sr-050812-8bCity of City Council Report
Santa moaiea®
City Council Meeting: May 8, 2012
Agenda Item: 813
To: Mayor and City Council
From: Dean Kubani, Office of Sustainability and the Environment
Karen Ginsberg, Director, Community and Cultural Services
Subject: Addition of Arts and Culture Goal Area to the Sustainable City Plan
Recommended Action
Staff recommends that the City Council approve the addition of an Arts and Culture
Goal Area in the Sustainable City Plan.
Executive Summary
Council adopted the Sustainable City Plan (SCP) in 1994. In was updated in 2003 and
revised again in 2006. The current SCP includes eight goal areas and includes
indicators and targets for 2010. Staff will deliver updated goals and indicators to Council
in September 2012. In order to more fully represent the community and reflect the
results of the community's Creative Capital visioning process, staff recommends that
the Council approve the addition of an Arts and Culture goal area. The indicators for the
proposed new goal area would be developed and delivered with the September 2012
update of the existing SCP.
Background
When Council adopted the Sustainable City Plan (SCP) in 1994 it included four goal
areas:
1) Resource Conservation
2) Transportation
3) Pollution Prevention and Public Health Protection
4) Community and Economic Development
When the SCP was updated in 2003 Council approved changes that resulted in eight
goal areas:
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1) Resource Conservation
2) Environmental and Public Health
3) Transportation
4) Economic Development
5) Open Space and Land Use
6) Housing
7) Community Education and Civic Participation
8) Human Dignity
In 2006, a number of the SCP indicators and targets were revised and the number of
goal areas remained consistent. The current SCP includes eight goal areas along with
indicators and targets for 2010. Staff will deliver updated goals and indicators to Council
in September 2012 that include new targets for 2020. In order to reflect the results of
the community's Creative Capital visioning process, as well as a growing recognition of
the role of arts and culture in sustainable communities nationally, staff recommends that
an Arts and Culture goal area be added to the SCP. The indicators for the proposed
new goal area would be developed and delivered in September 2012 with the update of
the existing SCP.
Discussion
Each of the eight SCP goal areas include goals that collectively represent a broad vision
for a sustainable Santa Monica, as well as associated indicators that track progress
towards the goals. Despite the abundance of creative people, businesses and
organizations in Santa Monica and widespread understanding of its value, Santa
Monica's artists and cultural facilities are only explicitly mentioned once in the SCP, in
the Human Dignity goal area. That goal reads "There is access among community
members of all ages to housing, health services, education, economic opportunity, and
cultural and recreational resources." In recent years, arts and culture activities have
been reported in a limited capacity in the Community Education and Civic Participation
goal area under the Community Involvement indicator.
2
In developing the current cultural plan, Creative Capital, residents espoused a vision for
their community that weaves the arts, cultural activities, entertainment and education
throughout their lives, work, cityscape and neighborhoods. The Creative Capital process
found that the creative sector employs 43% of Santa Monica residents and includes
close to 9% of local jobs. The creative sector includes the production of a full spectrum
of cultural, artistic and design goods and services. As of January 2006, Santa Monica
was home to 1,634 arts- related businesses that employ 11,464 people.
In recent years arts and culture integration into sustainable community planning efforts
has become a best practice that reflects the vital role these facilities and programs play
in developing and sustaining vibrant local communities. Given the role of arts and
cultural programs and facilities locally in Santa Monica and the widespread support for
the SCP, staff from the Office of Sustainability and the Environment and the Community
and Cultural Services department is recommending the addition of an arts and culture
SCP goal area.
Based on Council and community input in the Creative Capital process, the proposed
goal area would be called Arts and Culture and would include the following goals:
6 Retain and nurture Santa Monica's arts community and resources.
• Increase cultural participation and provide greater access to a diversity of cultural
programs for all ages.
® Enhance the long term sustainability of Santa Monica's creative sector.
The specific indicators and targets for the Arts and Culture Goal Area would be
developed after Council approved the additional goal area and would be included in the
September 2012 update of the SCP.
41
Financial Impacts & Budget Actions
There are no financial impacts or budget actions associated with the addition of an Arts
and Culture goal area in the Sustainable City Plan.
Prepared by:
Shannon Parry, Office of Sustainability and the Environment
Jessica Cusick, Community and Cultural Services
Approved:
Dean Kubani
Director, Office of Sustainability and the
Environment
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Karen Ginsberg
Director, Commu ity and C Services
Forwarded to Council:
Rod Gould
City Manager
Attachments:
Attachment 1: Sustainable City Plan
Attachment 2: Creative Capital Executive Summary
0
660'USTAINABLE CITY PLAN
Created to enhance our resources, prevent harm to the
natural environment and human health, and benefit the
social and economic well -being of the community for
the sake of current and future generations.
Adopted September 2o, 1994
Update Adopted February 11, 2oo3
Revised October 2,4, zoo6
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These demands negatively impact the
natural environment, our communities and
the quality of our lives. In the face of these
challenges, people worldwide have developed
a growing concern for the environment and
a desire to live sustainably.
In 1994 the Santa Monica City Council took
steps to address these pressures locally by
adopting the Santa Monica Sustainable City
Program. The Sustainable City Program was
initially proposed in 1992 by the City's Task
Force on the Environment to ensure that
Santa Monica can continue to meet its
current needs - environmental, economic
and social - without compromising the abil-
ity of future generations to do the same. It
is designed to help us as a community begin
to think, plan and act more sustainably - to
help us address the root causes of problems
rather than the symptoms of those problems,
and to provide criteria for evaluating the
long -term rather than the short -term impacts
of our decisions - in short, to help us think
about the future when we are making
decisions about the present.
The program includes goals and strategies,
for the City government and all sectors of
the community, to conserve and enhance our
local resources, safeguard human health and
the environment, maintain a healthy and
diverse economy, and improve the livability
and quality of life for all community
members in Santa Monica. To check our
progress toward meeting these goals,
numerical indicators were developed and
specific targets were set for the city to
achieve by the year 2000 in four goal areas -
i) Resource Conservation, z) Transportation,
3) Pollution Prevention and Public Health
Protection, and q) Community and Economic
Development.
In reviewing the progress made since the
1994 adoption of the program, the Task
Force on the Environment recognized the
need to update and expand the Sustainable
City goals and indicator to provide a more
complete picture of community sustain -
ability, and to develop new indicator targets
for 2oio. The Task Force felt that a compre-
hensive update would allow Santa Monica
to build on its initial success and to better
address the challenges to sustainability that
remain.
The update process began in July zoo with
the formation of the Sustainable City Working
Group - a large group of community stakehold-
ers that included elected and appointed
officials, City staff, and representatives of
neighborhood organizations, schools, the
business community and other community
groups. The Woking Group met numerous
times over the course of 15 months to discuss
the myriad issues related to the sustainability
of the community. They evaluated the long-
term sustainability of Santa Monica using a
framework comprised of three forms of com-
munity capital that need to be managed with
care in order to ensure that the community
does not deteriorate. These include natural
capital - the natural environment and natu-
ral resources of the community; human and
social capital - the connectedness among peo-
ple in the community and the education, skills
and health of the population; and financial
and built capital - manufactured goods, build-
ings, infrastructure, information resources,
credit and debt.
The group proposed significant changes
to the initial Sustainable City goals and
indicators, and assisted with the creation of
new indicator targets. Early drafts of the
proposed update were revised based on a
large amount of public input received
during the summer of zooz.
The result of this process is this updated
Santa Monica Sustainable City Plan, which
represents the community's vision of Santa
Monica as a sustainable city. The change
in name from Sustainable City Program to
Sustainable City Plan was made to better
reflect the long -term comprehensive nature
of Santa Monica's vision and the communi-
ty's efforts to become a sustainable city.
Following eleven years of implementation
the Santa Monica Sustainable City Program
has achieved much success. Many of the
initial targets have been met or exceeded
and Santa Monica is now recognized as
worldwide role model for sustainability.
However, we are not "there" yet. While we
have made progress in the right direction,
Santa Monica's economy and the activities
of its residents, businesses, institutions
and visitors continue to negatively impact
human health and the environment. And our
community does not yet provide for the basic
needs of all its members. Many challenges
remain before Santa Monica can truly call
itself a Sustainable City.
r
The update process began in July zoo with
the formation of the Sustainable City Working
Group - a large group of community stakehold-
ers that included elected and appointed
officials, City staff, and representatives of
neighborhood organizations, schools, the
business community and other community
groups. The Woking Group met numerous
times over the course of 15 months to discuss
the myriad issues related to the sustainability
of the community. They evaluated the long-
term sustainability of Santa Monica using a
framework comprised of three forms of com-
munity capital that need to be managed with
care in order to ensure that the community
does not deteriorate. These include natural
capital - the natural environment and natu-
ral resources of the community; human and
social capital - the connectedness among peo-
ple in the community and the education, skills
and health of the population; and financial
and built capital - manufactured goods, build-
ings, infrastructure, information resources,
credit and debt.
The group proposed significant changes
to the initial Sustainable City goals and
indicators, and assisted with the creation of
new indicator targets. Early drafts of the
proposed update were revised based on a
large amount of public input received
during the summer of zooz.
The result of this process is this updated
Santa Monica Sustainable City Plan, which
represents the community's vision of Santa
Monica as a sustainable city. The change
in name from Sustainable City Program to
Sustainable City Plan was made to better
reflect the long -term comprehensive nature
of Santa Monica's vision and the communi-
ty's efforts to become a sustainable city.
Following eleven years of implementation
the Santa Monica Sustainable City Program
has achieved much success. Many of the
initial targets have been met or exceeded
and Santa Monica is now recognized as
worldwide role model for sustainability.
However, we are not "there" yet. While we
have made progress in the right direction,
Santa Monica's economy and the activities
of its residents, businesses, institutions
and visitors continue to negatively impact
human health and the environment. And our
community does not yet provide for the basic
needs of all its members. Many challenges
remain before Santa Monica can truly call
itself a Sustainable City.
Leadership, Guidance and Implementation
of the Sustainable City Plan
The City's Task Force on the Environment
assumed the initial leadership role on behalf
of the community for the Sustainable City
Program.
With the update and expansion of the
Sustainable City Plan into new and more
diverse goal areas, the Task Force on the
Environment recommended the creation
of a Sustainable City Task Force (SCTF)
that includes broad representation from
community stakeholders with expertise in
all of the SCP goal areas The Sustainable
City Task Force was created in 2oo3 to
provide leadership and guidance for
implementation of the SCP.
At the City staff level, an interdepartmental
Sustainability Advisory Team (SAT) was
created to coordinate existing City activities
so they are consistent with the Sustainable
City goals and facilitate the future
implementation of innovative programs and
policies to achieve the goals. Members of
this group serve as Sustainable City liaisons
to their respective departments.
Between them, the SCTF and the
SAT are responsible for developing a
comprehensive implementation plan for
meeting Sustainable City goals and targets,
and for coordinating implementation, both
interdepartmentally and between the City
and community stakeholder groups.
Reporting
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and empowered to achi
ainability goals.
SUSTAINABLE CITY
REPORT CARD
ARD
Sustainable City Ilan Structure
GUIDING PRINCIPLES:
The Santa Monica Sustainable City Plan is founded on ten Guiding Principles that provide the
basis from which effective and sustainable decisions can be made. These Guiding Principles
have been revised and updated from the versions initially adopted in 1994•
Resource Conservation
Open Space and Land Use
Environmental and Public Health
° Housing
Transportation
Community Education and Civic Participation
Economic Development
Human Dignity
GOALS:
Within each Goal Area are specific Goals which
comprise the core of the community vision and
represent what Santa Monica must achieve in
order become a sustainable city.
INDICATORS:
For each goal area specific indicators have been
developed to measure progress toward meet-
ing the goals. Indicators are tools that help
to determine the condition of a system, or the
impact of a program, policy or action. When
tracked over time indicators tell us if we are
moving toward sustainability and provide us
with useful information to assist with decision -
making. Two types of indicators are tracked
as part of the Sustainable City Plan. System
level indicators measure the state, condition or
pressures on a community -wide basis for each
respective goal area. Program level indicators
measure the performance or effectiveness of
specific programs, policies or actions taken by
the City government or other stakeholders in
the community.
Many of the goals and indicators measure more
than one area of sustainability.
A Goal /Indicator Matrix has been included to
demonstrate the linkages between these areas.
The amount of overlap shown by the matrix
demonstrates the interconnectedness of our
community and the far ranging impact of our
decisions across environmental, economic
and social boundaries.
Specific Targets have been created for many of
the indicators. The targets represent aggressive
yet achievable milestones for the community.
Unless otherwise noted, the targets are for the
year zolo using z000 as a baseline. For some
indicators no specific numerical targets have
been assigned. This was done where develop-
ment of a numerical target was determined to
be not feasible or where limits on data type and
availability made it difficult to set a numerical
target. In many of these cases a trend direction
was substituted for a numerical target.
Terms throughout this document that may be
unfamiliar to the general reader are defined
in a Glossary. Words or phrases defined in the
glossary are shown in italics the first time they
appear in the document.
L ilC'n 1 i°itii;l1,) 1e
The Concept of Sustainability Guides City Policy
Santa Monica is committed to meeting its existing needs without compromising the ability of
future generations to meet their own needs. The long -term impacts of policy choices will be
considered to ensure a sustainable legacy.
Protection, Preservation, and Restoration of the
Natural Environment is a High Priority of the City
Santa Monica is committed to protecting, preserving and restoring the natural environment.
City decision- making will be guided by a mandate to maximize environmental benefits and
reduce or eliminate negative environmental impacts. The City will lead by example and
encourage other community stakeholders to make a similar commitment to the environment.
Environmental Quality, Economic Health and
Social Equity are Mutually Dependent
Sustainability requires that our collective decisions as a city allow our economy and
community members to continue to thrive without destroying the natural environment upon
which we all depend. A healthy environment is integral to the city's long -term economic
and societal interests. In achieving a healthy environment, we must ensure that inequitable
burdens are not placed on any one geographic or socioeconomic sector of the population and
that the benefits of a sustainable community are accessible to all members of the community.
All Decisions Have Implications to the Long -term
Sustainability of Santa Monica
The City will ensure that each of its policy decisions and programs are interconnected through
the common bond of sustainability as expressed in these guiding principles. The policy and
decision - making processes of the City will reflect our Sustainability objectives. The City will
lead by example and encourage other community stakeholders to use Sustainability principles
to guide their decisions and actions.
3
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A All community members, including individual citizens, community -based groups, businesses,
schools and other institutions must be aware of their impacts on the environmental, economic
and social health of Santa Monica, must take responsibility for reducing or eliminating those
impacts, and must take an active part in community efforts to address Sustainability concerns.
The City will therefore be a leader in the creation and sponsorship of education opportunities
to Support community awareness, responsibility and participation in cooperation with schools,
colleges and other organizations in the community.
0
Santa Monica Recognizes Its Linkage with
the Regional, National, and Global Conmilinity
Local environmental, economic and social issues cannot be separated from their broader
context. This relationship between local issues and regional, national and global issues will
be recognized and acted upon in the City's programs and policies. The City's programs
and policies should therefore be developed as models that can be emulated by other
communities. The City will also act as a strong advocate for the development and
implementation of model programs and innovative approaches by regional, state and
federal government that embody the goals of sustainability.
Those Sustainability Issues Most Important to
the Community Will be Addressed First, and the
Most Cost - Effective Programs and Policies Will be Selected
The financial and human resources which are available to the City are limited. The City
and the community will reevaluate its priorities and its programs and policies annually to
ensure that the best possible investments in the future are being made. The evaluation of
a program's cost - effectiveness will be based on a complete analysis of the associated costs
and benefits, including environmental and social costs and benefits.
The City is Committed to Procurement Decisions which
Minimize Negative Environmental and Social Impacts
The procurement of products and services by the City and Santa Monica residents,
businesses and institutions results in environmental, social and economic impacts
both in this country and in other areas of the world. The City will develop and abide by an
environmentally and socially responsible procurement policy that emphasizes long -term
values and will become a model for other public as well as private organizations. The City
will advocate for and assist other local agencies, businesses and residents in adopting
sustainable purchasing practices.
Cross- sector Partnerships Are Necessary.
to Achieve Sustainable Coals
Threats to the long -term sustainability of Santa Monica are multi - sector in their causes and
require multi- sector solutions. Partnerships among the City government, businesses, resi-
dents and all community stakeholders are necessary to achieve a sustainable community.
The Precautionary Principle Provides a Complimentary Framework
to Help Guide City Decision- Makers in the Pursuit of Sustainability
The Precautionary Principle requires a thorough exploration and careful analysis of
a wide range of alternatives, and a full cost accounting beyond short -term and monetary
transaction costs. Based on the best available science, the Precautionary Principle requires
the selection of alternatives that present the least potential threat to human health and the
City's natural systems. Where threats of serious or irreversible damage to people or nature
exist, lack of full scientific certainty about cause and effect shall not be viewed as
sufficient reason for the City to not adopt mitigating measures to prevent the degradation
of the environment or protect the health of its citizens. Public participation and an open
and transparent decision making process are critical to finding and selecting alternatives.
7
i. Significantly decrease overall community consumption, specifically the consumption of
non - local, non - renewable, non- recyclable and non - recycled materials, water, and energy and
fuels. The City should take a leadership role in encouraging sustainable procurement,
extended producer responsibility and should explore innovative strategies to become a
zero waste city.
z. Within renewable limits, encourage the use of local, non - polluting, renewable and recycled
resources (water, energy - wind, solar and geothermal - and material resources)
MOME21=01MMEMMI
Solid Waste Generation
Generation:
• Total citywide generation (also report per
Do not exceed year 2000 levels by 2010
capita and by sector)
• Amount landfilled
Diversion:
• Amount diverted (recycled, composted,
Increase amount diverted to 70% of total by
etc) from landfill
2010
Water Use
Reduce overall water use by 20% by 2010.
• Total citywide use (also report per
Of the total water used, non - potable water use
capita and by sector)
should be maximized
• Percent local vs. imported
• Potable vs. non - potable
Increase percentage of locally- obtained
potable water to 70% of total by 2010
Energy Use
(Target pending completion of Greenhouse Gas
• Total citywide use (also report per
Emission Reduction Strategy in 2003)
capita and by sector)
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Renewable Energy use
By 2010 -25% of all electricity use in
Percent of citywide energy use from
Santa Monica should come from
renewable and more efficient sources
renewable sources
• Total renewable energy use (also report
By 2010 1 % of all electricity use should come
by sector)
from clean distributed generation sources in
Santa Monica
• Total energy use from clean distributed
generation sources in SM (also report by
sector)
Greenhouse Gas Emissions
At least 30% below 1990 levels by 2015 for
• Total citywide emissions (also report per
City Operations
capita, by source and by sector)
At least 15% below 1990 levels by 2015
citywide
Ecological Footprint for Santa Monica
Downward trend
Indicator of Sustainable Procurement
Indicator and target developed
v
ENVIRONMENTAL AN LJ LIC HEALTH
r. Protect and enhance environmental health and public health by minimizing and
where possible eliminating:
The use of hazardous or toxic materials, in particular POPS (persistent organic pollutants)
and PBTs (persistent bioaccumulative & toxic chemicals), by residents, businesses and City
operations;
The levels of pollutants entering the air, soil and water; and
The risks that environmental problems pose to human and ecological health.
z. Ensure that no one geographic or socioeconomic group in the City is being unfairly
impacted by environmental pollution.
3. Increase consumption of fresh, locally produced, organic produce to promote public health
and to minimize resource consumption and negative environmental impacts.
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Santa Monica Bay
O' warnings 'and closures at any Santa Monica
Number of days Santa Monica beaches are
beach location during dry weather months
posted with health warnings or closed.
Measure for both:
No more than 3 days with warnings or closures
• Dry weather months (April - October)
at any Santa Monica beach location on non-
• Wet weather months (November- March)
rainy days during wet weather months (a target
for rainy days during these months will be
determined in 2003)
Wastewater (Sewage) Generation
Reduce wastewater flows 15% below 2000
• Total citywide generation (also report per
levels by 2010
capita, and by sector)
Vehicle Miles Traveled
Downward trend
• Total
(no target for local vs. drive through)
• Local vs. drive - through
Air Quality
All significant emissions sources in
Percent and demographic profile of Santa
Santa Monica should be identified
Monica residents who live within a 1/2 mile radius
of significant emissions sources
10
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Residential Household Hazardous Waste
50% cumulative participation rate at the City's
• Total volume of household hazardous waste
HHW collection facility by S.M. households by
(HHWj collected from Santa Monica residents
2010 (i.e. by 2010 50% of all households in the
• Number and Percent of Santa Monica house
city will have delivered HHW to the facility since
holds using the City's HHW collection facility
2000)
• Cumulative number and percent of Santa
Monica households using the City's HHW
collection facility since 2000
City Purchases of Hazardous Materials
(Target to be developed by City staff)
Volume and toxicity of hazardous material
(including POP & PBT containing materials)
purchased by the City
Toxic Air Contaminant (TAG) Releases
Complete feasibility study for data availability
• Number of facilities in SM permitted to
and collection developed.
release TACs
• Total volume of TACs emitted in SM annually
Urban Runoff Reduction
Upward trend
Percent of permeable land area in the City
Fresh, Local, Organic Produce
Annual increase over baseline
Percent of fresh, locally - produced, organic
produce that is served at City facilities and other
Santa Monica institutions (including hospitals,
schools, Santa Monica College, and City -spon-
sored food programs)
Organic Produce — Farmers Markets
Annual increase in percent of organically grown
Total annual produce sales at Santa Monica
and low- chemical produce sales over baseline
farmers' markets
• Percent organically grown
• Percent grown using low- chemical methods
• Percent conventionally grown
Restaurant Produce Purchases
Annual increase over baseline
Percent of Santa Monica restaurants that
purchase ingredients at Santa Monica farmers'
markets
Food Choices
Annual increase over baseline
Percent of Santa Monica residents who report
that vegetable -based protein is the primary pro-
tein source for at least half of their meals
11
TRANSPORTATION
,
z. Create a multi -modal transportation system that minimizes and, where possible, eliminates
pollution and motor vehicle congestion while ensuring safe mobility and access for all without
compromising our ability to protect public health and safety.
2. Facilitate a reduction in automobile dependency in favor of affordable alternative, sustainable
modes of travel.
Modal Split
• Number of trips by type, citywide
• Average vehicle ridership (AVR) of Santa
Monica businesses with more than
50 employees)
An upward trend in the use of sustainable (bus,
bike, pedestrian, rail) modes of transportation
AVR of 1.5 by 2010 for Santa Monica
businesses with more than 50 employees
Residential Use of Sustainable
Upward trend
Transportation Options
Percent of residents who have intentionally not
used their car but have instead used a sustain-
able mode of transportation in the past month
Sufficiency of Transportation Options
Upward trend
Percent of residents who perceive that the
available sustainable modes of transportation in
Santa Monica meet their needs
Bicycle Lanes and Paths
35% by 2010
• Percent of total miles of city arterial streets
with bike lanes
No net decrease
• Total miles of bike paths in Santa Monica
Vehicle Ownership
10% reduction in the average number of
Average number of vehicles per person of
vehicles per person by 2010
driving age in Santa Monica
• total number of vehicles per person
Upward trend in % of qualified low emission /
• percent of total that are qualified low
alternative fuel vehicles
emission / alternative fuel vehicles
12
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Bus Ridership
Upward trend (All points)
• Annual ridership on Santa Monica
Big Blue Bus (BBB)
• Percent of residents who have ridden
the BBB in the past year
• Percent of residents who have ridden
the Tide shuttle in the past year
• Annual ridership on MTA routes originating
in Santa Monica
Alternative Fueled Vehicles
(City staff to develop target)
Percent of the City's non - emergency fleet
vehicles using alternative fuels
• Public works vehicles
• BBB vehicles
• Non emergency police and fire vehicles
Traffic Congestion
• Number of signalized intersections with
Downward trend
unacceptable motor vehicle congestion
(LOS D, E or F) during peak hours
• Level of service (LOS) for sustainable modes
Upward trend
of transportation at impacted intersections
• Locally classified streets that exceed City
Downward trend
thresholds for traffic levels
Pedestrian and Bicycle Safety
Downward trend
Number of bicycle and pedestrian collisions
involving motor vehicles
Traffic Impacts to Emergency Response
No upward trend
Average emergency response times for public
safety vehicles
• Police
• Fire
13
Goals
i. Nurture a diverse, stable, local economy that supports basic needs of all segments of
the community.
z. Businesses, organizations and local government agencies within Santa Monica continue to
increase the efficiency of their use of resources through the adoption of sustainable business
practices. The City takes a leadership role by developing a plan by zoos to increase the
adoption of sustainable practices by Santa Monica businesses and encouraging sustainable
businesses to locate in Santa Monica.
R
Economic Diversity
No single sector shall be greater than 25% of
Percent of total economic activity /output by
total economic activity /output; and the top three
business sector (expressed as a percent of total
sectors shall not be greater than 50% of total
wages)
economic activity /output
Business Reinvestment in the Community
Annual increase in reinvestment by businesses
(indicator developed in 2007)
Jobs / Housing Balance
Ratio should approach 1
• Ratio of the number of jobs in Santa Monica
to the amount of housing
Increasing trend
• Percent of Santa Monica residents employed
in Santa Monica
Cost of Living
(no target)
Santa Monica household incomes in relation to
Santa Monica cost of living index (SMCOLI)
Quality Job Creation
Increasing trend
Number of net new jobs created in Santa Moni-
ca that pay greater than or equal to the SMCOLI
as a percent of total new jobs created
14
r. Develop and maintain a sufficient open space system so that it is diverse in uses and
opportunities and includes natural function /wildlife habitat as well as passive and active
recreation with an equitable distribution of parks, trees and pathways throughout the
community.
z. Implement land use and transportation planning and policies to create compact, mixed -use
projects, forming urban villages designed to maximize affordable housing and encourage
walking, bicycling and the use of existing and future public transit systems.
3. Residents recognize that they share the local ecosystem with other living things that
warrant respect and responsible stewardship.
16
Open Space
• Number of acres of public open space by
Upward trend
type (including beaches, parks, public
gathering places, gardens, and other public
lands utilized as open space)
• Percent of open space that is permeable
Upward trend
Trees
Upward trend
• Percent of tree canopy coverage by
neighborhood
• Percent of newly planted and total trees that
Target to be developed
meet defined sustainability criteria*
*developed in 2007
Parks - Accessibility
Upward trend in park accessibility for
Percent of households and population within 1/4
Santa Monica residents
and Y2 mile of a park by neighborhood
Land Use and Development
Upward trend
Percent of residential, mixed -use projects that
are within 'A mile of transit nodes and are other-
wise consistent with Sustainable City Program
goals
Regionally Appropriate Vegetation
Target to be developed
Percent of new or replaced, non -turf, public
landscaped area and non - recreational turf area
planted with regionally appropriate plants
16
i. Achieve and maintain a mix of affordable, livable and green housing types throughout
the city for people of all socioeconomic /cultural /household groups (including seniors,
families, singles, and disabled).
17
COMMUNITY EDUCATION & CIVIC PARTICIPATION
-
,
L
z. Community members of all ages participate actively and effectively in civic affairs and
community improvement efforts.
z. Community members of all ages understand the basic principles of sustainability and use
them to guide their decisions and actions - both personal and collective.
Voter Participation
Increase SM voter participation to 50% in off
Percent of registered Santa Monica voters who
year elections by 2010
vote in scheduled elections. Compare to voter
participation rates at the regional and national
levels.
Participation in Civic Affairs
Upward trend
Percent of Santa Monica residents who have
attended a city- sponsored meeting of any kind
in the past year, including City Council meetings,
City Commission meetings, or special -topic
workshops
Jobs / Housing Balance
Upward trend
Percent of Santa Monica residents who feel that
they have the opportunity to voice their con-
cerns in the city on major community decisions
that affect their lives
Cost of Living
Upward trend
Percent of Santa Monica residents who attend
community events such as the Santa Monica
Festival, a summer concert at the Pier, an event
at Virginia Avenue Park, a neighborhood block
party, a weekly farmers' market
Quality Job Creation
Upward trend
Percent of Santa Monica residents volunteer-
ing and total hours volunteered in selected City
funded public benefit programs
18
HUMAN DIGNITY
WNW
Santa Monica will be a community in which:
i. All its members are able to meet their basic needs and are empowered to enhance the
quality of their lives; and
z. There is access among community members to housing, health services, education,
economic opportunity, and cultural and recreational resources; and
3. There is respect for and appreciation of the value added to the community by differences
among its members in race, religion, gender, age, economic status, sexual orientation,
disabilities, immigration status and other special needs
pff
7Number s — Shelter
of homeless living in Santa Monica
(no target)
of Santa Monica homeless
Upward trend
ion served by the city shelter
that transition to permanent housing
Basic Needs — Health Care
• Percent of residents with health insurance
Upward trend
r Capacity of local health service providers
Upward trend
to meet the basic health care needs of
Santa Monica residents
Basic Needs — Economic Opportunity
Percent of Santa Monica residents who work
Downward trend
more than 40 hours per week in order to meet
their basic needs
Basic Needs — Public Safety
Crime rate per capita — report by neighborhood/
Downward trend
reporting district, and by type (property, violent,
hate)
Residents' Perception of Safety
Percent of residents who feel that Santa Monica
Upward trend
is a safe place to live and work
pff
21
MIT
Incidents of Abuse
• Number of incidents of abuse (domestic,
Downward trend
child, and elder abuse)
• Percent of cases prosecuted
Upward trend
Incidents of Discrimination
• Number of reports regarding employment
Upward trend
and housing discrimination
• Number of cases prosecuted
Downward trend
Education/Youth
• SMMUSD student drop -out rates
Downward trend
• SMMUSD student suspension rates
Downward trend
• SMMUSD student substance abuse rates
Downward trend
• Percent of SMMUSD students who feel
Upward trend
safe at school
• Percent of SMMUSD students that enroll in
Upward trend
college or university
• SMMUSD students enrolled in advanced
Upward trend
placement courses and percent that receive
passing grades
Empowerment
Women, minorities and people with disabilities in
Upward trend
leadership positions
• business
• local government
• non - profit organizations
Ability to Meet Basic Needs
Percent of residents who perceive that needs
Downward trend in all areas
are not being met for:
• Individual and family counseling
• Emergency food, clothing, shelter
• Employment services and job training
• Recreation and services for youth
• Health care
• Substance abuse treatment / prevention
• Affordable housing
• Seniors and people with disabilities
• Transportation and mobility
21
22
•'A
While each indicator was developed to measure progress toward meeting targets in one of
eight goal areas, many indicators measure our progress in several goal areas. This matrix
demonstrates the linkages between each of the goal areas and the impact of our decisions
across environmental, economic and social boundaries. For each indicator listed dots are
shown in the columns for every goal area the indicator influences.
Resource Conservation Indicators
RC
EPH
T
ED
OSLO
H
CECP
HD
Solid waste generation
Water use
Energy use --
o
------
- - - -- -
Renewable energy use
Greenhouse gas emissions
Ecological Footprint for Santa Monica
_
Indicator of sustainable procurement
"Green" construction
T
CECP
Environmental and Public Health Indicators
RC
EPH
ED
OSLU
H
HD
Santa Monica Bay — beach closures
Wastewater (sewage) generation
---------.-._.... - --
Vehicle miles traveled
_
Air quality — - --
Residential household hazardous waste
City purchases of hazardous materials
Toxic air contaminant releases
Urban runoff reduction
Fresh, local, organic produce
Organic produce — Farmer's markets
Restaurant produce purchases
Food choices
Transportation Indicators
RC
CECP
EPH
T
ED
OSLU
H
HD
Modal split
Residential use of sustainable trans. options
Sufficiency of transportation options
Bicycle lanes and paths
Vehicle ownership
0
Bus ridership
0
0
Alternative fueled vehicles — City fleet
_
Traffic congestion
•
Pedestrian and bicycle safety
_
AL-1
Traffic impacts to emergency response
_
INDICATORS a *- t , i
Economic Development
t
C
EPH
T
ED
OSLU
H
CECP
HD
-------------------------
Economic diversity
_
— — -- --- --------
Business reinvestment in the community
— --
- --
_
Jobs / Housing balance
Cost of living
Quality Job Creation
Income disparity
•
Resource efficiency of local businesses
_
Local employment of City staff
Open Space and Land Use
Open Space
RC
EPH
T
ED
OSLU
H
CECP
HD_
Trees
Parks - Accessibility
Land Use and Development
Regionally appropriate vegetation
Housing
RC
EPH
T
ED
OSLU
H
CECP
HO
Availability of affordable housing
Distribution of affordable housing
Affordable housing for special needs groups
Production of "livable" housing
Production of "green" housing
Community Education and Civic Participation
RC
EPH
T
ED
OSLO
H
CECP_
HD
Voter participation
Participation in civic affairs
Empowerment
Community involvement
Volunteering
Participation in neighborhood organizations
Sustainable community involvement 1
Sustainable community involvement 2
Human Dignity
RC
EPH
T
ED
OSLU
H
CECP
HD
Basic Needs - Shelter
Basic Needs — Health Care
Basic Needs - Economic Opportunity
Basic Needs — Public Safety
Residents' perception of safety
Incidents of abuse
Incidents of discrimination
Education /-Youth
Empowerment
Ability to meet basic needs
23
GLOSSARY
active recreation: recreational opportunities
including sports and other activities that typically
require playing fields, facilities or equipment.
affordable housing: any housing that is deed
restricted for, and occupied by, households
earning less than t2o% of the Los Angeles County
median family income.
alternative fuel vehicles: vehicles that operate
on fuels other than gasoline or diesel. Alternative
fuel vehicles include those that operate using
compressed natural gas (CNG), liquid natural gas
(LNG), propane, electricity, hybrid of gasoline and
electricity, and hydrogen.
alternative (and /orsustainable) modes of
transportation: for the purpose of this
document alternative (and /or sustainable) modes
of transportation include transportation by public
transit (bus or rail), bicycle, walking, or
alternative fuel vehicles.
average vehicle ridership (AVR): a measurement
of vehicle occupancy indicating the overage
number of persons traveling in a measured
number of vehicles. AVR is an indicator of the
effectiveness of and participation in ridesharing
programs
bike lane /path /route: As defined in the City's
Bicycle Master Plan, a bike lane is a signed and
striped lane along a roadway for use by bicycles.
Other types of bicycle ways in the city are bike
paths and bike routes. A bike path is a dedicated
bicycle way that completely separates bicycles
from motor vehicles. Bike routes are signed
routes which bicyclists share with motor vehicles.
Bike routes differ from bike lanes in that routes
do not include any striping on the roadway - they
are only designated by signage.
community: for the purpose of this document,
whenever the term community is used it is meant
to include the following groups: individuals of
all ages, races and abilities; organizations;
government agencies; businesses; employers;
employees; residents; property owner; renters;
visitors; schools; students; public and private
24
service agencies; faith communities; and local
media.
companion animala: animals kept by residents
in their homes, yards, or other properties, for
purposes of providing mutual companionship.
clean distributed generation: distributed
generation refers to generation of electricity at
or near the location where that electricity will
be used. This differs from traditional electricity
generation, which occurs at centralized power
plants and is distributed over hundreds of miles
to millions of customers through the electricity
"grid ". For the purpose of this document, clean
distributed generation (in order of preferred
technology type) refers to 1) renewable distrib-
uted generation, including electricity generated
by solar photovoltaic systems, fuel cells (powered
by hydrogen generated from solar, wind, or other
non - fossil fuel, renewable energy technologies),
and small wind generates; 2) electricity
generated by high efficiency (i.e., meeting or
exceeding efficiency of large natural gas power
plants) natural gas generates and fuel cells using
hydrogen generated through a natural gas
catalyst; and 3) medium scale, high - efficiency
co- generation systems (powered by natural gas)
serving many properties located within close
proximity of each other. Clean distributed
generation does not include electricity generated
by gasoline or diesel powered generators.
diversion: in reference to solid waste, diversion
refers to all waste that is kept out of a landfill
through recycling, beneficial reuse, composting,
or other means.
ecological footprint: The ecological footprint is
a tool to help measure human impacts on local
and global ecosystems. The ecological footprint
of a given population (household, community,
country) is the total area of ecologically produc-
tive land and water used exclusively to produce
all the resources (including food, fuel, and fiber)
consumed and to assimilate all the wastes gener-
ated by that population. Since we use resources
from all over the world and affect far away places
with our wastes, the footprint is a sum of these
ecological areas — wherever that land and water
may be on the planet. Thus the ecological foot-
print of Santa Monica is that area of produc-
tive land inside and outside its boilers that is
appropriated for its resource consumption or
waste assimilation. There is a finite area of
ecologically productive land and water on the
Earth, which must be shared among 6 billion
people as well as all of the planet's other spe-
cies. The amount of ecologically productive
land available globally at today's current popu-
lation is approximately 5 acres per person. The
ecological footprint of the average American is
approximately 25 acres, far exceeding the "fair
earthshare ". The ecological footprint is an
excellent tool for illustrating the magnitude of
the change necessary for our world to become
sustainable. It is also useful for evaluating and
comparing the total environmental impact of
specific activities and in this way, helpful for
decision- making.
environmentally preferable: a product, service,
activity or process that has a lesser or reduced
effect on human health and the environment
when compared to other products, services,
activities or processes that serve the same
purpose.
extended producer responsibility: responsibil-
ity of producers or manufacturers across the
entire life cycle of their products, particularly
to the post - consumer stage (after products are
discarded and become waste). Typically once a
product is sold to a consumer the responsibil-
ity of disposing of that product becomes the
responsibility of the consumer. Extended pro-
ducer responsibility requires that the producer
of the product maintain responsibility for recy-
cling or proper disposal of the product once it
has surpassed its useful life.
green: for the purpose of this document,
green is used as shorthand to refer to any
environmentally preferable product, activity,
service or process.
green housing: housing that meets or exceeds
the requirements of the City's Green Building
Design and Construction Guidelines.
greenhouse gas (GAG): greenhouse
gases are natural and man -made gases
in the earth's atmosphere that allow
incoming solar radiation to pass through
the atmosphere and warm the earth but
trap radiant heat given off by the earth.
The radiant heat absorbed by these
gases heats the atmosphere. This is a
natural process known as the "green-
house effect" that keeps the earth
habitable. The four primary greenhouse
gases are carbon dioxide (CO?), methane
(CH4), nitrous oxide (N20) and chloro-
fluorocarbons (CFCs). Since the onset of
the industrial period, human activities
have lead to sharp increases in the levels
of GHGs in the atmosphere, enhancing
the greenhouse effect and contributing
to rising global temperatures.
hazardoue material: a material that,
because of its quantity, concentration,
or physical or chemical characteristics,
poses a significant present or potential
hazard to human health and safety or
to the environment if released into the
workplace or the environment.
hazardoue waste: a waste or
combination of wastes which, because of
its quantity, concentration, or physical,
chemical or infectious characteristics,
may cause or significantly contribute to
an increase in serious, irreversible, or
incapacitating reversible illness or pose
a substantial present or potential hazard
to human health, safety, welfare or to the
environment when improperly treated,
stored, transported, used or disposed of,
or otherwise managed.
household hazardoue waste (HHW):
hazardous waste that is generated by
residents through the use of hazardous
or potentially hazardous products in
the home. Typical household hazardous
wastes include spent batteries, cleaning
products, pesticides, paints and solvents.
25
HHW collection facility: a permanent
facility maintained by the City for the
collection and proper recycling or disposal
of hazardous waste generated by Santa
Monica residents and small quantities
of hazardous waste generated by Santa
Monica businesses. This is provided as
a free service to Santa Monica residents.
The facility is located at 25oo Michigan
Avenue. Call (310) 458-8255 for more
information.
Income levelA: With respect to the
indicators of housing affordability the
following are definitions of the income
levels mentioned in this document:
Vert] low income: annual earnings between
o and 5o% of the Los Angeles County
Median Family income (MFI)
Low income: annual earnings between 51
and 8o% MFI
Moderate income: annual earnings between
81 and i2o% MFI
Upper income: annual earnings above 12o%
MFI
LEEDTM certification (Leadership in
Energy S Environmental Design): A
rating system developed by the United
States Green Building Council (USGBC)
that sets definitive standards for what
constitutes a green or environmentally
preferable building. The certification
system is self- assessing and is designed
for rating new and existing commercial,
institutional, and high -rise residential
buildings. It evaluates environmental
performance of the entire building over the
building's life cycle. LEED certifications
are awarded at various levels (certified,
silver, gold, and platinum) according to a
point -based scoring system.
level of service (LOS): a concept used to
describe street intersection operating
conditions. It is based on average vehicle
26
delay measurements and /or the volume/
capacity ratio of the intersection in
question. LOS grades range from A to F with
A representing excellent (free -flow)
conditions and F representing extreme
traffic congestion. For the purpose of this
document, LOS grade D represents
marginally acceptable levels of traffic and
grades E and F represent unacceptable levels.
A definition of level of service for sustainable
modes of transportation will be developed as
part of the update of the Circulation Element
of the City's General Plan scheduled for adop-
tion in 2oo3,
livable housing: housing that is within
close proximity to neighborhood serving
commercial areas, transit stops and commu-
nity resources such as parks and open space.
local: the term local has different
definitions depending upon the context
in which it is used in this document.
These are described below:
1) Where local is used in reference to the
economy ( "local economy" or "local business-
es") it refers to Santa Monica's economy or
businesses located within Santa Monica
2) Local government agencies refer to any
agencies or departments of the Santa Monica
city government.
3) Where local refers to food production
( "locally produced ") it refers to food grown in
the southern half of the state of California.
4) Where local refers to resources, it refers
to resources obtained or impacted within a
Soo -mile radius of Santa Monica.
mixed -use projects: developments which
incorporate both residential and commercial
uses.
modal split: the split in use of various
transportation modes including: single
passenger vehicles; carpools of more than
one passenger; bus; rail; bicycle; and
pedestrian modes.
multi - modal transportation system:
a transportation system that includes
affordable, alternative modes of
transportation such as public transit,
and infrastructure and access for alternative
fueled vehicles, bicycles and pedestrians,
in addition to standard vehicular
transportation.
native Apecie.A: plant or animal species
native to the southern California bioregion.
natural function /wildlife habitat:
geographic areas that provide life- support-
ive functions associated with atmospheric,
biological, biochemical and hydrological
processes that keep our air and water clean,
process waste and support survival and
reproduction of plant and animal life.
non - renewable resources: natural resources
that have a finite availability worldwide.
Examples include coal, oil and other
petroleum products.
open space: for the purpose of this document
open space refers to all land uses defined as
open space in the Open Space Element of
the City of Santa Monica's General Plan.
These include beaches, parks, public
gathering places, usable green open space
in street medians, scenic highway corridors,
gardens, and other publicly accessible land.
passive recreation: recreational opportuni-
ties that occur in a natural setting which
require minimal development or facilities,
and the importance of the environment or
setting for the activities is greater than in
developed or active recreation settings.
PBTs (persistent bioaccumulotive toxic-A):
chemicals that are toxic, persist in the
environment and bioaccumulate in food
chains and, thus, pose risks to human
health and the environment. The term PBT
is used primarily by the US Environmental
Protection Agency (EPA), as part of its
preparation of a list of such chemicals that
will receive special regulatory emphasis in
the United States.
POPS (persistent organic pollutants):
Organic chemical substances that persist
in the environment and bioaccumulate
in food chains and pose a risk of causing
adverse effects to human health and the
environment. The term POPS is commonly
used in the context of the United Nations
Environment Program (UNEP) and are
subject to international negotiations aiming
toward their global elimination.
Note: The primary difference between the
PBTs and POPs is that the list of PBTs
includes non-organic toxins that are not
included on the list of POPS.
potable: suitable for drinking
qualified low emission / alternative fuel
vehicles: Vehicles recognized by the State
of California as being low emission and/
or alternative fuel vehicles. 'These vehicles
exceed the basic standards all new vehicles
must meet to be sold in California and
include low emission vehicles (LEVs), ultra
low emission vehicles (ULEVs), super ultra
low emission vehicles (SULEVs) and zero
emission vehicles (ZEVs). Additional
information about these vehicle designa-
tions can be found on the internet at http: //
www.arb.ca.gov/msprog/ccbg/ccbg.htm
rainy day: for the purpose of this document,
a rainy day is any day with recorded
precipitation greater than .r" in 24 hours.
recognized neighborhood organization:
Tax - exempt, non - profit organization
representing a commonly recognized
neighborhood in Santa Monica.
27
28
regionally appropriate vegetation: plant
and tree species that are environmentally
appropriate for the Southern California
region and that do not negatively impact
native plants or animals. A specific list of
regionally appropriate vegetation for Santa
Monica will be developed in 2003.
rehabilitated housing: rehabilitation that
increases by 25% or more the after -rehab
value of the property; or a rehabilitation in
which at least fifty percent of exterior walls
have been removed or relocated for any
duration of time.
renewable limitA: harvesting resources
within renewable limits refers to harvesting
a renewable resource at a rate that is lower
than the rate the resource can replace itself
(e.g. catching fish at a rate that will allow
the fish population to be maintained over
time. If too many fish are caught, exceeding
renewable limits, the fish population will
decline). The terms renewable limits and
sustainable limits are synonymous.
renewable resourceA: natural resources
that have an unlimited supply (such as
solar radiation) or that can be renewed
indefinitely if ecosystem health is
maintained (e.g. fisheries or forests).
routine: for the purpose of this document,
routine, when describing generation of
hazardous waste by City government
operations, refers to regular and consistent
operational practices such as vehicle
maintenance, regular cleaning procedures,
etc. Non - routine refers to hazardous waste
generated during unanticipated events such
as chemical spills or leaks.
Santa Monica colt of living index (SMCOLI):
Los Angeles County cost of living for a
two - person household adjusted for the cost
of housing in Santa Monica. SMCOLI for
2000 is $21,800 (LA County cost of living) x
1.46 = $31,828. The 1_46 multiplication fac-
tor refers to the relative cost of housing in
Santa Monica as compared to the average for
Los Angeles County, based on the Housing
Authority Survey of Rents.
Aignificant emiAAionAAource: sources of
toxic air contaminants and other air
emissions that pose a threat to human health
and the environment. A specific list of signif-
icant emission sources within Santa Monica
will be developed in the course of tracking
this indicator.
SMMUSD: Santa Monica - Malibu Unified
School District
Apecial needA group-A: with respect to afford-
able housing, special needs groups refers to
the elderly, disabled persons, large families,
female - headed families, and the homeless.
AuAtainable: sustainable can mean slightly
different things depending on the context in
which it is used. For the purpose of this
document, the following definitions are used:
sustainable (in reference to resource use): a
method of harvesting or using a resource so
that resource is not depleted or permanently
damaged.
AuAtainable bueineAA: for the purpose of this
document, sustainable business refers to a
business that provides goods and services,
and /or has incorporated into its daily
operations practices that result in cleaner air
and water, less waste and pollution,
conservation of energy and natural resources,
less traffic, improved quality of life for
residents and workers, and contribute to a
strong and viable local economy.
AuAtainable community /city: a community
or city that meets its present needs without
sacrificing the ability of future generations
to meet their own needs. More specifically, a
sustainable community is one that improves
and enhances its natural, social and
economic resources in ways that allow
current and future members of the
community to lead healthy, productive
and satisfying lives.
AuAtainable model of transportation/ travel:
same as alternative modes of transportation
above.
euetainable procurement: procurement
of environmentally preferable goods and
services in a way that also takes into
consideration social responsibility and
sustainable economic development issues in
the manufacture, transportation, sale and
use of those goods and services.
toxic material: a substance that causes
illness, injury or death by chemical means.
A poison.
toxic air contaminants (TACA): air
pollutants which may cause or contribute to
an increase in mortality or serious illness,
or which may pose a present or potential
hazard to human health.
transit node: a station for public
transportation along a regional transit
corridor (usually rail or rapid bus) with
access routes for buses, taxis, automobiles,
bicycles and pedestrians.
urban village -A: mixed -use developments
in walkable, livable and transit - oriented
districts that balance the need for
sufficient density to support convenient,
high - frequency transit service within the
scale of the adjacent community.
vehicle milea traveled (VMT): one vehicle
traveling one mile constitutes a vehicle mile.
VMT is primarily an indicator of automobile
use. Increasing VMT typically corresponds
with increases in traffic and vehicle - related
pollution.
zero emieei.ona vehicle (ZEV): motor
vehicle that produces neither tailpipe nor
evaporative pollutant emissions.
zero waate: recycling or reuse of all natural
and man made materials back into nature
or the marketplace rather than sending
those materials landfills or similar disposal
options.
29
On September 20,1994 Santa Monica's City Council adopted the city's first Sustainable City Program to
ensure that Santa Monica can continue to meet its current environmental, economic and social needs without
compromising the ability of future generations to do the same. The program has evolved since its adoption and
has been responsible for many positive changes in the community. In 2003, City Council adopted an expanded
version of the program called the Sustainable City Plan (SCP), which was developed by a diverse group of
community stakeholders and lays out far reaching sustainability goals for the community.
(visit www.sustainablesm.org to view the SCP).
MEASURING SUSTAINABILITY
In order to reach our goals, community members must be informed, empowered and motivated. Informing the
public is our primary job, and two tools were developed for accomplising this task: the Sustainable City Report
Card and the Sustainable City Progress Report.
Sustainable City Report Card: The Report Card, which is issued bi- annually, summarizes and grades our
progress in meeting the Sustainable City Plan goals. The summaries are very helpful in providing a snapshot
of the community's efforts to date and the grades are a tough- minded and fair assessment of how far we have
come and what challenges lay ahead. Visit www.sustainablesm.org /scpr for the Report Card.
Sustainable City Progress Report: The Progress Report is a comprehensive web -based repository of all the data
available to date on indicators used to measure our progress toward sustainability. The Progress Report website
is the definitive resource for community decision makers and residents. We encourage you to review this data
yourself at www.sustainablesm.org /scpr and begin to use the website to help with your decision - making.
FOR MORE INFORMATION PLEASE VISIT www.sustainablesm.org -
Itrt,g- xph, pm,,ded by(r<g PCmrsmt l)mid Cowaq Am Will -,os and CNp SUIH
creafivecapi-i,ai
culture
community
Vision
Creative Capital- Culture, Community, 'Vision
Through a yearlong process of research and dialogue, Santa
Monica has crafted a collective vision for the future of the
arts and culture and developed strategies for its fulfillment.
Over two hundred community members discussed issues
and opportunities, vision and challenges in Town Hall and
neighborhood meetings, interviews and via an interactive
website; they participated in a broad array of workshops,
completed surveys and nominated favorite cultural icons. In
addition, several commissioned studies provided a detailed
portrait of Santa Monica's creative sector. Based on this new
understanding, Creative Capital offers a plan for the city's
continued cultural development.
VISION
Santa Monica's residents share a vision for their community that interweaves
the arts, cultural activities, entertainment and education throughout their
lives, work, cityscape and neighborhoods. They view culture as an inseparable
component of what makes Santa Monica exceptional, desirable and economi-
cally competitive. And they seek to integrate culture more thoroughly into the
fabric of the community.
Residents value Santa Monica as a small- scale, informal, personal, engaged
community that is fully committed to the values of sustainability. They appre-
ciate the beauty of its natural setting and believe that Santa Monica's extraor-
dinary creativity flows in part from this environment. Many also consider this
cultural ecosystem to be threatened by real estate pressures and a lack of focus,
and seek to retain and nurture its creative people and resources. They desire a
local cultural community that is multi- faceted and easily accessible.
Santa Monica's cultural community envisions the arts and culture as an integral
component of civic life, incorporated into the values, policies and daily activities
of the city. They see culture like sustainability —an organic part of the community,
not separate from it— enriching and supporting Santa Monica's civic life. 5
r. Y ""N
4
``
g" a e.
Creative Capital- Culture, Community, 'Vision
Through a yearlong process of research and dialogue, Santa
Monica has crafted a collective vision for the future of the
arts and culture and developed strategies for its fulfillment.
Over two hundred community members discussed issues
and opportunities, vision and challenges in Town Hall and
neighborhood meetings, interviews and via an interactive
website; they participated in a broad array of workshops,
completed surveys and nominated favorite cultural icons. In
addition, several commissioned studies provided a detailed
portrait of Santa Monica's creative sector. Based on this new
understanding, Creative Capital offers a plan for the city's
continued cultural development.
VISION
Santa Monica's residents share a vision for their community that interweaves
the arts, cultural activities, entertainment and education throughout their
lives, work, cityscape and neighborhoods. They view culture as an inseparable
component of what makes Santa Monica exceptional, desirable and economi-
cally competitive. And they seek to integrate culture more thoroughly into the
fabric of the community.
Residents value Santa Monica as a small- scale, informal, personal, engaged
community that is fully committed to the values of sustainability. They appre-
ciate the beauty of its natural setting and believe that Santa Monica's extraor-
dinary creativity flows in part from this environment. Many also consider this
cultural ecosystem to be threatened by real estate pressures and a lack of focus,
and seek to retain and nurture its creative people and resources. They desire a
local cultural community that is multi- faceted and easily accessible.
Santa Monica's cultural community envisions the arts and culture as an integral
component of civic life, incorporated into the values, policies and daily activities
of the city. They see culture like sustainability —an organic part of the community,
not separate from it— enriching and supporting Santa Monica's civic life. 5
DEMOGRAPHICS OF THE CREATIVE SECTOR
Santa Monica has a remarkable, yet in someways hidden, asset —an extraordinary
population of creative professionals. The city has been a destination and a haven
for artists for more than a hundred years. It also boasts perhaps the largest
concentration of creative employment in the US. Even comparedto Los Angeles
and other creative centers, Santa Monica has an extraordinary proportion of
artists, performers, designers, writers, directors and other professionals who
work inthe creative sector, more than six times the national average. '
For many, culture literally sustains them: 43 % of Santa Monica's adults make all or
part of their living in arts - related fields. This employment spans the commercial
and nonprofit worlds, as well as individual, small business and corporate
endeavors. This proliferation of creative individuals is a vital new demographic
fact that perhaps more than any other characteristic defines Santa Monica's
cultural identity and informs the vision for the arts and culture. Its discovery also
creates an imperative to re- examine Santa Monica's cultural priorities.
6
C➢Y.n9NPR Nat RYml C.r. OOAfPAII ISO
Santa Monica ,Ott pared to 1ha zo MoSI OmaIi,, US Citi,
Total number of creative wm Aets -OtA- -d as % of total employment
y.00 S.
8.00%
q.00 y,
b.00u�
q.00ry,
.i
g.oay
-
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a
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3
a
Y
y
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ox
o
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OY
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9
i
en
For many, culture literally sustains them: 43 % of Santa Monica's adults make all or
part of their living in arts - related fields. This employment spans the commercial
and nonprofit worlds, as well as individual, small business and corporate
endeavors. This proliferation of creative individuals is a vital new demographic
fact that perhaps more than any other characteristic defines Santa Monica's
cultural identity and informs the vision for the arts and culture. Its discovery also
creates an imperative to re- examine Santa Monica's cultural priorities.
6
Santa Monica has perhaps the highest
concentration of creative individuals in the US--
in terms of both residents and employment.
1,634 ARTS - RELATED BUSINESSES IN SANTA MONICA, CALIFORNIA EMPLOY 11,464, PEOPLE
wtiow. Am erican,sForTlieAi ts. o rg
CREATIVE IDENTITY
Santa Monica's residents show extraordinarily high levels of personal
participation in cultural activities and an expansive understanding of their role
in a community. For example, residents visited an art museum or gallery at twice
the national average (88% compared 41 %) and they believe having public art
in a community to be nearly as important as good public schools. Seventy -two
percent of families with children involve them in arts activities outside of school.
This intense amount of involvement leads residents to value the presence of the
arts in the community, be very enthusiastic about the quality of the cultural scene
in Santa Monica and want even more opportunities to participate.
Cornparal ire Siee of Nonprofit Arts mid Cnit iii al Organization Budgets
Less than$aKo,000 Greater than $i Million
Pasadena 50%v 29%
Los Angeles County 48% 16%
San Diego County 47% 28%
In addition, Santa Monica identifies itself as innovative. The brand promoted
by the Convention & Visitors' Bureau describes Santa Monica as "cutting edge"
and the creative community has engendered experimentation and innovations
in many fields. The cultural community is also relatively non - institutional. It
is distinguished by a high concentration of individuals, smaller organizations
and arts - related businesses, such as art galleries, and few large- budget arts and
cultural nonprofit institutions.
89 % believe that Santa
and culture scene makes the city
a better place to raise their children.
10
Arts Alley s
Potential uses include a mix of public and
private venues: performance and gallery
spaces, and art and rehearsal studios,
cafes and outdoor performances. This
rendering shows one example of how
Arts Alleys might be configured.
THE PLAN
Despite this creative abundance and relatively widespread understanding of its
value, Santa Monica's artists and cultural entities face increasing challenges.
Rising costs, the loss of affordable real estate, and a lack of infrastructure
threaten the diversity and vibrancy of the creative community. Creative Capital
presents three comprehensive strategies for fulfillingthe community's cultural
vision, ways in which Santa Monica can ameliorate these challenges and foster
even greater cultural opportunity.
Celebrating Innovation
Santa Monica's extraordinary concentration of creative individuals and
the associated opportunities for innovative cultural partnerships ensure
the city a unique niche within the cultural ecology of the Los Angeles
region and offer remarkable options for marketing and programming.
These are as much overarching concepts as a specific strategy and as such
echo throughout the plan's many recommendations. Regular convening,
across disciplines, is one of the tools the City can use to foster dialogue and
collaboration throughout the creative sector.
Increasing Cullural Participation
Throughout the planning process, residents emphasized their desire for
greater access to a wide variety of cultural programs for all ages. This can
be accomplished through festivals, by offering cultural programs for all
ages in public places such as community centers, parks or the beach, and
by making it easier to learn about what is available through cooperative
marketing initiatives.
F3nhan (ii ng Sustainabilily
The retention, development and reuse of cultural facilities that fit the
community's unique identity, accompanied by funding and leadership
development programs that strengthen the city's nonprofit cultural institu-
tions, are essential to ensuring a stable future for the arts in Santa Monica.
The creation of "ArtsAlleys" neartheThird Street Promenade is onewaythis
can be accomplished, capitalizing on a special Santa Monica opportunity —
the availability of space fronting the alleys —while encouraging public
interaction with artists and cultural organizations.
IMPLEMENTATION
Creative Capital will guide efforts to achieve the community's cultural vision
over the next ten years. Making use of existing as well as new public and private
resources, the City and community partners will be able to collaborate on flexible
initiatives to implement the recommended strategies and enhance the cultural
sustainability that is central to Santa Monica's identity and aspirations.
The three core strategies and associated recommendations provide a roadmap for
Santa Monica to retain and build upon its vibrant cultural sector. A plan to ensure
that culture continues to play its vital role in sustaining this unique community.
The term "innovation" has a broad, meaning in Santa Monica.
Innovation has included the artistic avant- o'arde and the
devel opinent o f new cultural trends and aesthetics. The term,
also means the creative adaptation of traditional cultural,
ideas, rei,nteipretation, of classics, and the invention of new
methods of supporting' and presenting culture.
summery of
recommendafions
OU
�3
14
A. CELEBRATING INNOVATION
5. Develop a communitywide marketing program to build audiences
for Santa Monica's arts and culture programs, increase cultural
participation and access, and increase community awareness of local
arts and culture.
6. Explore the evolving creative potential of electronic communication
to support Santa Monica's cultural community.
7. Develop cooperative strategies with Santa Monica College, the Santa
Monica - Malibu Unified School District and other providers of lifelong
learning programs to enhance the accessibility of their cultural
programs to the community.
Festivals
8. Continue and further develop existing arts and cultural festivals, such
as the Santa Monica Festival and Jazz on the Lawn.
9 Develop major new arts and cultural festivals, to celebrate and
explore Santa Monica's innovative cultural identity and address the
community's desire for more festivals.
io. Facilitate the provision of small -scale festivals or showcases that
highlight the arts and culture, or contain a cultural component,
through a co- sponsorship arrangement.
Cross - Sector 111110VfItioll
r. Recognize and support the importance of individual artists to Santa
Monica's cultural ecosystem.
2. Adopt the theme of innovation and creative individuals as the basis for
programming and marketing of Santa Monica's creative identity.
3. Capitalize on the extraordinary concentration of creative people and
resources by fostering communication and leveraging partnerships
croativc
`
for innovative cultural programming.
B. INCREASING CULTURAL PARTICIPATION
connn uuh
z
J%b� YIS10Y1
Marke ing'and Ci001'd Lt],Li1011
TM
�l Y)� ,
4. Develop a comprehensive directory of Santa Monica's arts and cultural
resources.
5. Develop a communitywide marketing program to build audiences
for Santa Monica's arts and culture programs, increase cultural
participation and access, and increase community awareness of local
arts and culture.
6. Explore the evolving creative potential of electronic communication
to support Santa Monica's cultural community.
7. Develop cooperative strategies with Santa Monica College, the Santa
Monica - Malibu Unified School District and other providers of lifelong
learning programs to enhance the accessibility of their cultural
programs to the community.
Festivals
8. Continue and further develop existing arts and cultural festivals, such
as the Santa Monica Festival and Jazz on the Lawn.
9 Develop major new arts and cultural festivals, to celebrate and
explore Santa Monica's innovative cultural identity and address the
community's desire for more festivals.
io. Facilitate the provision of small -scale festivals or showcases that
highlight the arts and culture, or contain a cultural component,
through a co- sponsorship arrangement.
Integrating Cultural Progratnxning
u. Seek further opportunities to integrate arts and cultural programming
for all ages into non - traditional venues and programs such as
community centers, parks, and other open and /or public spaces.
12. Expand the cultural programming partnership between the Cultural
Affairs Division and other City divisions and departments, including
the Santa Monica Public Library and the Human Services Division's
after - school and youth -at -risk programs.
13. Enhance accessibility for senior citizens to arts and cultural programs
through integration of programs into existing venues and services
for seniors, and by promoting partnerships through the network of
lifelong learning service providers.
r4. Find opportunities to promote the reintroduction of arts education
in all public schools through implementation of the Santa Monica -
Malibu Unified School District's Arts for All plan, in cooperation with
the district and the Santa Monica - Malibu Educational Foundation.
Ninety percent of Santa Monica
residents fin it important t® have
art in puhc places in the city,
2o06 Arts Survey of San I Monica Residents
PublicArt
15. Implement a public art in private development program that supports
a Cultural Trust Fund flexible enough to help fulfill the community's
arts and cultural vision, as identified in this planning process.
16. In future years conduct an assessment of both the public and private
public art programs to gauge their effectiveness in meeting the
community's cultural needs.
�5
A CULTURAL CAMPUS -IASL USE NEAR
THE CIVIC AUDITORIUM
These schemati e diagrams illustrate
the range of creative solutions
available if the City revises the Civic
Center Specific Plan to include a
cultural campus surrounding the
Civic Auditorium. They shoNvtvays to
accommodate uses currently called
for in the Civic Center Specific Plan.
4Y.`lr'
N,>
m
C. ENHANCING SUSTAINABILITY
Cultural Facilities
IT Establish Santa Monica Arts Alleys as zones for the concentration and
development of small -scale arts uses, such as creative businesses,
artists' studios, small performing and exhibition spaces, and other
cultural uses, and:
'? Create a downtown cultural district for the development of Arts
Alleys, bounded by 2nd Street on the west, 4th Street on the east,
Broadway on the south and Wilshire on the north.
Make necessary adjustments in zoning in the downtown cultural
district to permit and encourage arts and cultural activities in the
Arts Alleys.
:1 Negotiate with downtown property owners and business persons
to use the vacant and underutilized space fronting the Arts Alleys
and consider offering a financial incentive, such as a property tax
abatement on the portion of the properties used for arts purposes, to
encourage landlords to maintain affordable rents onthe properties.
Work with the designers of the new parking structures to ensure
that the areas fronting the alleys support the Arts Alleys concept.
18. Commit to a cultural use of the Santa Monica Civic Auditorium in line
with the community's vision for this facility and:
Approach development of the CivicAuditorium as a key component
within a larger cultural campus encompassing the Civic Center,
Santa Monica High School, the Pier and adjacent areas.
Create a plan for the development of the Civic Auditorium that
assesses the options identified in this planning process, and
presents specific recommendations for implementation.
Revisit the recommendations regarding the Civic Auditorium in
the Civic Center Specific Plan to better accommodate the cultural
uses envisioned by the community.
19. Develop, orfacilitatethe development of, small, flexible and affordable
performance venues (under Soo seats) and visual arts spaces.
2o. Develop policies and ordinances that encourage and even mandate the
creation of affordable artist live /work and day studio spaces in new
residential and industrial development at a minimum in the Light
Manufacturing Studio District (LMSD).
zr. Retain and enhance current concentrations of arts uses at the Pier,
Bergamot Station, the Santa Monica Airport and r8th Street Arts Center.
U. Support and enhance cultural development around nodes, such as the
emerging cultural uses along Pico Boulevard.
7h,e most critical tissue facing the arts community in
Santa Monica, is retaining and f ostering the arts and
culture in light of increasing real estate pressures. 77-be need
for a f f ordable housing, art studios, as well as per fiorming
venues, tis critical to the survival of the arts t,n the city.
City of San Ia Monica Opporiunities anti Challenges Report ( ),005)
Cultural Finding
23. Work to increase the total amount of the City's Cultural Funding
program budget towards a benchmark of ro% of the total operating
budgets of Santa Monica's arts organizations.
24. Create new cultural support opportunities as follows:
Expand and restructure the current Cultural /Arts Organization
Support Grant Program to ensure separate review of arts applicants
and cultural heritage applicants, and implement procedural
refinements.
Create an Artists Fellowship Program to support and recognize
Santa Monica's individual artists.
'r Create an organizational capacity building and technical assistance
program to encourage appropriate institutionalization of Santa
Monica's nonprofit arts and cultural organizations.
Create an Opportunity Grants Program to allow the City to respond
to unusual and short-term arts and cultural project opportunities.
Create a Capital Grants Program to assist nonprofit arts and cultural
organizations in meeting their facility needs, and to encourage
capacity building.
2$. Explore options to best reflect and support Santa Monica's cultural
diversity through cultural funding.
26. Explore ways to enhance community access to cultural funding
programs, while improvingadministrative effectiveness, through such
tools as e- granting, on -line data collection, and collective insurance
for grantees.
q
18
Leadership
27. Reactivate the Santa Monica Arts Foundation as a fundraising and
leadership development organization by confirming its mission
and role, and developing a plan to partner in the implementation of
Creative Capital.
28. Provide in -kind support and seed - funding to the Foundation to
enable it to provide increased community cultural leadership.
29. Focus the Foundation's efforts as follows:
Expand the pool of resources available for cultural uses by
developing a workplace giving program to encourage cultural
giving by private individuals, and a united arts fund to encourage
cultural giving by local businesses and corporations.
Institute an annual arts leadership awards program, recognizing
leading citizens in the areas of philanthropy, business and
volunteerism.
Create an active program of leadership development, in cooperation
with the Chamber of Commerce, or other civic or business group.
go. Strengthen the capacity of the Arts Commission to fulfill its role in
implementing Creative Capital as follows:
'> Explore a reduction in the size of the Arts Commission to facilitate
effectiveness and flexibility, while retaining the current use of
subcommittees that include non - commissioners to provide
opportunities for wider community involvement.
Alter the composition requirements of the Arts Commission to
balance the need for qualifications in cultural policy and advocacy
with the need for professional arts qualifications.
" Work to diversify the membership of the Arts Commission to more
accurately reflect the demographic diversity of Santa Monica.
Every day millions of dollars are invested
in vesture capital in this country. We
believe that supporting art at the moment
Of creation is a similar investment,
spurring vital innovations in culture,
Iiaiharine DeSfww, Exeeulive Direelor. Uliited States Artists
�9
Implementation of Creative Capital is intended to take place overthe nexttenyears, as resources become
available. The strategies and many of the recommendations will either require ongoing action or take
several years to accomplish. Nonetheless, many of the recommendations are intended to begin in some
form within the first three years of implementation (presumably 2007/o8 through 2oog /io). That is,
action can be taken to start implementation on these recommendations within three years.
Implementation is a joint responsibility of the City and a number of partner entities. While the City
will play a major role, this plan is a "community cultural plan," meaningthat is derived from the entire
community and will be implemented in partnership with agencies and people from community.
It is important to note that the pace and sequence of implementation envisioned in this chapter are
contingent upon the availability of sufficient staff, funding and other resources.
zi
22
IMPLEMENTATION TABLE: CREATIVE CAPITAL
Shale y : Ccteln'.; Iing Innova t ion
*Preliminary steps precede the start of implementation
* *Start year is the year m which implementation begins; year one is 2007/08.
Preliminary
Steps*
Stmt
Year **
Lead &
Partner
Agencies * **
Estimated Costa * * **
1. Recognize and support the importance of individual artists
This is an over - arching policy intended to guide programming and
to Santa Monica's cultural ecosystem.
resource decisions throughout implementation of Creative Capital.
2. Adopt the theme of innovation and creative individuals
This is an over - arching policy intended to guide programmingand
as the basis forprogranmming and marketing of Santa
resource decisions throughout implementation of Creative Capital
Monica's creative identity.
Housing& Development Department
8. Capitalize on the extraordinary concentration of creative
Conduct' -z One CAD $'o,000 and
people and resources by fostering communication
convenings allocation of existing
and leveraging partnerships for innovative cultural
staff time
programming.
Santa Monica Arts Commission
*Preliminary steps precede the start of implementation
* *Start year is the year m which implementation begins; year one is 2007/08.
** *Lead agency
abbreviations:
a 8th Street
' 8th Street Arts Center
Bayside
Bayside District Development Corporation
CAD
City of Santa Monica Cultural Affairs Division
Civic Aud.
Santa Monica CivicAuditorium Division
CCSD
Community and Cultural Services Department
HHD
Housing& Development Department
HSD
Human Services Division
PCD
Planning and Community Development Department
RM
Resource Management Division
SMAC
Santa Monica Arts Commission
SMAF
Santa Monica Arts Foundation
SMEF Santa Monica Education Foundation
SMMUSD Santa Monica- Malibu Unified School District
SMPL Santa Monica Public Library
RM Resource Management Department
****Estimated costs could come from a range of revenue sources. Costs include staff time, annual and one -time costs, as noted.
Shalt icy 11: Iuc;'c isut Culttn it I Participa iIion
23
Preliminary
Steps
Start Year
Lead &
Partner
Agencies
Estimated Costs
q,. Develop a comprehensive directory of Santa Monica's arts
Begin research
Year two finalize
CAD
Allocation of
and cultural resources.
and development
and publish
existing staff time
of Creative Santa.
directory
Plus $25,000
Monica directory
- $50,000 for
inyear one
contract staff and
outreach
5. Develop a eonmunitywide marketing program to build
Research and
Year three
CAD
$25o,000 for
audiences for Santa Monica's arts and culture programs,
plan marketing
contract staff,
increase cultural participation and access, increase
program in year
professional
community awareness of local arts and culture, and
two
services and other
explore the evolving creative potential of electronic
program costs
communication.
6. Explore the evolving creative potential of electronic
Incorporate
Year three
CAD
See #5 above
communication to support Santa Monica's cultural
into research
community
and planning
for marketing
program in year
two
q. Develop cooperative strategies with Santa Monica
Convene
Year one
CAD
Allocation of
College, the Santa Monica- Malibu Unified School District
partners
existing staff time
and other providers of lifelong learning programs to
SMC
enhance the accessibility of their cultural programs to the
SMMUSD
community.
Other
prodders
Festivals
8. Continue and further develop existing arts and cultural
Year one
CAD
$35,000 - $a 0,000
festivals, such as the Santa Monica Festival and Jazz on the
to continue jazz on
Lawn.
the Lawn
9. Develop major new arts and cultural festivals, to celebrate
Planning for new
Year two—
CAD
$80o,000 for
and explore Santa Monica's innovative cultural identity
"Glow" festival
produce first
first year's festival
and address the community's desire for more festivals.
in year one
"Glow" festival
SMAF
expenses
to. Facilitate the provision of small -scale festivals
Conduct
Yearthree —issue
CAD
Allocation of
(showcases) that highlight the arts and culture, or
workshops
RFP for festival
existing staff time;
contain a cultural component, through a co- sponsorship
for festival
co- production
$5o,000 beginning
arrangement.
producers
year three for co-
beginningyear
productions
one
23
24
sill �yll: Inert i,inp; Cuthuil Participation cnnlimted
Preliminary
Steps
Start Year
Lead &
Partner
Agencies
Estimated Costs
Integrating Cultural Programming
n. Seek further opportunities to integrate arts and cultural
Ongoing
CAD
TBD
programming for all ages into non - traditional venues and
prograns such as the Annenberg Community Beach Club
project, community centers, parks, and other open and /or
public spaces.
12. Expand the cnlmral programming partnership between
Assess program
Year rive—
CAD
Allocation of
the Cultural Affairs Division and other City divisions and
possibilities
conduct
existing staff time
departments. including the Santa Monica Public Library
myear one,
— 2programs
SMPL
plus program costs
and the Human Services Division's after - school and
based on pilot
with SMPL
Friends of
TBD
youth -at -risk programs.
programs during
SMPL
Creative Capital
SMAC
13. Enhanceaccessibility for senior citizens to arts and
Assess program
Yeartwo—
CAD
Allocation of
cultural programs through integration of programs into
possibilities
integrate arts
existing staff time
existing venues and services for seniors, and by promoting
in year one in
into seniors
HSD
plus program costs
partnerships through the network of lifelong learning
conjunction
programming
TBD
service providers.
with Community
Voices and
other current
senior outreach
initiatives
14, Find opportunities to promote the reintroduction of arts
Ongoing
CAD
Allocation of
education in all public schools through implementation
existing staff time
of the Santa Monica- Malibu Unified School District's Arts
SMMUSD
for Al) plan, in cooperation with the district and the Santa
SMEF
Monica - Malibu Educational Foundation.
Public Art
15. Implement a public art in private development program
Year one—
CAD
$65,000 - $85,000
that supports a Cultural Tmst Fund flexible enough to
implement
for new contract
help fulfill the community's arts and cultural vision, as
new Private
PCD
staff position
identified in this planning process.
Developer
CulturalArts
Requirement
ordinance
16. In future years, as the Cultural Trust Fund grows, conduct
Year four—
CAD
$u oo,oeo for
an assessment of both the public and private public art
issue RFP
professional
programs to gauge their effectiveness in meeting the
and conduct
PCD
services
community's cultural needs.
assessment
and planning
process
Si rat evy 111: Cohan ci lig Snsiaina hi I I
25
Preliminary
Steps
Start Year
Lead&
Partner
Agencies
Estimated Costs
Cultural Facilities
17. Establish Santa Monica Arts Alleys as zones for the
concentration and development of small -scale arts
uses, such as creative businesses, artists studios, small
performing and exhibition spaces, and other cultural uses,
and:
Create a downtown cultural districtforthe
Planningin
Year two— create
PCD
Allocation of
development of Arts Alleys, bounded by 2nd Street
year one
district
CAD
existing staff time
on the west, 4th Street on the east, Rroadway on the
and other costs TBD
south and Wilshire on the north.
Bayside
HHD
-- Make necessary adjustments in the zoning of the
Participate in
Year one—
PCD
Allocation of
downtown cultural district to permit and encourage
current update
develop and
existing staff time
arts and cultural activities in the Arts Alleys.
ofzoning
adoptzoning
CAD
requirements
changes
Bayside
HHD
Negotiate with downtown property owners and
Planningin
Year two —begin
PCD
Allocation of
businesspersons to use the vacant and underutilized
year one
implementation
existing staff time
space fronting the Arts Alleys and consider
of district plan
CAD
and other costs TBD
offering a financial incentive, such as a property tax
Bayside
abatement on the portion of the properties used for
arts purposes, to encourage landlords to maintain
HHD
affordable rents on the properties.
Workwith the designers of the rebuilt and rehabbed
Timeline
TBD
PCD
TBD
parking garages to ensure that the areas fronting the
forell rages
alleys support the Arts Alleys concept.
to parking
CAD
structures is
Bayside
not finalized;
monitor plans
HHD
and develop
planning
timeline for
District- related
development
of parking
structures
25
26
,Sfl'afc � -y ]1L l')tth ttutt�5iutautiability cmtli.m�ed
Preliminary
Steps
Start Year
Lead &
Partner
Agencies
Estimated Costa
r8. Commute a cultural use of the Santa Monica Civic
Auditorium in line with the community's vision for this
facility and;
r
Approach development of the CivicAuditorium as
Ongoing
Civic Aud.
a key component within a larger cultural campus
CAD
encompassing the Civic Center, Santa Monica High
School, the Pier and adjacent areas.
Create a plan for the development of the Civic
Issue RFP for
Year
Civic Aud.
LCosis outside of
Auditorium that assesses the options identified
facilityplan
one — develop
CAD
Creative Capital]
in this planning process, and presents specific
inyear one or
facility plan
recommendation for imp lementation.
earlier
-- Revisit the recommendations regarding the Civic
Year one
Civic Aud.
[Costs outside of
Auditorium in the Civic Center Specific Plan to better
CAD
Creative Capital]
accommodate the cultural uses envisioned by the
community.
19. Develop, or facilitate the development of, small, flexible
Monitor
Ongoing
CAD
TBD
and affordable performance venues (under Soo seats) and
opportunities
visual arts spaces.
beginningin
PCD
year one
HSD
2o. Develop policies and ordinances that encourage and
Year one
PCD
Allocation of
even mandate the creation of affordable artist livehvork
existing staff time
and day studio spaces in new residential and industrial
CAD
development at a minimum in the Light Marotta tarring
Studio District (LMSD).
qr. Retain and enhance current arts uses m the Pier, Bergamot
Ongoing
CAD
TBD
Station, the Santa Monica Airport and r8th Street Arts
Center.
PCD
2a. Support and enhance cultural development around nodes,
Year
CAD
Allocation of
such as the emerging cultural uses along Pico Boulevard.
one — support
existing staff time
development
PCD
of Pico
Boulevard
Cultural
Festival
Sflaw(ugl H: E, tJlw twi I1.; 6nst ,inability continued
.......... -_
Preliminary
Steps
Start Ycar
Lead &
Partner
Agencies
Estimated Costs
Cultural Funding
23. Work to increase the total amount of the City's Cultural
Increase total
Year five —
CAD
$65o,000 to $1.3
Funding program budget towards a benchmark of between
funding as
targetyear
million by year five
to %and 2o% of the total operating budgets of Santa
resources
forreaching
Monica's arts organizations.
become available
benchmark
24. Create new cultural support opportunities as follows:
Expand and restructure the current Cultural /Arts
Year hvo
CAD
Allocation of
Organization Support Grant Program to ensure
existingstaff time
separate review of arts applicants and cultural
and $roo,000
'heritage applicants, and implement procedural
refinements.
Create an Artists Fellowship Program to support and
Program
Year
CAD
$5o,000 for
recognize Santa Monica's individual artists,
planning and
two—initial
fellowship awards
design in year
round of
and other program
one
fellowships
costs
Create an organizational capacity building and
Program
Yeartwo—
CAD
$So,000 for
technical assistance program to encourage
planning and
first round
capacity building
appropriate institutionalization of Santa Monica's
design in year
of capacity
awards and$ro,000
nonprofit arts and cultural organizations.
one
building
forrtechnical
awards
assistance
and initial
technical
assistance
services
Create an Opportunity Grants Program to allow the
Program
Yeartwo—
CAD
$2o,000 for awards
City to respond to unusual and short-term arts and
planning and
first round
cultural project opportunities.
design in year
of grants
one
Create a Capital Grants Program to assist nonprofit
Monitor
Year four —
CAD
$,z5o,000 initial
arts and cultural organizations in meetingtheir
potential
first awards
allocation for
facility needs, and to encourage capacity building,
capital projects
awards; additional
among local arts
allocations as
organizations
needed
in years one
throughthree
zs. Explore options to best reflect and support Santa Monica's,
Yearone
CAD
Allocation of staff
cultural diversity through cultural funding.
time and $r5,000
for consulting
services
?7
28
'Inil(,�y III: continued
Preliminary
Steps
Start Year
Lead &
Partner
Agencies
Estimated Costs
Leadership
-4q. Reactivate the Santa Monica Arts Foundation as a
Reconfirm
Year two— develop
CAD
Allocation of
fundraising and leadership development organization by
mission in
organizational
existing staff time
confirming its mission and role, and developing plan to
year one
plan for SMAF
plus $6o,000 for
partner in the implementation of Creative Capital.
consulting services
a8. Provide in -kind support and seed - funding to the
Year three —begin
SMAF
$zjo,000 for
Fomrd,amn to enable it to provide increased community
implementation
contract staff and
cultural leadership,
of organizational
CAD
other program costs
plan for SMAF; lay
groundworkfor
fundraising
zq. Focus the Foundation's efforts as follows:
- Expand the pool of resources available for cultural
Yearfour —begin
SMAF
Sec above
uses by dove loping aworkplace giving program to
workplace giving
(:AD
encourage cultural giving by private individuals, and
and united arts
a united arts fund to encourage cultural giving by
fund, as indicated
local businesses and corporations.
by organizational
plan
Institute an annual arts leadership awards program,
Year five —as
SMAF
See above
recognizing leading citizens in the areas of
indicated by
CAD
philanthropy, business and volunteerism.
organizational
plan
- Create an active program of leadership development,
Year fimr— s
SMAF
See above
in cooperation with the Chamber of Commerce, or
indicated by
CAD
other civic or business group.
organizational
plan
go. Strengthen the capacity of the Arts Commission to fultill
its role in implementing Creative Capital as fol lows:
Explore a reduction in the sire of the Arts
Year one
CAD
Allocation of
Commission to facilitate effectiveness and flexibility,
existing staff time
wbile retaining the current use of subcommittees that
SMAC
include non- commissioners to provide opportunities
for wider community involvement.
Alter the composition requirements of the Arts
Year one
CAD
Allocation of
Commission to balance the need for qualifications
existing staff time
in cultural policy and advocacywith the need for
SMAC
professional arts qualifications.
Work to diversify the membership of the Arts
Ongoing
CAD
Al location of
Commission to more accurately reflect the
SMAC
existing staff time
demographic diversity of Santa Monica.
29
PLANNING PARTICIPANTS
The City of Santa Monica and the consultant team wish to thank the many residents, business owners and commu-
nity leaders who gave so generously of their time and ideas to help with the development of this plan. And we wish to
apologize in advance if anybody was mistakenly omitted from this list which was compiled from sign -in sheets from
the meetings. Input for this plan was also gathered through a random household phone survey, a survey of Santa Monica
cultural organizations and via an interactive website wmvv. creativesantamonica. snrgov.net
31
Santa Monica
NVorkshops, Focus Groups
And Interviews
Arts Coonnission
Judy Abdo
Michael Farzam
Andrea Lipton
Michael Sakamoto
Sochi Branfman, Chair
Paula Achler
Denise Feathers
Elsa Longhauser
Christina Saucedo
Elena Allen
Lyn Arkin
Irene Fertik
Sylvia Luis
Jennifer Schab
Hara Beck
David Bean
Malissa Feiuzzi
Michael Massuci
Elena Mary Siff
Julia Braun Kessler
Kathleen Benjamin
Bruria Finkel
Sarah Maine
Annette Simons
Fred Dewey
John Berley
Martin Fleisclnnann
Peter Mays
Bruce Smith
Maya Emsden
Michelle Berne
Ursula K. Fox
Catherine McCabe
Clyde Smith
Phyllis Green
Wayne Blank
Dextra Frankel
Susan McCarthy
Tobi Smith
Rachel Lachowicz
Jaime Bravo
Dale Franzen
Kevin McCarthy
Smitha Srinivasa
Lan), Shapiro
Doug Bressler
Ben Franz- Knight
Lindsay Me Grail
Andrea Stang
Michael Brodsky
Meryl Friedman
Frederique Michel
Louis Stout
Gregory Spotts
Donna Sternberg
Andrea Brokaw
Nan Friedman
Lisa Melandri
Linda Sullivan
Jan Williamson
Colo Brooking
John Gabree
Elizabeth Morin
Susan Suntree
Jody Brooks
Louise Gabriel
Gail Myers
Theresa Sweeney
Clayton Campbell
Leo Garcia
Mikey Myers
Suzanne Tan
Neil Carrey
Shelley Gazin
Ruth Needle
Nat Trives
City Stuff
Tom Carrel
Marni Gittelman
Laurie Newman
Carrie Weil
P. Lamont Ewell,
R.B. Cardozo
Sandy Grant
Judy Neveau
Susan Weinberg
CityManager
Anne Carmack
Nancy Greenstein
He Nguyen
Katie Weinerslage
Andy Agle
Art Casillas
Tom Grode
Terry O'Day
Toni Whaley
Gordon Anderson
Chris Cassidy
Linda Gross
Paul Olague
John Whitbread
Susan Annett
Leilani Chan
Lindsey Haley
Maynoard Ostrow
Roger White
Andrew Basmajian
Phyllis Chavez
Hannah Heineman
Ellen Phillips
Julie Whittaker
Carole Curtin
Brian Colmery
Paulin Herrera
Adam Philipson
Bill Willday
Karen Ginsberg
Mark Courtney
Asuka Hisa
Alexandra Pollyea
Lisa Wolpe
Trinie Garcia - Valdez
John Crabtree - Ireland
Dorothy S Hull
Astrid Preston
Peter James
Leigh Curran
Cami Huong
Gwynne Pugh
Sarah Le Jenne
Judith Davies
Dick Hutman
Kathleen Rawson
Jeff Mathieu
Gigi Davis
Louise Jaffe
Torn Reddler
Mona Miyasato
Victoria Davis
Zena Josephs
Annie Reiniger
Malina Moore
Chris De Carlo
Iao Katagiri
Diane Rhodes
Greg Mullen
Fred Dent
Alison Kendall
Nancy Riehler
Shannon Parry
Jennifer Diener
Misti Kerns
Catherine Ronan
Craig Perkins
Charles Duncombe
Angie Kim
La Verne Ross
Elaine Polachek
Nora Encinas
Marcus Kniland- Nazario
Jerry Rubin
Amanda Schacter
Dorothy Engleman
Sherrill Kushner
Evelyn Rudie
Hamp Simmons
Andrea Engstrom
Dan Kwong
Drew Sachs
Steve Stark
Sam Erenberg
Randal Lawson
Paulin Sahagun
Barbara Stinchfield
Rochelle Fabb
Gil Lich
Monica Sahagun
Candace Tysdal
Justin Yofl'e
31
PUBLIC MEETINGS
zoo6
February 27,Arls Commission Meeting
Ken Edwards Center
March 2q, PerfmrningArts Committee Meeting
Santa Monica Main Library
April 18 + 19, Cultural Organization. Focus Groups
Euclid Park Community Meeting Room
November i, Pier Restoration Corporation Board Meeting
Ken Edwards Center
November 8, Community Workshop
Santa Monica Main Public Library
November 9, Friends oli Sunset Park Association Meeting
Mount Olive Church
May 13, Training th,e Creative Future or Santa Monica' November 2o, Arts Coin issi.on. Meeting
Workshop with artist Marni Gittlernan, Santa Monica Festival, Ken Edwards Center
Clover Park
May 24, SustainabilityFocus Group
Euclid Park Community Meeting Roma
May 24, In.dividualA2ist Focus Group
Santa Monica Main Library
May 25, Santa Monica Community College Focus Group
Academy of Entertainment and Technology
June 24, Community 1Gorkshop
Ken Edwards Center
June 29, In a Sense: Santa Monica Live, spokenword series
Main Library, Martin Luther KingAuditoriunr
September 9, Community 1Vorksh.op
Virginia Avenue Park, Thelma Terry Center
September 9, Youth lVorkshep
Virginia Avenue Park
September 13, Santa. Monica Civic Center Cultural
Planni.ngFocus Group
Santa Monica Main Public Library
October 17, Boards and Commissions Meeting
Ken Edwards Center
32
November 2o, 1Vil.sh,ire -Mont ana Associ a tion. Meeting
Ken Edwards Center
December in, Ocean Park Association Meeting
Joselym Park
December 14, Pico Neighborhood Association Afeeting
Virginia Avenue Park
December 18,Arts Commission Meeting
Ken Edwards Center
2007
January 8,Arts Commission Meeting
Civic Auditorium East Wing
February 5,Arts Commission Meeting
Ken Edwards Center
February 14, Convention and Visitors Bureau Board Meeting
VCB Office
February 27, City Council Presentation
City Hall
33