sr-062111-8bCity Council Meeting: June 21, 2011
Agenda Item: 8-B
To: Mayor and City Council
From: Barbara Stinchfield, Director, Community and Cultural Services
Subject:. Revisions to the Proposed Agency Funding Levels within the FY 2011-15
Human Services Grants Program for EI Nido Family Centers, Family
Service of Santa Monica/Vista del Mar and Saint John's Child & Family
Development Center
Recommended Action
Staff recommends that the City Council eliminate funding in the amount of $116,814 to
EI Nido Family Centers and approve corresponding increases to the proposed agency
funding levels within the FY 2411-15 Human Services Grants Program (HSGP) for
Family Service of Santa MonicaNista del Mar (FSSM} and Saint John's Child & Family
Development Center (SJCFDC} by $58,407 each for revised proposed agency funding
levels of $327,695 for FSSM and $324,544 for SJCFDC.
Discussion
The Final Proposed FY 2011-15 HSGP includes $116,814 to EI Nido Family-Centers to
provide mental health counseling and case management services for 360 students at
Edison Language Academy and Will Rogers Learning Community schools. On
June 15, 2011, staff received a letter from EI Nido Family Centers indicating its decision
to discontinue the program and turn down City funding effective July 1, 2011 due to loss
of staff, State budget cuts and competing agency priorities.
Staff immediately contacted two currently funded agencies that provide school-based
mental health services within Santa Monica-Malibu Unified School District (SMMUSD)
schools, Family Service of Santa Monica(Vista del Mar (FSSM) and Saint John's Child
& Family Development Center (SJCFDC}, to explore their interest in delivering these
school-based mental health services for the 2011-12 school year. In response, staff
received letters of interest from both FSSM and SJCFDC.
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Upon consultation with senior administrative staff at the SMMUSD, it is recommended
that $58,407 be awarded to FSSM to provide services at Edison (counseling and case
management services for 180 students) and $58,407 be awarded to SJCFDC to provide
services at Will Rogers (counseling and case management services for 180 students),
effective July 1, 2011. The proposed funding increases to FSSM and SJCFDC total
$116,814, which was the proposed funding level to EI Nido Family Centers. Therefore,
the revised proposed agency funding levels on page 3 of the HSGP plan will be revised
to $327,695 for FSSM and $324,544 for SJCFDC. In addition, pages 10 and 18 of the
HSGP plan will be revised to reflect these changes.
Prepared by: Julie Rusk, Human Services Manager
Approved:
/~~wGt..e~- ~l~.a.v.-1~/mod
Barbara Stinchfield
Director, Community & Cultural Services
Forwarded to Council:
~~
Rod ould
City Manager
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~® City Council, Housing Authority,
Redevelopment Agency and
city of
Santa rion;~a Parking Authority Report
City Council Meeting: June 21, 2011
Agenda Item:
To: Mayor and City Council
Chairperson and Housing Authority Members
Chairperson and Redevelopment Agency Members
Chairperson and Parking Authority Members
From: Carol Swindell, Director of Finance
Subject: Adoption of the First Year and Approval of the Second Year of the Fiscal
Year 2011-13 Biennial Budget, Approval of FY 2010-11 Budget Changes,
Approval of Personnel Changes, Adoption of Resolutions Adjusting and
Establishing Various Rates and Fees, Adoption of Resolution Establishing
the City's GANN Appropriations Limit for FY2011-12, Adopt the Proposed
Human Services Grants Program for FY 2011-15 and the Organizational
Support Program (OSP) Grants for Arts and Culture Nonprofits for
FY 2011-13, Authorize the City Manager to Negotiate and Execute
Contracts with Human Service and Cultural Arts Grantees
Recommended Actions
Staff recommends that the City Council, Housing Authority, Redevelopment Agency and
Parking Authority:
1) adopt a Resolution of the City Council of the City of Santa Monica adopting the
first year and approving the second year of the Fiscal Year 2011-13 Biennial
Budget at Attachment E1, as amended by Attachments B and C;
2) adopt a Resolution of the Housing Authority of the City of Santa Monica
adopting the first year and approving the second year of the Fiscal Year 2011-
13 Biennial Budget at Attachment E2, as amended by Attachments B and C;
3) adopt a Resolution of the Redevelopment Agency of the City of Santa Monica
adopting the first year and approving the second year of the Fiscal Year 2011-
13 Biennial Budget at Attachment E3, as amended by Attachments B and C;
4) adopt a Resolution of the Parking Authority of the City of Santa Monica
adopting the first year and approving the second year of the Fiscal Year 2011-
13 Biennial Budget at Attachment E4, as amended by Attachments B and C;
and
5) approve certain changes to the FY 2010-11 Budget (Attachment A).
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Staff also recommends that the City Council:
1) adopt a resolution of the City of Santa Monica establishing new classifications
and adopting salary rates for various listed positions (Attachment D1) and
approve the Position and Classification Changes (Attachment D2);
2) adopt a resolution of the City of Santa Monica setting various fees in the Public
Work Department (Attachment F1 );
3) adopt a resolution of the City of Santa Monica setting licensing fees for Outdoor
Dining Establishments (Attachment F2);
4) adopt a resolution of the City of Santa Monica setting permit and user fees for
discretionary permits requiring public hearing radius notification in the .Planning
and Community Development Department (Attachment F3);
5) adopt a resolution of the City of Santa Monica establishing the GANN
appropriations limit for Fiscal Year 2011-12 (to be continued to June 28, 2011);
6) approve the Final Proposed FY 2011-15 Human Services Grants Program
(HSGP) (Attachment G1) and the FY 2011-13 Organizational Support Program
(OSP) Grants for Arts and Culture Nonprofits (Attachment G2);
7) authorize. the City Manager to negotiate and execute contracts for grantees of
the HSGP and OSP, and grant parking permits to HSGP organizations
providing outreach and in-home services in Santa Monica, as shown in
Attachments G1 and G2;
8) authorize the City Manager to negotiate and execute lease agreements with
human service organizations using City facilities to provide social services
under the HSGP, as shown in Attachment G1;
9) accept Federal Supportive Housing Program (SHP) Renewal Grant funds from
the Los Angeles Homeless Services Authority (LAHSA) in the amount of
$381,941 for Coordinated Case Management;
10) accept Federal Supportive Housing Program (SHP) Renewal Grant funds from
the U.S. Department of Housing and Urban Development (HUD) in the amount
of $491,791 for the Serial Inebriate Program; and
11) appropriate all or a portion of $300,000 in available one-time funds.
Executive Summary
This report presents information and requests actions necessary to adopt the first year
of the Fiscal Year 2011-13 biennial budget for the City of Santa Monica, the Santa
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Monica Housing Authority, the Santa Monica Redevelopment Agency and the Santa
Monica Parking Authority. It also requests approval of the second year of the budget.
Since the City Charter requires Council to adopt a budget annually, the second year will
be submitted to Council for formal adoption, with any necessary revisions, in June 2012.
The City released its Proposed Budget for FY 2011.-13 on May 13, 2011. New
information received and changes approved by Council since release of the Proposed
Budget have resulted in adjustments to the Proposed Budget for FY 2011-13 as well as
the current year (FY 2010-11) budget, which are recommended for adoption as part of
this report.
A summary of the final proposed budget totals is shown below and the impact of these
adjustments on the General Fund is shown in a chart on the following page:
($ Millions)
FY2011-12
Revenues
Recommended
Proposed Changes Budget
Gen Fd $ 283.4 $ 2.7 $ 286.1
Other 249.5 0.6 250.1
Total $ 532.9 $ 3.3 $ 536.2
Expenditures
Recommended
Proposed Changes Budget
$ 275.6 $ 0.9 $ 276.5
371.5 (124.3) 247.2
$ 647.1 $ (123.4) $ 523.7
FY2012-13
Revenues Expenditures
Recommended Recommended
Proposed Changes Budget Proposed Changes Budget
Gen Fd $ 290.2 $ 2.8 $ 293.0 $ 288.6 $ 0.4 $ 289.0
Other 245.3 0.6 245.9 335.6 (53.8) 281.8
Total $ 535.5 $ 3.4 $ 538.9 $ 624.2 $ (53.4) $ 570.8
The revenue increases of $3:3 million in FY 2011-12 and $3.4 million in FY 2012-13
includes reimbursements of $2.7 million in FY2011-12 and $2.9 million in FY2012-13
from the Redevelopment Agency for administrative expenses that were not originally
included in the Proposed Budget. -Due to the Governor's proposal to end
redevelopment, staff considers these funds at risk on an on-going basis and
recommends that the amount be left in fund balance rather than appropriated until there
is more certainty regarding the long term future of redevelopment.
The expenditure decreases of $123.4 million in FY 2011-12 and $53.4 million in FY
2012-13 mostly reflect timing changes for Redevelopment Agency (RDA) capital
projects. On May 24, 2011, Council appropriated $76.5 million in the FY 2010-11
budget for certain RDA projects that are sufficiently developed to enter into contractual
obligations in the near future. These expenditures had been included in the original
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Proposed FY 2011-13 budget and the funding is now moved up to the current fiscal
year. The remainder of the decrease primarily relates to RDA projects included in the
Proposed Budget, which now are not expected to occur during the FY 2011-13 period
and for which required funding amounts could change significantly. Staff will return to
Council at a later date when project timing is known and financing options have been re-
evaluated.
The net excess of expenditures over revenues for all other funds in FY 2012-13 is due
to differences in timing between receipt of revenues and expenditures for capital
projects,. which in some instances are funded with revenue received in a prior fiscal
year. Therefore, while it appears that expenditures exceed revenues, sufficient one-
time revenues are available to fund the expected projects.
The budget includes $300,000 of undesignated one-time funds that Council could
consider appropriating for one-time priorities. Any unappropriated portion of the
$300,000 will remain in the General Fund available fund balance. In addition, $102,988
of FY 2010-11 Council contingency remains available for one-time uses. The unspent
balance remaining from this contingency will be reappropriated to the FY 2011-12
Budget for Council's use at a later time. Due to the State budget deficit, State funding
for many early childhood programs are at risk. Staff recommends Council consider
holding back a portion of the $300,000 for potential one-time uses related to early
childhood development and care.
The impact of these final proposed budget adjustments to the FY2011-13 General Fund
are shown below:
($ Millions)
Revised General Fund Revenue $ 286.1 $ 293.0
Revised General Fund Expenditures $ (276.5) $ (289.0)
Revised Net Total $ 9.6 $ 4.0
Less Balance SheetAdiustments
Designation of Parking Revenue for Future Parking Purposes $ (1.8) $ (1.5)
Loan to Airport $ (3.3) $ (0.5)
Loan to Cemetery $ (0.1) $ -
AdjustEmergency Reserve to 10% of Expenditures $ (1.9) $ (1.3)
Revised Net Revenue Available for One Time Uses $ 2.6 $ 0.5
While the two year General Fund budget has a surplus, without the reimbursements
from the Redevelopment Agency the General Fund would have shortfalls in both years.
Since these funds are at risk on an on-going basis due to potential State action, staff
recommends that the amount be left in fund balance rather than appropriated until there
is more certainty regarding the long term future of redevelopment.
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It is also important to remember that the Five Year Forecast projects growth rates in
expenditures, particularly for compensation costs, which will outstrip rates of revenue
growth in future years, and deficits are projected beginning in FY 2013-14 without
further corrective action. The City will need to continue to implement strategies that will
correct this imbalance over the long term.
Attachment A details the recommended revisions to the current year (FY 2010-11)
budget. Attachments B, and C detail revisions to the Proposed budget for fiscal years
2011-12 and 2012-13. Also included in the changes above and presented for City
Council review and approval are identified changes to compensation and position
classifications for FY 2011-12 (Attachments D1 and D2), changes to fees and charges,
with resolutions for their implementation (Attachments F1-F3), the Proposed Human
Services Grants Program for FY 2011-15 and the Organizational Support Program
(OSP) Grants for Arts and Culture Nonprofits for FY 2011-13 (Attachments G1 and G2).
Discussion
The City Charter requires that the City Council adopt an annual budget, following a
public hearing, on or before June 30 for the ensuing fiscal year. The budget to be
adopted is presented to City Council by the City Manager at least 35 days prior to the
start of the fiscal year in the- form of a Proposed Budget. The FY 2011-13 Biennial
Budget was sent to Council and released to the public on May 13, 2011. The Budget
was discussed with Council at study sessions on May 24-26 2011.
The two year budget is balanced and maintains core City services, enhances
emergency preparedness, addresses emerging community needs, promotes civic
advancement, and reinvests in critical infrastructure while avoiding new tax proposals
and the need for staff layoffs or furloughs. The budget also rectifies historical under-
budgeting in certain areas. In addition, the Budget continues to promote the key City
values of sustalnability, livability, education, human capital, economic development,
mobility, and fiscal stability. However, it is important to note that the Five Year Forecast
projects growth rates in expenditures, particularly for compensation costs, which will
outstrip rates of revenue growth in future years. The City will need to continue to
implement strategies that will correct this imbalance over the long term. The budget
also includes a listing of emerging issues representing community views on needs to be
addressed.
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During the City Council budget study sessions on May 24-26, Council heard
presentations on the Proposed Budget by the City Manager and each department. On
May 24, 2011, Council appropriated a total of $76,553,000 in currently available RDA
funds to the FY 2010-11 budget for projects that are sufficiently developed to enter into
contractual obligations in the near future. Additionally other redevelopment projects that
are not expected to occur during the two year budget period, and for which project costs
may change substantially, have been removed from the FY 2011-12 and FY 2012-13
Proposed Budget. Staff will return to Council at a later date to request funding for these
projects. Impacts of these decisions are included in the Final Changes to the Proposed
Budget included with this staff report. At that time, Council was also presented with the
Proposed Human Services Grants Program for FY 2011-15 and the Organizational
Support Program (OSP) Grants for Arts and Culture Nonprofits for FY 2011-13.
Proposed Budaet Revisions
Modifications to the Proposed Budget are based on Council direction, new information
and identified omissions. Staff recommends that Council adopt the changes to the FY
2010-11 Revised Budget and FY 2011-12 Proposed Budget, as well as approve
changes to the FY 2012-13 Proposed Budget. A balanced budget is still maintained
even with these identified changes. These changes are summarized below:.
FY 2010-11 Budget Changes
Staff recommends changes to the FY 2010-11 Budget be made to pay down a portion
of the City's CaIPERS liability, to record a contract payment for Santa Monica Place
Attendant Parking, and to fund Police overtime at levels that align with historical
spending. The CaIPERS paydown will be funded through the release of designations in
a number of City funds and the use of undesignated General Fund balance. The City
will save an estimated $800,000 per year as a result of this pay down.
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Further detail is provided below:
$ Millions)
CaIPERS Liability Pav Down
General Fund
All Other Funds
Total Pay Down
From Designations
$ 6.3
1.2
From Undesignated
Fund Balance
$ 2.5 $
0.0
7.5 $
2.5 $
Total
8.8
1.2
10.0
1) FY 2010-11 General Fund Expenditure Revisions from Proposed Budget -
Increase of $12.4 million
The primary component of this increase is the $8.8 million to pay down a portion
of the City's CaIPERS liability. Also, an appropriatioh of $2.5 million is requested
to reflect a change in recording of contract payments for Santa Monica Place
Attendant Parking as expenditures rather than as a net against revenues
received. The offsetting revenue increase is already included in FY 2010-11
budgeted revenues. In addition, a $1.1 million appropriation is required for the
estimated FY 2010-11 payment of Measure Y funds to the Santa Monica/Malibu
Unified School District.
2) FY 2010-11 General Fund Balance Sheet Revisions from Proposed Budget -
$6.3 million
As noted above, this item is the recommended release of a $6.3 million CaIPERS
designation for future pension liabilities used to pay down the City's CaIPERS
obligation.
3) FY 2010-11 Non-General Fund Expenditure Revisions -Net increase of $6.2
million
The increase primarily represents a $5.0 million appropriation of Low/Moderate
Income Funds for affordable housing uses. The remaining $1.2 million reflects
the CaIPERS liability pay down for funds other than the General Fund.
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4) FY 2010-11 Non-General Fund Balance Sheet Revisions from Proposed Budget
- $1.2 million
This item reflects the release of $1.2 million in CaIPERS designations for future
pension liabilities from non-General funds to be used to pay down the City's
CaIPERS obligation.
A complete list of proposed changes to the FY 2010-11 budget is included in
Attachment A.
Revisions to FY 2011-12 Proposed Budget
1) FY 2011-12 General Fund Revenue Revisions from Proposed Budget -Net
Increase of $2.7 million
The increase primarily reflects the final FY 2011-12 reimbursement amount from
the Redevelopment Agency to the General Fund for administrative costs ($2.7
million). As noted earlier, Redevelopment funding remains at risk from State
action and staff therefore recommends that this amount not be appropriated until
the RDA picture is more clear. Also included are revised Public Works fee rates
for newsrack permits, blanket utility excavation permits, and offsite improvement
work performed by City staff ($30,275).
2) Proposed FY 2011-12 General Fund Expenditure Revisions from Proposed
Budget -Net increase of $0.9 million
The major component of this increase is the first year allocation of $1.0 million
for the Early Childhood Education Center, which was previously included in the
Redevelopment Agency budget. In addition, funding for the LUCE/Specific Plan
Implementation is increased by $0.3 million. Also included is an increase of $0.1
million in funding for the Office of Emergency Management and $0.2 million in
other adjustments. Partially offsetting these increases is a reduction in the
General Fund subsidy to the Pier Fund ($0.7 million) reflecting the transfer
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funding of certain Pier-related CIP projects from the Pier Fund to the
Redevelopment Agency.
3) FY 2011-12 Non-General Fund Revenue Revisions from Proposed Budget -Net
Increase of $0.6 million
This increase primarily reflects increased Pier rental revenues due to changes in
lease terms of $0.6 million, a net increase of $0.1 million from Miscellaneous
Grants, and increased Big Blue Bus revenues from managing the Culver City
transit system's advertising program of $0.1 million. Partially offsetting the
increase is a $0.2 million decrease in the City's CDBG allocation from HUD.
4) Proposed FY 2011-12 Non-General Fund Expenditure Revisions from Proposed
Budget -Net Decrease of $124.3 million
The decrease is primarily to due changes in Redevelopment Agency funding for
capital projects Per Council actions of Mav 24, 2011, certain projects were
funded in FY 2010-11 as indicated above instead of in later years as originally
proposed ($76.6 million). In addition, a number of projects not expected to occur
during the two year budget period have been removed from the Proposed
Budget, and staff will return to Council at later dates to request appropriation for
these specific projects when project timing is determined and funding options
have been analyzed.
A complete list of revisions to the FY 2011-12 Proposed Budget is included in
Attachment B.
Revisions to FY 2012-13 Proposed Budget
1) FY 2012-13 General Fund Revenue Revisions from Proposed Budget -Net
Increase of $2.8 million
The increase primarily reflects the final FY 2012-13 reimbursement amount from
the Redevelopment Agency to the General Fund for administrative costs ($2.8
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million) and the continuing revenue impacts of fee increases approved in FY
2011-12($30,990).
2) Proposed FY 2012-13 General Fund Expenditure Revisions from Proposed
Budget -Net increase of $0.4 million
The increase primarily reflects an appropriation for the second year funding of
the Early Childhood Education Center ($4.0 million), partially offset by a
decrease in the General Fund subsidy to the Pier Fund as funding for certain
Pier CIP projects is transferred from the Pier Fund to the Redevelopment
Agency. Also included is the impact of salary adjustments based on equity
increases and staffing changes.
3) FY 2012-13 Non-General Fund Revenue Revisions from Proposed Budget -Net
Increase of $0.6 million
This increase primarily reflects increased Pier rental revenues due to changes in
lease terms ($0.6 million), increased Prop A funding in the Miscellaneous Grants
fund to be used to fund the Downtown shuttle ($0.2 million), and increased Big
Blue Bus revenues from managing the Culver City transit system's advertising
program ($0.1 million), partially offset by a $0.2 million decrease in CDBG
allocation and $0.1 million decrease in HOME allocations.
4) Proposed FY 2012-13 Non-General Fund Expenditure Revisions from Proposed
Budget -Net Decrease of $53.8 million
Similar to the revisions to the FY 2011-12 Proposed Budget, the decrease is
primarily to due timing changes in Redevelopment Agency funding for capital
projects (-$53.4 million).
A complete list of revisions to the FY 2012-13 Proposed Budget is included in
Attachment C.
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Personnel Changes
As part of the budget process, proposed employee classification and compensation
changes were reviewed by the Human Resources Department and City Manager's
Office. Resulting classification and salary changes are presented in Attachments D1
and D2.
Proposed Fee Revisions
Public Works Department
In FY 2009-10, the City hired Revenue & Costs Specialists to perform a comprehensive
fee study to analyze the cost of services in various City departments including Public
Works. Most Public Works Department fees were analyzed in the first phase of the fee
study in FY 2009-10 with the exception of street offsite improvement fees, which were
analyzed in the second phase in FY 2010-11. Based on the results of the fee study, the
Public Works Department proposes fee revisions described in further detail below.
Implementation of these fees will result in a net revenue increase of approximately
$30,000 annually.
Newsrack Permit Fees
The current newsrack permit fees were adopted by City Council on June 15. 2010. After
further review, staff is recommending a revised fee structure. The revised fees are
structured so that the fee for the first newsrack, either new or renewal, represents the
full cost recovery amount to process the initial newsrack. Each additional newsrack on
the same permit would be issued at a reduced rate. The reduced rate for additional
newsracks is achieved by a reduction in administrative processing time and efficiencies
in scheduling inspections.
Blanket Utility Permit Fees
Fees for blanket utility permits were also adopted by Council on June 15, 2010.
Implementation of these fees was delayed to allow staff time to review and discuss with
the utility companies. After further review, staff recommends revised permit fees for
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blanket utility permits. A blanket utility permit would allow utility companies to conduct
maintenance activities and perform minor excavations on public right-of-way without
obtaining a separate permit every time. Utility companies are responsible for reporting
the number of work activities on public right of way. Fees would be collected quarterly
based on the number of work activities reported.
Street Offsite Improvement Fees
The fee study completed by Revenue & Costs Specialists resulted in full cost recovery
fees that are higher than fees charged by local, comparable cities and contractors for
similar work. As an alternative proposal, Staff is recommending direct cost recovery
fees, which are based on direct labor and division overhead. In cases where the City is
provided with less than a two week period to complete requested services, the end user
would have the option to pay the fees including overtime labor rates. Overtime fees
allow for the recovery of costs for work scheduled outside of regular business hours.
Planning & Community Development
Public Notification Fee
Staff is proposing a new fee to recover costs associated with the preparation of mailing
labels for public hearings on private development projects. Using the City's GIS
system, staff can more efficiently and accurately prepare this material which, to date,
applicants have been required to prepare and submit as part of the development
application package. The fee is expected to generate $5,000-$11,000 per year.
Housing and Economic Development Department
Outdoor Dining License Fees
On February 22, 2011, Council approved a fee schedule for license fees charged to
restaurants operating outdoor dining on public sidewalks. The resolution formally
setting the fees is presented to Council as part of the FY 2011-13 budget. The current
fees will increase by CPI until FY 2013-14, when the new rates will take effect.
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Community & Cultural Services
Human Services Grants Program & Organizational Support Program Grants for Arts
and Culture Nonprofits
The Community and Cultural Services Department solicits funding requests from local
human service and arts and cultural organizations for programs benefiting the
community. Funding requests are evaluated based on Council-adopted funding
rationale (January 11, 2011) and budget priorities along with documented needs and
priorities identified through Council-adopted community plans (such as the Action Plan
to Address Homeless in Santa Monica, Youth Violence Prevention in Santa Monica,
Evaluation of Services for Older Adults and City's FY 2010-15 Consolidated Plan).
The Proposed Human Services Grants Program (HSGP) for FY 2011-15
(Attachment G1) identifies each nonprofit organization and program proposed for
funding and details the proposed program activities. The total recommended FY 2011-
12 funding level is $7,419,647 ($7,027,792 for operating grants and $391,855 for
capital/one-time projects), which is $344,344 over the FY 2010-11 funding level. To
date, 15 agencies have provided comments on the Proposed HSGP. Two agencies,
Upward Bound House and Meals on Wheels West, transmitted letters requesting
increased funding. In addition, Meals on Wheels West transmitted 30 client letters to
support the request for increased funding while expressing appreciation for the City's
support. Since the release of the draft document on May 16, 2011, funding
recommendations established in the Proposed HSGP have not changed, with the
exception of minor modifications to descriptions and cash match for various programs.
Staff will return to City Council in FY 2011-12 with a funding recommendation for WISE
& Healthy Aging in for senior service operations, once terms are negotiated and a final
recommended-grant amount is determined.
The Proposed Organizational Support Program Grants for FY 2011-13 (Attachment G2)
identifies each nonprofit organization proposed for funding. The total recommended
FY 2011-12 funding level is $244,600. This represents an increase of $8,030 over the
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FY 2010-11 funding level. The majority of public comments received to date expressed
gratitude to the City for ongoing support of the arts and for maintenance-of-effort
funding during the economic downturn. A small number of cultural organizations,
including some that were recommended for funding and some that were not, requested
clarifications and panel comments from the proposal review process. Since the release
of the draft document on May 16, 2011 the proposed funding recommendations have
not changed.
Funding recommendations established in these plans will serve as a framework for
continued grant funding over atwo-year period, FY 2011-12 through FY 2012-13, for
the OSP Grants and afour-year period, FY 2011-12 through FY 2014-15, for the HSGP.
Once approved, funding will be available beginning July 1, 2011 through June 30, 2012
and may be renewed an additional one year (OSP) or three years (HSGP) contingerit
upon available funding, effective program performance, ability to meet existing and
emerging priority community needs, and City Council approval.
A contract will be executed with each organization approved for funding and City staff
will work closely with organizations to promote quality services, monitor contract
compliance, and advise agency staff on program, administrative, and fiscal matters.
A number of HSGP organizations provide outreach and in-home services to residents in
Santa Monica. Non-profit agency staff and volunteers drive their own vehicles to deliver
these services in the community. Staff recommends that the City continue to grant up
to five parking permits for each City-funded program that provides outreach and in-
home services. Additional permits will be issued at $15 per permit per year which is
consistent with the current fee for a Preferential Parking Permit for residents. City staff
will continue to monitor the issuance of these permits.
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Federal Supportive Housing Program (SHP) Renewal Grants
The City has received Supportive Housing Program (SHP) funds for coordinated case
management since 1996. At this time, staff is requesting authorization accept to grant
funds from the Los Angeles Homeless Services Authority (LAHSA) for the SHP grant in
the amount of $381,941 for a one year renewal (November 1, 2011 -October 31,
2012).
On March 21, 2005, the U.S. Department of Housing and Urban Development (HUD)
announced a $10 million funding initiative for housing for people who are homeless and
addicted to alcohol. Staff is requesting authorization to accept grant funds from HUD for
the Serial Inebriate grant in the amount of $491,791 for a one year renewal (for the sixth
year of the grant).
.Budget Resolutions
Approving the resolutions at Attachments E1 - E4, will:
a) adopt the FY 2010-11 Budget revenue at the account level, with operating
expenditure appropriations for the Salaries and Wages and Supplies and
Expenses (including Capital Outlay) major expenditure categories within a fund
for each department, and capital improvements within a fund;
b) re-appropriate funds from FY 2010-11 into FY 2011-12 for: continuing capital
projects (not to exceed $58,923,923 for the General Fund, $216,428,946 for the
Redevelopment Agency, $8,220 for the Housing Authority, $254,007,775 for all
other funds, and $2,361,095 for the Disaster Recovery Fund);
c) authorize staff to roll -over appropriations for multi-year operating grants not
completed at the end of the fiscal year, unspent donations dedicated to
programs, and the encumbrances for goods and services purchased by FY 2010-
11 year-end but not delivered or provided until FY 2011-12.
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GANN Appropriations Limit
State law places limits on the amount of Santa Monica's General Fund appropriations
that can be made without voter approval based on certain growth factors in Santa (City
population change and Statewide personal income). This restriction was placed in effect
in November 1979 with the approval of Proposition 4, commonly known as the GANN
Initiative (Article XIII B of the State Constitution).
Staff recommends that this item be continued until June 28, 2011.
Financial Impacts and Budget Actions
Adoption of the Proposed Budget as amended by Attachments B and C will formally
adopt the first year and approve the second year of the City's FY 2011-13 biennial
budget for the City's programs and services. Approval of the changes on Attachment A
will revise the FY 2010-11 budget as shown.
Prepared by: David Carr, Budget Administrator
Approved:
Carol Swindell
Director of Finance
Forwarded to Council:
Rod Gould
City Manager
Attachments:
A: Revisions to the FY 2010-11 Budget
B: Revisions to the Proposed FY 2011-12 Revenue Estimates and Budget
Appropriations
C: Revisions to the Proposed FY 2012-13 Revenue Estimates and Expenditure
Budget
D1: Resolution Revising Salaries for Various Positions
16
D2: Listing of Position and Classification Changes
E1: Resolution of City Council of the City of Santa Monica Adopting the FY 2011-
12 Budget and Approving the FY 2012-13 Budget
E2: Resolution of the Housing Authority of the City of Santa Monica Adopting the
FY 2011-12 Budget and Approving the FY 2012-13 Budget
E3: Resolution of the Redevelopment Agency of the City of Santa Monica
Adopting the FY 2011-12 Budget and Approving the FY 2012-13 Budget
E4: Resolution of the Parking Authority of the City of Santa Monica Adopting the
FY 2011-12 Budget and Approving the FY 2012-13 Budget
F1: Resolution of the City Council of the City of Santa Monica Setting Permit and
User Fees Newsrack Permits, Blanket Utility Permits, and Offsite
Improvements in the Public Works Department
F2: Resolution of the City Council of the City of Santa Monica Establishing
License Fees for Outdoor Dining Area Licenses
F3: Resolution of the City Council of the City of Santa Monica Establishing a
Public Notification Fee in the Planning and Community Development
Department
G1: Final Proposed FY 2011-15 Human Services Grant Program
G2: Final Proposed FY 1011-13 Organizational Support Program Grants for Arts
and Culture Nonprofits
17
REVISIONS TO THE PROPOSED FY2010-11
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
I. REVENUE ESTIMATES
NO CHANGES
II. BUDGET APPROPRIATIONS
Fund/Depa rtm a nt/Divis i on
or Project Proposed Budget
General/Finance/Parking Operations $8,302,265
General/Police/Operations $25,556,018
General/Non-departmental/All Other $19,377,127
Transactions
TOTAL GENERAL FUND:
Beach Recreation/Non- $0
departmental/All Other Transactions
Low/Mod Income Housing/Community
& Economic Development/Citywide
Housing Acquisition and Rehab.
Beach House/Non-departmental/All
Other Transactions
Water/Non-departmental/AI I Othe r
Transactions
Resource Recoveryand
Recycli nglN on-departmental/All Other
Transactions
PierlNon-departmental/All Other
Transactions
Wastewater/Non-departmentaVAll Other
Transactions
Civic AuditoriumMon-departmental/All
Other Transactions
AirportM on-departmental/AI I Othe r
Transactions
Revised
Proposed Budget NetChange
ATTACHMENT A
Explanation of Chanae
$10,802,265 $2,500,000 To reflect change in recording of
contract payment for Santa Monica
Place Attendant Parking from a
reduction to revenue to an
expenditure. Offsetting revenue
increase is already included in FY
2010-11 estimated actual revenues
for Santa Monica Place Attendant
Parking.
$26,056,018 $500,000 To reflect an increase in Police
overtime to increase account to
appropriate funding level.
$28,807,823 $9,430,696 Adjustment to reflect paydown of
CaIPERS liability ($8,840,696) and
increase of $1,090,000 to reflect
transfer related to Measure Y
payment to SMMUSD. Partially
offsetting is a $500,000 transfer
related to Police overtime.
$12,430,696
$23,957 $$~ Adjustment to reflect paydown of
CaIPERS liability
$9,640,112 $14,640,112 56.000.000 To reflect increased funding for
_ Citywide Housing Acquisition and
Rehabilitation. An increase of $3
million was previously approved by
Council on May 24, 2011.
$0 $36,971 ~ Adjustment to reflect paydown of
CaIPERS liability
$0 $94,340 4 4 Adjustment to reflect paydown of
CaIPERS liability
$0 $133,253 $133 26.25 Adjustment to reflect paydown of
CaIPERS liability
$0 $29,132 2 1 Adjustment to reflect paydown of
CaIPERS liability
$0 $53,818 $55;~ Adjustment to reflect paydown of
CaIPERS liability
$0 $49,896 $4g By6_ Adjustment to reflect paydown of
CaIPERS liability
$0 $24,406 524 406 Adjustment to reflect paydown of
CaIPERS liability
REVISIONS TO THE PROPOSED FY2010-11
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
Fund/Depa rtmenUDivis i on
or Proiect
Cemete ryM on-departmental/AI I Other
Transactions
Big Blue BusMon-departmental/All
Other Transactions
Vehicle Management/Non-
departmental/AII Other Transactions
Self Insurance Workers' CompMon-
departmental/All Other Transactions
TOTAL ALL FUNDS
III. BALANCE SHEET TRANSFER
Fund/Departm enHDivisi o n
or Proiect
General Fund
Beach Recreation Fund
Beach House Fund
Water Fund
Resource Recovery & Recycling Fund
Pier Fund
Wastewater Fund
Civic Auditorium Fund
Airport Fund
Revised
Proposed Budget Proposed Budget NetChange
ATTACHMENT A
Explanation of Change
$0 $12,902 12 2 Adjustment to reflect paydown of
CaIPERS liability
$0 $620,060 $$§~_Q~I.f2. Adjustment to reflect paydown of
CaIPERS liability
$0 $50,389 $~~$ Adjustment to reflect paydown of
CaIPERS liability
$0 $30,180 $3.0$.1 Adjustment to reflect paydown of
CaIPERS liability
$18,590,000
Revised
Proposed Budget Proposed Budaet Net Change Explanation of Chanae
($14,485,301) ($8,218,415) $6.266.886 To reflect release of CaIPERS
designation to be used to paydown
CaIPERS liability
($2,364,542) ($2,340,585) $$~ To reflect release of CaIPERS
designation to be used to paydown
CaIPERS liability
$2,364,542 $2,401,513 $$¢,9Z To reflect release of CaIPERS
designation to be used to paydown
CaIPERS liability
$0 $94,340 $$~ To reflect release of CaIPERS
designation to be used to paydown
CaIPERS liability
$0 $133,253 ~- To reflect release of CaIPERS
designation to be used to paydown
CaIPERS liability
$0 $29,132 2 1 2 To reflect release of CaIPERS
designation to be used to paydown
CaIPERS liability
($1,650,000) ($1,596,182) $53.818 To reflect release of Ca1PERS
designation to be used to paydown
CaIPERS liability
$0 $49,896 $49.896 To reflect release of CaIPERS
designation to be used to paydown
CaIPERS liability
$3,309,648 $3,334,054 qQ. To reflect release of CaIPERS
designation to be used to paydown
CaIPERS liability
REVISIONS TO THE PROPOSED FY2010-11 ATTACHMENT A
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
Fund/DepartmenHDivision Revised
or Project Proposed Budget Proposed Budget Net Change Explanation of Change
Cemetery Fund $49,353 $62,255 ~_ To reflect release of CaIPERS
designation to be used to paydown
CaIPERS liability
Big Blue Bus Fund _ $8,707,317 $9,327,377 $f2p Q&Q To reflect release of CaIPERS
designation to be used to paydown
CaIPERS liability
Vehicle Management Fund $8,707,317 $8,757,706 $50 389 To reflect release of CaIPERS
designation to be used to paydown
CaIPERS liability
Self-Insurance Workers' Comp Fund $8,707,317 $8,737,497 $3~ To reflect release of CaIPERS
designation to be used to paydown
CaIPERS liability
REVISIONS TO THE PROPOSED FY2011-12
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
Fund/Account Proposed Budget
General/City Manager Office $0
DepartmenVlnterfund Services
General/Planning and Community
Development DepartmenVlnterfund
Services
General/Community and Cultural
Services DepartmenVlnterfund Services
General/Housing and Economic
Development DepartmenVlnterfund
Services
General/Public Works
DepartmenVlnterfund Services
General/Public Works
DepartmenUPermits & Fees
TOTAL GENERAL FUND:
Community Development Block
GranVCurrent Year Allocation
Misc. Grants/HOME
Misc. Grants/SHSG Narrow Banding
Grant
Misc. Grants/Prop A Grant
TOTAL.MISC. GRANTS FUND:
Pier/SM Pier Rental
Big Blue BuslTransit Programs
TOTAL ALL FUNDS:
$997,562
$267,983
$0
$1,076,558
$65,920
Revised
Proposed Budaet Net Chanae
ATTACHMENT B
Explanation of Change
$247,634 $247,634 To reflect additional
reimbursement from the
Redevelopment Agency for project
management and project outreach.
$1,021,758 $24,196 To reflect additional
reimbursement from the
Redevelopment Agency for project
management.
$144,602 ($123,381) To reflect a reduction in
reimbursement from the
Redevelopment Agency; funding
was shifted from project
management to direct costs.
$2,751,943 $2,751,943 To reflect additional
reimbursement from the
Redevelopment Agency for project
management.
$876,558 ($200,000) To reflect a reduction in
reimbursement from other funds
for project management.
$96,195 $30,275 To reflect revised fees per revised
fee structure.
52.730.667
$1,497,124 $1,261,211 2 1 To reflect reduced grant funding.
$802,000 $701,473 ($100,527) To reflect reduced grant funding.
$0 $25,575 $25,575 Adjustment related to receipt of
2010 State Homeland Security
Grant Program Funds.
$0 $200,000 $200,000 To reflect increased Prop A
funding for downtown shuttle.
$125,048
$1,982,969 $2,528,803 $~ To reflect adjustments to lease
agreements for Pier properties.
$1,556,000 $1,661,000 $14S OOQ20Q To reflect additional revenues from
managing Culver City's bus
advertising.
$3,270,636
REVISIONS TO THE PROPOSED FY2011-12
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
ATTACHMENT B
il. BUDGET APPROPRIATIONS
Fund/Department/Divis io n
or Project
Revised
Proposed Budaet Proposed Budaet NetChanae
Explanation of Chanae
General/City Council
General/City Manager/Community and
Government Relations
General/City Manager/Office of
Sustainability & the Environment
General/City Manager/Offce of
Emergency Management
General/Finance/Administration &
Budget
General Fund/Human
Resources/Employee Relations and
Benefits
General/Information SystemsNVeb
Development
General/Information Systems/Software
Systems Division
General/Planning and Community
Deve IopmenUAdmin istration
$639,206 $642,663 $3,457 To reflect the addition of 1.0 FTE
Council Office Coordinator offset
by the deletion of 1.0 FTE Council
Office Administrator.
$2,382,027 $2,482,027 $100,000 To reflect an increase for capital
project outreach.
$4,192,138 $4,196,189 $4,051 To reflect the addition of 1.0 FTE
Project Support Assistant offset by
the deletion of 1.0 FTE Staff
Assistant III.
$810,361 $914,053 $103,692 To reflect an increase for
previously unbudgeted benefits for
Office of Emergency Manager
($46,342), budgeted equipment
maintenance costs ($17,350), and
one-time purchase of employee
emergency packs ($40,000).
$2,514,064 $2,531,328 $17,264 To reflect equity adjustment for
Assistant Finance Director
($8,136) and the addition of 1.0
FTE Purchasing Manager offset by
the deletion of 1.0 FTE Purchasing
Administrator ($9,728).
$1,514,503 $1,461,539 ($52,964) To reflect the deletion of a 0.5 FTE
Administrative Staff Assistant
position.
$943,072 $1,023,987 $80,915 To reflect the addition of 1.0 FTE
Software Systems Analyst position
- ($123,830) offset by the deletion of
1.0 FTE GIS Analyst position (-
$128,901). Also, reflects
increases related to an adjustment
to vacancy savings ($101) and a
transfer of Supplies and Expense
funds from Software Systems
Division to Web Development
Division ($85,885).
$1,946,292 $1,860,407 ($85,885) To reflect transfer of Supplies and
Expense funds from Software
Systems Division to Web
Development Division.
$2,951,459 $2,962,701 $11,242 To reflect equity adjustment for
Assistant Director of Planning and
Community Development.
REVISIONS TO THE PROPOSED FY2011-12 ATTACHMENT B
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
FundlDepartmenUDivision Revised
or Project Proposed Budaet Proposed Budaet Net Change -Explanation of Chanae
General/Planning and Community $6,229,120 $4,863,406 ($1,365,714) To reflect the deletion of 1.0 FTE
Development/Building and Safety Code Compliance Administrator
position (-$129,061) offset by an
increase related to adjustment for
vacancy savings ($26,772). Also,
to reflect a reduction of $1,209,547
related to the transfer of 11.0
- positions (2.0 FTE Building &
Safety Permit Specialist II, 2.0 FTE
Lead Compliance Officers, 4.0
FTE Code Compliance Officer II,
and 3.0 FTE Code Compliance
Officer I positions) and a reduction
of $53,878 related to the transfer of
Supplies & Expenses from the
Building and Safety Division to the
newly created Code Compliance
Division.
General/Planning and Community $0 $1,445,098 $1,445,098 To reflect an addition of 1.0 FTE
Development/Code Compliance Division Code Compliance Manager
position ($210,065) and an
increase in vacancy savings (-
$28,392). Also, to reflect an
increase of $1,209,547 related to
the transfer of 11.0 positions (2.0
FTE Building & Safety Permit
Specialist II, 2.0 FTE Lead
Compliance Officers, 4.0 FTE
Code Compliance Officer II, and
3.0 FTE Code Compliance Officer
I) and an increase of $53,878
Supplies & Expense transferred
from the Building and Safety
Division.
General/Police/Animal Control Unit $1,188,982 $1,158,525 ($30,457) To reflect reduction related to
deleting 1.0 FTE Animal Care &
Control Administrator and adding
- 1.0 FTE Animal Care & Control
Supervisor.
General/Police/Special Enforcement $16,275,044 $16,278,470 $3,426 To reflect the addition of a 1.0 FTE
Staff Assistant III position offset by
the deletion of 1.0 FTE Staff
Assistant II.
General/Fire/iraining $805,068 $815,068 $10,000 To reflect additional funding for
Fire training.
General/Community and Cultural $6,335,400 $6,443;545 $108,145 To reflect increased funding for
Services/Human Services Human Services programs
allocating previously unspent grant
funds.
General/Library/Administration and $2,788,048 $2,790,517 $2,469 To reflect salary adjustments for
Facilities various position's shift differentials.
General/Library/Information $3,691,034 $3,695,142 $4,108 To reflect salary adjustments for
Management various position's shift differentials.
REVISIONS TO THE PROPOSED FY2011-12 ATTACHMENT B
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
Fund/Department/Division Revised
or Protect Proposed Budget Proposed Budaet Net Change Explanation of Chanae
General/Library/Public and Branch $2,941,622 $2,953,201 $11,579 To reflect the addition of 1.0 FTE
Services Librarian II position offset by the
deletion of 1.0 FTE Librarian I
($7,374) and salary adjustments
for other position's shift
differentials ($4,205).
General/Public Works/Administrative $981,642 $997,868 $16,226 To reflect an equity adjustment for
Services the Assistant Director Public
Works.
General/Public Works/Architecture $2,174,323 $2,208,986 $34,663 To reflect increases for an equity
Services adjustment for the Architecture
Services Manager ($9,310), -the
addition of 1.0 Project Support
Assistant position offset by the
deletion of 1.0 Staff Assistant III
position ($10,155), and the
addition of 1.0 Senior Architect
position offset by the deletion of a
1.0 Architect position ($15,198).
General/Public Works/Custodial $6,229,626 $6,247,378 $17,752 To reflect funding adjustment
Services moving budget to purchase hand
dryer units from FY2012-13.
General/Housing and Economic $1,536,212 $1,561,062 $24,850 To reflect increases far the
Development/Economic Development addition of a 1.0 FTE Economic
Development Administrator
position offset by the deletion of
1.0 FTE Sr. Development Analyst
position ($10,432) and the addition
of a 1.0 FTE Business Assistant
position offset by the deletion of a
1.0 FTE Staff Assistant III position
($14,418).
GeneraVNon-Departmental/Intertund ($7,964,828) ($8,496,011) ($531,183) To reflect a reduction in the Pier
Transactions subsidy due to capital project costs
being transferred to the
Earthquake Recovery
Redevelopment Project Fund
(+$674,200), a reduction in the
HOME grant reimbursement to the
General Fund (-$2,017), and a
correction to reduce the Low/Mod
Income Housing Project Transfer (-
$141,000).
General/Streets, Traffic Control, $250,000 $500,000 $250,000 To reflect increased funding for
Parking/LUCE Implementation Specific LUCE Implementation Specific
Plans -Downtown Plans.
General/Recreational and Cultural/Civic $0 $1,000,000 $1,000,000 To reflect FY2011-12 funding for
Center Early Childhood Education Civic Center Early Childhood
Center Education Center transferred from
Earthquake Recovery Project Area
RDA Fund.
REVISIONS TO THE PROPOSED FY2011-12 ATTACHMENT B
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
Fund/DepartmentiDivision Revised
or Project Proposed Budget Proposed Budget Net Chanae Explanation of Chanae
General/Public SafetylFire Station 1 $300,000 $0 ($300,000) To reflect a transfer of funds from
the General Funtl to Earthquake
Recovery Project Area RDA Fund
for Fire Station :1 Capital
Improvement Project. ,
TOTAL GENERAL FUND: - - $882,734
Clean Beaches Parcel Tax/PUblic
Works/Civil Engineering
Earthquake Recovery Redevelopment
ProjecURecreational and Cultural/Early
Childhood Education Center
Earthquake Recovery Redevelopment
ProjecUCommunity & Economic
DevelopmenUCivic Center Palisades
Gardenwalk 8 Town Square
Earthquake Recovery Redevelopment
ProjecUCommunity & Economic
DevelopmenUCivic Auditorium
Renovation
Earthquake Recovery Redevelopment
ProjecUCommunity & Economic
DevelopmenULow/Moderate Housing
Earthquake Recovery Redevelopment
ProjecUCommunity 8 Economic
DevelopmenUCivic Center -Cafe for
Palisades Garden Walk
Earthquake Recovery Redevelopment
ProjecUStreets, Traffic Control,
Parking/Colorado Avenue Esplanade
Earthquake Recovery Redevelopment
ProjecUCommunity & Economic
DevelopmenVFreeway Capping Ocean
Avenue Sidewalk Widening
$144,291
$4,400,000
$41,145,276
$3,000,000
$45,600,000
$3,916,250
$12,002,049
$2,250,000
$361,497 $217,206 To reflect project maintenance
costs for previously approved
projects.
$0 ($4,400,000) To reflect a transfer of funding for
the Early Childhood Education
Center Capital Improvement
Project from the Earthquake
Recovery Project Redevelopment
Fund to the General Fund.
$0 ($41,145,276)
To reflect a transfer of funding
from FY2011-12 Proposed Budget
to FY2010-11 Revised Budget for
the Civic Center Palisades Garden
Walk & Town Square Capital
Improvement Project.
$46,749,800 $43,749,800
$0 ($45,600,000)
To reflect increased funding for the
Civic Auditorium Renovation
approved by Council on May 26,
2011.
To reflect funding adjustments for
Redevelopment funded Capital
Improvement Projects. Funds will
be appropriated as necessary.
$0 ($3,916,250) To reflect funding adjustments for
Redevelopment funded Capital
Improvement Projects. Funds will
be appropriated as necessary.
$0 ($12,002,049) To reflect a transfer of funding
from FY2011-12 Proposed Budget
to FY2010-11 Revised Budget for
the Colorado Avenue Esplanade
Capital Improvement Project.
$0 ($2,250,000) To reflect a transfer of funding
from FY2017-12 Proposed Budget
to FY2010-11 Revised Budget for
the Freeway Capping Ocean
Avenue Sidewalk Widening Capital
Improvement Project. Funds are
included in Palisades Garden Walk
and Town Center CIP.
REVISIONS TO THE PROPOSED FY2011-12 ATTACHMENT B
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
Fund/Department/Division Revised
or Project Proposed Budget Proposed Budget Net Change Explanation of Change
Earthquake Recovery Redevelopment $0 $1,003,311 $1,003,311 To reflect FY2011-12 allocation for
ProjecURecreational and Percent for Arts Capital
Cultural/Percent for Arts Improvement Project based on
recently appropriated FY20t0-11
Capital Improvement Projects.
Earthquake Recovery Redevelopment $49,288,577 $0 ($49,288,577) To reflect funding adjustments for
ProjecUCommunity & Economic Redevelopment funded Capital
DevelopmenUExpo LRT Station Improvement Projects. Funds will
Betterments be appropriated as necessary.
Earthquake Recovery Redevelopment $5,231,420 $0 ($5,231,420) To reflect funding adjustments for
ProjecUCommunity & Economic Redevelopment funded Capital
DevelopmenUExpo Green Streets Bike Improvement Projects. Funds will
Network Improvements be appropriated as necessary.
Earthquake Recovery Redevelopment $9,378,352 $0 ($9,378,352) To reflect funding adjustments for
ProjecUCommunity & Economic Redevelopment funded Capital
DevelopmenUExpo Green Streets Improvement Projects. Funds will
Colorado Avenue Integration be appropriated as necessary.
Earthquake Recovery Redevelopment $0 $4,100,000 $4,100,000 To reflect funding for. Exposition
ProjecUStreets, Traffic Control, Light Rail Stations.
Parking/Exposition Light Rail Stations
Eanhquake Recovery Redevelopment $5,086,701 $4,890,510 ($196,191) To reflect an adjustment to
ProjecUAll Other Transactions reimbursement to the General
Fund for Redevelopment. Agency
projects.
TOTAL EARTHQUAKE RECOVERY ($124,555,004)
REDEVELOPMENT PROJECT FUND
Ocean Park RDA Fund/Community &.: $1,300,000 $0 ($1,300,000) To reflect reduced funding for
Economic DevelopmenULow/Moderate Low/Moderate Income Housing in
Income Housing order to establish a reserve
account.
Community Development Block $568,369 $664,208 $95,839 To reflect increased funding for
GranUCommunity and Cultural Human Services programs
Services/Human Services allocating previously unspent grant
funds.
Miscellaneous Grants/Big Blue $1,182,141 $1,382,141 $200,000 To reflect increase in Prop A
Bus/Transit Services funding for downtown shuttle.
Miscellaneous Grants/Community and $748,174 $712,278 ($35,896) To reflect decreased grant funding
Cultural Services/Human Services for Human Services programs.
Miscellaneous $81,664 $107,239 $25,575 Appropriation of 2010 State
Grants/Fire/Administration Homeland Security Grant Program
Funds.
Miscellaneous Grants/Non- $1,182,141 $1,380,124 $197,983 To reflect decrease in HOME
Departmental/Interfund Transactions reimbursement to the General
Fund (-$2,017) and increase in
Prop A funding for Big Blue Bus
downtown shuttle (+$200,000).
REVISIONS TO THE PROPOSED FY2011-12 ATTACHMENT B
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
Fund/Department/Division Revised
or Project Proposed Budaet Proposed Budget Net Change Explanation of Change
Miscellaneous Grants/Community & $507,000 $1,105,452 $598,452 To reflect increased HOME funding
Economic Development/MObile Home - for Mobile Home Improvement
Improvement Project Project.
TOTAL MISCELLANEOUS GRANTS $986,994
FUND
COPS/Public Safety/State COPS Funds $0 $136,830 $136,830 Appropriation for COPS Funding
for FY2009-10 amounts and
interest earned for 2008, 2009,
2010.
Resource Recovery & $20,199,645 $20,169,645 ($30,000) To reflect decrease funding which
Recycling/Resource Recovery & was mistakenly added to the
Recycling FY2011-12 budget.
Resource Recovery & Recycling/Non- $957,169 $804,966 ($152,203) To reflect correct funding for
Departmental Environmental Programs
reimbursement.
TOTAL RESOURCE RECOVERY & ($182,203)
RECYCLING FUND:
Pier/Non-Departmental/Intertund ($1,423,079) ($748,879) $674,200 To reflect reduction in Pier subsidy
Transactions due to transfer of capital projects
to the Earthquake Recovery
Redevelopment Area fund.
Pier/Community & Economic $5,896,553 $5,222,353 ($674,200) To .reflect transfer of Pier
Development/Pier Infrastructure Infrastructure Improvements
Improvements funding to Earthquake Recovery
Redevelopment Project Fund.
TOTAL PIER FUND: $p
Wastewater/Non-Departmental ($625,717) ($473,514) $152,203 To reflect corrected funding for
Environmental Program
reimbursement.
Big Blue Bus/Big Blue BuslTransit $1,225,242 $1,304,562 _ $79,320 To reflect the addition of 1.0 Staff
Programs Assistant Illposition offset by the
deletion of 1.0 FTE Staff Assistant
II position ($3,360) and the
addition of 1.0 FTE Transit System
Technician ($75,960).
Big Blue Bus/Big Blue Buslfransit $2,282,276 $2,193,590 ($88,686) To reflect deletion of 1.0 FTE
Customer Relations Customer Service Assistant
.position.
Big Blue Bus/Big Blue Bus/Transit $10,068,109 $10,270,270 $202,161 To reflect addition of 1.0 FTE
Services Management Transit Services Manager position.
Big Blue Bus/Big Blue Bus/Transit $23,736,480 $23,822,663 " $86,183 To reflect increase iri Prop A
Services Operations funding for downtown shuttle
(+$200,000) and a deletion of 1.0
FTE Motor Coach Operator
Training Coordinator (-$113,817).
Fund/Depa rtment/Div is ion
or Project
Big Blue Bus/Big Blue Bus/Transit
Safety and Security
Big Blue Bus/Big Blue Bus/Npn-
Departmental
TOTAL BIG BLUE BUS FUND:
REVISIONS TO THE PROPOSED FY2011-12
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
Proposed Budget
Revised
Proposed Budget Net Change
$921,530
($639,006)
ATTACHMENT B
Explanation of Change
$1,035,347 $113,817 To reflect addition of 1.0 FTE
Transit Safety and Security
Coordinator position.
($839,006) ($200,000) To reflect increase in Prop A
funding for downtown shuttle.
$192,795
TOTAL ALL FUNDS:
REVISIONS TO THE PROPOSED FY2012-13 ATTACHMENT C
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
I. REVENUE ESTIMATES
Revised
Fund/Account Proposed Budget Proposed Budaet Net Chance Explanation of Chance
General/City Manager Office $0 $207,008 $207,008 To reflect additional reimbursement
Department/Interfund Services from the Redevelopment Agency
for project management.
General/Planning and Community $1,070,220 $1,084,166 $13,946 To reflect additional reimbursement
Development Department/Interfund from the Redevelopment Agency
Services for project management.
General/Community and Cultural $267,983 $151,460 ($116,523) To reflect a reduction in
Services DepartmenUlnterfund Services reimbursement from the
Redevelopment Agency; funding
was shifted from project
management to direct costs.
General/Housing and Economic $0 $2,896,745 $2,896,745 To reflect additional reimbursement
Development Department/Interfund from the Redevelopment Agency
Services for project management.
General/Public Works $1,103,472 $903,472 ($200,000) To reflect a reduction in
Department/Interfund Services reimbursement from other funds for
project management.
General/Public Works $65,920 $96,910 $30,990 To reflect revised fees per revised
DepartmenUPermits & Fees fee structure.
TOTAL GENERAL FUND: S2 832166
Community Development Block $1,497,124 $1,261,211 ($235.9131 To reflect reduced grant funding.
GranHCurrent Year Allocation
Misc. Grants/HOME $802,000 $701,473 ($100,527) To reflect reduced funding.
Misc. Grants/Prop A Grant $0 $200,000 $200,000 To reflect increased Prop A funding
for downtown shuttle.
TOTAL MISC. GRANTS FUND: $99,473
Pier/SM Pier Rental $2,075,848 $2,621,682 $~4~,- To reflect adjustments to lease
agreements for Pier properties.
Big Blue Bus/Transit Programs $1,618,240 $1,723,240 .~10~OgQ To reflect additional revenues from
managing Culver City's bus
advertising.
TOTAL ALL FUNDS: $3,346,560
II. BUDGET APPROPRIATIONS
Fund/DepartmenHDivision Revised
or Project Proposed Budget Proposed Budget Net Chance Explanation of Chance
General/City Council - $666,776 $670,458 $3,682 To reflect the addition of 1.0 FTE
Council Office Coordinator offset by
the deletion of 1.0 FTE Council
Office Administrator.
General/City Manager/Community and $2,468,068 $2,518,068 $50,000 To reflect an increase for capital
Government Relations project outreach.
REVISIONS TO THE PROPOSED FY2012-13
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
Fund/Delta rtm ent/Divis i on
or Project Proposed Budaet
General/City Manager/Office of $4,329,104
Sustainability & the Environment
General/City Manager/Office of $649,954
Emergency Management
General/Finance/Administration & $2,620,567
Budget
General Fund/Human $1,484,983
Resources/Employee Relations and
Benefits
General/Information Systems/Web $986,467
Development
General/Information Systems/Software $2,035,907
Systems Division
General/Planning and Community $3,060,560
Development/Ad m i n istration
General/Planning and Community $6,376,525
Development/Building and Safety
Revised
Proposed Budaet Net Change
ATTACHMENT C
Explanation of Change
$4,333,294 $4,190 To reflect the addition of 1.0 FTE
Project Support Assistant offset by
the deletion of 1.0 FTE Staff
Assistant III.
$715,539 $65,585 To reflect an increase for
previously unbudgeted benefits for
Office of Emergency Manager
(+$48,235) and budgeted
equipment maintenance costs
(+$17,350).
$2,638,264 $17,697 To reflect equity adjustment for
Assistant Finance Director
(+$8,412) and the addition of 1.0
FTE Purchasing Manager offset by
the deletion of 1.0 FTE Purchasing
Administrator (+$9,285).
$1,429,336 ($55,647) To reflect the deletion of a 0.5 FTE
Administrative Staff Assistant
position.
$1,068,352 $81,885 To reflect the addition of 1.0 FTE
Software Systems Analyst position
(+$134,142) offset by the deletion
of 1.0 FTE GIS Analyst position (-
$139,632). Also, reflects-increases
related to an adjustment to vacancy
savings (+$110) and transfer of
Supplies and Expense funds from
Software Systems Division to Web
Development Division (+$87,265).
$1,948,642 ($87,265) To reflect transfer of Supplies and
Expense funds from Software
Systems Division to Web
Development Division.
$3,072,179 $11,619 To reflect equity adjustment for
Assistant Director of Planning and
Community Development.
$4,956,420 ($1,420,105)
To reflect the deletion of 1.0 FTE
Code Compliance Administrator
position (-$134,398) offset by
increase related to adjustment for
vacancy savings (+$27,873). Also,
to reflect a reduction of $1,259,282
related to the transfer of 11.0
positions (2 FTE Building & Safety
Permit Specialist II, 2 FTE Lead
Compliance Officers, 4 FTE Code
Compliance Officer II and 3 FTE
Code Compliance Officer I) and a
reduction of $54,298 related to the
transfer of Supplies & Expense
from Building and Safety Division to
the newly created Code
Compliance Division.
REVISIONS TO THE PROPOSED FY2012-13
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
Fund/Depa rtm ent/Divis i on
or Project Proposed Budget
General/Planning and Community $0
DevelopmenUCode Compliance Division
General/Police/Animal Care & Control $1,222,726
General/Police/Special Enforcement $16,978,711
GeneraVFire/Training $850,879
General/Library/Public and Branch $3,072,072
Services
General/Public Works/Administrative $1,018,394
Services
General/Public Works/Architecture $2,302,249
Services
General/Public Works/Custodial $6,566,449
Services
Revised
Proposed Budget Net Chanoe
$1,502,033 $1,502,033
ATTACHMENT C
Explanation of Chanae
To reflect an addition of 1.0 FTE
Code Compliance Manager
position (+$217,999) and an
increase in vacancy savings (-
$29,546). Also, to reflect increase
of $1,259,282 related to the
transfer of 11.0 positions (2 FTE
Building & Safety Permit Specialist
II, 2 FTE Lead Compliance
Officers, 4 FTE Code Compliance
Officer II and 3 FTE Code
Compliance Officer I) and an
increase of $54,298 related to the
transfer of Supplies & Expense
from the Building and Safety
Division.
$1,191,254 ($31,472) To reflect reduction related to
deleting 1.0 FTE Animal Care &
Control Administrator and adding
- 1.0 FTE Animal Care & Control
Supervisor.
$16,982,252 $3,541 To reflect the addition of a 1.0 FTE
Staff Assistant III position offset by
the deletion of 1.0 FTE Staff
Assistant II.
$860,879 $10,000 To reflect additional funding for Fire
training.
$3,079,695 $7,823 To reflect equity adjustment related
to position upgrade from Librarian I
to Librarian II.
$1,035,165 $16,771 To reflect an equity adjustment for
the Assistant Director Public
Works.
$2,337,974 $35,725 To reflect increases for an equity
adjustment for the Architecture
Services Manager (+$9,624),the
addition of 1.0 Project Support
Assistant position offset by the
deletion of 1.0 Staff Assistant III
position (+$10,393), and the
addition of 1.0 Senior Architect
position offset by the deletion of a
1.0 Architect position (+$15,708).
$6,548,697 ($17,752) To reflect funding adjustment
moving budget to purchase hand
- dryer units to FY2011-12.
REVISIONS TO THE PROPOSED FY2012-13
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
Fund/Departm a nUDivis i on
orProiect Prooosed Budaet
GeneraUHousing and Economic $1,594,959
DevelopmenUEconomic Development
General/Non-Departmental/Interfund ($4,614,879)
Transactions
General/Recreational and Cultural/Civic $0
Center Early Childhood Education
Center
TOTAL GENERAL FUND:
Clean Beaches Parcel Tax/Public $136,183
Works/Civil Engineering
Earthquake Recovery Redevelopment $40,749,800
ProjecUCommunity & Economic
DevelopmenUCivic Auditorium
Renovation
Earthquake Recovery Redevelopment $20,000,000
ProjecUCommunity & Economic
DevelopmenULow/Moderate Housing
Earthquake Recovery Redevelopment $500,000
ProjecURecreation and
Cultural/Memorial Park Master Plan and
Expansion
Earthquake Recovery Redevelopment $0
ProjecUStreets, Traffic Control,
Parking/Exposition Light Rail Stations
Earthquake Recovery Redevelopment $0
Project /Pier Infrastructure
Improvements
Revised
Proposed Budaet Net Chanae
ATTACHMENT C
Explanation of Chanae
$1,620,644 $25,685 To reflect increases for an addition
of a 1.0 FTE Economic
Development Administrator position
offset by the deletion of 1.0 FTE Sr.
Development Analyst position
($10,781) and addition of 1.0 FTE
Business Assistant position offset
by the deletion of 1.0 FTE Staff
Assistant III position ($14,904).
($8,469,806) ($3,854,927)
To reflect a reduction in the Pier
subsidy due to capital project-costs
being transferred to the Earthquake
Recovery Redevelopment Project
Fund (+$3,998,054), a reduction in
the HOME grant reimbursement to
the General Fund (-$2,127), and a
correction to reduce the Low/Mod
Income Housing Project Transfer (-
$141,000).
$4,000,000 $4,000,000 To reflect FY2012-13 funding for
Civic Center Early Childhood
Education Center transferred from
Earthquake Recovery
Redevelopment Project Fund.
$368,868
$355,678 $279,495 To reflect project maintenance
costs for previously approved
projects.
$0 ($40,749,800) To reflect timing change in
appropriation of project funds from
FY2012-13 to FY2011-12.
$0 ($20,000,000) To reflect funding adjustments for
Redevelopment funded Capital
Improvement Projects. Funds will
be appropriated as necessary..
$0 ($500,000) To reflect funding adjustments for
Redevelopment funded Capital
Improvement Projects. Funds will
be appropriated as necessary.
$4,100,000 $4,100,000 To reflect funding related to
Exposition Light Rail Stations.
$3,988,054 $3,988,054 To reflect transfer of funding for
Newcomb Deck ($3,147,054) and
Carousel Floor and Substructure
projects ($841,000) from the Pier
Fund.
REVISIONS TO THE PROPOSED FY2012-13 ATTACHMENT C
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
Fund/Department/Division Revised
or Proiect Proposed Budget Proposed Budget Net Change Explanation of Chanae
Earthquake Recovery Redevelopment $5,289,871 $5,084,373 ($205,498) To reflect an adjustment to
ProjecUAll Other Transactions reimbursement to the General
Fund for Redevelopment Agency
projects.
TOTAL Earthquake Recovery ($53,367,244)
Redevelopment Project FUND:
Ocean Park RDNNon-Departmental/All $1,300,000 $0 ($1,300,000) To reflect reduced funding for
Other Transactions Low/Moderate Income Housing in
order to establish a reserve
account.
Community Development Block $568,369 $537,982 ($30,387) To reflect decreased funding for
GranUCommunity and Cultural Human Services programs.
Services/Human Services
Miscellaneous Grants/Non- $1,187,374 $1,385,247 $197,873 To reflect decrease in HOME
Departmental/All Other Transactions reimbursement to the General
Fund (-$2,127). and increase in
Prop A funding for BBB downtown
shuttle (+$200,000).
Miscellaneous Grants/Community and $724,531 $646,780 ($77,751) To reflect decreased grant funding
Cultural Services/Human Services for Human Services programs.
Miscellaneous Grants/Big Blue $1,187,374 $1,387,374 $200,000 To reflect increase in Prop A
Bus/Transit Services fundingfor downtown shuttle.
Total Miscellaneous Grants $320,122
Resource Recovery & $20,343,256 $20,488,256 $145,000 To. reflect an adjustment to salary
Recycling/Resource Recovery & savings.
Recycling
Resource Recovery & Recycling/Non- $988,604 $834,980 ($153,624) To reflect corrected funding for
Departmental Environmental Program
reimbursement.
Total Resource Recovery & Recycling ($8,624)
Fund
Pier/Non-Departmental/Interfund ($5,054,783) ($1,066,729) $3,988,054 To reflect reduction in subsidy from
Transactions the General Fund.
Pier/Community & Economic $3,988,054 $0 ($3,988,054) To reflect transfer to Earthquake
DevelopmenUPier Infrastructure Recovery Redevelopment Project
Improvements Fund for Pier Infrastructure
Improvements.
TOTAL PIER FUND: $p
Wastewater/Non-Departmental ($668,194) ($514,570) $153,624 To reflect correct funding for
Environmental Program
reimbursement.
Big Blue Bus/Big Blue Bus/Transit $1,286,551 $1,369,434 $82,883 To reflect the addition of 1.0 Staff
Programs Assistant III position offset by the
deletion of 1.0 FTE Staff Assistant
II position (+$3,474) and the
addition of 1.0 FTE Transit System
Technician (+$79,409).
REVISIONS TO THE PROPOSED FY2012-13 ATTACHMENT C
REVENUE ESTIMATES AND BUDGET APPROPRIATIONS
Fund/Department/Division Revised
or Project Proposed Budget Proposed Budget Net Change Explanation of Chanae
Big Blue Bus/Big Blue Bus/Transit $2,418,947 $2,326,387 ($92,560) To reflect deletion of 1.0 FTE
Customer Relations Customer Service Assistant
position.
Big Blue BuslBig Blue Bus/Transit $10,241,134 $10,450,798 $209,664 To reflect addition of 1.0 FTE
Services Management Transit Services Manager position.
Big Blue Bus/Big Blue Bus/Transit $25,217,597 $25,299,062 $81,465 To reflect increase in Prop A
Services Operations funding for downtown -shuttle
(+$200,000) and a deletion of 1.0
FTE Motor Coach Operator
Training Coordinator (-$118,535).
Big Blue Bus/Big Blue Bus/Transit $921,530 $1,040,065 $118,535 To reflect addition of 1.0 FTE
Safety and Security Transit Safety and Security
Coordinator position.
Big Blue Bus/Big Blue Bus/Non- ($659,006) ($859,006) ($200,000) To reflect increase in Prop A
Departmental funding for downtown shuttle.
TOTAL BIG BLUE BUS FUND: $g99,gg7
TOTAL ALL FUNDS: ($53,444,159)
ATTACHMENT D2
POSITION AND CLASSIFICATION CHANGES FY 2011-2012
Department Division Delete Add
City Council 1.0 FTE permanent 1.0 FTE permanent
Council Office Council Officer
Administrator Coordinator
City Manager Office of 1.0 FTE permanent Staff 1.0 FTE permanent
Sustainability and Assistant III Project Support
the Environment Assistant
Records and Administration 1.0 FTE permanent 1.0 FTE permanent
Election Services Administrative Analyst Administrative Analyst -
Records and Election
Services
Finance Administration 1.0 FTE permanent 1.0 FTE permanent
and Budget Purchasing Purchasing Services
Administrator Manager
Human Resources Employee 0.5 FTE permanent
Relations and Administrative Staff
Benefits Assistant
Information Software Systems 1.0 FTE permanent 1.0 FTE permanent
Technology Lead Systems Analyst - Lead Systems Analyst -
Utilities Water Resources
Information Software Systems 1.0 FTE permanent GIS 1.0 FTE permanent
Technology Analyst Software Systems
Analyst -Water
Resources
Information Web 1.0 FTE permanent 1.0 FTE permanent
Technology Development Internet Developer-GIS Internet Developer
Planning and Building and 1.0 FTE permanent
Community Safety Code Compliance
Development Administrator
Planning and Building and 2.0 FTE permanent
Community Safety Lead Code Compliance
Development Officer
ATTACHMENT D2
Department
Planning and
Community
Development
Planning and
Community
Development
Planning and
Community
Development
Planning and
Community
Development
Planning and
Community
Development
Planning and
Community
Development
Police
Police
Police
POSITION AND CLASSIFICATION CHANGES FY 2011-2012
Division
Delete
Add
Building and
Safety
Building and
Safety
Code Compliance
Code Compliance
Code Compliance
Code Compliance
Administrative
Services
Operations
Operations
7.0 FTE permanent
Code Compliance
Officer I/II
2.0 FTE permanent
Building and Safety
Permit Specialist I/II
1.0 FTE permanent
Senior Administrative
Analyst -Police Budget
1.0 FTE permanent
Community Services
Officer Supervisor
8.0 FTE permanent
Community Services
Officer I
1.0 FTE permanent
Code Compliance
Manager
2.0 FTE Lead Code
Compliance Officer
7.0 FTE permanent
Code Compliance
Officer I/II
2.0 FTE permanent
Building and Safety
Permit Specialist I/II
1.0 FTE permanent
Senior Administrative
Analyst
1.0 FTE permanent
Downtown Services
Officer Supervisor
8.0 FTE permanent
Downtown Services
Officer
ATTACHMENT D2
Department
Police
Fire
Fire
Community and
Cultural Services
Community and
Cultural Services
POSITION AND CLASSIFICATION CHANGES FY 2011-2012
Division Delete
Special
Enforcement
Add
1.0 FTE permanent Staff 1.0 FTE permanent Staff
Assistant II Assistant III
Support Services
Support Services
Community
Recreation
1.0 FTE permanent
Battalion Chief
1.0 FTE permanent EMS 1.0 FTE permanent EMS
Educator Coordinator
1.0 FTE permanent
Community Services
Systems Coordinator
Public Landscape 1.0 FTE permanent
Storekeeper)
Community and Public Landscape 5.0 FTE permanent
Cultural Services Promenade
Maintenance Worker
Library
Public Works
Public Works
Public Works
Public Works
Public and 1.0 FTE permanent
Branch Services Librarian I
Civil Engineering
1.0 FTE permanent Civil
Engineering and
Architecture Technician
Architecture
Services
Architecture
Services
Facilities
Management
1.0 FTE permanent.
Architect
1.0 FTE permanent
Community Recreation
Systems Coordinator
1.0 FTE permanent
Equipment Operator I
5.0 FTE permanent
Maintenance Worker
1.0 FTE permanent
Librarian II
1.0 FTE permanent
Drafting Technician
1.0 FTE permanent
Senior Architect
1.0 FTE permanent Staff
Assistant III
1.0 FTE permanent
Project Support
Assistant
1.0 FTE permanent
Facilities Maintenance
Contracts Administrator
Public Works Custodial 1.0 FTE permanent
Services Custodial Contracts
Administrator
ATTACHMENT D2
POSITION AND CLASSIFICATION CHANGES FY 2017-2012
Department Division Delete Add
Public Works Water 1.0 FTE permanent
Utilities Manager
Public Works Water 1.0 FTE permanent
WaterM/astewater
Administrator
Public Works Water 1.0 FTE permanent
Water Production and
Treatment Administrator
Public Works Water 1.0 FTE permanent Civil
Engineer
Public Works Water 1.0 FTE permanent
Principal Public Works
Analyst -Water
Resources
Public Works Water 1.0 FTE Administrative
Analyst -Water
Resources
Public Works Water 1.0 FTE Lead Water
Chemist
Public Works Water 1.0 FTE permanent
Environmental
Remediation
Coordinator
Public Works Water 1.0 FTE permanent
Water Production and
Treatment Supervisor
Public Works Water 2.0 FTE permanent
Water Chemist
Public Works Water 1.0 FTE permanent
Water Supervisor -
Construction
ATTACHMENT D2
POSITION AND CLASSIFICATION CHANGES FY 2011-2012
Department Division Delete
Public Works Water 1.0 FTE permanent
Water Supervisor -
Meters
Public Works Water 6.0 FTE permanent
Water Production and
Treatment Plant
Operator
Public Works Water 1.0 FTE permanent
Water Construction
Crew Leader
Public Works Water 3.0 FTE permanent
Water Leader
Public Works Water 1.0 FTE permanent Field
Inspector II
Public Works Water 3.0 FTE permanent
Equipment Operator III
Public Works Water 1.0 FTE permanent
Administrative Staff
Assistant
Public Works Water 2.0 FTE permanent Pipe
Fitter
Public Works Water 1.0 FTE permanent
Underground Utilities
Locator
Public Works Water 1.0 FTE permanent Field
Inspector)
Public Works Water 5.0 FTE permanent
Water Resources
Technician
Public Works Water 3.0 FTE permanent
Staff Assistant III
Add
ATTACHMENT D2
POSITION AND CLASSIFICATION CHANGES FY 2011-2012
Department- Division Delete Add
Public Works Water 5.0 FTE permanent
Water Maintenance
Worker
Public Works Water 1.0 FTE permanent
Groundskeeper
Public Works Wastewater 1.0 FTE permanent
Industrial Waste
Services Coordinator
Public Works Wastewater 1.0 FTE permanent
Wastewater Supervisor
Public Works Wastewater 1.0 FTE permanent
Senior Environmental
Inspector
Public Works Wastewater 2.0 FTE permanent
Environmental Inspector
Public Works Wastewater 2.0 FTE permanent
Wastewater Crew
Leader
Public Works Wastewater 1.0 FTE permanent
Wastewater Treatment
Plant Operator
Public Works Wastewater 1.OFTE permanent
Environmental Outreach
Assistant
Public Works Wastewater
1.0 FTE permanent Staff
Assistant III
Public Works Wastewater 4.0 FTE permanent
Sewer Maintenance
Worker II
ATTACHMENT D2
POSITION AND CLASSIFICATION CHANGES FY 2011-2012
Department Division Delete Add
Public Works Water Resources 8.0 FTE permanent
Sewer Maintenance
Worker I
Public Works Water Resources 1.0 FTE permanent
Water Resources
Manager
Public Works Water Resources 1.0 FTE permanent
WaterNVastewater
Administrator
Public Works Water Resources 1.0 FTE permanent
Water Production and
Treatment Administrator
Public Works Water Resources 1.0 FTE permanent Civil
Engineer
Public Works Water Resources 1.0 FTE permanent
Administrative Services
Coordinator
Public Works Water Resources 1.0 FTE Administrative
Analyst -Water
Resources
Public Works Water Resources 1.0 FTE Lead Water
Chemist
Public Works Water Resources 1.0 FTE permanent
Environmental
Remediation
Coordinator
Public Works Water Resources 1.0 FTE permanent
Water Production and
Treatment Supervisor
Public Works Water Resources 2.0 FTE'permanent
Water Chemist
ATTACHMENT D2
POSITION AND CLASSIFICATION CHANGES FY 2011-2012
Department Division Delete Add
Public Works Water Resources 1.0 FTE permanent
Water Supervisor -
Construction
Public Works Water Resources 1.0 FTE permanent
Water Supervisor -
Meters
Public Works Water Resources 6.0 FTE permanent
Water Production and
Treatment Plant
Operator
Public Works Water Resources 1.0 FTE permanent
Water Construction
Crew Leader
Public Works Water Resources 3.0 FTE permanent
Water Leader
Public Works Water Resources 1.0 FTE permanent Field
Inspector II
Public Works Water Resources 3.0 FTE permanent
Equipment Operator III
Public Works Water Resources 1.0 FTE permanent
Administrative Staff
Assistant
Public Works Water Resources 2.0 FTE permanent Pipe
Fitter
Public Works Water Resources 1.0 FTE permanent
Underground Utilities
Locator
Public Works Water Resources 1.0 FTE permanent Field
Inspector I
ATTACHMENT D2
POSITION AND CLASSIFICATION CHANGES FY 2011-2012
Department Division
Public Works Water Resources
Public Works .Water Resources
Delete
Add
5.0 FTE permanent
Water Resources
Technician
Public Works Water Resources
Public Works Water Resources
Public Works Water Resources
Public Works Water Resources
Public Works Water Resources
Public Works Water Resources
Public Works Water Resources
Public Works Water Resources
Public Works Water Resources
4.0 FTE permanent
Staff Assistant III
5.0 FTE permanent
Water Maintenance
Worker
1.0 FTE permanent
Groundskeeper
1.0 FTE permanent
Water Resources
Protection Programs
Coordinator
1.0 FTE permanent
Wastewater Supervisor
1.0 FTE permanent
Senior Water Resources
Protection Specialist
2.0 FTE permanent
Water Resources
Protection Specialist
2.0 FTE permanent
Wastewater Crew
Leader
1.0 FTE permanent
Wastewater Treatment
Plant Operator
1.0 FTE permanent
Water Resources
Outreach Assistant
ATTACHMENT D2
POSITION AND CLASSIFICATION CHANGES FY 2011-2012
Department Division
Delete
Add
Public Works Water Resources
Public Works Water Resources
Big Blue Bus Transit Executive
Big Blue Bus Transit Executive
Big Blue Bus Transit Safety
and Security
Big Blue Bus Transit Safety
and Security
Big Blue Bus Transit Programs
Big Blue Bus Transit Programs
Big Blue Bus Transit Customer
Relations
Big Blue Bus Transit
Maintenance
1.0 FTE permanent
Transit Safety and
Security Officer
2.0 FTE permanent Staff
Assistant II
4.0 FTE permanent
Sewer Maintenance
Worker II
8.0 FTE permanent
Sewer Maintenance
Worker I
1.0 FTE permanent
Transit Safety and
Security Officer
1.0 FTE permanent
Transit Safety and
Security Coordinator
2.0 FTE permanent Staff
Assistant II
1.0 FTE permanent
Transit Systems
Technician
1.0 FTE permanent Staff 1.0 FTE permanent Staff
Assistant II Assistant III
1.0 FTE permanent
Customer Services
Assistant
Big Blue Bus Transit Services 1.0 FTE Transit Vehicle 1.0 FTE permanent
Maintenance Transit Maintenance
Superintendent Officer
ATTACHMENT D2
POSITION AND CLASSIFICATION CHANGES FY 2011-2012
Department Division
Delete
Add
Big Blue Bus Transit Services
Big Blue Bus Transit Services
Big Blue Bus Transit Services
Big Blue Bus Transit Services
Big Blue Bus Transit Services
Housing and Economic
Economic Development
Development
1.0 FTE permanent
Transit Operations
Superintendent
1.0 FTE permanent
Administrative Analyst
1.0 FTE permanent
Transit Services
Manager
1.0 FTE permanent
Transit Services Officer
1.0 FTE permanent
Senior Administrative
Analyst -Transit
Services
1.0 FTE permanent
Transit Services
Superintendent
3.0 FTE permanent
Motor Coach Operator
Training Coordinator
2.0 FTE permanent
Motor Coach Operator
Supervisor
1.0 FTE permanent
Senior Development
Analyst
1.0 FTE permanent
Economic Development
Administrator
Housing and Economic 1.0 FTE permanent Staff 1.0 FTE permanent
Economic Development Assistant III Business Assistant
Development
,,
Santa Mnnlra"
a
J ~ r.
CITY OF SANTA MONICA
FY 2011-15
Human Services Grants Program
HUMAN SERVICES DIVISION
Community and Cultural Services Department
Julie Rusk, Manager
1685 Main Street, Room 212, Santa Monica, California 90401
Telephone (310) 458-8701 FAX (310) 458-3380 TDD (310) 458-8696
Website: www.sm~ov.net/hsd
~a~t~ti~w
The purpose of the Human Services Grants Program (HSGP) is to develop, fund and sustain human
service programs and increase the impact of organizations by cultivating an effective safety net or
system of services, building on the unique assets and strengths of neighborhoods, community
organizations and public institutions.
Providing stable yet flexible resources, grants support organizational or facility infrastructure;
ongoing core programs; emerging needs; programs which advance City initiatives; collaboration; or
data gathering and evaluation. In addition to providing multi-year grants, the City provides facilities;
technical assistance in the farm of small one-time grants or training support to enhance
organizational capacity, program quality and effectiveness; parking permits; and donated computer
equipment to Santa Monica organizations.
Funding awarded through the HSGP comes from multiple sources both locally and nationally,
including the City's General Fund, City development agreements (community benefit resources), Los
Angeles County Proposition A, .and federal entitlement (CDBG) and federal competitive grants.
Further, it is required that all grantees provide a minimum of 25% cash match to the delivery of
services for Santa Monica residents and most agencies leverage considerably more non-City dollars
and significant volunteer and other in kind resources to augment City funding.
In 2011, 30 agencies submitted 63 proposals (54 operating grants; 9 capital/one-time grants)
totaling $11.4 million, approximately $4.3 million over FY 2010-11 funding levels. To ensure a
balanced and objective assessment of all proposals, the HSGP review process included
50 representatives from City commissions, outside experts and partners and an interdepartmental
team of City staff. All organizations recommended for funding are required to provide services which
align with Council-adopted funding guidelines and selection criteria. This RFP process and its
recommendations will serve as the foundation for four years (2011-15). This enables well
performing agencies to annually renew grants (contingent upon available funding) while making
program or budget adjustments, in consultation with and upon approval of City staff.
o~~S
• Use Cityfunds and cash match to serve eligible Santa Monica participants
• Focus on prevention and early intervention, when possible
• Target those who are most vulnerable, underserved or unable to access services
• Emphasize comprehensive approaches ("go deeper") vs. little bit for many people
• Strengthen the link between supportive services and housing; get and keep people in
housing, increase their self-sufficiency
• Mandate/improve coordination and consolidation of services - so it is easier for people to
find and get what they need when they need it
• Make sure organizational capacity is strong as well as community-based
• Increase use of data and program evaluation to guide work
• Maximize and leverage county, state, federal and private resources for Santa Monica
residents
r~t~i~~
• Sustain support for strong and effective community-based human service organizations
• Fund programs that advance the goals of the Council-adopted Youth Violence Prevention
Action Plan, Evaluation of Services for Older Adults, Action Plan to End Homelessness and
City's Five Year Consolidated Plan (2010-15)
• Continue to provide low or no-cost leases for over 63,500 square feet of facility space to
seven non-profit human services programs
• Monitor agency for program and administrative performance
• Use data to identify trends, measure success and evaluate effectiveness and capacity
• Use Development Agreement (DA) "community benefits" to enhance human service facilities
and programs; continue to monitor and work with Saint John's Health Center to ensure that
its Santa Monica Community Access Plan (required by 1998 DA) provides grants to Ciry-
supported organizations and projects `
• Evaluate the City's participation with LAHSA (Los Angeles Homeless Services Authority) to
ensure that City priorities as well as resources for local non-profits for permanent supportive
housing are supported within the Los Angeles Continuum of Care
• Improve coordinated marketing of Santa Monica human services resources and increase
communication regarding the impact and success of HSG Program "safety net"
s~~C~DPY3 ~91~~Y3Of9~
• Provide operating and capital grants to 24 Santa Monica agencies totaling $7.4M
• Level (MOE) funding to 17 agencies including redirection or targeting of City funds which will
result in refinements or changes to some programs
• Small increases to 4 agencies (Connections for Children, Westside Center for Independent
Living, Upward Bound House, WISE & Healthy Aging)
• Reductions to 2 agencies (Growing Place, Common Ground)
• Defund 1 agency, with 3 months of transition funds (EmpowerTech)
• Provide capital improvement grants for facility upgrades to 3 agencies (Boys & Girls Clubs of
Santa Monica, WISE & Healthy Aging, CLARE) and van (WISE & Healthy Aging)
• Phase in changes over next one to four years, examples include:
o Release a targeted RFP in conjunction with SMMUSD and upon final YRT
recommendations, for streamlining and clarified outcomes in school based and other
youth/family services (2011-12)
o Identify funding & select data management system for youth/family services (2012)
o Pilot a fee for service homeless services contract (2011-12); extend pilot (2012-13)
o Redirect funding from basic emergency services to assertive outreach and case
management linked to housing placement and retention (2011-12 & 2012-15)
o Work closely with agencies needing administrative/Board improvements (2011-12)
o Transition City operation of senior services to WISE & Healthy Aging for efficiency and
program improvements (2012)
o Develop permanent supportive housing for special needs populations with pre- and
post-placement services for Santa Monica Service Registry participants (2013-14)
o Renew grants annually making refinements/changes as needed, offer technical
assistance, capital/one time grants to HSGP agencies (2012-15)
~ ~~1Gf3
I. Agencies Recommended for Funding
II. Projects Not Recommended for Funding
III. Definition of Eligible Santa Monica Program Participants
ATTACHMENT I
FY 2011-12 Proposed
FY 2010-11 Santa Monica Grant FV 2011-12
AGENCY Santa Monica Grant Request Santa Monica Grant
Boys & Girls Clubs of Santa Monica $ - $ 100,000 $ 80,000 (a)
Center for Civic Mediation $ 51,087 $ 74,740 $ 51,087
Chrysalis $ 277,430 $ 286,631 $ 277,430
CLARE $ 155,645 $ 309,290 $ 199,645 (61
Common Ground $ 129,030 $ 156,848 $ 90,000
Connections for Children $ 852,363 $ 898,457 $ 876,262
EI Nido Family Center $ 116,814 $ 154,916 $ 116,814
Family Service of Santa Monica/Vista del Mar $ 269,288 $ 489,282 $ 269,288
The Growing Place - $ 175,372 $ 175,372 - $ 165,372
Jewish Vocational Service $ 50,481 $ 168,750 $ 50,481
Legal Aid Foundation of Los Angeles $ 477,048 $ 769,043 $ 477,048
Meals on Wheels West $ 47,305 $ 326,596 $ 47,305
New Directions - $ 42,823 $ 80,340 $ 42,823 (o)
OPCC $ 1,482,660 $ 1,595,498 $ 1,482,660 (d)
Pico Youth & Family Center $ 307,532 $ 342,555 $ 307,532
Saint John's Child & Family Development Center $ 266,137 $ 266,137 $ 266,137
St. Joseph Center $ 639,058 $ 724,672 $ 639,058 (el
Santa Monica College $ 151,444 $ 562,633 $ 151,444
Step Up on Second $ 247,645 $ 375,156 $ 247,645 (tl
Upward Bound House $ 10,904 $ 85,950 $ 15,000
Venice Family Clinic $ 94,127 $ 148,127 $ 94,127
Westside Center for Independent Living $ 190,877 $ 195,877 $ 195,877
Westside Food Bank $ 101,972 $ 120,000 $ 101,972
WISE&Healthy Aging $ 896,664 $ 1,225,967 $ 1,166,967 (g)
TOTAL GRANTS RECOMMENDED FOR FUNDING $ 7,033,706 $ 9,632,837 (h) $ 7,411,974
(a) Capital Project
(b) Includes Capital Project funds of $44,000
(c) SHP contract renewal subject to approval by tAHSA
(d) Includes SHP funds of $108,248; SHP contract renewal subject to approval by lAHBA
le)Indudes 6HPfunds of$60,]68; SHP Contact renewal subjeR [o approval by LAHSA
(f) Includes SHP funds of $84,200; SHP contact renewal subject to approval by LAHSA
(g) Includes Capital Project funds of $266,855
(h)Total $11.4 million in funding requests Isee Attachment II for projects not recommended for funding)
The following pages provide a brief description of each agency and programs proposed for funding. Definitions areas
follows:
AGENCY BUDGET: Projected expenditures and revenues for the entire agency.
SANTA MONICA GRANT: Amount of City funding support provided to an agency.
CASR MATCH: Revenues from non-City sources for the program funded by the City. Grantees are required to provide a
minimum 25% cash match.
TOTAL PROGRAM BUDGET: Projected expenditures for the entire program (Santa Monica grant plus cash match).
ADDITIONAL CITY RESOURCES PROVIDED:
~~ Low or no-cost lease
I>a~~ Technical assistance !Donated computer equipment Parking permits
Photos courtesy of agencies.
This page is intentionally left blank.
_~. FY 2011-12 Human Services Grants Program
1220 Lincoln Boulevard, Santa Monica, CA 90401 • (310) 361-8500 • www.smbec.ore
CEO & President: Aaron Young
The Boys & Girls Clubs of Santa Monica provides youth a safe and productive place afterschool and on non-school days,
including a wide range of educational, social, cultural and recreational opportunities. Agencyeudqet: $3,669,166
Santa Monica Grant $ 80,000
Cash match (77%) $ 275,000
Project Budget $ 355,000
CAPtTAi PRtJJECT
Main Branch Renovation will update the 66 year old
facility which includes the Teen Center; Learning Center;
Art Shop; Kitchen/Cafe; and Outdoor Play Area.
1055 West 7 Street, Suite #2700, Los Angeles, CA 90017 • (213) 896-6533 • www.centerforcivicmediation.ore
Executive Director: Tobi Intender
The Center for Civic Mediation plays a vital mediation role in the community and personal relations by offering expert
and peer mediation and facilitation services, training and education. Agency Budget: $1,316,863
°-- fps-,
,
" L
T,+dEPROGRAM
Youth Peer Mediation and Conflict Resolution provides peer
mediation and conflict resolution education services to 700
John Adams and Lincoln middle school youth to positively
impact interpersonal behaviors and personal accountability
while also improving the school climate.
IfllHAT'S t9~Vi!
Introduce expert-led mediation for youth who are
chronicallytruant and theirteachers and parents.
Agency will be required to reapply for a targeted youth RFP
consistent with recommendations from YRT and SMMUSD
strategic plan and middle school initiative.
Santa Monica Grant $ 51,087
Cash Match (52%) $ 54,631
Total Program Budget $ 105,718
j FY 2011-12 Human Services Grants Program
'~SL~
1853 Lincoln Boulevard,Santa Monica, CA 90404 • (310) 401-9400 • www.Chaneelives.or¢
President & CEO: Mark Loranger
Chrysalis is a nonprofit organization dedicated to creating a pathway to self-sufficiency for homeless and low-income
individuals by providing the resources and support needed to find and retain employment. Agency Budget: $7,667,997
~~'
~e 4
SHE P,4d3GRAM
Santa Monica Employment Center will help 400 low-
incomeand homeless people develop the skills needed
to obtain and maintain employment.
WFIAT'S f+1E~1
Weekly outreach and service delivery in the Pico
neighborhood at Virginia Avenue Park and creation of
anew collaboration with Pico Youth & Family Center
to serve youth ages 18-24.
Santa Monica Gront $ 277,430
Cash Match (67%) $ 555,721
Total Program Budget $ 833,151
909 Pico Boulevard, Santa Monica, CA 90405 • (310) 314-6200 • www.clarefoundation.ore
Executive Director: Nicholas Vrataric
CLARE Foundation, Int. offers residential, outpatient and community-based recovery services to adults, youth, homeless
people and those facing criminal prosecution for drug/alcohol offenses. Agency Budget: $5,064,346
1~ rR
(a»~ ~~
~~.~~.'
NEVI PRf3Ga4.4M
Clarity for youth provides alcohol and other drug
prevention, education, intervention and recovery
programming to 150 Santa Monica youth at four
locations. Services will also target young adults being
released from prison ("re-entry population").
Increase cash match resources to serve eligible Santa
Monica participants.
~~ ~~7 ~~•
®®
~. FY 2011-12 Human Services Grants Program
Santa Monica Grant $ 40,233
Cash Match (25%) $ 13,412
Total Program Budget $ 53,645
~0 ~3~15~ V ~C~~~a~9S~® ~8~u
909 Pico Boulevard, Santa Monica, CA 90405 • (310) 314-6200 • www.clarefoundation:ore
Executive Director: Nicholas Vrataric
7HEPRDGRAM
Coordinated Case Management provides
36 homeless Santa Monica residents
accessto substance abuse and behavioral
health services and housing
referral/placement.
fNHAT'S fllfW
Work in collaboration with the
Department of Veterans Affairs and the
City to house (through Housing First)
vulnerable, homeless veterans on Santa
Monica Service Registry.
Increase cash. match resources to serve
eligible Santa Monica participants.
Santa Monico Grant $ 115,412
Cash Match (25%) $ 38,683
Total Program Budget $ 154,095
Santa Monica Grant $ 44,000
Cash Match (89%) $ 351,036
Project Budget $ 395,036
CAPITAL PRDiECT
The Men's Recovery Home Kitchen & Dining
Hall Renovations will repair the kitchen and
dining hall, which provides 300 daily,
nutritious meals to those in recovery.
j FY 2011-12 Human Services Grants Program
~~~ ~~
2701 Ocean Park Boulevard #253, Santa Monica, CA 90405 • (310) 452-3325 • www.cfc-ca.ore
Executive Director: Patti Oblath
Connections for Children is a childcare resource and referral agency committed to improving the education,
development and well-being of all children by providing assistance and support to families, childcare professionals, and
the community. Agency Budget: $6,198,874
`~i ~7 % ~
i~ , t
Se4.t~~
MFVl PR®GRAM
Kindergarten Readiness in Santa Monica provides
community-wide and neighborhood-specific data
through formal assessments of 675 kindergarteners
in Santa Monica public elementary schools. The
agency will coordinate closely with the efforts of the
YRT Policy Group to ensure that this data is used to
build on community assets and addresses gaps for
young children and families.
Increase cash match resources to serve eligible Santa
Monica participants.
Santa Monica Grant $ 43,899
Cash Match (33%) $ 21,670
Total Program Budget $ 65,569
TtdF PR®GRAM
Child Care Subsidy & Family Support improves
access to quality early care by providing tuition
subsidies for 200 Santa Monica low and moderate
income families, information and referral to child
care programs, and support for child care providers
to improve the quality of care for children.
NJMAT'S PdEUV
New collaboration with Family Services of Santa
Monica to reach home based child care providers to
improve program quality.
Participate in identifying future priorities for City
early childhood/child care funding and
programming given state budget cuts and the
creation of the new ECEC at the Civic Center, which
may lead to redirected funding after FY 2011-12.
•®
~~_ FY 2011-12 Human Services Grants Program g
Santa Monica Grant $ 832,363
Cash Match (45%) $ 679,278
Total Program Budget $ 1,511,641
~ ~~~
2012 Lincoln Boulevard, Santa Monica, CA 90405 • (310) 314-5480 • www.commoneroundhiv.ore
Executive Director: Sharon Chamberlain
Common Ground's mission is to fight against HIV by providing no-cost education, prevention and treatment programs
for youth and adults. Agency Budget: $1,290,635
1 1
`,
YHE PROG37AM
HIV, Hepatitis C & Substance Use Safety Net
Services Program provides an integrated approach
to disease prevention, mental health counseling and
case management and support services to 215 low-
income Santa Monica residents. The program will
focus on youth most at risk for contracting HIV and
sexually transmitteddiseoses through youth-led
education workshops.
Santo Monica Grant $ 90,000
Cash Match (93%) $ 1,200,635
Total Program Budget $ 1,290,635
10200 Sepulveda-Boulevard, Suite #350, Mission Hills, CA 91345 • (818) 830-3646 • www.elnidofamilvicenters.ore
Executive Director: Liz Herrera
fl Nido Family Centers provides counseling, family life education and service coordination to children, adolescents and
families from disadvantaged communities throughout Los Angeles County. Agencyeudget: $11,041,569
Santa.Monica Grant $ 116,814
Cash Match (43%) $ 88,102
Total Program Budget $ 204,916
j FY 2011-12 Human Services Grants Program
THE PROGAM
The Santa Monica Outreach Program provides mental health
counseling and case management services for 360 students
who demonstrate problems in academic achievement,
classroom behavior and/or attendance at Edison Language
Academy and Will Rogers Learning Community schools.
WHAT'S NEW
Additional technical support to teachers to improve classroom
management effectiveness, increase participation in Student
Study Team meetings and implement national pilot project to
address intervention for elementary school students exposed
to trauma.
Agency will be required to reapply far a targeted youth RFP
consistent with recommendations from YRT and SMMUSD
strategic plan and middle school initiative..
Increase cash match resources to serve eligible Santa Monica
participants.
1533 Euclid Street, Santa Monica, CA 90404 • (310) 451-9747 • www.vistadelmar.orz
CEO: Elias Lefferman
Family Service of5anta Monica, of Vista Del Mar Child and Family Services, has been serving individuals, children and
families in need of mental health and other support services for the past 75 years. Agency8udget: $1,333,537
,~;,'
Santa Monica Grant $ 61,083
Cash Match (46%) $ 52,159
Total Program Budget $ 113,242
Th1E PR$7GRAM
Agency-Based Services provides mental
health, case management and resource and
referral services to 80 low income Santa
Monica program participants, including
children, youth, adults and seniors.
TdiE PR~GRAndI
Earlylntervention & Violence Prevention Preschool
Program provides assessment and intervention
services to 95 pre-school aged children, including
referrals and linkages to other social and
community services and training and consultation
services to early childhood teachers, administrators
and home-based child care providers.
VI9-iAT'S iHEViI
Working closely with Connections for Children, the
program will focus on training home-based child
care providers to better identify and serve children
with developmental delays.
Agency will be required to reapply for a targeted
youth RFP consistent with recommendations from
YRT and SMMUSD strategic plan and middle school
initiative.
Increase cash match resources to serve eligible
Santa Monica participants.
m®
_~. FY 2011-12 Human Services Grants Program
Santa Monica Grant $
Cash Match (25%) $
Total Program Budget $
68,856
23,497
92,353
10
1533 Euclid Street, Santa Monica, CA 90404 • (310) 451-9747 • www.vistadelmar.orz
CEO: Elias Lefferman
T}{E PROGRAM
Muir McKinley Elementary School Program provides
mental health counseling, case management and
resource and referral services for 200 students and their
families at John Muir and McKinley Elementary schools.
WHAT'S lVEW
Implementation of national pilot project to address
intervention for elementary school students exposed to
trauma.
Agency will be required to reapply for a targeted youth
RFP consistent with recommendations from YRT and
SMMUSD strategic plan and middle school initiative.
Santa Monica Grant $ 97,429
Cash Match (40%) $ 63,737
Total Program Budget $ 161,166
Tiff PROGRAM
SAMOHI Counseling and Case Management Program
provides mental health counseling, case management
and resource and referral services for 40 students and
their families at SAMOHI.
Santa Monica Grant $ 41,920
Cash Match (79%) $ 156,093
Total Program Budget $ 198,013
WHAT'S PdfW
In conjunction with SMMUSD and SAMOHI staff,
expand target population from parenting teens to a
broad range of high school teens in need of mental
health couhseling and case management services.
Agency will be required to reapply for a targeted youth
RFP consistent with recommendations from YRT and
SMMUSD strategic plan.
_?, FY 2011-12 Human Services Grants Program 11
~1 ~.
1406 Marine Street, Santa Monica, CA 90405 • (310) 392-9737 • www.erowineplace.com
Executive Director: Ellen Khokha
The Growing Place provides full-day and year round quality early childhood education for infants, toddlers and
preschoolers offull time working Santa Monica residents, including low-income families. Agency Budget: $2,212,010
~„` "~
~.a. f ...~,...~3
"1-IE PR®GRAM
The Growing Place at Marine Park will provide 59
children, including up to 11 from low and moderate
income families, with full-day child care and early
childhood education -with a priority for City of Santa
Monica employees and Santa Monica residents.
i14/F1A73JUEtl7/
Serving more children at risk for developmental delays.
Participate in identifying future priorities for City early
childhood/child care funding and programming given
state budget cuts and the creation of the new ECEC at
the Civic Center, which may lead to redirected funding
after FY 2011-12.
Santa Monica Grant $ 165,372
Cash Match (85%) $ 906,618
Total Program Budget $ 1,071,990
6505 Wilshire Blvd, Suite #200, Los Angeles, CA 90048 • (323) 761-8888 • www.JVSLA.ore
Chief Executive Officer: Vivian Seigel
Jewish Vocational Service is amulti-service employment agency dedicated to helping youth and adults overcome
barriers to employment in order to find stable jobs and support their families. Agency Budget: $13,018,701
TMf PR9GRAM
JVS/Santa Monica Community At-Risk Youth
Employment Program places 100 at-risk, low-income
youth, ages 16-24, in paid work experiences at local
businesses by creating jobs, exposing them to
educational opportunities and teaching work readiness
skills needed to be successful in the workplace.
Increase cash match resources to serve eligible Santa
Mohica participants.
a®
_~ FY 2011-12 Human Services Grants Program
12
Santa Monica Grant $ 50,481
Cash Match (25%) $ 16,827
Total Program Budget $ 67,308
1640 5 Street, Suite #124, Santa Monica, CA 90401 • (310) 899-6200 • www.lafla.ore
Executive Director: Silvia Argueta
Legal Aid Foundation of Los Angeles (LAFLAJ is the frontline law firm for low-income people in the Los Angeles area.
LAFLA is committed to promoting access to justice, strengthening communities, fighting discrimination and effecting
systemic change through representation, advocacy, and community education. Agency8udget: $19,486,500
3HE PROGRAM
General Community Lega/5ervices Program provides
a full range of legal services to 700 residents, including
legal counsel and advice and representation before
courts and administrative agencies.
Santa Monica Grant $
Cash Match (61%) $
Tota(Program Budget $
400,115
424,746
824,861
f/UffAT'S N~iAI
Strengthening referral and follow up with community
service providers and expanding outreach to
additional local agencies.
7N£ PROGRAM
Domestic Violence Clinic provides family law attorneys to
help 140 survivors of domestic violence and their children
with various legal issues, such as child abduction and sexual
assault, in a variety of ways, including obtaining custody,
visitation rights, divorce, restraining orders, etc.
Wh4A7 5 MEUi7
Improve intake process to expedite identification of needed
legal services, while continuing to build a stronger
partnership with the Police Department and WISE &
Healthy Aging.
_-?. FY 2011-12 Human Services Grants Program
Santa Monica Grant
Cash Match (78%)
Total Program Budget
76,933
269,661
346,594
13
~~ ~5 ~
1823 Michigan Ave, Santa Monica, CA 90404 • (310) 394-5133 • www.mealsonwheelswest.ore
Executive Director: Rosemary Regalbuto
Meals on Wheels West is dedicated to nourishing and enriching the lives of the home-bound by delivering healthy meals
and services that promote self-respect and independent living. Agenty Budget: $78s,033
~;
i~
~t C.,
Santa Monica Grant $ 47,306
Cash Match (94%) $ 737,728
Total Program Budget $ 785,033
THE PRt3GRAM
Home Delivered Meals provides meals and services to 412
frail seniors and people with disabilities, to allow them to
remain living independently in their own homes.
WHAT 5 NEW
Increased outreach to frail and homebound people, while
intensifying referrals to other local services,
9 ~~i
11303 Wilshire Boulevard, VA Building ri116, Los Angeles, CA 90073 • (310) 914-4045 • www.NDVETS.ore
Executive Director: Toni Reinis
New Directions provides veterans services within Los Angeles County offering an array of services including substance
abuse treatment, counseling, money management, job training and placement. Agency Budget: $6,680,757
, %'
,7
THEPRDGPAM
Supportive Housing Program provides integrated
mental health and substance abuse treatment with
transitional housing for 20 Santa Monica homeless.
WHAT'S NEW
Work in collaboration with the Department of
Veterans Affairs and the City to house (through
Housing First) vulnerable, homeless veterans on
Santa Monica Service Registry.
*~
~, FY 2011-12 Human Services Grants Program
Santa Monica Grant
Cash Match (99%)
Total Program Budget
42,823
$ 3,739,207
$ 3,782,030
14
1453 16` Street, Santa Monica, CA 90404 • (310) 264-6646 • www:oocc.net
Executive Director: John Maceri
OPCC is a network of shelters and services for low-income and homeless youth, adults and families, battered women
and their children. OPCC empowers people to rebuild their lives by providing a continuum of care to assist individuals in
returning to lives ofself-sufficiency. Agency Budget: $9,099,058
i
~j °, rt
T,~AE P~oG~AM
Santa Monica Grant $ 233,011
Cash Match (89%) $ 1,959,579
Total Program Budget $ 2,192,590
Access Center provides permanent housing
placement, integrated outreach and
engagement services, and case management
services for 150 chronically homeless Santa
Monica residents with the goal of permanent
housing placement and retention.
WHAT'S AIEbV
Partial redirection of grant funds from basic
emergency services to Safe Haven,
residential program, for chronically homeless
individuals with severe mental illness.
Work in collaboration with the Department
of Veterans Affairs and the City to house
(through Housing First) vulnerable, homeless
veterans on Santa Monica Service Registry.
THE PItOGPAM
Interim Housing & Wellness Program provides fully
integrated supportive services, including shelter, for 207
chronically homeless Santa Monica residents with the
goal of permanent housing and retention.
Santa Monica Grant
Cash Match (58%)
Total Program Budget
$ 833,767
$ 1,170,124
$ 2,003,891
0
_® FY 2011-12 Human Services Grants Program 15
1453 16` Street, Santa Monica, CA 90404 • (310) 264-6646 • www.oocc.net
Executive Director: John Maceri
Th'E PR~GR}ddY9
Sojourn Services for Battered Women & Their
Children provides shelter-based services and court
advocacy to 350 victims of domestic violence.
~,~AT'S NEW
Continued implementation of new Male Violence
Prevention Project with goal of reaching 1,000 Santa
Monica leaders in 2012.
Th'E,~!?OGFCRM
Westside Domestic Violence Network provides
critical support in creating asystem-wide safety net
for 50 Santa Monica individuals and families affected
by domestic violence.
Santa Monica Grant $
Cash Match (92%) $
Total Program Budget $
Santa Monico Grant
Cash Match (60%)
Total Program Budget
62,303
767.738
830,041
6,865
10,187
17,052
o~
_~_ FY 2011-12 Human Services Grants Program 16
1453 16 Street, Santa Monica, CA 90404 • (310) 264-6646 • www:oocc.net
Executive Director: John Maceri
THEPRUGRAM
Special Populations Program provides fully integrated
support services, including permanent housing and
retention for 220 chronically homeless Santa Monica
residents with severe and persistent mental illness.
YYd-lAT'S AIELY
New City grant support for Safe Haven, a 25-bed
residential program for chronically homeless Santa
Monica participants
Santa Monica Grant $ 346,714
Cash Match (86%) $ 2,163,799
Total Program Budget $ 2,510,513
~~~ ~~~t.d 3 9 ~ 9 6-2~~i "~E'~~~a
715 Pico Boulevard, Santa Monica, CA 90405 • (310) 396-7101 • www.oicovouth.orz
Executive Director: Oscar de la Torre
The Pito Vouth & Family Center (PVFCJ was founded with the belief that youth violence is a product of various social and
economic factors that contribute to feelings of inferiority, powerlessness and hopelessness. Agency Budget: $428,194
f~ ` ~ ip
,~~ F
~,?.a
THE PRGGRAM
Services to Youth & Families provides a
comprehensive program of educational support,
cultural opportunities and leadership
development for 200 youth, ages 16-24, who live
or go to school in Santa Monica.
/HAT 5 ~VEU4f
The PYFC Board will implement significant
administrative changes to ensure accountability,
adequate fundraising and program development
-this includes assessing the feasibility of merging
with a larger community based nonprofit.
®d
_~ FY 2011-12 Human Services Grants Program
Santa Monica Grant
Cash Match (28%)
Total Program Budget
307,532
120, 662
428,194
17
~~° ~A ~~E
1900 Pico Boulevard, Santa Monica, CA 90405 • (310) 434-4912 • www.smc.edu
President: Chui L Tsang
Santa Monica College, atwo-year community college opened in 1929, is a thriving campus with approximately 30,000
students and offerings in more than 80 fields of study. Agency Budget: $457,794,821
Santo Monica Grant $ 151,944
Cash Match (82%) $ 679,495
Total Program Budget $ 830,939
TMf PF:s3GtlAM
The Pico Promise provides intensive academic and
counseling services for 50 youth from the Pico
Neighborhood seeking to transfer to four year
institutions.
iNHAT'S 1VEL~/
Redesigned program to better meet the needs of Pico
neighborhood students in light of state cuts to education,
1339 20`h Street, Santa Monica, CA 90404 • (310) 829-8921 • www.stiohns.or¢
Executive Director: Rebecca R. Refuerzo
Saintlohn's Child & Family Development Center provides a wide range of comprehensive mental health, outreach,
developmental and educational services in response to community needs using culturally appropriate approaches.
Agency Budget: $5,739,490
Tly£ PRDGJtAM
Using a collaborative model, the Youth Development Project
provides school and community based mental health
services, including crisis intervention, individual, group and
family counseling, to 100 multi-impacted, high-risk youth at
JAMS, Lincoln, Olympic and the Pico Youth & Family Center.
L]/MAT'S /VfIA/
Increase the number of youth served by 10%, by serving
more middle school youth through individual counseling.
Agency will be required to reapply for a targeted youth RFP
consistent with recommendations from YRT and SMMUSD
strategic plan and middle school initiative.
Increase cash match resources to serve eligible Santa
Monica participants.
?, FY 2011-12 Human Services Grants Program
Santa Monica Grant $ 266,137
Cash Match (25%) $ 89,593
Total Program Budget $ 355,730
18
~, ~5~ ~
204 Hampton Drive, Venice, CA 90291 • (310) 396-6468 • www.stioseohctr.org
Executive Director: Va Lecia Adams
St. Joseph Center concentrates on the needs of low-income and chronically homeless individuals and families through
multifaceted intervention, prevention, and education services. St. Joseph Center's integrated programs provide clients
with coordinated access to services according to the nature of their needs. Agency Budget: $8,081,433
~:,~wa
Santa Monica Grant $ 38,417
Cash Match (50%) $ 37,896
Total Program Budget $ 76,313
711E PRGGRAM
Shelter Plus Care Program seeks to prevent
homelessness or a reoccurrence of
homelessness among 45 formerly homeless
mentally ill Santa Monica residents through
the provision of ongoing intensive case
management services.
77iE PROGRAM
Family Self Sufficiency helps 1041ow-income Santa
Monica families on Section 8 transition to greater
economic self-sufficiency and stability.
WMA7 5 tyf U~l
Continued outreach and service delivery to low
income Santa Monica families to ensure case
management reaches those families most in need
with increased collaboration with schools, Virginia
Avenue Park and other community based
organizations.
a®
~_ FY 2011-12 Human Services Grants Program
Santa Monica Grant $ 172,783
Cash Match (34%) $ 89,925
Total Program Budget $ 262,708
19
~, ~~5 ~
204 Hampton Drive, Venice, CA 90291 • {310) 396-6468 • www.stioseohctr.ore
Executive Director: Va Lecia Adams
Santa Monica Grant $ 60,758
Cash Match (27%) $ 22,752
Total Program Budget $ 83,510
TH6 PRCSGBAPA
Santa Monica Grant $ 367,100
Cash Match (32%) $ 172,261
Total Program Budget $ 539,361
THEPR~GRAM
Homeless Prevention & Stabilization in
Housing Program provides permanent
housing and retention services for 80
Santa Monica residents, utilizing the
Housing First Model.
WHAT'S IUfW
Work in collaboration with the
Department of Veterans Affairs and the
City to house (through Housing First)
vulnerable, homeless veterans on Santa
Monica Service Registry.
®~
_~ FY 2011-12 Human Services Grants Program
Supportive Housing Program seeks to
reduce chronic homelessness in Santa
Monica through outreach, coordinated
case management including access to
housing, mental health services and
benefits advocacy to 50 individuals.
20
~ C
1328 Second Street, Santa Monica, CA 90401 • (310) 394-6889 • www.stepuponsecond.ore
Executive Director: Tod Lipka
Step Up on Second provides assistance to individuals and young adults affected by or at risk of developing severe and
persistent mental health issues and 85 permanent supportive housing units. Agencyeudget: $7,110,428
~~ ~ i
(~ > ~
~~
THE PROGRAM r
Sanctuary offers post housing placement support
and assistance to 90 permanently housed Santa
Monica residents with mental illness.
THE pR®G~AM
Step Off the Streets seeks to identify and engage
35 chronically homeless, mentally ill adults in
Santa Monica through outreach, coordinated
case management including access to housing,
mental health services and crisis intervention.
SHAT°.S ~Ei~
Work in collaborationwiththe Department of
Veterans Affairs and the City to house (through
Housing First) vulnerable, homeless veterans on
Santa Monica Service Registry.
Increase cash match resources to serve eligible
Santa Monica participants.
Santo Monica Grant $ 97,200
Cash Match (25%) $ 32,400
Total Program Budget $ 129,600
~~ 8~1~
1104 Washington Avenue, Santa Monica, CA 90403 • (310) 458-7779 • www.upwardboundhouse.ore
Executive Director: David Snow
Upward Bound House is acommunity-based, social service agency providing affordable housing and case management
to homeless families with minor children and very low-income seniors. Agency8udget: $1,699,926
a ~'
ti i
THE F~ROGRAM
Family Place Transitional Housing provides vital
housing and supportive services to Santa Monica
homeless families to help them obtain and retain
permanent housing.
o~
J
l~/HAT'S ~Et~
Target funding forSanta Monica families who may
need temporary housing by using a fee for service
contract. This pilot may serve as a model for funding
of some homeless services in the future.
FY 2011-12 Human Services Grants Program
Santa Monica Grant $ 15,000
Cash Match (97%) $ 557,822
Total Program Budget $ 572,822
21
Santo Monica Grant $ 150,445
Cash Match (25%) $ 50,148
Total Program Budget $ 200,593
604 Rose Avenue, Venice, CA 90291 • (310) 392-8630 • www.venicefamilvclinic.ore
Executive Director: Elizabeth Benson Forer
Venice Family Clinic provides more than 106,000 primary care, specialty care, mental health, dental, and health
education visits annually to low-income people of all ages. All services -including diagnosis, treatment, medications,
follow-up care, and laboratory tests -are provided free of charge. Agency Budget: $15,038,940
THE PROGRAM
Primary Health Care to Low-Income and Uninsured Residents
and Homeless of Santa Monica provides access to primary
medical care and medications to low-income populations,
including 2,733 youth, seniors and the homeless in Santa
Monica.
WHAT'S AIEW
The agency will track and report outcomes related to diabetes
among older adults ages 65 and older in Santa Monica.
~~~SI ~ ~
1710 22"d Street, Santa Monica, CA 90404 • (310) 828-6016 •.www.westsidefoodbankca.ore
Executive Director: Bruce Rankin
Westside Food Bank supplies food to the food assistance programs of social service agencies. Through the services of
member agencies, food reaches the most vulnerable members of the Santa Monica community and enables them to
stay in their homes. Agency Budget: $1,188,868
,~ t,
%~~
®® .. .
~. FY 2011-12 Human Services Grants Program
THE PRCJGRAM
Emergency Food Distribution provides
supplementary and emergency food to 13,080
low-income and homeless Santa Monica
residents through the programs of local social
service agencies.
- WHAT'S PVEW
Expanded service collaboration will include
greater outreach to Pico neighborhood
residents via Virginia Avenue Park, schools and
other community based organizations.
Santa Monico Grant $ 101,972
Cash Match (91%) $ 1,086,896
Total Program Budget $ 1,188,868
22
12901 Venice Boulevard, Los Angeles, CA 90066 • (310) 390-3611 • www.wcil.ore
Executive Director: Aliza Barzilay
Westside Center forlndependent Living is dedicated to enhancing the quality of life for people with all kinds of
disabilities. The goal of the peer-led programs and services is the elimination of economic, social, attitudinal and
environmental barriers and avoiding institutionalization. Agency Budget: $2,035,575
7N# Pf80GRAM
Independent Living Service provides
comprehensive services to 180 Santa Monica
residents with disabilities, including case
management, benefits and healthcare assistance,
in-home care provider registry, peer counseling,
housing assistance and placement, independent
living skills, assistive technology services,
community education and advocacy technical
assistance and emergency fund support.
WHAP'S ~~EW
Significant increase to the number of people with
disabilities placed in permanent housing.
Santa Monica Grant
Cash Match (26%)
Total Program Budget
35,750
12,410
48,160
®,-.
_? FY 2011-12 Human Services Grants Program
Santa Monica Grant $ 160,127
Cash Match (87%) $ 1,100,570
Total Program Budget $ 1;260,697
TM~' PROGeRAM
Home Access Program provides home
modifications and adaptive equipment necessary
for 46low-income Santa Monica residents with
disabilities to achieve/maintain accessibility and
safety in order to remain in their homes.
PN4iA1'°S IVEV1/
Increased number of people who receive home
modifications and adaptive equipment along with
improved coordination with programs that serve
seniors in Santa Monica.
23
~ ~~ ~
1527 4 Street, 2° Floor, Santa Monica, CA 90401 • (310) 394-9871 • www.wiseandhealthvagin¢.ore
Executive Director: Grace Cheng Braun
WISE& Hea/thyAging is amulti-service agency that works to promote and improve the well-being, independence and
self-esteem of seniors, their families, and caregivers and to prevent premature institutionalization whenever possible.
Agency Budget: $4,383,651
1 ;~,:
Santa Monica Grant
Cash Match (42%)
Total Program Budget
$ 200,000
$ 142,581
$ 342,581
THE PROGRAM
In-Home Services/Care Management provides
comprehensive in-home services, specifically care
management, personal money management and
critical response services, to 292 low-income older
adults in order to preserve independence and dignity.
WHAT'S I~JEW
Develop enhanced partnership with Santa Monica
Police Department to identify and serve the most
isolated, service-resistant seniors.
THE PROGRAM
Transportation and Mobility Program, a
partnership with the Santa Monica Big Blue Bus,
educates and promotes the use of transportation
and mobility programming and options to 4,912
seniors and people with disabilities.
WHAT'S 11fEW
Expand door through door, or assisted
transportation, including more hours through Dial
A Ride and addition of agency accessible van along
with staff and volunteers who will provide
attendant support for the most frail seniors.
Santa Monica Grant
Cash Match (74%)
Total Program Budget
45,000
125,000
170,000
SontaMonicoGrant $ 209,062
Total Program Budget $ 209,062
74EW PROGRAM
W/SEConnections utilizes a national community-based
"village" model that is a membership-based virtual one-
stop-shop, and delivers services to 75 Santa Monica
residents. The program promotes independence, social
and cultural connectivity and access to vetted vendors,
such as home repair professionals. This is the first
"village" to launch that will provide subsidized
membership for low income seniors, totaling 35.
_~, FY 2011-12 Human Services Grants Program 24
~ ~~~ ~
1527 4 Street, 2" Floor, Santa Monica, CA 90401 • (310) 394-9571 ~ www.wiseandhealthvagina.ore
Executive Director: Grace Cheng Braun
Santa Monica Grant
Cash Match (4S%)
Total Program Budget
$ 89,958
$ 74,042
$ 164,000
T€iE PROGRAM
Senior Peer Counseling provides emotional and social
support to 110 people similar in ages and
backgrounds through one-on-one and group
counseling sessions led by trained, senior peer
counselors.
WfIAT S NEW
Significant expansion in the number of seniors and
caregivers served and the issues addressed, such as
end-of-life support, life coaching and coping with
financial distress.
Santa Monico Grant $ 128,222
Cash Match (74%) $ 368,000
Total Program Budget $ 496,222
THE PROGRAM
Congregate Meals Program provides lunch-time
nutrition and social contact for 300 older adults
through the provision of lunchtime meals in
conjunction with opportunities for linkage to a wide
range of social services in the community.
We~YAT°~ NEW
Expanded programming at Ken Edwards Center to
serve more seniors, adding a second seating to give
seniors two options for mealtime, and the
introduction of a cyber cafe which will provide
computers, Internet access and classes in an
updated setting.
THE PROGRAM
WISE Adult Day Service Center provides day care for
43 older adults in Santa Monica, offering activities,
health monitoring, socialization and assistance with
daily activities.
WIiAT'S NEW
Enhanced services at new location, the Ken Edwards
Center, allowing for better integration of services.
Santa Monica Grant
Cash Match (42%)
Total Program Budget
227,870
163,723
391,593
r
_~ FY 2011-12 Human Services Grants Program 25
~ ~T'~ r~~
1527 4 Street, 2° Floor, Santa Monica, CA 90401 • (310) 394-9871 • www.wiseandhealthvaxinB.ore
Executive Director: Grace Cheng Braun
~aPIT,4e PRDJEeT
Ken Edwards Center Facility Improvements: The
Internet Cafe & Bistro Dining Room & Patio
Renovation will be improved with an updated kitchen
and dining room, which will support expanded
programming, including a new Internet cafe and a
variety of educational and social activities, along with
improvements to patio roof, iffunds are available.
Santa Monica Grant $ 225,000
Cash Match (25%) $ 75,000
Project Budget $ 300,000
UVfiRT'S flIEVY
':' Transition City senior service operations to improve coordination and consolidation of
services. Specific funding recommendations to be determined.
., n
O1UE-TIMEPROIECT Santa Monica Grant $ 41,855
Purchase of a wheelchair accessible van Cash Match (25%) $ 14,000
allowing far expanded assisted transportation Total Program Budget $ 55,855
options for the agency's program participants.
_~. FY 2011-12 Human Services Grants Program 26
ATTACHMENT II
r~~~c~s ~~ ~c~~~~~~~ ~~r ~~r~d~~
American Red Cross of Santa Monica -Emergency Needs Coordination to the Elderly Population
Request: $73,327; Referred to City's Office of Emergency Management for consideration,
not appropriate for HSGP.
Boys & Girls Club of Santa Monica - To Graduation -and Beyond!
Request: $50,000; Merits funding to address needs of teens and older youth; and this may
be considered in subsequent year(s) upon completion of YRT recommendations.
Empowertech - Assistive Technology Program
Request: $45,400; Current grantee not meeting administrative standards, lacks strong
presence in Santa Monica and weak outcomes (3 month transition funding of $7,673)
Family Service of Santa Monica/Vista Del Mar -Renovation 1539 Euclid
Request: $65,700; If project becomes better defined and agency secures additional capital
funds; may be considered for funding in subsequent year(s).
Legal Aid Foundation of Los Angeles, Santa Monica Office -Case Management System Upgrade
Request: $238,642; City funding for data management is focused on integrated, cross-
agency systems, and given limited City resources, funding is not available for this project.
Meals on Wheels West -The Senior Outreach Project
Request: $101,000; Communication and outreach is critical for all human services
agencies, however, given limited resources and competing priorities, there are no new City
funds available for single agency marketing.
The UCLA Family Commons -Family Coaching & Mentor Mothers
Requests: $1,394,946; May merit funding, however, there are not funds available for a new
grant of this size; smaller grant funding may be considered in subsequent year(s) upon
completion of YRT recommendations.
Virginia Avenue Project -New Community Partnerships and Outreach
Request: $113,717; Grant funding provided through Cultural Affairs.
Wilshire Health and Community Services -Good Neighbor Program
Request: $85,000; Funding is not available for this project; duplicative of other programs
WISE & HealthyAging -Technical Upgrade -Electronic Client Management
Request: $9,500; City funding for data management is focused on integrated, cross-agency
systems, and given limited City resources, funding is not available for this project.
YWCA Santa Monica/Westside - A Girl's Voice & Housing and Education Program
Request: $154,493; Housing program does not serve Santa Monica residents, A Girl's Voice
program may be considered in subsequent year(s) upon completion of YRT
recommendations
27
ATTACHMENT III
~~~al7it~~ ~~~ li~l~ S~~~a ~I~i~~ ~r~~~ ~~~~s~~p~~s
For the purposes of the Human Services Grants Program, an eligible Santa Monica program
participant is defined as:
• An individual whose permanent address is in Santa Monica; or
• A student currently attending a Santa Monica public school in the Santa Monica-
Malibu Uriified School District; or
• A youth, age 16 - 24, who last attended a Santa Monica public high school in the
Santa Monica-Malibu Unified School District (SMMUSD).
Further, an eligible Santa Monica homeless participant includes:
• Homeless individuals and families whose last permanent address was in Santa
Monica; or
e Formerly homeless Santa Monica homeless participants who are now living in
permanent supportive housing; or
• Homeless individuals on the Santa Monica Service Registry (SR) or those who qualify
for the SR based on the criteria that they have been homeless in Santa Monica for at
least five years or are referred by City staff/first responders as high users of City
resources; or
• Vulnerable members of Santa Monica's workforce (homeless individuals and families
with a household member who has worked full-time within the City of Santa Monica
for a minimum of six consecutive months).
A Santa Monica program participant is not:
• A student attending a private school in Santa Monica who lives outside of Santa
Monica; or
• A student attending Santa Monica College who lives outside of Santa Monica and
attended anon-SMMUSD high school; or
• A homeless individual or family who recently arrived in Santa Monica or intermittently
stays in Santa Monica.
zs
'~
So nta Nonl~a"
Overvie+~
The Organizational Support Program (OSP) was established in 1997 to provide sustained funding to
the cornerstone agencies of Santa Monica's cultural life. OSP is designed to help secure community access
to first-rate cultural opportunities by providing stable multi-year support for the City's core organizations'
operational expenses, which, in turn, supports their longer-range artistic and administrative goals.
$441,295 in requests were submitted, nearly twice last yeaz's allocation for the program. 17 proposals
were received, six from organizations that had not previously received an OSP grant.
Proposals were reviewed by a group of outstanding professionals assembled from the theater, dance,
music, cultural heritage and visual arts disciplines: John Michael Garces, ED, Cornerstone Theater; Theresa
Chavez, ED, About Productions; Janine Perron, former Grants Manager for the L.A. County Arts
Commission and the Hammer Museum; Elizabeth Kennedy, VP for Institutional Advancement, Autry
Museum; Felicia Kelley, Senior Programs Manager, Califomia Council for the Humanities; David Plettner,
Arts Consultant; Jan Karlin, ED, Southwest Chamber Music; Angie Kim, Program Director, Southern
California Grantmakers, and formerly with the Getty Foundation.
~a~l~
• Increase and sustain world-class artistic production and exhibition in Santa Monica
• Deliver opportunities for creativity, artistic participation and the understanding of cultural heritage
to diverse components ofthe community
• Promote high standards of organizational management in Santa Monica's arts and culture
ecosystem
• Highlight the City as an international creative center
• Open avenues of discourse to broad topics of human creativity and learning among the general
public
~tr~t2gies
• Address the significant growth in the Santa Monica cultural ecosystem by:
o Capping the top level grant at $60,000 for this cycle
o Prioritizing funding for organizations that meet parameters for `core' agencies
o Directing small increases in funding to high-scoring organizations
o Directing MOE funding to adequately-scoring organizations
o Introducing entry level grants
o Supplementing General Fund dollazs with a small amount of funds from the City's Cultural
Trust Fund
• Support higher management standazds by offering administrative capacity building matching grants
for growing small and midsize organizations
~ecasnrnetsda4ic+ns
• Funding for 11 cornerstone arts and cultural organizations, including 3 new OSP recipients
• MOE funding to 5 agencies (Santa Monica Museum of Art, Highways, Inc., California Heritage
Museum, Santa Monica Playhouse, Santa Monica History Museum)
• Small increases to 3 high scoring agencies (18"' Street Arts Center, Virginia Avenue Project, Santa
Monica Symphony)
• Entry level grant to one agency (Broad Stage)
• Administrative capacity building grants to 2 agencies (Ruskin Group Theatre and Morgan-Wixson
Theatre
FY 2010-11 FY 2011-12 FY 2011-12
Funding Grant Recommended
AGENCY 1 PVPI Rr+n uast* Fnnrlinn I c~ml
Large - $500,000+
Santa Monica Museum of Art $ 65,725 $ 60,000 $ 60,000
18th Street Arts Center $ 32,965 $ 60,000 $ 34,000
Madison Project/Broad Stage $ - $ 60,000 $ 15,000
Medium - $250,000-$499,999
Virginia Avenue Project $ 26,405 $ 41,429 $ 28,000
Highways Performance Space $ 26,410 $ 31,347 $ 26,000
California Heritage Museum $ 19,122 $ 30,000 $ 19,500
Santa Monica Playhouse $ 19,861 $ 40,000 $ 19,500
Small - up to $249,999
Santa Monica Symphony $ 25,771 $ 22,277 $ 26,500 "
Santa Monica History Museum $ 6,035 $ 13,000 $ 6,100
Morgan-Wixson Theatre $ - $ 25,100 $ 5,000
Ruskin Group Theatre $ - $ 16,500 $ 5,000
FY 2010-11 FY 2011-12
Funding Grant
AGENCY . Level Re uest
Aresis Ensemble/City Gara e $ 7,138 $ 8,500
Donna Sternberg & Dancers $ - $ 3,954
Musica Angelica $ - $ 50,000
Powerhouse Theatre $ 7,138 $ 8,268
TeAda $ - $ 13,000
Verdi Chorus $ - $ 7,g2g
* This year, grant requests were limited to ten percent of agency budget, with a maximum of $60,000
*` Grant amount includes a separate, one-time award of $3,500 in matching funds towards the hire of an
Executive Director
2
CULTURAL ORGANIZATIONS RECOMMENDED FOR FUNDING: LARGE ($500~000t)
Bergamot Station Gl, 2525 Michigan Ave., Santa Monica, CA 90404 • 310.586.6488 • htto://smmoa.ore • Executive Director: Elsa Longhauser
Founded in 1984, SMMOA is the only non-collecting museum, or Kunsthalle, in Southern California. SMMOA organizes
three major exhibitions and six-to-eight project room presentations annually that speak to the Museum's dual agenda:
to examine the work of artists pivotal to the post-war development of contemporary art, and to present the work of
emerging artists who represent the future of art in our complex and constantly changing world.
Proposed FYll-12 Fundine
Agency Budget: $2,236,961
Santa Monica Grant: $60,000
Grant percent of budget: 3%
TH ~~ ~~~ ~
1638 18 Street, Santa Monica, CA 90404 • 310.453.3711 • 18thstreet.or¢ • Executive Director: Jan Williamson
Founded in 1988, 18`" Street Arts Center's mission is to provoke public dialogue through contemporary art making. With
its 1.25 acre facility in Santa Monica, 18`h Street supports the work of individual artists and nonprofit arts organizations,
and provides a physical center for contemporary art in a region characterized by its de-centralization. Two program
areas that reflect its mission: 1) an Artist Residency Program that fosters inter-cultural collaboration and dialogue and 2)
a Public Events and Presenting Program that focuses on engaging the public through exhibitions, events, talks and
publications.
Proposed FY11-12 Fundine
Agency Budget: $1,032,778
Santa Monica Grant: $34,000
Grant percent of budget: 3%
1900 Pico Blvd., Santa Monica, CA 90405 • 310.434.3413 • www.thebroadstaee.com • Executive Director: Dale Franzen
The Broad Stage contributes to our cultural community through excellence in education and art, helping inspire new
audiences and artists. Through mainstage programming that features exceptional performances in theater, dance, jazz,
opera, symphony, chamber music and new genres, the Broad Stage complements Los Angeles' vibrant cultural
landscape. The ARTS INSIGHTS education and outreach program expands cultural access and learning through free and
low-cost In-School Workshops, Student Matinees, Master Classes, Open Rehearsals, Lectures and Family Events.
Proposed FY11-12 Fundine
Agency Budget: $3,943,028
Santa Monica Grant: $15,000
Grant percent of budget: 0.4%
4
CULTURAL ORGANIZATIONS RECOMMENDED FOR FUNDING: MIDSIZE ($250,000-$499,999)
)~~~ .~~~
3000 Olympic Blvd., Santa Monica, CA 90404 • 310.264.4224 • www.vireiniaavenueproiect.orR • Executive Director: Leigh Curran
The Virginia Avenue Project provides free, after-school and summer arts and academic enrichment programs tolow-
incomefamilies in Santa Monica, using the arts in conjunction with long-term, one-on-one mentbring to help youth
think creatively, critically and courageously about their lives, families, and community. From age six through high school
graduation, Virginia Avenue Project youth participate in an ongoing sequence of writing and performing programs. Our
primary community partner is the Santa Monica Police Activities League. The Project presents four shows annually at
professional theaters showcasing plays created by Project kids and their adult artist/mentors.
Proposed FY 2011-12 Fundine
Agency Budget: $392,635
Santa Monica Grant: $28,000
Grant percent of budget: 7%
~~+~a~7 n
165118 St., Santa Monica, CA 90404 • 310.453.1755 • www.hi¢hwavsperformance.orz • Executive Director: Leo Garcia
Since 1989, Highways has provided culturally diverse artists and audience - people of color, the LGBT community, the
differently-abled, the homeless - a venue to create new work, find their artistic voices and reach their intended
audiences. Highways presents more than 200 performances annually, organizes twelve exhibitions and conducts
educational programs to enhance the skills of the region's emerging artists.
Proposed FYll-12 Fundine
Agency Budget: $313,476
Santa Monica Grant: $26,000
Grant percent of budget: 8%
2612 Main St. Santa Monica, CA 90405 • 310.392.8537 • web.mac.com/calmuseum • Executive Director: Tobi Smith
The California Heritage Museum presents California's decorative, folk and fine arts in celebration of the richness of the
state's culture and heritage, and to promote the passion that is collecting. The Museum also publishes exceptional books
and catalogues. Programming includes diverse and comprehensive exhibitions such as 'SKATEBOARD: Evolution and Art
in California', 'Saints & Sinners: Mexican Devotional Art', 'California Tile: The Golden Era 1910-1940','Cowabunga: The
Santa Monica Bay Surfing Experience 1907-1967'.
Proposed FYll-12 Fundine
Agency Budget: $380,000
Santa Monica Grant: $19,500
Grant percent of budget: 5%
12114 St, #201, Santa Monica, CA 90401 • 310.394.9779 • www.santamonicaolavhouse.com • Artistic Director: Evelyn Rudie
Santa Monica Playhouse, the oldest continuously-producing theatre company in Southern California, is celebrating 50
years of uninterrupted theatrical services to the community. The Playhouse specializes in the creation of exciting
theatre, the maintenance of an educational conservatory, and sharing the magic of live theatre through community
outreach, striving to originate exceptional theatrical experiences which are essential to the health and evolution of our
diverse local and global communities. The Playhouse has presented 600 classic and contemporary productions, reaching
five million audience members to date.
Proposed FY11-12 Fundine
Agency Budget: $401,000
Santa Monica Grant: $19,500
Grant percent of budget: S%
CULTURAL ORGANYZATIONS RECOMMENDED FOR FUNDING: SMALL (UP TO 249,999)
Box 3101, Santa Monica, CA 90408-3101 • 626.796.8966 • www.smsvmghonv.ore • Music Director & Conductor: Allen Robert Gross
Since 1945, the Santa Monica Symphony Orchestra (SMSO) has provided high quality concerts of works from the
classical and contemporary repertoire to the Santa Monica community free of charge. The mission of the SMSO is to
enrich the community by presenting music performances of high artistic value, and to serve as a music education
resource for Santa Monica. The SMSO presents five concerts annually at the Santa Monica Civic Auditorium and other
locations in Santa Monica, including an annual Martin Luther King Day concert, introduces young people to classical
music and enhances lifelong learning opportunities through performances at local schools, libraries and community arts
events.
Proposed FY 2011-12 Fundin¢
Agency Budget: $222,771
Santa Monica Grant: $26,500
Grant percent of budget: 12%
~~ ~~~ ~~~
P.O. Box 3059, Santa Monica, CA 90408 • 310.395.2290 • www.santamonicahistorv.ore • President & CEO: Louise Gabriel
The Museum's mission is to collect, preserve and make accessible the history of Santa Monica, to advance historical
knowledge, and to impart to residents and others, particularly children, a sense of community and an appreciation for
the diverse, multicultural past of Santa Monica. The Museum's programming provides public access to rare and
significant historical collections through interpretive exhibitions, free docent-led school tours, lectures and multimedia
presentations, workshops, special events, curriculum-based student offerings, collaborative projects, community
outreach, digital image and collections archive, and research and archival services for scholars and individuals of all ages.
Proposed FYll-12 Fundine
Agency Budget: $180,000
Santa Monica Grant: $6,100
Grant percent of budget: 3%
7
2627 Pico Blvd., Santa Monica, CA 90405-1915 • 310.828.7519 • www.mor¢an-wixson.ore • President: Thomas L. Brown II
The Morgan-Wixson's mission is to entertain, educate and inspire all ages, engaging the community in live theatre
experiences which reflect cultural diversity. With both mainstage productions and the Youth Education/Entertainment
Series (Y.E.S), the Morgan-Wixson presents eleven productions per year. Recent shows include August Wilson's
"Fences," the British farce "Caught in the Net," and "A Chorus Line." Y.E.S. specializes in literary adaptations for families,
such as "The True Story of the Three Little Pigs" and Thurber's "Many Moons."
Proposed FYll-12 Fundine
Agency Budget: $259,000
Santa Monica Grant: $5,000
Grant percent of budget: 2%
PA}¢ICIA POIACCO
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3000 Airport Ave., SahtaMOnica, CA 90405 • 310.397.3244 • www.ruskin¢rouptheatre.com • Artistic Director: John Ruskin
The Buskin's mission is to expose the community to the enlightening experience of theater while providing outreach
through its Healing Through the Arts program. The theater produces critically acclaimed work, and mentors and teaches
acting to foster children. Since 2002, the Ruskin has mounted more than 35 productions, winning awards from the.
NAACP, GLAD, Women in Theatre, and L.A. Stage. The theater has been featured in the L.A. Times, L.A. Stage Magazine
and Variety, and the Healing Through the Arts program has serviced more than 2;500 people.
Proposed FYll-12 Fundine
Agency Budget: $153,416
Santa Monica Grant: $5,000
Grant percent of budget: 3%
Reference Resolution Nos.
10583 (CCS) -
10587 (CCS), 86 (HAS),
532 (RAS), 251 (PAS)