $2,720,399 ($38,544) Reflects a decrease in
reimbursements to the General
Fund for Summer Food Service.
$775,000 .$500,000 ($275,000) Reflects funding correction.
TOTAL MISCELLANEOUS GRANTS FUND:
$0 $933,000 $933,000 Appropriates MTA grant funds for
the Advanced Traffic Signal System
(ATMs) project
$539,856
5
ATTACHMENT B
REVISIONS TO THE PROPOSED FY2009-10
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
Revised
Fund/Department/Division Proposed Proposed .
or Project Budget Budget Net Change Explanation of Chance
Beach House/ Community $0 $1,370,918 $1,370,9]8 Reflects a transfer of 7.5 FTE
Maintenance/ Beach House permanent positions ($482,251), 4.0
Maintenance FTE as-needed positions
($118,706), overtime ($8,472) and
supply and expense budget of
$741,910 from the Community and
Cultural Services Department for
Beach House maintenance
functions and. position equity
adjustments ($19,579)
Beach House/ Community and $3,557,365 $2,087,320 ($1,470,045) Reflects a transfer of 7.5 FTE
Cultural Services/ Open Space permanent positions (-$482,251),
Management -Beach House 4.0 FTE as-needed positions (-
$118,706), overtime (-$8,472) and
supply and expense budget of
$741,910 to the Community
Maintenance Department for Beach
House maintenance functions and
the deletion of 4.0 FTE Facilities
Attendant positions (-$118,706).
TOTAL BEACH HOUSE FUND:
Water/ Public Works/ Water
Water/ Non-Departmental/
Interfund Transfers
TOTAL WATER FUND:
$15,142,977 $14,984,445
$1,178,313 $1,196,713
($99,127)
($158,532) Reflects equity adjustments for
various positions (+$5,251) and an
administrative indirect allocation
adjustment (-$163,783).
$18,400 Reflects an increase in
reimbursement to the General Fund
for administrative adjustments in
environmental program activities.
($140,132)
6
ATTACHMENT B
REVISIONS TO THE PROPOSED FY2009-10
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
Revised
Fund/Department/Division Proposed Proposed
or Project Budget. Budget Net Change Explanation of Change
Solid Waste ManagemenU Public $17,869,992 $20,190,613 $2,320,621 Reflects commercial collection
Works/ Solid Waste Management operations (+$2,266,794), equity
adjustments forvarious positions
(+$3,048),and administrative
indirect allocation adjustment
(+$50,779).
Solid Waste ManagemenU Non- $759,970 $770,780 $10,810 Reflects an increase in
Departmental/Intertund Transfers reimbursement to the General Fund
for administrative adjustments in
environmental program activities.
TOTAL SOLID WASTE FUND: $2,331,431
Pier/ Police/ Harbor Unit $1,097,972 $1,100,174 $2,202 Reflects the administrative indirect
allocation adjustment.
Pier/ Housing and Economic $2,051,351 $1,882,777 ($168,574) Reflects the administrative indirect
DevelopmenU Pier Division allocation adjustment.
Pier/ Non-Departmental! Intertund ($3,100,827) ($2,934,455) $166,372 Reflects a decrease in subsidy from
Transfers the General Fund for administrative
indirect adjustments.
TOTAL PIER FUND: $0
Wastewater/ Public Works/ $12,263,979 $12,317,879 $53,900 Reflects the administrative indirect
Wastewater allocation adjustment.
Wastewater/ Public Works/ $4,356,531 $0 ($4,356,531) Reflects the transfer of
Environmental Programs Environmental Programs to General
Fund/ City Manager due to
reorganization.
Wastewater/ Non-Departmental! ($4,459,086) ($391,876) $4,067,210 Reflects reimbursement to the
Intertund Transfers General Fund for environmental
program activities. The adjustment
includes the transfer of
reimbursement from other funds
due to the change in Funds.
TOTAL WASTEWATER FUND: ($235,421)
7
ATTACHMENT B
REVISIONS TO THE PROPOSED FY2009-10
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
Revised
Fund/Department/Division Proposed Proposed
or Project Budget Budget Net Change Explanation of Chance
Civic Auditorium/ Community and $3,693,341 $3,696,412 $3,071 Reflects the administrative indirect
Cultural Services/ Civic allocation adjustment.
Auditorium
Civic Auditorium/ Non- ($923,591) ($926,662) ($3,071) Reflects an increase in subsidy from
Departmental/ Intertund Transfers the General Fund for administrative
indirect adjustments.
TOTAL CIVIC AUDITORIUM FUND: $0
Airport/ City Manager/ Airport $3,390,038 $3,516,051 $126,013 Reflects an administrative indirect
allocation adjustment.
Stormwater/ Non-Departmental/ $168,470 $169,134 $664 Reflects the administrative indirect
All Other Transactions allocation adjustment.
Stormwater Management/ Non- $2,016,191 $2,024,321 $8,130 Reflects an increase in
Departmental/Intertund Transfers reimbursement to the General Fund
far administrative adjustments in
environmental program activities.
TOTAL STORMWATER FUND: $8,794
Cemetery/ Public Works/ $1,335,868 $1,435,922 $100,054 Reflects equity adjustment for
Cemetery various positions (+$1,320) and an
administrative indirect allocation
adjustment (+$gg,734).
Big Blue Bus/ Big Blue Bus/ $4,145,001 $4,585,020 $440,019 Reflects the administrative indirect
Transit Executive allocation adjustment.
Vehicle Management/ $5,946,577 $5,920,945 $25,832) Reflects the administrative indirect
Community Maintenance/ Fleet allocation adjustment.
Management
8
ATTACHMENT B
REVISIONS TO THE PROPOSED FY2009-10
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
Revised
Fund/Department/Division Proposed Proposed
or Project Budget Budget Net Change Explanation of Change
III. BALANCE SHEET TRANSFER
General
($1,296,650) ($1,396,704)
($100.054) Reflects an increase in loan to
Cemetery Fund for various
adjustments.
Cemetery
$505,420 $605,474
$100,054 Reflects increase loan from General
Fund for various adjustments.
9
ATTACHMENT C2
Department
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
POSITION AND CLASSIFICATION CHANGES
Division Delete Add
Office of
Sustainability and
the Environment
1.0 FTE permanent
Environmental Program.
Manager
Office of
Sustainability and
the Environment
Office of
Sustainability and
the Environment
Office of
Sustainability and
the Environment
Office of
Sustainability and
the Environment
Office of
Sustainability and
the Environment
Office of
Sustainability and
the Environment
Office of
Sustainability and
the Environment
Office of
Sustainability and
the Environment
1.0 FTE permanent
Energy and Green
Buildings Program
Administrator
1.0 FTE permanent
Energy Efficiency
Engineer
1.0 FTE permanent
Senior Administrative
Analyst- Urban Runoff
1.0 FTE permanent
Senior Environmental
Analyst- Sustainable
City
1.0 FTE permanent
Senior Environmental
Analyst -Hazardous
Materials
1.0 FTE permanent
Green Buildings Program
Advisor
1.0 FTE permanent
Environmental Programs
Analyst -.Hazardous
Materials
1.0 FTE permanent
Environmental Programs
Analyst -Sustainable
City
1
ATTACHMENT C2
Department
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Manager
City Attorney
City Attorney
CityAttorney
POSITION AND CLASSIFICATION CHANGES
Division Delete Add
Office of
Sustainability and
the Environment
Office of
Sustainability and
the Environment
Office of
Sustainability and
the Environment
Office of
Sustainability and
the Environment
Office of
Sustainability and
the Environment
Office of
Sustainability and
the Environment
Office of
Sustainability and
the Environment
Office of
Sustainability and
the Environment
City Attorney
City Attorney
City Attorney
4.0 FTE permanent
Legal Secretary
1.0 FTE permanent
Legal Assistant
1.0 FTE permanent
Environmental
Compliance Specialist
2.0 FTE. permanent
Water Resources
Specialist
1.0 FTE permanent
Environmental Outreach
Coordinator
1.0 FTE permanent
Hazardous Materials
Specialist
1.0 FTE permanent
Hazardous Materials
Technician
1.0 FTE permanent
Environmental Programs
Technician
1.0 FTE permanent
Administrative Staff
Assistant -
Environmental Programs
1.0 FTE permanent Staff
Assistant III
4.0 FTE permanent Legal
Assistant
1.0 FTE permanent
Investigator -Consumer
Protection
1.5 FTE permanent Staff 1.5 FTE permanent Staff
Assistant I Assistant - CAO
2
ATTACHMENT C2
Department
Finance
Finance
Finance
Human Resources
Information
Systems
Information
Systems
POSITION AND CLASSIFICATION CHANGES
Division Delete Add
Financial
Operations
1.0 FTE permanent
Accountant -Transit
1.0 FTE permanent
Accountant
Financial
Operations
Revenue
Organizational
Development and
Employee
Benefits
Systems and
Networks
Systems and
Networks
1.0 FTE limited-term
Senior Accountant
1:0 FTE permanent
License Inspector
1.0 FTE permanent
.Business License
Inspector
1.0 FTE permanent
Assistant Director of
Human Resources
1.0 FTE permanent
Systems and Network
Officer
4.0 FTE permanent
Technical Services
Specialist
Information Software Systems 1.0 FTE permanent
Systems Software Systems
Officer
Information Support Services 1.0 FTE permanent
Systems Technical Staff Assistant
Community .Facilities 1.0 FTE permanent
Maintenance Management Construction Specialist
Community Fleet 2.0 FTE permanent
Maintenance Management Mechanic I
Community Promenade 4.0 FTE permanent
Maintenance Maintenance Maintenance Worker
1.0 FTE permanent
Organizational
Development/Em p loyee
Benefits Manager
1.0 FTE permanent
Systems and Network
Manager
4.0 FTE permanent
Computer Services
Specialist
1.0 FTE permanent
Software Systems
Manager
1.0 FTE permanent
Support Services
Technician
1.0 FTE permanent
Construction Project
Supervisor
2.0 FTE permanent
Mechanic I/II
4.0 FTE permanent
Maintenance Worker
3
ATTACHMENT C2
Department
Community
Maintenance
Community
Maintenance
Community
Maintenance
Community
Maintenance
Planning and
Community
Development
Planning and
Community
Development
Planning and
Community
Development
Planning and
Community
Development
Planning and
Community
Development
Planning and
Community
Development
Planning and
Community
Development
POSITION AND CLASSIFICATION CHANGES
Division Delete Add
Beach
Maintenance
1.0 FTE permanent
Maintenance Worker I
1.0 FTE permanent
Maintenance Worker
Beach House
Maintenance
Beach House
Maintenance
Beach House
Maintenance
Community and
Strategic
Planning
Community and
Strategic
Planning
Community and
Strategic
Planning
Community and
Strategic
Planning
City Planning
City Planning
City Planning
1.0 FTE permanent
Senior Planner
1.0 FTE permanent
Urban Designer
1.0 FTE permanent
Principal Planner
1.5 FTE permanent
Maintenance Crew
Leader
2.0 FTE permanent
Custodian II
4.0 FTE permanent
Custodian I
1.0 FTE permanent
Community and Strategic
Planning Manager
1.0 FTE permanent
Senior Planner
2.0 FTE permanent
Associate Planner
1.0 FTE permanent Staff
Assistant III
1.0 FTE permanent
Principal Planner
1.0 FTE permanent
Principal Urban Designer
4
ATTACHMENT. C2
Department
Planning and
Community
Development
Planning and
Community
Development
Planning and
Community
Development
Planning and
Community
Development
Planning and
Community
Development
Planning and
Community
Development
Planning and
Community
Development
Planning and
Community
Development
Planning and
Community
Development
Planning and
Community
Development
Police
POSITION AND CLASSIFICATION CHANGES
Division Delete Add.
City Planning
1.0 FTE permanent
Associate Planner
1.0 FTE permanent
Senior Planner
City Planning
City Planning
City Planning
City Planning
City Planning
City Planning
City Planning
Building and
Safety
Transportation
Management
Office of
Operations
1.0 FTE permanent
Assistant Planner
1.0 FTE permanent
Assistant Planner
1.0 FTE permanent
Associate Planner
1.0 FTE permanent City 2.0 FTE permanent City
Planning Receptionist Planning Staff Assistant
1 A FTE permanent City
Planning Records
Assistant
1.0 FTE permanent
Senior Planner
1.0 FTE permanent
Associate Planner
1.0 FTE permanent Staff
Assistant III
1.0 FTE permanent City
Traffic/Transportation
Engineer
1.0 FTE permanent
Switchboard Operator
1.0 FTE Combination
Building Inspector I/II/III,
1.0 FTE permanent
Principal Transportation
Engineer
1.0 FTE permanent Staff
Assistant II
5
ATTACHMENT C2
Department
Community and
Cultural Services
POSITION AND CLASSIFICATION CHANGES
Division Delete Add
Administration
1.0 FTE permanent 1.0 FTE permanent
Executive Administrative. Administrative Analyst
Assistant
Community and
Cultural Services
Community and
Cultural Services
Community and
Cultural Services
Community and
Cultural Services
Community and
Cultural Services
Community and
Cultural Services
Community and
Cultural Services
Community and
"Cultural Services
Housing and
Economic
Development
Open Space
Management
Operi Space
Management
Open Space
Management
Open Space
Management
Open Space
Management
Human Services
Human Services
Human Services
Administration
and
Redevelopment
1.0 FTE permanent Site 1.0 FTE permanent
Administrator Beach House Venue
Manager
1.5 FTE permanent
Lead Maintenance
Worker
2.0 FTE permanent
Custodian 11
4.0 FTE permanent
Custodian I
4.0 FTE permanent
Facilities Attendant
1.0 FTE permanent 1.0 FTE permanent
Community Services Principal Community
Program Supervisor- Services Supervisor-
Youth and Family Youth and Family
Services Services
1.0 FTE permanent 1.O FTE permanent
HMIS Administrative Administrative Analyst
Analyst
1.0 FTE permanent Staff 1.0 FTE permanent Staff
Assistant II Assistant III
2.0 FTE permanent
Senior Administrative
Analyst -
Redevelopment
2.0 FTE permanent
Senior Development
Analyst
6
ATTACHMENT C2
Department
Housing and
Economic
Development
Housing and
Economic
Development
Housing and
Economic
Development
Housing and
Economic
Development
Big Blue Bus
Big Blue Bus
Big Blue Bus
Big Blue Bus
Public Works
Public Works
POSITION AND CLASSIFICATION CHANGES
Division Delete Add
Housing 1.0 FTE permanent
Senior Administrative
Analyst- Housing and
Redevelopment
Housing 1.0 FTE permanent
Housing Specialist
Economic
Development
Economic. 3.0 FTE permanent
Development Senior Administrative
Analyst -Economic
Development
Transit Programs 1.0 FTE permanent
Fiscal Staff Assistant
Transit 5.0 fTE permanent
Maintenance Transportation Mechanic
Supervisor
Transit 41.0 FTE permanent
Maintenance Transportation Mechanic
Transit 1.0 FTE permanent
Maintenance Storekeeper I
Administrative 1.0 FTE permanent
Services Director of
Environmental and
Public Works
Management
Administrative 1.0 FTE permanent
Services. Assistant Director of
Environmental and
Public Works
Management
1.0 FTE permanent
Housing Inspector
1.0 FTE permanent
Senior Administrative
Analyst
3.0 FTE permanent
Senior Development
Analyst
1.0 FTE permanent
Fiscal Staff Assistant II
5.0 FTE permanent
Transit Mechanic
Supervisor
41.0 FTE permanent
Transit Mechanic I/II
1.0 FTE permanent
Storekeeperll
1.0 FTE permanent
Director of Public Works
1.0 FTE permanent
Assistant Director of
Public Works
7
ATTACHMENT C2
Department
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
POSITION AND CLASSIFICATION. CHANGES
Division Delete Add
Administrative
Services
1.0 FTE permanent
Senior Administrative
Analyst
1.0 FTE permanent
Senior Administrative
Analyst- Public Works
Solid Waste
Management
Solid Waste
Management
Solid Waste
Management
Solid Waste
Management
Environmental
Programs
Environmental
Programs
Environmental
Programs
Environmental
Programs
Environmental
Programs
1.0 FTE permanent
Solid Waste Equipment
Operator
6.0 FTE permanent
Maintenance Worker I
1.0 FTE permanent
Environmental Program
Manager
1.0 FTE permanent
Energy and Green
Buildings Program
Administrator
1.0 FTE permanent
Energy Efficiency
Engineer
1.0 FTE permanent
Senior Administrative
Analyst- Urban Runoff
1.0 FTE permanent
Senior Environmental
Analyst -Sustainable
City
1.0 FTE permanent
Equipment Operator I
6.0 FTE permanent.
Maintenance Worker
2.0 FTE permanent Solid
Waste Equipment
Operator
2.0 FTE permanent
Maintenance Worker
8
ATTACHMENT C2
Department
Public Works
Public. Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
Public Works
POSITION AND CLASSIFICATION CHANGES
Division Delete Add
Environmental 1.0 FTE permanent
Programs Senior Environmental
Analyst -Hazardous
Materials
Environmental 1.0 FTE permanent
Programs Green Buildings
Program Advisor
Environmental 1.O FTE permanent
Programs Environmental Programs
Analyst -Hazardous
Materials
Environmental 1.0 FTE permanent
Programs Environmental Programs
Analyst -Sustainable
City
Environmental 1.0 FTE permanent
Programs Environmental
Compliance Specialist
Environmental 2.0 FTE permanent
Programs Water Resources
Specialist
Environmental 1.0 FTE permanent
Programs Environmental Outreach
Coordinator
Environmental 1.0 FTE permanent
Programs Hazardous Materials
Specialist
Environmental 1.0 FTE permanent
Programs Hazardous Materials
Technician
Environmental 1.0 FTE permanent
Programs Environmental Programs
Technician
9
ATTACHMENT C2
Department
Public Works
Public Works
Public Works
Public Works
Capital Projects
Capital Projects
Capital Projects
Capital Projects
Capital Projects
POSITION AND CLASSIFICATION CHANGES
Division Delete Add
Environmental
Programs
Wastewater
Water.
Water
Administration
City Planning
Community and
Strategic
Planning
Transit
Maintenance
Civil .Engineering
and Architecture
1.0 FTE permanent
Administrative Staff
Assistant -
Environmental Programs
1.0 FTE permanent
Environmental
Inspections Assistant
1.0 FTE permanent
Environmental Outreach
Assistant
1.0 FTE permanent.
Water/Wastewater
Superintendent
1.0 FTE permanent
Water Production and
Treatment
Superintendent
1.0 FTE permanent
Senior Administrative
Analyst
1.0 FTE permanent
Principal Planner
1.0 FTE permanent
Water/Wastewater
Administrator
1.0 FTE permanent
Water Production and
Treatment Administrator
1.0 FTE permanent
Senior Administrative
Analyst -Parks and
Community Facility
Planning
1.0 FTE permanent
Principal Planner
1:0 FTE limited-term 1.0 FTE limited-term
Transportation Mechanic Transit Mechanic I/II
1.0 FTE permanent
Project Manager/
Architect
1.0 FTE permanent
Architect
10
ATTACHMENT F2
CITY OF SANTA MONICA
GANN APPROPRIATIONS LIMIT
CALCULATION OF FY2008-09 LIMIT
FY2007-08 GANN APPROPRIATIONS LIMIT~a~ $672,203,138
ADJUSTMENT FACTORS
Allowable FY2008-09 Adjustment:
Non-Residential Assessed Valuation
Change~b~ 1.0669 times
City Population Change~`~ 1.0090 = X 1.0765
FY2008-09 GANN APPROPRIATIONS LIMIT $723,628,090
(a) As adopted by the City Council on June 12, 2007 (Resolution #10223)
(b) Based on assessed valuation data provided by the Los Angeles County Assessor for FY2007-08
(c) .Per State Department of Finance, May 2008
-'~-
;,Y of Information Item
Santa Dlonica`
Date: June 17, 2008
To: Mayor and City Council
From: Carol Swindell, Director of Finance
Subject: Responses to Questions Raised During .Council Study Sessions
Concerning the City of Santa Monica Proposed FY2008-09 Budget and
the FY2009-10 Budget Plan.
Introduction
Responses to questions raised during Council Study Sessions concerning the City of
Santa Monica FY2008-09 Proposed Budget and the FY2009-10 Budget Plan.
Table of Contents
Paae
Summary of Items with Budget Implications ......................................................... ... 4
Questions and Issues Regarding:
1) Environmental Programs ............................................................................. ... 7
2) Boards, Commission, and Neighborhood Group Budget Suggestions......... ... 7
3) Airport Noise Abatement Fines ..................................................................... .. 7
4) Candidate Electronic Filing ...............:............................................:............... .. 8
5) - Temporary Relocation Reserve ...........................................................:......... .. 8
6) Universal Health Care Legislation ....................:............................................ .. 9
7) Wireless Service Providers .............:............................................................. .. 9
8) Property Based Assessment District .........:................................................... .. 10
9) Biodiesel Fuels ..:........................................................................................... .. 10
10) Tree Renewal and Tree Trimming .................:.............................................. .. 11
1
11) Tree Removal Costs .................................................................::..... ...:............ 12
12) Strategic Planning Division ......................:....................................... .......:........ 12
13) Seismic Retrofit Program ................................................................ ................ 12
14) Ocean Park Signal ...................................:................................:..... ................ 13
15) Solar Systems Plan Checks ..............................:............................. ........:....... 14
16) Climate Change Requirements ....................................................... ................ 14
17) Parking Meter Smart Cards ............:................................................ ...............: 14
18) Historic Preservation Staffing Needs ............................................... ................ 15
19) Historic Preservation Fee .......................................:......................... ............... 15
20) Transportation Fee ........................................................................... ............... 16
21) Signal Synchronization ............................:....................................... ............... 16
22) Parking Meter Alternatives .....................................:.............:........... ............... 16
23) Police Mounted Unit .....:................................................................... ............... 17
24) Fire Homeless Services ......................................:............................ ............... 17
25) Service Coordination ...............................................:....................... ............... 18
26) Emergency Response Times ...............................................:........... ............... 18
27) Pico Neighborhood Branch Library ................................................. ............... 19
28) Affordable Housing Preservation Program ....................................... ............... 19
29) Enforcement and Monitoring of Inclusionary Housing .................:.... ............... 20
30) Affordability Term Expirations .......................................................... ............... 20
31) Pier Holiday Lights ........................................................................... ............... 20
32) Big Blue Bus Financials ...............................................................:.... ............... 21
33) Homeless Initiative Deadlines ................:.............................:......::... ............... 21
34) Playground Shade ....:.......................................................:............... ............... 22
35) SHWASHLOCKShowerAvailability ................................................. ............... 22
36) Cal-SAFE Teen Pregnancy Program ..:...........................:............... ..............: 23
37) California Incline Contractor Bonus ...................:.............................. .............:. 24
38) A632 and Climate Action Plan ..................:..............:....................... ............... 24
39) Solar Panel Issues ........................................................................... ............... 26
40) Stormwater Engineer and Greenhouse Gas Positions ..................:. ............... 26
2
41) Promoting Sustainable Green Practices ................................ ......:................... 27
42) Bio-diesel Fueling Station ..........::.......................................... ......................:... 29
43) Green Building Resource Center .......................................... .......................... 29
44) Policy of Bicycle Detection Lops ...........:............................... .......................... 30
45) Maintenance of City Public Art .............................................. .......................... 30
46) Big Blue Bus Maintenance Facility ......................................... ......................... 31
47) Universal Playground Improvements ..................................... ......................... 32
48) Turf Removal at Virginia Avenue Park ...............:................... ......................... 32
49) Gaps in Freeway Soundwall System ....................:................. ......................... 33
50) Fire Radio Infrastructure Replacement ................................... ......................... 33
51) Unfunded CIP's .......................:......:....................................... ......................... 33
3
Summary of Items with Budget Implications
The following is a list of items mentioned in the response to questions or requested by
Council:
To is
Cost Ongoing
or One-
time In
Proposed
Bud et?
Comment
Optimum $286,000 Ongoing Yes This is the enhanced
Annual Tree budget to address the
Trimming backlog of trimming.
(Question 10)
$118,824 Ongoing Nd This is the additional
amount needed to meet 4-
year pruning cycle.
Tree Trimming $250,000 One-time Yes This will result in reduction
Backlog of backlog from 6,200 to
4,464 trees in FY2008-09.
$642,800 One-time No This amount would
address the remaining
backlog and could be
phased over next two
years ($321,000 in
FY2009-10 and FY2010-
11).
Tree $135,400. One-time Yes Per Council direction, this
Replacements- would allow a 36"-box
Larger sized trees (the largest size
Carob Tree trees that can be planted)
replacements as replacements for Carob
trees that must be
removed.
Additional Tree $214,600 One-time Yes This will pay for250 trees
Replacements to be planted in existing.
vacancies and watered
(for first year only).
$800,000 One-time No This amount would
address all remaining
vacancies by planting 470
-trees in FY2009-10
4
Ongoing In
or One- Proposed
To is Cost time Bud et? Comment
($405,000) and 465 trees
in FY2010-11 ($395,000).
Tree trimming $45,000 Ongoing No This is annual cost for
related to new trimming by FY2011-12 if
replacements all these trees were
added.
Traffic signal on $200,000 One time No This is the cost to install
Ocean Park for one one traffic signal at either
(Question 14) signal 16th or 18th Street. (Grant
funds are available,
should Council want to
proceed.)
Parking meter $20,000 to One-time No Staff anticipates one
machines $30,000 machine would be
(Question 22) each necessary per ten parking
spaces. Service charges
for charge cards would
have to be addressed.
Mounted Unit - $113,000 Ongoing No The amount to fully fund
fully fund thisUnit is $168,800
(Question 23) ongoing and $43,000 in
capital.
TheFY2008-09 budget
adds $55,800 in ongoing
funds and $43,000 in
capital outlay.
Pier Holiday $43,000 One-time No Although this was not
Lights (Question funded, the Pier fund
31) received $120,000 for the
100th anniversary and
capital funding of
$100,000 for necklace
light replacement.
$7,000 Ongoing No
Ongoing In
or One- Proposed
To is Cost time Bud et? Comment
CaISAFE $10,558 One-time Yes One-time transition grant.
Program at is in City FY2008-09
SamoHi - budget.
Social worker
positon $31,636 Ongoing No Remaining amount
(Question 36) requested, but no funding
source yet adopted.
Green Building $98,300 Ongoing Yes Although the need is
Inspections ongoing, one-time funds
(Question 39) ($73,718 appropriated for
0.75 annual salary) are
provided in the FY2008-09
budget until new fees are
adopted to cover this cost.
Measure V/ $170,000 Ongoing No This will be addressed at
Stormwater mid-year and can be
Engineer funded from Measure V
(Question 40) revenues.
A632 $98,100 Ongoing No Need will be assessed
Implementation when AB32 guidelines are
(Question 40) finalized.
$20,000 Ongoing Partially $15,000 currently
budgeted for Emission
quantification and
certification. Additional
$5,000 requested.
Public Art $25,000 One-time No .Update to comprehensive
(Question #45) assessment of 2001. Staff
estimates that $300,000
will be needed to complete
all known major repairs,
which includes $51,000 for
the Gateway Arch.
Revenue of $287,000 has
been appropriated in the
RDA for Percent of Arts.
6
Ongoing In
or One- Proposed
To is Cost time Bud et? Comment
Freeway $2.7 million One-time No Complete the remaining
Soundwall seven gaps in the south
(Question #49) side freeway soundwall
system.
Discussion
Responses to Study Session and Follow-Uo Questions
1) How will inclusion of Environmental Programs be displayed in the budget
and organizational than`.? How will the integration of the division into the
CMO occur?
The Environmental Programs Division will be incorporated into the City Manager's
Office to ensure a continued and expanded emphasis on sustainability and.
environmental responsibility in the city's internal and external operations and
programs. The division will be renamed "Office of sustainability and the
Environment (OSE)" as shown on the attached organization chart (Attachment 1).
The division's manager will report directly to the City Manager, grid its
sustainability goals and objectives will be further integrated into the overall
activities of the city.
2) The Council received letters from Boards and Commissions (Commission
Status of Women) and Neighborhood Groups. How does this budget
respond to those requests?
See Attachment 2.
3) Can Airport fines be reserved and used for neighborhood uses to mitigate
the impacts of the airport? How much noise abatement fines are received?
No: The City of Santa Monica accepted federal grants for airfield related projects
under the Airport & Airway Improvement Program up until June 27, 1994. As such,
the City is obligated to conform with associated grant assurances that run until
7
2014 -including the requirement that all revenues generated by the airport will be
expended by it for the capital or operating costs of the airport.
The highest priority CIP recommended by the Airport Commission for FY2008-09
was a security. & sound attenuation boundary fence along the southern property
line of the Airport. Staff concurs and will dedicated Airport funds for the project.
Noise fines bring in about $40,000 - $50,000 annually (last year this was $42,000)
4) Can candidates be encouraged or required to file statements electronically?
What are barriers or obstacles to candidates filing electronically?
The Records and Elections Services Department will send an Information Item to
Council on this.
5) What is the cost for creating a reserve in the budget for temporary relocation
in instances where it is not clear if the landlord is responsible for relocation
expenses?
The Housing Authority administers the Emergency Displacement Voucher Program
for this purpose. The program guidelines currently authbrize 3 days of emergency
housing, regardless of income of the displaced housing. After three days, the
household may be eligible for two additional weeks of assistance if the household
is low-income qualified: A local motel accepts payment from the Housing Authority
for the assistance. Referrals to this program are made to the Housing Authority by
Code Compliance. -The City Attorney seeks recovery of the costs from the landlord
if relocation is warranted. As restitution from a landlord may be through Small
Claims Court or civil actions, replenishment of the fund may not occur immediately.
A revolving fund of $10,000 supports this program.
Housing and Finance staff will work with the City Attorney's office to review
whether adjustments to the size of the. revolving fund are necessary and to clarify
program guidelines.
8
6) Senator Keuhl has sponsored universal health care legislation. How would
this affect the health care benefits that the City provides to its employees?
The bill died in the assembly July 2007. Nevertheless, the bill would likely have
had no impact on City employees given the City's existing coverage. The League
of California Cities commented that for any "universal health care" effort most cities
probably already meet or exceed the minimum level of benefits that would
presumably be defined in such a bill. This appears to be the case in Santa Monica.
7) What would the cost and service implications be of switching to AT&T from
another wireless service provider?
The City has used Verizon Wireless (VZW) as its principal wireless phone provider
for over 10 years, largely due to a combination of cost, quality of service and
coverage. VZW is generally regarded to offer the best coverage both locally and
nationwide, a claim borne out by staffs experience. A dedicated government
sales/support team is extremely responsive to the City's needs and has provided
exemplary service for routine requests as well as scheduled replacements and
new, large equipment deployments. And, due to Verizon Wireless' exclusive
status (for voice devices) on the State of California's California Wireless Contract
(CWC), the City, by subscribing to the agreement, is afforded reasonably priced
calling plans along with a shared, citywide pooled minute option and free phones.
Many City public safety and public works personnel had until recently been using
Nextel push-to-talk .devices (phone and radio, since Sprint/Nextel has been the
CWC's exclusive carrier for radio/phone devices), but most have recently been
switched over to Verizon Wireless due to superior phone coverage and a more
cost-efficient calling plan.
Regarding the Apple iPhone, it is important to note that the device is currently
available only from AT&T and must remain on AT&T's network for both voice and
data service. Due to Apple's consumer-oriented marketing strategy for the iPhone,
the device does not meet security standards for full integration with the City's email
9
system. Apple is working on a corporate iPhone device that would not require a
switch to AT&T for configuration with the City's email system. The current 8GB
iPhone retails for $399.99; the 16GB model retails for $499.99 as compared to the
cost of the Blackberry which. has been around $35 - $75.
As with all other IT equipment provided to employees and the Council, standards
are applied with respect to cost and functionality. Due to the fact that the iPhone is
far outside of current standard costs and is not compliant with the City's IT security
ihfrastructure, staff doesn't recommend a purchase at this time. Staff will,
however, revisit this option at such time that the iPhone's price and functionality
are more inline with the City's standards.
8) Can the PBAD legally hire the. city to perform maintenance work in the
downtown?
There is no legal prohibition against this type of arrangemenf. However, it would
be very important to establish, as a matter of record, what the baseline or standard
municipal street cleaning service is for the area which the Community Maintenance
Department would do through an agreement with the PBAD. The law is very clear
that PBAD funds can only be used for added services, over and above what the
City routinely provides. Along with establishing the baseline of services, the City
would maintain financial records that keep the cost of the standard service
separate and distinct .from the cost of the added service funded through the
assessment. Thus, the City's financial records would clearly demonstrate that the
administrator of the District (presumably the BDC) was buying a separate service
from the City. Also,. the BDC would need to keep records evidencing amounts paid
for this particular service.
9) What are we doing regarding use of biodiesel fuels? What are our goals and
obstacles in meeting them?
See Attachment 3 - Bodiesel CMD" for response.
10
10) What is the optimal level for a tree renewal and trimming program? How
.could the program be accelerated? What would a phased approach be?
The optimum tree trimming budget for the current tree inventory is $1,188,000
in ongoing funds. This would provide enough funding to trim all of the city's
trees on a minimum average of a 4 year cycle. Some trees will be trimmed
with greater frequency (i.e. palms, ficus, corals and trees in the business
districts), but all trees throughout the City would be trimmed at least every 4
years. CMD currently has $1,061,976 budgeted for tree trimming which
includes an additional $286,800 in ongoing funds in the proposed FY2008-09
budget. That means an additional $118,824 will need. to be added to the
annual trimming budget on an ongoing basis in order to meet the minimum
average of a 4 year pruning cycle.
A one-time enhancement of $250,000 for FY2008-09 is in the proposed
budget to address the backlog of tree trimming and would result in a reduction
of the current backlog from 6,200 trees to 4,464 trees. Catching. up on that
backlog over the following 2 years (FY2009-10 & FY2010-11) will require an
additional $321,400 in one-time funds each year for the next 2 years.
With the addition of $350,000 in one-time funds for tree replacements,
$135,400 of that amount will be allocated for the replacement of the Carob
trees with 36" box trees. Per Council direction this is the largest size tree that
can be planted as replacements for the Carob trees. This leaves $214,600.
available in FY2008-09 to pay for an additional 250 trees tb be planted in
existing vacancies and watered (for the first year only).
• In order to achieve the goal of filling all vacancies in three years; planting
efforts will need to increase over the following two years by planting 470 trees
in FY2009-10 and 465 trees in FY2010-11. This will require one-time budget
appropriations of $405,000 for FY2009-10 and $395,000 for FY2010-11.
By completely filling all vacancies in the City over the next 3 years, this will
require an addition of $45,000 in ongoing funds added to the trimming budget
in FY2011-12.
It should be noted that in FY2011-12 which is at the end of this 3 year period
the current contract will need to be re-bid unless the City secures unit prices
ahead of time. It can be expected that. unit prices will go up as much as 45 -
50°/0, which has not been factored into the costs discussed above.
11
11) What were the costs for 2nd/4th Street mobilization to remove trees?
The overtime and unanticipated costs to remove the structurally unstable ficus
trees on May 16th totaled $9,500. The overtime costs were primarily associated
with the Police Department,. including traffic service personnel ($8,710) and
barricades ($790). Other on-duty resources and staff were deployed resulting in
no additional overtime costs. The contractor's services for tree removal were
already included in the project costs and did not result in additional expenditure.
The other costs associated with the delay include $15,000 in redesign services,
$63,000 in site maintenance and construction yard rental fees and $36,000 in
inspection and construction management services.
12) What is the new strategic planning division in PCD? Provide a new
department organizational chart.
This newly created Division will be responsible for long range planning, including
updating and maintaining the City's comprehensive General Plan and then
implement the vision and policies in the Zoning Ordinance. The current Land Use
and Circulation Element (LUCE) update of the General Plan and comprehensive
Zoning Ordinance update, corridor plans, neighborhood plans, and -the
development of new land use/transportation strategies, development standards
and guidelines are examples of multi-year strategic planning projects that will guide
and govern development through and beyond the next 20 years.
(See Attachment 4).
13) Provide an update on seismic retrofit program. What needs to be done to
ensure compliance with seismic codes?
Phase I consisted of strengthening the unreinforced masonry inventory. There
were approximately 265 locations identified and of that number 256 locations were
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retrofitted or demolished. Building and Safety is dealing with the remaining few
and plans to achieve full compliance shortly.
Phase II has begun by identifying approximately 99 high rise buildings (buildings
greater than 55 feet high). Once the inventory has been confirmed, Building and
Safety staff will begin the notification process to educate the owners regarding
retrofit requirements.
Phase III will consist of identifying approximately 2000 soft story buildings. Staff
plans to-evaluate and analyze the inventory and proceed to notify and educate
owners of retrofit requirements.
The Building and Safety Division will be creating a 90 day action plan that will
include developing along-term schedule and re-evaluating program goals to
determine the most efficient and cost effective approach.
14) What is the feasibility of putting a signal on "Ocean Park between 15th-19th?
What would be the cost to do it and what are funding sources?
Installing a traffic signal in this area could cost about $200,000. Traffic signals
were considered as an option to address the concerns raised by residents and
merchants about speeding traffic, pedestrian safety and accidents on Ocean Park
Boulevard between 16th and 18th streets. Ocean Park Boulevard is already
signalized at 17th street. Installing a traffic signal on 16th or 18th street would
.likely increase the traffic volumes on those north-south streets because drivers
would be attracted to those signalized intersections to cross or turn left. The traffic
increased by the signals paradoxically could likely increase the numbers of auto or
pedestrian accidents, at either location. It could also have a negative effect on the
progression of traffic on Ocean Park Boulevard. Should Council decide to
proceed, a more thorough analysis should be conducted.
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15) How is PCD addressing solar system plan check delays?
See response to #39, below.
16) How are we incorporating climate change requirements into EIRs? Is an
ordinance change necessary?
The manner that assessment of global warming is undertaken in the context of
environmental review is an ongoing .issue. However, the City will prepare an
analysis of the impact of the City's land use policies on global warming in the
context of the environmental review of the draft Land Use and Circulation
Element. This may well lead to the- establishment of mitigation measures which
would be imposed on individual projects. Please refer to question 38 for additional
information.
17) What are we doing and what more can we do to more widely sell parking
meter cards to the public?
This year the number of locations of locations that sell the SantaMonicard has
expanded to include the Revenue Division in City Hall, the Main Library, the
Visitors and Convention Bureau, and the Parking Office. Also, some retail stores
throughout the City purchase a stack of cards in advance to sell to their customers.
Finance Department has recommended that the cards not be sold on consignment.
As an additional step, we could invest in a promotional campaign, and put
information about the cards on each parking meter. We do not have a quote, but
we expect the cost to be less than $1 per meter and fundable through the parking
meter upgrade budget. The SantaMonicard was selected by PTI (Public
Technology Institute) as the winner of its solutions award in the sustainability
category. Approximately 5% of meter fees are being paid through
SantaMonicards.
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18) What are staffing needs to address our historic preservation and landmark
needs, given our existing landmark plans? What can we do to improve staff
awareness, training, and customer service about this issue?
Current staffing level for Historic Preservation is 1.25 planners. This includes a
position upgrade in the proposed budget of an associate planner to a senior
planner, in recognition of the experience and expertise required to oversee the
landmarks program. In the coming year, depending on development activity and
other Council directed Department priorities, the associate planner role will expand
to a half-time responsibility. The senior planner, who works exclusively on the
landmarks program, will train and direct the work of an associate planner who will
assist on historic issues.
Staff working on the landmarks program regularly attends training and seminars on
historic preservation issues. Additionally, historic preservation issues are
discussed in Division staff meetings. In the coming year, with the addition of the
upgraded senior planner position to the landmarks program,. internal training can
be expanded to other Divisions who interface with the public through the permit
process.
19) Is the historic preservation fee a disincentive for people filing for landmark
designation?
Planning staff does not believe that the existing landmark designation fee is a
significant deterrent to filing landmark designation applications as at least 80% of
all designation applications are filed by the Commission. The designation fee,
which is significantly lower than other Planning application fees,. is already
subsidized and does not reflect the cost of processing this application. The fee is
currently $724.84
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20) Are we collecting the transportation fee Council adopted in the 90s? How
much are we collecting, what is it for, and how is it being used?
The City is collecting the transportation management fee from employers with 10
or more employees. The Council authorized the establishment of this fee by
Ordinance in the 1990's and adopted by Resolution subsequently. In FY2006-07,
$283,574 was collected. Funds are required to be used only to offset City costs to
regulate employers' compliance with transportation plan requirements. They
currently cover 1.6 FTE's in the Transportation Management Division, direct costs
of the employer transportation programs and overhead. Fees decline from
employers who consistently achieve trip reduction targets.
21) Would the signal synchronization improvements allow one-way traffic on
east-west streets to improve traffic flow? What do the signal
synchronization improvements do and how can we educate the community
about its benefits?
The traffic signal system improvements will allow prioritization of traffic flow in
certain areas and directions., both in response to incidents and recurrent
congestion. There are no plans currently to alter traffic direction to one-way, as
the City of Los Angeles has proposed. We can currently manage the signals on
4th Street in real time and implement-timing plans for boulevards that vary by time
of day and day of the week. Staff will provide information on the web site and the
City radio station about comparative travel times, to help people make beneficial
choices about how to get around and through the City.
22) What would it take to implement a parking meter system similar to Seattle
whereby charge cards are used at machines and allow parking tickets to be
printed that could be mobile and used at different locations?
The machines used in Seattle that accept credit cards would cost approximately
$20,000 - $30,000 each to purchase and install and could serve as many spaces
as the City is willing to require people to walk to and from the machine to access.
In our downtown, this could be about ten spaces per machine. If the meters were
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to accept charge cards the City would have to decide whether to charge parkers
more to cover service charges.
23) What would it cost to fully fund the Mounted Unit? What is currently paid by
private donations versus city funds?
The .cost to fully fund the Mounted Unit is approximately $168,800 annually;
additionally there is a need of $43,000 to replace the horse trailers and saddles
every 7 years.
For FY2007-08 private donations in the amount of $16,000 funded the cost of feed,
waste management, veterinarian care and purchase of a new horse. The Police
Department absorbed the remaining amount of $152,800 for officers' time, training,
uniforms and vehicle expenses with unbudgeted funds.
The FY2008-09 budget proposes an enhancement of $98,832 for 0.5 FTE position
($38,232), feed and supplies ($17,600) and the replacement of trailers and saddles
($43,000), leaving $113,000 to be absorbed by the Police Department.
24) How does the Fire Department contribute to the City's homeless initiatives?
What part of its work is dedicated. to this issue? What are the costs of
Fire/Paramedic services to homeless individuals?
The Fire Department is a permanent member of the Chronic Homeless Project
Committee and meets regularly to discuss issues and opportunities to address
specific needs and concerns. During fiscal year 2006-07 approximately 15% of the
11,700 emergency medical responses involved homeless individuals with
associated "direct" costs of $592,800. Fiscal Year-to-date responses total
approximately 13% of the 10,492 total emergency medical responses with direct
costs of $467,500
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25) How are services coordinated among departments when dealing with
dangerous exits at beach parking lots, particularly where conflicts exist
between pedestrians, bicycles, and vehicles? What is being- done to reduce
these conflicts?
The City's beach parking lot exits are designed in accordance with roadway safety
standards established by the State of California. Approximately 1.5 million
motorists exit beach parking lots each year. During. the most recent five-year
period for which accident data are available, there were no accidents involving
motorists and pedestrians or cyclists at these exits.` The Police Department,
Transportation Management Division, and the parking contractor, PCI, work
together to manage traffic and address safety issues at beach lots. Transportation
Management takes the lead on lot design, the Police Department's Traffic Services
Division leads enforcement, and PCI assists with. traffic management. For
example, during peak -use periods, PCI provides a Traffic Director to regulate traffic
flow to ensure pedestrian and bicycle safety between the 1440 and 1550 lots.
Also, in coordination with Transportation Management, SMPD controls traffic flow
on southbound PCH to expedite vehicles exiting safely from beach lots during peak
use periods. The Community and .Cultural Services Department also is
undertaking a comprehensive study of beach signage in an effort to increase the
effectiveness of beach and bike path safety signage.
26) What are the emergency response time delays resulting from speed bumps
and other traffic calming devices?
Fire, Police arid Traffic Management are forming a working group to determine the
benefits and any adverse effects to emergency response from speed humps
and/or other traffic calming activities in the city. This group will also determine if
other City Departments will be involved with this research. Staff will provide City
Council with the researched information within 90 days.
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27) Where would we locate an additional branch library in the Pico
Neighborhood, whether or not the school district participated? What would it
entail and what are the costs? What services would be provided?
Council indicated that it understood this matter would take time to review. At a
recent meeting with representatives of PNA and the school district it was clear that
community members have a longstanding desire for local library service. Plans for
the new Edison campus include a school library that will be located on the edge of
the site, facing Virginia Avenue. This venue may accommodate some after-school
library activities but its primary focus will be to meet the needs of Edison students.
Staff will continue a dialog with PNA and other community stakeholders to
determine needs and how best to respond.
28) What percent of Affordable Housing are Acquisition/Rehab units and what is
the current cost of Acquisition/Rehab and new construction?
For nearly 25 years, the acquisition of existing apartment buildings for rehabilitation
and deed-restriction as affordable housing has been a critical element of the City's
affordable housing production and preservation program. Acquisition/rehabilitation
activities provide an important tool for maintaining the affordable housing stock that
could otherwise be lost to vacancy decontrol and for protecting existing residents
from Ellis Act evictions. Acquisition/rehabilitation activities also support the
continued expansion of the City's affordable housing stock during periods when
few properties become available for new construction.
Over the last ten years, the City has invested in 635 (41.7%) affordable residences
from acquisition/rehabilitation. activities and 888 affordable residences resulting
from new construction.
The City's per unit investment in recent acquisition/rehabilitation transactions has
increased to approximately $310,000 per unit. Based on current land values and
construction. costs new construction is estimated to be $300,000 per unit. While
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the overall per unit costs for new construction are higher, the City's investment is
lower because more outside funding is available for new construction.
29) How are we enforcing and monitoring inclusionary housing (deed restricted)
unit obligations?
Recorded deed-restricted agreements require owners to submit an annual report
regarding their inclusionary units. These reports are reviewed by staff and if
compliance questions arise, further investigation is pursued. Owners have the right
to self-select tenants or access aCity-generated list and are not required to submit
income-verification to the City prior to renting a unit. Mahy of the inclusionary units
are occupied by Section 8 Housing Chdice Voucher households, which must be
income-qualified and physically inspected annually as required by HUD and
certified by Housing Authority staff. The City Attorney's Office, Planning Division
and Housing Division are currently reviewing the deed-restriction agreements to
assess opportunities to strengthen enforcement.
30) Is there a list of affordable housing units whose affordability terms are
expiring?
The State of California Housing and Community Development requires tracking of
all deed-restricted affordable housing units as a component of a jurisdiction's
adopted Housing Element. The City of Santa Monica 2008-2014 draft Housing
Element cites housing units at risk and any mitigation necessary to preserve them
on pages 3-33 through 3-39. The two properties identified in the Housing Element
will be preserved beyond the year 2014
31) What would it cost for holiday lights at the pier?
The. PRC estimates that LED lights and an artificial holiday tree that would be used
for multiple years would cost approximately $43,000. PRC also recommends
approximately $7,000 for additional decorations that would require replacement on
an annual basis.
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32) Regarding Big Blue Bus, what are the balance sheet transfers listed in the
budget? What are the revenues and expenditures of the operations and how
can we tell the financial status of the enterprise? What is break out operating
versus capital?
See attachment "#5 BBB Fund Balance" for response
33) What are specific deadlines for the homeless initiatives?
Provide intensive outreach to homeless individuals determined to•be
most at-risk through the Homeless Service Registry (Summer 2009).
Began February 2007 and will be ongoing throughout FY2008-09. Of 107
vulnerable individuals identified during the Santa Monica Service Registry in
January 2008, 36 are engaged in intensive case management, 5 have been
permanently housed and 9 are temporarily housed (May 2008).
Provide opportunities to the community to become educated about and
engaged in responses to homelessness, including an e-newsletter and a
panhandling education/alternative giving campaign (Spring 2009). The
e-newsletter has .been underway since October 2007; circulation has
increased from an initial 926 to 1,133 in May 2008. The Panhandling
Education/Alternative Giving Campaign will be launched by December 2008.
Improve the City's capacity to track service delivery and client
outcomes through an interagency web-based data management system
(Spring 2009). New system will go live by October 2008.
• Review City policies and practices that may contribute to
homelessness, including barriers to affordable housing (Spring 2009).
Initial review of policies by September 2008.
Define the City's "fair share" service capacity and support legislation
and policies with a regional emphasis, including collaborating with
Veterans Affairs Greater Los Angeles Healthcare System to reduce
barriers to their services for homeless veterans (Summer 2009). Pilot
program with the VA targeting veterans on the Santa Monica Service Registry
planned by December 2008. Support for regional sharing legislation and
policies is ongoing (e.g. staff is already working with the Westside COG and
LAHSA to plan for the upcoming Winter Shelter Program and the January
2009 Homeless Count). These efforts also contribute to better defining Santa
Monica's "fair share" service capacity.
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34) What playground areas should be shaded? How can a study of this be
incorporated into the departments work plan for next year? What are the
funding options? Is there a statutory requirement on the amount of shade
necessary at our parks?
To determine how best to address shade needs, staff will work with the Recreation
and Parks Commission to establish a sound approach to assess all playgrounds at
different times of day throughout the next fiscal year. The assessment will include
input from interested parents. Once this assessment is completed, staff and the
Recreation and Parks Commission will be prepared to recommend priorities for
funding consideration including identification of any potential grant funding
opportunities as part of the multi-year CIP program. Based upon research done to
date, staff has .not identified any statutory requirements on the amount of shade
required in public parks.
35) Is shower availability at SHWASHLOCK sufficient or does there need to be
additional hours made availabte for non-members?
Current SHWASHLOCK hours are 7 days a week.
• Shower access for clients, enrolled in case management at SHWASHLOCK
and likely to be employed: M-F 6:30-9:30am and 5:00-8:OOpm; S-Su 9:00-
11:00 am
• Shower access for non-clients: M-F 10:OOam-1:OOpm; S-Su 11:OOam-2:OOpm
Within these timeframes there is existing capacity for additional members and non-
members. OPCC has not received any complaints from clients or non-clients
regarding the hours or the system of reserved time for case management clients.
If the Pier showers were to be closed, OPCC would be able to open the showers at
5:30 AM, provided the City assists OPCC with locating the additional resources
needed to cover the costs.
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36) How is the CalSafe program funded? Who does it serve? How much and for
what purpose are funds being requested of the City? Are there other options
to funding this program?
The California School Age Families Education (Cal-SAFE) Program has three
components:
Child Care for the children of parenting students (funding source: California
Child Development Division, operated by SMMUSD);
Parenting classes and nutritional supplements for expecting and parenting
students (funding source: California Department of Education operated by
SMMUSD); and
• On-campus case management and counseling (funding source: City of Santa
Monica and operated by Family Service of Santa Monica).
In FY2007-08, Family Services of Santa Monica was provided with $41,165 to
support the Cal-SAFE on-campus case management and counseling services,
along with 3 other CD Program grants to their Agency-based Community Support
($60,500), Muir and McKinley School-Based ($96,500) and Preschool Early
Intervention and Violence Prevention ($68,200) programs:. The program currently
is providing services to 21 pregnant or parenting women and their family members
(48% are Santa Monica residents, 52% are at SMMUSD on permit in order to
access the program). Family Service of Santa Monica is requesting ongoing
funding in the amount of $42,194 for the social worker position to continue its case
management and counseling services. Staff is recommending a one-time
transition grant in .the amount of $10,558 and has included this amount in the,
FY2008-09 Proposed Budget, leaving an outstanding request of $31,636. The
agency has submitted six applications to other funding sources and is preparing to
submit six more.. No interest has been generated to date. If City funding is
eliminated and no other funder is identified, Cal-SAFE clients who meet income
eligibility requirements will be able to access off-campus services through Family
Service of Santa Monica or other local mental health agencies.
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37) Can there be a bonus to the contractor working on the California Incline to
provide an incentive for quicker completion? How would it be implemented?
Yes. The law does not prohibit such a term, and the public benefit of including the
bonus can be made clear in the contract recitals including the harm to the City
which will arise during construction and the massive inconvenience to City
residents (particularly those who live on PCH), the inconvenience to the public
(including those who commute into the Downtown to work and those who come to
shop, dine and recreate), and the attendant disruption to the local economy. The
City has en interest in minimizing this harm and an early completion bonus is one
way to accomplish that legitimate public purpose
38) How would the city comply with AB32 if it becomes law? What are our plans
for a climate action plan? What are the steps involved? How would we
incorporate climate change requirements into EIRs?
A632 was signed into law in September 2006. The California Air Resources Board
(GARB) has been charged with developing regulations and reporting requirements
necessary for implementation of the law. These have not yet been completed,
however specific regulations regarding how AB 32 will apply to local governments
are expected to be released-this summer. Most requirements affecting the city will
not likely take effect until after 2010. GARB released a draft Local Government
Reporting Protocol earlier this month which staff is currently reviewing and plans to
provide input on.
In the absence of specific requirements at this point, it is anticipated that AB 32 will
require that the city. complete an annual inventory of greenhouse gas (GHG)
emissions for its operations; certify and report those emissions; and implement
strategies to reduce emissions by a currently unknown amount. Staff is in the
process of completing an emission inventory and expects to have that completed
and certified by August 2008.
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Staff currently has many of the components of a climate action plan in place, and
in fact the city has been working for years to reduce its GHG emissions. Programs
such as Solar Santa Monica; recycling; green waste and food waste collection and
composting; energy efficiency programs; water conservation programs; green
building programs, policies and ordinances; community forestry programs; the
LUCE updates of the general Plan; and alternative fuel policies for city fleet
vehicles all contribute to reductions in GHG emissions. In order to complete a
climate action plan, the city will need to quantify the emissions reduction effects of
each of these programs and policies and create a strategy for expanding on these
efforts to achieve further emission reductions. This will be helped by completion of
the current GHG inventory but will require a dedicated staff person to oversee
preparation and implementation of the plan to ensure that it is effective.
In the future, as part of AB 32, the city will be required to address GHG emissions
as part of the CEQA process and in EIRs. The California Attorney General has
already filed suit against some jurisdictions in the state that have not taken GHG
emissions into account. As of January 2008 CARB and the Air Quality
Management District (AQMD) -have "recommended" that all EIRs include an
analysis of GHG emissions related to the project or policy being evaluated. The
AQMD is currently developing "significance thresholds" for emissions that would
trigger mitigation measures. They do not have a firm timeline for completion of
these significance thresholds, but it is likely that they will be released before the
end of-2008.
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39) What progress have we made in addressing solar panel issues in Building
and Safety? What is in the budget now? What are the costs and options for
funding a position to reduce the backlog .and facilitate Green Building
inspections?
Plan Check
With a previous vacancy of an Electrical Plan Checker, a contract Electrical Plan
Checker was hired, but with limited availability of one day per week. This resulted
in significant delays. A full-time Electrical Plan Checker began in March 2008, and
this has greatly reduced delays, Currently, solar system plan checks. are submitted
and returned with correctipns in one to two weeks. The contracted Checker has
been assisting the full time checker and will be phased out shortly.
Insgections•
To improve inspections relative to Green Building guidelines an additional
inspector is required. .The cost for- an additional inspector is approximately
$98,300 which would be funded by fee increases incorporated into the revised fee
study currently being developed by PCD. Until new fees are adopted, the costs for
the additional inspector will be covered by funds set-aside in Non-Departmental for
MOU contract changes. In addition, all inspectors will be trained on Green Building
guidelines.
40) What are costs and options for funding a Measure V/Stormwater Engineer
and a Greenhouse Gas expert. to implement AB32? What is funded in the
budget now? What are tradeoffs to fund these positions?
The annual cost for hiring a FTE Stormwater Engineer to oversee implementation
of Measure V projects is approximately $170,000 (includes bAnefits). This can be
funded directly from revenues collected annually as part of Measure V, and will be
included in the mid-year budget update.
The current budget has no funding for a staff position to oversee A632
implementation and compliance. It is expected that this work could be completed
by an Administrative Analyst in the Environmental Programs Division (EPD) at an
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annual cost of approximately $98,100 (includes benefits). If this position were
funded as other staff positions in the division the costs to fund the position would
be split between the Water (30%), Wastewater (22%), Solid Waste (19%),
Stormwater (19%), and General Funds (10%) (percentages are approximate).
Approximately $5,000 in additional funds would be required annually to pay for
emission quantification and certification costs. The current budget proposal for
FY2008-09 includes $15,000 ongoing funds for annual emission certification filing
to assist staff with data certification. Given current staffing levels and workloads it
is not feasible for existing EPD staff to complete this data collection work on an
ongoing basis. A full time staff member would be required to coordinate and
oversee A632 compliance in the future and will be evaluated for future budget
decisions once the final AB32 guidelines are finalized by CARB.
41) How can we further promote our sustainable, green practices, particularly as
a marketing or promotion vehicle? (Green tours, etc)
There are numerous opportunities to further enhance the profile and impact of the
City's sustainability efforts and the Sustainability City Plan (SCP) throughout the
community. Currently, the Environmental Programs Division (EPD) focuses SCP
marketing and outreach efforts on education and advertising, collaborations, and
special events. We have regular sustainability columns in Wavelength and
Seascape as well as a weekly column iri the Daily Press. We offer 10 - 15
Sustainable. Santa Monica walking tours throughout the year to residents,
businesses, college students and conference attendees: We give Sustainable
Santa Monica lectures and presentations throughout the community and across
the country. Our website, www.smepd.org, receives 24,000 visits a month and
acts as the environmental information resource center for the community. We also
provide content for local cable television with our Be Green and Earth Talk Today
shows. With the addition of the Community Sustainability Liaison we have been
able to offer aSustainable- Santa Monica newsletter as well as schedule 12
sustainability related workshops throughout the year.
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In addition, EPD works to leverage our relationships in the community. We work
closely with the Chamber of Commerce and the Convention and Visitors Bureau to
position Santa Monica as a global leader in sustainability. In collaboration with
Sustainable Works, the Chamber of Commerce and the Convention and Visitors
Bureau, we offer the Green Business Certification program. We also collaborate
with the Chamber to offer the annual Sustainable Quality Awards. In order to
expand the impact of our sustainability efforts, Environmental Programs staff works
with the Cultural Affairs Division to make the Community Festival a signature green
event. We also sponsor AltBuild and AltCar to position the city at the forefront of
green design and innovation. Finally, we offer a month of programming in
September to celebrate our sustainability efforts. These include the release of the
Sustainable Santa Monica Report Card and Progress Report, a green film
screening, and a green business mixer amongst others.
In order to further promote the City's sustainable practices and enhance our
outreach efforts, EPD is working with the Convention and Visitors Bureau to
expand the Sustainable Santa Monica walking tours to include a broader range of
projects .and include a map. EPD staff recently met with the CVB and with the
creator of the Santa Monica Green Map to discuss the creation of an updated and
revised green map to better showcase the green businesses and other assets in
the community. We are also considering development of a dbwnloadable digital
version of the walking tour. In order to engage the arts community and the
schools, we would like to offer a Sustainable Santa Monica poster contest. We are
also considering the creation of a green film festival. Recognizing the importance
of making sustainability visible, we would like to develop citywide Sustainable
Santa Monica signage for green infrastructure projects and larger efforts. We
would also like to create a Sustainable Santa Monica Resource Center that would
offer meeting spaces, sustainability related resources, and technical tools and
assistance to further enhance our green efforts. These future efforts will be
evaluated, developed and possibly launched during FY2008-09, and will be
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presented and discussed at future meetings of the Sustainable City Task Force
and the Task Force on the Environment. Some of these efforts may require
additional budgetary resources, which would be requested in future years. Any
input from City Council on additional ideas for sustainability outreach is welcomed.
42) Is there any further update on the biodiesel fueling station that was not
included in the Info Item?
The City's Manager's Office, working with Environmental Programs staff will
prepare and circulate an RFP over the summer to identify a demonstration project
and location.
43) How successful has the Green Building Resource Center been? How many
people use the center? What is the City's cost to operate it and what is the
funding source?
The funding for the Green Building Resource Center (GBRC) comes entirely from
the Environmental Programs Division professional services budget line item. Last
year, the City increased the funding to the Center from around $43,000 to $65,000
(out of the $100,000 total .budget for green building). The increase in funding was
appropriated to open the center for additional hours during the week.
Below is the summary of the number of visitors to the Center each year:
2004 2005 2006 2007 2008
Non-Res 63 401 262 243 59
Resident 35 126 84 84 82
Unknown 40 40 1T
.TOTAL 98 527 386 367 152
Year-to-date, we project the Center will have about the same number of visitors as
last year, even with the expanded hours. The Center also handles many inquiries
via phone and email which are not captured in these numbers. Beyond the
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storefront presence, the GBRC holds several professional development workshops
throughout the year and is present at many community events.
As this year's contract for the GBRC is up at the end of June, City staff are
evaluating the arrangement and its effectiveness. While the GBRC was very
successful when it first opened, green building practices have become more widely
known, practiced, and in many cases, required. The need for outreach and
education is still present, but the audience has changed somewhat. Staff is
currently evaluating other options for green building outreach that may prove more
cost effective and improve the effectiveness of reaching the necessary targeted
.audiences.
44) What is the policy for providing. bicycle detection lops at intersections?
(specifically mentioned were Lincoln & 20th, Santa Monica & 6th, and San
Vicente & 7th)
No funds are specifically allocated to retrofit all signalized intersections with bicycle
detection. Bike detection is operational at Ocean and Colorado. The proposed
LUCE Strategy Framework supports a commitment of resources towards bicycle
detection as well as other bicycle improvements, and provides some background
information to help prioritize locations. Transportation Management applied for
and received grant funding in the amount of $279,000 for design, installation and
evaluation of several bicycle technologies and the recommended budget includes
matching funds totaling $120,000 over the next three years.
45) What are the costs for maintaining the City's public art? What would be the
cost to fix the Millennium Wall and the Gateway Arch?
Over the past seven years the City has spent an average of $30,000 annually to
care for the public art collection, working to slowly address a backlog of
conservation needs as well as to complete routine care to protect the City's
investment in these cultural assets. Between 2002 and 2005 the City expended a
total of approximately $200,000 in additional funds to address conservation needs
30
related to the Main Street murals, and other major works in the collection. The City
completed a comprehensive assessment of its collection in 2001 which would need
to be updated to reflect current needs and associated costs. It is estimated that
this type of updated assessment would cost approximately $25,000. In its absence,
staff estimates that it would cost approximately $300,000 to complete all currently
known major repairs of the public art collection.
Since 2006 there has not been adequate funding available to address some of the
major art conservation projects such as the Gateway Arch, estimated at $51,000 in .
2006. A conservation assessment and cost estimate would need to be prepared
for the Millennium Wall in order to assess its needs.
46) Why are there ongoing costs of $300,000 per year for the Big Blue Bus
Maintenance Facility?
BBB has a strong consumer brand identity on the street and plans to update the
interior space of its Administration Building to reflect this image of a contemporary
and award-winning transit agency. The offices located at 1660 7th St were opened
in April 1984. This building has two floors with approximately 18,000 sq ft total and
houses the Executive Division, Operations Division, Transit Programs Division and
Customer Relations Division.
The administrative offices were originally planned to be relocated to a new building
which is no longer being constructed. The current offices lack a cohesive design
concept and have hot been designed to utilize space appropriately. BBB originally
submitted an annual funding of $300,000 for the upgrade and renovation of its
Admin Building, however, new cost estimates calculates this projecf at about $3M -
$4M. This means, additional funding will be appropriated to fully fund this project.
The new cost estimates takes into account the following goals:
Develop a space plan that most effectively utilizes the current space without
adding or relocating any walls or permanent structures in the building
31
• Create an appropriate atmosphere and ambiance in keeping with the City and
BBB's image and brand identity.
• Incorporate sustainable and green building features utilizing low VOC
products, recycled materials, eta
47) Can the universal playground improvements be commenced sooner than FY
2010-2011? What would this require and what would be the tradeoffs?
The $100,000 in CDBG funding identified for FY2010-11 is to prepare a feasibility
study and concept alternatives for locating a universally accessible playground in
the area of South Beach Park, the playground that is at the far southern end of
Santa Monica State Beach. Funding for the actual improvements will need to be
allocated following the completion of the feasibility analysis. Given staffing
resources, commencing this work earlier than 2010-11 would necessitate that
other projects. be delayed, .including replacement of park restrooms at Clover,
Marine and Hotchkiss parks which have been deferred for over 5 years.
48) Why is the Netlon turf at Virginia Park being removed and replaced with
hardscape? Are there other options to hardscape?
The overflow parking area at Virginia Avenue Park utilizes an engineered soil know
as Netlon. The system is designed to allow temporary parking of vehicles on the
turf without compacting it. The turf in the parking stalls has held up quite well but
there is one problem area that needs to be addressed. The turf in the drive aisle
has died from the heat of car exhaust as cars queue to access parking stalls. The
area was inspected by a manufacturer's consultant shortly after the park opened,
however they had no explanation for the failure other than high traffic volume,
continuous turning taking place on the queue way and not enough time for the turf
to regenerate because of weekly use.
Staff has recently contacted Spurlock Poirier, the original landscape architect that
designed this part of the park renovation, for recommendations for the queue way.
The rest of the turf in the overflow parking area will remain as is.
32
49) What are the remaining gaps in the freeway soundwall system? What's a
cost estimate if the City were to complete the project?
The remaining gaps in the Freeway soundwall System (south side of the Freeway)
are approx. 2875 If.
6tH Street to Lincoln Blvd.
Lincoln to 10tH Street
19`n to 20tH Streets
17`n Street to 17`n Court
21St Court to Cloverfield Blvd.
Clovenleld Blvd. to High Place
33rd Street to 34`n Street
The estimated cost of these gaps based on previous projects completed by the
City and cost adjustments made based on current Caltrans prices is approx.
$2,700;000. This cost may change if the project is implemented in future years.
50) What is the Fire radio infrastructure replacement CIP? What would be the
impact if the City reinstated its own dispatch function? Would it still be
needed?
Funds in this CIP account are for the replacement of the Fire Department's main
radio transmitting and. receiving equipment. The Fire Department has three
licensed radio frequencies are fully operational. If these frequencies are not
properly maintained, the FCC would be allowed to cancel the licenses. This system
is currently serving as a back-up system should the primary Los Angeles City Fire
Department system fail. This replacement fund is needed whether or not the City
resorts back to an internal Fire Department Communications Center.
51) Provide a list of unfunded CIP projects
See Attachment #6 for details..
33
Prepared By: City Staff
Attachments:
1 - CMO Organizational Chart
2 -Boards & Commissions
3 - Biodiesel CMD
4 - PCD Department Org Chart
5 -BBB Fund Balance
6 -Unfunded CIP Needs
34
ATTACHMENT1
Departmental Structure
City Manager
Deputy Assistant
City Manager City Manager
(Internal Services) (External Services)
Special Focus
-Airport
- Office of Sustainability
and the Environment
Administration
Management Community 8
Services Government
Relations
FY2008-09 COMMISSION AND NEIGHBORHOOD GROUP BUDGET PRIORITIES ATTACHMENT 2
Ar[s Commission
Continuation of funding for community events (e.g. Jazz on Recreation & Active CCS FY 2008-09 budget includes an additional $221,960to support
the Lawn)and new funds to expand City's art grants. Living community events.
Additional staff position in Cultural Affairs to handle expanded Recreation & Active CCS The above budget enhancement includes one full-time Cultural
work load. Living Affairs Supervisgr.
oayslae ulscncc uorporanon _. ,
Restroom Monitoring prior to availability of funds from PBAD. Customer Service CMD Promenade Maintenance staff will be staffing Restroom #4
when it re-opens to the public until the PBAD staffing comes on
board.
Elevator upgrades, interior painting, and enhanced lighting for Infrastructure HED Staff plans to prepare a second phase of fagade improvements
Downtown Parking Structures: for the Downtown Parking Structures that will build upon the
improvements currently underway, and will also evaluate and
plan far needed interior improvements. CM staff will work
closely with HED and Bayside staff on any upgrades to ensure
that they can be maintained properly.
Downtown Lighting Improvements. Infrastructure HED The establishment of the PBAD will provide an opportunity to
fund a planning process to evaluate and propose an overall
lighting program for the Downtown area.
Impact of Santa Monica Place remodel on Downtown. Infrastructure HED The City is working closely with Macerich to minimize the
impact on Downtown.
Child Care and Early Education Task Force
Re-commit the Mayor and City Council to prioritize birth to Youth CCS CCS: Expandsupportservices for children and youth of all
five services especially infant-toddler care and play a role as ages" / "participate in a LA County evaluation of 30 local early
a catalyst and facilitator to: child care centers.
a. Coordinate and strengthen partnerships among the City, Youth CCS, Library, Police, CCS,PCD, Library, etc. commitThrbugh various
School District, Santa Monica College, Key City Departments, PCD, Police Department Objectives to interface with key institutions.
Major Institutions, Business and Community Organizations.
b. Review the 2001 Early Childhood Initiative to assess Youth CCS CCSr Assess the role and performance of City programs for
current level of services for young children and families in the youth and make recommendations for next steps.
community.
c. Sustain the FY 2007-08 level of programming that was Youth, Education CCS HSD is working to supplant lost programs with new programs
provided by the Infant and Family Support Program for through SMC.
children from birth to 3 and their families at Virginia Avenue
Park.
d. Facilitate and support assessment and early intervention Youth, Education CCS CCS: Support early childhood development by fully
services for young children birth to five years with implementing a preschool intervention program and guiding the
developmental delays and/or special needs. improved coordination of school-based mental health services.
e. Budget a grant writer to identify and leveragenew Youth CCS
funding.
FY2008-09 COMMISSION AND NEIGHBORHOOD GROUP BUDGET PRIORITIES ATTACHMENT 2
Commission Budget Priorities' Gommunity Priority Department ; Notes
Advocate at the state and national level on child care and Youth, Education CCS City regularly advocates for these issues based on Council
early childhood education issues. policy and request.
Eliminate zoning, planning, and parking barriers by Customer Service PCD PCD: Transition the development review, permitting and
streamlining the permit process to facilitate the development building inspection functions from a segregated, largely
of new family child care homes and child care centers. reactive process to an integrated; well-managed, service-based
organization.
PCD: Proactively address Citywide persisting issues through
' better interdepartmental coordination.
Assist early childhood providers to secure space in Santa Youth, CIP CCS
Monica by offering access to city-owned buildings or other
land for facility development/opportunities for expansion.
Adopt a child care policy that redefines eligibility criteria for Youth CCS CCS: Assess the role and performance of City programs for
grantee programs and CREST that does not penalize those youth and make recommendations for nextsteps.
individuals who live putside the City participating in City
programs.
Continue ongoing funding in the FY 2008-09 Budget for the Youth CCS HSD is providing a transition grant through CD Program in FY
CaISAFE (SAMOHI Teen Parent Program) Social Worker and 2008-09.
support efforts to prevent teen pregnancy that is again onYhe
rise.
Consider a new location for the Civic Center-SMC Early CIP CCS CCS: Begin the community process for design of Civic Center
Childhood Center within the Civic Center Specific Plan. parks, and expanded and revitalized Civic Auditorium and,
' workingcollaboratively with Santa Monica College, the early
childhood center.
Follow the implementation of the Violence Prevention and Youth CCS CCS: Support early childhood development by fully
Early Mental Health Project to take measures that will implementing a preschool intervention program.
strengthen and expand the program in the next City CD
Program grant cycle.
Commission for the Senior Community
Access to services: support the Older American Task Force Customer Service CCS Project was supported through HSD technical assistance
Outreach Project. ~ resources.
Access to services: Enable CityTV to be accessible free to all Customer Service CMO Some of CityN's programming is available for free in libraries
seniors in the City and for CityN to focus on programs for and on the Internet. CityN will work on acquiring and
seniors. producing additional programsfor seniors as resources permit.
Transportation: door-to-door transportation that includes Sustainability PCD PCD: Implement Circulation Element policies and programs to
additional Westside sites, including assisting the senior into reduce auto trips and improve facilities for transit, walking and
his/her home. bicycles.
' Also addressed in CD Program through increased funding to
WISE Paratransit program .
FY2008-09 COMMISSION AND NEIGHBORHOOD GROUP BUDGET PRIORITIES ATTACHMENT 2
Commission:BUdget Priorities ~ Community Priority Department 'I Notes
Support free and low cost health and mental health services Sustainability CCS ~ CCS is providing support to 18th Street Arts Center and JVS for
for seniors, including appropriate outreach. the implementation of a comprehensive marketing campaign,
"Santa Monica Connect." This issue is also addressed through
CD Program grantees.
Improve sidewalk repairs, better mechanism for reporting Customer Service, EPWM, PCD PCD: Implement Circulation Element policies and programs to
sidewalk problems; better signal timing and the installation of Sustainability reduce auto trips and improve facilities for transit, walking and
warning devices at all city intersections. _ bicycles.
EPWM: Complete permanent repairs at all priority sidewalk
repair locations by Winter 2009.
Increased promotion of Pedestrian and Driver Education Sustainability Police Police: Work collaboratively with social service agencies and
programs. schools in an effort to expand educational programs for senior
citizens and youth in traffic/pedestrian safety.
Also addressed through "Santa Monica Connect" outreach
program.
Commission bn the Status of Women -, "' ' "
Inclutle gender data in various annual/semi-annual reports Sustainability CCS HSD will address by including gender data in relevant reports
and use to inform programming. to the public (e.g. the CD Program semiannual report).
Supports Increasing Youth Employment Opportunities in Youth CCS HSD is working to assess Council support for options presented
Santa Monica report and requests gender be a guiding in report.
principle for evaluating programs.
Consider at-risk female populations when considering how to Homelessness, CCS
respond to potential budget shortfalls. Sustainability
Convention &>Visitors Bureau
Operation of theCOnvention&Visitors Bureau Under terms of Customer Service CMO FY2008-09 Proposed Budget reflects CPI adjustment and one
the contract.. time funding of $50,000 for "I am Santa Monica" Program.
Disabihtttes Commisswrc -
Increase funding tothe CD Program (highest, overriding Sustainability All programs received aCOLA -further increases are not
priority). possible at this time dueto point in funding cycle and economic
outlook.
When planning new playgrounds in the City, Universally Recreation & Active feasibility study to develop such a playground at South Beach
Accessible Playgrounds standards should be developed and Living; Youth Park included in 2010-11 CIP Budget.
the City should consider funding a "universally accessible
playground."
Improve the delivery of sidewalk repair services, especially in Infrastructure EPWM, CCS EPWM: Complete permanent repairs at all priority sidewalk
regard to accessibility complaints. repair locations by Winter 2009.
CCS: Develop along-range plan to reduce beach bike path use
conflicts.
Provide funding for development of a brochure on accessibility Customer Service CVB; developing "I am Santa Monica" resources for tourists.
for tourists.
FY2008-09 COMMISSION AND NEIGHBORHOOD GROUP BUDGET PRIORITIES
ATTACHMENT2
Commission Budget Priorities Community Priority Department -Notes
Make the IEP process less onerous (consultant w/ SMMUSD). Education SMMUSD.
Increase enforcement of DP placard parking. Sustainability Police SMPD: Expand the department's License Plate Recognition to
include traffc services (parking) enforcement to address
scofflaw and other parking enforcement issues by Fall 2009.
Housing Commission recommends that affordable housing be
included in the plans for the Memorial Park area as a means
of maximizing recreational opportunities.
apartment agreed that affordable housing concept will be part
the Memorial Park planning process.
. _
Technology Infrastructure improvements-Enhancing network
Infrastructure .
ISD ....
ISD is implementinga plan to increase bandwidth. Service
bandwidth. upgrades should be completed by early FY2008-09.
Access to Library Facilities-Increasing Sunday Hours. Customer Service Library Financial constraints prohibit the implementation of expanded
service hours.
PierRestoration Corporation
~
Two projects critical to safety and viability of the pier are the Infrastructure HED The FY2008-09 budget provides $962,000 in capital
gangway and utilities and fire suppression system upgrade. improvements for the Pier Gangway and $750,000 for utilities
upgrades.
For the upcoming 100th year Anniversary, PRC has requested Infrastructure HED The FY 2008-09 capital budget includes $100,000 for necklace
necklace lights, restoration of the Onion DoMe and Carousel light replacement and $197,000 for repair and restoration of
Band Organ and funding for the Anniversary Celebration. the Carousel building, dome, and organ. The operating budget
provided the requested $120,000 for the 100th Anniversary
Celebration.
Phase IV substructure rehabilitation. Infrastructure HED The FY 2008-09 capital budget and FY 2009-SO plan provides
$5 million for pier infrastructure improvements.
Recreation &'Parks Commission
Reestablish park land acquisition fund. Infrastructure CCS Not feasible at this time:
Fund Memorial Park expansion planning. Recreation & Active CCS Funded multi-year capital improvement project; staffing is
Living /Infrastructure funded by RDA.
Expand Beach greening to additional lots. CCS Not feasible at this time.
Support SMMUSD improvements to sports and athletic Education CCS Currently working with District on joint use analysis,
facilities through joint use. particularly focused on Civicand Samohi.
Fund interdepartmental community charrette for Green PCD
Streets.
FY2008-09 COMMISSION AND NEIGHBORHOOD GROUP BUDGET PRIORITIES ATTACHMENT 2
Develop Pathway Master Plan. CCS To be done in conjunction with LUCE.
Conduct nexus study to establish linkage for funding Green PCD
Street improvements.
Provide ongoing funding for trees. CMD
Study strategies for non-vehicular access from the north end CCS Issues identified in LUCE.
of Palisades Park to the beach.
Fund pilot off-sand recycling project at the beach. CCS Piloting recycling in parks as a first step. Current pilot in clover
park.
Increase shading in key park areas, including playgrounds. Sustainability CCS Will fold into FY 2008-09 workplan working with PRC (see
question 34 onpage 15 of information item).
Fund universally accessible playground. - Recreation & Active CCS CIP funding in FY 2010-i1 ($100,000 for feasibility study for
Living /Infrastructure site at beach).
Design and implement improvements for north section of Recreation & Active CCS Not funded, however, $300,000 of additional CIP funding in FY
Reed Park, Living /Infrastructure 2008-09 budget for completion of currently proposed
improvements at the southern end of the park (playground
extension, Wilshire frontage and landscape between Miles
Playhouse and tennis courts).
Social Services Commission
`
Youth: support programs that strengthen academic skills and Youth Library, CCS, Library: Partner with schools andparents by expanding and
reduce the high school dropout rate. Police refning the summer Reading Program and increasing school
liaison activities /Provide service to youth in the Pico
Neighborhood through outreach to parks and schools and
partnering with outside.
CCS: Establish and maintain acollege-bound support program
for youth through PAL's Ricardo Crocker Memorial Fund by
Summer 2009.
CCS: Support youth access to the arts through Downbeat 720,
Teen Film Festival, additional events and a youth arts grant
program.
Police: Collaborate with other agencies to provide education or
programs to enhance youth safety and deter gang violence.
Youth: support programs that teach life skills, enabling youth Youth CCS CCS: Provide employment training to older youth through
to live healthy and productive lives (cooking, money Rosie's Girls, CREST Counselor-in-Training, Trades Intern,
management, communication skills, entrepreneurial skills). Night Bridges and Annual ]ob Fair programs.
Support youth employment services. Youth CCS CCS: "Provide employment training to older youth through
Rosie's Girls, CREST Counselor-in-Training, Trades Intern;
Night Bridges and Annual Job Faire programs.
FY2008-09 COMMISSION AND NEIGHBORHOOD GROUP BUDGET PRIORITIES ATTACHMENT 2
Commission Budget Priorities Community Priority Department Notes
Homeless: housing programs that help formerly homeless Homelessness CCS CCS: Review City policies and practices that may contribute to
people maintain permanent housing . homelessness, including barriers to affordable housing; also,
addressed through existing CD Program grantees.
Homeless: support the development of additional low income Homelessness HED HED: Provide greater opportunities to the homeless population
housing units. by supporting the production and preservation of affordable
housing (Civic Center Village & Mountain View Mobile Home
Park).
Homeless: support RDA Rental Assistance and Eviction Homelessness CAO CAO: Provide information and training to local attorneys on
Prevention Programs to help those at risk of homelessness civic remedies for enforcement of laws protecting tenants";
(especially Seniors) maintain their current housing., also addressed through existing City programs and CD Program
grantees.
Seniors: support health and wellness programs that help Recreation & Active Addressed through existing City programs (SRC, clubs, etc.).
seniors live healthy and active lifestyles. Living
Transportation services that enable seniors to live Sustainability PCD, Police PCD: Implement Circulation Element policies and programs to
independently as long as possible. reduce auto trips and improve facilities for transit, walking and
bicycles.
Police: Work collaboratively with social service agencies and
schools in an effort to expand educational programs for senior
citizens and youth in traffic/pedestrian safety.
FY2008-09 COMMISSION AND NEIGHBORHOOD GROUP BUDGET PRIORITIES ATTACHMENT 2
Friends of Sunset Park
Policing -increase police presence in the neighborhoods. Police
Traffic/Parking/Pedestrian safety Ocean Park Blvd, 34th
Street, 23rd Street, 28th and Pico, 33rd and Pico. PCD PCD: 2007/08 - Restriped Ocean Park Blvd. Regarding 23rd
Street, no money budgeted in 2008/09; may be budgeted in
future years.
Crime/safety/graffiti -Gang Violence, children safety,
burglaries, vandalism, graffiti in alleys, crime prevention.
_ Police
Outreach program for the homeless. Homelessness - Police Contract with West Coast Care Foundation to provide outreach
service while working side by side with the HLP team. FY 2008-
09 budget appropriates $250,000 for this contract.
Pico Nei hborhood
Continue to work with outh violence. Youth . Police
Communit Policin Partnershi s. Police
Concerned about crime. Police
Want artnershi with Police De artment. Police
Want increased Police Presence in neighborhood to prevent
drug dealing and other illegal activities. Police
Improve. pedestrian safety by increasing Police presence and
issuing citations for violators. Police
Traffic flow would be better ifthere was. more enforcement
especially on Pico/OCeanPark/Wilshire/Clovertield. LUCE Police
Ocean Park Association--
Public Safety and Violence Prevention -Improved Police
communication between Police and community, increased
police presence in the neighborhood, enforcement of traffic -
laws especially at intersections, crime prevention,
alternatives for youth.
What percentage of police officers. patrol outside of cars; Police
would like to see more on foot or bic cle.
Wilshire-Montana Wilmont Association.
Crimes have risen in the WilMOnt are, especially in robbery Police
and home break-in crimes.
Need Police staff to help organize a neighborhood watch Police
program.
Police enforcement of bicycle riders to stop at stop signs & Police
obey traffic laws.
ATTACHMENT3
Biodiesel Update
This is an update to the May 31, 2007 Information item to Council on the use of
biodiesel and the Reduced-Emissions policy update of January 2008.
Fleet Management began using 620 in February 2005 in all diesel equipment including.
medium and heavy duty trucks and off-road equipment such as tractors, loaders,
portable generators and air compressors and moved to 650 in May 2007. The intention
was to move to 699 in January 2008 if there were no issues. While it is still our
intention to move to 699, if the issues identified below cannot be resolved we may
continue to use B50 or 620. We will be able to provide another update in December
2008.
The two main issues concerning our move to 699 include some isolated fuel component
failures and being able to adequately address the NOx increase associated with
biodiesel.
Fuel Quality
Fuel quality is a great concern when using biodiesel, Many individuals and businesses
are producing and selling fuel that does not meet ASTM International specifications
(originally known as the American Society for Testing and Materials). Biodiesel can be
made from many different sources, or feedstocks. The best feedstocks are those that
are closest to the end-users. One of the reasons to use biodiesel is that it can be made
domestically which reduces fuel transportation emissions and helps the domestic
economy. Some feedstocks such as palm oil are imported and produced by removing
virgin rainforest and animal habitat.
Because biodiesel can be made from various feedstocks, there are multiple
manufacturing levels;
1. Individuals: collect used fry oil, or buy new cooking oil and process it in kitchens
and garages.
2. Used Oil Reclamation: some are more interested in selling a cheap product
rather than a quality product.
3. Refining facilities: have varying levels of quality control.
The only way to know the quality of the fuel being purchased is to have the fuel tested.
This is too expensive for most manufacturers producing small quantities. Because the
process used to produce biodiesel can also leave contaminants in the fuel, the only way
to know that this did not happen is to have every batch tested.
By the end of 2007 and beginning of 2008, we encountered several fuel related
problems in our fleet. We identified algae contamination as the root cause for most of
these problems and treated our fuel storage tanks accordingly. Those storage tank
ATTACHMENT3
issues have now been resolved. Occasionally, we have had pieces of equipment with
contamination in them whose source we have not yet been able to identify. We are
close to identifying and correcting this issue.
In our effort to address these issues, we only purchase from suppliers that test each
batch bf fuel and warrantees the quality. We also specify a domestic feedstock.
Please keep in mind that this is an emerging technology that is rapidly changing.
NOx Increase
Another major issue that needs to be addressed is the NOx increase associated with
the use of biodiesel. NOx emission increases are the reason the California Air
Resources Board (GARB) and the Southern California Air Quality Management District
(AQMD) do not recognize biodiesel as an alternative fuel. They will not accept any
increase in NOx emissions as a trade-off for other emission reductions. In July 2006 we
contracted with AQMD to test a Selective Catalytic Reduction Converter with urea
injection (SCR) to mitigate NOx emissions on heavy duty trucks using ULSD, 620 and
8100. The completion of this project has again been delayed because of problems at
the test lab. We anticipate that the SCR testing will be completed August 2008. Our
goal is to use an SCR system on some of our equipment to adequately address the
NOx concerns of GARB and AQMD. For some or all of our other equipment we may be
able to use an additive to reduce NOx emissions. Both of the SCR and the additive
must be GARB approved, and neither one is at this time.
Air Quality Rules
Several AQMD and GARB rules regulate emissions of equipment purchased for use in
fleets, including solid waste collection vehicles and sweepers, which in effect require the
purchase of alternative fuel vehicles. GARB also regulates fuel in California and does
not recommend more than B20, but will allow B50. We will be addressing GARB and
AQMD concerns of NOx emissions with the SCR devices and additives mentioned
previously.
Manufacturer Warranties
Manufacturers are reluctant to warranty the use of biodiesel because of the many
home-brewers and small producers that lack quality controls. We have had some new
vehicle warranty issues initially denied because of our use of biodiesel. Because we
were able to prove the quality of our fuel the manufacturer covered the repairs.
ATTACHMENT 4
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ATTACHMENT5
BIG BLUE BUS' RESPONSE TO COUNCIL'S BUDGET QUESTION
1. Fund Balance Projections -Balance Sheet Transfers
BBB's Balance Sheet Transfers of $18M for FY 08-09 as presented in the Fund
Balance Projection report is the difference between Capital Revenues of $54.4M
minus Capital Improvements of $36.2M. There will always be this difference due to
the timing in the programming and drawdown of funds for BBB's multi-year CIP
projects.
2. Breakdown of Operating Vs Capital
Presented below is the breakdown of BBB's FY 08-09 Budgeted Revenues and
Budgeted Expenditures as listed in the Proposed Budget pages 88/89 and pagel32
respectively
Budgeted Revenues
Charges for Services (Operating )
Sales Tax Proceeds (Operating )
Interest (Operating)
Other/Lease Revenue (Operating)
Sub-Total Operating Revenues
Capital Grants (Capital)
Interest (Capital)
Sub-Total Capital Revenue
Total FY OS-09 Budgeted Revenues
$ 14,810,682
$ 34,926,485 (Note 1)
$ 137,000
$ 1,825,089
$51,699,256
$ 53,324,866
$ 1,041,513
$ 54,366,379
$106,065,635
Budgeted Expenditures
Salaries & Wages (Operating) ($ 35,579,745)
Supplies & Expense (Operating) ($ 15,891,111)
Sub-Total Operating Expenditures ($.51,470,856)
Capital Improvements(Capital) ($ 36,219,936)
Total FY 08-09 Budgeted Expenditures ($ 87,690,792)
Balance Sheet Transfers (Capital) $ 18,374,843
BBB's Budgeted Revenues for FY 08-09 totalling $106M include Operating
Revenues of $51.7M and Capital Revenues of $54:4M. Capital Revenues include
estimated amounts of capital grant drawdowns amounting to $53.3M anticipated to be
received in FY 08-09 and estimated interest earnings on unrestricted grant funds of
$1.1M. These capital grant drawdowns will be made against CIP funds programmed
in FY 08-09 and prior years.
ATTACHMENT5
BBB's Budgeted Expenditures .for FY 08-09 totalling $87.7M include Operating
Expenditures of $51.SM and Capital Improvements (CIP) of $36.2M
Note 1: Breakdown of Sales Tax Proceeds (Operating)
State Transit Assistance Fund(STA) $ 5,986,686
Transportation Development Act (TDA) $14, 708,127
Proposition A Local Return $ 366, 799
Proposition A Sales Tax ,$I Q 506, 343
Proposition C BSIP $ 665,121
PropositionC Two-Year Lag ~ 974,194
Proposition C Transit Security $1,152,571
Proposition C Foothill Mitigation $ 566.644
Total $34,926,485
State and local subsidies represent 67% of BBB's Operating Revenues.
With the current'state budget plan, BBB's share of State Transit Assistance Fund
(STA) is likely to be reduced significantly.
ATTACHMENT6
~a,,.v .~....~,.a
Project
UNFUNDED CIP LIST
Description
Estimated Funding
Need
~, ..~w
1 ~:. M ~ ~~,,:~,..,.uma,,~,~~»,~,.~ ,x,~.w,~.Mw...~~~~..
6th Street Reconstruction ~~,Pw.~~, ,,~ ~ ~. ~.~.,~„~.~,. ~ .FKS~ ~., ~..~~- ~..~.~ e.,. a,.,
Reconstruct 6th Street between Colorado Blvd. and .».~e~ _ ..~,., ._,.._e
$5,000,000
Wilshire Blvd.
2 pathway improvements along Airport Avenue between
Airport Avenue Streetscape DD Loop and 23rd StreetlWalgrove with connection along
Improvements 23rd SUAirport slope, providing pedestrian/bicycle $1,700,000
connection between Airport Park and Sunset Park
neighborhood including Clover Park
3 Bayside District Infrastructure An infrastructure assessment study is currently prepared $10,000,000
Improvements by NBCE consultants to assess the infrastructure needs
of the Third Street Promenade and Bayside District.
Needs include sidewalk replacement and upgrades to
electrical systems.
4 Bike Master Plan Improvements Improvements could include facilites, detection $400,000 (note: Call
May be considered when LUCE finished; equipment, striping, signage. Two Call for Projects bycle for Projects matching of
Prop A funds can be reserved applications(Bike Station and Bicycle Demo Project) $832,000 and $110,
would require matching funds if approved. respectively, needed if
applications are
approved)
ATTACHMENT6
~a5~n ,~....,.a
Project
UNFUNDED CIP LIST
Description
Estimated Funding
Need
~.~~,
5 ,~ ..,.,,~,,.~, s~~ar_ .,~.~ ~.~,e,. N ,~Ax
Boulevard Revitalization .~ .a. ~,,~~.~,,~~,~~. ~.~.~~ a ~~, ~,,~ ~,~,.~.m~m,N ~. ~
Several of the City's commercial corridors are in need of ,,.w~,,.,~,n.~,~~~., ~~~,~ 9
.Based on the scope of
streetscape improvement. In addition, some corridors the project. Need
would benefit from incentives to improve the appearance assistance on
and amenities of private property along the boulevard. developing gross
Revitalization could also include creation of additional numbers.
public amenities, such as public parking. Boulevards that
could benefit from improvements include Lincoln
Boulevard (streetscape and property revitalization), Pico
Boulevard (property revitalization), Santa Monica
Boulevard (streetscape and property revitalization),
Olympic Boulevard (streetscape and property
revitalization), Main Street (streetscape), and Ocean Park
Boulevard (streetscape).
6 Capital Replacement Reserve The City and Redevelopment Agency have made, and Need can be met
are expected to continue to make, significant investments based on the amount of
in the City's capital infrastructure. Long-term viability of funds allocated. Need
those capital investments will depend upon the City's assistance in
ability to replace and reconstruct that capital over time. developing gross
For example, new parking structures will require capital estimates.
investment in reconstructing elevators, stair wells,
mechanical equipment and parking control capital.
A capital replacement reserve fund could be established
to provide for the scheduled reconstruction of key capital
elements.
6 City Hall Renovation and City Services Renovation of City Hall offices and interior public areas $85,000-,000
Building and construction of a new City Services Building within
the Civic Center
ATTACHMENT6
.y..,........~.a
Project
UNFUNDED CIP LIST
Description
Estimated Funding
Need
7 City Yards Master Plan Complete reconstruction/rehabilitation of City Yards ~ $50,000,000
facilities currently owned by multiple City funds.
8 City Yards Transit/Business Parking This project would excavate the old landfill under the City $80,000,000
Project Yards and construct a 1,000 space underground parking
facility for park and ride transit use as well. as off-site
parking for area businesses, Santa Monica College, etc.
9 Citywide ADA improvements for older $7,500,000
facilities
10 Citywide Signal Synchronization Upgrade See Attached Matrix that describes phases and shortfall $3 million in 11/12
Project by year
11 Civic Center Projects
Implementation of Civic Center Specific Plan improvements including parks and open spaces , streets,
Town Square ahd Palisades Garden , Development of 7 acres of open space $18,000,000
a Walk '
~
-
_ _. -. ---- - ___ . 1
Santa Monica Early Childhood -
- --- __ _ _ _---
~ Development of a two storq childcare facility for 100.
----.....
--------
I $12,000,000 (RDA
Education Center chilldren (infants, toddlers) including classroom and I funding $1.2 m
observation facilities for parenting workshops and FY0607) (to be
b :early childhood research and development. ~ developed by SMC
using bond funds and
possible state grant
I funds
Civic Auditorium Rehabilitation and 'Seismic upgrade, rehabilitation and expansion of j $70,000,000
Expansion ;Civic Auditorium to create a cultural hub within Civic
c ;Auditorium Park as envisioned by Creative Capital
Civic Auditorwm Park Develo ment of o ens ace im rovements 5.6
( ~
$10,000,OOOi
d _ ~
acres) within Ciw pAuditonum Campus ~
ATTACHMENT6
Project
UNFUNDED CIP LIST
Description
Estimated Funding
Need
~,o~w,,..~
CCSP Roadway -Second Street '
~~~
Construction of a new vehcle bridge from Second ~ .
$8,000,000
and Main Street Bridges i Street into the Civic Center and rehabilitation of the '
e i Main Street bridge for pedestrian/bicycle only access!
-._ __.__.--._-__ __-- - _,
CCSP Roadway -Main Street, Main ; .__ _._..._-- _.F
Construction of the Croic Center public right of way ._.__.
$20 000,000
f Street Circle, Civic centerbrive, ', improvement specified in the CCSP
Ocean Avenue, Pico Streetscape,
Fourth Street I
City Hall Renovation and City ~ Renovation of City Hall offices and interior public $85,000,000
g Services Building ~~ areas and construction of a new City Services
~ BUlldln within the Civic Center i
12 Crescent Bay Park Rehabilitation Redefine the role of Crescent Bay Park to become a $1,540,000
possible event location related to the beach through a
masterplan and redesign
13 Development Costs of Land Acquired for Public improvements on land purchased by the City. $40,000,000
Public Uses
14 Downtown Parking Structure Painting and The FY 2005-06 includes funds for painting and facade $1,000,000
Facade Improvements improvements of Parking Structures Nos. 1-6.
Conceptual designs have been prepared and working
drawings will be prepared following additional evaluation
of on-going maintenance needs. Bayside District
stakeholders have requested that the project address
related project enhancements, including addressing
parking structure landscaping, signage and entrance
lighting.
ATTACHMENT 6
Project
UNFUNDED CIP LIST
Description
Estimated Funding
Need
15 Downtown Parking Task Force~Strategic ~, This project would retrofit the "tall" parking structures $250 million ($12.2 M
Plan (2,4,5); demolish and rebuild the "short" structures (1, 3, in FY 06-07; $16 M in
6); and construct up to two new structures in the FY 07-08; $17 M in FY
downtown (total net increase of 1712 spaces) 08-09)
16 Downtown Urban Design. Plan The Downtown Urban Design Plan, prepared in 1997, $13,000,000
Implementation identifies streetscape improvements throughout
Downtown, to be completed in five phases. Phases One,
Two and Three have been completed or are in progress.
Phases Four and. Five have not been initiated. Phase
Four includes street lighting, landscaping and furnishings
on Ocean Avenue, Fifth Street and the Fifth Street
Gateway. ,Phase Five includes streets, lighting,
landscaping and furnishings on Wilshire, Arizona and
Santa Monica, Colorado and the eastern end of
Broadway. These improvements would enhance the
walkability and accessibility of the greater downtown
area.
17 Fire Station Replacements 1 Fire Station 1, located at 1444 - 7th Street, was built in $13,434,625
1955 and is reaching the end of its expected useful life
18 Fire Station Replacements 3 Fire Station 3, located at 1302 - 19th Street, was built in $14,343,414
the late 1960s and is reaching the end of its expected
19 Improvements including lighting, landscaping, public art
Freeway Bridge Improvements at 11th, 14th and 17th bridges over freeway to create $1,900,000
more inviting pedestrian environment.
20 Freewa Sound wall Gap Closures Remainin sections of I-10 Unknown
21
Hotchkiss Park Redefine the role of Hotchkiss Park in Ocean Park
$200,000
neighborhood
ATTACHMENT6
.n..,N ~~~~~~~~~~ Project
UNFUNDED CIP LIST
Description
Estimated Funding
Need
22 Lincoln Boulevard Improvements Comprehensive master plan development and $19,000,000
implementation of streetscape improvements and street
rehabilitation.
23 Neighborhood /Local Street Improvements identified during LUCE process $3.0 million
Improvements
24 New Sidewalks and Sidewalk Upgrade Olympic Blvd (so side), Lincoln School, etc $3-5 million
Needs
25 New Streetlights and Streetlight Circuits Install new streetlights and replace defective streetlight $20,000,000
circuits to improve vehicular and pedestrian safety and
improve the business climate within the Earthquake
redevelopment Area
26 North Beach Improvements Extend beach BIG improvements north of the Pier $3,500,000
27 Pacific Coast Highway Pedestrian Development of more attractive connections between
Overpass Improvements Palisades Park and Beach with improved lighting, fencing $500,000
and stairwa s
28 Parkland Acquisition fundin for the ac uistion of future arkland sites $20,000,000
P9
Development of a masterplan that identifies how streets
Pathway Masterplan can be redefihed through design modifications to create $250
000
additional recreational pathways, aesthetically improve ,
streets and promote active living
30 Pier Circulation Improvements Potential improvements depend on the EIR/EIS TBD
& Pier Bridge alterantive selected and could include a ramp from the
pier structure to the parking lot below, a parking structure
or additional surface parking, a parking structure and
more.
ATTACHMENT6
Project
UNFUNDED CIP LIST
Description
Estimated Funding
Need
...
31 ~r,4m.,M..<.R~._ .,~...,n~_.. ._,~.,
Pier Infrastructure Improvements ~ .,- ,,.a.~....,~ , ,..~.e__ ...~.~,~,..,
A study is underway to develop a long term infrastructure ....,. .,,A.,,~_.b.,_.~.,.
$20,000,000
maihtenance/improvement program. The study will also
identify any safety issues that need to be addressed in
the short term. Staff anticipates an on-going investment
of $3 million per year in the initial years of the plan. Initial
estimates of infrastructure upgrades are in the range of
a roximatel $20 million.
32 Pier Ramp/Beach Area Trolly A trolly that would provide service onto the Pier to provide TBD
and alternative to driving on the pier. The service would
also enable people who have difficulty walking or
negotiating the steep slope of the Pier.
33 Restoration (Conservation) of Public Art Multi-year plan for the conservation of key pieces in the $525,000
Collection City's Public Art Collection
34 Santa Monica Boulevard Improvements Comprehensive master plan development and $10,000,000
implementation of streetscape improvements and street
rehabilitation.
35 Senior Recreation Center Renovation and possible expansion of the existing Senior $2,500,000
Renovation/Expansion Project Center following determination of future uses and
progamming.
36 Shared Parking Facilities near Improvements identified during LUCE process $10 million
Neighborhood Nodes
37 Solar and Distributed Energy Generation To Provide Clean and Renewable Emergency Power and $20,000,000
Projects Enhanced Energy Reliability to Critical Facilities incase
of Power Outages Caused by Seismic and other Natural
Disasters
ATTACHMENT6
.o.,,. ,...,,~.:
UNFUNDED CIP LIST
Estimated Funding
Need
38 South Edge Linear Park Pathway & V1/orking with City of Los Angeles to make Improvements
Riparian Wash to southern edge of Dewey Street between Marine Park
and 23rd Street for a recreational pathway for bikes and $3,000,000
pedestrians and improvements along eastern and
southern edges of Marine Park.
39 Stormwater System Seismic Reliability Stormwater System Replacements and Upgrades to $15.,000,000
Improvements Increase the Reliability and Safety of the System
following Seismic Events
40 Street End Parks Conversion of fragmented street ends adjacent to $1,400,000
freewa for recreational use.
41 Traffic Infomration System Changeable message signs in Ocean area, SM College $150,000
area
42 Transit Village Development The City owns the property at the southeast corner of Based on the scope of
Colorado and Fourth Street. In the next decade, this site the project.. Need
is expected to serve as the terminus of the Exposition assistance on
Light Rail. Transportation funds are expected to pay for developing gross
basic transportation infrastructure, such as the transit numbers.
station. However, additional site development to support
transit and its integration with the larger downtown are
important, potentially including housing, bu5transfer
opportunities, ground floor retail and other. amenities and
parking.
ATTACHMENT6
UNFUNDED CIP LIST.
Estimated Funding
Need
43 Workforce Housing There has been considerable community interest in $150,000/per residence
creating ownership housing opportunities for public
servants and other middle-income employees (teachers,
police officers, nurses) who work in Santa Monica.
Redevelopment Housing Set-aside funds are not
available for these purposes, unless they target low- and
moderate-income families. Redevelopment funds cannot
be used to fund the construction of housing, though they
could be used for land write-downs to support workforce
housing. The amount of funds dedicated to workforce
housing would translate into the numbers of affordable
ownership residences that could be built.
Reference Resolution Nos.
10304 (CCS) through
10313 (CCS), 83 (HAS),
509 (RAS), 247 (PAS),
and 248 (PAS).