sr-020811-8aCity Council Meeting: February 8, 201
Agenda Item: ~~
To: Mayor and City Council
From: Carol Swindell, Director of Finance
Subject: Mid-Year 2010-11 Budget
Recommended Action
Staff recommends that City Council:
1) Appropriate Fiscal Year 2010-11 budget changes and adjust revenue budgets
as detailed in Attachment A;
2) Adopt a Resolution establishing classification and salary rates for various
positions detailed in Attachment B1;
3) Approve the position and classification changes detailed in Attachment 62; and
4) Approve Resolutions setting various fees in the Community and Cultural
Services Department (Attachments C1, C2, and C3) and setting Animal Control
fees (Attachment D1)
Executive Summary
This report provides two key financial reports, one on the close of FY09-10 and a status
update of the FY2010-11 budget. Departments are proposing revisions to the current
revenue and expenditure budgets based on mid-year budget reviews. In addition,
position changes, most due to reorganizations, and salary adjustments. due to position
changes and equity adjustments, are presented. Finally, the report transmits a new
pricing policy for recreation programs and services, corresponding fee increases to be
implemented in FY2011-12, and financial assistance guidelines to ensure that youth in
the community have full access to these programs.
Santa Monica's deficit reduction strategies have had a significant impact. The City
closed the FY09-10 books with a positive fund balance, and projects to do so again in
FY10-11. Staff recommends using one-time funds to pay down the City's pension
liability to mitigate future contribution rates. Representatives from Finance are meeting
with the CaIPERS actuary on February 7 to explore options to do this and will return to
Council with specific recommendations and requests for action balance.
Position changes include those related to the reorganization that eliminated the
Community Maintenance Department, adjustments to salary ranges, or position
1
reclassifications. Other changes include the addition of a limited term RDA funded
community relations coordinator in the City Manager's office, positions in Finance to
administer taxicab franchises (funded through franchise revenue), funds to support
bicycle/sharrow education and the Buy Local campaign, and carrying forward Council
contingency funds from the prior year.
Adjustments have been made in the Special Revenue Fund, the Low/Moderate Housing
Fund, the Earthquake. RDA Fund, and the Airport Fund. Details are provided in the
various attachments.
Background
At the budget mid-point, staff identifies any one-time funds available for appropriation
based on audited results from the prior year, reviews revenue receipts to date,
recommends revenue budget changes and proposes adjustments in the budget
expenditure projections, as necessary. This is also the opportunity to make position
changes for reasons related ~ to things such as reorganizations, new service
requirements, or .providing services in a more efficient manner. As Council was not
provided with a FY2009-10 year-end update, a brief report is included below.
Discussion
General Fund Status Update - FY2009-10
Beginning in 2009, the City developed amulti-pronged approach of cost reductions, fee
adjustments, employee negotiations, improved efficiencies, and limited use of one-time
funds to address projected structural deficits over several years. These actions have
borne fruit. At the close of FY2009-10, the audited undesignated General Fund balance
was $7.9 million. This result can be credited to departments' careful management of
expenditures and receipt of additional revenues of $4.7 million or 1.9% over projections.
In January 2010, departments identified $3.3 million in projected FY2009-10 cost
savings. By year-end, staff exceeded this target by an additional $4.3 million, or 1.8% of
the total budget, saving a total of $7.6 million in FY2009-10. This result eliminated the
need for the planned use of the economic uncertainty designation.
2
Since 2007, the City has prepaid its PERS contribution and has received a discount for
doing so. This savings has been "banked" and the accumulated balance is now $6.3
million for the General Fund. Staff plans to meet with CaIPERS on February 7 to
identify ways to use these one-time funds to pay down pension liabilities and reduce
future contribution rates. A recommendation will be made to Council based on the
outcome of that meeting.
General Fund Status Update - FY2010-11
This positive trend continues in the current year. General Fund revenues are expected
to exceed estimates by $6.7 million. In addition, the RDA is required make a loan
repayment of $1.8 million to the General Fund. Expenditures are expected to be $0.2
million less than budget, and subsidies to other funds are projected to be $0.7 million
less than budgeted. Partially offsetting these amounts is the expected setaside of $2.1
million in increased parking revenues from rate revisions for parking-related uses and
$1.1 million in Measure Y funds for pass-through to the Santa Monica Malibu Unified
School District. Due to the projected expenditure and revenue results, the planned
release of $2.7 million of the economic uncertainty designation and $1.6 million in other
designated fund balances (total of $4.3 million) is no longer required and a net operating
surplus of $1.7 million is projected at the end of FY2010-11. This estimate does not
include the impact of any potential additional budget savings by departments.
General Fund FY 10/11 Projected Results
($ in millions)
General Fund Estimated Ongoing Revenues:
Estimated FY 10/11 Revenues $ 256.5
RDA Loan Repayment 1.8
258.3
General Fund Estimated Expenditures and Fund Subsidies:
Operating Expenditures $ (241.3)
Capital Project Expenditures (13.3)
Subsidies to Other Funds (2.4) (257.0)
Net FY 10/11 Revenues over Expenditures $ 1.3
Change in Operating and Capital Fund Balance
Designation Increasing Available Fund Balance 0.4
Projected Surplus attune 30, 2011 $ 1.7
*Net of parking funds set aside for parking improvements in the downtown area.
3
Several revenue sources, such as parking revenue and Transient Occupancy Tax
(TOT), are exceeding projections, while others are lagging. This year, a portion (one
quarter's worth) of revenue from the new transaction and use tax (Measure Y) will be
realized. Some revenues will be dedicated to specific uses. The .additional parking
revenue realized from rate increases will fund. parking improvements in the downtown
per Council's recommendation on Mav 11, 2010.
Other than the transfer of funds between departments resulting from reorganizations,
most of the requested Midyear expenditure changes relate to the reappropriation of
prior year Council contingency funds and enhanced funding for the Buy Local Santa
Monica campaign.
FY2010-11 General Fund Revenue Adjustments.
and Changes from Adopted Budget
Revenue Increases $ Change % Change
Transactions and Use Tax 2,180,000 N/A
Transient Occupancy Tax 2,694,000 9.1%
Real Property Transfer Tax 300,000 9.4%
Parking Facility Taxes 900,000 11.1%
Various Parking Related Revenues 3,738,615 10.8%
Other 100,000
9, 912, 615
Revenue Decreases
Property Tax (859,255) (2.5%)
Sales and Use Tax (395,000) (1.4%)
Utility Users Tax (874,000) (2,7%)
Business License Taxes (300,000) (1.0%)
Investment Income (581,000) (16.1%)
Other (199, 897)
(3,209,152)
Net Revenue Increase / (Decrease) 6,703,463 2.7%
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General Fund Mid-Year Recommendations
Attachment A details proposed budget actions for FY2010-11 to adjust accounts to
reflect the status at the midpoint in the fiscal year. Below are summaries of proposed
revenue, expenditure, and balance sheet actions
Revenue Adjustments -General Fund
Revenues are expected to exceed annual budget projections by approximately $6.7
million, due in large part to increases in transient occupancy tax and structure attendant
parking rate increases, TOT, and the new transaction and use tax. Revenue sources
recommended for adjustment are identified in Attachment A.
Expenditure Adjustments -General Fund
Net appropriations for the General Fund decrease by $216,828 at Mid-Year. This
includes the elimination of the Community Maintenance Department, the addition of a
limited term RDA funded community relations coordinator in the City Manager's office,
positions in Finance to administer taxicab franchises (funded through franchise
revenue), funds to support bicycle/sharrow education and the Buy Local campaign, and
carrying forward Council contingency funds from the prior year. Equity adjustments,
which occur when a salary range for a classification is adjusted to be more competitive
within the labor market or a position is reclassified to a higher level based on a
comprehensive assessment, and savings from revised medical costs and employee
medical contributions, are also reflected. The proposed appropriation changes and
amounts are detailed in Attachment A.
Revenue Adjustments -Other Funds
Other fund revenue adjustments include:
• Decreases in tax increment revenue of $1.8 million in the Earthquake RDA, and
$0.2 million in the Ocean Park RDA reflecting lower thah anticipated assessed
values in those project areas.
• Tax increment in the Downtown RDA is increased by $0.9 million as a result of
the increase in project area assessed value reflecting the impact of the reopening
of Santa Monica Place.
5
• The Low/Moderate Income Housing fund revenues will decrease by $298,045 to
reflect the net impact on the housing set-aside as a result of the changed tax
increment projections.
• The Beach Fund has a reduction of $0.4 million due to lower than expected
beach parking revenues.
• Miscellaneous grants revenue will increase by a net of $1.6 million, reflecting
'new grants, changes to existing grants, and timing changes in the receipt of grant
revenues.
• Airport revenues are adjusted downward by $0.4 million as a result of lower than
expected landing fees and office/shop rentals.
• The Cemetery Fund revenues will decrease by $2.4 million .due to less than
anticipated lot; mausoleum, and miscellaneous sales and a delay in the
implementation of mortuary services.
• The Big Blue Bus revenues increase by $2.8 million to reflect the impact of the
fare increase as well as increases in other revenue sources.
Revenue sources recommended for adjustment are identified in Attachmeht A.
.Expenditure Adjustments -Other Funds
Proposed appropriations at Mid-Year in all non-General Fund funds total $0.9 million.
Included in the request are the following
• $1.4 million in additional Prop 1B grant funding in the Special Revenue Source
Fund to be used for the Ocean Park Blvd. Complete Green Street Project
An increase of $0:6 million in the Airport fund for professional services related to
airport visioning activities
• A reduction of $3.8 million in the Low/Moderate Housing fund due to an
adjustment in the payment schedule for the housing line of credit as principal
payments will not commence this year
• A decrease of $1.8 million in pass through payments to other agencies reflecting
lower tax increment revenues
• An increase in transfer to General Fund for positions previously funded by the
RDA CIP
• A Percent for the Arts funding increase reflects an adjustment to bring funding to
legally required levels for eligible projects
• The Wastewater Fund is proposed to increase by $0.5 million for additional CIP
program funding
6
The majority of the changes to. other funds reflect the impact of the reorganization that
eliminated the Community Maintenance Department which folded those operations into
Community .and Cultural Services and Public Works. The proposed appropriation
changes and amounts are identified ih Attachment A.
Community and Cultural Services Fees
As part of the City's multi-pronged strategy to address the projected General Fund
budget gap between spending and revenues over the next five years, the Department of
Community and Cultural Services used the results of the city-wide Cost Recovery Study
to develop a consistent and equitable pricing policy specifically for its recreation
programs and permit services, and to develop specific fee recommendations, which are
proposed to be implemented ih FY2011-12.
The proposed .Pricing Policy is to be used as a guide in establishing user fees for
.current and future Department recreation programs and permit services. Historically,
the Department has instituted new fees and fee increases based primarily on market
pricing with comparable programs, escalators to keep pace with inflation and the
availability of financial assistance for eligible participants to ensure access commuhity-
wide. Each year, specific fee increase proposals were introduced in the City's
Proposed Budget and acted upon by the City Council. This proposed Pricing Policy is
designed to build a clearer and more consistent rationale for cost recovery, resulting in
continued General. Fund support while generating increased user fee revenue where
justified to ensure the ongoing sustainability and resiliency of these important
community-serving programs.
The proposed Pricing Policy uses a community benefits continuum as a framework to
determine a desired cost recovery rate for each overall program or service and then
uses pricing indicators to assess when an increased fee may be warranted for activities
within the program or service. The fees were also compared to similar fees in other
jurisdictions. The proposed fee increases would generate approximately $350,000
annually in new revenues representing an increase of approximately 9%. Of the thirty-
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three programs and services provided by the Department and evaluated using the new
Pricing Policy, eighteen are being proposed for fee increases. Of those, seven have
activities with increases that solely. capture cost-of-living increases that have not been
applied in prior years. In addition, four new fees are being proposed including a lawn
bowling green maintenance fee, an administrative fee for processing category one
community events, a private coaching fee in the gym and a lane fee for non-resident
swim team organizations using the Swim Center 2,000 hours a year or more.
A summary of the proposed fee revisions by program category is provided below:
Program Current Cost
Recove Rate Proposed Cost
Recove Rate Estimated
Additiohal Revenue
Adult Sports Leagues 61% 64% $12,500
Aquatics 35% 38% $104,200
Community Events -
Application &
Administrative Fees 4% 8% $18,000
Community Events-
Neighborhood
Notification 38% 61% $3,200
Community Gardens 7% 9% $2,000
Community Meeting
Rooms 24% 36% $60,500
CREST -
Camp Santa Monica 11 % 12% $4,700
CREST Childcare 21% 24% .$42,600
CREST Enrichment 48% 53% $23,300
CREST -School
Break Sports Camps 23% 25% $5,500
CREST Youth Sports
Lea ues -Elementary 21% 26% $31,700
CREST Youth Sports
Lea ues -Middle Sch 13% 16% $15,000
Lawn Bowling Permits 0% 26% $1,600
Memorial Park Gym 10% 13% $12,700
Miles Playhouse 5% 6% $4,000
Outdoor Permits 24% 25% $200
Rosie's Girls 21% 23% $2,500
Sports Field Permits 35% 37% $6,000
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In proposing new and increased fees, the Department was sensitive to the fact that the
economic climate may be negatively affecting some Santa Monica youth. To ensure
continued full access to the Department's youth programs, the City will continue to
provide a very generous financial assistance program for Santa Monica resident youth
and for non-resident youth attending public school in Santa Monica and participating in
school-based programs. The City's financial assistance income eligibility scale exceeds
typical federal and state guidelines thereby allowing more people to qualify. For
instance, a family of four can qualify with an income of up to $65,000 annually. The
financial assistance program currently-serves approximately 1,100 youth with nearly
$940,000 annually in foregone revenue. Qualified youth are not turned away, however
financial assistance awards are subject to a $300 cap per child, per calendar quarter for
recreational programs. Childcare programs are not subject to the cap.
Further details,on the Pricing Philosophy, methodology used, program descriptions and
corresponding fee calculations for each program or permitting service, and the City's
financial assistance guidelines are provided in the following attachments:
Attachment C4: Proposed Pricing Policy for Recreation Programs and Permit Services
Attachment C5: Summary Chart of Benefit Levels, Cost Recovery Rates and Proposed
Fee Rates
Attachment C6: Detail of Proposed Fee Increases
Attachment C7: Financial Assistance Guidelines and Procedures
Recreation and Parks Commission Recommendations
The proposed pricing policy was brought before the Commission on December 16, 2010
and January 20, 2011, and after broad noticing of impacted users, the specific fee
increases were also brought before the Commission on January 20, 2011. The
Commission received public input at the January meeting. Relevant fee proposals were
also discussed at meetings of the Commission's Sports Advisory Council and
Community Gardens Advisory Committee.
9
In response to comments made by the Recreation and Parks Commission in December
regarding the Pricing Policy, several clarifications were made. In January, the
Commission indicated that they appreciated the clarifying changes staff made to the
Pricing Policy and found it to be a clear document. They had no other comments on the
policy. Public comment focused on the new fee category in the Aquatics Program for
regional swim teams and the- elimination of the non-profit resident rate for meeting
rooms. No public comment was received on any of the other fee increases.
Regarding the proposed fees, the Commission recommended that the fee changes be
limited to the four new proposed fees:
1) use of the Lawn Bowling Green at Douglas Park
2) a coaching fee for use of Memorial Park Gymnasium
3) a lane fee for non-resident swim teams using the Swim Center 2,000 hours a
year or more, and
4) an administrative fee for processing category 1 community event
applications.
The Commission also recommended that the City Council look at event fees and new
revenue streams; including personal training and film permit-fees in our parks, and that
non-resident fees be increased to market rates for Los Angeles County.
Based on this input, staff modified the fee proposal for park building meeting rooms to
reduce the impact on Santa Monica non-profit organizations. The original staff proposal
for park building meeting rooms eliminated non-profit rates and offered one rate for all
residents. However, staff is now proposing the inclusion of a park building meeting room
discount of 50% for Santa Monica based non-profit organizations that have at least 50%
Santa Monica residents. The revised community meeting room fee increases will still
significantly address an annual structural deficit of approximately $90,000 for facility
staffing, which in past years could be met with salary savings. However, due to budget
reductions, these savings no longer exist. Fortunately, one-time savings were able to be
utilized this fiscal year to handle the shortage, however this cannot be sustained. The
proposed additional revenue must be raised in order to avoid significant reductions in
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the hours meeting rooms are available to the public. Staff will continue to consider the
additional Commission recommendations for future years including additional increases
to non-resident rates and identifying new revenue streams to support programs and
services.
Animal Control Fees
In keeping with the policy of conducting fee studies at periodic intervals, the Police
Department conducted a study of animal control fees for animal licenses and pound
fees to ensure that the fees recover an appropriate level of cost recovery. Staff
recommends that the fees be updated to keep the cost recovery level at approximately
the same percentage (25%) as when they-were last updated approximately five years
ago. Fee recommendations are attached shown on Attachment D1 and D2. Other
Police Department fees were studies last fiscal year, so no changes are proposed.
Financial Impacts & Budget Actions
The budget impact of adoption of the mid-year changes are detailed in Attachment A of
this report.
Prepared by: David Carr, Budget Administrator
Approved:
Forwarded to Council:
e
Carol Swindell d Gould
Director of Finance City Manager
Attachments:
A: Proposed FY2010-11 Mid-Year Revenue, Expenditure and Balance Sheei
Changes
B1: Resolution Establishing New Classification and Adopting Salary Rates for Certain
Positions
B2: Position and Classification Changes
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C1: Resolution Setting the Amount of Fees to be Charged for the Use of Community
and Recreational Facilities Operated by the Community and Cultural Services
Department and for the Use of Beach Parking Lots, and a Definition of Facility
User Categories
C1a: Facility Fees Resolution - Exhibits A to F
C1b: Facility Fees Resolution -Exhibit G
C2: Resolution Establishing User Fees for Social Service, Recreation and
Community Programs, Classes and Services of the Department of Community
and Cultural Services
C3 Resolution Establishing Application Fees, Administrative Fees, and
Neighborhood Notification Fees for Community Events
C4: Proposed Pricing Policy for Recreation and Programs and Permit Services
C5: Benefit Levels and Cost Recovery Rates Summary
C6: Council Fee Increase Proposal
C7: Financial Assistance Guidelines
D1: Resolution Establishing Fees for Animal Control Services
D2: Animal Control Services Fee Resolution -Fee Listing
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PROPOSED FY2010-11
REVENUE, APPROPRIATION, AND BALANCE SHEET CHANGES
I. REVENUE ADJUSTMENTS
Fund - Deparfinent/Division
General (01) Finance/Business and Revenue
Operations
General (01) Finance/Business and Revenue
Operations
General (01) Finance/Business and Revenue
Operations
General (01) Finance/Business and Revenue
Operations
General (01) Finance/Business and Revenue
Operations
General (01) Finance/Business and Revenue
Operations
General (01) Finance/Business and Revenue
Operations
General (01) Finance/Business andRevenue
Operations
General (Ot) Finance/Business and Revenue
Operations
General (01) Finance/Business and Revenue
Operations
General (Ot) Planning and Community
Development /City Planning /
Development Review
General (Ot) Public Works/Administration
General (Ot) Fire/Administration
TOTAL GENERAL (01) FUND:
Amount
Reason
ATTACHMENT A
($874,000) To reflect a decrease in Utility Users Taxes
primarily due to lower taxes from telephone
services.
($395,000) To reflect less than anticipated Sales Taxes.
$2,180,000 To reflect expected first quarter receipts from
new voter-approved transactions and use tax
(Measure Y).
($859,255p To reflect decreases. in most property tax
categories reflecting an unexpected decrease
in assessed valuation in the City.
($300,000) Decreased Business License Taxes
reflecting the lagging effects of the economic
downturn.
$2,694,000 Increased Transient Occupancy Tax
revenues reflecting a stronger than
anticipated recovery in tourism.
$300,000 Increased Real Property Transfer Taxes,
primarily due to the sale of several large
properties.
$900,000 - To reflect greater than anticipated parking
facility tax revenues.
($581,000) To reflect decreased in investment income
reflecting the record low interest rate
environment.
$3,738,615 To reflect increases in structure attendant
parking and structure permits, primarily due
to rate increases.
($40,960) To reflect a revenue decrease in Planning
Presubmittal Review Revenue due to
significant drop in volume following the
implementation of the fee in September 2010.
$100,000 To reflect revenue from newly offered Lit
services.
($158,937) To reflect delayed implementation of Traffic
Accident Haz-mat Recovery program and
less than anticipated revenues from the new
fee charged to skilled nursing homes for
emergency responses.
$6,703,463
A-1
PROPOSED FY2010-11
REVENUE, APPROPRIATION, AND BALANCE SHEET CHANGES
Fund
DeoartmentfDivision
Beach Recreation (11) Community and Cultural
Services/Open Space
Management-Beach Administration
LowlModerate Income Housing and Economic
Housing (15) DevelopmenUHousing
Downtown RDA (16) Housing and Economic
DevelopmenUAdministration and
Redevelopment
Earthquake RDA (17) Housing and Economic
DevelopmenUAdministration and
Redevelopment
Ocean Park RDA (18) Housing and Economic
DevelopmenUAdministration and
Redevelopment
Miscellaneous Grants Various
(20)
Resource Recovery
and Recycling (27)
Fund
Public Works/ Resource Recovery
and Recycling
Airport (33) Fund
Cemetery (37) Fund
City Manager/Airport
Amount Reason
ATTACHMENT A
$3( 89,873) To reflect less than anticipated beach parking
revenues.
$2( 98,045) Less than anticipated housing setaside
revenues from the Earthquake rewvery and
Ocean Park project areas, partially offset by
greater setaside revenues from the
Downtown project area due to the reopening
of Santa Monica Place.
$867,000 Greater tax increment revenues due to the
reopening of Santa Monica Place.
$1,8( os,ooo) Less than anticipated tax increment revenues
reflecting declining assessed values
$1( 79,000) Less than anticipated tax increment revenues
reflecting declining assessed values
$1,588,151 To reflect a net increase in grant revenues
reflecting new grants, changes to existing
grants, and timing changes in the receipt of
grant revenues.
$69,550) Td reflect less from public use of the transfer
station and less recycling lease rentals,
partially offset by greater City use of the
transfer station
$3( 47,916) to reflect less than anticipated landing fees
and office/shop rentals.
Public Works/Cemetery $2,396,340) To reflect less than anticipated lot,
mausoleum, and miscellaneous sales and a
delay in the implementation of mortuary
services.
Big Blue Bus (41) Fund Big Blue Bus/Transit Programs
Totat All Funds:
$2,761,191 To reflect fate increases ($1,634,423) and a
net increase of $1,126,768 in revenue from
various other sources.
$6,431,081
A-2
PROPOSED FY2010-11
REVENUE, APPROPRIATION, AND BALANCE SHEET CHANGES
II. APPROPRIATION ADJUSTMENTS
ATTACHMENT A
Fund DeoartmenUDivision Amount Reason
General (D1) City Council $147,738 To reflect an appropriation of unspent
contingency funds from FY2009-10.
General (01) City Manager's Office $56,792 To reflect the addition df a limited term RDA
funded 1.0 FTE Community Relations
Coordinator.
General (01) Finance $181,436 To reflect the addition of 1.0 FTE Treasury
Supervisor, 1.0 FTE Taxi Franchise Program
Coordinator, 1.0 FTE Admin.Staff Assistant
and other additional position changes. These
costs will be offset by taxicab franchise fees.
General (01) Human Resources $1,564 To reflect a minor salary and wages equity
adjustment.
General (01) Planning and Community $17,295 Adjustment reflects the appropriation df funds
Development to support bicycle and sharroweducation and
outreach approved by City Council and minor
salary and wages equity readjustment.
General (01) Police ($2,037) To reflect salary and wages adjustment from
position changes.
General (Ot) Community Maintenance ($27,108,261) Changes are a result of the reorganization
that eliminated the Community Maintenance
Department.
General (01) Community and Cultural Services $11,771,412 Changes are a result of the reorganization
that eliminated the Community Maintenance
Department and other program adjustments.
General (01) Public Works $15,359,757 Changes are a result of the reorganization
that eliminated the Community Maintenance
Department and other program adjustments.
General (01) Housing and Economic $62,400 Changes reflect decreased grant funding.
Development offset by a replenishment of funds for the Buy
Local Santa Monica campaign approved by
City Council.
General (01) Non-Departmental/ Interfund ($704,924) Reflects savings resulting from revised
Transactions medical costs and employee contributions to
medical for the second half of FY2010-11.
Total General (01)
Special Revenue Fund Capital Improvement Program
(04)
Beach Fund (11)
Beach Fund (11)
Community Maintenance
CommuniTy and Cultural Services
Total Beach (11)
($216,828)
51.354.680 Reflects additional Prop 1B grant funding.
($2,675,799) Changes are a result of the reorganization
that eliminated the Community Maintenance
Department.
$2,738,664 Changes are a result of the reorganization
that eliminated the Community Maintenance
Department and other program adjustments.
A-3
ATTACHMENT A
PROPOSED FY2010-17
REVENUE, APPROPRIATION, AND BALANCE SHEET CHANGES
Fund DeoartmenUDivision Amount Reason
Low/Moderate Income Non-Departmental/All Others (53.783.3331 Reflects a decrease due to a delay in
Housing (15) Principal repayment for Line of Credit.
Downtown RDA (16)
Earthquake RDA (17)
Earthquake RDA (17)
Total Earthquake RDA
(17)
Miscellaneous Grants
(20) .
Miscellaneous Grants
(20)
Miscellaneous Grants
(20)
Miscellaneous Grants
(20)
Non-Departmental/All Others Reflects increased Tax Increments due to the
opening of Santa Monica Place.
Non-Departmental/All Others $1,441,254 Reflects a decrease in Tax Increment
payments to other agencies and an increase
_ in transfer to General Fund for positions
previously funded by CIP.
Community and Economic $335,200 Reflects an increase in the share of eligible
Development Capital CIP projects.
ImprovemenUPercentfnr the Arts
51.776.454 -
Library
Community Maintenance
Community and Cultural Services
Public Works
Miscellaneous Grants Capital Improvement Program
(20)
Total Miscellaneous Grants (20)
$5,000 Reflects additional grant funds for the Library.
($260,550) Changes are a result of the reorganization
that eliminated the Community Maintenance
Department
$62,300 Changes are a result of the reorganization
that eliminated the Community Maintenance
Department.
$198,250 Changes are a result of the reorganization
that eliminated the Community Maintenance
Department.
$179,575 Reflects additional grant funds for Capital
5184.575 Improvement Projects.
Beach House Fund (24) Community Maintenance ($1,598,045) Changes are a result of the reorganization
that eliminated the Community Maintenance
Department.
Beach House Fund (24) Public Works $1,598,045 Changes are a result of the reorganization
that eliminated the Community Maintenance
Department.
Total Beach House - $0
Fund (24)
Pier Fund (30) Community Maintenance ($1,926,280) Changes are a result of the reorganization
that eliminated the Community Maintenance
Department.
Pier Fund (30) Public Works $1,926,280 Changes are a result of the reorganization
that eliminated the Community Maintenance
Department.
Total Pier Fund (30) $Q
Wastewater Fund (31) Capital Improvement $500.000OOQ Reflects additional program funding.
A~
PROPOSED FY2010-11
REVENUE, APPROPRIATION, AND BALANCE SHEET CHANGES
ATTACHMENT A
Fund Deoartment/Division Amount Reason
Airport Fund (33) Community Maintenance ($713,638) Changes are a result of the reorganization
that eliminated the Community Maintenance
Department.
Airport Fund (33) Public Works - $713,638 Changes are a result of the reorganization
that eliminated the Community Maintenance
Department.
Airport Fund (33) City Manager's Office/Airport $600,000 Reflects an increase in professional services
agreements related to airport visioning
process.
Total Airport Fund (33) $y$
Big Blue Bus (41) Big Blue Bus ($55.206) Reflects a decrease in the grant amount of
Local Return approved by Metro.
Vehicle Management Community Maintenance ($5,778,327) Changes are a result of the reorganization
Fund (54) that eliminated the Community Maintenance
Department.
Vehicle Management Public Works $5,778,327 Changes are a result of the reorganization
Fund (54) that eliminated the Community Maintenance
Department.
Tofial Vehicle Management (54) ~
Workers Compensation Finance/Risk Management
(59)
586.989 Reflects the addition of 0.5 FTE
Administrative Staff Assistant and 1.3 FTE
Staff Assistant II that will be focused on
reducing workers compensation costs.
Total All Funds:
III. BALANCE SHEET CHANGES
General (01) Balance Sheet Transfer- in
Special Revenue Fund Balance Sheet Transfer - in
(04)
$657,546
$25,000 Reflects release of designation for bicycle
outreach program funding.
$65,000 Reflects release of designation for GLOW
festival funding.
A-5
ATTACHMENT C4
PROPOSED PRICING POLICY FOR
RECREATION PROGRAMS AND PERMIT SERVICES
CITY OF SANTA MONICA
COMMUNITY & CULTURAL SERVICES DEPARTMENT
C4-1
COMMUNITY AND CULTURAL SERVICES DEPARTMENT
PROPOSED PRICING POLICY FOR
RECREATION PROGRAMS AND PERMIT SERVICES
Santa Non4m°
This Pricing Policy is to be used as a guide. in establishing user fees for current and
future Department recreation programs and permit services. Historically, the
Department has instituted new fees and fee increases based primarily on market pricing
uvith comparable programs, escalators to keep pace with inflation and the availability of
financial assistance for eligible participants to ensure access community-wide. Each
year, specific fee increase proposals were introduced in the City's Proposed Budget and
acted upon by the City Council.. This proposed Pricing Policy is designed to build a
clearer and more consistent rationale for cost recovery, resulting in continued General
Fund support while generating increased user fee revenue where justified to ensure the
ongoing sustainability and resiliency of these important community-serving programs.
THE FRAMEWORK: THE COMMUNITY BENEFITS CONTINUUM
The Community Benefit Continuum -Recreation Programs. The Department of
Community and Cultural Services provides an array of recreation programs. In order to
determine the extent to which these programs should be sustained by the City's
General Fund versus user fees, a "community benefit continuum" has been developed
to assist in categorizing these programs and establishing the appropriate levels of
financial support. For this purpose, "community" relates to the residents of Santa
Monica. This continuum. contains four benefit categories: broad community benefit,
targeted community benefit, core community benefit, and individual benefit.
• Broad community benefit is at one end of the continuum and applies to programs
where users have unstructured, open access to specified recreational areas. As
such, significant support from General Fund tax dollars to cover the costs of
delivering this access is justified. Examples of programs include the Playground
Partnership and Playground Access.
• Targeted community benefit applies to programs that serve targeted populations
with special needs including low income families, seniors, at-risk youth and
people with disabilities. These programs receive significant General Fund
support with little or no fees in order to ensure active participation by these
groups who otherwise might not have access. Examples of programs include the
Senior Recreation Center, PAL, Virginia Avenue Park, and adaptive recreation
programs such as "Santa Monica Adaptive Recreation and Sports" (SMARS).
• Core community. benefit programs address a community priority historically
identified by the City Council during the annual budget process as a core
program area that should receive funding priority. In the case of recreation
programs, these core areas include Youth, and Recreation and Active Living.
C4-1
• Because these areas have been identified by the City Council as funding
priorities, the programs receive significant General Fund support along with
moderate .user fees to help cover the operating costs. Examples of programs
include "Childcare, Recreation, Enrichment, Sports, Together" (CREST), Adult
Sports, Aquatics and The Cove, Santa Monica Skatepark.
• Individual benefit is on the far end of the continuum, and applies to programs that
do not primarily serve members of a targeted population or meet a core
community priority as identified by the City Council but provide a high level of
individual benefit. These programs result in positive individual benefits from
participation, and therefore user fees should cover most, if not all, of the
operating costs. Examples include instructional programs that focus on individual
skill development or social activities such as Community Classes.
Direct service programs offered by the Community Recreation and Human Services
Divisions are categorized into each of the four benefit categories based on the extent to
which the programs meet the benefit category definitions.
Categorizing Recreation Programs. To aid in the categorizing of recreation programs
by benefit level, criteria with a ranking system have been established. These benefits
criteria take into consideration factors as noted below. By developing rankings of 10 =
mostly true; 5 =somewhat true and 0 =mostly false, use of the criteria results in an
average ranking for each program. This ranking is conducted by an interdivisional group
of program staff from the Department that are knowledgeable about the programs being
categorized
Rankings have been based on the benefits criteria as follows:
• The program allows open access (drop-in)
• The program meets the Recreation and Active Living Community Priority
historically approved by the City Council
• The program meets the Youth Community Priority historically approved by the
City Council
• The program primarily serves low income residents
• The program primarily serves at-risk youth, people with disabilities or seniors
• There is a high demand for the program/service. It consistently fills or is at or
above 80% capacity
• Similar opportunities are not available in the local private sector or neighboring
cities.
• The program primarily does not provide individual instruction/curriculum
Using the average ranking for each recreation program, the program is then matched to
the appropriate community benefit level, with the highest ranked indicating broad
community benefit and the lowest indicating individual benefit as follows:
C4-2
Averaoe Rankino Community Benefit Level
7 to 10 Broad Community Benefit
7 to 10 Targeted Community Benefit
4.1 to 6.9 Core Community Benefit
1 to 4 Individual Benefit
The Community Benefit Continuum -Permit Service. The Community and Cultural
Services Department not only provides recreational programs but also issues permits
for the use of the parks, beaches, open spaces and facilities to individuals, schools and
organized user groups. Permit services are also categorized and placed on a
"community benefit continuum" of three benefit levels.
The benefit level criteria are as follows:
• Open community access: Permits issued are for recreational, cultural, or social
services activities that allow open access to the public.
• Limited community access: Permits issued are for recreational, cultural or social
services activities requiring membership, admission or registration fees to
participate. (i.e. field permits, meeting rooms, Miles Playhouse, community
events, lawn bowling)
Private access: Permits issued are for a private use (i.e. film permits, community
gardens, surf permits)
Various categories of permits .are available, i.e., field permits, meeting room permits,
surf permits. Individual permits issued within these various categories may align with
different benefit levels however an overall benefit level is assigned to each permit
category. If 67% or more of permits issued annually within a category align with a
specific benefrt level, than that benefit level is assigned to the permit category. If the
permits issued result in less than 67% alignment with each of the benefit levels, then the
benefit level assigned to that permit category is limited community access.
ALIGNING COST RECOVERY RATES WITH COMMUNITY BENEFIT LEVELS
Establishing Cost Recovery Rates. Cost recovery rates for each program or permit
service are calculated based on the total annual delivery cost compared to the amount
of revenue realized for that program or service for the year. Total annual delivery costs
generally include direct staffing costs, supplies and expenses, custodial services,
department and divisional administrative costs as well as a factor for overhead costs for
support services received from internal departments.
Cost Recovery Ranges. The community benefits continuum also assigns "cost
recovery ranges" to each category in order to assist in establishing equitable user fees
for the program and services within the benefit categories. These ranges are based on
the premise that those programs and services with greater community benefit should
receive more General Fund support and thus have lower "cost recovery rates"
C4-3
generated from user fees. Conversely, those programs and services that result in the
highest individual benefit should rely less on the General Fund for support and thus
have a higher "cost recovery rate" supported by user fees. Stated in ranges for each
benefit level, these cost recovery rates (or the percentage that user fees and other
revenue contribute to the overall delivery cost of the program) are as follows:
Recreation Programs:
Community Benefit Level
Broad Community Benefit
Targeted Community Benefit
Core Community Benefit
Individual Benefit
Cost Recovery Ranoe
0%
0% -25%
26% -75%
76% -100%
Permit Services:
Community Benefit Level
Open Community Access
Limited Community Access
Private Access
Cost Recovery Range
0% - 25%
26% - 75%
76% - 100%
PRICING INDICATORS AND ESTABLISHING FEES
The current fee of each activity within a program or fee within a permit service is then
reviewed to determine the extent to which it is aligned with a number of pricing
indicators. Instituting a new fee or increasing a fee may be warranted when:
• The program or permit service does not fall within the appropriate cost recovery
range
• Fees are "under market" and are below those charged by comparable cities
and/or service providers
• Annual fee adjustments that are currently based on Consumer Price Index and/or
other escalators have not kept up with the cost increases
• The activity or permit service warrants a fee and a fee has not existed before or
has not been increased in many years.
• Increased fees are not expected to significantly decrease participation or use
which would result in decreased overall revenue
• Imposing higher fees are not expected to pose an economic hardship on most
users
• Financial Assistance is available
The fee is inequitable to other like activities or services
Specific non-resident fees may be instituted or increased when:
• Demand for the activity or permit exceeds capacity
• Verifying residency is practical and cost effective
• A high percentage of participants are non-residents
• Instituting or increasing the fee is not expected to result in an overall loss of
revenue for the activity or service
C4-4
Annual cost escalators are to be used where appropriate to aid in addressing cost
increases. Fees should be reviewed during budget cycles and adjusted as appropriate
based on the pricing indicators, factoring in the desired cost recovery ranges. In cases
where a program or services is significantly out of line with its cost recovery range,
multi-year strategies should be considered.
C4-5
Benefit Levels and Cost Recovery Rates Summary
Cost Recovery Levels: RECREATION PROGRAMS
Attachment C5 1i24i2D11
0% Broad Community Benefit Programs where participants have open access to specified recreational areas. As such, significant support from General Fund tax
dollars to cover the costs of delivering this access is justified.
0% - 2S% Targeted Community Benefit Programs that serve targeted populations with special needs including low income families,- seniors, ~at-risk youth and people with
disabilities. These programs receive significant General Fund support with little or no fees in order to ensure active participation by
these rou s who otherwise mi ht not have access.
26% - 75% Core CommunityBenefit Programs that meet a community priority area as historically identified by the City Council as a core community priority, i.e., Youth,
Recreation and Active Living. Because these areas have been identified by the City Council as funding priorities, the programs
receive significant General Fund support along with moderate user fees to help cover the operating costs.
76% -100% Individual Benefit Programs that do not primarily serve members of a targeted population or meet a core community priority, as identified by the City
Council but provide a high level of individual benefit. These programs result in positive individual benefits from participation, and
therefore user fees should cover most, if not all, of the o eratin costs.
PROPOSED
CURRENT NET NEW TOTAL
PROGRAMS BENEFIT CURRENT COST -COST PRICING INDICATORS PROPOSED
BUDGETED REVFROM ~ REVENUE
LEVEL RECOVERY RATE RECOVERY USED REVENUE
aera w ~ ~ H v REVENUE BUDGET INCREASE
Dund Partnership Broad 0% $ _
Playground Access Broad 0% $ _
Activities League' Targeted 1% $ 14,000
a Avenue Park' Targeted 0% $ 5,500
Programst Targeted 1% $ 5,500
aptive Recreation & Sports (SMARS)~ Targeted 8% S 21 5nn
The Cove, Santa Monica Skate Park Core 7% $ 18,577
Airport Drop-in Soccer
Community Classesa'° Core 27%
Individual 94% ~ ~ $
$ 5,000
976 231
SUB-TOTAL NEW REVENUE $ 254,499
F:\BUdget\Share\MID-TERM BUDGET\MY2010-11\Staff Report and Exhibits\Attachment CS-Benefit and Cost Recovery.xlsx CS-],
Cost Recovery Levels: PERMIT SERVICES
0 - 25% Open Community Access Permits issued are for recreational, cultural, or social services opportunities with open access to the public
26% - 75% Limited Community Access Permits issued are for recreational, cultural, or social services opportunities requiring membership, admission, or registration fees to
artici ate (i.e. field ermits, meetin rooms, Miles Pla house, communit events)
76% - 100% Private Access Permits issued are for a private use (i.e. film permits, community gardens, surf permits)
Various categories of permits are available, i.e., field permits, meeting room permits, surf permits. Individual permits issued within these various categories may align with different
benefit levels however an overall benefit level is assigned to each permit category. If 67~ or more of permits issued annually within a category align with a specific benefit level, than
that benefit level is assigned to the permit category. If the permits issued result in less than 67% aligriment with each of the benefit levels, then the benefit level assigned to that
permit category is limited community access.
PROPOSED
CURRENT VARIANCE TOTAL
PERMITS BENEFIT CURRENT COST COST PRICING INDICATORS PROPOSED
BUDGETED FROM REVENUE
LEVEL RECOVERY RATE RECOVERY USED REVENUE
on>•c cv n r~o REVENUE BUDGET INCREASE
Concession Stands" Limited 56% $ 5,058
SportsStoragea Limited 30% S 6.879
Limited 54%
Surt Permits Private SS% $ 32,022
Beach Filming Permit' Private 147% Fees to be evaluated with City-wide filming $ 63,550
Park Filming Permita Private 14% fee assessment-Public Works $ 4,300
SUB-TOTAL NEW REVENUE $ 95,567
NOTES: TOTAL NEW REVENUE -Programs and Permits $ 350,066 S.9%
1. Revenue totals include Proposition A Transportation funds in addition to user fees, if any.
2. Cost recovery rates do not include Public Works costs for any programs or service permits. These costs may be especially significant for aquatics. The cost recovery rate indicated
may be significantly lower if these costs were applied.
3. Cost recovery rates do not include Public Landscape/Beach Maintenance costs with the exception of Lawn Bowling Green and Playground Partnership. These costs may be
significant for community classes, adults sports leagues, outdoor courts and field permits. The recovery. rates indicated may be significantly lower if these costs were applied.
4. Community Classes rates are established by negotiation with contracted instructors, rather than fees established by City Council.
5. Tennis Reservations applies to public use of Reed Park courts, and Ocean View courts on weekends and summer weekdays, plus permits for private instructors, schools and
tennis organizations. Free first-come-first-served use of tennis courts is available at Memorial, Douglas, Clover, Marine and Los Amigos Parks.
F:\BUdget\Share\MID-TERM BUDGET\MY2010-11\Staff Report and Exhibits\Attachment CS -Benefit and Cost Recovery.xlsx
CS-2
PRICING INDICATORS -PROGRAM ACTIVITIES AND PERMITS
Fees should be imposed or increased when:
CODE DESCRIPTION
A Program or permit service does not meet targeted cost recovery level
B Fees are "under. market" and are below those charged by comparable cities and/or service providers
C Annual fee adjustments that are currently based on Consumer Price Index ahd/or other increases have not kept up with cost increases
D The activity or permit service warrants a fee and a fee has not existed before or has not been raised in many years
E Increased fees are not expected to significantly decrease participation or use, thereby decreasing overall revenue
F Imposing higher fees are not expected to pose an economic hardship on most users
G Financial Assistance is available
H The fee is inequitable to other like activities or services
Non-resident fees should be imposed or increased when:
CODE DESCRIPTION
I Demand for activity or permit service exceeds capacity
J Verifying residency is practical and cost effective
K A high percentage of participants are non-residents
L Instituting or increasing the fee is not expced to result in an overall loss of revenue for the activity or service
F:\BUdget\Share\MID-TERM BUDGET\MY2010-11\Staff Report and Exhibits\Attachment CS -Benefit and Cost Recovery.xlsx C5-3
ATTACHMENT C6
RECREATION PROGRAMS AND PERMIT SERVICES
PROPOSED FEE INCREASES FY 11/12
1/24/11
CITY OF SANTA MONICA
COMMUNITY & CULTURAL SERVICES DEPARTMENT
COMMUNITY & CULTURAL SERVICES
PROPOSED RECREATION PROGRAMS AND PERMIT SERVICES FEE INCREASES FY 11/12
Table of Contents
Recreation Programs
Aquatics .....................................................................................
Memorial Park Gym ...................................................................
CREST Childcare ..................:......................................................
CREST Enrichment Classes .........................................................
CREST Youth Sports Leagues ..........................................................
CREST Camp Santa Monica .............................................................
CREST Santa Monica Sport Experience .........................................:.
Rosie's Girls Camp ..........................................................................
Adult Sports Leagues ......................................................................
Permit Services
C6-1
............:............................... C6-5
............................................ C6-8
...................:...................... C6-10
.......................................... C6-12
............................................. C6-14
.......................:..................... C6-16
............................................. C6-18
............................................. C6-20
Miles Memorial Playhouse .................................................:.................. ............................................ C6-22
Community Meeting Rooms .................................................................. ............................................ C6-24
Sports Fields ..........................:............................................................... ............................................ C6-27
Outdoor Permits .............:...................................................................... .......:...................................: C6-30
Community Events ................................................................................ ............................................ C6-32
Community Events Neighbor Notification ............................................ ............................................ C6-35
Lawn Bowling Green .............................................................................. ............................................ C6-37
Community Gardens .............................................................................. ............................................ C6-39
PROGRAM: AQUATICS
Description: The Santa Monica Swim Center provides recreational swimming, classes, other
programming and permitting of pool lanes to swim organizations. The facility has been growing in
popularity since it opened in 2002. Santa Monica residents have priority class registration and are
charged Idwerfeesthan non-residents.
Total Participants:
City Program -youth 37,306, others 111,553 (# of class registrations & drop-in enhances)
Permit Groups-approximately 15 different groups
Community Benefit level: Core Community
Current Cost Recovery Rate: 35%
Proposed Cost Recovery Rate: 38%
Pricing Indicators Used:
Indicators used to determine whether fees should be imposed or Indicator used to determine whether non-resident fees should be
increased: imposed or increased:
Program or permit service does not meet targeted cost recovery ~ Demand for activity or permit service exceeds capacity
level
Fees are "under market" and are below those charged by ~
Verifying residency is practical and cost effective
comparable cfties and/or service providers
Annual fee adjustments that are currently based on Consumer Price ~ A high percentage of participants or permittees are non-
Indexand/orother increases have not kept up with cost increases residents
The activity or permR service warrants a fee and a fee has not ~ Instituting or increasing thefee is not expectedto result in an
existed before or has not been raised in many years overall loss of revenue for the activity or service
^ Increased fees are not expected to significantly decrease
I
I participation or use, thereby decreasing overall revenue
Imposing higherfees are not expected to pose an economic
hardship on most users
~X Financial Assistance is available
The fee is inequitable to other like activities or services
Projected Revenue & Calculation Basis: A recent survey of fees in surrounding communities found that,
on average, Santa Monica has some of the lowest fees for recreational swim, swim lessons and adult
fitness classes. Staff is proposing fee increases that take into account the cost to provide services,
current market rates and affordability of specific user categories. Proposed fees for City activities were
developed by calculating a cumulative CPI increase since fees were established in FY 2003 rounded to
the nearest quarter or dollar. New fees are proposed for non-resident, non-profit permit groups with
over 2,000 permitted hours and are priced half way between the resident and non-resident permit rate.
These groups are regional in nature with less than 30% Santa Monica residents but serve a significant
number of residents.
C6-1
Current vs. Proposed Fees
RECREATIONAL/LAP SWIM: Da ily Entrance
Percentaee
Current Proposed Increase Increase
Residents-Youth $1.00 $1.25 $0.25 25%
Residents -Adult $2.50 $3.25 $0.75 30%
Residents-Senior/Student $1.25 $1.50 $0.25 20%
Residents-Family $5.00 $6.25 $1.25 25%
Non Res -Youth $2.00 $2.50 $0.50 25%
Non Res-Adult $5.00 $6.50 $1.50 30%
Non Res- Senior/Student $2.50 $3.00 $0.50 20%
NonRes-Family $10.00 $12.50 $2.50 25%
RECREATIONAL/LAP SWIM: Swim Pass (20 visits)
Residents-Youth $10.00 $12.50 $2.50 25%
Residents-Adult $40.00 $50.00 $10.00 25%
Residents-Senior/Student $20.00 $25.00 $5.00 25%
Non Res -Youth $20.00 $25.00 $5.00 25%
Non-Res-Adult $80.00 $100.00 $20.00 25%
Non-Res- Senior/Student $40.00 $50.00 $10.00 25%
SWIM LESSONS (per hour)
Residents group $8.00 $10.00 $2.00 25%
Non-Res group $16.00 $20.00 $4.00 25%
Residents semi-private $32.00 $40.00 $8.00 25%
Non-Res semi-private $70.00 $80.00 $10.00 14%
.SHARKS SWIM TEAM (includes 54 hours of programming)
Residents $90.00 $112.00 $22.00 24%
Non Res $125.00 $156.00 $31.00 25%
YOUTH SPECIALTY CLASSES (Water Polo, Diving, Synchronized Swimming -includes 8 hours of programming)
Residents $64.00 $80.00 $16.00 25%
Nan-Res $128.00 $160.00. $32.00 25%
C6-2
ADULT WATER FITNESS CLASSES
Percentaee
Sinele Class Current Proposed Increase Increase
Res-Adult $4.00 $5.00 $1.00 25%
Res-Senior/Student $2.00 $2.50 $0.50 25%
Non Res-Adult $8.00 $10.00 $2.00 25%
Non Res-Senior/Student $4.00 $5.00 $1.00 25%
10 Class Pass
Res-Adult $35.00 $44.00 $9.00 26%
Res-Senior/Student $17.50 $22.00 $4.50 26%
Non Res-Adult $70.00 $88.00 $18.00 26%
Non Res- Senior/Student $35.00 $44.00 $9.00 26%
PERMIT GROUPS
Non-Profit Youth Sports Groups
Short Course Fees leer lane per hour
Santa Monica Based $4.00 $5.00 $1.00 25%
Non SM Based /2,000 hrs $4.00 $7.50 $3.50 9%
Non Santa Monica Based $8.00 $10.00 $2.00 26%
Long Course Fees
Santa Monica Based $8.00 $10.00 $2.00 25%
Non SM Based /2,000 hrs $8.00 $15.00 $7.00 88%
Non Santa Monica Based $16.00 $20.00 $4.00 26%
Non-Profit Adult Sports Groups
Short Course Fees Iper lane per hour
Santa Monica Based $7.00 $8.75 $1.75 25%
Non SM Based /2,000 hrs $7.00 $13.00 $6.00 86%
Non Santa Monica Based $14.00 $17.50 $3.50 25%
Lone Course Fees
Santa Monica Based $14.00 $17.50 $3.50. 25%
Non SM Based /2,000 hrs $14.00 $26.00 $12.00 86%
Non Santa Monica Based $28.00 $35.00 $7.00 25%
C6-3
Other Or¢anizations & Businesses
Percentaee
Short Course Fees (per lane oerhour) Current Proposed Increase Increase
Santa Monica Based $16.00 $20.00 $4.00 25%
Non Santa Monica Based $32.00 $40.00 $8.00 25%
Lone Course Fees
Santa Monica Based $32.00 $40.00 $8.00 25%
Non Santa Monica Based $64.00 $80.00 $16.00 25%
Percentaee
Tournaments -Fitness Pool Onlv Current Proposed Increase Increase
SM-based NP Youth Groups $150.00 $187.00 $37.00 25%
Non SM-Based NP Youth
2,000 hrs $150.00 $280.00 $130.00 87%
SM-based NP Adult
Groups $250.00 $312.00 $62.00 25%
Non SM-Based SP Adult
2,000 hrs $250.00 $468.00 $218.00 87%
Gross Projected Revenuelncrease $165,612
20% decrease due to higher permit fees ($ 61,428)
Net Projected Revenue Increase $104,185
Comparisons
Cities included in comparison: Culver City, Torrance, Beverly Hills, West Hollywood, EI Segundo, Los
Angeles, Santa Monica YMCA. Staff conducted a review of programming and permit fees for use of other
cities' pools.
Financial Assistance Program (FAP) for Youth Participants: Assistance in the form of a discount is
offered to families who qualify and is based on income. Assistance is available to youth who live in Santa
Monica. Verification of residency, school enrollment and income are required. Currently, the City
provides financial assistance in the amount $14,700 for Aquatics programs annually.
Date of Previouslncrease:July 2002
Effective Date of Proposed Increase: July 1, 2011
Public Notification of Proposed Fee Increase: The public was notified through the Swim Center web
site, postings at the Swim Center and sending notifications to ongoing permit groups. The fee change
was also brought before the Recreation and Parks Commission on January 20, 2011.
C6-4
PROGRAM: MEMORIAL PARK GYM
Description: Memorial Park Gym is open to the public for drop-in basketball, volleyball and pickleball.
Participants pay a fee to access the gym, ranging from $1- $3 per entry depending on age and residency.
In addition, group permits for use of the gym are issued for either the full gymnasium, or half.
Individuals can take out a permit to use the gym for parties, or play. Although private and semi-private
coaching occurs during drop-in recreation, there is currently no fee structure in place for this activity.
This allows private coaches to pay the same entrance fee as participants while they are using the gym as
a place of business and charging clients market rates. The amount of private coaching in the gym has not
been tracked, but it is estimated that it may be occurring 3 -4 hours per week.
Total Participants:
Private Coaching: Estimated 2 coaches per week
Drop In: youth 1,491, others 8,674 (# of entrances)
Gym Rentals: schools 426 hours, others 250 hours
Current Benefit Level: Core Community
Current Cost Recovery Rate: 10%
Proposed Cost Recovery Rate: 13%
Pricing Indicators Used:
Indicators used to determine whether fees should be. imposed or Indicators used to determine whether non-resident fees should be
increased: imposed or increased:
Program or permit service does not meet targeted cost recovery ~ Demand for activity or permit service exceeds capacity
level
Fees are "under market" and are below those charged by ~ Verifying residenry is practical and cost effective
comparable cities and/or service providers
Annual fee adjustments that are currently based on Consumer Price ~ A high percentage of participants or permittees are non-
Indexand/or other increases have not kept up with cost increases residents
The activity or permit service warrants a fee anda fee has not
existed before or has not been raised in many years
Increased fees are not expected to significantly decrease
participation or use, thereby decreasing overall revenue
Instituting or increasing the fee is not expected to result in an
overall loss of revenue for the activity or service
Imposing higherfees are not expected to pose an economic
hardship on most users
Financial Assistance is available
The fee is inequitable to other like activities or services
Projected Revenue & Calculation Basis:
Private Coaching: The proposed new Private Coaching Fee will create a system similar to private tennis
instruction at the City's public courts where instructors are required to pay an Instructors Fee for public
court usage while teaching, as well as the current Fitness Trainers Fee for private training at the
Annenberg Community Beach House fitness room. Staff proposes setting the fee at $10 per hour for up
to 2 clients. This rate is the same as the Beach House Fitness Trainer Fee. (Both fees are lower than the
$14.40 Tennis Instructor fee, as tennis instructors are granted exclusive court use, but coaches and
trainers have shared use of facilities.) In addition to the Private Coaching Fee, coaches will be required
to have a Santa Monica business license and obtain insurance.
C6-5
Drop-In Gym: Fees for the drop in gym program have not increased since FY 2003-04. Based on a
cumulative CPI from that year to the present, the proposed daily entrance fee increase for residents
would average $0.33 and for non-residents would average $0.50.
Drop-In Daily Entrance Percentaee
Residents Current Proposed Increase Increase
Youth $1.00 $1.25 $0.25 25%
Adult $2.00 $2.50 $0.50 25%
Senior $1.00 $1.25 $0.25 25%
Drop-In Daily Entrance
Percentaee
Non-Residents Current Proposed Increase Increase
Youth $1.00 $1.25 $0.25 25%
Adult $3.00 $3.75 $0.75 25%
Senior $2.00 $2.50 $0.50 25%
Drop-In C!uarterly Pass
Percentaee
Residents Current Proposed Increase Increase
Youth $12.00 $14.50 $2.50 21%
Adult $25.00 $31.25 $6.25 25%
Senior $12.00 $15.00 $3.00 ZS%
Non-Residents
.Youth $15.00 $19.00 $4.00 27%
Adult $30.00 $37.50 $7.50 25%
Senior $15.00 $18.75 $3.75 2S%
Gym Rentals; Memorial Park Gymnasium is permitted to private schools, community groups and
individuals for sports activities. It is believed that the current permit fees were established in the 1990's.
Staff is proposing the gym rental fees be raised by compounded CPI increase from 2003.
Residents Current Fee Proposed Fee Increase
1/2 Gym $28/hr $35/hr $7/hr
Full Gym $56/hr $70/hr $14/hr
Non-Res Current Fee Proposed Fee Increase
'/: Gym $40/hr $50/hr $10/hr
FuIIGym $75/hr $100/hr $25/hr
Percentaeelncrease
25%
25%
Percentaeelncrease
25
33%
C6-6
Gross Projected Revenue Increase -Private Coaching
50% decrease in participation due to higher fees
Gross Projected Revenue Increase -Drop-In Gym
10•~ Decrease in participation due to higher fees
Gross Projected Revenue Increase- Gym Rental
10% Decrease in participation due to hiaher fees
Net Projected Revenue Increase
$1,560
$- 780
$4,766
$- 476
$8,442
S- 844
$12,688
Current Fees with Comparisons
Private Coaching: No comparisons available, as private coaching is not allowed in other area gyms.
Gym Droo-in: The following cities have gymnasiums with drop-in play, however do not charge entrance
fees: Torrance, EI Segundo, Inglewood, Los Angeles (Penmar, Westchester, Westwood, Palisades,
Venice, Mar Vista, Cheviot Hills)
$20.00 processing fee
Financial Assistance Program for Youth Participants: Assistance in the form of a discount is offered to
families who qualify and is based on income. Assistance is available to youth who live in Santa Monica.
Verification of residency, school enrollment and income are required. Currently, the City offers financial
assistance for eligible youth to participation in Gymnasium Drop-In. Currently, no financial assistance
has been requested.
Date of Previous Increase: Unknown, but believed to be in the 1990's
Effective Date of Proposed Increase: July 1, 2011
Public Notification of Proposed Fee Increases: The proposed gymnasium fees were posted at Memorial
Park Gym and on the Community Sports webpage. The fee notice was also sent to regular gym
permittees. The fee was also brought before the Recreation and Parks Commission on January 20, 2011.
C6-7
PROGRAM: CREST CHILDCARE
Description: This CREST program provides on-site before-and after-school child care at the Cit~fs seven
elementary schools in partnership with the Santa Monica Malibu Unified School District. The District
operates grades K-3, and the City operates grades 4-5.
Total Participants: youth 2,300 registrations
Community Benefit Level: Core Community
Current Cost Recovery Rate: 21%
Proposed Cost Recovery Rate: 24%
Primary Pricing Indicators Used:
Indicators used to determine whether fees should 6e imoosed or Indicators used to determine whether non-resident fees should be
increased: imoosed or increased:
Program or permit service does not meet targeted cost recovery ^
level Demand for activity or permit service exceeds capacity
a Pees are "under market" and are helow those charged by ^
comparable cities and/or service providers Veri in residen
fy g ty is practical and cost effective
Annual fee adjustments that are currently based on Consumer Price ^ A high percentage of participants or permittees are non-
Indexand/orother increases have not kept up with cast increases residentr
^ The activity or permit service warrants a fee and a fee has not ^ Instituting or increasing the fee is not expected to result in an
existed hefore or has not been raised in many years overall loss of revenue for the activity or service
Increased fees are not expected to significantly decrease
participation or use, thereby decreasing overall revenue.
Imposing higher fees are not expected to pose an economic
hardship on most users
^X Financial Assistance is availahle
. The fee is inequitable to other like activities or services
Projected Revenue & Calculation Basis: City staff is proposing an increase to the monthly fee. This
increase is consistent with the fee -that the District charges for their portion of the CREST Childcare
program and also brings the program's fees in-line with other local school-based after-school programs.
Current Monthly Fee Proposed Monthly Fee Increase
- Percentagelncrease
$300.00 $350.00 $50.00 17%
Gross Projected Revenue Increase $42,550
Decrease in participation due to higher fees (S Oj
Net Projected Revenue Increase $42,550
C6-8
wrrenr reel wan compansons
Program Adult to Maximum Program
Fee oer Month es Total class time
Name youth Ratio Ca aci Location
Culver City $188/month Ages 6-12 1:10 30 per site M-F for 3 hours 2 schools
($47/week) (Grades K-6) & 3 parks
-CitXof Santa ~3D0/month--& Ages? it 1c16 SDlpersite 7AM-school ~bell& ~ 7scRonCs i
Manica onetime $Sfl=~~ ;(Grades 4-6)-~ .aftersch'ool until 6PM
rngistration fee
~ ~ -
Glendale $380/month & annual Ages 7-12 1:15 ~ 40 per site 7 AM-school bell & All school
Un'rfied $80 registration fee (Grades 3-5) afterschool until 6PM sites '.
Manhattan $400/month & annual Ages 7-12 1:15 40 per site 7 AM-school bell & All school
Beach $SO registration fee (Grades 3-5) afterschool until 6PM sites
Unified
SM-Malibu $350/month & annual Grades 1-3 1:15 40 per site Afterschool-6 PM All school
USD $50 registration fee sites
SM YMCA $300/month & .Grades K-6 1:8-10 30 in each 1:30-5:30 PM SM Family
$60 registration fee age group YMCA
STAR $420 month (approx. Grades K-5 1: 10-14 Unlimited Afterschool-6 PM Elementar
$4,200 per school y schools
year) + one time $66
registration fee
Financial Assistance Program: Assistance in the form of a discount is offered to families who qualifyand
is based on income. Assistance is available to youth who live or attend public school in Santa Monica.
Verification of residency, school enrollment and income are required. Currently, the City provides
financial assistance in the amount $528,704 for CREST Childcare programs.
Date of Previous Increase: July 1, 2009
Effective Date of Proposed Increase: July 1, 2011 (Program starts in September 2011)
Public Notification of Proposed Fee Increase: Notices were posted on the Human Services Division
website, at all public elementary and middle schools in Santa Monica and will be included in re-
enrollment packets; which will be sent to incoming 4th and 5th grade parents in April and May. The
changes were also included on the agenda for the Recreation and Parks Commission meeting on January
20, 2011.
C6-9
PROGRAM: CREST ENRICHMENT CLASSES
Description: The CREST Enrichment program provides before- and after-school classes at seven
elementary schools and two middle schools in Santa Monica. CREST Enrichment operates Monday -
Fridayand provides classes for grades K-8.The mission of the CREST Enrichment Program is to present a
wide variety of high quality, affordably priced before- and after-school enrichment classes, which
enhance the education of Santa Monica school students.
Total Participants: youth 3,000 registrations
Community Benefit Level: Core Community
Current Cost Recovery Rate: 48%
Proposed Cost Recovery Rate: 53%
Primary Pricing Indicators Used:
Indicators used to determine whether fees should he imposed or Indicators used to determine whether non-resident fees should be
increased: imposed or increased:
Program or permit service does not meet targeted cost recovery
level ^ Demand for activiTy or permit service exceeds capacity
Fees are "under market' and are below those charged by ^ Verifying residency is practical and cost effective
comparable cities and/or service providers
Annual fee adjustmenu that are currently based on Consumer Price ^ A high percentage of participants or permittees are non-
Indezand/or other increases have not kept up with cost increases residents
The activity or permit service warrants a fee and a fee has not
existed before or has not been raised in many years
Increased fees are not expected to significantly decrease
participation or use, thereby decreasing overall revenue
Instituting or increasing the fee is not expected to result in an
overall loss of revenue for the activity or service
Imposing higher fees are not expected to pose an economic
hardship on most users
Financial Assistance is available
The fee is inequitable to other like activities or services
Projected Revenue & Calculation Basis:
Current Fee Anticipated Increase Percentage Increase
$90.00 - $180.00 $10.00 Up to 11%
Enrichment fees are negotiated with contracted instructors and not adopted by the City Council.
Gross Projected Revenuelncrease $23,250
Decrease in participation due to higher fees (S 0 )
Net Projected Revenue Increase $23,250
C6-10
current tees warn comparisons
Program Resident Fee Non-Res. Fee Aees Total class time Program Location
Name
Beverly Hills $112 25% more for Grades 45-60 minutes Elementary school
non-residents Preschool-S (8-9 class sessions) sites
city of Santa !
$90
Same _
;Ages 5 14 ?, __ _
1 hour classes ` _
7 elementary & 2
Mooiw .' (8 ciasssessions}
~ middleschoo~sttes
Planet Bravo $145 Same Ages 2 years & 1 hour classes John Adams Middle
up (8-class sessions) School
STAR $128 Same Ages 2 years & 1 hour classes Elementary schdol
up (8-class sessions) sites
Torrance $70 Varies Ages 2 years & 1 hour classes Teen Center,
up (8-10 (class sessions) Recreation Center &
Cultural Arts Center
Financial Assistance Program: Assistance in the form of a discount is offered to families who qualify and
is based on income. Assistance is available to youth who live or attend public school in Santa Monica.
Verification of residency, school enrollment and income are required. Currently, the City provides
financial assistance in the amount $60,750 for CREST Enrichment programs.
Date of Previous Increase: July 1, 2002
Effective Date of Proposed Increase: July 1, 2011
Public Notification of Proposed Fee. Increase: Notices were posted on the Human Services
Division website, at all public elementary and middle schools in Santa Monica and will be
included in re-enrollment packets, which will be sent to incoming 4th and Sth grade parents in
April and May. The changes were also included on the agenda for the Recreation and Parks
Commission meeting on January 20, 2011.
C6-11
PROGRAM: CREST YOUTH SPORTS LEAGUES (Elementary and Middle School Sports)
Description: This CREST program provides practice and league play in team sports for youth in grades 3
through 8 and offers an introductory program for beginners in .grades K-2. The fee covers an 8 session
series, with each session lasting 3 hours.
Total Participants: youth 2,540 registrations
Community Benefit Level: Core Community
Current Cost Recovery Rate: Middle School 13%, Elementary School 21%
Proposed Cost Recovery Rate: Middle School 16%, Elementary School 26%
Primary Pricing Indicators Used:
Indicators used to determine whether fees should be imoosed or Indicators used to determine whether non-resident fees should be
increased: imoosed or increased:
Program or permit service does not meet targeted cost recovery ~ Demand for activity or permit service exceeds capacity
level
Fees are "under market' and are below those charged by
comparable cities and/or service providers Verifying residency is practical and cost effective
f~ Annual fee adjustments that are currently based on Consumer Price ~ A high percentage of participants or permittees are non-
I ^ I Index and/or other increases have not kept up with cost increases residents
The activity or permit service warrants a fee and a fee has not
existed before or has not been raised in many years
Increased fees are not expected to significantly decrease
participation or use, thereby decreasing overall revenue
Imposing higherfees are not expected to pose an economic
hardship on most users
Financial Assistance is available
The fee is inequitable to other like aRivities or services
Instituting or increasing the fee is not expected to result in an
overall loss of revenue for the activity or service
Projected Revenue & Calculation Basis:
Current Fee Proposed Fee Increase Percentagelncrease
$90.00 $125.00 $35.00 39%
Gross Projected Revenue Increase (combined programs middle & elementary) $68,898
10% decrease in participation of full fee paying participants due to higher fees 22 225
Net Projected Revenue Increase (combined programs middle & elementary) $46,673
C6-12
Current Fees and Comaarisons
Proeram Name Fee oer Session Practices Games Fee Includes
City of Beverly Hills -
$160 Res/$200 Non-Res
1 hr 30 min/wk
8
Basketball(agesl0-14)
City of Beverly Hills-
$200 Res/$250 Non-Res
1 hr 45 min/wk
8
Basketball (ages 4-10)
City of Beverly Hills-
$105 Res/$131 Non-Res
1 hr/wk
8
Saturday Morning Soccer (ages 5-8)
City of Beverly Hills -
$12S Res/$156 Non-Res
1 hr/wk
8
Soccer (ages 5-8)
City of Beverly Hills-
$150 Res/$188 Non-Res
1 hr 30 min/wk
8
Track & Running (ages 5-12)
City of Los Angeles -
$110
1 hr/wk
S+playoffs
Uniform/Trophy
Mar Vista Recreation Center
City of Los Angeles -
$100
1 hr/wk
8
Uniform/Trophy
Penmar Recreation Center
City of Los Angeles -
Cheviot Hills Recreation Center
$115
1 hr/wk
8
Uniform/Trophy
City of Santa Monica- CREST! ~ ~ $90 ~ ~ 3 firsJwk ~ .8 -, Uniform/Trophy I
City of West Hollywood-
$6S 1-2 hr practices
10
Baseball League (ages 6-16) 2x/wk
Culver City $125 Res/$136 Non-Res 46 min/day- 8 wks No Games
Proeram Name Fee oer Session Practices Games Fee Includes
Palisades Recreation Center $125 1 hr/wk 10 Uniform/Trophy
Santa Monica YMCA-Volleyball $100/member-
$160/non-member 2hrs/wk 10
Westwood Recreation Complex-
$100
1 hr/wk
10
Uniform(7rophy
Basketball League
Financial Assistance Program: Assistance in the form of a discount is offered to families who qualify and
is based on income. Assistance is available to youth who live or attend public school in Santa Monica.
Verification of residency, school enrollment and income are required. Currently, the City provides
financial assistance in the amount $51,435 for Youth Sports Leagues programs.
Date of Previous Increase: July 1, 2009
Effective Date of Proposed Increase: July 1, 2011
Public Notification of.Proposed Fee Increase: Notices were posted on the Human Services Division
website, at all public elementary and middle schools in Santa Monica and will be included in re-
enrollment packets, which will be sent to incoming 4th and 5th grade parents in April and May. The
changes were also included on the agenda for the Recreation and Parks Commission meeting on January
2Q 2011.
C6-13
PROGRAM: CREST -CAMP SANTA MONICA (School Break Day Camps)
Description: School break camps are offered for fourteen weeks per year, two weeks in winter, two
weeks in spring, and ten weeks in summer. Camps serve elementary school children ages 8-14.
Total Participants: youth 930 registrations
Community Benefit Level: Core Community
Current Cost Recovery Rate: 11%
Proposed Cost Recovery Rate: 12%
Primary Pricing Indicators Used:
Indicators used to determine whether fees should he imoosed or Indicators used to determine whether non-resident fees should he
increased: imoosed or increased:
Program or permit service does not meet targeted cost recovery ~ Demand for activity or permit service exceeds capacity
level
Fees are "under market' and are below those charged by
comparable cRiesand/or service providers Verifying residency is practical and cost effective
Annual fee adjustments that are currently hosed on Consumer Price ~ A high percentage of participants or permittees are non-
Indexand/orother increases have not kepi up with cost increases residents
The activity or permit service warrants a fee and a fee has not ~ Instftuting or increasing the fee is not expected to result in an
existed before or has not been raised in many years overall loss of revenue for the activity or service
Increased fees are not expected to signifcantly decrease
participation or use, thereby decreasing overall revenue
Imposing higher fees are not expected to pose an economic
hardship on most users
Financial Assistance is available
The fee is inequitable to other like activities or services
Projected Revenue & Calculation Basis:
Type Current Fee Proposed Fee Increase Percentagelncrease
Residents $170.00 $200.00 $30.00 18%
Non-Residents $190.00 $220.00 $30.00 16%
Gross Projected Revenuelncrease $10,323
10% decrease in participation of full fee paying participants due to higher fees 5 600
Net Projected Revenuelncrease $4,723
C6-14
Current Fees with Comparisons-Weekly Rates
Non-Resident/
Pro¢ram Name Resident Fee
Member Fee Aees Total class time Pro¢ram Location
Beverly Hills $180-$200/week $200-$250/wk Ages 5-14 M-F, gam-Spm 2 schools & 3 parks
Culver City $110-$130/week $145-$160/week Ages 5-17 M-F, gam-6pm Veteran's Memorial
Complex
City of Santa t $170/week ? $190/iueek Ag~3 % 14 : J,A F,%30arn-Spm . Schoats; Parks & City
Monica ~ ~' _Maiotenance-Yards
Delphi Academy $401-500/week Same Ages 4-11 M-F, 8:16am-4:15pm Delphi Academy in
SM Summer ~ SM
Camp
Long Beach $90-$145/week Same Ages 5-12 Mf-F, gam-4pm City parks & aquatic
center
My Global Groove $250-$350/week Same Ages 3-13 M-F, gam-3pm Venice Center for
Cultural ($60-$70 day) Peace with Justice
Adventure and the Arts
Rustic Canyon $225/week+$60 Same Ages 6-12 M-F, loam-3pm Rustic Canyon
registration fee Recreation Center
sM YMCA Day $150-$200/week $250/week Ages 3-18 M-F, 8:30am-6pm - SM YMCA
Camps
Torrance $115/week $135/week Ages 6- 14 M-F, 8:30am-4:30pm Park sites
Financial Assistance Program: Assistance in the form of a discount is offered to families who qualify and
is based on income. Assistance is available to youth who live or attend public school in Santa Monica.
Verification of residency, school enrollment and income are required. Currently, the City provides
financial assistance in the amount $99,603 for Camp Santa Monica programs.
Date of Previous Increase: July 1, 2003
Effective Date of Proposed Increase: July 1, 2011
Public Notification of Proposed Fee Increase: Notices were posted on the Human Services Division
website, at all public elementary and middle schools in Santa Monica and will be included in re-
enrollment packets, which will be sent to incoming 4th and 5th grade parents in April and May. The
changes were also included on the agenda for the Recreation and Parks Commission meeting on January
20, 2011.
C6-15
PROGRAM: CREST- SANTA MONICA SPORTS EXPERIENCE (School Break Sports Camp)
Description: The Santa Monica Sports Experience (SMSE) program provides daily sports camps
structured around active play. Activities include traditional sports such as basketball, flag football and
volleyball and organized high impact games to keep youth moving. The program is only offered during
school breaks: winter, spring and summer and includes a. full day or part-time option. Camps serve
elementary school children ages 8-14.
Total Participants: youth 1,070 registrations
Community Benefit Level: Core Community
Current Cost Recovery Rate: 23%
Proposed Cost Recovery Rate: 25%
Primary Pricing Indicators Used:
Indicators used to determine whether fees should be imoosed or Indicators used to determine whether non-resident fees should be
increased: imoosed or increased:
nx Program or permit service does not meet targeted cost recovery
J level ~ Demand for activity or permit service exceeds capacity
tees are "under market" and are below those charged by
Verifying residenry is practical and cost effective
comparable cities and/or service providers
Annual fee adjustments that are currently based on Consumer Price ~ A high percentage of participants or permittees are non-
Indexand/orother increases have not kept up with cost increases residents
The activiTy or permit service warrants a fee and a fee has not
existed before or has not been raised in many years
Instituting or increasing the fee is not expected to result in an
overall loss of revenue for the activity or service
Q Increased fees are not expected to significantly decrease .
participation or use, thereby decreasing overall revenue
Imposing higher fees are not expected to pose an economic
hardship on most users
Financial Assistance is available
The fee is inequitable to other like activities or services
Projected Revenue & Calculation Basis:
Type Current Fee Proposed Fee Increase Percentage Increase
Residents $170.00 $200.00 $30.00 18%
Non-Residents $190.00 $220.00 $30.00 16%
Gross Projected Revenue Increase $11,850
10% decrease in participation of full fee paying participants due to higher fees 6 400
Net Projected Revenue Increase $5,450
C6-16
wnrni rers wun wrnpurrsurrs-vveercry rsores
Non-
Program Name Resident Fee Resident Fee Ages Total class time Program Location
Advantage Basketball Camps $205-$225/4-day Same Ages 7-18 M-TR, Varies upon activity
week 9am-Spm
AYSO Soccer summer $135-190/week Same Ages 4-16 M-F, Memorial Park
9am-3pm
City ofSaMa;'Nlonica- ~$170[week ? Ages814 M-F, .' Schools, Parks'.
SM Sports Experience ,. ; 8:30am-$pm
~
Fitness bythe sea $330-$345/week Same Ages 5-14 M-F, Will Rogers State
($66-$69/day)+ 9:16am-3:46pm Beach, Tower 14 in
$25 Reg. Fee the Pacific Palisades
Santa Monica $300/week Same Ages 4-14 M-F, Crossroads School K-
Primetimesports 9:30am-4pm 125ports Ce nter
Sierra Adventure Camps $645-$555/week Same Ages 7-17 M-F, Varies Varies upon activity
(Watersports Day Camp) +$25 reg. fee 8:15-9:16am to
Financial Assistance Program: Assistance in the form of a discount is offered to families who qualify and
is based on income. Assistance is available to youth who live or attend public school in Santa Monica.
Verification of residency, school enrollment and income are required. Currently, the City provides
financial assistance in the amount $114,750 for Santa Monica Sports Experience programs.
Date of Previous Increase: July 1, 2003
Effective Date of Proposed Increase: July 1, 2011
Public Notification of Proposed Fee Increase: Notices were posted on the Human Services Division
website, at all public elementary and middle schools in Santa Monica and will be included in re-
enrollment packets, which will be sent to incoming 4th and 5th grade parents in April and May. The
changes were also included on the agenda for the Recreation and Parks Commission meeting on January
20, 2011.
C6-ll
PROGRAM: ROSIE's GIRLS
Description: Rosie's Girls is an award winning day camp designed to build self-esteem, leadership and
physical confidence in middle school girls through an exploration of trades and other non-traditional
activities. During the intensive, three-week summer program, girls go "behind the scenes" and
experience what it takes to operate a city. The participants learn skills in carpentry, welding, plumbing,
automotive, fire fighting, tree trimming and other technical trades. Participants engage in fun physical
challenges, including sailing, kayaking, self-defense, ropes course and more. They also participate in
making creative expression projects, such as a mask and journal, and develop critical thinking and
leadership skills while exploring issues such as gender roles, body image and social pressure. The
program also allows the girls to participate in unique community service projects.
Total Participants: youth 188 registrations
Community Benefit Level: Core Community
Current Cost Recovery Rate: 21%
Proposed Cost Recovery Rate: 23%
Primary Pricing Indicators Used:
Indicators used to determine whether fees should be imoosed or Indicators used to determine whether non-resident fees should be
increased: imoosed or increased:
Program or permit service does not meet targeted cost recovery ~ Demand for activity or permit service exceeds capacity
level
Fees are "under market' and are below those charged by
Verifying residency is practical and cost effective
comparable cities and/or service providers
Annual fee adjustmentr that are currently based on Consumer Price ~ A high percentage of participants or permittees are non-
Index and/or other increases have not kept up with cost increases residents
The activity or permit service warrantr a fee and a fee has not
existed before or has not been raised in many years
Increased fees are not expected to significantly decrease
participation or use, thereby decreasing overall revenue
Imposing higher fees are not expected to pose an economic
hardship on most users
~X Financial Assistance is availahle
The fee is inequitable to other like activities or services
Instituting or increasing the fee is not ezpected to result in an
overall loss of revenue for the activity or service
Projected Revenue & Calculation Basis:
Type Current Fee Proposed Fee Increase Percentagelncrease
Residents $325.00 $380.00 $55.00 17%
Non-Residents $430.00 $485.00 $55.00 13%
Gross Projected Revenuelncrease $6,380
10% decrease in participation of full fee paying porticipants due to higher fees 3 876
Net Projected Revenuelncrease $2,504
C6-18
Current Fees with Comparisons-Weekly Rates
Non-Resident
Program Name Resident Fee Fee Ages Total class time
Ctt~ of Santa Ntonica - Rasie; s Girls $325/week $430/yveek Ages 8 14 j
~ M F, 8:38am Spm
Tocaloma Summer Day Camp $589/week Same Ages 4-14 M-F, 8:30am-4pm
(4 week min.j
Tumbleweed Day Camps $695/week Same Ages 8-14 M-F, Sam-Spm
(Summer 2010)
UCLA Family Commons Girls Get $325/week Same Ages 9-12 M-F, gam-lpm or
Real (Comparable to RG) 1-Spm
Financial Assistance Program: Assistance in the form of a discount is offered to families who qualify and
is based on income. Assistance is available to youth who live or attend public school in Santa Monica. In
the summer, only those non-resident students who are required to do mandated summer school at
SMMUSD in Santa Monica are eligible for FA. Verification of residency, school enrollment and income
are required. Currently, the City provides financial assistance in the amount $23,400 for Rosie's Girls
programs.
Date of Previous Increase: July 1, 2003
Effective Date of Proposed Increase: July 1, 2011
Public Notification of Proposed Fee Increase: Notices were posted on the Human Services Division
website, at all public elementary and middle schools in Santa Monica and will be included in re-
enrollment packets, which will be sent to incoming 4th and 5th grade parents in April and May. The
changes were also included on the agenda for the Recreation and Parks Commission meeting on January
20, 2011.
C6-19
PROGRAM: ADULT SPORTS LEAGUES
Description: The Citys adult sports league program is one of the largest, most diverse recreational
sports programs in Southern California. Men and women of all skill levels are welcome to join one of
the organized leagues. Basketball leagues for men and women; softball leagues for men, women and
coed teams; and women and coed volleyball leagues are offered. These leagues are offered year round
and reach capacity each season.
The current fee structure, implemented FY 2008-09, established categories for teams which added the
Santa Monica Business Teams and Non-Resident Teams categories. The original fee charged for Santa
Monica Residents to enroll a team into one of the leagues has not changed since FY 2003-04.
Total Participants:
• 58 Basketball Team Registrations
• 37 Volleyball Team Registrations
• 280 Softball Team Registrations
Community Benefit Level: Core Community
Current Cost Recovery Rate: 61%
Proposed Cost Recovery Rate: 62%
Primary Pricing Indicators Used:
Indicators used to determine whether fees should be imoosed or Indicators used to determine whether non-resident fees should be
increased: imoosed or increased:
Program or permR service does not meet targeted cost recovery ~ D
d f
ti
it
i
i
d
level eman
or ac
v
y or perm
t serv
ce excee
s capacity
Fees are "under market" and are below those charged by ~~
comparable cities and/or service providers Vert in residen
fy g ty is practical and cost effective
Annual fee adjustments that are currently based on Consumer Price ~ A high percentage of participants or permittees are non-
Indexand/orother increases have not kept up with cost increases residents -
The activity or permit service warrants a fee and a fee has not ® Instituting or increasing the fee is not expected to result in an
existed before or has not been raised in many years overall loss of revenue for the activity or service
Increased fees are not expected to significantly decrease
participation or use, thereby decreasing overall revenue
Imposing higher fees are not expected to pose an economic
hardship on most users
~X Financial Assistance is available
The fee is inequhable to other like activities or services
Projected Revenue & Calculation Basis:
Fee Changes
Leagues Current
Fee
Proposed Fee
Increase Percentage
Increase
Basketball- Resident $250.00 $275.00 $25.00 10%
Basketball-Bus/NR $280.00 $310.00 $30.00 11%
Basketball- NR $315.00 $345.00 $30.00 - 10%
Volleyball -Resident $200.00 $220.00 $20.00 10%
Volleyball -Bus/NR $225.00 $25D.00 $25.00 11%
C6-20
Leagues Current
Fee Proposed Fee Increase Percentage
Increase
Volleyball -NR $250.00 $275.00 $25.00 10%
Softball-Men's-Resident $350.00 ~ $385.00 $35.00 10%
Softball-Men's-Bus/NR $395.00 $435.00 $40.00 10%
Softball-Men's-NR $440.00 $480.00 $40.00 9%
Softball-Women's-Resident $330.00 $365.00 $35.00 il%
Softball -Women's-Bus/NR $370.00 $410.00 $40.00 11%
Softball-Women's-NR $415.00 $455.00 $40.00 10%
Softball-Coed-Resident $330.00 $365.00 $35.00 11%
Softball-Coed Bus/NR $370.00 $410.00 $40.00 11%
Softball-Coed - NR $415.00 $455.00 $40.00 10%
Gross Projected Revenue Increase $12,475
0% Decrease in participation due to higher fees lS 0)
Net Projected Revenuelncrease $12,475
Current Fees with Comparisons
Cwt Softball Basketball Vollevball
$480 Resident $320 Resident
Beverly Hills $500 Business $360 Business NA
$540 Non-Resident $400 Non-Resident
Culver City $410 $375 NA
Torrance $340 Resident $415 NA
$390 Non-Resident
$330 $350 Resident $250 Resident: $200'ResidenY
Santa Monica ~-~ $370 $395 Busfiess $280 eusiness`.,~ ~ $225 Business
$4iS $440 Non-Resident $31$'Non-Resident $250 Non-Resident
Financial Assistance: Not available
Date of Previous Increase: Last increase for resident rates is FY 2003-04. Resident/Business and Non-
Resident rates created July 1, 2008.
Effective Date of Proposed Increase: July 1, 2011
Public Notification of Proposed Fee Increase: Notices about fee increases were posted at Memorial
Park, on the Community Recreation Division website, and sent to adult sports league managers. The fee
change was also brought before the Sports Advisory Council on January 12, 2011 and the Recreation and
Parks Commission on January 20, 2011.
C6-21
PERMIT SERVICE: MILES MEMORIAL PLAYHOUSE -Weekend Performance Rentals
Description: The Miles Memorial Playhouse is a registered historical landmark for the City completed in
1929 and bequeathed to the City by former Councilman J. Euclid Miles. The Northridge earthquake did
considerable damage to the building in 1994 and after 4 years of renovation and retrofitting, the
Playhouse re-opened in 1998 with a professional lighting grid, sound system and presentational
capabilities akin to most professional theaters. It is available to non-profit arts organizations and City
produced presentations of music, theater and dance open to the general public. Thus, with its
professional amenities, availability to non-profits, 132 person audience capacity and low rental rates,
there is no other theater quite like the Miles in the Los Angeles area.
A "Weekend Performance Rental" is a week-long permit. It grants user groups specific access from
Monday-Sunday, allowing for up to 4 public performances on Thursday-Sunday and INCLUDES 25 hours
of rehearsal and tech time from Monday AM until the show opens, usually Thursday or Friday night.
Total Participants:
• 10,000+Audience members annually
• 20-25 different non-profit user groups a year ranging, 6 persons to 25 persons per group
Community Benefit Level: Limited Community Access
Current Cost Recovery Rate: . 5%
Proposed Cost Recovery Rate: 6%
Pricing Indicators:
Indicators used to determine whether fees should be imposed or Indicators used to determine whether non-resident fees should be
increased: imposed or increased:
Program or permt service does not meet targeted cost recovery ~ Demand for activity or permit service exceeds capaciTy
level
Fees are "under market' and are below those charged by
V
if
i
id
i
i
l
comparable cities and/or service providers er
y
ng res
ency
s pract
ca
and cost effective
Annual fee adjustments that are currently based on Consumer Price ~ A highpercentage of participants or permittees are non-
Indexand/orother increases have not kept up with cost increases residents
The activity or permit service warrants a fee and a fee has not ~ Instituting or increasing the fee is not expected to result in an
existed before or has not been raised in many years overall loss of revenue for the activity or service
Increased fees are not expected to significantly decrease
participation or use, thereby decreasing overall revenue
Imposing higher fees are not expected to pose an economic
hardship on mast users
Financial Assistance is available
The fee is inequitable to other like activities or services
Projected Revenue & Calculation Basis: The current weekend performance rate was established in
2009/10. Rentals of 1-3 weeks in length are $600 per weekend. Rentals of 4 or more are $700 per
weekend. This split was in recognition of the fact that most dance and music based non-profits have
smaller staffs, less financial capacity and usually only want 1-3 weekends whereas larger non-profit
theater companies -who usually want 4-6 weeks have more financial capacity and staff and could pay a
slightly higher fee than those who want to secure the playhouse for a shorter period of time.)
C6-22
The Proposed Fee increase of $100 per weekend to each category would bring the Weekend
Performance rental rate up to $700 for 1-3 weeks and $800 for 4 or more weeks.
Duration Current Fee Proposed Fee Increase Percentagelncrease
Weekend (1-3 weeks) $600.00 $700.00 $100 17%
Weekend (4 weeks plus) $700.00 $800.00 $100 14%
Gross Projected Revenuelncrease $4,000
0% Decrease in participation due to higher fees ($ 0)
Net Projected Revenue Increase $4,000
~urrenu ree wnn ~urnpmrsuns
Venue Cost Comments
Electric lodge -Venice $1,500 (4 day rental)
Studio/Stage -Hollywood $650 (weekend) No rehearsal or load in time.
Maximum seating: 75
Financial Assistance Program for Youth Participants: N/A
Date of Previous Increase: July 1, 2009
Effective Date of Proposed Increase: July 1, 2011
Public Notification of Proposed Fee Increase: The proposed Weekend Performance rental rate
increase were posted at Reed Park, on the Cultural Affairs Division and Miles Playhouse websites and
disseminated to our list of past user groups. The fee change was brought before the Recreation and
Parks Commission on January 20, 2011.
C6-23
PERMIT SERVICE: COMMUNITY MEETING ROOMS
Description: City meeting facilities are in high demand by City programs, City-sponsored organizations,
nonprofit groups and the general public for meetings and social gatherings. The permit fees for City
community meeting facilities were established in the late 1990s. Since then, fees have increased yearly
by the Consumer Price Index (CPI). During this time, the cost of issuing permits, maintaining and staffing
the facilities, as well as overhead expenses, have increased at a much higher rate than CPI.
Total Participantst:
63 Santa Monica different nonprofits groups
18 different non-Santa Monica nonprofit groups
• 497 Residents (# of permits issued)
® 106 Non-residents (# of permits issued)
Community Benefit Level: Limited Community Access
Current Cost Recovery Rate: 24%
Proposed Cost Recovery Rate: 36%
Primary Pricing Indicators Used:
Indicators used to determine whether fees should be imposed or Indicators used to determine whether non-resident fees should he
increased: imposed or increased:
Program or permit service does not meet targeted cost recovery ~ Demand for activity or permit service exceeds capacity
level
Fees are "under market' and are below those charged by
comparable cities and/or service providers Verifying residency is practical and cost effective
Annual fee adjustments that are currently haled on Consumer Price ~ A high percentage of participants or permittees are non-
Indexand/orother increases have not kept up with cost increases residents
The activity or permit service warrants a fee and a fee has not
existed before or has not been raised in many years
Increased fees are not expected to significantly decrease
participation or use, thereby decreasing overall revenue
Instituting or increasing the fee is not expected to result in an
overall loss of revenue for the activity or service
Imposing higher fees are not expected to pose an economic
hardship on most users
Financial Assistance is available
The fee is inequitable to other like activfties or services
Projected Revenue & Calculation Basis: Park Buildings-The current park meeting room fee structure is
based on type of user (nonprofit, community and business); residency status and room size. The
proposed park meeting room fee structure eliminates the business rate (barely used) and bases the fee
structure on size of room and residency. Rooms will be divided into small and large and resident and
non-resident fees will be charged. A 60% discount is offered to Santa Monica based non-profit
organizations with a minimum of SO% Santa Monica residency. The current priorities used for booking
rooms will remain unchanged.
Ken Edwards Center (KEC), - At KEC residency has not been a pricing factor, however, type of user and
room size has been. Staff recommends that the type of fee user categories be eliminated with only the
t FY 2009/2010 Figures
C6-24
discounted rate for senior services non-profit agencies use of 100A and 1008 and the limited fee waiver
for City funded non-profits remaining. The current priorities used for booking rooms will remain
unchanged.
This revised pricing structure will greatly simplify the fee schedule and be more comparable to meeting
room fees at Santa Monica public libraries. ($25.00 per hour small room, $50 per hour large room)
Staff further recommends that meeting rooms be designated as either small (capacity 18-55) or large
(capacity 56 - 130) and that spaces at facilities with room dividers (Reed Park and KEC) are treated as
separate small rooms. Small rooms will be $25 each per hour and large rooms will be $SO each per hour.
Current & Proposed Fees
Facility Current
Maximum
Capacity Current
Community
Hourly Rate Proposed
Maximum
Capacity
Proposed
Hourly Rate
Percentage
Increase
Park Buildings
Small -Residents 18 - 55 $18.98 18 - 55 $25.00 32%
Med-Residents 90-100 $25.04 - - 100%
Large- Residents 120 - 130 $29.60 90 -130 $50.00 69%
Small -Non Resident 18 - 55 $37.96 18 - 55 $35.00 -8%
Med -Non Resident 90 - 100 $49.79 - - 41%
Large-Non Resident 120-130 $62.17 90-130 $70.00 13%
Facility Current
Maximum
Capacity Current
Non-Profit
Hourly Rate Proposed
Maximum
Capacity Proposed
Discounted
Hourly Rate
Percentage
Increase
Park Buildings
Small-SM Non-Profit 18-66 $10.84 18-55 $12.50 15%
Med-SMNon-Profit 90-100 $14.32 - - 75%
Large-SMNon-Profit 120-130 $17.75 90-130 $25.00 41%
To qualify for the non-profit discount, the organization must have at least 50% Santa Monica residents.
The average expected attendance at non-profit self-help group meetings is 13 - 26 people. Depending
upon the number of attendees, following is the per person hourly cost:
At current Santa Monica non-profit rate At proposed discounted Santa Monica non-profit rate
Small room $0.42 - $0.83 Small room $0.48 - $0.96
Medium room $0.55 - $1.10 Large room $0.96 - $1.92
Large room $0.60 - $1.37
The average expected attendance at anon-profit Red Ribbon Squares dance is 40 people. Depending
upon the number of attendees, following is the per person hourly cost:
At current Santa Monica non-profit rate
Large room $0.44
At proposed discounted Santa Monica non-profit rate
Large room $0.63
C6-25
Proposed
Current Current Current ~ Discounted
Maximum NP Hourly Community Proposed Hourly Percentage
Facility Capacity Rate Hourly Rate Capacity Rate Increase
Ken Edwards Center
Small-Res&NonRes 40-SO $16.47 $46.07 40-50 .$25.00 `51.8%,-45.7%
Med -Res & Non Res 80 -100 $31.59 $92.14 n/a n/a 58.3%, -45.7%
Large -Res & Non Res 100 -120 $39.48 $118.44 n/a - n/a 90%, 36.7%
Small -Senior Services 50 $12.34 n/a 50 $18.75 51.9%
Agencies 100A or 1006
Gross Projected Revenuelncrease $93,168
15% Decrease in participation due to higher fees /$32,638)
Net Projected Revenuelncrease $60,533
Comporisons
City Small Room Large Room Other Costs
Santa Monica Public
$26/hr
$50/hr
Libraries
City of LA, Westwood
$135/3 hrs
Fees do not vary based
$25 ea additional $160/3 hrs
Table use: $75
on residency and type of $q0 ea extra hr
hour
user group.
Res: $40.40/hr - Res: $80.70/hr
Beverly Hills Non-Res: $50.50/hr Non-Res: Kitchen use: $53.50
$100.90/hr
NP Free NP Free
Res Private: Res Private:
$25 sm, $60 med/hr $100/hr Kitchen fees:
EI Segundo Non-Res NP: Non-Res NP: Res Private: $100/hr
$35sm,$60 med/hr $110/hr Non-Res NP:$110/hr
Non-Res Non-Res Private: $12S/hr
Non-Res Private:
Private:
$50 sm, $76 med/hr $125/hr
Res Private: $140/4 hrs, $2S ea extra
Custodian fee of $50 may apply, $20 staffing fee
hr. Non-Res Private: $160/4hr, $25 ea
Culver City extra hr. may apply. Kitchen fee:
Res NP: $100/4 hrs, Non-Res NP: Res $180/4 hrs, $25 ea extra hr.
$160/4hr. - Non-Res $200/4hr, $26 ea extra hr
Res NP:$35/hr
Res Private & Non-Res NP: $36.50/hr
Torrance Non-Res Private: $43/hr -Kitchen fee: $61.25/hr
The above fees are for a basic meeting.
Costs may increase up to $186/hr
depending upon the event.
Financial Assistance: Santa Monica based non-profit organizations receive a 50% discount off of the
resident rate when using park building rooms. Senior service non-profit organizations permitting KEC
Rooms 100A & 100B receive a 25% discount. City-funded non-profit organizations and approved
C6-26
neighborhood organizations may permit KEC for up to 300 hours per year at no charge (WISE and
Healthy Aging 600 hours).
Date of Previous Increase: Other than CPI, the fee has not been increased since the late 1990s.
Effective Date of Proposed Increase: July 1, 2011
Public Notification Permit Process:
Notices about fee increases have been posted on the Community Recreation website and at all affected
meeting room facilities. Regular meeting room users were notified and the fee change was brought
before the Recreation and Parks Commission on January 20, 2011. The discounted rate for Santa Monica
based non-profit organizations was added following the Recreation and Parks Commission meeting.
C6-27
PERMIT SERVICE: SPORTS FIELDS -COMMUNITY MEMBERS, PRIVATE SCHOOLS, CAMPS
Description: Sports fields are in high demand by City programs, public and private schools, nonprofit
organizations, community groups and individuals. The City issues permits for use of City,. John Adams
and Lincoln Middle Schools and Playground Partnership site fields based on a priority user system that is
designed to serve a broad range of users. The permit fee for use of a field is dependent upon the user
type, sport and need for lights. An artificial turf staffing fee also applies for use of the fields at Airport
Park and John Adams Middle School (JAMS). This staffing fee was first developed in 2006 for select
permittees at Airport Park but expanded to all permittees at both Airport Park and JAMS beginning
January 2010. The Artificial Turf Staffing fee is adjusted each year based on CPI. The permitting and
lighting fees were established in the 1990s and have not been adjusted since then although the cost of
issuing permits, maintaining fields and permit enforcement, as well as overhead expenses, have
increased.
Total Participants:
• 4 different Private Schools
• 6 different Santa Monica based Non-Profit Organizations
• 1 Non-Santa Monica based Non-Profit Organizations
55 different Resident Community Groups/Individuals
e 18 different Non-Resident Community GroupsJlndividuals
• 10 different Youth Sports Groups
Community Benefit Level: Limited Community Access
Current Cost Recovery Rate: 35%
Proposed Cost Recovery Rate: 370
Primary Pricing Indicators Used:
Indicators used to determine whether fees should be imposed or Indicators used to determine whether non-resident fees should be
increased: imposed arincreased:
Prog2m or permit service does not meet targeted cost recovery ~ Demand for activity or permit service exceeds capacity
level
tees are "under market' and are below those charged by ~ Verifying residenty is practical and cast effective
comparable cities and/or service providers
O Annual fee adjustments that are currently based on Consumer Price ~ A high percentage of participants or permittees are non-
Indexand/orother increases have not kept up with cost increases residentr
The activity or permit servicewarrants a fee and a fee has not ~ Instituting or increasing the fee is not expected to result in an
existed before or has not been raised in many years overall loss of revenue for the activity or service
Increased fees are not expected to signifcantly decrease
participation or use, thereby decreasing overall revenue
Imposing higher fees are not expected to pose an economic
hardship on most users
Financial Assistance is available
The fee is inequhable to other like activities or services
Projected Revenue & Calculation Basis:
Proposed permitting fees were developed by calculating cumulative CPI increases since July 2003
rounded to the nearest quarter and are being proposed for community members, private schools, non-
profit groups and camps. Permit fees will remain unchanged for youth sports groups.
C6-28
Resident
Sport
Type
User Current
Hourly Rate Proposed
Hourly Rate
Increase Percentage
Increase
Low
Intensity Community, Private
Schools, Non-Profits $10.00 $12.50 $2.50 25%
Camps $20.00 $25.00 $5.00 25%
High
Intensity Community, Private
Schools, Non-Profits $15.00 $18.75 $3.75 25%
Camps $25.00 $31.00 $6.00 24%
Lights Community, Private
Schools, Non-Profits $10.00 $12.50 $2.50 25%
Non-Resident
Sport
Type
User Current
Hourly Rate Proposed
Hourly Rate
Increase Percentage
Increase
Low
Intensity Community, Private -.
Schools, Non-Profits $15.00 $18.75 $3J5 25%
Camps $25.00 $31.00 $6.00 24%
High
Intensity Community, Private
Schools, Non-Profits $20.00 $25.00 $5.00 25%
Camps $30.00 $37.50 $7.50 25%
Lights Community, Private
Schools, Non-Profits $15.00 $18.75 $3.75 25%
Low Intensity Sport -baseball, softball
High IntensitySport-soccer, football, lacrosse, rugby
Artificial Turf Staffing Fee: $22.80 (Fy 10/11 rate) increases annually by COLA
Youth Sports Groups lights and permit fees remain unchanged
Gross Projected Revenue Increase $5,977
0% Decrease in participation due to higher fees ISO1
Net Projected Revenuelncrease $5,977
c.urrenr rees wrrn
Baseball/softball -Res NP free, Res Private $25/hr, Non-Res NP $25/hr+ $10/hr after regular
business hrs, Non-Res Private $ZS/hr+$25/hr above regular business hrs
El Segundo
Soccer Field -Res NP free, Res Private $100/hr, Non-Res NP $150/hr, Non-Res Private $175/hr. If
use is outside of regular business hours, a $20 staffing fee is charged. Non-Res are also charged a
lights fee of $12/hr
Beverl Hills Resident NP $27.00/hr, Resident Private $54.50/hr, Non-Res NP $59.50, Non-Res Private
CulverCity Lights $10/hr. Resident Adult $36/hr, Non-Res Adults $52/hr, staffing fee of $ $25/hr outside of
normal business hours
Torrance ~ $15/hr fields, $15/hr lights, $20 field prep fee, $22:50 chalk and bases (Res/NR fees same)
C6-29
Financial Assistance: Not Available
Date of Previous Increase: It is not known when the permit fees were implemented, likely in the 1990s.
Effective Date of Proposed Increase: July 1, 2011
Public Notification of Proposed Fee Increase: Notices about fees were posted on the Community
Recreation website, sent to regular permit users, and posted at Memorial and Airport Park outdoor
bulletin boards. The fee change was also brought before the Sports Advisory Council on January 12,
2011 and the Recreation and Parks Commission on January 20, 2011.
C6-30
PERMIT SERVICE: OUTDOOR PERMITS (Basketball and Beach Volleyball}
Description: The City issues permits for use of City outdoor basketball courts and for beach volleyball
courts. The outdoor permit fee is dependent upon the user type, and whether the user is a Santa
Monica Resident, or Non-Resident. The fees were established in FY 2007-08 and have not been adjusted
since then. Therefore, it is recommended that the permitting fees be increased to better cover the cost
of providing this amenity; however permitted use of these courts is minimal.
Total Participants: Approximately 8 permits issued per year
Community Benefit Level: Limited Community Access
Current Cost Recovery Rate: 24%
Proposed Cost Recovery Rate: 25%
Primary Pricing Indicators Used:
Indicators used to determine whether fees should be imposed or Indicators used to determine whether non-resident fees should be
increased: imposed or increased:
Program or permit service does not meet targeted cost recovery ~ Demand for activity or permit service exceeds capacity
level
Fees are "under market' and are below those charged by
comparable cities and/or service providers Verifying residency is practical and cost effective
Annual fee adjustments that are currently based on Consumer Price O A high percentage of participants or permittees are non-
Indexand/orother increases have not kept up with cost increases residents
The activity or permit service warrants a fee and a fee has not ~ Instituting or increasing the fee is not expected to result in an
existed before or has not been raised in many years overall loss of revenue for the activity or service
Increased fees are not expected to significantly decrease
participation or use, thereby decreasing overall revenue
Imposing higher fees are not expected to pose an economic
hardship on most users
Financial Assistance is available
The fee is inequitable to other like activities or services
Projected Revenue & Calculation Basis: City staff is proposing an increase of $.75 - $4.00 for basketball
court usage and $.25 - $4.00 for beach volleyball courts. These fee increases are derived from
compounding CPI increases since July 2007.
Gross Projected Revenuelncrease $ 218
0% Decrease in participation due to higher fees (S 0)
Net Projected Revenue Increase $ 218
Current Fees & Comparisons
Basketball:
Residents Per Hour Current Proposed Increase Percentagelncrease
Youth Groups, Non Profits,
Private Schools, Community
$10.00
$10.75
.75
8%
Camps $30.00 $32.00 $2.00 7%
C6-31
Non Resident Per Hour Current Proposed Increase Percentagelncrease
Youth Groups, Non Profits,
Private Schools, Community
$12.50
$13.50
$1.00
8%
Camps $60.00 $64.00 $4.00 7%
Volleyball:
Residents Per Hour Current Proposed Increase Percentagelncrease
Youth Groups, Private Schools,
Community
$5.00
$5.50
$0.50
10%
Non-Profit Organizations $2.75 $3.00 $0.25 9%
Camps $30.00 $32.00 $2.00 7%
Non Resident Per Hour Current Proposed Increase Percentagelncrease
Youth Groups, Private Schools,
Community
$6.25
$6.75
$0.50
8%
Non-Profit Organizations $2.75 $3.00 $0.25 9%
Camps $60.00 $64.00 $4.00 7%
Current Fees with Comparisons
None of these entities rent our outdoor basketball courts. Outdoor basketball courts are first come/first
served as are the beach volleyball courts. Courts used for hosting beach volleyball tournaments must
obtain a beach special event permit which will include use of the beach volleyball courts.
Cities surveyed for comparisons included: Manhattan Beach, Huntington Beach, Newport Beach,
Corona Del Mar, Hermosa Beach, Redondo Beach, Santa Barbara, and the County of Los Angeles. The
only city permitting beach volleyball courts is Santa Barbara (see rates below).
Beach Volleyball Courts
Santa Barbara Resident Non-Commercial $
Resident Commercial $
Non-Res Non-Commercial $
Non-Res Commercial 5
Financial Assistance Program: Not available.
Date of Previouslncrease: 7/1/07
Effective Date of Proposed Increase: 7/1/11
Public Notification Process: Notices about fees have been posted on the Community Recreation
website and mailed to regular permittees.-The fee change was brought before the Recreation and Parks
Commission on January 20, 2011.
C6-32
PERMIT SERVICE: COMMUNITY EVENTS
Description: An Event Application Fee is a processing fee charged for community events in public spaces
that are subject to the City's Events Ordinance (i.e., events with 150 or more people or events that
interfere with traffic). This fee ranges from $50 - $200 and is based on the event category and lead time.
Bayside District and Pier Restoration Corporation produced events are exempt from the Event
Application Fee. All Category 2 and 3 (expressive or first amendment) events and accredited schools pay
the lowest Application Fee. From a simple wedding in a park to the LA Marathon, events come in all
shapes and sizes. Staff is proposing the application fee rates be increased based on compounding CPI
from FY 2003/2004 rounded to the nearest $5.00.
In addition, since the current fee structure does not take into account the amount of staff time required
to coordinate events successfully staff is proposing an Administrative Fee to supplement the Application
fee based on the complexity of the event. Before issuing an event permit, staff spends a lot of time
consulting with and coordinating the many requirements from various City offices and local agencies -
these can include, but are not limited to various Police Department offices, Transportation
Management, Building. and Safety, the Alcohol, Beverage and Control OfFce and the LA County
Lifeguards. The Administrative Fee which is to supplement the average revenue received from
Application Fees is designed to cover the direct costs of issuing a permit.
Projected Event Applications Processed: 97
Community Benefit Level: Limited Community Access
Current Cost Recovery: 4%
Proposed Cost Recovery: 12%
Primary Pricing Indicators Used:
Indicators used to determine whether fees should be imoosed or Indicators used to determine whether non-resident fees should be
increased: imoosed or increased:
Program or permit service does not meet targeted cost recovery ~ Demand for activity or permit service exceeds capacity
level
Fees are"under markeY'and are below those charged by
Verifying residency is practical and cost effective
comparable cities and/or service providers
Annualfee adjustments that are currently based on Consumer Price ~ Ahigh percentage of participants or permittees are non--
Indezand/br other increases have not kept up with cost increases residents
The activity or permit service warrants a fee and a fee has not
existed before or has not been raised in many years
f ~ Increased fees are not expected to significantly decrease
~~ participation or use, thereby decreasing overall revenue
Instituting or increasing the fee is not expected to result in an
overall loss of revenue for the activity or service
Imposing higher fees are not expected to pose an economic
hardship on most users
Financial ASSistanceis available
The fee is inequitable to other like activities or services
C6-33
Projected Revenue & Calculation Basis:
Application Fee:
# Weeks prior to event Current Fee Proposed Fee Increase Percent Increased
16 or more $50.00 $65.00 $15.00 30%
12-16 $100.00 $125.00 $25.00 26%
30 days -11 weeks $200.00 $250.00 $50.00 25%
The application fee will increase by COLA each year, rounded to the nearest dollar.
Administration Fee:
Based on clearly-defined levels of event complexity, the proposed Administrative Fee for Category 1
events, which would be in addition to the Event Application Fee, covers additional staff time required to
process and coordinate permits for intermediate and complex events: An Administrative Fee would not
be charged for Category 2 and 3 events- (expressive or first amendment) or for Category 1 events
produced by the Pier .Restoration Corporation, Bayside Distrito Corporation or Santa Monica public
schools.
The proposed Administrative Fee is based on staff hours required to process events. The fee structure
defines three levels of events:
• Simple: Events requiring consultation, coordination or services from 1 - 4 City offices or
agencies.
• Intermediate: Events requiring consultation, coordination or services from 5 - 8 City offices or
agencies.
® Complex: Events requiring consultation, coordination or services from 9 or more City offices or
agencies.
Staff Position Simple Intermediate Complex
StaffASSistant III 1 hr 1 hrs 2 hr
Administrative Staff Assistant 2 hrs 5 hrs 8 hrs
Senior Administrative Analyst 1 hr 2 hrs 2 hrs
Community Use Administrator 0 hrs 1 hr 2 hrs
TotalStaffCost $188 $450 $689
Proposed Administrative Fee $80 $340 $58D
The average projected Application Fee revenue is $109.
The Administrative Fee will increase by COLA each year, rounded to the nearest dollar.
Gross Projected Revenue Increase $21,000
10% Decrease in participation due to higher fees ($3,000)
Net Projected Revenue Increase $18,000
Current Fees with Comparisons
Application Fee Application Fee Non-Profit
C~ Residents Non-Residents
Pasadena $55.00 $160.00 Not Available
Redondo Beach $40.00 $40.00 Not Available.
C6-34
C~ Application Fee Application Fee Non-Profit
Residents Non-Residents
West Complex Event Complex
Hollywood $2,400 processing fee $1,200 processing fee
Late fee: $3,600 less than 14 days prior to event Late fee: $1,800 less than 14 days prior
Late fee: $7,200 less than 7 days prior to event Late fee: $3,600 less than 7 days prior
Intermediate Event Intermediate Event
$800 processing fee $262.50 processing fee
Late fee: $1,200 less than 14 days prior to event Late fee: $400 less than 14 days prior
Late fee: $2,400 less than 3 days prior to event Late fee: $525 less than 3 days prior
Simple Event Simple Event
$188 processing fee $94 processing fee
Late fee: $188 less than 7 days prior to event Late fee: $94 less than 7 days prior
Late fee: $262 less than 3 days prior to event Late fee: $188 less than 3 days prior
San Diego $150 per event Not Available
$10 per day late fee for applications received
less than 60 days prior to event
Beverly Hills Small Scale Event $596, Large Scale Event $2,658 Not Available
Culver City- Event Fee $30/day, $15 Event Fee $40/day, Not Available
ea additional day $20 ea additional day
Application Fee Application Fee Non-Profit
City Residents Non-Residents
Santa Moniea , $50.00:16 or more weeks tri advance ? Not Available
'$100.00:12-1S weeks inaduan~e
$200.DQ:30days--ilweeksinaduarice
Date of Previous Increase: Application Fee - 2001, Administrative Fee -New
Effective Date of Proposed Increase: July 1, 2011
Public Notification Process: Notices about this new fee have been mailed to all repeat clients. The fee
change has also been posted on the Community Events webpage and brought before the Recreation and
Parks Commission onlanuary 20, 2011.
Financial Assistance Program for Youth Participants: Not Applicable
C6-35
PERMIT SERVICE: COMMUNITY EVENTS NEIGHBOR NOTIFICATION
Description: The Neighbor Notification Fee for Community Events was set by Council resolution in 2001.
It is assessed to organizers of permitted events to recover City costs of notifying neighbors in a particular
area about an upcoming event that will have noise or traffic impacts. The fee was set at $150 for all
Category 1 events. Category 2 & 3 events (expressive or first amendment), if there is adequate time to
prepare the notice, are mailed at no cost to the event organizer.
Community Benefit Level: Limited Community Access
Current Cost Recovery Rate: 38%
Proposed Cost Recovery Rate: 61%
Primary Pricing Indicators Used:
Indicators used to determine whether fees should he imoosed or Indicators used to determine whether non-resident fees should be
increased: imoosed or increased:
Program or permit service does not meet targeted cost recovery ~ Demand for activity or permit service exceeds capacity
level
Fees are "under market" and are helow those charged by ~ Verifying residency is practical and cos[ effective
comparable cities and/or service providers
Annual fee adjustments that are currently based on Consumer Price ~ A high percentage of participants or permittees are non-
Index and/or other increases have not kept up with cost increases residents
The activity or permit service warrants a fee and a fee has not
existed before or has not been raised in many years
Increased fees are not expected to significantly decrease
participation or use, thereby decreasing overall revenue
Instituting or increasing the fee is not expected to result in an
overall loss of revenue for the activity or service
Imposing higher fees are not expected to pose an economic
hardship on most users
Financial Assistance is available -
The fee is inequitable to other like activities or services
Projected Revenue & Calculation Basis:
Given that there are events in the City that extend beyond a fixed venue site and have noise or traffic
impacts along the entire event route (e.g., races), neighbor notices need to be sent to a much larger
number of residents. Therefore, staff is proposing that event organizers of events extending beyond a
fixed venue site be charged for the actual cost of printing and postage if that amount exceeds $150. The
fee will be based on the number of notices, mailed at a cost of %0.54 per piece which includes $0.10
printing charge and $0.44 postage charge. Fees will remain the same for Category 1 events at fixed
venue sites. Notices for Category 2 and 3 events (expressive or first amendment) will continue to be
mailed at no cost to the event organizer.
NEIGHBOR NOTIFICATION EXTENDED VENUE SITE PROPOSED FEE
EXTENDED
NOTIFICATION # OF RESIDENTS/
BUSINESSES
COST PER PIECE
TOTAL
LA Marathon Segment 1519 $0.54 $820.26
North Race Route SK 3633 $0.54 $1,961.82
St. John's SM 5000 300 $0.54 $162.00
5 & 1- K Classic 1507 $0.54 813.78
Cost per piece to be increased annually by CPI $3,757.86
C6-36
Gross Projected Revenuelncrease $3,758
Less $1s0 fee per event ($600)
Net Projected Revenue Increase $3,158
Financial Assistance Program (FAP) for Youth Participants: Not Applicable
Date of Previous Increase: 2001
Effective Date of Proposed Increase: July 1, 2011
Public Notification Process: Notices about fee increases were mailed to all repeat clients with events
extending beyond a fixed venue site. The fee change was also posted on the Community Events website
and brought before the Recreation and Parks Commission on January 20, 2011.
C6-37
PERMIT SERVICES: LAWN BOWLING GREEN
Description: The City's lawn bowling green, located in Douglas Park, is a unique recreational amenity
made possible by a donation from Mr. Marcellus L. Joslyn in 1947. The green has been home to the
Santa Monica Lawn Bowling Club who organizes olav each week for its membershio and hosts several
regional lawn bowling tournaments each year. The Lawn Bowling Club volunteers host open houses and
offer lessons in an effort to encourage the public to learn the sport and join the Club.
Total Participants: Santa Monica Lawn Bowling Club (70 members)
Community Benefit Level: Limited Community Access
Current Cost Recovery Rate: 0%
Proposed Cost Recovery Rate: 26%
Primary Pricing Indicators Used:
Indicators used to determine whether fees should be imoosed or Indicators used to determine whether non-resident fees should be
increased: imoosed or increased:
Program or permit service does not meet targeted cost recovery ~ Demand for activ"dY or permit service exceeds capacity
level
Fees are "under market' and are below those charged by
Verifying residency is practical and cost effective
comparable cities and/or service providers
Annual fee adjustments that are currently based on Consumer Price ~ A high percentage of participants or permittees are non-
Indexand/orother increases have not kept up with cost increases residents
The activity or permit service warrants a fee and a tee has not
existed before or has not been raised in many years
Increased fees are not expected to significantly decrease
participation or use, thereby decreasing overall revenue
Instituting or increasing the fee is not expected to result in an
overall loss of revenue for the activity or service
Imposing higherfees are not expected to pose an economic
hardship on most users
Financial Assistance is available -
The fee is inequitable to other like activities or services
Projected Revenue & Calculation Basis: Current use of the lawn bowling green is limited to the Santa
Monica Lawn Bowling Club. There are currently no fees established for the use of the bowling green.
The Club also currently permits the Douglas Park Clubhouse at a rate of $2.51 per hour, increasing by CPI
each year. Historically the Club has purchased maintenance equipment and performed light greens
maintenance to supplement work performed by the City's landscape contractor.
The City's maintenance contract for the lawn bowling green and minimal clerical support amounts to
$6,085 per year. Staff proposes the Santa Monica Lawn Bowling Club pay an annual maintenance fee to
the City of $1600. The amount equates to approximately 26% of the maintenance costs and
approximately $2.00 per hour, based on their estimated average use of the green for the last three
years. Based on a membership of 70, the additional annual cost per person is $22.86 per year or $1.90
per month.
Gross Projected Revenue Increase $1,600
0% Decrease in oarticipation due to higher {ees (SOJ
Net Projected Revenuelncrease $1,600
C638
Current fees with Comparisons
Beverly Hills Annual maintenance fee of $1474.10
Hermosa Beach No fee. All maintenance is performed by the lawn bowlers
San Clemente 50% of gross receipts, minimum ot$700 per year
Alhambra $1200 - $1300 per year
Santa Barbara 100% of annual maintenance contract and $4000 - $6000/year in
utility costs
Financial Assistance: Not Applicable
Date of Previous Increase: New Fee
Effective Date of Proposed Increase: July 1, 2011
Public Notification Process:
Notices about fee were posted on the Community Recreation website, posted at Douglas Park and sent
to the Santa Monica Lawn Bowling Club. The fee change was also brought before the Recreation and
Parks Commission on January 20, 2011.
C6-39
PERMIT SERVICE: COMMUNITY GARDENS
Description: The community gardens are comprised of 120 plots in the City of Santa Monica, located at
Main Street, Park Drive and Euclid Park. The gardens provide an opportunity for residents to exercise,
practice sustainability, grow organic fruits, flowers and vegetables and meet neighbors with like
interests.
Total Participants: 120 plots (69 Main Street, 38 Park Drive, 13 Euclid Park)
Community Benefit Level: Private Access
Current Cost Recovery: 7%a
Proposed Cost Recovery: 9%
Primary Pricing Indicators Used
Indicators used to determine whetherfees should be imposed or Indicators used to determine whether non-resident fees should be
increased: - imposed or increased:
Program or permit service does not meet targeted cost recovery ~ Demand far activity or permit service exceeds capacity
level
Fees are "under market" and are below those charged by ~ Veri m residen
comparable cities and/or service providers ~'~ g n' is practical and cost effective
Annual fee adjustments that are currently based on Consumer Price ~ A high percentage of participants or permittees are non-
Index and/or other increases have not kept up with cost increases residents
The activity or permit service warrants a fee and a fee has not
existed before or has not keen raised in many years
Increased fees are not expected to significantly decrease
participation or use, thereby decreasing overall revenue
Imposing higher fees are not expected to pose an economic
hardship on most users
Financial ASSirtance is available
The fee is inequitable to other like activities or services
Instituting or increasing the fee is not ezpected to result in an
overall loss of revenue for the activity or service
Projected Revenue & Calculation Basis: Proposed annual fees were developed by calculating
cumulative CPI increase since the last fee restructure in FY 2003 and rounded to the nearest dollar.
Current Fee Proposed Fee Increase Percentagelncrease
$60.00 $75.00 $15.00 25%
Gross Projected Revenuelncrease $2,000
0% Decrease in participation due to higher fees ($0)
Net Projected Revenuelncrease $2,000
Current Fees and Comparisons:
City Annual Fee
LA-Ocean View Farms $30.00
LA-Sepulveda Garden Center $25.00
West Hollywood $100.00
Santa Monica $613.00
Los Angeles is raising plot fees to $120
beginning January, 2011
C6-40
Financial Assistance: Not applicable
Date of Previous Increase: The current annual licensing fee was set in FY 2003.
Effective Date of Proposed Increase: July 1, 2011
Public Notification Process:
A notice about the fee increase was posted on the Community Recreation website and sent to all
licensed gardeners. The fee increase was also brought before the Community Gardens Advisory
Committee on January 12, 2011 and brought before the Recreation and Parks Commission on January
20, 2011.
C6-41
ATTACHMENT C7
FINANCIAL ASSISTANCE
GUIDELINES AND PROCEDURES
CITY OF SANTA MONICA
COMMUNITY & CULTURAL SERVICES DEPARTMENT
COMMUNITY AND CULTURAL SERVICES
DEPARTMENT
FINANCIAL ASSISTANCE
San.n.,•,.;••a GUIDELINES AND PROCEDURES
Financial Assistance for youth programs is offered by the City of Santa Monica's
Community and Cultural Services Department. The Department administers the
Financial Assistance program and verifies application and income information. Financial
Assistance is available for childcare and recreational programs.
The purpose of the Financial Assistance Program is to provide access to after school
childcare, homework help, sports leagues, sports facilities, swim lessons, camps, and
enrichment and community classes to Santa Monica youth who would not otherwise be
able to afford these programs.
Childcare programs include childcare, full-day day camps, middle school camps and
combination full day camps. Levels of Financial Assistance range from 25% - 90%.
Recreational programs include enrichment classes, sports leagues, sports facilities,
aquatic classes, community classes, and mini-camps. Semi-private swim classes are not
eligible. Levels of Financial Assistance range from 25% - 75%.
A homeless family may qualify for 100% financial assistance.
APPLICATION REQUIREMENTS
In order to qualify for financial assistance a family must meet the following requirements:
• Participants must be under age 18 at the beginning of the program.
• Youth residing in Santa Monica may qualify for childcare programs and recreational
programs.
• Non-resident youth, while attending SMMUSD public schools on permit, may qualify
for school-based programs only. Non-resident youth may qualify for summer
childcare if the youth has been required to attend summer school.
• Custodial parents or legal guardians must be employed for a minimum of 32 hours per
week, be attending school full time (12 or more semester units or 9 or more quarter
units), or be in the process of seeking employment (unemployment award and Work
Seek form is required).
CT-1
Exemptions from the employment and school requirement (income and family size
guidelines still apply) are as follows:
• Parents or guardians with children age five and under
• Parents or guardians sixty years of age or older
• Parents or guardians with a disability which temporarily or permanently prevents
them from working
VERIFICATION OF RESIDENCY
Applicants must submit a copy of a government issued photo ID.
In addition, one of the following is required as verification of residency:
• Current Utility Bill (gas or electric) no PO Boxes
• Rent Agreement
• Mortgage Receipt
• Section 8 Housing Verification
• SMMUSD School Permit (for non-residents)
VERIFICATION OF INCOME QUALIFICATION
The following documentation must be attached for all adults in the home.
• 1040 Income Tax Form
For unemployed parents or guardians that do not have 1040 forms, SSI / EDD
Quarterly Forms (In addition to this documentation, a work seek form must also be
submitted quarterly.)
Full-time Student Parents that do not have 1040 forms must submit proof of School
Enrollment (required quarterly)
Assistant levels are based on the following income scale:
C7-2
Level 1 - 90% and 75%
Level 2 - 75% and 50%
Level 3 - 50% and 25%
Level 4 - 25% and 25%
APPLICATION PROCEDURE
Applications are available by calling (310) 458-8540 or by picking one up at the Ken
Edwards Center, Reed Park, the Santa Monica Swim Center or Virginia Avenue Park.
The Financial Assistance application is also available via the web pages of these
locations.
The completed application is to be mailed, faxed or dropped off at the Ken Edwards
Center, Reed Park, the Santa Monica Swim Center or Virginia Avenue Park. Verification
of residency for each adult in the household must be attached to the application.
Community Classes Office (KEC)
1527 4th Street
Santa Monica, CA 90401
tel 310.458.2239
fax 310.899.0840
Youth Office at Reed Park
1133 7th Street
Santa Monica, CA 90403
tel 310.458.8540
fax 310.451.3569
Swim Center Office
2225 16th Street
Santa Monica, CA 90405
tel 310.458.8700
fax 310.450.5076
Virginia Avenue Park Office
2200 Virginia Avenue
Santa Monica, CA 90404
tel 310.458.8688
fax 310.399.4326
Applicants will receive a letter regarding the financial assistance application within 7-10
business days. If applicants have not received a letter in the allotted time, they should
call (310) 458-8540 for the status.
To appeal a denied financial assistance application, a written request must be submitted
to the Financial Assistance Coordinator. The Financial Assistance Appeals Committee
will review written appeals and parents/guardians will be notified of the Committee's
decision within ten business days.
ADDITIONAL INFORMATION
The Financial Assistance period runs on a fiscal year basis July -June.
Applications for the new fiscal year are available spring of the preceding fiscal year.
Families who have previously received financial assistance will be required to reapply
annually.
• Incomplete applications will not be accepted and will be returned.
C7-3
• All recipients of financial assistance must meet the stipulated eligibility criteria. We
are unable to make exceptions for hardships or emergency situations. Staff will
provide referrals to supportive services for families in crisis.
• Financial Assistance awards are subject to a $300 cap per child, per calendar quarter.
The cap applies to the discounted portion of the fees for participation in recreational
programs of limited duration. Childcare programs are not subject to the cap.
• If a family would like to use financial assistance in conjunction with program fees, they
must apply for financial assistance at least four weeks before programming begins.
Financial Assistance must be approved before registration and we cannot retroactively
adjust payments.
• Space in programs is limited and determined based on overall enrollment and
financial assistance levels granted.
• Poor program attendance may disqualify recipients from the program or from receiving
financial assistance for participation in future programs.
The City of Santa Monica is dedicated to providing families with the best possible youth
programs.. Questions about financial assistance or other City programs can be answered
at program offices.
Revised 1/27/11
C7-4
Reference Resolution Nos.
10559 (CCS) through
10563 (CCS).